2 Days workshop for SDGs, Good Health and Well-being, by using FORHT Innovation method combined with LEGO SERIOUS PLAY and Business Model Generation tools.

1. Hokkaido University BioCamp 2018
Biotech We nnovation
For Happy & Sustainable Society 2030
Shin Yamamoto, Ph.D.
Dept., Human Capital Development, CMIC Holdings
Representative Director, Business Model Innovation Association

2. Team Building
Discover 5 people to be
ONE team from different
nationality, gender and
language

3. (C) BMIA
Facilitator
= Enhance learning experiences

4. 1. Pose/Ask a Question
4. Reflect what you learned
3. Show, Tell and Share
2. Explorer by yourself
(C) BMIA
Facilitator
always do the same format

5. What did you learn?
Write down your TOP 3
most impressive lessons
(C) BMIA
2 min.
1 2 3

6. Speak & Listen
1 2
3Speak
Listen
Listen
5 min.
Listener: nodding
with a big smile
Speaker: keep on
speaking (30-60 sec.)

7. 19 DaysElectricity 50
Radio 38
TV 20
Internet 4
iPod 3
Facebook 2
How many years to reach 50 million users?
5,000万人に届くまでの年数

8. VUCA world…
V : Volatility [変動]
U : Uncertainty [不確実]
C : Complexity [複雑]
A : Ambiguity [曖昧]

9. Innovation can either
be 'doing things
differently' or 'doing
different things'.
イノベーションとは、「別のやり方をする」
ことであり「別の何かをする」ことでもある
Gijs Van Wulfen, Inventor, FORTH Innovation Method
(C) BMIA

10. If you always do what you almost did,
you will always get what you always go.
Allbert Einstein, Physicist

11. But, how can we do……???

13. (Biotech) Innovation requires…
Business
Model
Technology
and/or
New Idea
What? Why? How?
Customer
Friction
(Pain)
😢
(C) BMIA

14. Mission
Develop & promote the visual Common Languages
to co-create the innovative business ideas
異分野共創で新しい持続的な事業を創出する共通言語を広げる
💰💖
🔥

15. www.bmia.or.jp

16. Let’s Start the Biotech Social Innovation Expedition!
LEGO® SERIOUS® PLAY
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA

17. 3 Golden Rules
DSS…Do something soon
Fail fast, fail cheap
Learning by Doing

18. Let’s Start the Biotech Social Innovation Expedition!
LEGO® SERIOUS® PLAY
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA

19. Why do you come here?
What is your expectation?
2 min.

20. Empathy
Doing different things
Think outside of the box
Speak Loud!
枠を外そう
いつもと違うことをしよう
😝

21. Goal Setting🏁
What are you going to get at the end?
Imagine as clearly as possible…
明日、このコースが終わるとき、あなたはどのような成果を手に入れていますか？
その姿を具体的に描写すると？？？

22. Goal Setting🏁
My name is ○○○ from (your city/Univ.).
I want to get….. at the end of this course.
When I get it, I can do……in my research.
And then, I can help someone like...
Can you join me to help them?
YEAHHHHHHHHHH!

23. Ground Rules
Listen 👂
Enjoy❤
Write ✍
Nodding with Wow! Great! Go on...

24. “We”nnovation Assignment for BioCamp 2018
We are going to generate the
new innovative concepts for
2030 Society from the
disruptive technology point
of view
Can you join me to help them?
SDGs agenda
Applicable globally
We will offer 5
Business Model

26. Confirm your target
+α
Health
Education
No poverty &
Wellbeing
Zero hunger
& Wellbeing
Clean water
-> Health
Wellbeing
cities

27. Let’s Start the Biotech Social Innovation Expedition!
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA
LEGO® SERIOUS® PLAY

28. Let`s serious play!

29. LEGO® SERIOUSPLAY® METHOD (LSP®)

30. Trust your hands
Zone / Flow
Build -> Tell
100%/100%
LSP® Theory

31. Build a model that express the
wellbeing society without any
problem of in 2030
(≒ 10 yrs later)
1. Challenge

32. What is still the problem after
generating your ideal wellbeing future
2030 in your topic?
4. Reflection

33. What is the problem?
Who will worry?
4. Reflection
Think about the person’s friction

34. Male, 65
Living alone
in the city
I need…
Lovely nickname
But…
I am…

36. Technology Learning
• What is your research area?
• What kind of technology?
• Who do you help/save?

37. Let’s Start the Biotech Social Innovation Expedition!
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA
LEGO® SERIOUS® PLAY

38. Structured Brainstorming
1.Brain Dump
2.Customer’s Frictions
3.If Apple do…?
4.Technology Dance

39. 1. Brain Dump

40. 2. Customer Frictions

41. 3. If apple do?

42. 4. Technology Collaboration
1.Bring your paper explaining your research
2.Read loud to the member
3.Raise ideas by using anyone`s research/
technology in your team

43. Share your ideas by speaking loud

44. Silent Targeting
Place your best idea into the center circle
-> Remove the ideas at the center, put your best
idea into the center circle
->> Do the same way in 5 min to select the best
ideas (2 post-its at the center location)
重要だと思う課題を「黙って」PR
真ん中にある他の付箋紙を外側へ押しのける
❤
Quick Conversion
❤

45. See you tomorrow

46. Day 1 Reflection

47. Structured Brainstorming
1.Brain Dump
2.Customer’s Frictions
3.If Apple do…?
4.Technology Dance

48. LEGO
SERIOUS
PLAY
Idea to
Concept
Test &
Improve
Team
Building
Business
Model
Design
12:30-13:00 13:00-15:00 15:15-18:45 9:00-10:00 10:45-12:00
Day 1 Day 2

49. “We”nnovation Assignment for Biocamp 2018
We are going to generate the
new innovative concepts for
2030 Society from the
disruptive technology point
of view
Can you join me to help them?
SDGs agenda
Applicable globally
We will offer 5
Business Model
Reconfirmed

50. Re-confirm your target
+α
Health
Education
No poverty &
Wellbeing
Zero hunger
& Wellbeing
Clean water
-> Health
Wellbeing
cities

51. Idea Mindmap

52. I am…(target customer/user)
Now I do…(current treatment/product/job)
But,…(their frictions/ desires)
This concept offer…
(how to eliminate the frictions)
1.
2.
3.
Title: :
idea
idea
idea

53. Ideas -> Concept
Real case
from 2017
I am 71 yrs, the president of the U.S.
Now I feel severely under stress. I cannot
sleep well, so I cannot make good decision.
I need something to make me relax.
But, I am not sure what the best
environment go my stress away.
This concept offer…
1.Stress Detection Sensor
2.Proposer formulation
3.Phycological therapeutic algorithms
Title: :

54. Let’s Start the Biotech Social Innovation Expedition!
Idea to Concept
Team Building
Business Model
Design
(C) BMIA
LEGO® SERIOUS® PLAY
Test &
Improve

55. “Preto”typing

56. • Which is better to go next?
• Chose ONE concept to
improve based on the
feedback

57. Professor Dr. Yves Pigneur
Lausanne Univ.
Senior Advisor , BMIA
Don`t fall in love with
your 1st idea

58. Concept Improvement -> Concept 2.0

59. Concept -> Business Model
____
____
____
________
____
____
____

60. What is the “Business Model?”

61. A business model describes
the rationale of how an
organization creates, delivers,
and captures value
ビジネスモデルとは、どのように価値を創造し、
顧客に届けるかを論理的に記述したもの

62. http://youtu.be/QoAOzMTLP5s

63. Global Standard for Innovation
1.3 M copies
>41 Languages
http://thinkers50.com/biographies/alexander-osterwalder-yves-pigneur/

64. Strategyzer Research Report 2015 http://tinyurl.com/l2v3x5o

65. Example

66. Consumables
Cheep
or Free
Recurrent
Revenues
Device

67. Consumables
Big
Budget
Recurrent
Revenues
Device

68. Consumers
S.E.
Platform
FREE
Targeting
Ad
Ad
clients
Bid
Contents
owners
Free
Search
Profit

69. Frequent
Delivery
24/365
Regular
Price
Trading
company Students
Next to
you
Living
alone
POS
(Point-of-sales)
Self
service
Delivery
System
Inventory↓
HR↓
Few staff

70. How?

71. Hand-on
Together!

72. Rule No.1
Never write on a canvas
use Sticky Note

73. Rule No.2
Stay hungry, stay foolish, and…
Stay Crazy!!!

74. Rule No.3
No discussion
during ideating
We have space to discuss later on…

75. Remember!
You can apply the CS/VPs
from the concept
just improved now!

76. Customer Segments
For whom are we creating value?
Who are our most important customers?
Mass Market
Niche Market
Segmented
Diversified
Multi-sided Platform
Enterprise Consumers Government

77. Value Propositions Custom
What type of re
Customer Segm
and maintain wi
Which ones hav
How are they in
business model
How costly are
examples
Personal assistance
Dedicated Personal
Self-Service
Automated Services
Communities
Co-creation
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?
characteristics
Newness
Performance
Customization
“Getting the Job Done”
Design
Brand/Status
Price
Cost Reduction
Risk Reduction
Accessibility
Convenience/Usability
顧客にもたらす価値（得すること/ベネフィット）
なぜ顧客はそれを選ぶのか？<製品/サービスの存在価値>
Why?

78. Channels
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?
channel phases
1. Awareness
How do we raise awareness about our company’s products and services?
2. Evaluation
How do we help customers evaluate our organization’s Value Proposition?
3. Purchase
How do we allow customers to purchase specific products and services?
4. Delivery
How do we deliver a Value Proposition to customers?
5. After sales
How do we provide post-purchase customer support?
• 価値(製品/サービス)を届
ける方法、場所は？
• 流通/店舗/通販/Online/
etc…

79. CusCustomer Relationships
For who
Who are
Mass Mark
Niche Mark
Segmente
Diversified
Multi-sided
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?
examples
Personal assistance
Dedicated Personal Assistance
Self-Service
Automated Services
Communities
Co-creation
回数券/ポイント/会員制/無料相談/レビューサイト/etc…
Timeline
時間軸
Contact Degree
深さ

80. Revenue Streams
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?
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Leasing
Licensing
Brokerage fees
Advertising
fixed pricing
List Price
Product feature dependent
Customer segment
dependent
Volume dependent
dynamic pricing
Negotiation (bargaining)
Yield Management
Real-time-Market
・顧客から頂く
・顧客へ還元する
販売/レンタル/オークション/マッチング/無料/etc…

81. Key Resources
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
types of resources
Physical
Intellectual (brand patents, copyrights, data)
Human
Financial
価値を生み出すために最も重要な資源は？
ヒト／店舗／資金／工場／特許／ブランド／etc...
What do we have?

82. VaKey Activities
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
categories
Production
Problem Solving
Platform/Network
What
Which
helpin
What
offeri
Which
chara
Newne
Perform
Custom
“Gettin
Design
Brand/
Price
Cost Re
Risk Re
Access
Conven
価値を生み出し収益をあげるために行うことは？
R&D/仕入/在庫管理/営業/Web構築/流通/アフターサービス/
What do we do?

83. (C) BMIA
Key AcKey Partners
What Key Activ
Our Distributio
Customer Rela
Revenue stream
categories
Production
Problem Solving
Platform/Network
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquairing from partners?
Which Key Activities do partners perform?
motivations for partnerships
Optimization and economy
Reduction of risk and uncertainty
Acquisition of particular resources and activities
価値を顧客に届けるために必要な協力者、パートナー
KOL/有識者/コンサルタント/CRO/SMO/etc…
What do we need outside?

84. Cost Structure
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
is your business more
Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing)
Value Driven (focused on value creation, premium value proposition)
sample characteristics
Fixed Costs (salaries, rents, utilities)
Variable costs
Economies of scale
Economies of scope
経費のうち、収益に影響が大きい/無視出来ないもの
R&D/製造/申請/販促/ICT/接待交際/消耗品/etc...
Revenu
ss model?
mum automation, extensive outsourcing)
For what value ar
For what do they
How are they cur
How would they p
How much does e
types
Asset sale
Usage fee
Subscription Fees
Lending/Renting/Lea
Licensing
Brokerage fees
Advertising
under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license,
ommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300,
rnia, 94105, USA.

85. Improvement
<2 post-it
/block

86. How to succeed?
7 Key Questions
?
n?
d services?
roposition?
services?

87. What is your key resource?

88. Frequent
Delivery
24/365
Regular
Price
Trading
company Students
Next to
you
Living
alone
POS
(Point-of-sales)
Self
service
Delivery
System
Inventory↓
HR↓
Few staff
(C) BMIA

89. How do you generate
the revenue like iPhone?

90. (C) BMIA
App
Developers
30%
Commission
Device
Sales
500 M
Users
500 million
market
Stylish iOS
Tons of Apps
Upgrade
Every Year

91. What if your cost structure
is totally different
from competitor?

92. (C) BMIA
R&D
FREE
Global
Market
FREE
Marketing
Infrastructure
☓

93. (C) BMIA
How do you match the owner & user?
(Sales side & Buyer side)

94. (C) BMIA
Cheap
&
Convenient
Travelers
ICT
Platform
Payment
Matching
Profit
Room
Owners
ID
Evaluation

95. (C) BMIA
How do you collect
the customers
who are willing to create value?

96. (C) BMIA
Free
platform
for contents
ICT
Platform
Personal
Info
Engineers
Users
Target Ad Ad Clients
Ad sales
Users

97. Case Study

98. 6,600 ppl
27 subsidiaries
PVC
Sales Reps.
Until
Regulatory
Approval
Perfect
Operation
🙇+🙇+🙇+Document
Management
HRs cost
Pull
High Quality
Full cover the
entire VC
Pharma
Med.Device
Hospital
Case Study

99. Cut the medical
cost every year
Digital
transformation
Price
pressure
Globalization
BOP for
natural
disasters
Politics
Society
TechnologyEconomy
Environment
Customer is struggling! -> We should also change!!

100. 2nd “Preto”typing

101. Improvement
<2 post-it
/block

102. Improvement
Final Pitch!
12:50 p.m.

103. Homecoming
LEGO® SERIOUS® PLAY
Idea to Concept
Test &
Improve
Team Building
Business Model
Design
(C) BMIA

104. Lessons Learned
What you need to discover/improve
What you learned
What struck you
Take away
(Try Tomorrow)

105. Well Done!
Feel free to contact anytime at…
shin-yamamoto.ta@cmic.co.jp
shyamamo
blog.shinyamamoto.com
↑２報、寄稿しました！
4.3 ファシリテーションスキル
4.6 場づくり
↑執筆協力しました！
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