Highlights uit 30+ jaar business innovation. Hans Bakker The Bridge business innovators

Transcription

1 Highlights uit 30+ jaar business innovation Hans Bakker The Bridge business innovators 10 oktober 2011

2 Ervaringen vanuit een diverse praktijk TU-Industrieel Ontwerpen (+ Interfaculteit Bedrijfskunde) DICO diversificatie TNO Innovatie Advies Groep (+ Project Industriële Innovatie) Innotech Corporation USA New Business Search & Development (Asia, Europe, USA) The Bridge business innovators/highlandworldwide 2

3 The Bridge business innovators backed by a strong international network 425 managers & consultants business performance & operational excellence programme & project management leadership & change management ICT implementation Highland Worldwide Network 35 offices, 2500 managers & consultants, North America, Europe & Asia strategy, growth & renewal, business innovation, enterprise performance, IT management 3

4 Member Contact Information SPAIN Alfa Consulting Phone: Alex Gual FRANCE & BELGIUM Oresys Phone: Luc Molinier luc.molinier@oresys.eu UNITED STATES OF AMERICA & CHINA North Highland Phone: Steve Carter steve.carter@northhighland.com AUSTRALIA & SINGAPORE The LiTMUS Group Phone: Brad Miller bmiller@litmusgroup.com JAPAN GENEX Partners Phone: Hirotaka Kobayashi kobayashi@genexpartners.com UNITED KINGDOM Qedis Phone: Andrew Stainsby Andrew.stainsby@qedis.com GERMANY, AUSTRIA, SPAIN, SWITZERLAND, HUNGARY, ROMANIA, UAE Horváth & Partners Phone: Michael Currle mcurrle@horvath-partners.com ITALY Bonfiglioli Consulting Phone: Giovanni Mandelli gmandelli@bcsoa.it THE NETHERLANDS Twynstra Gudde Phone: Harold Geerts hge@tg.nl 4

5 Our Industries Our global partnership offers Centers of Excellence with Subject Matter Experts for all industries, including: Financial Services Life Sciences Energy & Utilities Media, Telecom & Entertainment Travel & Transportation Automotive & Industrial Goods Retail & Consumer Packaged Goods Public Services 5 5

6 Onze missie The Bridge ontdekt, ontwikkelt en realiseert new business voor bedrijven. Dit doet zij door op een andere manier naar het bestaande te kijken, in businessconcepten onverwachte combinaties te maken, en bij de realisatie verrassende bruggen te slaan. The Bridge zoekt de vernieuwing, incrementeel of sprongsgewijs, en neemt een leidende rol in de versterking van een duurzaam business ecosysteem. In het werken met haar klanten staat de impact op het integrale bedrijfsresultaat centraal. Professionals van The Bridge hebben bewezen een vernieuwing doelgericht om te kunnen zetten in concreet business succes. 6

7 Partial listing of clients The Bridge 7

8 Frameworks die helpen (1) 1. Management of Phased Scope - Development and investment decision Chemie -> stage gate -> gesloten funnel (onnodige beperking) -> open innovation. 2. Corporate models & functions Modellen over centraal/decentraal, aparte entiteit, incubators, venturing. 3. Outside-in, backcasting & roadmaps Scenario s, roadmapping, memories of the future, backcating, doorbreken van teveel denken vanuit assets. 4. Business model innovation (customer value, earnings) Venture Capital aanpak, Hamel, Ostenwalder. 5. Expert opinions Onderzoek en methodiek naar de rol van expert-opinies bij open, toekomstgerichte vraagstukken (vervolg op Delphi aanpak). 8

9 Frameworks die helpen (2) 6. Venturing, Intrapreneurship & Teams Intrapreneurship in Action (Pellman/Pinchot). Lessen uit VC-praktijk toegepast in corporate wereld. 7. Time to (Market, Profit) real bottom line impact Bijdrage van discovery planning als taakstellende aanpak voor businessmodelling en verdienmodellen. 8. Go to market and commercial drive De link tussen gekozen go-to-market (Lavon Koerner), verdienmodellen, klantrelatie en benodigde competenties. 9. Venture Capital & Return on Innovation Grondslagen voor waardering van ventures, portfolio s in alle stadia van stage-gates. 9

10 Toepassing huidige praktijk The Bridge 10

11 Business Innovation; the essence Realizing more of the same isn t (good) enough: The creation and profitable use of the new Discover- exploring the unknown, Develop - making the strange familiar, and then Deliver - converting the new into 3P success. 11

12 How innovation actually happens INSPIRATION GOALS INSPIRATION PLAN FOOLING AROUND ACTION GOALS MISTAKES DOING PLANS PLAN FAILURE SOME OTHER ACTION GOALS INSPIRATION SUCCESS 12

13 Business Creation as a process Start-ups LATER STAGE FEEDSTOCK Ideas EARLY STAGE FEEDSTOCK $ INVESTMENTS WASTE NEW BUSINESS FERMENTER BUSINESSES SPIN OUTS $ INVESTMENT RECYCLE = SMART VALVES 13

14 Twelve success factors determine the climate for innovation collectivity strategic coherence shared responsibility collective pride enabling bureaucracy business realism analytical planning evolution time 1 0 need for speed creative dreaming innovation champions intuition informal underground freedom to experiment committed innovators individuality 14

15 Key dimensions for enhancing the innovation competence Reputation. Internal and external communication on innovation projects & successes/failures, sharing best practices, collaboration across time zones Data, information, insights, roadmaps, outside in, voices from the outside, Knowledge management, corporate memory Knowledge & insights Communication Resources Required competenties, diversity, resources allocation/attraction team roles, connect & develop, talent development, models for cooperation Growth/ innovation ambition Innovation climate, leadership, autonomy balance of individuality/ collectivity, planning/intuition, top down/bottom-up, risktaking/risk adverse, operational excellence, supporting challengers & mavericks, intrapreneurship, availability of casino money Climate Strategic intent, success criteria, profile of portfolio, Mix incremental/ radical, time horizon risk/reward profile. Return on Innovation Processes & Tools Processes, tools enabling & stimulating innovation: business modelling, earning models, scenario s, open innovation, business gaming, stage gate, portfolio, Go-to-market, innovation metrics, ICT tools, program/project management office, etc. 15

16 Main stream + 3 additional revenues streams Degree of newness in the business portfolio Radicaal Incrementeel 1. Making new and better things Making things better 2. Re-inventing your business 3.. Business as unusual Focus: incremental Innovation projects Focus: disruptive/ radical innovation Terra Nova Terra Cognita Terminate/ exit business Current revenues/ margins More of the same Revenues/ margins Addititonal sources of revenues New sources of revenues Nature of the sources of revenues and margins 16

17 Orchestrating expert opinions for getting to technology/opportunity areas (example in automotive) Future driveline & power train concepts perspective: The future of Mobility -> Future of Automotive, Trucks, Busses (more of the same and breakthrough new concepts) Current & Future competitive arena (OEM, Tier 1&2, challengers) Transition path for current driveline & power train concepts, components, materials, assemblies, technologies International technology & material roadmaps Client Filter/criteria Portfolio of functions/materials technology clusters with Fit to the Future Market Components/materials/technology clusters with Client relevance 17

18 Early Stage Business Planning: guidance for teams customer value curves competitive arena business model format go to market strategy IP & technology evolution path value chain value proposition earnings model cash curve I business model roadmap business model 3P business case people, planet, profit roadmap II business plan III team, competencies, partner roadmap team profile rollout plan action/work plan (short/medium term) IV are you an entrepreneur? team roles alliance/cooperation profile competencies profiles & gap analysis commerical launch & momentum Time to Market/Time to Profit path for validating assumptions 18

19 Rolling document approach NBD Idea NBD Concept NBD Council NBD Project NBD Council I II III IV I II I II IIIIV III IV Idea Format Business Concept Format Business Plan Format 19

20 From information to intelligence and decision-making Presentation Presentation to management Routinely updated to reflect new insights that are detailed in supporting materials Technical data, visit reports, market studies and other working documents Rolling document using format that integrates all insights on 4 dimensions: business model, business case, team and roll out plan Rolling document Supporting materials 20

21 Hans Bakker Stationsplein 1 P.O. Box AX Amersfoort The Netherlands Colofon hansbakker@thebridge.nl voorstel The Bridge business innovators 21