Quinary drivers for product/service deconstruction 1
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Quinary drivers for for product/service deconstruction to improve design and business model evolution
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Quinary drivers for product/service deconstruction 1
- 1. jm.monguet@upc.edu | http://huntingmammoths.com i2b/1. Practice Deconstruction Quinary drivers 1 Fundamentals Josep Mª Monguet Leo Messi. 2009
- 2. jm.monguet@upc.edu | http://huntingmammoths.com Quinary drivers 1: Fundamental Integrative thinking Leadership and values Tendencies Quinary drivers 2: Technical and commercial Differentiation by design Acceleration with technology Embedded services and tasks Consultative selling Summary
- 3. jm.monguet@upc.edu | http://huntingmammoths.com Fundamental drivers Integrative thinking Quinary Drivers Fundamental drivers Technical Commercial Integrative Thinking Leadership and values Tendencies Cool hunting Differential of design Technology acceleration Embedded services Consultative selling
- 4. jm.monguet@upc.edu | http://huntingmammoths.com How did I learn to think? If I ever did. Did someone teach me to think? If anyone ever did. Do I consider the possibility of improving my thinking skills? Integrative thinking
- 5. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking New and better idea Bob Young. Founder & CEO Production of Ideas
- 6. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking Subbramanian Ramadorai, CEO of Tata Consultancy Services Tim Brown, CEO of IDEO Jeff Bezos, Founder and CEO of Amazon Michael Dell, Founder and CEO of Dell Computers Leading transformation
- 7. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking Integrative thinking Creative resolutions Causalities Architecture Relevance How does great leaders think? Considering all the relevant aspects of the problem Multidirectional study of causalities, not just linear. Not losing global and general view while working with parts of the problem or the possible solution Looking for alternative solutions in order to obtain the necessary degree of quality
- 8. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking How does great leaders think? Less or non relevant factors Facilitate study and discussions Relevant factors Creative resolutions Causalities Architecture Relevance
- 9. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking How does great leaders think? Creative optimisation considering multidirectionality Creative resolutions Causalities Architecture Relevance
- 10. jm.monguet@upc.edu | http://huntingmammoths.com Integrative thinking How does great leaders think? Observing the whole thing and the parts at the same time in order to approach reality Creative resolutions Causalities Architecture Relevance
- 11. jm.monguet@upc.edu | http://huntingmammoths.com Conventional and current ideas vs. new ideas and points of view Galieo vs. Classical Integrative thinking How does great leaders think? Creative resolutions Causalities Architecture Relevance
- 12. jm.monguet@upc.edu | http://huntingmammoths.com Fundamental drivers Leadership & values Quinary Drivers Fundamental drivers Technical Commercial Integrative Thinking Leadership and values Tendencies Cool hunting Differential of design Technology acceleration Embedded services Consultative selling
- 13. jm.monguet@upc.edu | http://huntingmammoths.com Leadership & values Is leadership based mainly in the capacity to impart orders to others? Is leadership based on providing an example for the others ? Is leadership reserved only to special people?
- 14. jm.monguet@upc.edu | http://huntingmammoths.com Terciario How to manage extraordinary people Leadership & values Jane Goodall Hellen KellerRosa Parks Leo Messi Ghandy Nikola Tesla
- 15. jm.monguet@upc.edu | http://huntingmammoths.com Selfvalued easily Bored Astute ConnectedImpatient Attributes Generous Leadership & values
- 21. jm.monguet@upc.edu | http://huntingmammoths.com easily Bored Attributes Leadership & values
- 22. jm.monguet@upc.edu | http://huntingmammoths.com Sergio Marchioni My work as CEO is not to take decisions but establish objectives and help executives to discover how to get them. Signposting goals Gianni Agnelli “Big man” leadership Leadership & values
- 23. jm.monguet@upc.edu | http://huntingmammoths.com Terciario Styles and charismas Jan Carlzon, Pedagogy SAS Jack Welch, Energy and push GE Louis Gerstern , Strategy IBM Steve Jobs Inspiration and vision Apple. Leadership & values
- 24. jm.monguet@upc.edu | http://huntingmammoths.com Fundamental drivers Tendencies Reference Quinary Drivers Fundamental drivers Technical Commercial Integrative Thinking Leadership and values Tendencies Cool hunting Differential of design Technology acceleration Embedded services Consultative selling
- 25. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Is fashion dictated by some “big” creators from their ivory towers? Are there some people who possess some kind of intuition to detect tendencies? Is it possible to study and understand deep and strong tendencies?
- 26. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Customer - Consumer – User Ask to your customers constantly Think carefully about your consumers. Work to understand your user.
- 27. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Deep currents Long tail The small may be big
- 28. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Deep currents Oikonomy to the society Aristotle circles Ethics (I) – Economy (Family) - Politics (Sovereign City) Oikos = home, Nomos = law or norm. Things are done by extrinsic and/or transcendent motivation.
- 29. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Shortening life cycle Deep currents
- 30. jm.monguet@upc.edu | http://huntingmammoths.com Who deserves to be analysed? “Cool hunting” What deserves to be analysed? Critical &creative filter New offer: seductive & unique Tendencies Ethnography
- 31. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Opinion makers and first followers Ethnography
- 32. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Identifying white spaces.
- 33. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Why tendencies are so important for business?
- 34. jm.monguet@upc.edu | http://huntingmammoths.com Tendencies Why tendencies are so important for business? I don’t want a buy clothes, I want to seduce
- 35. jm.monguet@upc.edu | http://huntingmammoths.com Designers - Tendencies observers – Shop directors Tendencies Real time fashion From stationary to continuous fashion Systems that integrate selling, designing and inventory
Notas del editor
- 1. ORGANIZACIONALMENTE ASTUTOS: Los colaboradores calificados se las ingenian para que los proyectos de su interés personal reciban fondos. Si no los encuentran, tienen varias opciones: pueden irse a otra empresa donde hayan fondos disponibles, o pueden desarrollar elaboradas politiquerías para conseguir medios para sus proyectos favoritos,
- 2 AUTOVALORADOS: Las habilidades técnicas de los profesionales de hoy Están más próximas a las de los antiguos maestros medievales que a las capacidades estandarizadas, cuantificables y comunicables que caracterizaban a los empleados de la Revolución Industrial. Ello infiere que, hoy en día, no se pueden transferir conocimientos sin la voluntad de las personas involucradas.
- IMPACIENTES: Si los colaboradores cualificados no tienen acceso rápido a la cúpula directiva, empezarán a pensar que la empresa no se tona en serio su trabajo.
- 10 NO AGRADECEN NADA: Incluso cuando la dirección lidera bien, los colaboradores más capacitados no reconocerán este liderazgo. Cabe recordar que este tipo de personas sienten que no necesitan ser liderados. La dirección solo puede medir su éxito por su habilidad para permanecer en determinadas franjas del radar de los colaboradores más capacitados.
- BIEN CONECTADOS: Normalmente, los colaboradores más cualificados están muy bien conectados con redes profesionales de su nivel. Muchas veces esto es mucho más importante que lo que ellos creen. Estas redes incrementan su valor dentro de la organización, pero también los convierte en más volátiles.
- 6 TIENEN BAJA TOLERANCIA AL ABURRIMIENTO: En una era de alta movilidad del personal, si no se compromete intelectualmente a los profesionales más calificados y no se les inspira con un propósito empresarial ilusionante, acabarán marchándose.