This document is a 4-part presentation by Harri Kiljander on developing new digital products and services. It discusses tools and frameworks for company renewal like the three horizons model. It introduces the Business Model Canvas for mapping new ideas and the Lean Startup Loop for iterative development. Case studies are presented from Kiljander's work developing internal startups at companies like F-Secure. The document is licensed under Creative Commons to allow reuse and sharing of the content.
Call Girls In Panjim North Goa 9971646499 Genuine Service
Developing new digital products and services
1. Harri Kiljander
Developing new digital products
and services, Part one
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
2. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com
3. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects
9. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
10. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
11. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
e. Mergers and acquisitions
12. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
e. Mergers and acquisitions
f. Three horizons
Time
Sales
Mature business Rapidly
growing
business
Emerging
business
13. Company renewal tools
a. Big structural changes
b. Wait and see
c. Changes based on new vision and strategy
d. Internal innovations
e. Mergers and acquisitions
f. Three horizons
g. Internal startups
Source: The Cookbook for Successful Internal Startups;
http://www.n4s.fi/publication/cookbook-successful-internal-startups/
Time
Sales
Mature business Rapidly
growing
business
Emerging
business
14. “Bit by bit,
everything that can be digitized
will be digitized.”
— Paul Krugman, Professor of Economics
15. Now it’s your turn:
Think of companieswho
have seekednext-generation
growthfrom new lines of
businesses, andsucceededor
failed whendoing so! What
wasthe recipe they used?
Further reading: ”Escape Velocity” by Geoffrey A. Moore
17. Harri Kiljander
Developing new digital products
and services, Part two
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
18. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com
19. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects
30. Now it’s your turn:
Think of your own
service idea onthis
course, or someother
new business, and
map it onthe Business
Model Canvas!
Further reading: “Value Proposition Design” by Alex Osterwalder
32. Harri Kiljander
Developing new digital products
and services, Part three
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
33. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com
34. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects
35. “We must learn what customers
really want, not what they say
they want or what we think they
should want.”
— Eric Ries, a founder of the Lean Startup movement
36. “The only way to win
is to learn faster than
anyone else.”
— Eric Ries, a founder of the Lean Startup movement
45. Source: ”The Lean Startup”
by Eric Ries
LEARN
DATA
MEASURE
BUILD
CODE
IDEAS
Lean
Startup
Loop
Build Faster
Unit tests
Usability tests
Continuous integration
Incremental deployment
Free & Open-source
Cloud computing
Cluster immune systems
Just-in-time scalability
Refactoring
Developer sandbox
Minimum viable product
Funnel analysis
Cohort analysis
Net Promoter Score
Search engine marketing
Predictive monitoring
Split tests
Continuous deployment
Usability tests
Real-time monitoring & alerting
Customer liaison
Measure Faster
Learn Faster
Split tests
Customer development
Five whys
Customer advisory board
Falsifiable hypotheses
Product owner
Accountability
Customer archetypes
Cross-functional teams
Semi-autonomous teams
Smoke tests
46. “And, thus, we are all looking for the
magic formula. Well, here you go:
Creativity + Iterative Development =
Innovation.”
— James Dyson, founder of Dyson
47. Now it’s your turn:
Think of a startup you
know and analyze why
they succeeded or
failed!
Further reading: ”The Lean Startup” by Eric Ries
48. End of part three
Next: Learnings from company projects
49. Harri Kiljander
Developing new digital products
and services, Part four
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
50. Harri Kiljander
Designing and developing products,
services, user experiences, teams, and
new business since the 1990s
Director of Customer Experience
Design at F-Secure Corporation
Startup UX & design advisor
Dr.Tech in Interactive Digital Media
@hki007
https://www.linkedin.com/in/harrikiljander/
https://www.f-secure.com
51. i. Why new products and services
ii. Business Model Canvas
iii. Lean Startup Loop
iv. Learnings from company projects
52. Some time ago we arranged a
book-writing hackathon
weekend to distill our internal
startup experiences from
F-Secure, Tieto, OP Finance
Group, Supercell, Neste Oil, and
Qentinel, and added a dose of
related insights from General
Electric and Cisco.
54. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
55. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
56. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams
57. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams
4. Clear focus, no other obligations for team and team leader
58. 10 learnings from successful
internal product startups at F-Secure
1. Independent project with maximum control over
people+budget+process+technologies (laws and company
values permitting)
2. Clear top-level target setting and top-level sponsor
3. Aligned targets with in-house stakeholder teams
4. Clear focus, no other obligations for team and team leader
5. Somewhat unrealistic schedules & targets
balanced with full authority
59. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
60. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
61. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
8. Minimum Viable Product. Build-Measure-Learn. KISS.
But leave no room for dogmas!
62. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
8. Minimum Viable Product. Build-Measure-Learn. KISS.
But leave no room for dogmas!
9. Accept/expect/appreciate some people getting upset of broken rules
63. 10 learnings from successful
internal product startups at F-Secure
6. Physical co-location of the cross-disciplinary team,
led by the chief product officer
7. Team must take product/prototype to the market.
Real customer feedback matters. 15 minutes response time.
8. Minimum Viable Product. Build-Measure-Learn. KISS.
But leave no room for dogmas!
9. Accept/expect/appreciate some people getting upset of broken rules
10. Continuous improvement and lessons learned;
share openly within the company
64. Now it’s your turn:
Apply in your project work
someProduct Development
tools withthe Service Design
thinking methods you’ve
learned!
Further reading: ”Hooked: How to Build Habit-Forming Products” by Nir Eyal
65. “I think anyone who makes products has
this simultaneous joy and, almost, shame
looking at it.You look at it all day and all
you can see is all these things
you want to make better.”
— Ben Silbermann, founder of Pinterest
67. Harri Kiljander
Developing new digital products
and services
April 2018
This Material is Licenced Under
Creative Commons Attribution 4.0 International License
NOTICE FOR ANYONE WHO WISHES TO USE THIS MATERIAL
CC BY 4.0 provides following license to the material for you to:
Share — copy and redistribute the material in any medium or format
Adapt — remix, transform, and build upon the material
for any purpose, even commercially.
Attribution — You must give appropriate credit, provide a link to the license, and indicate if changes were made.
You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.