BTO 2020 - Innovazione nei processi aziendali, come affrontare il cambiamento

© Jacopo Romei / Daniele Radici / Rodolfo Baggio
INNOVAZIONENEIPROCESSIAZIENDALI,COMEAFFRONTAREILCAMBIAMENTO
JacopoRomei|DanieleRadici|RodolfoBaggio

DIVIDIAMOCI:AeB

RISULTATI

QUINDI?

tra teoria e pratica,
in teoria non c'è differenza,
ma in pratica c'è
“ [Yogi Berra]

PERINNOVARE,LERICETTEPRECOTTENONFUNZIONANO

#TypicalPitfalls
Aggiungere funzionalità non è detto che
induca miglior gradimento

“a smart fridge with an
integrated computer to offers recipes!”
[SAMSUNG, 2015]

“a smart fridge with an
integrated computer to offers recipes!”
[Honeywell, 1969]

[Winnipeg, 1977]
[Honeywell, 1969]
[V-sync, 1998]
[LG, 2012]
[SAMSUNG, 2015]

COSASIGNIFICAINNOVARE?

innovation, noun
in·no·va·tion / i-nə-’vā-shən
the action of innovating:
make changes in something established,
especially by introducing new methods, ideas, or products
[Oxford Dictionaries]

QUANTEINNOVAZIONIESISTONO?

10 Types of Innovation
Configuration of Company
Offering to
Market
How Market Perceives Company
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Based on: Doblin Group, Inno 15
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
Network
Connections
with others to
create value
Process
Signature or
superior
methods for
doing your work
Offering System
Complimentary
products and
services
Channels
How your
offerings are
delivered to
customers/users
Customer
Engagement
Distinctive
interactions
you foster
[Board of Innovation, 2018 – Based on Doblin Group, Inno 2015 ]

© Jacopo Romei / Daniele Radici / Rodolfo Baggio[Board of Innovation, 2018 – Based on Doblin Group, Inno 2015 ]
Configuration Offering Experience
Profit
model Network
Company
Structure Process
Product
performance
Product
system Service Channel Brand
Customer
Engagement
Volume of innovation efforts
Last 10 years

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
Network
Connections
with others to
create value
Process
Signature or
superior
methods for
doing your work
Offering System
Complimentary
products and
services
Channels
How your
offerings are
delivered to
customers/users
Customer
Engagement
Distinctive
interactions
you foster
[Innovation LAB®, 2018]

BELLO!ECOMESIFA?

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
create value methods for
doing your work
services delivered to
customers/users
interactions
you foster
BUSINESSMODELCANVAS
CUSTOMER SEGMENTS
CHANNELS
CUSTOMER RELATIONSHIPSVALUE PROPOSITIONS
KEY RESOURCES
KEY ACTIVITIESKEY PARTNERS
COST STRUCTURE REVENUE STREAMS
Client: ____________________________________________________________________ Author: _____________________________
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. // Icons used come from The Noun Project website: thenounproject.com
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
BUSINESS MODEL CANVAS
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License // Icons used come from The Noun Project website: thenounproject.com !
To view a copy of this license: http://creativecommons.org/licenses/by-sa/3.0/ or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DESIGNED BY: Business Model Foundry AG !
The makers of Business Model Generation and Strategyzer
q u o d
CCUSTOMER
SEGMENTS
CHANNELS
CUSTOMER
RELATIONSHIPS
VALUE
PROPOSITIONS
REVENUE STREAMSCOST STRUCTURE
KEY RESOURCES
KEY ACTIVITIESKEY PARTNERS
Adattata partendo da Business Model Inc.
: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
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.
KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITION CUSTOMER RELATIONSHIP CUSTOMER SEGMENTS
KEY RESOURCES CHANNELS
COST STRUCTURE REVENUE STREAMS
trova il mio manuale su slideshare.net
e scopri di più sul sito innovation-lab.itProject name: ___________________________________________________________ Data: ____________________________ BMC Rev.: __________________________
BUSINESS MODEL DESIGN & BUSINESS MODEL INNOVATION

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
doing your work
customers/users
interactions
you foster
PRODUCT DESIGN & INNOVATION
PRODUCTDESIGNCANVAS
DESIGNED BY: Daniele Radici // This work is licensed under the Creative Commons Licence “Attribution-ShareAlike 4.0 International” (CC BY-SA 4.0) - To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/4.0/
You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material.
PRODUCT NAME & PAYOFF
Client: _______________________________________ Project name: _______________________________________ Author: _____________________________________________ Data & Rev: _________________
PRODUCT VISION
COMPANY BENEFITS & VALUES
MVP / PROTOTYPE ACTION PLAN
TARGET’S NEEDS TARGET
PRODUCT FEATURES & U.S.P.

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
doing your work
customers/users
interactions
you foster
MARKETING OVERVIEW
MARKETINGFRAMECANVAS
PERSONASCHANNELS
INTERNAL TASKS
Product / Service Campaign: _________________________________________ Data & Rev.: ____________________ Author(s):________________________________
RESOURCES
INSIDE THE FIRM
DESIGNED BY: Fabio Donadoni // This work is licensed under the Creative Commons Licence “Attribution-ShareAlike 4.0 International” (CC BY-SA 4.0)
To view a copy of this license, visit: http://creativecommons.org/licenses/by-sa/4.0/ You can copy and redistribute the material in any medium or format but: you must
give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material.
Customer
Segment
Value
Proposition
TONE OF VOICEOUTSIDE THE FIRM
EXTERNAL TASKSPARTNERS / SUPPLIERS
Customer
Segment
Value
Proposition
Customer
Segment
Value
Proposition
Customer
Segment
Value
Proposition
Customer
Segment
Value
Proposition

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
doing your work
customers/users
interactions
you foster
CUSTOMER JOURNEY MAPPING
TOUCHPOINTS
IDENTITY
PERSONA SKETCH
INSIGHTS & OPPORTUNITIES
COMPANY ACTIONS
CUSTOMER'S JOB
CONTEXT
EMOTIONAL STATUS
TIMELINE OF
JOURNEY STAGES
COMPLETE DESCRIPTION OF THE SERVICE COMPONENTS
CUSTOMER JOURNEY MAPPING
DATECOMPANY

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
doing your work
customers/users
interactions
you foster
LEAN & AGILE TOOLS FOR PROJECT MANAGEMENT

Offering to
Market
and Offering
Profit
model
Network
Company
Structure
Process
Core offering
& performance
Offering
system
Additional
Services
Channel Brand
Customer
Engagement
Profit model
the way in
which you
make money
Company
Structure
alignment of
your talents
and assets
Core offering
Distinguishing
features and
functionality
Additional
services
Support and
enhancements
that surround
offering
Brand
Representation
of your
offerings and
business
doing your work
customers/users
interactions
you foster
EVENT STORMING & PROCESS (RE)DESIGN

MANCAUNINGREDIENTE...

ESISTEUNAFORMULAPERIL“CAMBIAMENTODISUCCESSO”?

QCH =
K
Tr
Qualità del Cambiamento
Contenuto Engagement
Intervallo di Retrospettiva
[Daniele Radici, 2018]
x E
x 1/nr
Numero di Retrospettive

ENGAGEMENT

GRAZIE
JacopoRomei|DanieleRadici|RodolfoBaggio
jromei@gmail.com | daniele@danieleradici.com | rmbw51@gmail.com

BTO 2020 - Innovazione nei processi aziendali, come affrontare il cambiamento

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