front end of innovation worlshop: strategy tools - in action. basic version

Welcome

Strategy Tools - in Action

#FEIEMEA #STFTNG

Christian Rangen Partner

Co-Founder

Elisabeth Øvstebø Managing Partner

Co-Founder

Inger Hanne Vikshåland Consultant

Head of Marketing & Events

The building blocks of innovative organizations

Map out your company; Why; What, How, using a 1 – 6 scale

..... Cut costs and

defend the core business

Let’s analyze I want to see the financials

Your typical Board of Directors or Top Managemement teams

Cost-cutting $$$

Transformational capacity

Legacy core business

Shifting strategy

.....runs 2000+ business model experiments per year

‘’We plant seeds that may take 7+ years to bear fruits’’

‘‘…if we needed financial results in 2-3 years, most of our things would never have happened’’

3 kinds of innovation Clay Christensen, Harvard

Efficiency -based

innovations

LEAN, Simplify Cut costs, Downsizing, Frees up, preserves capital STEP: Statoil Technical Efficiency Program

Performance –improving innovations

Improve what already is Product upgrades Limited use of capital iPhone 6+

Market -creating innovations

Create new business models+ Create new customers Put capital to use Most value is created

Shackleton, Zaptec, 1 billion

…most understand …many think about ….few grasp

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

Map o

ut your future

reve

nue

streams

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

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

Map o

ut your future

reve

nue

streams

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

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

Map o

ut your future

reve

nue

streams

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

‘’Tesla’s business model defies all logic’’

- CNN, 2013 !

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

Map o

ut your future

reve

nue

streams

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

Design a structure for transformation

2

”The problem is

NOT new ideas”

The problem is the system, processes, methods, tools and resource allocation.

…it’s the HOW of the organization

How can you build an architecture of transformation?

M + S + M

M + S + M Architecture

Money + Structure + Mandate

Architecture

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    

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      

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    

Transformational capacity

Legacy core business

Your turn;

Designing a transformation

Thanks for joining

Leave your

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slides and tools

Christian Rangen Partner

Co-Founder

Elisabeth Øvstebø Managing Partner

Co-Founder

Inger Hanne Vikshåland Consultant

Head of Marketing & Events

Strategy & innovation cunsulting company

Contact www.engage-innovate.com

christian@engage-innovate.com Twitter: @engageinnovate

Visit us at Innovation Dock

www.innovationdock.no

Connect with us on social media

Facebook.com/engageinnovate  

@engageinnovate  //  @vikshaaland    

Vikshaaland    

@engageinnovate  //  @ingerhanne    

#STFTNG #FEIEMEA

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