I2b. 2 [lecture] future. business model analysis 1

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i2b/2. Practice Future

Business model analysis.

Operative InfrastructureJosep Mª MonguetFerrari 458, 2009.


Operative infrastructureEssential capacities Alliances Architecture

Commercial platform.Customers relationsDistribution channels Customers segments

Summary


Business Model

Competitive Strategy

Business Model metaphor.


Operative infrastructure Offer Commercial Platform

Essential capacities

Alliances Value proposal for customers

Customers relations

Customers segments

ArchitectureKey

Resources Key

Processes

Distribution channels

Costs structure Results Incomes flux

Business Model Canvas adapted from Osterwalderand Pigneur

Business Model Canvas


Operative infrastructure

Essential capacities Operative infrastructure Offer Commercial Platform



Customers relations

Customers segments

Architecture

Key Resources

Key Processes




Are you aware of your essential contribution to your innovation team?

Are we aware of the essential contributions of people working with us?

Do we know which are the essential capacities needed for our project?



Essential capacities Personal system of knowledge

Experience

Position

Tools


I & my goals

Goal

Experience

Position

ToolsWho am I, what do I want & why



Managing knowledge and creativity to understand

complexity


Cause effect models

Socratic modelQuinary drivers

Integrative thinking

Experience

Position

Tools


SensibilitiesMotivation

Rationalisation...

Converting experience into capacities through a repository

of sensibilities & skills


SkillsNegotiation Technical analysisCreativity …

Experience

Position

Tools


Foreseeing Analysis Appreciation Action

Essential capacities Leadership




“Map” of events & proactive perspective




Challenge the status quo.




Effective synthesis of information




Entrepreneur. Accept responsibilities


Essential capacities Social intelligence of team members


Heywood Brothers Founders of PatientsLikeMe.com

Thinking about other people's sake

Jamie Heywood: The great idea that my brother brougth to us



Alliances





Customers relations

Customers segments

Architecture

Key Resources

Key Processes




Independently from their size, are alliances necessary for any kind of organisation?

May an alliance work where one of the parties is not winning?

Is it easy to establish and manage alliances?

Alliances


Pros & Cons

+ speed, - costs, … + clients

- share% failure

Alliances


knowledge providers

creative integration

Knowledge providers & YES/NO allianceAlliances


Alliances design

Due diligence•Human•Commercial•Financial•Technological•- …

Alliances


Shared research

Any company accesses knowledge in a context of open innovation.

Participate in Knowledge centres and universities

Collaborate with other companies

Create an internal climate of knowledge sharing

Alliances


Public research

Emerging countries Macro-projectsStrategic sectors…

Public researchAlliances


Global supply managementAlliances

Only regional providers relations

Only because of need

As part of an strategy

The company is physically placed in the world

The functions of the company are distributed worldwide

National International Global


Alliances

What is possible

throughout P&G?

What is possible with

my innovation?

Customer needs

Innovation throughout the

incorporation of external sources

of knowledge

ProductsTechnologiesBusiness models Brands PackagingDesign

Alan George "A.G." LafleyCEO of P& G

Case / P&G


Alliance for challenges

AlliancesCase / Tata


ArchitectureKey processes & resources





Customers relations

Customers segments

ArchitectureKey

Resources Key

Processes




Do we know our key processes?

Have we identified our key resources?

How are key process & resources connected to alliances ?

Architecture


Engineers, economists and sellers working hand in hand

with designers

design

technology business

Real time design

ArchitectureKey processes


Perfection

Convergence

Evolution

InventionIdea

It’s possible

It worksMay be applied New resources

and functions are added

Constant improvement

Extensions

Innovation management through design



Art Technology

Magic

John LasseterCreative Director at Pixar.

Ability to manage multidisciplinarity... ... align diversity

ArchitectureCase / Pixar


Research – innovation – business cycle

From others ……………Own

With othersOwn

Own

Innovation

Research

Business With others



ArchitectureKey resources


The most appreciated value



Brand alliances



Human capital building


Interpersonal relations qualityBasic cultural matching

Style and ethics of management


Environment



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I2b. 2 [lecture] future. business model analysis 1

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