Innovation by Design Thinking - Business Model Innovation [PDF]

“a process for developing numerous practical alternate solutions to specific problems or issues fully using the indivi

4 downloads 4 Views 1MB Size

Recommend Stories


Design Thinking Workshop for Business Innovation
There are only two mistakes one can make along the road to truth; not going all the way, and not starting.

Design Thinking Workshop for Business Innovation
Your big opportunity may be right where you are now. Napoleon Hill

Business Model Innovation
Pretending to not be afraid is as good as actually not being afraid. David Letterman

Business Model Innovation
Never wish them pain. That's not who you are. If they caused you pain, they must have pain inside. Wish

Innovation-by-Design
Don't watch the clock, do what it does. Keep Going. Sam Levenson

Business Model innovation cultural Heritage
Keep your face always toward the sunshine - and shadows will fall behind you. Walt Whitman

Business Model Innovation For Sustainability
Ego says, "Once everything falls into place, I'll feel peace." Spirit says "Find your peace, and then

Innovation par le design thinking et business models inclusifs
Your big opportunity may be right where you are now. Napoleon Hill

Lean Startup, Design Thinking & Open Innovation
At the end of your life, you will never regret not having passed one more test, not winning one more

Design Innovation
Live as if you were to die tomorrow. Learn as if you were to live forever. Mahatma Gandhi

Idea Transcript


Innovation by Design Thinking: Business Model Innovation

DENIS DENNEHY

DIETER DE SMET

Any designers present? Individuals whose personality includes 1. Empathy –

imagine the world from multiple perspectives – those of colleagues, clients, end-users, and customers (current and prospective).

2. Integrative Thinking –

do not rely only on analytical processes (those that produce either/or choices)

3. Optimism –

no matter how challenging the constraints of a given problem

4. Experimentalism –

pose questions and explore constraints in creative ways that proceed in entirely new directions

5. Collaboration – design thinker does not simply work alongside other disciplines; many of them have significant experience in more than one. (Brown,2008)

What is Management? “equated managing with decision-making and argued that there are three essential aspects of decision-making: intelligence, design and action” Herbert Simon (The Sciences of the Artificial)

Knowledge Funnel

(source: Martin, 2009)

Characteristics of Knowledge Exploration and Exploitation Exploration

Exploitation

Organisational focus The invention of business

The administration of business

Overriding goal

Dynamically moving from the current knowledge stage to the next

Systematically honing and refining within the current knowledge stage

Driving forces

Intuition, feeling, hypothesis about Analysis, reasoning, data from the future, originality the past, mastery

Future orientation

Long-term

Short-term

Progress

Uneven, scattered, characterised by false starts and significant leaps forward

Accomplishment by measured, careful incremental steps

Risk and reward

High risk, uncertain but potentially high reward

Minimal risk, predictable but smaller rewards

Challenge

Failure to consolidate and exploit returns

Exhaustion and obsolescence (source: Brown, 2009)

Reliability & Validity

(source: Brown, 2009)

What is Design Thinking? “a process for developing numerous practical alternate solutions to specific problems or issues fully using the individual and group capabilities and ideas of employees, customers, vendors, and the general public” (Oster, 2008)

Why Design Thinking?  New approach to dealing with complex (wicked) challenges in business • business management strategy • development • sustaining a unique competitive advantage (Clarke and Smith, 2008; Dorst, 2011; Fraser, 2006; Raney and Jacoby, 2010)

 Can make an influential difference in human-centred activities • communication and collaboration • business model innovation Brown, 2008; Fraser, 2006) (

 Assumes the human experience is always messy (Liedtka and Ogilvie, 2011)

Solving Tame & Wicked Problems

 Well-defined  Traditional linear process of problem-solving methods  understand the problem which can include data gathering and analysis,  then formulate and implement a solution (Conklin and Weill ,2007)

 Multiple stakeholders - many decision-makers with conflicting values  Dependence on human cognitive abilities (creativity) & social abilities (teamwork) (Hevner et al., 2004)

Big Picture Time “A problem cannot be solved by people who are concerned with only one or another of its parts” Japanese philosopher Fukuoka

Benefits of Visualisation Improves problem solving Balances participation and reduces the dominance of certain participants Facilitates the decision-making process Ideally suited for communication Provides a visual means to assure mutual understanding Creates involvement of participants

Evidence of Benefits… Promoted Visibility

Provided a Common Platform

Promoted Interaction

Encouraged a Shared Commitment

Promoted Discussion

Encouraged Created a Shared Problem-Solving Understanding

“Better visualisation of roles and responsibilities to be shared with new partners joining the ecosystem”

“Common language and focus good for all stakeholders’ understanding of the process”

“A vehicle for brainstorming”

“Main one was team-building”

“Everyone had a voice”

“Helped to “Identification identify of gaps and customer value could be used to proposition exclude some and to focus all stakeholders?” stakeholders on issues”

“Ability to see each partner’s contributions and motivations”

“Ability to listen to others, ability to contribute objectively, people's ability to negotiate”

“Good interactions amongst partners”

“Collaboration amongst team was better”

“Good discussion tool and looking at specifics of problem”

“The visual ability to be able to work as a team collaborating, challenging each other’s skills”

“Discussion, clarification, communication”

“Able to agree more and very good grounding on the project for all partners”

Business Model Canvas What are we talking about?

Retail Bank (Innofin 2014) Key Partnerships

Key Activities

Value Propositions

Customer Relationships Personnal Assistance

Branch Operations

Investment Partners

Technology Vendors

Deposit Products (Lower interest rates)

Call Centre Operations

Automation (where possible)

IT Operations Regulators

Key Resources

Loan Products (Higher Interest Rates

Channels

Physical & IT infrastructure

Loan Assets

Cost Structure

Branches

ATMs

Internet & Mobile devices

Call centres

Revenue Streams Interest expenses

Channel costs

Customer Segments

Interest income

Fee income

Retail/ corporate customers (depositors)

Retail/ corporate customers (borrowers)

Visa Business Model (Innofin 2014) Key Partnerships

Key Activities

Value Propositions

Payments network management Technology alliances

Transaction processing

Commercial partners

Payment product card programs & cashless payments

Value-added services

Key Resources

Customer Relationships

Customer Segments

Financial Institutions (issuers)

Financial Institutions (Acquirers)

Convenience

Channels

Security

Payments product platform

Cardholders Sponsorships (Fifa Worldcup/ Olympics)

Rewards associated with card payments

Merchants

Visa brand TV advertising

Improved sales & consumer experience

Cost Structure

Trade Shows

Revenue Streams Personnel

Brand Promotion

Litigations Provision

Service revenues

Network, EDP & communications

Data processing services

International revenues

Google Business Model Key Partnerships

Key Activities

Value Propositions

R&DNew product/service development

Distribution Partners

Original Equipment Manufacturers (OEMs)

Web search, Gmail/ Google+/ circles

R &D - Improve existing products /services

Manage IT infrastructure

Targeted Advertising using Adsense

Branding

Intellectual Property (IP)

Cost Structure R&D

Staff

Data Centres

Developers

Advertisers & agencies

Channels Mobile device users

Global sales and support teams

Hosted Google Apps storage, shared calendars, video

Enterprise

Revenue Streams

Traffic acquisition costs (TAC) Sales & Marketing General And Administrative Expenses

Dedicated sales for large corporate accounts

OS & Platforms Android, Chrome OS

Data centers

Customer Segments

Internet users

Automation

Targeted Advertising using Adwords

Key Resources Open Handset Alliance (80+ technology/ mobile companies

Customer Relationships

Advertising

Free

Sales to enterprise

Workshop Challenge Design an m-payment business model for a retail bank

OR Is there a business model that you want to explore?

INNOFIN 2014 INTERACTIVE WORKSHOP Key Partnerships

Key Activities

Key Resources

Cost Structure

Value Propositions

Customer Relationships

Channels

Revenue Streams

Customer Segments

Concluding Thoughts • Effective collaboration and innovation can provide significant opportunities for any business • Use of visualisation tools can lead to shared understanding shared commitment of all stakeholders. • Requires an organisational culture of a positive design attitude

Smile Life

When life gives you a hundred reasons to cry, show life that you have a thousand reasons to smile

Get in touch

© Copyright 2015 - 2024 PDFFOX.COM - All rights reserved.