IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

Kritayuga - Marktgericht Ondernemen April 2014 1

Agenda 28/4/14

• 16.00 – 16.15 Introduction

• 16.15 – 17.30 Who am I ? • 17.30 – 18.00 Break ?

• 18.00 – 19.15 What should I do ?

• 19.15 – 19.30 Some closing remarks


Introduction


Time

Sen

se o

f w

ell-

bein

g

Dream/preparation

Break-through/self-realisation

Creativity/trustSetback handling

‘Disappointment/

consciousness

Every venture requires an enhanced awareness of the required discipline and “perspiration” level to become successful !


Learnproblemstructure

Breakproblem

into pieces

Isolate pieces by

uncertainty Unk unks

Foreseeableuncertainty

Integrate and learn : re-define, iterate

What are the goals and Influence factors

(performance function),

what are possibleactions and the causalconnection between

actions and performance ?

Learning Manage in parallelMilestones :

What are theareas

(sub-problems)of actions ?

Identify uncertainty

profiles of theaction areas.

What are actions, risks

and knowledgegaps ?

What is the status (what risk and unk

unks havematerialized) ? Whathave we learned ?

Evolve the uncertainty profiles

© C.H. Loch

Competition, market understanding, profit value chain or delivery model are more quickly and thoroughly analyzed

A process of diagnosing “the unknown unknowns” within every venture is crucial !

Who am I ?


Who am I?

• Why should I start a new activity in my life ?Why should I start a new activity in my life ?

• Should I start something new or acquire Should I start something new or acquire something existing ?something existing ?

• Should I start alone or within a team ?Should I start alone or within a team ?

• Can I be authentic ?Can I be authentic ?


Who am I?

• Can I be authentic ? Can I be authentic ?


Who am I?

• Can I cope with failure and fear ? Can I cope with failure and fear ?


Cost of failing to innovate is larger than the sum of the cost of failed initiatives

Make sure that the other side also winsRemove the fear of failingRemove the worry of making a livingDefine the co-creation rules of

engagementSpecify your IP managementCreate a tribe that people want to be part

of

Including it’s rituals, procedures and practices, stimulating loyal behaviour

Who am I ?

• Do I want to create a partner-network?Do I want to create a partner-network?


Who am I ?

Make a mind mapMake a mind map

EXAMPLEEXAMPLE


The entrepreneurship test


Are you an entrepreneur ?Questionaire

5 4 3 2 1

AGREE DISAGREE

1. I love to be together with people I like even when

it serves no other purpose.

2. In many situations clarifying who is in charge is

the most important business at hand.

3. When playing a game, I am concerned with how

well I play in my own estimation as I am with wether or not I win.

4. I believe it is important to have the respect of others in your

community.

5. When I set a goal, there is a good chance I will make it,

even through it doesn't always happen.

6. It is important to have possessions that will influence

others to respect me.

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Kritayuga - Marktgericht Ondernemen April 2014

5 4 3 2 1

AGREE DISAGREE

7. Losing a friend is very upsetting to me. I work hard to

regain friends I have lost.

8. I insist on the respect of people under me, even if I

have to push them around a bit to get it.

9. I need lots of warmth from others and I give it back.

10. I think about how what I am doing today will

affect my future five years from now.

11. I like to set up measures for myself of how well I am

progressing.

12. I am very concerned with the efficiency and quality of my work.

13. Many people need advice and help, and someone should give

it to them whether they want it or not.

14. Strong actions are needed when people make mistakes.

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5 4 3 2 1

AGREE DISAGREE

15. I enjoy social get-togethers and make time to go to them.

16. A key purpose in my life is to do things that have not been done

before.

17. If I move to a new area, I imagine the first things I would do is

develop new friends - without close friends , I am like a

plant without water.

18. I intend to get strong emotional reactions out of others

because that way I know I am getting somewhere.

19. I need very much to be liked by others.

20. My friends may sometimes think it is dull, but I find myself

talking about how to overcome future obstacles I have

anticipated.

21. My close relationships are very valuable to me.

15


What should I do ?


What should I do ?

• Search for the problems customers want to solve(≠ solve own company problems)

• Look at business opportunities to serve attractive customer segments(≠ variation on what is already offered)

• Use new technologies as basic customer problem facilitators(≠ technology push)

• Turn customer input into customer solutions (≠ “me too” products & services or “lead users” service development)


What should I do ?An outside-in approach to prevent “resource-driven” ideas & conceptsAn outside-in approach to prevent “resource-driven” ideas & concepts

trends & developments

Technology development

needs

benefits

market dynamics and evolving

customer needs

actor

required technology

competition

regulation

end customer preferences


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WHO? Unsatisfied customers

Non customers (yet)

WHAT? Higher value

Lower prices

HOW? Lower costs

Smart partners

Choose the most important customers

and organize around them

Choose the most important customers

and organize around them!

What should I do ?The major challengeThe major challenge


What should I do ?The business model as a basic description of how your business works and how The business model as a basic description of how your business works and how it makes moneyit makes money

Partner network

Collaboration model

Core processes

distribution

communication

Target customers

WHAT HOWWHO

Revenue modelrevenues profit costs

€ €€

Sources: G. Hamel - Leading the Revolution – 2000; A. Osterwalder - How to Describe and Improve your Business Model to Compete Better - 2005

product/ service

offering

€


What should I do ?Discovery driven planningDiscovery driven planning

• NBD planning cannot be based on a well-understood and predictable platform of past experience. Assumptions are made and have to be challenged during the NBD process.

1.Set up the business case:1. Start by baking in profitability in a reverse income

statement2. Calculate the allowable costs3. Identify the assumptions made

2.Does the NBD project still make sense given this business case? 3.At each milestone, challenge the assumptions and update the

business case (go to step 2).

Source: McGrath & McMillan – Discovery-Driven Planning , 2007 , Harvard Business ReviewSource: McGrath & McMillan – Discovery-Driven Planning , 2007 , Harvard Business ReviewKritayuga - Marktgericht Ondernemen April 2014 21

What should I do ?Calculation on the back of a coasterCalculation on the back of a coaster

Revenues?

Operationalcosts?

Investments?

Other costs?


What should I do ?Build a high perormant teamBuild a high perormant team

Managing ExternalAcceptance Managing Internal

Acceptance

Managing Searchand Development

Managing new business / innovation initiatives

• Market research• Feasibility studies• Market entry strategies• Lead generation

• Risk attitude• Management commitment• Communication• Champions

• Markets and technologies• Business intelligence• Ideas and concepts


What should I do ?Running Innovation projects; what we have been taught….Running Innovation projects; what we have been taught….

GOALS PLANNING ACTION

VARIANCES

RESULTS


What should I do ?..... and how innovation actually happens..... and how innovation actually happens

INSPIRATION GOALS

INSPIRATION

GOALSPLANFOOLING AROUND

MISTAKESDOING

FAILURE

ACTION

INSPIRATION

PLAN

GOALS

PLANS

SOME OTHER ACTION

SUCCESS


What should I do ?Roll out plan, let milestone guide youRoll out plan, let milestone guide you

Deliverables are based onsuccess criteria!

Primary milestones are external

Milestones are “unachievable” but “must” be achieved!

Deliverables are based onsuccess criteria!

Primary milestones are external

Milestones are “unachievable” but “must” be achieved!

Systems and approaches:• Gantt charts• Work/Product Structure Breakdown

Systems and approaches:• Gantt charts• Work/Product Structure Breakdown


What should I do ?Cash is kingCash is king

1. time-to-concept as short as possible. Delays postpone a future cash flow

2. time-to-market as short as possible. Delays postpone a future cash flow and (often) increase cost

launch

discover

time-to-concept

develop

time-to-market

deliver

time-to-profit

supportpost-launch cost

start-upinnovation cost

time

cum.cash

3. time-to-profit as short as possible. Delays diminish a future cash flow

4. innovation cost optimized for the best time-to-market and highest future value

5. post-launch cost optimized for the best time-to-profit and highest future value

Source: Payback - Reaping the Rewards of Innovation; James P. Andrew Harold L. Sirkin, 2006Kritayuga - Marktgericht Ondernemen April 2014 27

Some closing remarks


You can shape your own destiny and become succesful !


Thank you


IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen

Business

Transcript of IA Marktgericht Innoveren. Sessie 3. Voka Kempen. Kris Vander Velpen