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csPart 1: The Complexity Gap / Asymmetric Competition Part 2: Fundamental Changes In The Nature Of Consumption Part 3: This is How Technology Works Part 4: Business Strategy & The Value Chain Part 5: Successful Innovators Don’t Care About Innovating Part 6: Three Concepts To Spark Your Imagination

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- CHRISTIAN MADSBJERG AND MIKKEL B. RASMUSSEN, HBR.ORG, AN ANTHROPOLOGIST WALKS INTO A BAR

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The biggest challenge CEOs face is the so called complexity gap.

CEOs see a lack of customer insight as their biggest deficit in managing complexity. .. And rank “customer obsession” as the most critical leadership trait.

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTSFIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

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PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

N

CHANGES IN BEHAVIOR, DRIVERS, CATEGORIES AND PRODUCTSFIVE CUSTOMER GAPS / ASSYMETRIC COMPETITION:

THE KNOWLEDGEABLE CUSTOMER PEOPLE AND

COMPANIES HAVE CHANGED HOW THEY SHOP - AND OUR TOOLS NEED TO

CHANGE WITH THEM

NEW HABITS AND BEHAVIORS CHANGE THE IMPORTANCE OF

ESTABLISHED MECHANISMS

THE PRODUCT IS INFRASTRUCTURE- WHAT JOB IS

THE CUSTOMER HIRING US TO DO - AND HOW COULD WE

DELIVER ON THIS JOB?

THE COMPETITION ISN’T NECESSARILY THOSE WHO

LOOK AND FEEL IDENTICAL TO YOU - THE MOST LETHAL

COMPETITION COMES FROM THE OUTSIDE

DO YOU UNDERSTAND YOUR CUSTOMER - WHAT ARE

CUSTOMERS PAYING FOR?

WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?QUESTION:

PART 1: THE CO

MPLEXITY GAP / ASYM

METRIC CO

MPETITIO

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PART 2: FUN

DAM

ENTAL CH

ANGES IN

THE N

ATURE O

F CON

SUM

PTION

PART 2: FUN

DAM

ENTAL CH

ANGES IN

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ATURE O

F CON

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ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION?

QUESTION:

PART 2: FUN

DAM

ENTAL CH

ANGES IN

THE N

ATURE O

F CON

SUM

PTION

TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOMEexample: a seminar, talk, sermon, class, workshop, game

PART 3: THIS IS H

OW

TECHN

OLO

GY WO

RKS

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A. slow social change

PART 3: THIS IS H

OW

TECHN

OLO

GY WO

RKS

b. explosive behavioral change

PART 3: THIS IS H

OW

TECHN

OLO

GY WO

RKS

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TECHNOLOGY IN THIS SENSE IS ANYTHING THAT ENABLES A TYPE OF BEHAVIOR TO ACHIEVE A DESIRED OUTCOMEexample: a seminar, talk, sermon, class, workshop, game

PART 3: THIS IS H

OW

TECHN

OLO

GY WO

RKS

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are our current technologies limiting our outcome creation through a definite number of behaviors - can we accommodate or create new behaviors?

SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?

QUESTION:

PART 3: THIS IS H

OW

TECHN

OLO

GY WO

RKS

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AN ORGANIZATION IS ESSENTIALLY A STRING OF COMPONENTS FORMING A VERTICAL VALUE CHAIN WELDED TOGETHER BY TRANSACTION COSTS.

A BUSINESS’ COMPETITIVE ADVANTAGE IS THE SUM OR THE AVERAGE OF ITS TRANSACTION COSTS. COMPANIES USUALLY WIELD LARGE ADVANTAGES IN SOME COMPONENTS AND ARE LAGGING IN OTHERS.

WITH DIGITIZATION WE CAN ACHIEVE ZERO MARGINAL COST IN SOME COMPONENTS – MEANING THAT THE TRANSACTIONAL COSTS PLUMMET TO A LEVEL WHERE THERE IS LESS OR NOTHING TO ECONOMIZE ON

WHEN CERTAIN COMPONENTS IN THE VALUE CHAIN PLUMMET IT CAN CHANGE THE RULES OF THE GAME FOR AN ENTIRE INDUSTRYth

e va

lue

chai

nBU

SINE

SS ST

RATE

GY &

PART 4: BUSIN

ESS STRATEGY & THE VALU

E CHAIN

PART 4: BUSIN

ESS STRATEGY & THE VALU

E CHAIN

which component(s) of our value chain has or is close to detach, switch or weaken?QUESTION:

PART 4: BUSIN

ESS STRATEGY & THE VALU

E CHAIN

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SUCCESSFUL INNOVATORSDON’T CARE ABOUT INNOVATING

PART 5: SUCCESSFU

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VATING

“Successful innovators care about solving interesting and important problems -

innovation is merely a byproduct”

“By contrast, focusing on solving interesting and important problems tends to be born from

customer-centered motives:”

PART 5: SUCCESSFU

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UT IN

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VATING

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“So, the simplest explanation you’ll ever hear of why succesful organizations ultimately fail is this:

They fail when the leaders fail to write of their own depreciating intellectual capital”.- GARY HAMEL

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PART 5: SUCCESSFU

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INDUSTRY TO CORE BUSINESS

THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL

- FROM A CUSTOMER VALUE PERSPECTIVECompanies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic.

Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions.

THIS IS THE CUSTOMER-JOB-TO-BE-DONE THE COMPANY HELPS SOLVE

WHEN IT LAUNCHES

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VATING

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INDUSTRY TO CORE BUSINESS

THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL

- FROM A CUSTOMER VALUE PERSPECTIVECompanies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic.

Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions.

THIS IS THE JOB IT IS HELPING CUSTOMERS SOLVE TODAY

[COMPANIES GET STUCK IN THE IDEA OF THE ORIGINAL JOB. NOT SEEING THAT AS PEOPLE ARE PERFORMING AND SOLVING THE JOB THEY REDESIGN AND FRAGMENT IT. COMPANIES GET

STUCK ON THE MAIN DESIGN, IGNORING CONCIOUSLY THE EXTENSIONS THAT EMERGE]

PART 5: SUCCESSFU

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UT IN

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VATING

HELGETENNØJOKULL

INDUSTRY TO CORE BUSINESS

THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL

- FROM A CUSTOMER VALUE PERSPECTIVECompanies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic.

Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions.

THIS IS THE JOB THE COMPANY IS SOLVING IN THE FUTURE

[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]

PART 5: SUCCESSFU

L INN

OVATO

RS DO

N’T CARE ABO

UT IN

NO

VATING

HELGETENNØJOKULL

INDUSTRY TO CORE BUSINESS

THE DEMISE FROM COMPANY TO INDUSTRY AS A CONCEPT IS A POISONED PILL

- FROM A CUSTOMER VALUE PERSPECTIVECompanies concentrate on optimizing their core business. Giving away products and services that they would logically provide from a customer perspective, but are not optimal when applying current business and management logic.

Companies end up fighting for market share in ever decreasing markets. Flatly excluding/ consciously ignoring logical and lucrative extensions.

THIS IS THE JOB THE COMPANY IS SOLVING IN THE FUTURE

[EVENTUALLY THE ORIGINAL JOB MIGHT END UP AS JUST A NICHE DELIVERY. THE CUSTOMER HAS MOVED ON TO DIFFERENT WAYS OF SOLVING THE ORIGINAL JOB]

HOW does core business and industry mindsets limit our ability to competeQUESTION:

PART 5: SUCCESSFU

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3CONCEPTSTO SPARK YOUR IMAGINATION

IMAGE BY ERIC FISCHER ON FLICKR.COM

PART 6: TWO

CON

CEPTS TO SPARK YO

UR IM

AGINATIO

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THE CONCENTRATED MODEL & THE HIDDEN SPACE

IMAGE BY KYLE LAD ON FLICKR.COM

PART 6: TWO

CON

CEPTS TO SPARK YO

UR IM

AGINATIO

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ACTIVE OR PASSIVE

PART 6: TWO

CON

CEPTS TO SPARK YO

UR IM

AGINATIO

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PART 6: TWO

CON

CEPTS TO SPARK YO

UR IM

AGINATIO

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WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE?

HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE?

HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?

HOW DOES CORE BUSINESS AND INDUSTRY-THINKING LIMIT OUR ABILITY TO COMPETE?

HOW DO WE CAPTURE WHAT VALUE FROM THE CUSTOMER?WHAT IS OUR CUSTOMER EXPERIENCE? (COMPANIES SELL CUSTOMER INTERFACES / EXPERIENCE - NOT PRODUCTS)

PAGE 3: CUSTOMER VALUE

SOURCE, The canvas comprises several thoughts on customer value:- Day II Parallel Session 3: The Creative Economy - New Management Practices for the 21st Century, Steve Denning, https://youtu.be/XESGMOsfzAs- Creating value in the age of distributed capitalism, Shoshana Zuboff, http://www.mckinsey.com/insights/strategy/creating_value_in_the_age_of_distributed_capitalism- Sharing’s Not Just for Start-Ups, Rachel Botsman, https://hbr.org/2014/09/sharings-not-just-for-start-ups

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HOW CAN WE CREATE AND CAPTURE CUSTOMER VALUE?

A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE? C. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE? D. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?

QUESTION:

PART 6: TWO

CON

CEPTS TO SPARK YO

UR IM

AGINATIO

N

HELGETENNØJOKULL

Part 1: The Complexity Gap / Asymmetric Competition WHAT IS YOUR CUSTOMER GAP / WHERE IS YOUR ASSYMETRIC COMPETITION COMING FROM?

Part 2: Fundamental Changes In The Nature Of Consumption ARE YOU, THROUGH YOUR INNOVATION EFFORTS, TRYING TO PROLONG THE EXISTING PARADIGM OR MIGRATE TO THE NEXT ZONE OF MUTATION?

Part 3: This is How Technology Works are our current technologies limiting our outcome creation through a definite number of behaviors - can we accommodate or create new behaviors? SUBTITLE: DO WE NEED NEW TECHNOLOGIES TO ACCOMMODATE PRESENT AND FUTURE ECONOMIES?

Part 4: Business Strategy & The Value Chain which component(s) of our value chain has or is close to detach, switch or weaken?

Part 5: Successful Innovators Don’t Care About Innovating HOW does core business and industry mindsets limit our ability to compete?

Part 6: Two Concepts To Spark Your Imagination A. WHAT ARE WE DOING THAT DIRECTLY IMPACTS CUSTOMER VALUE? HOW ARE WE GOING TO SERVE THE CUSTOMERS BETTER? B. WHAT IS THE MOST VALUED OUTCOME WE CAN HELP THE CUSTOMER PRODUCE? c. HOW CAN THE CUSTOMER BENEFIT FROM FURTHER INDIVIDUALIZATION OF OUR EXPERIENCE? d. HOW CAN THE CUSTOMER BENEFIT FURTHER FROM VALUE TRANSFORMATION?

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