ux strat europe, daniel neuberger: "pick a big fight: attacking a market leader"
TRANSCRIPT
Pick A Big Fight - Attacking A Market LeaderDaniel Neuberger, 5th June 2015@danielneuberger
Strategic ApproachPick a big fight - How to attack a market leader
Battle in a commodified market „If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position2Brand AwarenessMain Conversion
Development MethodologyStanding Teams
19%6%
Scrum6
Battle in a commodified market „If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position 12Brand AwarenessMain Conversion
Development MethodologyStanding Teams
19% 85%6% 11% (estimated)
Scrum Scrum6 24
Commodified Market - Company loses differentiation across it́ s products, service,s offerings
and competes on price
In commodified markets there is often only one winner
Differentiation is the key
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
Frontal attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
Flank attack
Frontal attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
Flank attack
Frontal attack
Encirclement attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
Bypass attack
Flank attack
Frontal attack
Encirclement attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
Bypass attack
Flank attack
Frontal attack
Encirclement attack
Guerrilla attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
What does Strategy mean?
„ … to leverage your competitive advantage“
Michael Porter
Bypass attack
Flank attack
Frontal attack
Encirclement attack
Guerrilla attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Strategies depending on your ressources/situation/competitor/ect.
Flank attack
Encirclement attack
Guerrilla attack
*Philip Kotler, Marketing Management
DefenderAttacker
5 general attack strategies* Exploration and Innovation is the only possibility
Frontal attack (Feature Level)
Bypass attack (Product Level)
Growth
Time
Product Lifecycle Innovate once and then harvest for years
Analog Cameras
Digital Cameras
Growth
Time
Things have changed Unprecedented global capacity to bring innovation to market
Digital Cameras
Analog Cameras
Smartphone
Growth
Time
Things have changed Unprecedented global capacity to bring innovation to market
iPod
iPhone
iPadGrowth
Time
Manage innovation like a farm Do not stop to innovate
Growth
Time
http://www.thoughtworks.com/insights/blog/rise-serial-innovator*
Our Core Strategy - Serial Innovation as a core competency* Do not stop to innovate
Tactical ApproachPick a big fight - How to attack a market leader
Agile is not the answer Agile = Framework to develop software faster, flexible, iterative, in high quality, …
Developing faster, more flexible, iterative and in high quality the wrong thing
Agile is not the answer Agile = Framework to develop software faster, flexible, iterative, in high quality, …
Confusing product launch with success
Developing faster, more flexible, iterative and in high quality the wrong thing
Agile is not the answer Agile = Framework to develop software faster, flexible, iterative, in high quality, …
It doesn’t matter how great your developer team is if they aren t́
given something worthwhile to build
Confusing product launch with success
Developing faster, more flexible, iterative and in high quality the wrong thing
Agile is not the answer Agile = Framework to develop software faster, flexible, iterative, in high quality, …
It doesn’t matter how great your developer team is if they aren t́
given something worthwhile to build
Role of DesignConfusing product launch with success
Developing faster, more flexible, iterative and in high quality the wrong thing
Agile is not the answer Agile = Framework to develop software faster, flexible, iterative, in high quality, …
Room Team Process
Where agile fails - building the right product Basic principles for Serial Innovation
Room Team Process
Where agile fails - building the right product Basic principles for Serial Innovation
It’s not about making design more agile. It’s about making agile more design.
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source: http://hpi.de/studium/design-thinking.html
Room It is not about delivery it´s about creativity
Core Team It is not about hierarchy, it´s about responsibility
Product Manager
DesignerDeveloper
Viability/ Desirability
Usability/ DesirabilityFeasibility
Process It´s not about delivery it is about discovery
Building The Product Right
Product Discovery
Building The Right Product
Dual Track Agile
Lean Startup
Design Thinking
Iteration 0
Product Design Sprint
Scrum
Kanban
XP
Scrumban
…
…
Process It´s not about delivery it is about discovery
Building The Product Right
Product Discovery
Building The Right Product
Dual Track Agile
Lean Startup
Design Thinking
Iteration 0
Product Design Sprint
Scrum
Kanban
XP
Scrumban
…
…
Success & FailurePick a big fight - How to attack a market leader
Battle in a commodified market „If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position 12Brand AwarenessMain Conversion
Development MethodologyStanding Teams
19% 85%6% 11% (estimated)
Scrum Scrum6 24
Battle in a commodified market „If you know the enemy and know yourself, you need not to fear the result of hundred battles“ Sun Tzu, The Art Of War
Revenue
Market Position 12Brand AwarenessMain Conversion
Development MethodologyStanding Teams
19% 23% 87% 85%6% 9% 11% (estimated)
Scrum Scrum6 5 24
Flank attack
Encirclement attack
Guerrilla attack
5 general attack strategies*
*Philip Kotler, Marketing Management
DefenderAttackerFrontal attack (Feature Level)
Bypass attack (Product Level)
Bypass attack (Product Level)
Flank attack
Frontal attack (Feature Level)
Encirclement attack
Guerrilla attack
5 general attack strategies*
*Philip Kotler, Marketing Management
DefenderAttacker
Bypass attack (Product Level)
Flank attack
Frontal attack (Feature Level)
Encirclement attack
Guerrilla attack
5 general attack strategies*
*Philip Kotler, Marketing Management
DefenderAttacker
Success
Fail
The matrix organization How does companies look like at org level?
The shape of innovation How does innovation looks like at org level?
The shape of innovation How does innovation looks like at org level?
Room
The shape of innovation How does innovation looks like at org level?
Team
The shape of innovation How does innovation looks like at org level?
Process, teamwork
The shape of innovation How does innovation looks like at org level?
Process, customer/market centric
The shape of innovation How does innovation looks like at org level?
Management Leadership imbedded in Team and Process
The shape of innovation How does innovation looks like at org level?
Looks like a network
The matrix organization How does companies look like at org level?
The matrix organization Innovation in one department
Innovation on feature level
The matrix organization Optimization and innovation on feature level succeeded
Innovation on feature level
The matrix organization Vital innovation on product level failed
Innovation on product level
The matrix organization Revolutionary in 1911
• People Are Avoiding Work • People Need Control • Separation Of Thinking And Executing
Frederick Winslow Taylor, The Principles Of Scientific Management (1911)
Company Culture is like the character of a group
The matrix organization Organizational structure forms the company culture
Company Culture is like the character of a group
The matrix organization Organizational structure forms the company culture
You can’t have no culture
Company Culture is like the character of a group
The matrix organization Organizational structure forms the company culture
You can’t have no culture
It influences everyone immediately
Company Culture is like the character of a group
The matrix organization Organizational structure forms the company culture
You can’t have no culture
It influences everyone immediately
It forms itself as soon as people are coming together
„The beast“ company culture*
Meet the beast* „Culture eats strategy for breakfast“ Peter Drucker
http://www.produktbezogen.de/das-biest-unternehmenskultur/*
Only two ways to create a true culture of innovation „There is a difference between knowing the path and walking the path“ Morpheus, Matrix (1999)
Only two ways to create a true culture of innovation 1. Top-Down approach
Management must agree to create a culture of innovation without exceptions
Only two ways to create a true culture of innovation 2. Innovation Cell
Innovation Cell operates outside all existing structures and only reports to C-suite
Room Team Process
Building the right product Basic principles for Serial Innovation
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Room Team Process Culture
Building the right product means building a culture of innovation Basic principles for Serial Innovation and how to attack a market leader
