Transcript Leading Innovation and Adaptation. Wie intelligente Unternehmen

Leading Innovation and Adaptation.
Wie intelligente Unternehmen ihre
Zukunft sichern
Prof. Dr. Oliver Gassmann
Hernstein Symposium
Wien, 06. November 2014
W
«Wir sind perfekt in Innovation
solange wir bereits zu Beginn
präzise wissen, was
herauskommt.»
Manager eines DAX-Unternehmen
Prof. Oliver Gassmann
No. 2
Why do Breakthrough Strategies fail?
Research of Prof. Markides, London Business School
Prof. Oliver Gassmann
No. 3
10 Barriers for Breakthrough Strategies
1.
Cultural inertia and unwillingness to change a ‘winning formula’
2.
Contentment and complacency
3.
Processes and structures that become rigid and unyielding
4.
Strong and unquestioned beliefs and corporate sacred cows
5.
Conservatism and fear of losing the current profit stream
6.
Strong vested interests and politicking
7.
Managerial overconfidence or even arrogance
8.
Unyielding habits and company norms
9.
Overreliance on what has worked in the past
10. Passive and uncritical thinking and quick dismissal of information that conflicts with
current view
Passionate reliance on the past
Markides (2000)
Prof. Oliver Gassmann
No. 4
Business Models more than just products
became the biggest book seller without having
one single book store
became the biggest music retail seller without
selling one single CD
won in the last ten years eleven oscars without
showing one single actor in the movies
reinvented the video business without operating
one single video store
is the biggest international communication provider
without having an own network infrastructure
Prof. Oliver Gassmann
No. 5
Business models and new products
What?
What do you offer
to the customer?
Value
Proposition
How is revenue
created?
Who?
Revenue
Model
Value
Chain
How?
How is the value
proposition
created?
How?
Who is your target
customer
(segment)?
Gassmann, Frankenberger, Csik (2013)
Prof. Oliver Gassmann
No. 6
The number of business model innovations has
increased significantly over the last 20 years
More than 50% of executives believe
that their business model will undergo
fundamental changes in the next ten
years
McKinsey (2011)
Prof. Oliver Gassmann
No. 7
90 % of all business models are
recombinations.
55 basic patterns.
Business model innovation is no
longer an art but a craft
www.bmi-lab.ch
Prof. Oliver Gassmann
No. 8
Three strategies to generate new Business Model
ideas: Transfer, Combine and Leverage
Transfer
Combine
Leverage
Lock-in
Razor and blade
Gillette
(1904)
Direct selling
Nestlé
Nespresso
(1986)
Nestlé
Special T.
(2011)
Nestlé
BabyNes
(2012)
Gassmann, Frankenberger, Csik (2012),
Aus alt mach neu, Harvard Business Manager
Prof. Oliver Gassmann
No. 9
The Business Model Navigator
Design
Realization
What?
Initiation
Players
Analyse the
ecosystem
Change Drivers
Who?
Why?
Implementation
Realize the
plan
How?
Old
Business Model
Iteration
Ideation
Test
What?
Similarity Principle
Iteration
Who?
Confrontation Principle
Adapt the
patterns
Why?
How?
Old
Business Model
55 Patterns
Idea selection
Iteration
Integration
Detail the
business
model
Learning
through trial and
error
Adapt
What?
Internal
consistency
External
consistency
Who?
Why?
How?
New
Business Model
Market
introduction
Prof. Oliver Gassmann
No. 10
Step 1 – Initiation: Analyze the ecosystem
Design
Realization
What?
Initiation
Players
Analyse the
ecosystem
Change Drivers
Who?
Why?
Implementation
Realize the
plan
How?
Old
Business Model
Iteration
Ideation
Test
What?
Similarity Principle
Iteration
Who?
Confrontation Principle
Adapt the
patterns
Why?
How?
Old
Business Model
55 Patterns
Idea selection
Iteration
Integration
Detail the
business
model
Learning
through trial and
error
Adapt
What?
Internal
consistency
External
consistency
Who?
Why?
How?
New
Business Model
Market
introduction
Prof. Oliver Gassmann
No. 11
Analyze your ecosystem
Markets,
Technology
Performance
Motor
Price
Motor
Structure,
Processes
Finance
Ecosystem of a Swiss Printing company
Prof. Oliver Gassmann
No. 12
Step 2: Ideation - Adapt the patterns
Design
Realization
What?
Initiation
Analyse the
ecosystem
Players
Implementation
Change Drivers
Who?
Why?
Realize the
plan
How?
Old
Business Model
Iteration
Ideation
Test
What?
Similarity Principle
Iteration
Who?
Adapt the
patterns
Confrontation Principle
Rev.?
How?
Old
Business Model
55 Patterns
Integration
Detail the
business
model
Adapt
Idea selection
Iteration
Learning
through trial and
error
What?
Internal
consistency
External
consistency
Who?
Why?
How?
New
Business Model
Market
introduction
Prof. Oliver Gassmann
No. 13
55 patterns for new business models
www.bmi-lab.ch
Prof. Oliver Gassmann
No. 14
Example: SpeedCrete – Holcim Indonesia




Indonesia: 240 Mio. people, 65 Mio. vehicles
Road traffic represents the main means of transportation
(in Java, over 90 % of transport moves by road)
Estimation of 440’000 km ageing roads
Transportation cost are among one of the highest in Asia
Need for fast and reliable road repair solutions
Prof. Oliver Gassmann
No. 15
Example: SpeedCrete – Holcim Indonesia
• SpeedCrete ®
 A fast-drying and high quality concrete which
performs in less than seven hours
 Road repair during overnight closure
 Uninterrupted traffic
• Integrated repair solution
 Traffic arrangement on project site
 Placing (form work, pouring, curing)
 Provision of equipment and labor
(sub-contracted)
Prof. Oliver Gassmann
No. 16
Example: SpeedCrete – Holcim Indonesia
New business model
Old business model
Change in the What, Who,
How and Why
What:
What:



Conventional concrete  Interrupted business
(business loss for customers)
Traffic jam on roads

Fast-drying and high quality concrete with a 7
hour guarantee  Uninterrupted business
Less traffic jam, reduction of CO2 emissions
Who:
Who:




Any customers in the need of concrete for repair
Subcontractors
How:


RMX design and delivery to site
No repairing activities
How:

Why:

Sold in m3
Time-value and performance-oriented customers
Road operators, rest area managers, factory owners
Arrangement of traffic, integrated repair solution (sub
contracted to construction company), overnight
closure
Why:

Project and maintenance fees (in m2)
Prof. Oliver Gassmann
No. 17
Impressions of workshop outcome
Per group of 3-4 people
typically ~50 ideas are
generated
Prof. Oliver Gassmann
No. 18
Step 4: Implementation – Realize the plan
Design
Realization
What?
Initiation
Analyse the
ecosystem
Players
Implementation
Change Drivers
Who?
Why?
Old
Business Model
Realize the
plan
How?
Iteration
Ideation
Test
What?
Similarity Principle
Iteration
Who?
Adapt the
patterns
Confrontation Principle
Why?
How?
Old
Business Model
Iteration
Detail the
business
model
55 Patterns
Adapt
Idea selection
Integration
Learning
through trial and
error
What?
Internal
consistency
External
consistency
Who?
Why?
New
Business Model
How?
Market
introduction
Prof. Oliver Gassmann
No. 19
Project partner
of BMI-Lab
You have to
unlearn what
you have
learned
www.bmi-lab.ch.
Prof. Oliver Gassmann
No. 20
Three elements of creativity
1. expertise
2. creative-thinking skills
3. motivation
We can influence this.
Pablo Picasso, Three Musicians (1921)
Amabile (1998)
Prof. Oliver Gassmann
No. 21
Entrepreneurial Innovation
2025?
Gassmann, Schweitzer (2014)
Prof. Oliver Gassmann
No. 22
Tools
Book
Pattern Cards
Interactive BMI
Software
BMI Workshops and
Consulting
Prof. Oliver Gassmann
No. 23
Some questions
Do we think in business models?
Do we balance between small steps and big innovation?
Do we innovate randomly or with system?
Are we open for learnings from other?
Are we open for change?
Prof. Oliver Gassmann
No. 24
„Nicht alles, was
gewagt wird,
gelingt.
Aber alles, was
gelingt, wurde
einmal gewagt.“
Prof. Oliver Gassmann
No. 25
Prof. Dr. Oliver Gassmann
Managing Director
University of St.Gallen
Institute of Technology Management
Dufourstrasse 40a
CH-9000 St. Gallen
www.item.unisg.ch
www.bmi-lab.ch
[email protected]
tel. +41-71-224 7220
Prof. Oliver Gassmann
No. 26
Innovate !
Prof. Oliver Gassmann
No. 27