Cadi 2010 Modulo 4 Outcome Driven Innovation

MODULO 4
CADI - INNOVACIÓN DE MODELOS DE NEGOCIO
ITESM CAMPUS MONTERREY, FEB 2010

Tuesday, March 2, 2010

REFLECTIONS DAY 1


http://prezi.com/w0tbeu06yqwp/


Can we use link
our evaluation
criteria to the 8
Key Factors for
Success?

http://www.ted.com/talks/lang/eng/richard_st_john_s_8_secrets_of_success.html


Are we facilitating
that the full
creative potential
of our students, or
killing their
inspiration and
passion with OUR
lack of vision?

http://www.ted.com/talks/lang/eng/ken_robinson_says_schools_kill_creativity.html


IDEATION

Innovación de Modelos de Negocio
CADI - Campus Monterrey, 25. & 26.02.2010
Instructor: Daniel Pandza (daniel@paradygnamics.com)


WHERE TO START
THE IDEATION
PROCESS?



WHERE TO START LOOKING?


BECAUSE...
MOST ENTREPRENEURS COUNT WITH RELATIVELY
LOW RESOURCES, EXPERIENCE & CONNECTIONS


BECAUSE...
ENTREPRENEURIAL PROJECTS SHOULD START IN THE
EARLY STAGES OF NEW CATEGORY LIFE CICLES...


IT IS RECOMMENDED TO START
WITH A FRESH CUSTOMER
PERSPECTIVE


CASE DISCUSSION



http://cic.gda.itesm.mx/CIC/index.php?ver=busqueda.php&query=emprendedores%20de%20internet



KEY ACTIVITIES...
1. READ CASE
2. DISCUSS CASE IN TEAMS OF 5
3. DESIGN 3 DIFFERENT BUSINESS MODEL IDEAS BY
FOLLOWING THE BUSINESS MODEL CANVAS.
4. PRESENT YOU BUSINESS MODEL IDEAS
5. COMPARE YOUR IDEAS WITH THE IDEAS OF THE
OTHER TEAMS. ARE YOUR IDEAS DIFFERENTIATED?
6. HOW CAN YOU IMPROVE THE DIFFERENTIATION OF
YOUR BUSINESS MODEL?
7. HOW CAN YOU IMPROVE THE PROFITABILITY OF
YOUR BUSINESS MODEL IDEAS?
8. WHAT DID THE ENTREPRENEURS DO? (VIDEO)


SPOTTING UNDERSERVED
CUSTOMER NEEDS


DUE TO VALUE
MIGRATION,
COMPANIES NEED TO
CONSTANTLY EXPLORE
NEW OPPORTUNITIES
FOR DIFFERENTIATION.

Recommended Reading - Adrian Slywotzky (1996) Value Migration.
17

WHAT DOES ALL THIS MEAN?

YESTERDAY TOMORROW

18

UNDERSTANDING CUSTOMER NEEDS, WE CAN DESIGN A
PORTFOLIO OF NEW PRODUCT IDEAS & BUSINESS MODELS

19

!""#$%&!'"(
)*+&%,#-*&"!%(

!"#$%&$'
()"!*+,-".'
!"#$%&!'() !"#$%&'$(
!$*)+,-,(') )*"$"%$+(
!""#$%&!'"(
)*(+,#&*-#-(

!"#$%&%'()*
!"# +,%-./&"0*
!""#$%&!'"(
)*"&!#"%+(

Source: Tim Brown (2008). Design Thinking. Harvard Business Review. June 2008.


ON WHICH OF THESE INGREDIENTS SHOULD WE BUILD
THE FOUNDATION OF OUR NEW BUSINESS?

22

MASLOW’S
HIERARCHY OF NEEDS


• WHAT COMPANIES COMPLAIN ABOUT
• Customers do not know what they want.

• Customers cannot articulate their needs.

• Customers have latent needs - they don’t know they have.

• Customer requirements change quickly over time.

• THE TRUTH IS…
• Companies do not know what a need is or how to listen to customers.

Source - Anthony Ulwick (2009). What is Outcome Driven Innovation. Whitepaper. www.strategyn.com.


Customer hire products in
order to get a JOB® done!

JOB TO BE DONE...
...a fundamental problem in a given
situation that needs a solution.

Ulwick, Anthony (2009). What is outcome driven innovation (ODI). Strategyn.


A CUSTOMER NEED
MUST...
• Be based on a system of value measurement that is universally
accepted by customers
System of
• Be relevant now and in the future Measurement
• Not be left open to interpretation

• Not confound the way it or other need statements are
prioritized
Structure, Content
and Format


WAIT A MINUTE!


DOES THIS SOUND
FAMILIAR?


YES, YESTERDAY WE HAVE SEEN
THE FOLLOWING SLIDES ON
CUSTOMER VALUE PERCEPTION


Source - Woodall (2005) Conceptualizing Value for the Customer.



THE QUESTION IS HOW TO
ORGANIZE THE INFORMATION



SPOTTING UNDERSERVED NEEDS
• The metrics can be uncovered using any of the
popular interviewing methods...

• Personal interview, focus groups, ethnographic interviews, etc.

• Desired outcome statements must conform to a speciﬁc
structure and follow a set of stringent rules in order to avoid
unwanted sources of variability that alter the importance and
satisfaction ratings customers give the statements.



WHEN IS A NEED
UNMET?
If a desired outcome is both important and
unsatisfied, it is unmet

✦ The more important and less satisfied an
outcome is (the more unmet it is) the greater it
represents an opportunity for value creation

✦ Outcomes are prioritized based on their
attractiveness as opportunities for value creation




SPOTTING UNDERSERVED NEEDS
• Companies must ...

• ...analyze the job of interest

• ...ascertain from customers what must be measured and
controlled to ensure the job is executed with the speed,
predictability and output customers desire.

• The metrics customer use to measure the successful
execution of a job are called DESIRED OUTCOMES.

• Desired outcomes are customer needs!


JOB BASED VIEW
OF THE MARKET
• What fundamental problem is the customer
trying to solve?

• What objectives to customers use to evaluate
solutions?

• What barriers limit the solution?

• What solutions do customers consider?

• What opportunities exist for innovative solutions?


WHAT IS THE JOB TO BE DONE OF A TRASH BIN?

41


JOB MAPS...
• The map serves as a framework around which customer needs (desired
outcomes) are gathered.

• Once a job map is created for a speciﬁc functional job, customer needs can be
captured for each step in the job map.

• When need statements that describe issues related to the speed, stability and
output of each process step are captured, all needs are known.

• Most jobs consist of 8 to 12 process steps, that 6-12 needs exist per process step,
and that approximately 50-150 needs exist for any given job.

• When the job is the unit of analysis, there is no such thing as an
unarticulated or latent customer need - customers clearly
know what jobs they are trying to get done and how they
measure success.



WHY THE JOB MAP IS SO IMPORTANT...
• The map does not show what the customer is doing
(solution view); rather it describes what the customer is
trying to get done (needs view).

• All jobs consist of some or all of the eight fundamental
process steps:

43

WHAT ARE THE KEY “JOBS” OF A WALL?

PROTECT

SUSTAIN BUILDINGS

HOLD FLAT SCREEN TV’S

44

… AND WHY DO WE HAVE WINDOWS?


AND WHY
DOORS
HAVE
DOOR
LOCKS?

DO
WHY RS?
D O
… AN E DO
E US
46 W

USUALLY PRODUCTS ARE GREAT
FOR DOING SOME JOBS,...
BUT TERRIBLE AT DOING OTHER JOBS...


A JOBS TO BE DONE VIEW OF THE CUSTOMER WILL EXPAND YOUR VISION &
ENABLE YOU TO SENSE OPPORTUNITIES FOR BUSINESS MODEL INNOVATIONS. ...

48

THAT’S WHY WE HAVE TO LOOK AT THE
JOB HOLISTICALLY….


SUBJECT SITUATION SATISFACTION


IF WE DO THAT, WE MIGHT JUST
DISCOVER THE NEXT BIG THING!


NOW LET’S TAKE A LOOK AT
SEGMENTATION...


MARKET SEGMENTATION =
A MARKET TECHNIQUE THAT TARGETS A
GROUP OF CUSTOMERS WITH SPECIFIC
CHARACTERISTICS...


TRADITIONAL SEGMENTATION CRITERIA


TRADITIONAL SEGMENTATION CRITERIA

MAYBE USEFUL FOR MEDIA SELECTION, BUT
NOT FOR NEW PRODUCT DEVELOPMENT


WHAT DOES THIS MEAN?


WE USE SEGMENTATION CRITERIA AS
THE BASIS FOR IDEA GENERATION
THAT MIGHT SATISFY
THE NEEDS OF THE CONSUMER?


WHY DON´T WE JUST TRY TO
COMPREHEND THE CUSTOMER NEEDS
DIRECTLY?
WOULDN´T THIS BE MUCH EASIER &
INCREASE THE PROBABILITY OF
SUCCESS?



WHY NOT JOB BASED SEGMENTATION...

59

OVERSERVED APPROPRIATELY UNDERSERVED
SERVED

60

IN ORDER TO PERFORM
NEW TASKS & BE
EFFECTIVE

OR DEAL WITH
NEW PARTNERS

FROM NEW
OR NEW VALUE CUSTOMER
PROPOSITIONS SEGMENTS

WE MIGHT HAVE IF WE NEED
TO GET NEW NEW REVENUE
RESOURCES OR STREAMS
COMPETENCIES

61

THE ART OF INNOVATION
IN THIS WORKSHOP WE HAVE
SEEN DIFFERENT TOOLS AND Partneorrk
w
COM Net
METHODOLOGIES THAT CANETITIVE A P GUIDE
s DVAN
s TAGE
OUR CLIENTS IN THE l Bu sinePURSUIT OF
e
- Mo d
CONVERTING THEIR DREAMS INTO
sso
u rce
Re ess n
sio n
ln
PROFITABLE BUSINESS MODELS.
fu l
u
iff ptio
ore
D
do
C s& &
A
e
iliti
pa b rce
s
Ca
sou m er
Res YOUR TASK IS TO INVEST TIME us
to s
C ed
Ne
AND EFFORT AND PRACTICE THE
APPLICATION OF THESE aTOOLS.
lue n
V tio
ig ra
M

Cadi 2010 Modulo 4 Outcome Driven Innovation

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie Cadi 2010 Modulo 4 Outcome Driven Innovation

Ähnlich wie Cadi 2010 Modulo 4 Outcome Driven Innovation (20)

Mehr von InterlubGroup

Mehr von InterlubGroup (20)

Cadi 2010 Modulo 4 Outcome Driven Innovation