Design + Strategy + Innovation + Action + LeadershipMAKING IDEAS HAPPEN
Executive Leadership Program (Module 3)IBC Innovation Factory, Koldingwith Prof. Peter Fisk26-27 May 2016
Leading your business for smarter innovation and faster growth
GamechangerStrategies
Finding the best growth opportunities in a fast
changing world
New Business Models
Innovating your whole business to compete and win
in this new world
Making Ideas Happen
Planning for short and long-term implementation
in your business
Design Thinking
Exploring customers more deeply and developing
new ideas faster
BusinessInnovation
Your personal roadmap for smarter innovation and
faster growth
+genius
Day 1 … STRATEGIC HORIZONS0900 - 1030 Playing to win
1100 - 1230 Aligning for action
1330 - 1500 Horizon planning
1530 - 1700 Engaging stakeholders
Day 2 … ACCELERATING IMPACT0900 - 1030 Horizon 1: Launch and Lean
1100 - 1230 Horizon 2: Agile and Accelerate
1330 - 1500 Horizon 3: Extend and Exponential
1530 - 1700 Leading to change your world
+genius
What do you want to do?Personal agenda Business agenda
+genius Page 3
Playing to win• Defining your
future strategy
• Defining your customer proposition
• Defining your business model
• Lafley’s 5 Steps
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
Business strategy
Business model
Business plan
Strategy v Model v Plan
Defining your future strategy
Where to compete? How to compete? What to do to win?
Making the right strategic choices (3-5 years)
Priorities for market focus Priorities for competitive advantage Priorities for value creation
Geographies, Categories, Customers Brands, Differentiation, Solutions Business model, Commercial model
@geniusworkswww.theGeniusWorks.com Page 5
+genius
Trend 1: Fast and easy
Example: Amazon Dash@geniusworks
Trend 2: Human and caring
Example: Fishpeople@geniusworks
Trend 3: Personal and collaborative
Example: Techshop@geniusworks
Example: Rapha Cycle Club
Trend 4: Social and sharing
@geniusworks
Example: Brooklyn Superhero Supply Co
Trend 5: Experiential and enabling
@geniusworks
Defining your customer proposition
@geniusworkswww.theGeniusWorks.com
Customer BrandJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
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Customer BrandJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
THE CUSTOMER VALUE PROPOSITION
1 32 4
Businessmodel
FinanceNetworking
2. Networkingenterprise’s structure/value chain
1. Business modelhow the enterprise makes money
Channel
DeliveryBrand Customer
experience
10. Customer experience how you create an overall experience for customers
9. Brandhow you express your offering’s benefit to customers
Coreprocess
ProcessEnablingprocess
3. Enabling processassembled capabilities
4. Core processproprietary processes that add value
6. Product systemextended system that surrounds an offering
Productperformance
OfferingProductsystem
Service
7. Servicehow you service your customers
5. Product performancebasic features, performance and functionality
8. Channelhow you connect your offerings to your customers
10 types of business innovation
Volume of innovation effortsLast 10 years
Businessmodel
FinanceNetworking Channel
DeliveryBrand Customer
experienceCoreprocess
ProcessEnablingprocess
Productperformance
OfferingProductsystem
Service
Where do most companies focus their innovation?
Businessmodel
FinanceNetworking Channel
DeliveryBrand Customer
experienceCoreprocess
ProcessEnablingprocess
Productperformance
OfferingProductsystem
Service
Cumulative value creationLast 10 years
What types of innovation have most impact?
Defining your business model
@geniusworkswww.theGeniusWorks.com
What products and services do we bring together for our customers?
Customers Communication Partners Offerings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
Resources What are the main internal resources to create and deliver the offerings?
Assets
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
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What products and services do we bring together for our customers?
Customers Communication PartnersOfferings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
ResourcesWhat are the main internal resources to create and deliver the offerings?
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
© GeniusWorks 2015 www.theGeniusWorks.com
GAMECHANGERS: THE BUSINESS MODEL CANVAS
1 23
4
6
7
What distinctive assets do we have to use in existing or new ways?
Assets
5
Playing to Win … Lafley’s 5 Steps
@geniusworkswww.theGeniusWorks.com
What is our winning
aspiration
Where will we play?
How will we win?
What capabilities must be in
place?
What management systems are required?
Where to compete? How to compete? What to do to win?
Making the right strategic choices (3-5 years)
Priorities for market focus Priorities for competitive advantage Priorities for value creation
Geographies, Categories, Customers Brands, Differentiation, Solutions Business model, Commercial model
Customer BrandJobsGains
Pains
What benefits does the customer expect or desire, both rational and emotional?
What are the negatives in their current experience, bothRational and emotional?
What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators
How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?
Pain relievers
Products and services
How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?
What are all the product and service components that enable the customer to achieve their job?
What products and services do we bring together for our customers?
Customers Communication Partners Offerings
Channels
Relationships Processes
Revenue streams Pricing models Cost streams Investments
Who are our target segments of customers and users?
Which types of distribution channels will we use to reach customers?
What kind of relationship do customers seek with us, and each other?
Who are the external partners to help us create and deliver the offerings?
What distinctive assets do we have to use in existing or new ways?
What benefits do we enable our customers to achieve?
What are the main internal activities to create and deliver the offerings?
What are the main sources of revenue, and which could be largest?
How, when and how often will we charge customers?
What are the most significant ongoing costs to create and deliver the offerings?
How much do we need to spend before we start earning?
Proposition
Resources What are the main internal resources to create and deliver the offerings?
Assets
Products & Services
What brand do we use? What are the key messages, and how do we engage customers?
Page8
Aligning for action• Defining the right
execution model
• Structure and processes, capabilities and partner
• Resources and rewards, people and culture
• Galbraith’s 5 Stars
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
54% of C-suite executives
32% of their direct reports
16% of team leaders
Do you understand the business strategy, and how it works in practice?
Strategy into action … is not easy
Lego CEO Jorgen Vig Knudstorp: Leading for Action
What the journey you need to lead?
@geniusworkswww.theGeniusWorks.com
Current state Changes Future state
Page 10
Amazon …relentless customer-centric innovation
Jeff Bezos
Culture web
@geniusworkswww.theGeniusWorks.com
Stories Symbols
Rituals and routiness
Powerstructures
Controlsystems
Organisationstructure
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MAKING STRATEGY HAPPENLeadership that drives innovative action and profitable growth Idea killers
MAKING STRATEGY HAPPENLeadership that drives innovative action and profitable growth Example: Coca Cola Strategic Plan
MAKING STRATEGY HAPPENLeadership that drives innovative action and profitable growth Example: Coca Cola Strategic Plan
Resources and rewards
@geniusworkswww.theGeniusWorks.com
Future success
Goals Goals Goals Goals Goals
Metrics Metrics Metrics Metrics Metrics
Targets Targets Targets Targets Targets
Goals = Key Result Areas (KRA) and can also be grouped by stakeholder or balanced scorecard.Metrics = Key Performance Indicators (KPI). Targets are set in terms of performance level by metric.
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Tesla … $16bn of future orders within 24 hours
@geniusworkswww.theGeniusWorks.com
Galbraith’s 5 Star ModelStrategy
People
Rewards Processes
Structures
Vision, governance, differentiation
Power, information, organisation
Activities, networks, team rolesMetrics, rewards, progression
Talent, learning, communication
Page 13
Horizon planning• Future-back planning
• Prioritising outcomes over three defined horizons
• Actions required to deliver outcomes
• Aligning deliverables and accelerating actions
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Future-back planning
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Visio
n 1
Visio
n 2
Visio
n 3© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Horizon planning … What will it be like for customers?
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Deliv
erab
les 1
Deliv
erab
les 2
Deliv
erab
les 3
© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Horizon planning … What new things will we do?
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Resu
lts 1
Resu
lts 2
Resu
lts 3
© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Horizon planning … What results do we seek?
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Engaging stakeholders
• Engaging the people who matter most
• Making the case for action
• Telling the story, pyramid thinking
• Mobilising yourself, your team, and your organisation
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
Kubler-Ross Change Curve
Influence
Impo
rtanc
e
Influence© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Stakeholder mapping … engaging the right people
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Make the case
Make ready
Make it happen
Make it stick
+genius © Peter Fisk 2015 More details in the new “Gamechangers” book
Making change happen … the 4 phases
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Day 1 … STRATEGIC HORIZONS0900 - 1030 Playing to win
1100 - 1230 Aligning for action
1330 - 1500 Horizon planning
1530 - 1700 Engaging stakeholders
Day 2 … ACCELERATING IMPACT0900 - 1030 Horizon 1: Launch and Lean
1100 - 1230 Horizon 2: Agile and Accelerate
1330 - 1500 Horizon 3: Extend and Exponential
1530 - 1700 Leading to change your world
+genius
Situation. This is my current business … Complication. Why we need to change …
Question. The big opportunity is … Answer. This is what we should do …
Pyramid thinking … making your case
1 2
3 4
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©PeterFisk2015
Insight Lab Design Lab Growth Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Making innovation happen
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Making innovation happen
CreativeExploration
Future back
Commercialfocus
Nowforward
Insight Lab Design Lab Growth Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Insight Lab Design Lab Growth Lab
Growth opportunitiesFuture possibilitiesConsumer insightCreative parallels
Idea mapping
Stage 1: Insight Lab
CreativeExploration
Future back
Commercialfocus
Nowforward
©PeterFisk2015
Insight Lab
©PeterFisk2015
Insight Lab
©PeterFisk2015
Insight Lab
Stage 2: Design Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Insight Lab Design Lab Growth Lab
Connecting ideasReframing concepts
Processes and partnersSimplicity filters
Best scenarios
CreativeExploration
Future back
Commercialfocus
Nowforward
©PeterFisk2015
Design Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Design Lab
M&SNewStoreConcepts
©PeterFisk2015
Design Lab
CreativeExploration
Future back
Commercialfocus
Nowforward
Insight Lab Design Lab Growth Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Business model designIssues/impact analysis
Concept evaluationImplementation horizons
Action planning
Stage 3: Growth Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Growth Lab
5
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Growth Lab
©PeterFisk2015
Growth Lab
Making innovation happen
Insight Lab Design Lab Growth Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
CreativeExploration
Future back
Commercialfocus
Nowforward
Insight Lab Design Lab Growth Lab
©PeterFisk2015Moreinfoatwww.theGeniusWorks.com
Horizon 1: Launch and Lean• Launching your new
strategy
• Adopting “lean” ways of working
• Fast action and quick wins
• Action Plan: What will you do?
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
© Peter Fisk 2015 More details in the new “Gamechangers” book
+genius
Horizon planning
Page 16
Visi
on 3
Visi
on 2
Visi
on 1
Deliv
erab
les
3
Deliv
erab
les
2
Deliv
erab
les
1
Resu
lts 3
Resu
lts 2
Resu
lts 1
Launch … finding your first customers
@geniusworkswww.theGeniusWorks.com
1
Who are early adopters
Channels and influence
Page 24
Launch … finding your first customers
@geniusworkswww.theGeniusWorks.com
1
Who are early adopters
Channels and influence
Page 24
Lean … starting small and fast
@geniusworkswww.theGeniusWorks.com
1
Minimal value proposition
Products and services
Page 25
The Lean Start-up
The Lean Start Up
Lean … starting small and fast
@geniusworkswww.theGeniusWorks.com
1
Minimal value proposition
Products and services
Page 25
Quick wins … demonstrating progress and ambition
@geniusworkswww.theGeniusWorks.com
1
Stories and symbols
Improve and Innovate
Page 26
Telling your story
Telling your story
Someone ... (a character)Wants ... (a quest, a goal, a mission)But ... (a challenge, an obstacle)So ... (a means of succeeding)
Leadership that drives innovative action and profitable growth Stories made simplePixar Studios ... Telling your story
Situation. This is my current business … Complication. Why we need to change …
Question. The big opportunity is … Answer. This is what we should do …
Pyramid thinking ... Telling your story
1 2
3 4
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Quick wins … demonstrating progress and ambition
@geniusworkswww.theGeniusWorks.com
1
Stories and symbols
Improve and Innovate
Page 26
@geniusworkswww.theGeniusWorks.com
Visi
on 1
Deliv
erab
les 1
Resu
lts 1
What? By when? By who?
Action Plan: Horizon 1
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Horizon 2: Agile and Accelerate• Building momentum in the
market
• Learning to “pivot” when necessary
• Accelerating action and delivering results
• Action Plan: What will you do?
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
Momentum … moving to mainstream
@geniusworkswww.theGeniusWorks.com
2
Who are mainstream customers
Channels and influence
Page 29
Agile … learning and adapting
@geniusworkswww.theGeniusWorks.com
2
What to learn
Possible ‘pivots’
Page30
Accelerate … how to make it happen faster
@geniusworkswww.theGeniusWorks.com
Obstacles to remove
Ways to accelerate action
2
Page 31
What? By when? By who?
@geniusworkswww.theGeniusWorks.com
Visi
on 2
Deliv
erab
les 2
Resu
lts 2
Action Plan: Horizon 2
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Horizon 3: Extend and Exponential• Making the shift from old
world to new world
• Sustaining momentum, innovation and growth
• Creating exponential business performance
• Action Plan: What will you do?
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
Sustaining momentum … of innovation and growth
@geniusworkswww.theGeniusWorks.com
3Who are next customers
Channels and influence
Page 34
Shifting the core … from old to new worlds
@geniusworkswww.theGeniusWorks.com
3What is the new core business
What to stop doing
Page 35
Extend … where to next, growing further and faster
@geniusworkswww.theGeniusWorks.com
3Extend to adjacent markets
Create an exponential effect
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What? By when? By who?
@geniusworkswww.theGeniusWorks.com
Visi
on 3
Deliv
erab
les 3
Resu
lts 3
Action Plan: Horizon 3
Page 37
Leading to change your world• Leadership in today’s fast-
changing world
• Changing yourself, changing your business
• Leading that drives innovation and practical action
• Being bold, brave and brilliant.
Design + Strategy + Innovation + Action + Leadership MAKING IDEAS HAPPEN
+genius
Leading to change your world
Acting with speed and agility
Connecting ideas and
people
Passion to make life
better
Having an audacious
attitude
Shaping your own
vision
Making sense of change
Persisting to make it happen
© Peter Fisk 2014Gamechangers.pro
Specialist, understands one function deeply
Analyst, manages specific business activities
Tactical, focuses on details and results
Bricklayer, manages distinct elements of the business
Problem solver, masters skills and mobilises talent
Warrior, marshals the troops to work together
Support cast, sets a good example as part of team
Generalist, understands the whole business
Integrator, makes decisions for the good of the organisation
Strategic, understands the big picture
Architect, designs organisational systems
Agenda setter, defines which challenges to tackle
Diplomat, engages external stakeholders
Lead role, inspires everyone to follow and achieve greatness
© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
Manager and leader
1 2 3 4 5
Page 39
Command Control Connect
Catalyse Communicate Coach
How do you behave?
2C
Conventional leaders“top of the pyramid”
Innovative leaders“hub of the network”
4C
From 2C to 4C …
Command Control
ConnectCatalyse
Communicate
Coach
Catalyst
Connector
Communicator
Coach
© Peter Fisk 2015 More details in the new “Gamechangers” book +genius
The 4C Leader … What will you do?
Page 40
What can we achieve together?
VolatileUncertain
ComplexAmbiguous
+genius
VisionUnderstandingClarityAgility
Communicate with purpose Belief in yourself and team Focus and alignment
VUCA is about Vision
Challenge and be curiousEmpathetic to others
Open-minded
VUCA is about Understanding
Simplify Intuitive and humanSeeing the bigger picture
VUCA is about Clarity
Decisive but adaptive Empower and collaborate
Never stop innovating
VUCA is about Agility
What will you do?Personal actions Business actions
10x
bet
ter
10%
bet
ter
+genius Page 41
Day 1 … STRATEGIC HORIZONS0900 - 1030 Playing to win
1100 - 1230 Aligning for action
1330 - 1500 Horizon planning
1530 - 1700 Engaging stakeholders
Day 2 … ACCELERATING IMPACT0900 - 1030 Horizon 1: Launch and Lean
1100 - 1230 Horizon 2: Agile and Accelerate
1330 - 1500 Horizon 3: Extend and Exponential
1530 - 1700 Leading to change your world
+genius
+genius
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