innovieren in der digitalen welt: der richtige umgang mit ......business model . 55 patterns....
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Prof. Dr. Oliver GassmannNo. 1
Innovieren in der digitalen Welt: Der richtige Umgang mit Komplexität!
Prof. Dr. Oliver GassmannInnovationsgespräche SüdGraz, 27.09.2016
Prof. Dr. Oliver GassmannNo. 2
Software eats the world
Marc Andreessen (2011), Wallstreet Journal
Uber, Transactions by Uber, 20% of the fareStill cheaper by 25% then trad. Taxis.
Value in 2014: 17 billions $
When do they take over your business?
Prof. Dr. Oliver GassmannNo. 3
IoT explosion
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Technology is there…
Sensors
smaller, cheaper, more intelligent, powerful, integrated, connectedcreate big data
…but smart data and business models?
Prof. Dr. Oliver GassmannNo. 5
IoT- just a hype?
Prof. Dr. Oliver GassmannNo. 6
IoT connects the physical with the digital world and drives service-oriented business models
Physical Thing
Sensor / Actor
Connectivity
Analytics
Digital Service Digital
Physical
Cus
tom
er V
alue
Source:. Prof. Elgar Fleisch
Prof. Dr. Oliver GassmannNo. 7
Sensor as a service
• System optimization
• Remote diagnostic
• Remote parametrization
• Behaviour-based services
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Yes, but business model?
Laserschneidanlage
Prof. Dr. Oliver GassmannNo. 9
Business model reflects and addresses the complexity
Why is revenue created?
How is the value proposition created?
What do you offer to the customer?
ValueProposition
Revenue Model
Value Chain
What?
How?Why?
Who?
Who is your target customer?
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Player analysis becomes crucial
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Our research
How to develop new business models?
Analysis of 350 business models
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The result
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AppleiPod/iTunes (2003)
Nestlé Nespresso (1986)
Nestlé Special.T(2010)
NestléBabyNes(2012)
Gillette (1904)
Hewlett-Packard(1984)
Standard OilCompany(1880)
The basic product is cheap, or given away for free. The consumables that are needed to use or operate it, on the other side, are expensive and sold at high margins.
Business Model pattern no. 39 «Razor & Blade»
Prof. Dr. Oliver GassmannNo. 14
The learnings
14DB Akademie GmbH, Potsdam, Stand: 01.09.2011
90 % of all business model innovations are recombinations
55 patterns to systematically innovate your business model
Business Model Innovation is rather craft than art
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Idea select ion
Initiation
Analyse the ecosystem
Ideation
Adapt the patterns
Integration
Detail the business
model
Implementation Players Change Drivers
Test
Adapt
Learning through trial and error
Market introduction
Iteration
What?
How?Why?
Who?
Old Business Model
Internal consistency
External consistency
Similarity Principle
Confrontation Principle
What?
How?Why?
Who?
Old Business Model
What?
How?Why?
Who?
New Business Model
55 Patterns
Iteration
The Business Model Navigator
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55 patterns for business model innovation
www.bmi-lab.ch
Prof. Dr. Oliver GassmannNo. 17
How to organize for digital innovation?
1. Think in business models
2. Start with experiments
3. Identify the sweet spot
4. Aim for simple solutions
5. Separate or integrate – it depends
6. Balance internal and outside-in thinking
7. Attract and retain digital talents, not easy
8. Develop a system of partners
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Great idea, but…
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What percentage of change programs are successful?
30 %
McK (2013)
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McK (2013)
1414
33
39Employee resistance
Management behavior not supportive
Lack ofresources
Others
Many attempted transformations failFactors responsible for failure of change initiatives
Prof. Dr. Oliver GassmannNo. 22
I’m worried about my job…•Do I have a job and
what’s my status in the new organisation?•How do my
colleagues interpret my status in the new organisation?•Who am I going to
work with in my unit?•Are there any resource gaps that
can under-mine myobjectives?
I’m worried about theorganisation…•How can I best interpret my organisation unit’s mission in the next 12-18 months?•What does it really mean?•What are the critical touch
points/interfaces with other units? •How can I manage them?•Which role will I have to play in the key interfunctional processes?•What will I need to do?•Is this another costly reorganisation just for the sake of it?
What is about me?
Does is really work?
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Five dimensions for driving change
Adapted from McK’s influence model
Role modeling
Foster understanding
Set up structures and
processes
Buildingcapability
1 2
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Culture5
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I have my head in theclouds, but my feetfirmly on the ground.
Steve Jobs
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Prof. Dr. Oliver Gassmann
University of St.GallenInstitute of Technology ManagementCH-9000 St. [email protected]. +41-71-224 7220
www.item.unisg.chwww.bmi-lab.ch