1. Shaping Strategy in a
World of Constant
Disruption
Hagel III, Seely Brown & Davison (2008)
Fredric Axelsson, Chris Gruber, Marcus Holst & Eleni Miliou
2. Starting Point
Historically, disruptive innovations initially
brought change to markets, but then
became stabilizing forces
Group 11 2
3. Starting Point
Historically, disruptive innovations initially
brought change to markets, but then
became stabilizing forces
Now, there is constant change
Group 11 2
6. Why Shaping Strategies?
Change needs to be achieved together
Global ecosystems enable large scale change
Group 11 3
7. Why Shaping Strategies?
Change needs to be achieved together
Global ecosystems enable large scale change
Managers need to change perceptions of risks and rewards
Group 11 3
8. Why Shaping Strategies?
Change needs to be achieved together
Global ecosystems enable large scale change
Managers need to change perceptions of risks and rewards
Group 11 3
9. The Three Elements
Shaping
View
Shaping The
Platform Participants
Shaping
Acts &
Assets
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10. An Example:
Kindle
How Amazon tries to reshape the market for books, news papers and magazines
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11. Shaping view
Change perceptions of the future for an industry or market.
Make it relevant to all involved parties.
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12. Shaping view
Kindle
Consumers will want to carry their libraries in their pockets
Textbooks for students
New distribution channel for newspapers
Purchases made easy
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13. Shaping Platform
Set clear definitions and standards
Provide leverage (development or interaction)
For participants For the owner
Increase functionality Accumulates knowledge
Decrease adoption costs from participants
Accelerate revenue
generation
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14. Shaping Platform
Kindle
The Kindle Store
Software for Kindle and other devices
Digital Text Platform
Kindle Development Kit
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15. Shaping Acts & Assets
Increase potential participants’ trust
Significant acts or actions required
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16. Shaping Acts & Assets
Kindle
Lowered price
New models signaling commitment
International expansion
Changed business model
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17. How to realize it?
F A S T
Accelerate Strengthen Tie it all
Focus
Identify 2-3 Identify the together
5-10 years
initiatives. 2-3 most Integrate all
ahead.
Allocate relevant steps and
How to
resoures. organizational continuously
change the
Decide objectives. improve them.
future in your
favour? metrics.
Group 11 12
Welcome to the presentation of group 11. The article being summarized is as you can see ”Shaping Strategy in a World of Constant Disruption”. The presentation will explain and exemplify the key points of this article.
Constantly changing and improving infrastructure
You need others to share risks and create a critical mass.
The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
”Successful shapers reduce fear and magnify hope”
You need others to share risks and create a critical mass.
The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
”Successful shapers reduce fear and magnify hope”
You need others to share risks and create a critical mass.
The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
”Successful shapers reduce fear and magnify hope”
You need others to share risks and create a critical mass.
The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
”Successful shapers reduce fear and magnify hope”
You need others to share risks and create a critical mass.
The new technological infrastructures are what enables this. Go beyond your own company! Shape the industry!
”Successful shapers reduce fear and magnify hope”
First introduced in 2007. Software and hardware platform. International version in October 2009
First element. Helps to reduce risk, make sense of the fundamental forces at work, clear enough to make participants make difficult choices
First element. Helps to reduce risk, make sense of the fundamental forces at work, clear enough to make participants make difficult choices
Carry your library with you.
Make the required investment lower, facilitate entry for many actors.
Can have both kinds of leverage, but usually only one.
Make the required investment lower, facilitate entry for many actors.
Can have both kinds of leverage, but usually only one.
Kindle store facilitates sale; software for computers, Kindle devices and iPhones makes use easier; digital text platform, a system where authors can upload their own content and then receive 35% of the revenues based on list price (price range between $0,99 and $200); They will release Kindle Development Kit (travel guides that makes recommendations based on weather etc). It’s now announced;
Consider strategic partnerships.
Lowering price, releasing new versions (Kindle 2 and Kindle DX), going international, constant improvements (PDF converting); when authors and publishers wanted more of the revenues, Amazon offered them 70% (up from 35%), if they abided to certain requirements; Amazon (at least in the beginning) paid for the wireless connection