Developing new digital products and services
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This document is a 4-part presentation by Harri Kiljander on developing new digital products and services. It discusses tools and frameworks for company renewal like the three horizons model. It introduces the Business Model Canvas for mapping new ideas and the Lean Startup Loop for iterative development. Case studies are presented from Kiljander's work developing internal startups at companies like F-Secure. The document is licensed under Creative Commons to allow reuse and sharing of the content.
Developing new digital products and services
- 1. Harri Kiljander Developing new digital products and services, Part one April 2018 This Material is Licenced Under Creative Commons Attribution 4.0 International License NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL CC BY 4.0 provides following license to the material for you to: Share — copy and redistribute the material in any medium or format Adapt — remix, transform, and build upon the material for any purpose, even commercially. Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- 2. Harri Kiljander Designing and developing products, services, user experiences, teams, and new business since the 1990s Director of Customer Experience Design at F-Secure Corporation Startup UX & design advisor Dr.Tech in Interactive Digital Media @hki007 https://www.linkedin.com/in/harrikiljander/ https://www.f-secure.com
- 3. i. Why new products and services ii. Business Model Canvas iii. Lean Startup Loop iv. Learnings from company projects
- 4. F-Secure
- 5. 40% of companies “will not exist in a meaningful way in 10 years” — John Chambers, CEO of Cisco Systems
- 6. “The fresh thinking that led to a company’s initial success is often replaced by a rigid devotion to the status quo.” — Harvard Business Review
- 7. Company renewal tools a. Big structural changes
- 8. Company renewal tools a. Big structural changes b. Wait and see
- 9. Company renewal tools a. Big structural changes b. Wait and see c. Changes based on new vision and strategy
- 10. Company renewal tools a. Big structural changes b. Wait and see c. Changes based on new vision and strategy d. Internal innovations
- 11. Company renewal tools a. Big structural changes b. Wait and see c. Changes based on new vision and strategy d. Internal innovations e. Mergers and acquisitions
- 12. Company renewal tools a. Big structural changes b. Wait and see c. Changes based on new vision and strategy d. Internal innovations e. Mergers and acquisitions f. Three horizons Time Sales Mature business Rapidly growing business Emerging business
- 13. Company renewal tools a. Big structural changes b. Wait and see c. Changes based on new vision and strategy d. Internal innovations e. Mergers and acquisitions f. Three horizons g. Internal startups Source: The Cookbook for Successful Internal Startups; http://www.n4s.fi/publication/cookbook-successful-internal-startups/ Time Sales Mature business Rapidly growing business Emerging business
- 14. “Bit by bit, everything that can be digitized will be digitized.” — Paul Krugman, Professor of Economics
- 15. Now it’s your turn: Think of companieswho have seekednext-generation growthfrom new lines of businesses, andsucceededor failed whendoing so! What wasthe recipe they used? Further reading: ”Escape Velocity” by Geoffrey A. Moore
- 16. End of part one Next: Business Model Canvas
- 17. Harri Kiljander Developing new digital products and services, Part two April 2018 This Material is Licenced Under Creative Commons Attribution 4.0 International License NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL CC BY 4.0 provides following license to the material for you to: Share — copy and redistribute the material in any medium or format Adapt — remix, transform, and build upon the material for any purpose, even commercially. Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- 18. Harri Kiljander Designing and developing products, services, user experiences, teams, and new business since the 1990s Director of Customer Experience Design at F-Secure Corporation Startup UX & design advisor Dr.Tech in Interactive Digital Media @hki007 https://www.linkedin.com/in/harrikiljander/ https://www.f-secure.com
- 19. i. Why new products and services ii. Business Model Canvas iii. Lean Startup Loop iv. Learnings from company projects
- 20. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com Business Model Canvas
- 21. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 22. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 23. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 24. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 25. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 26. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 27. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 28. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 29. Key Partners Key Activities Value Propositions Channels Customer Segments Key Resources Customer Relationships Revenue StreamsCost Structure Source: https://strategyzer.com
- 30. Now it’s your turn: Think of your own service idea onthis course, or someother new business, and map it onthe Business Model Canvas! Further reading: “Value Proposition Design” by Alex Osterwalder
- 31. End of part two Next: Lean Startup Loop
- 32. Harri Kiljander Developing new digital products and services, Part three April 2018 This Material is Licenced Under Creative Commons Attribution 4.0 International License NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL CC BY 4.0 provides following license to the material for you to: Share — copy and redistribute the material in any medium or format Adapt — remix, transform, and build upon the material for any purpose, even commercially. Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- 33. Harri Kiljander Designing and developing products, services, user experiences, teams, and new business since the 1990s Director of Customer Experience Design at F-Secure Corporation Startup UX & design advisor Dr.Tech in Interactive Digital Media @hki007 https://www.linkedin.com/in/harrikiljander/ https://www.f-secure.com
- 34. i. Why new products and services ii. Business Model Canvas iii. Lean Startup Loop iv. Learnings from company projects
- 35. “We must learn what customers really want, not what they say they want or what we think they should want.” — Eric Ries, a founder of the Lean Startup movement
- 36. “The only way to win is to learn faster than anyone else.” — Eric Ries, a founder of the Lean Startup movement
- 37. Lean Startup Loop Source: ”The Lean Startup” by Eric Ries LEARN BUILD DATA IDEAS CODE MEASURE
- 38. Lean Startup Loop Source: ”The Lean Startup” by Eric Ries IDEAS
- 39. BUILD CODE Lean Startup Loop Source: ”The Lean Startup” by Eric Ries IDEAS
- 40. DATA MEASURE BUILD CODE Lean Startup Loop Source: ”The Lean Startup” by Eric Ries IDEAS
- 41. LEARN DATA MEASURE BUILD CODE Lean Startup Loop Source: ”The Lean Startup” by Eric Ries IDEAS
- 42. Source: ”The Lean Startup” by Eric Ries LEARN DATA MEASURE BUILD CODE IDEAS Lean Startup Loop
- 43. Source: ”The Lean Startup” by Eric Ries LEARN DATA MEASURE BUILD CODE IDEAS Lean Startup Loop Build Faster Unit tests Usability tests Continuous integration Incremental deployment Free & Open-source Cloud computing Cluster immune systems Just-in-time scalability Refactoring Developer sandbox Minimum viable product
- 44. Source: ”The Lean Startup” by Eric Ries LEARN DATA MEASURE BUILD CODE IDEAS Lean Startup Loop Build Faster Unit tests Usability tests Continuous integration Incremental deployment Free & Open-source Cloud computing Cluster immune systems Just-in-time scalability Refactoring Developer sandbox Minimum viable product Funnel analysis Cohort analysis Net Promoter Score Search engine marketing Predictive monitoring Split tests Continuous deployment Usability tests Real-time monitoring & alerting Customer liaison Measure Faster
- 45. Source: ”The Lean Startup” by Eric Ries LEARN DATA MEASURE BUILD CODE IDEAS Lean Startup Loop Build Faster Unit tests Usability tests Continuous integration Incremental deployment Free & Open-source Cloud computing Cluster immune systems Just-in-time scalability Refactoring Developer sandbox Minimum viable product Funnel analysis Cohort analysis Net Promoter Score Search engine marketing Predictive monitoring Split tests Continuous deployment Usability tests Real-time monitoring & alerting Customer liaison Measure Faster Learn Faster Split tests Customer development Five whys Customer advisory board Falsifiable hypotheses Product owner Accountability Customer archetypes Cross-functional teams Semi-autonomous teams Smoke tests
- 46. “And, thus, we are all looking for the magic formula. Well, here you go: Creativity + Iterative Development = Innovation.” — James Dyson, founder of Dyson
- 47. Now it’s your turn: Think of a startup you know and analyze why they succeeded or failed! Further reading: ”The Lean Startup” by Eric Ries
- 48. End of part three Next: Learnings from company projects
- 49. Harri Kiljander Developing new digital products and services, Part four April 2018 This Material is Licenced Under Creative Commons Attribution 4.0 International License NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL CC BY 4.0 provides following license to the material for you to: Share — copy and redistribute the material in any medium or format Adapt — remix, transform, and build upon the material for any purpose, even commercially. Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- 50. Harri Kiljander Designing and developing products, services, user experiences, teams, and new business since the 1990s Director of Customer Experience Design at F-Secure Corporation Startup UX & design advisor Dr.Tech in Interactive Digital Media @hki007 https://www.linkedin.com/in/harrikiljander/ https://www.f-secure.com
- 51. i. Why new products and services ii. Business Model Canvas iii. Lean Startup Loop iv. Learnings from company projects
- 52. Some time ago we arranged a book-writing hackathon weekend to distill our internal startup experiences from F-Secure, Tieto, OP Finance Group, Supercell, Neste Oil, and Qentinel, and added a dose of related insights from General Electric and Cisco.
- 54. 10 learnings from successful internal product startups at F-Secure 1. Independent project with maximum control over people+budget+process+technologies (laws and company values permitting)
- 55. 10 learnings from successful internal product startups at F-Secure 1. Independent project with maximum control over people+budget+process+technologies (laws and company values permitting) 2. Clear top-level target setting and top-level sponsor
- 56. 10 learnings from successful internal product startups at F-Secure 1. Independent project with maximum control over people+budget+process+technologies (laws and company values permitting) 2. Clear top-level target setting and top-level sponsor 3. Aligned targets with in-house stakeholder teams
- 57. 10 learnings from successful internal product startups at F-Secure 1. Independent project with maximum control over people+budget+process+technologies (laws and company values permitting) 2. Clear top-level target setting and top-level sponsor 3. Aligned targets with in-house stakeholder teams 4. Clear focus, no other obligations for team and team leader
- 58. 10 learnings from successful internal product startups at F-Secure 1. Independent project with maximum control over people+budget+process+technologies (laws and company values permitting) 2. Clear top-level target setting and top-level sponsor 3. Aligned targets with in-house stakeholder teams 4. Clear focus, no other obligations for team and team leader 5. Somewhat unrealistic schedules & targets balanced with full authority
- 59. 10 learnings from successful internal product startups at F-Secure 6. Physical co-location of the cross-disciplinary team, led by the chief product officer
- 60. 10 learnings from successful internal product startups at F-Secure 6. Physical co-location of the cross-disciplinary team, led by the chief product officer 7. Team must take product/prototype to the market. Real customer feedback matters. 15 minutes response time.
- 61. 10 learnings from successful internal product startups at F-Secure 6. Physical co-location of the cross-disciplinary team, led by the chief product officer 7. Team must take product/prototype to the market. Real customer feedback matters. 15 minutes response time. 8. Minimum Viable Product. Build-Measure-Learn. KISS. But leave no room for dogmas!
- 62. 10 learnings from successful internal product startups at F-Secure 6. Physical co-location of the cross-disciplinary team, led by the chief product officer 7. Team must take product/prototype to the market. Real customer feedback matters. 15 minutes response time. 8. Minimum Viable Product. Build-Measure-Learn. KISS. But leave no room for dogmas! 9. Accept/expect/appreciate some people getting upset of broken rules
- 63. 10 learnings from successful internal product startups at F-Secure 6. Physical co-location of the cross-disciplinary team, led by the chief product officer 7. Team must take product/prototype to the market. Real customer feedback matters. 15 minutes response time. 8. Minimum Viable Product. Build-Measure-Learn. KISS. But leave no room for dogmas! 9. Accept/expect/appreciate some people getting upset of broken rules 10. Continuous improvement and lessons learned; share openly within the company
- 64. Now it’s your turn: Apply in your project work someProduct Development tools withthe Service Design thinking methods you’ve learned! Further reading: ”Hooked: How to Build Habit-Forming Products” by Nir Eyal
- 65. “I think anyone who makes products has this simultaneous joy and, almost, shame looking at it.You look at it all day and all you can see is all these things you want to make better.” — Ben Silbermann, founder of Pinterest
- 66. End of part four Thank you!
- 67. Harri Kiljander Developing new digital products and services April 2018 This Material is Licenced Under Creative Commons Attribution 4.0 International License NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL CC BY 4.0 provides following license to the material for you to: Share — copy and redistribute the material in any medium or format Adapt — remix, transform, and build upon the material for any purpose, even commercially. Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.