5. Can we use link
our evaluation
criteria to the 8
Key Factors for
Success?
http://www.ted.com/talks/lang/eng/richard_st_john_s_8_secrets_of_success.html
Tuesday, March 2, 2010
6. Are we facilitating
that the full
creative potential
of our students, or
killing their
inspiration and
passion with OUR
lack of vision?
http://www.ted.com/talks/lang/eng/ken_robinson_says_schools_kill_creativity.html
Tuesday, March 2, 2010
7. IDEATION
Innovación de Modelos de Negocio
CADI - Campus Monterrey, 25. & 26.02.2010
Instructor: Daniel Pandza (daniel@paradygnamics.com)
Tuesday, March 2, 2010
8. WHERE TO START
THE IDEATION
PROCESS?
Innovación de Modelos de Negocio
CADI - Campus Monterrey, 25. & 26.02.2010
Instructor: Daniel Pandza (daniel@paradygnamics.com)
Tuesday, March 2, 2010
10. BECAUSE...
MOST ENTREPRENEURS COUNT WITH RELATIVELY
LOW RESOURCES, EXPERIENCE & CONNECTIONS
Tuesday, March 2, 2010
11. BECAUSE...
ENTREPRENEURIAL PROJECTS SHOULD START IN THE
EARLY STAGES OF NEW CATEGORY LIFE CICLES...
Tuesday, March 2, 2010
12. IT IS RECOMMENDED TO START
WITH A FRESH CUSTOMER
PERSPECTIVE
Tuesday, March 2, 2010
13. CASE DISCUSSION
Innovación de Modelos de Negocio
CADI - Campus Monterrey, 25. & 26.02.2010
Instructor: Daniel Pandza (daniel@paradygnamics.com)
Tuesday, March 2, 2010
15. KEY ACTIVITIES...
1. READ CASE
2. DISCUSS CASE IN TEAMS OF 5
3. DESIGN 3 DIFFERENT BUSINESS MODEL IDEAS BY
FOLLOWING THE BUSINESS MODEL CANVAS.
4. PRESENT YOU BUSINESS MODEL IDEAS
5. COMPARE YOUR IDEAS WITH THE IDEAS OF THE
OTHER TEAMS. ARE YOUR IDEAS DIFFERENTIATED?
6. HOW CAN YOU IMPROVE THE DIFFERENTIATION OF
YOUR BUSINESS MODEL?
7. HOW CAN YOU IMPROVE THE PROFITABILITY OF
YOUR BUSINESS MODEL IDEAS?
8. WHAT DID THE ENTREPRENEURS DO? (VIDEO)
Tuesday, March 2, 2010
17. DUE TO VALUE
MIGRATION,
COMPANIES NEED TO
CONSTANTLY EXPLORE
NEW OPPORTUNITIES
FOR DIFFERENTIATION.
Recommended Reading - Adrian Slywotzky (1996) Value Migration.
17
Tuesday, March 2, 2010
18. WHAT DOES ALL THIS MEAN?
YESTERDAY TOMORROW
18
Tuesday, March 2, 2010
19. UNDERSTANDING CUSTOMER NEEDS, WE CAN DESIGN A
PORTFOLIO OF NEW PRODUCT IDEAS & BUSINESS MODELS
19
Tuesday, March 2, 2010
20. !""#$%&!'"(
)*+&%,#-*&"!%(
!"#$%&$'
()"!*+,-".'
!"#$%&!'() !"#$%&'$(
!$*)+,-,(') )*"$"%$+(
!""#$%&!'"(
)*(+,#&*-#-(
!"#$%&%'()*
!"# +,%-./&"0*
!""#$%&!'"(
)*"&!#"%+(
Source: Tim Brown (2008). Design Thinking. Harvard Business Review. June 2008.
Tuesday, March 2, 2010
22. ON WHICH OF THESE INGREDIENTS SHOULD WE BUILD
THE FOUNDATION OF OUR NEW BUSINESS?
22
Tuesday, March 2, 2010
23. MASLOW’S
HIERARCHY OF NEEDS
Tuesday, March 2, 2010
24. • WHAT COMPANIES COMPLAIN ABOUT
• Customers do not know what they want.
• Customers cannot articulate their needs.
• Customers have latent needs - they don’t know they have.
• Customer requirements change quickly over time.
• THE TRUTH IS…
• Companies do not know what a need is or how to listen to customers.
Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com.
Tuesday, March 2, 2010
25. Customer hire products in
order to get a JOB® done!
JOB TO BE DONE...
...a fundamental problem in a given
situation that needs a solution.
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
Tuesday, March 2, 2010
26. A CUSTOMER NEED
MUST...
• Be based on a system of value measurement that is universally
accepted by customers
System of
• Be relevant now and in the future Measurement
• Not be left open to interpretation
• Not confound the way it or other need statements are
prioritized
Structure, Content
and Format
Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com.
Tuesday, March 2, 2010
27. Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com.
Tuesday, March 2, 2010
31. YES, YESTERDAY WE HAVE SEEN
THE FOLLOWING SLIDES ON
CUSTOMER VALUE PERCEPTION
Tuesday, March 2, 2010
32. Source - Woodall (2005) Conceptualizing Value for the Customer.
Innovación de Modelos de Negocio
CADI - Campus Monterrey, 25. & 26.02.2010
Instructor: Daniel Pandza (daniel@paradygnamics.com)
Tuesday, March 2, 2010
33. Source - Woodall (2005) Conceptualizing Value for the Customer.
Innovación de Modelos de Negocio
CADI - Campus Monterrey, 25. & 26.02.2010
Instructor: Daniel Pandza (daniel@paradygnamics.com)
Tuesday, March 2, 2010
34. THE QUESTION IS HOW TO
ORGANIZE THE INFORMATION
Tuesday, March 2, 2010
37. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
SPOTTING UNDERSERVED NEEDS
• The metrics can be uncovered using any of the
popular interviewing methods...
• Personal interview, focus groups, ethnographic interviews, etc.
• Desired outcome statements must conform to a specific
structure and follow a set of stringent rules in order to avoid
unwanted sources of variability that alter the importance and
satisfaction ratings customers give the statements.
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
Tuesday, March 2, 2010
38. WHEN IS A NEED
UNMET?
If a desired outcome is both important and
unsatisfied, it is unmet
✦ The more important and less satisfied an
outcome is (the more unmet it is) the greater it
represents an opportunity for value creation
✦ Outcomes are prioritized based on their
attractiveness as opportunities for value creation
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
Tuesday, March 2, 2010
39. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
SPOTTING UNDERSERVED NEEDS
• Companies must ...
• ...analyze the job of interest
• ...ascertain from customers what must be measured and
controlled to ensure the job is executed with the speed,
predictability and output customers desire.
• The metrics customer use to measure the successful
execution of a job are called DESIRED OUTCOMES.
• Desired outcomes are customer needs!
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
Tuesday, March 2, 2010
40. JOB BASED VIEW
OF THE MARKET
• What fundamental problem is the customer
trying to solve?
• What objectives to customers use to evaluate
solutions?
• What barriers limit the solution?
• What solutions do customers consider?
• What opportunities exist for innovative solutions?
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
Tuesday, March 2, 2010
41. WHAT IS THE JOB TO BE DONE OF A TRASH BIN?
41
Tuesday, March 2, 2010
42. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
JOB MAPS...
• The map serves as a framework around which customer needs (desired
outcomes) are gathered.
• Once a job map is created for a specific functional job, customer needs can be
captured for each step in the job map.
• When need statements that describe issues related to the speed, stability and
output of each process step are captured, all needs are known.
• Most jobs consist of 8 to 12 process steps, that 6-12 needs exist per process step,
and that approximately 50-150 needs exist for any given job.
• When the job is the unit of analysis, there is no such thing as an
unarticulated or latent customer need - customers clearly
know what jobs they are trying to get done and how they
measure success.
Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
Tuesday, March 2, 2010
43. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
WHY THE JOB MAP IS SO IMPORTANT...
• The map does not show what the customer is doing
(solution view); rather it describes what the customer is
trying to get done (needs view).
• All jobs consist of some or all of the eight fundamental
process steps:
43
Tuesday, March 2, 2010
44. WHAT ARE THE KEY “JOBS” OF A WALL?
PROTECT
SUSTAIN BUILDINGS
HOLD FLAT SCREEN TV’S
44
Tuesday, March 2, 2010
45. … AND WHY DO WE HAVE WINDOWS?
Tuesday, March 2, 2010
46. AND WHY
DOORS
HAVE
DOOR
LOCKS?
DO
WHY RS?
D O
… AN E DO
E US
46 W
Tuesday, March 2, 2010
47. USUALLY PRODUCTS ARE GREAT
FOR DOING SOME JOBS,...
BUT TERRIBLE AT DOING OTHER JOBS...
Tuesday, March 2, 2010
48. A JOBS TO BE DONE VIEW OF THE CUSTOMER WILL EXPAND YOUR VISION &
ENABLE YOU TO SENSE OPPORTUNITIES FOR BUSINESS MODEL INNOVATIONS. ...
48
Tuesday, March 2, 2010
49. THAT’S WHY WE HAVE TO LOOK AT THE
JOB HOLISTICALLY….
Tuesday, March 2, 2010
50. SUBJECT SITUATION SATISFACTION
Tuesday, March 2, 2010
51. IF WE DO THAT, WE MIGHT JUST
DISCOVER THE NEXT BIG THING!
Tuesday, March 2, 2010
52. NOW LET’S TAKE A LOOK AT
SEGMENTATION...
Tuesday, March 2, 2010
53. MARKET SEGMENTATION =
A MARKET TECHNIQUE THAT TARGETS A
GROUP OF CUSTOMERS WITH SPECIFIC
CHARACTERISTICS...
Tuesday, March 2, 2010
57. WE USE SEGMENTATION CRITERIA AS
THE BASIS FOR IDEA GENERATION
THAT MIGHT SATISFY
THE NEEDS OF THE CONSUMER?
Tuesday, March 2, 2010
58. WHY DON´T WE JUST TRY TO
COMPREHEND THE CUSTOMER NEEDS
DIRECTLY?
WOULDN´T THIS BE MUCH EASIER &
INCREASE THE PROBABILITY OF
SUCCESS?
Tuesday, March 2, 2010
59. Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.
WHY NOT JOB BASED SEGMENTATION...
59
Tuesday, March 2, 2010
60. OVERSERVED APPROPRIATELY UNDERSERVED
SERVED
60
Tuesday, March 2, 2010
61. IN ORDER TO PERFORM
NEW TASKS & BE
EFFECTIVE
OR DEAL WITH
NEW PARTNERS
FROM NEW
OR NEW VALUE CUSTOMER
PROPOSITIONS SEGMENTS
WE MIGHT HAVE IF WE NEED
TO GET NEW NEW REVENUE
RESOURCES OR STREAMS
COMPETENCIES
61
Tuesday, March 2, 2010
62. THE ART OF INNOVATION
IN THIS WORKSHOP WE HAVE
SEEN DIFFERENT TOOLS AND Partneorrk
w
COM Net
METHODOLOGIES THAT CANETITIVE A P GUIDE
s DVAN
s TAGE
OUR CLIENTS IN THE l Bu sinePURSUIT OF
e
- Mo d
CONVERTING THEIR DREAMS INTO
sso
u rce
Re ess n
sio n
ln
PROFITABLE BUSINESS MODELS.
fu l
u
iff ptio
ore
D
do
C s& &
A
e
iliti
pa b rce
s
Ca
sou m er
Res YOUR TASK IS TO INVEST TIME us
to s
C ed
Ne
AND EFFORT AND PRACTICE THE
APPLICATION OF THESE aTOOLS.
lue n
V tio
ig ra
M
Tuesday, March 2, 2010