Front End of Innovation Worlshop: Strategy tools - in action. Basic version
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The document discusses the importance of innovation in business, outlining three levels of business models: high-risk, high-reward 'swing for the fences'; moderately challenging and rewarding projects; and steady, low-risk income streams. It emphasizes the need for organizations to transform their processes, structures, and mandates to foster innovation and effectively allocate resources. Ultimately, the aim is to develop a framework for sustainable growth and creative problem-solving within companies.
Front End of Innovation Worlshop: Strategy tools - in action. Basic version
- 1. Welcome
- 2. Strategy Tools - in Action #FEIEMEA #STFTNG
- 5. Christian Rangen Partner Co-Founder Elisabeth Øvstebø Managing Partner Co-Founder Inger Hanne Vikshåland Consultant Head of Marketing & Events
- 8. Map out your company; Why; What, How, using a 1 – 6 scale
- 10. ..... Cut costs and defend the core business Let’s analyzeI want to see the financials Your typical Board of Directors or Top Managemement teams
- 11. Cost-cutting$$$
- 16. .....runs 2000+ business model experiments per year
- 17. ‘’We plant seeds that may take 7+ years to bear fruits’’
- 18. ‘‘…if we needed financial results in 2-3 years, most of our things would never have happened’’
- 19. 3 kinds of innovation Clay Christensen, Harvard
- 20. Efficiency -based innovations LEAN, Simplify Cut costs, Downsizing, Frees up, preserves capital STEP: Statoil Technical Efficiency Program
- 21. Performance – improving innovations Improve what already is Product upgrades Limited use of capital iPhone 6+
- 22. Market -creating innovations Create new business models+ Create new customers Put capital to use Most value is created Shackleton, Zaptec, 1 billion
- 23. …most understand …many think about ….few grasp
- 25. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
- 27. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
- 29. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
- 33. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
- 34. Design a structure for transformation
- 35. ”The problem is NOT new ideas”
- 36. The problem is the system, processes, methods, tools and resource allocation.
- 37. …it’s the HOW of the organization
- 38. How can you build an architecture of transformation?
- 39. M + S + M
- 40. M + S + M Architecture
- 41. Money + Structure + Mandate Architecture
- 42. Money #1 We have easy access to minor investment funds for new ideas and new ventures #2 As a company, we are truly great at making explora>ve investments
- 43. Structure #3 We have a unit (person, team, department) responsible for en>rely new business development #4 We have a corporate structure for early ventures, strategy experiments, growth, spin-‐ins, spin-‐outs for new businesses
- 44. Mandate #5 We have an explicit growth ambi>on from the Board of Directors and Top Management #6 We have a license to think big, dream big and take calculated strategic risks
- 50. Thanks for joining Leave your e-mail, and we’ll send you slides and tools
- 51. Christian Rangen Partner Co-Founder Elisabeth Øvstebø Managing Partner Co-Founder Inger Hanne Vikshåland Consultant Head of Marketing & Events
- 52. Strategy & innovation cunsulting company Contact www.engage-innovate.com christian@engage-innovate.com Twitter: @engageinnovate Visit us at Innovation Dock
- 57. Connect with us on social media Facebook.com/engageinnovate @engageinnovate // @vikshaaland Vikshaaland @engageinnovate // @ingerhanne #STFTNG #FEIEMEA
- 59. Connect with us on social media Facebook.com/engageinnovate @engageinnovate // @vikshaaland Vikshaaland @engageinnovate // @ingerhanne #STFTNG #FEIEMEA