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Business Innovation Workshop by Peter Fisk

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Summary of Peter Fisk's executive workshop at "TechXtile" in Bursa, Turkey on 22 October 2019 ... for business leaders making sense of a changing world, harnessing new technologies with human insights, to shape a better future ... More info at www.theGeniusWorks.com or email peterfisk@peterfisk.com

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Business Innovation Workshop by Peter Fisk

  1. 1. BUSINESS INNOVATION WORKSHOP Email: peterfisk@peterfisk.com Website: theGeniusWorks.com Twitter: @geniusworks
  2. 2. peterfisk@peterfisk.com theGeniusWorks.com @geniusworks
  3. 3. FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION BUSINESS INNOVATION WORKSHOP
  4. 4. BUSINESS INNOVATION © www.theGeniusWorks.com FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION Future Drivers Moonshot Ambitions 5-3-1 Roadmap Deeper Insight Reframing Challenge Idea Clusters Rule Breaks Border Crossers Game Changers New Propositions New Revenues New Partners Faster Development Market Network Amplifying Impact
  5. 5. How do you see the future?
  6. 6. +genius Futureback Now forward What is the future we want to create? 2025 Redefine how to move forwards 2020 © Peter Fisk 2018 www.theGeniusWorks.com Start from the future back
  7. 7. A world of relentless change GLOBAL MEGATRENDS 2019 ASIAN GROWTH CROWD POWER POLITICAL EXTREMISM ARTIFICIAL INTELLIGENCE MACHINE AUTOMATION AUGMENTED HUMANITY URBAN MIGRATION FRAGILE EARTH RESOURCE SCARCITY HEALTH WELLNESS AUTHENTIC TRUTH ESCAPIST LIVING
  8. 8. A world of relentless change
  9. 9. 1.1 … Future Drivers © www.theGeniusWorks.com Technology Customer Business 0 5 years 10 years
  10. 10. Why be 10% better? When you could be 10x better?
  11. 11. 1.2 … Moonshot Ambition © www.theGeniusWorks.com 10x better 10% better Today’s performance
  12. 12. 5 Year Vision “Future Back” Growth Roadmap
  13. 13. 3 Year 5 Year Vision Vision “Future Back” Growth Roadmap
  14. 14. 3 Year 5 Year Vision Vision Vision “Future Back” Growth Roadmap 1 Year
  15. 15. 3 Year 5 Year VisionActivity VisionActivity VisionActivity “Future Back” Growth Roadmap 1 Year
  16. 16. 3 Year 5 Year VisionActivityResult VisionActivityResult VisionActivityResult “Future Back” Growth Roadmap 1 Year
  17. 17. 1.3 … 5-3-1 Roadmap © www.theGeniusWorks.com 3 Year 5 YearVision Vision Vision 1 Year
  18. 18. FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION BUSINESS INNOVATION WORKSHOP
  19. 19. BUSINESS INNOVATION © www.theGeniusWorks.com FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION Future Drivers Moonshot Ambitions 5-3-1 Roadmap Deeper Insight Reframing Challenge Idea Clusters Rule Breaks Border Crossers Game Changers New Propositions New Revenues New Partners Faster Development Market Network Amplifying Impact
  20. 20. CustomerBusiness Innovate from the “outside in” © Peter Fisk 2018 www.theGeniusWorks.com
  21. 21. 2.1 … Deeper Insight © www.theGeniusWorks.com Energisers Enablers Essentials
  22. 22. 2.2 … Reframing Challenges © www.theGeniusWorks.com Why? What?
  23. 23. 2.3 …. Idea Clusters © www.theGeniusWorks.com Idea 1 Idea 2 Idea 3 Concept
  24. 24. FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION BUSINESS INNOVATION WORKSHOP
  25. 25. BUSINESS INNOVATION © www.theGeniusWorks.com FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION Future Drivers Moonshot Ambitions 5-3-1 Roadmap Deeper Insight Reframing Challenge Idea Clusters Rule Breaks Border Crossers Game Changers New Propositions New Revenues New Partners Faster Development Market Network Amplifying Impact
  26. 26. 3.1 … Rule Breaks © www.theGeniusWorks.com Convention Disruption Convention Disruption Convention Disruption
  27. 27. es 1. 23 & Me 2. Aravind 3. CVS Health 4. Editas 5. Intuitive Surgical 6. Narayana Hosp 7. OneOme 8. Organova 9. PatientsLikeMe 10. Second Sight 1. Amazon 2. Aussie Farmers 3. Casper 4. Etsy 5. Glossier 6. Positive Luxury 7. Rapha 8. Supreme 9. Trader Joe’s 10. Warby Parker 1. Apple 2. Beauty’in 3. DJI 4. Go Pro 5. Lego 6. Method 7. Natura 8. Nike+ 9. Oculus Rift 10. Renova 1. Alibaba 2. ARM 3. Darktrace 4. Google X 5. Huawei 6. Magic Leap 7. Raspberry Pi 8. Reliance Jio 9. Samsung 10. Tencent 1. Aeromobil 2. Air Asia 3. Airbnb 4. Emirates 5. HyperloopOne 6. Kulula 7. Ofo 8. RedBus 9. Uber 10. Zipcars 1. 3DHubs 2. Aerofarms 3. Braskem 4. Corning 5. Dyson 6. Local Motors 7. Space X 8. Syngenta 9. Tata 10. Tesla 1. Ava Winery 2. Brewdog 3. GrameenDanone 4. Graze 5. HelloFresh 6. Juan Valdez 7. LA Organic 8. Moa Beer 9. Nespresso 10. Zespri 1. 1Atelier 2. Agua Bendita 3. Fenty Beauty 4. Jonny Cupcake 5. Patagonia 6. RentTheRunway 7. Shang Xia 8. Stitch Fix 9. Threadless 10. Tom’s 1. Aspiration 2. Comm Bank 3. Fidor 4. First National 5. Moven 6. M-Pesa 7. Square 8. Umpqau 9. Zidisha 10. Zhong An 1. Buzzfeed 2. ByteDance 3. FanDual 4. Dalian Wanda 5. Live Nation 6. Netflix 7. Red Bull 8. Udacity 9. Ushahida 10. ViceMedia futureproduct futurefashion futurefood futurehealth futuretech futuremakersfuturebank futuretravel T h e p N/S American brands European brands African/Arab brands Asia/Pacific brands futuremedia 1. Ashoka 2. IBM Watson 3. IDEO 4. Janicki BioEnergy 5. Kickstarter 6. Li & Fung 7. Planetary Resrcs 8. Scanadu 9. VIPKid 10. WeWork 1. Bitcoin 2. City FC 3. Collectivity 4. e-Estonia 5. ParkRun 6. Patreon 7. PewDiePie 8. Social Capital 9. The Muse 10. You futureservice futurebrands © Peter Fisk 2018 peterfisk@peterfisk.com www.theGeniusWorks.com futurestore
  28. 28. 3.2 … Border Crossers © www.theGeniusWorks.com Conventional Business Parallel Business Reimagined Business
  29. 29. 4waystochangethegame
  30. 30. ChangeWHY
  31. 31. +genius Rocket’s Creative Beer
  32. 32. ChangeWHO
  33. 33. +genius Lululemon’s Yoga Beer for women
  34. 34. ChangeWHAT
  35. 35. Ceria’s cannabis-infused beer
  36. 36. ChangeHOW
  37. 37. +genius Beer 52 by Subscription
  38. 38. 4waystochangethegame
  39. 39. 3.3 … Game Changer © www.theGeniusWorks.com
  40. 40. FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION BUSINESS INNOVATION WORKSHOP
  41. 41. BUSINESS INNOVATION © www.theGeniusWorks.com FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION Future Drivers Moonshot Ambitions 5-3-1 Roadmap Deeper Insight Reframing Challenge Idea Clusters Rule Breaks Border Crossers Game Changers New Propositions New Revenues New Partners Faster Development Market Network Amplifying Impact
  42. 42. Profit model Finance Networking 2. Networking ecosystem 1. Business model how the enterprise makes money Channel Experience Brand Customer engagement 10. Customer experience how you create an overall experience for customers 9. Brand how you express your offering’s benefit to customers Process Configuration Structure 3. Organisation and capabilities 4. Core process proprietary processes that add value 6. Product system extended system that surrounds an offering Product performance Offering Product system Service 7. Service how you service your customers 5. Product performance basic features, performance and functionality 8. Channel how you connect your offerings to your customers 10 types of innovation
  43. 43. 10 types of innovation Volume of innovation efforts Last 10 years Profit model Finance Networking Channel Experience Brand Customer engagement Process Configuration Structure Product performance Offering Product system Service
  44. 44. 10 types of innovation Profit model Finance Networking Channel Experience Brand Customer engagement Process Configuration Structure Product performance Offering Product system Service Cumulative value creation Last 10 years
  45. 45. Make and distribute business model eg CocaCola Microsoft Spectrum retail business model eg Amazon Marks & Spencer Make and sell direct business model eg BMW, HSBC Niche retail business model eg ToysRUs,Wiggle License to make business model eg ARM, Ed Hardy Curated retail business model eg Fab, Positive Luxury Membership club business model eg Costco, Quintessentially Crowdfunded ventures business model eg Kickstarter, Zidisha Opensourced community business model eg RedHat, MySQL Subscription payment business model eg FT.com, Graze Buyer and seller marketplace business model eg Etsy, NYSE Micro payments business model eg Flattr Grameen Danone Collaborative consumption business model eg Buzzcar, Regus Regular Replacement business model eg Gillette, Nespresso Branded Consortia business model eg Cisco, Spar Advertising or Sponsorship business model eg Google, Metro Newspapers Listed or Promoted business model eg Monster Linkedin Network builders business model eg Hotmail, Twitter Demand then Made business model eg ZaoZao, Threadless Auction retail business model eg eBay, Sotheby Knowledge and time business model eg McKinsey, Harvard Franchised retail business model eg McDonalds, Subway Certification and endorsement business model eg ISO, Verisign Remainder retail business model Eg Saks, Vente Privee Multulevel marketing business model eg Tupperware, Natura Group buying business model eg Groupon, Huddlebuy Reverse auction business model eg Priceline Freemarkets Shared rental business model eg Zilok, Hilton Tradeable currency business model eg Bitcoin Air Miles Freemium pay within business model eg Angry Bird, Coursera Transaction facilitator business model eg Paypal, Visa Pay as you go business model eg AzuriTech Techshop Dynamic pricing business model eg Expedia, Uber Reputation builders business model eg Tripadvisor, PaywithaTweet Customer data business model eg Facebook, 23andMe Non-profit business business model eg Oxfam Wikipedia Maker models Channel models Crowd models Payment models Exchange models Asset modelsDesign new business models © Peter Fisk 2018 www.theGeniusWorks.com
  46. 46. © www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What is the value we deliver, ie the benefits we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets THE BUSINESS MODEL CANVAS
  47. 47. 4.1 … New Proposition © www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What is the value we deliver, ie the benefits we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets
  48. 48. 4.2 … New Revenue Streams © www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What is the value we deliver, ie the benefits we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets
  49. 49. 4.3 … New Partners © www.theGeniusWorks.com What products and services do we bring together for our customers? Customers Communication PartnersOfferings Channels Relationships Processes Revenue streams Pricing models Cost streams Investments Who are our target segments of customers and users? Which types of distribution channels will we use to reach customers? What kind of relationship do customers seek with us, and each other? Who are the external partners to help us create and deliver the offerings? What is the value we deliver, ie the benefits we enable our customers to achieve? What are the main internal activities to create and deliver the offerings? What are the main sources of revenue, and which could be largest? How, when and how often will we charge customers? What are the most significant ongoing costs to create and deliver the offerings? How much do we need to spend before we start earning? Proposition Resources What are the main internal resources to create and deliver the offerings? Products & Services What brand do we use? What are the key messages, and how do we engage customers? What distinctive assets do we have to use in existing or new ways? Assets
  50. 50. FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION BUSINESS INNOVATION WORKSHOP
  51. 51. BUSINESS INNOVATION © www.theGeniusWorks.com FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION Future Drivers Moonshot Ambitions 5-3-1 Roadmap Deeper Insight Reframing Challenge Idea Clusters Rule Breaks Border Crossers Game Changers New Propositions New Revenues New Partners Faster Development Market Network Amplifying Impact
  52. 52. +genius Better view of the future Smarter ways to innovate Faster ability to implement © Peter Fisk 2018 www.theGeniusWorks.com Accelerate ideas to action
  53. 53. 5.1 … Fast Development © www.theGeniusWorks.com Smarter ways to innovate Better view of the future Faster ability to implement
  54. 54. 5.2 … Market Networks © www.theGeniusWorks.com
  55. 55. 5.3 … Amplifying Impact © www.theGeniusWorks.com
  56. 56. FUTURE BACK CUSTOMER CENTRIC CREATIVE DISRUPTION BUSINESS MODELS ACCELERATING ACTION BUSINESS INNOVATION WORKSHOP
  57. 57. peterfisk@peterfisk.com theGeniusWorks.com @geniusworks
  58. 58. peterfisk@peterfisk.com theGeniusWorks.com @geniusworks
  59. 59. 64 Winning in an incredible new world Peter Fisk helps business leaders makesenseof afast-changing world, tofind thebest newopportunities for growth, toembracethebest newideas throughinsight and creativity, torethinktheirentirevisionand strategy, business model and customer experience. Being 10% better is just enoughtocompeteintoday’s world, tostand still. Thereal questionis howtobe10times better, toget ahead, tostandout, tobe theleader whohelps thebusiness createand deliver futuresuccess. Peter works across theworld, helping business leaders todevelop innovativestrategies for business and brands. Heis athinker, advisor and practical entrepreneur. Heis Professor of Strategy, Innovationand Marketing at IE Business School, oneof theworld’s top ranked business schools, whilst alsofounder and CEOof GeniusWorks, aboutiqueconsulting firm, helping clients across every sector tomakesenseof fast- changing markets, and find newways tothink, competeand win. Having trained as anuclear physicist, Peter moved tomanaging brands likeConcordeat BritishAirways, helping Microsoft toadopt avalue- based marketing model, and Virgintolaunchintonewmarkets. As ahighly experienced consultant hehas worked inevery sector and regionof theworld. As CEOof theworld’s largest marketing organisation, theChartered Instituteof Marketing, hebecameaglobal authority onwhat’s best and next inbusiness and markets. Finding his ownspace, hefounded GeniusWorks, withoffices inLondonand Istanbul. Heworks withcompanies big and small, food tofashion, skincaretostockexchanges, hightechtohuman –and organisations as diverseas Aeroflot and BanyanTree, Cartier toCoty, CocaColaand Club Med, Cooperativeand Courvoisier, Davidoff and DSM, Eczacibasi and Fat Face, Fosters and GSK, Hershey’s and Mars, M&Sand Nestle, Microsoft and O2, Phillips and Philosophy, Red Bull andSavola, Santander and Skanska, Shell and Tata, Teliaand Turkcell, Unilever and UAE Government , Virginand Visa, Vodafoneand Yapi Kredi –tothinkbigger andsmarter, develop innovativestrategies, bolder brands, and accelerategrowth. Peter’s newbook“Gamechangers: Areyouready tochangetheworld?” explores thenext generationof business andbrands, shaking up markets, innovating and winning innewways. Based on100global casestudies, it explores thechallenges of newmarkets, changing customers, brand building, newbusiness models, real-timemarketing, harnessing social media, inspiring leadership and positive impact. It has beennominated for Management Bookof theYear. His other books include“Marketing Genius” explores theleft and right-brainchallenges of success, and is translated into35languages. It was followed by fiveothers –“Business Genius” onleadership and strategy, “Customer Genius” onbuilding acustomer-centric business, “PeoplePlanet Profit” onsustainableinnovation, and“CreativeGenius”, theinnovationhandbookfor business leaders, defining what it takes to beLeonardodaVinci inthe21st Century. Peter features intheGuruRadar of Thinkers50, and was described by Business Strategy Journal as “oneof thebest newbusiness thinkers”. His adviceis sought after by business leaders around theworld, headds specialist expertisetokey projects, combining newideas withpractical action, inspirationand impact. Helping youtofind your ownspace, tobeleaders of change–tobebold, braveandbrilliant. Website:www.theGeniusWorks.com Email: peterfisk@peterfisk.com

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