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Agile Teams als Treiber für Innovation und
"new business" in Unternehmen
Agile Tour Wien 2013
12. Oktober 2013
DI Hemma Bieser, MSc
©avantsmart 2013
Vorstellung DI Hemma Bieser, MSc

•  Gründerin und Geschäftsführerin von avantsmart
•  Ziel: Entwicklung von Unternehmensstrategien und
Geschäftsmodellen für die Geschäftsfelder der Zukunft
•  Expertin für neue Methoden und Tools im Management
•  Tätigkeiten
-  Managementberatung
-  Trainings und Moderationen
-  Vorträge
-  Innovationsprojekte

•  Infos unter www.avantsmart.at
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

2
Ziele der Session

1.  Ideen und Impulse
2.  Neue Methode zusätzlich zu Ihren Scrum-Prozessen
3.  Möglichkeiten aufzeigen, wie Sie zum Initiator und
Treiber für Innovation in Ihrem Unternehmen werden

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

3
Wie Innovation das Business verändert

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

4
Der Innovations-Begriff hat sich gewandelt

Entwicklung	
  von	
  neuen	
  
Geschäftsmodellen	
  und	
  Services

Einbindung der Community

Vielfältige Perspektiven
miteinbeziehen
	
  
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

5
Entwicklung von Apple

HARDWARE
MANUFACTURER

1998

DIGITAL
HUB

2001

DIGITAL
LIFESTYLE

DIGITAL
PLATFORM

2007

2010

iPod + iTunes

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

6
Lego Mindstorms – „Unfreiwilliges“ Crowdsourcing

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

7
Lego Cuusoo – Inspire co-creation

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

8
“Recreate all the action and excitement of Launch Day
with this set”

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

9
Ein ganzheitlicher Ansatz für erfolgreiche Innovation

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

10
Definition 1

Ein Geschäftsmodell beschreibt modellhaft die
logischen Zusammenhänge,
wie ein Unternehmen Mehrwert für Kunden erzeugt
und einen Ertrag für die Organisation sichern kann.

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

11
Definition 2

Business Model Innovation
=
Ist die systematische und methodische Entwicklung
von neuen Geschäftsmodellen

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

12
Day

Month

No.

Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?

What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?

What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?

What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?

What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?

For whom are we creating value?
Who are our most important customers?

Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?

For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

13

Year
Die Bürgermeister-App

Die Bürgermeister App.
Mein Bürgermeister
hört mich – per App.

Die Herausforderung:
•  Kommunikation mit
Gemeindebürgern verändert
sich
•  Wie können speziell die 16
bis 30 Jährigen erreicht
werden?
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

14
Bürgermeister-App by Symvaro
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?

SWEntwicklung
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?

Marketing &
Vertrieb
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?

Software

Personalkosten

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?

What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?

App für
Gemeindebürger

What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?

VerwaltApp Store
ungssystem
Persönl.
für BM
Kontakte

Marketingaufwand

Month

No.

Bürger 16 –
30 Jahre
Bürgermeister

gratis
Monatl. Gebühr
abh. von Einwohner

For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

Year

For whom are we creating value?
Who are our most important customers?

App,
Webpage
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?

Day

15
Anwendungsfälle

1.  Analyse des aktuellen Geschäftsmodells
2.  Brainstorming
3.  Wenn Sie eine Idee für ein Produkt oder eine
Dienstleistung haben -> entwickeln Sie das
Geschäftsmodell dazu

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

16
Aktuelle Herausforderungen

1.  Immer mehr Wiener ziehen ins Umland
2.  Viele Gemeinden haben keine gute Anbindung an den
öffentlichen Verkehr, dh immer mehr Pendler fahren mit
dem PKW nach Wien
3.  -> mehr Stau
4.  -> weniger Parkplätze bzw. teuer
5.  -> hohe Spritkosten
Aufgabe: Finden Sie eine Lösung für die Pendler, die ihre
Situation verbessert (Vernetzung, Mitfahrbörse)

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

17
Day

Month

No.

Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?

What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?

What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?

What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?

What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?

What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?

For whom are we creating value?
Who are our most important customers?

Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?

For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?

This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http:/
/creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

18

Year
Zusammenfassung

1.  Innovative Unternehmen haben die Nase vorn
2.  Neue Methoden und Tools liefern - mit Agile Development
kombiniert – Business Value
3.  Werden Sie zum Treiber für Innovation in Ihrem
Unternehmen

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

19
Interesse an einem Workshop oder einem
Innovationsprojekt?

DI Hemma Bieser, MSc
Geschäftsführerin
Business Model Innovation Expert
avantsmart e. U.
Seepark B6 | A-2522 Oberwaltersdorf
avantsmart creative lab
Antonsgasse 10/Top 3 | A-2500 Baden

T +43 664 35 661 35
hemma.bieser@avantsmart.at
www.avantsmart.at

DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013

20

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Agile Teams als Treiber für Innovation in Unternehmen

  • 1. Agile Teams als Treiber für Innovation und "new business" in Unternehmen Agile Tour Wien 2013 12. Oktober 2013 DI Hemma Bieser, MSc ©avantsmart 2013
  • 2. Vorstellung DI Hemma Bieser, MSc •  Gründerin und Geschäftsführerin von avantsmart •  Ziel: Entwicklung von Unternehmensstrategien und Geschäftsmodellen für die Geschäftsfelder der Zukunft •  Expertin für neue Methoden und Tools im Management •  Tätigkeiten -  Managementberatung -  Trainings und Moderationen -  Vorträge -  Innovationsprojekte •  Infos unter www.avantsmart.at DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 2
  • 3. Ziele der Session 1.  Ideen und Impulse 2.  Neue Methode zusätzlich zu Ihren Scrum-Prozessen 3.  Möglichkeiten aufzeigen, wie Sie zum Initiator und Treiber für Innovation in Ihrem Unternehmen werden DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 3
  • 4. Wie Innovation das Business verändert DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 4
  • 5. Der Innovations-Begriff hat sich gewandelt Entwicklung  von  neuen   Geschäftsmodellen  und  Services Einbindung der Community Vielfältige Perspektiven miteinbeziehen   DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 5
  • 7. Lego Mindstorms – „Unfreiwilliges“ Crowdsourcing DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 7
  • 8. Lego Cuusoo – Inspire co-creation DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 8
  • 9. “Recreate all the action and excitement of Launch Day with this set” DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 9
  • 10. Ein ganzheitlicher Ansatz für erfolgreiche Innovation DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 10
  • 11. Definition 1 Ein Geschäftsmodell beschreibt modellhaft die logischen Zusammenhänge, wie ein Unternehmen Mehrwert für Kunden erzeugt und einen Ertrag für die Organisation sichern kann. DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 11
  • 12. Definition 2 Business Model Innovation = Ist die systematische und methodische Entwicklung von neuen Geschäftsmodellen DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 12
  • 13. Day Month No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:/ /creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 13 Year
  • 14. Die Bürgermeister-App Die Bürgermeister App. Mein Bürgermeister hört mich – per App. Die Herausforderung: •  Kommunikation mit Gemeindebürgern verändert sich •  Wie können speziell die 16 bis 30 Jährigen erreicht werden? DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 14
  • 15. Bürgermeister-App by Symvaro Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? SWEntwicklung What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Marketing & Vertrieb What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Software Personalkosten What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? App für Gemeindebürger What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? VerwaltApp Store ungssystem Persönl. für BM Kontakte Marketingaufwand Month No. Bürger 16 – 30 Jahre Bürgermeister gratis Monatl. Gebühr abh. von Einwohner For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:/ /creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 Year For whom are we creating value? Who are our most important customers? App, Webpage Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? Day 15
  • 16. Anwendungsfälle 1.  Analyse des aktuellen Geschäftsmodells 2.  Brainstorming 3.  Wenn Sie eine Idee für ein Produkt oder eine Dienstleistung haben -> entwickeln Sie das Geschäftsmodell dazu DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 16
  • 17. Aktuelle Herausforderungen 1.  Immer mehr Wiener ziehen ins Umland 2.  Viele Gemeinden haben keine gute Anbindung an den öffentlichen Verkehr, dh immer mehr Pendler fahren mit dem PKW nach Wien 3.  -> mehr Stau 4.  -> weniger Parkplätze bzw. teuer 5.  -> hohe Spritkosten Aufgabe: Finden Sie eine Lösung für die Pendler, die ihre Situation verbessert (Vernetzung, Mitfahrbörse) DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 17
  • 18. Day Month No. Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? For whom are we creating value? Who are our most important customers? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http:/ /creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 18 Year
  • 19. Zusammenfassung 1.  Innovative Unternehmen haben die Nase vorn 2.  Neue Methoden und Tools liefern - mit Agile Development kombiniert – Business Value 3.  Werden Sie zum Treiber für Innovation in Ihrem Unternehmen DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 19
  • 20. Interesse an einem Workshop oder einem Innovationsprojekt? DI Hemma Bieser, MSc Geschäftsführerin Business Model Innovation Expert avantsmart e. U. Seepark B6 | A-2522 Oberwaltersdorf avantsmart creative lab Antonsgasse 10/Top 3 | A-2500 Baden T +43 664 35 661 35 hemma.bieser@avantsmart.at www.avantsmart.at DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 20