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Front End of Innovation Worlshop: Strategy tools - in action. Basic version

Strategy and innovation is changing. The world needs new strategy tools. We design tools to make strategy & innovation happen at your company. This hands-on workshop will give you five new tools for Strategic innovation, Business model innovation, Innovation mindset and Innovation mapping, with case studies on Tesla Motors, Google and Amazon. This action-driven workshop will provide you with emerging tools for strategic innovation. You will apply these to your ongoing innovation challenges – and put the tools to work in your own organization. Master new tools to change how your company works on innovation. Take-away your personal toolkit and "Dream Bigger: Your Personal Innovation Sketchbook"

Led by Christian Rangen, Elisabeth Ovstebo and Inger Hanne Vikshaland
Founders, Engage // Innovate & authors, Strategy Tools for the Next Generation.

Front End of Innovation Worlshop: Strategy tools - in action. Basic version

  1. 1. Welcome
  2. 2. Strategy Tools - in Action #FEIEMEA #STFTNG
  3. 3. Christian Rangen Partner Co-Founder Elisabeth Øvstebø Managing Partner Co-Founder Inger Hanne Vikshåland Consultant Head of Marketing & Events
  4. 4. The buildingblocks ofinnovativeorganizations
  5. 5. Map out your company; Why; What, How, using a 1 – 6 scale
  6. 6. ..... Cut costs and defend the core business Let’s analyzeI want to see the financials Your typical Board of Directors or Top Managemement teams
  7. 7. Cost-cutting$$$
  8. 8. Transformational capacity Legacy core business
  9. 9. Shifting strategy
  10. 10. .....runs 2000+ business model experiments per year
  11. 11. ‘’We plant seeds that may take 7+ years to bear fruits’’
  12. 12. ‘‘…if we needed financial results in 2-3 years, most of our things would never have happened’’
  13. 13. 3 kinds of innovation Clay Christensen, Harvard
  14. 14. Efficiency -based innovations LEAN, Simplify Cut costs, Downsizing, Frees up, preserves capital STEP: Statoil Technical Efficiency Program
  15. 15. Performance – improving innovations Improve what already is Product upgrades Limited use of capital iPhone 6+
  16. 16. Market -creating innovations Create new business models+ Create new customers Put capital to use Most value is created Shackleton, Zaptec, 1 billion
  17. 17. …most understand …many think about ….few grasp
  18. 18. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  19. 19. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  20. 20. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  21. 21. ‘’Tesla’s business model defies all logic’’ - CNN, 2013 !
  22. 22. Get yours at www.strategytoolsforthenextgeneration.com/threelevels Three Levels of Business Models by Christian Rangen and Elisabeth Øvstebø is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License. Three Levels of Business Models Swing for the fences M ap outyourfuture revenue stream s Consulting Milk & Bread % of your revenue:................................................ Truly audacious, mind-blowing, amazing, wow business ideas can be found here. With a very high risk/reward profile, 7 or even 9 out of 10 of these will fail. But the ones who make it will make up for the failed ones. Often, these projects require significant work to pitch to clients and parters, who often don’t get it the first few times. But once successful, these will push industry innovation and attract attention far outside the current client and partner base. Genuine knowledge workers dream of working here. % of your revenue:.................................................... More challenging and interesting projects can be found here. These carry somewhat higher risk, but also higher income streams. There’s always a degree of uncertainy on behalf of the consultants if and how this work is possible. These projects require some creative thinking to solve. % of your revenue:.................................................... Is the steady, long-term, low-risk cash flows. Pays the rent and salaries. We can budget these income streams well in advance with a high degree of certainty. Often, this is repetitive, low-innovation work. For knowledge workers, this can, over time, sometimes become boring. 1 2 3
  23. 23. Design a structure for transformation
  24. 24. ”The problem is NOT new ideas”
  25. 25. The problem is the system, processes, methods, tools and resource allocation.
  26. 26. …it’s the HOW of the organization
  27. 27. How can you build an architecture of transformation?
  28. 28. M + S + M
  29. 29. M + S + M Architecture
  30. 30. Money + Structure + Mandate Architecture
  31. 31. Money #1     We  have  easy  access  to  minor  investment  funds     for  new  ideas  and  new  ventures         #2     As  a  company,  we  are  truly  great     at  making  explora>ve  investments      
  32. 32. Structure #3     We  have  a  unit  (person,  team,  department)  responsible    for  en>rely  new  business  development       #4     We  have  a  corporate  structure  for  early  ventures,     strategy  experiments,  growth,  spin-­‐ins,     spin-­‐outs  for  new  businesses  
  33. 33. Mandate #5     We  have  an  explicit  growth  ambi>on  from     the  Board  of  Directors  and  Top  Management         #6     We  have  a  license  to  think  big,  dream  big    and  take  calculated  strategic  risks      
  34. 34. Transformational capacity Legacy core business
  35. 35. Your turn; Designing a transformation
  36. 36. Thanks for joining Leave your e-mail, and we’ll send you slides and tools
  37. 37. Christian Rangen Partner Co-Founder Elisabeth Øvstebø Managing Partner Co-Founder Inger Hanne Vikshåland Consultant Head of Marketing & Events
  38. 38. Strategy & innovation cunsulting company Contact www.engage-innovate.com christian@engage-innovate.com Twitter: @engageinnovate Visit us at Innovation Dock
  39. 39. www.innovationdock.no
  40. 40. Connect with us on social media Facebook.com/engageinnovate   @engageinnovate  //  @vikshaaland     Vikshaaland     @engageinnovate  //  @ingerhanne     #STFTNG #FEIEMEA
  41. 41. World’s greatest Books … Norwegian online bookstore Books Amazin g service CD ‘’19 types’ ’ Marke t Place CLou d Kindle Apps Strea ming Buy autho rs World’ s 2nd largest Fresh
  42. 42. Connect with us on social media Facebook.com/engageinnovate   @engageinnovate  //  @vikshaaland     Vikshaaland     @engageinnovate  //  @ingerhanne     #STFTNG #FEIEMEA

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