front end of innovation worlshop: strategy tools - in action. expanded version
TRANSCRIPT
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Strategy Tools - in Action
#FEIEMEA
#STFTNG
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Christian Rangen Partner
Co-Founder
Elisabeth Øvstebø Managing Partner
Co-Founder
Inger Hanne Vikshåland Consultant
Head of Marketing & Events
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The building blocks of innovative organizations
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Map out your company; Why; What, How, using a 1 – 6 scale
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..... Cut costs and defend the
core business
Let’s analyze I want to see the financials
Your typical Board of Directors or Top Managemement teams
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Cost-cutting $$$
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Transformational capacity
Legacy core business
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Shifting strategy
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.....runs 2000+ business model experiments per year
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‘’We plant seeds that may take 7+ years to bear fruits’’
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‘‘…if we needed financial results in 2-3 years, most of our things would never have happened’’
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3 kinds of innovation Clay Christensen, Harvard
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Efficiency -based
innovations
LEAN, Simplify Cut costs, Downsizing, Frees up, preserves capital STEP: Statoil Technical Efficiency Program
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Performance –improving innovations
Improve what already is Product upgrades Limited use of capital iPhone 6+
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Market -creating innovations
Create new business models+ Create new customers Put capital to use Most value is created
Shackleton, Zaptec, 1 billion
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…most understand …many think about ….few grasp
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Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Three Levels of Business Models
Swing for the fences
Map o
ut your future
reve
nue
streams
Consulting
Milk & Bread
% of your revenue:................................................
Truly audacious, mind-blowing, amazing, wow
business ideas can be found here. With a very
high risk/reward profile, 7 or even 9 out of 10 of
these will fail. But the ones who make it will make
up for the failed ones. Often, these projects
require significant work to pitch to clients and
parters, who often don’t get it the first few times.
But once successful, these will push industry
innovation and attract attention far outside the
current client and partner base.
Genuine knowledge workers dream of working
here.
% of your revenue:....................................................
More challenging and interesting projects can be
found here. These carry somewhat higher risk, but
also higher income streams.
There’s always a degree of uncertainy on behalf
of the consultants if and how this work is possible.
These projects require some
creative thinking to solve.
% of your revenue:....................................................
Is the steady, long-term, low-risk cash flows. Pays
the rent and salaries. We can budget these
income streams well in advance with a high
degree of certainty. Often, this is repetitive,
low-innovation work. For knowledge workers, this
can, over time, sometimes become boring.
1
2
3
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Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Three Levels of Business Models
Swing for the fences
Map o
ut your future
reve
nue
streams
Consulting
Milk & Bread
% of your revenue:................................................
Truly audacious, mind-blowing, amazing, wow
business ideas can be found here. With a very
high risk/reward profile, 7 or even 9 out of 10 of
these will fail. But the ones who make it will make
up for the failed ones. Often, these projects
require significant work to pitch to clients and
parters, who often don’t get it the first few times.
But once successful, these will push industry
innovation and attract attention far outside the
current client and partner base.
Genuine knowledge workers dream of working
here.
% of your revenue:....................................................
More challenging and interesting projects can be
found here. These carry somewhat higher risk, but
also higher income streams.
There’s always a degree of uncertainy on behalf
of the consultants if and how this work is possible.
These projects require some
creative thinking to solve.
% of your revenue:....................................................
Is the steady, long-term, low-risk cash flows. Pays
the rent and salaries. We can budget these
income streams well in advance with a high
degree of certainty. Often, this is repetitive,
low-innovation work. For knowledge workers, this
can, over time, sometimes become boring.
1
2
3
![Page 42: Front End of Innovation Worlshop: Strategy tools - in action. Expanded version](https://reader034.vdocuments.us/reader034/viewer/2022052700/55a5f9f41a28ab70588b45ae/html5/thumbnails/42.jpg)
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Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Three Levels of Business Models
Swing for the fences
Map o
ut your future
reve
nue
streams
Consulting
Milk & Bread
% of your revenue:................................................
Truly audacious, mind-blowing, amazing, wow
business ideas can be found here. With a very
high risk/reward profile, 7 or even 9 out of 10 of
these will fail. But the ones who make it will make
up for the failed ones. Often, these projects
require significant work to pitch to clients and
parters, who often don’t get it the first few times.
But once successful, these will push industry
innovation and attract attention far outside the
current client and partner base.
Genuine knowledge workers dream of working
here.
% of your revenue:....................................................
More challenging and interesting projects can be
found here. These carry somewhat higher risk, but
also higher income streams.
There’s always a degree of uncertainy on behalf
of the consultants if and how this work is possible.
These projects require some
creative thinking to solve.
% of your revenue:....................................................
Is the steady, long-term, low-risk cash flows. Pays
the rent and salaries. We can budget these
income streams well in advance with a high
degree of certainty. Often, this is repetitive,
low-innovation work. For knowledge workers, this
can, over time, sometimes become boring.
1
2
3
![Page 44: Front End of Innovation Worlshop: Strategy tools - in action. Expanded version](https://reader034.vdocuments.us/reader034/viewer/2022052700/55a5f9f41a28ab70588b45ae/html5/thumbnails/44.jpg)
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‘’Tesla’s business model defies all logic’’
- CNN, 2013 !
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Get yours at www.strategytoolsforthenextgeneration.com/threelevels
Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.
Three Levels of Business Models
Swing for the fences
Map o
ut your future
reve
nue
streams
Consulting
Milk & Bread
% of your revenue:................................................
Truly audacious, mind-blowing, amazing, wow
business ideas can be found here. With a very
high risk/reward profile, 7 or even 9 out of 10 of
these will fail. But the ones who make it will make
up for the failed ones. Often, these projects
require significant work to pitch to clients and
parters, who often don’t get it the first few times.
But once successful, these will push industry
innovation and attract attention far outside the
current client and partner base.
Genuine knowledge workers dream of working
here.
% of your revenue:....................................................
More challenging and interesting projects can be
found here. These carry somewhat higher risk, but
also higher income streams.
There’s always a degree of uncertainy on behalf
of the consultants if and how this work is possible.
These projects require some
creative thinking to solve.
% of your revenue:....................................................
Is the steady, long-term, low-risk cash flows. Pays
the rent and salaries. We can budget these
income streams well in advance with a high
degree of certainty. Often, this is repetitive,
low-innovation work. For knowledge workers, this
can, over time, sometimes become boring.
1
2
3
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Design a structure for transformation
2
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”The problem is
NOT new ideas”
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The problem is the system, processes, methods, tools and resource allocation.
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…it’s the HOW of the organization
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How can you build an architecture of transformation?
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M + S + M
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M + S + M Architecture
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Money + Structure + Mandate
Architecture
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Money #1
We have easy access to minor investment funds for new ideas and new ventures
#2
As a company, we are truly great at making explora>ve investments
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Structure #3
We have a unit (person, team, department) responsible for en>rely new business development
#4
We have a corporate structure for early ventures, strategy experiments, growth, spin-‐ins,
spin-‐outs for new businesses
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Mandate #5
We have an explicit growth ambi>on from the Board of Directors and Top Management
#6
We have a license to think big, dream big and take calculated strategic risks
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Transformational capacity
Legacy core business
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Your turn;
Designing a transformation
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Thanks for joining
Leave your e-mail, and we’ll send you slides and tools
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Christian Rangen Partner
Co-Founder
Elisabeth Øvstebø Managing Partner
Co-Founder
Inger Hanne Vikshåland Consultant
Head of Marketing & Events
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Strategy & innovation cunsulting company
Contact www.engage-innovate.com
[email protected] Twitter: @engageinnovate
See get your tools at www.strategytoolsforthenextgenerations.com
Visit us at Innovation Dock