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Managing a Business
Dr. Pavan Soni
Founder and Innovation Evangelist
Inflexion Point Consulting
Innovation.evangelist@gmai...
Course outline
• On strategy
• On creativity
• On innovation
On strategy
3
What is strategy?
4
“Strategy is as
much as about
what to do, as
what not to!”“winning the
war, without
fight the war”
Ach...
Do they all
make the
same profits?
5
Your pricing is
subjected to
where to are
positioned!
How do these brands differentiate?
Competitive
Positioning:
Why you
can’t be
everything?
Source: Porter (1980)
Sources of
value, pricing
and costs
Chose where you derive your value
from and the cost and pricing
targets
Sources of
value, pricing
and costs
Chose where you derive your value
from and the cost and pricing
targets
The playing field
11
ENTRY
BARRIER
EXIT
BARRIER
HIGH
LOW
HIGH LOW
Property rights (patents,
trademarks, etc.)
Being a mo...
Identifying your core competence
12
Unifying and pervasive
principles
Provides access to
multiple markets
Critical in p...
Can your core competence become your core
rigidity?
13
Kodak Digital Camera
(circa 1975)
Business Model shows the ways
14
PSP/ Xbox versus Wii focus
3/16/2017 Business Model Generation (Osterwalder and Pigneur, 2010) 15
Key Partners Key Activit...
3/16/2017 Pavan Soni, Innovation Evangelist 16
Long tail explained for music industry
3/16/2017 Business Model Generation (Osterwalder and Pigneur, 2010) 17
Advent of two
sided markets
18
Positive externality
Vs.
Negative externality
Key takeaways
• The choice of industry is the starting point
• Competitive positioning (Value maximizer or Cost minimizer)...
On creativity
20
Creativity is the ability to challenge, question and explore. It
involves taking risks, playing with ideas, keeping an ope...
Synaptic joints in human brain
Source: Adapted from www.educarer.org, 2006.
22
Evolution of synaptic joints
Source: Corel, JL. The postnatal development of the human cerebral cortex.
Cambridge, MA: Har...
Development of mental abilities
Source: C.A. Nelson (2000). Credit: Center on the
Developing Child
The brain’s
capacity fo...
Be resourceful
3/16/2017 Pavan Soni, Innovation Evangelist 25
Take half chances
3/16/2017 Pavan Soni, Innovation Evangelist 26
Perseverance pays
3/16/2017 Pavan Soni, Innovation Evangelist 27
Communicate enough
3/16/2017 Pavan Soni, Innovation Evangelist 28
The Medici Effect
29
Great Ideas are born at the Intersection of Disciplines
Linear
Growth
Discovering
Intersections
I am ...
9/24/2016 Pavan Soni | www.PavanSoni.com | 30
Introducing variance
Intuitive experiments
3/16/2017 Pavan Soni, Innovation Evangelist 31
Latent inhibitions
3/16/2017 Pavan Soni, Innovation Evangelist 32
IQ and creativity: Latent inhibitions
3/16/2017 Pavan Soni, Innovation Evangelist 33
Hone multiple affinities
9/24/2016 Pavan Soni | www.PavanSoni.com | 34
Source: IDEO
Taking hobbies seriously
Pavan Soni (www.PavanSoni.com) 35
Key takeaways
• Take half chances
• Be resourceful
• Challenging the obvious
• Perseverance pays
• No act is too small
• C...
On innovation
37
Innovation
starts with
‘Discovery’
38
Think of the entire value chain
39
Pre-purchase Purchase Usage Repurchase
Value for money
Risk reduction
Convenience
Share of customer’s wallet
3/16/2017 Pavan Soni 40
Look at the non-customers
41
Soon to be non-
customers
Refusing non-customers Unexplored non-
customers
Designing for the ‘extreme users’
42
Denmark based Arla Foods
develops milk products for NASA
Movies with sub-titles were ...
Key takeaways
• Innovation is a process
• Think of the entire value chain
• Look at non-customers
• Soon to be non-custome...
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Managing a business - Strategy; Innovation; and Creativity

On strategy, key takeaways are:
The choice of industry is the starting point
Competitive positioning (Value maximizer or Cost minimizer)
Different ways of adding and demonstrating value
Entry and exit barriers matter. Importance of erecting entry barriers
Identify and bolster core competence
Core competence could become core rigidity
Business models matter
Several pricing models exist

On Creativity, key takeaways are:
Take half chances
Be resourceful
Challenging the obvious
Perseverance pays
No act is too small
Communicate enough
Having a service mindset
Learn to manage failure
Experimentative mindset
Take hobbies seriously

On Innovation, key takeaways are:
Innovation is a process
Think of the entire value chain
Look at non-customers
Soon to be non-customers
Refusing non-customers
Unexplored non-customers
Design for the ‘extreme users’

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Managing a business - Strategy; Innovation; and Creativity

  1. 1. Managing a Business Dr. Pavan Soni Founder and Innovation Evangelist Inflexion Point Consulting Innovation.evangelist@gmail.com www.pavansoni.com
  2. 2. Course outline • On strategy • On creativity • On innovation
  3. 3. On strategy 3
  4. 4. What is strategy? 4 “Strategy is as much as about what to do, as what not to!”“winning the war, without fight the war” Achievement of Sustainable Competitive Advantage
  5. 5. Do they all make the same profits? 5
  6. 6. Your pricing is subjected to where to are positioned!
  7. 7. How do these brands differentiate?
  8. 8. Competitive Positioning: Why you can’t be everything? Source: Porter (1980)
  9. 9. Sources of value, pricing and costs Chose where you derive your value from and the cost and pricing targets
  10. 10. Sources of value, pricing and costs Chose where you derive your value from and the cost and pricing targets
  11. 11. The playing field 11 ENTRY BARRIER EXIT BARRIER HIGH LOW HIGH LOW Property rights (patents, trademarks, etc.) Being a moving target Saturating the market’s carrying capacity
  12. 12. Identifying your core competence 12 Unifying and pervasive principles Provides access to multiple markets Critical in producing end products Difficult to imitate Source: Barney (1991)
  13. 13. Can your core competence become your core rigidity? 13 Kodak Digital Camera (circa 1975)
  14. 14. Business Model shows the ways 14
  15. 15. PSP/ Xbox versus Wii focus 3/16/2017 Business Model Generation (Osterwalder and Pigneur, 2010) 15 Key Partners Key Activities Value Proposition  High performan ce console  Console audience Customer Relation Customer Segments  Hardcore gamers  Game developers Key Resources Channels Cost Structure Revenue Streams  Hardware sales at a loss  Royalties from developers Sony PlayStation Microsoft Xbox Key Partners Key Activities Value Proposition  Family console  Access to console users  Cheap game development cost Customer Relation Customer Segments  Casual gamers  Game developersKey Resources Channels Cost Structure Revenue Streams  Profitable hardware sales  Royalties from developers Nintendo Wii
  16. 16. 3/16/2017 Pavan Soni, Innovation Evangelist 16
  17. 17. Long tail explained for music industry 3/16/2017 Business Model Generation (Osterwalder and Pigneur, 2010) 17
  18. 18. Advent of two sided markets 18 Positive externality Vs. Negative externality
  19. 19. Key takeaways • The choice of industry is the starting point • Competitive positioning (Value maximizer or Cost minimizer) • Different ways of adding and demonstrating value • Entry and exit barriers matter. Importance of erecting entry barriers • Identify and bolster core competence • Core competence could become core rigidity • Business models matter • Several pricing models exist 19
  20. 20. On creativity 20
  21. 21. Creativity is the ability to challenge, question and explore. It involves taking risks, playing with ideas, keeping an open mind and making connections where none are obvious. - Victoria and Albert Museum of Childhood Novelty Utility Divergent Thinking
  22. 22. Synaptic joints in human brain Source: Adapted from www.educarer.org, 2006. 22
  23. 23. Evolution of synaptic joints Source: Corel, JL. The postnatal development of the human cerebral cortex. Cambridge, MA: Harvard University Press; 1975. In the first few years of life, 700 new neural connections are formed every second. 23
  24. 24. Development of mental abilities Source: C.A. Nelson (2000). Credit: Center on the Developing Child The brain’s capacity for change, or “plasticity” decreases with age Cognitive, emotional, and social capacities are inextricably intertwined throughout the life course. 24
  25. 25. Be resourceful 3/16/2017 Pavan Soni, Innovation Evangelist 25
  26. 26. Take half chances 3/16/2017 Pavan Soni, Innovation Evangelist 26
  27. 27. Perseverance pays 3/16/2017 Pavan Soni, Innovation Evangelist 27
  28. 28. Communicate enough 3/16/2017 Pavan Soni, Innovation Evangelist 28
  29. 29. The Medici Effect 29 Great Ideas are born at the Intersection of Disciplines Linear Growth Discovering Intersections I am imagining bringing 100s of people together from different backgrounds and disciplines within a region and have them work together to unleash an explosion of transformational ideas. - Frans Johansson Source: Medici Effect Pavan Soni (www.PavanSoni.com)
  30. 30. 9/24/2016 Pavan Soni | www.PavanSoni.com | 30 Introducing variance
  31. 31. Intuitive experiments 3/16/2017 Pavan Soni, Innovation Evangelist 31
  32. 32. Latent inhibitions 3/16/2017 Pavan Soni, Innovation Evangelist 32
  33. 33. IQ and creativity: Latent inhibitions 3/16/2017 Pavan Soni, Innovation Evangelist 33
  34. 34. Hone multiple affinities 9/24/2016 Pavan Soni | www.PavanSoni.com | 34 Source: IDEO
  35. 35. Taking hobbies seriously Pavan Soni (www.PavanSoni.com) 35
  36. 36. Key takeaways • Take half chances • Be resourceful • Challenging the obvious • Perseverance pays • No act is too small • Communicate enough • Having a service mindset • Learn to manage failure • Experimentative mindset • Take hobbies seriously 36Pavan Soni (www.PavanSoni.com)
  37. 37. On innovation 37
  38. 38. Innovation starts with ‘Discovery’ 38
  39. 39. Think of the entire value chain 39 Pre-purchase Purchase Usage Repurchase Value for money Risk reduction Convenience
  40. 40. Share of customer’s wallet 3/16/2017 Pavan Soni 40
  41. 41. Look at the non-customers 41 Soon to be non- customers Refusing non-customers Unexplored non- customers
  42. 42. Designing for the ‘extreme users’ 42 Denmark based Arla Foods develops milk products for NASA Movies with sub-titles were meant for hearing impaired Volvo buses were designed to get wheelchairs inside
  43. 43. Key takeaways • Innovation is a process • Think of the entire value chain • Look at non-customers • Soon to be non-customers • Refusing non-customers • Unexplored non-customers • Design for the ‘extreme users’ 43

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  • jerinjose9484

    Mar. 16, 2017
  • MichaelLuk2

    Jan. 24, 2021

On strategy, key takeaways are: The choice of industry is the starting point Competitive positioning (Value maximizer or Cost minimizer) Different ways of adding and demonstrating value Entry and exit barriers matter. Importance of erecting entry barriers Identify and bolster core competence Core competence could become core rigidity Business models matter Several pricing models exist On Creativity, key takeaways are: Take half chances Be resourceful Challenging the obvious Perseverance pays No act is too small Communicate enough Having a service mindset Learn to manage failure Experimentative mindset Take hobbies seriously On Innovation, key takeaways are: Innovation is a process Think of the entire value chain Look at non-customers Soon to be non-customers Refusing non-customers Unexplored non-customers Design for the ‘extreme users’

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