i2b/1 Business Drivers for Innovation · Business drivers for innovation Design & Culture Thinking New markets Needs. 4 16 ... Tim Brown, CEO of IDEO Jeff Bezos, Founder and CEO of

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Business Drivers for Innovation

i2b/1

Business Drivers for Innovation 2014

www.i-cell.net

[email protected]

http://www.i-cell.net/

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Business Drivers Essential drivers Technical Commercial

Attributes

Integrative Thinking

Leadership and values

Tendencies Differential of design

Technology acceleration

Embedded services

Consultative selling

Prices & financing

Aesthetics Image & Brand

Novelty

Customer Experience &

Empathy

Specialization & Line

Capacity, Logistics &

Distribution

Security &Durability

Business drivers and Product –Service Attributes


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The impacts

Alliances Globalization

Regulation

Technology

Demography

Competency

Values & leadership

Business drivers for innovation

Design & Culture Thinking

New markets

Needs


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Need (Rational or Emotional)

Prices & financing

Emotional Quality Rational Quality

Aesthetics Image & Brand

Customer Experience Empathy

Security Durability

Novelty Specialization Capacity,

Logistics & Terms

Product –Service Attributes Business drivers for innovation


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Terciario

The impacts

Quinary space Business drivers for innovation


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Fundamental drivers Integrative thinking Leadership Tendencies Technical and commercial drivers Differentiation by design Acceleration by technology Embedded services Selling scenarios

Summary


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Fundamental drivers

Integrative thinking

Quinary Drivers Essential drivers Technical Commercial



Tendencies Cool hunting

Differential of design


Embedded services



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How did I learn to think? If I ever did.

Did someone teach me to think? If anyone ever did.

Do I consider the possibility of improving my thinking skills?



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Integrative thinking / Case

New and better idea

Bob Young. Founder & CEO

Production of Ideas


http://en.wikipedia.org/wiki/File:Opensource.svg

http://en.wikipedia.org/wiki/File:RedHat.svg

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Integrative thinking /Case

Subbramanian Ramadorai, CEO of Tata Consultancy Services

Tim Brown, CEO of IDEO

Jeff Bezos, Founder and CEO of Amazon

Michael Dell, Founder and CEO of Dell Computers


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Creative resolutions

Causalities

Architecture

Relevance

How does big leaders think?

Considering all the relevant aspects of the problem

Multidirectional study of causalities, not just linear.

Not losing global and general view while working with parts of the problem or the possible solution

Looking for alternative solutions in order to obtain the necessary degree of quality


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Non relevant factors

Facilitate study and discussions

Relevant factors


Causalities

Architecture

Relevance


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Creative optimization when considering multidirectionality.


Causalities

Architecture

Relevance


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How does big leaders think? Creative resolutions

Causalities

Architecture

Relevance

Observing the whole thing and the parts at the same time in order to approach reality


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Conventional and current ideas vs. new ideas and

points of view

Galieo vs. Classical


How does big leaders think? Creative resolutions

Causalities

Architecture

Relevance


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Fundamental drivers

Leadership







Embedded services



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Leadership

Is leadership based mainly in the capacity to impart orders to others?

Is leadership based on providing an example for the others ?

Is leadership reserved only to special people?


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Terciario Leadership

How to manage extraordinary professionals


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Attributes Leadership


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Leadership

Attributes


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Leadership

Attributes


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Leadership

Attributes


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Leadership

Attributes


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Sergio Marchioni My work as CEO is

not to take decisions but

establish objectives and help executives

to discover how to get them.

Leadership / Case

Signposting goals

Gianni Agnelli “Big man” leadership


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Terciario Leadership / Case

Jan Carlzon, Pedagogy SAS

Jack Welch, Energy and push GE

Louis Gerstern , Strategy IBM

Steve Jobs Inspiration and vision Apple.

Many styles


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Fundamental drivers

Tendencies

Reference







Embedded services



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Tendencies

Is fashion dictated by some “big” creators from their ivory towers?

Are there some people who possess some kind of intuition to detect tendencies?

Is it possible to study and understand deep and strong tendencies?


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Tendencies

Customer - Consumer – User

Ask to your customers constantly Think carefully about your consumers. Work to understand your user.

Sharpened differentiation


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Tendencies

Deep currents

Long tail

The small may be big


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Tendencies

Deep currents

Oikonomy to the society

Aristotle circles

Ethics (I) – Economy (Family) - Politics (Sovereign City)

Oikos = home, Nomos = law or norm. Things are done by extrinsic and/or transcendent motivation.


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Tendencies

Shortening life cycle

Deep currents


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Who deserves to be analysed?

“Cool hunting”

What deserves to be analysed?

Critical &creative filter

New offer: seductive & unique

Tendencies

Ethnography


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Tendencies

Opinion makers and first followers

Ethnography


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Tendencies

Identifying white spaces.


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Tendencies

Why tendencies are so important for business?


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Tendencies / Case

I don’t want a buy clothes, I want to seduce


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Designers - Tendencies observers – Shop directors

Tendencies / Case

Instantaneous fashion

From stationary to continuous fashion Systems that integrate selling, designing and inventory


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Technical drivers








Embedded services



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Is design very often, the best driver of creativity ?

Is Design always necessary ?

Is last word in design from customers?

Is usually design just a business function that may be subcontracted?


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The Nokia 2360 and the Nokia 1208 look relatively the same, but the design makes them two models

radically different

Differential of design / Case

Design value


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Design management Differentiation by design / Case


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Technology differentiation combined with design is a powerful tool.

Technology acceleration / Case

Technology push and pull


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Technology acceleration & design

2007 iMAC

1980

1985

1990

1995

2000

2005

1983 Apple IIe

1986 Apple IIgs

1990 Machintosh C

1995 Machintosh LC

1996 Power

Machintosh

1998 iMac

2002 iMac

2004 iMac G5

1992 Powerbook Duo

1997 Powerbook G3

1992 Powerbook G4

2003 Powerbook G4 Aluminium

2001 iPod 1st Gen

2004 iPod Photo

Differentiation by design / Case

Design management


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It’s through design that people understands function, form, meaning of products & services,

+ contributes with cultural value

Differentiation by design / Case

Design culture


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Design is an universal language

Differentiation by design

Design and globalization


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Future has to be designed for a sustainable growth

www.brucemaudesign.com

Differentiation by design

Design and future


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Technical drivers


Reference







Embedded services



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Tendencies

Is application of technology just surveillance of novelties?

Are technology decisions technical decisions?

Is there some kind of risk when a new technology is incorporated?


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0,E+00

5,E+12

1,E+13

2,E+13

2,E+13

3,E+13

3,E+13

4,E+13

2000

2002

2004

2006

2008

2010

2012

2014

2016

2018

2020

2022

2024

2026

2028

2030

*1000

The intelligence in CR management Relation with costumers


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Asymmetrical application of technology Relation with costumers


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Constantly evolving and mutating


Dynamic economical agent


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Value = Application


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Availability & test

Phases in the development of a technology

Quick growth

Maturity

years

Surveillance

Replacement


Same cycle different rhythm


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Technology can’t be managed if you don’t understand the roots

What you see ... ... is the combination of a diversity of technologies


The visible and the non visible part


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Do not enter people who

don’t understands technology

Neither enter who only

understands technology


Visible and not visible part


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... but not served in a gold tray


Plenty of opportunities


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Winning the technology race by anticipating technology application

Goal (+ sales)

Technology acceleration / Case

Technology push and pull


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Commercial drivers

Embedded services

Reference





Design differentia.


Embedded services



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Embedded services

What is people generally looking for, drills or holes?

Do products, in general, become commodities?

Is “public service” the same thing that a “service oriented to the public”?


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Embedded services

The market of solutions


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From selling products to selling how to use them

Embedded services

Offer sophistication


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Any prodcut may be improbed with services

Embedded services

When solutions became sensations


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The problems, the limitations, the difficulties and the deficiencies of products are big

opportunities for services

Continuous opportunities Embedded services


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Embedded services

Where the focus of growth may be put?

Strategic design of embeddedness

Sources of advantage

Knowhow economies

Scale economies

More product

New & independent services

Strategic action


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Mark Hurd CEO at HP Katsuaki Watanabe President of Toyota CW Lee President of Seoul International Airport

Embedded services /Case

From periphery to centre.


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From Vic to Buckingham Palace

Embedded services / Case

What are we really selling?


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Healthcare + prevention + education + …

Embedded services

Services re-combination


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Embedded services

Global services Embedded services / Case


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Embedded services

From selling tool to hiring solutions Embedded services / Case


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Embedded services

From selling tool to hiring solutions Embedded services / Case

From selling in the obra to negotiating complex contracts

in the clients office


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Commercial drivers


Reference





Design differentia.


Embedded services



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Consultive selling

Is selling an innate skill?

Is having a good product enough to succeed at selling?

In the selling process, is the client always right?


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What is selling? Consultative selling


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Seller as a consultant

Firm – brand

Product you are offering

Balancing selling forces Consultative selling


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Selling is the blueprint

of the solution

Selling is not selling Consultative selling


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There are

objections… ...that must be translated

into selling arguments

Selling is communication, seduction and negotiation Consultative selling


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Continual training of technical – commercial personnel .

Selling skills Consultative selling


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We eat in the same table but not in the same plate

Costumer relation Consultative selling


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Responsible selling... what is good for my customer?

Servicing

- + ? =

Consumption Loyalty

Intelligent selling Consultative selling / Case


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Using consulting as a

key selling strategy

From selling devices and consumables

Selling more efficient and sustainable

solutions

Intelligent selling Consultative selling / Case

Anne Mulcahy Presidenta de Xerox


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, thinking on business

The principal driver is

as well as you may think on creativity, design or knowledge


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people that forecast what is going to happen

It is necessary to follow trends, that is to say, follow


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thankyou


Documents

i2b/1 Business Drivers for Innovation · Business drivers for innovation Design & Culture Thinking New markets Needs. 4 16 ... Tim Brown, CEO of IDEO Jeff Bezos, Founder and CEO of