1Leadership {Global Energy Management}

2

LeadershipInnovation

„… we make others great …“

„Innovate Your Business, Now“we develop business models | we build companies | we change markets

created 23.06.2015 | updated: 23.06.2015 | Version V2.5 | Author: RD | Location: Munich | Language: English | Event: Interactive with University of Houston

Qeis Kamran Bernd Michler Susi AndrianiCristina Araujo

Richard Diks“… focusing on Customer Success Management … “

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“Today, Richard Diks supports established and start-up businesses as Business Transformation Manager with his interdisciplinary team within Entrepreneurial Consulting, Management and Coaching projects to develop and realize an individual Business Innovation and market its market momentum.”

By his agile business transformation methodology based on holistic Management Model and Business Engineering Change Management Framework of University of St. Gallen he transforms businesses in implicit way and creates necessary „Center of Gravity“ to transform the culture of the company sustainably to necessary innovation culture.

Projects are actually run within the Diamond Model with interdisciplinary working groups out of Subject Matter Experts and lots of interactivity to realize know-how transfer and build-up team experiences for long-term success.

Before starting his Entrepreneurial business as CEO and Founder of Richard Diks | Entrepreneurial Consulting, he started his career as freshly graduated Engineer at IBM Software Group. Here, he has got inspired very quickly from challenges of complex Software and Innovation Sales and Top Level Management Relationship within Operational Sales Excellence areas.

Within his career at IBM Software Group, he achieved IBM Golden Circle Award in 2007 and was named as worldwide role model for his competitive sales successes and strategic Sales excellence.

After leaving IBM, Richard Diks, joined Microsoft Platform Strategic Sales organization with lots of awards for his winning sales spirit at worldwide customers in Enterprise Services Group. Within his Executive MBA studies in Business Engineering at University of St. Gallen he supported Microsoft in his change from a product-company to a services-company by piloting a new customer-and-communication-centric virtual sales organization developed within his Master-Thesis with tremendous success in business growth.

@richard_diks

Our Mission

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we develop business models | we build companies | we change markets{ }

Digital Transformation

Customer Experience Transformation

Business Transformation

Innovation | constructive destruction

„ … changes we experience in business, we experience in private life, too: Innovation and it’s consequences … “

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„In a few hundred years, when the history of our time will be written from a long-term perspective, it is likely that the most important event historians will see is not technology, not the Internet, not e-commerce. It is an unprecendented change in the human condition. For the first literally - substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And society is totally unprepared for it.“(Peter Drucker)

It always starts with an idea„ … new ideas are great, but these have to be realized, too …"

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Innovation <= Contextuality of right pieces in right time and right location

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Lot’s of qualified ressources | globally distributedplenty of money | individually tied

Know-How | nearly unlimited information

technology | gets cheaper, smaller and globally available+

Entrepreneur Personality +

Leadership

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Innovation creation can be hard & painful if there is no innovation-

culture; alternative is you are lucky!!

Successfactors, KPIs, relevant business areas„ … find a business model within following success factors …"

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Agility Authenticity ContextualityDesign

EnergyCustomer Success

ManagementStrategy Innovation

„ … ALL embedded and in right context brings you right USPs and Unfair Advantages to scale your business with sustainable advantages to competition…“

KPIs

Cultural Level Maturity (Limitations)

Teaming in networks„ … Our core team is working closely together in common projects with individual expertise and experts in the background …"

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Qeis Kamran

Strategy

Bernd Michler

Channel Management

Susi Andriani

Innovation Management &

Scouting

Cristina Araujo

Energy Personal, Team,

Company

Richard Diks

Customer Success

Management

Our portfolio„ … we provide experience, know-how and innovation within our unique methodology …"

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„Move“ Performance Activation

Business Innovation Canvas @ customer: Business Unit - Storage

Document Name: Business Innovation Canvas

Client and Business Area: Empalis | Business Unit Storage

Purpose: Business Scalability Architecture

Methodology: Innovate Your Business 2.0 | SCRUMed

Author: RDEC v1.2 (release 1.1)

Document created on: 09.04.2014 | last update: 16.04.2014

“I like to have a scalable and responsive organisation to execute my business in sustainable way.” (Bernd Michler)

Issues

Infrastructure Issues

• Business prediction / planning with cleansed data missing

• CRM platform missing

• Multichannel Sales concepts missing

• overlapping business models | not enough synergys

• E-Mail used as communication platform to organize business

Operational Issues

• Business goals shortterm & longterm missing

• Strong adhoc business with Bernd Michler in strong dependency

• Awareness events adhoc and opportunity based

• addressing whole market potential means new hiring

• Existing know-how in consultant’s brains - not in workflows and processes

• 85% of new business leads coming from customer on site

• Lots of internal discussion (ping-pong) with new / non-established opportunities

• Rythm of business is too close to Q4 | risk of business slipping and HR burnout

• Contract Contingents needs new projects and opportunities

• Bernd Michler backbone of Business

• TSM trainings decoupled from operational TSM business + no planning possible

• Sales Plays today available, but unstructred and every time individually actions

• Lots of business ideas - missing link from business development to sales process

• Residency investments not enough correlated to operational business

Strategic Issues

• Backup & recovery business will shrink or change in next years

• Evolve Business towards Big Data Analytics and Cloud later on

• Customers treated indvidually not industry categorization

• Personal Capacity of Bernd Michler is limited of strategic activities

• Relationship Model discussion: Solution Sales vs. Key Account Management

• Reposition personal resources with higher margins

• Channel and endcustomer business treated similar

• Lots of small customers | possible business potentials misunderstandings

• Clear company profile (Empalis) & vision missing | website and documents

• Persona Innovation Maturity not integrated well

Autonomy Crisis | Growth by Delegation

Control Crisis | Growth by Co-ordination

Redtape Crisis | Growth by Collaboration

Growth Crisis | Growth by Alliances

Leadership Crisis | Growth by Direction

we develop business models. we build companies. we change markets.

Business Innovation Value Chain

Project Big picture

Setup Change towards Your customer and

new Business Units by IYB2.0 | SRUMed

Monitor activities by

individual project portal

for transparency and risk

Big Picture | value of Sales Plays

• Sales Play “TSM Service” as business platform based on product lifecycle ot TSM

and customer maturity model

• Sales Play “Butterfly” for Big Deals to build-up business relationship and longterm

business for Business Unit

• Sales Play “TSM Trainings” to offer proactive Trainings to customers based on

customer maturity and TSM lifecycle at customer out of Sales Play “TSM Services”

• Sales Play “Security” to upsell existing TSM customer base on customer maturity

and TSM lifecycle at customer

Benefits of Sales Plays | overall

• streamlined customer centric Sales Process supported by Business Analytics and

prediction

• existing resources work togehter on customer centric challenges

• Improved customer process for services

• Improved Sales Funnel Planning and execution

• Adress full “Late Majority and Leggards” in Information Diffusion Model

• Defined new simple business model for Business Unit Storage with focus

• Improve the Innovation Persona Maturity a little bit

TSM Services | Sales Plays

• TSM-Services (Upgrade, Healthcheck, Migrate, etc.) will be offered dependent on

customer maturity and TSM lifecycle

• Ressources get individual Roles & Responsiblities dependent on lifecycle status

• Trainings, 3rd parties and tools get integrated dependent on lifecycle status

• Sales Play can be offered dedicated to Channels or to direct customers

• Sales Play can be extended if neccessary

• it should realized in iterations to realize smooth integration into organization

• we suggest “Tivoli Rad” for common communication of Sales Plays

Butterfly | Sales Plays

• Butterfly is new hollistic Sales approach of IBM to sell hardware, software, services

• Sales Play is separated into 3 stages: Free event to get awareness, Business

Assessment with Butterfly Canvas for fixed price and a project by time and material

• Sales Play needs people with T-skills for positioning and realization of Business

Assessment

• Sales Play well be supported with individual web presence, Customer Awareness

event and customer communication document (Presentation, flyer and whitepaper)

• Sales Play is for end-customer scenarios only today

• it should realized straight forward starting with 3 to 5 pilot customers

• we suggest a agile based project to reduce risk and establish fast growth

WWW

Website

CRM

CRM

Proj

Project

Management

Bill

Billing

E AP SP

Event Service

Packages

Agile

Project

A

Assess

2,5%Innovators

13,5%Early Adopters

34%Early Majority 34%

Late Majority

16%Leggards

2,5%Innovators

13,5%Early Adopters

34%Early Majority 34%

Late Majority

16%Leggards

Customers

Prospects

Leads

Customers

Prospects

Leads

© 2014 | Richard Diks Entrepreneurial Consultung

Business Capacities

Se

Awareness EvaluationDelivery +

Purchase

Butterfly (Big Deals) - Game Changer Sales Play

Tools

Ressources

WWW

Services E A Pfree fixed price effort based

S

CRM CRM Proj Bill

TSM Services - Basis | Scalability Sales Play

TSM Trainings - Add-on Sales Play

Security - Add-on Sales Play

Channel Direct Sales

Awareness EvaluationDelivery +

Purchase

Forward

iterative

IT-Systems

Integrate explicit Trainings for

customer when Data is available

Understand Security Awareness at

customer site and integrate

Preparation

• Customer Profiling

• Customer Maturity Model

Awareness EvaluationDelivery +

Purchase

Awareness EvaluationDelivery +

Purchase

Company: Empalis Consulting GmbH | www.empalis.com

Focus: Germany | Industry: IT

General Management: Rainer Schilling, Peter Röder

Shareholder: not available

Sto

rage

...

...

Management

Operations

+ 12x Consultants

+ 4x Sales

+ 3x Backoffice

Business Goals | shortterm & longterm: not available

2x GSE Event

Website

Sales Jour Fixes

monthly Sync in Team

Concat

IBM

Jamdodat

Cristie

KEOS

Relationship to IBM

Volkswagen

DMCFiducia

Awareness Evaluation Delivery Purchase

Ressources S Se

Channels Direct & Indirect Sales

Services

IT-Systems

Healtheck

W P S C B Bc A Pr I C P

A I C P Bo

S Sales

Business Consultant

Architect

Implementer

Change Manager IT

Project Manager

System Engineer

AICP

Roles (Ressources)Multiplicators (Ressources)

S Success Story

W Whitepaper

P Customer Presentation

C Butterfly Canvas

B Business Case

Pr Process Model

SeBc

Canvas Details

Next steps:

1. Detailing open questions

2. Setup PoC | Pilot for Sales Play “TSM Services”

3. Integration of PoC | Pilot “TSM Services” into organization

4. Setup PoC | Pilot for Sales Play “Butterfly”

5. Integration of PoC | Pilot “Butterfly” into organization

TransformationImprove Time-to-Market | Establish Growth | Reduce Risk | Transfer Know-How

Sales Execution today Target Business Innovation Architecture

Company

Vision Statement

Business Development

Connecting IT-Trends: no connection | Big Data Analytics & Cloud

New Services | Time-to-Market: slow

| Cost-to-Market: not available

| Success-Rate: not available

Burnrate | New Services (in EUR): not available

| New Services (in months): not available

| No Business (in months): not available

Business Margins | Profit Contribution (per month): not available

| Profit-revenue-ratio (in %): 24%

Sales Plays | Forecast: ISILON - TSM

| Qualified: TSM-Services, Butterfly

| Sales Play - Prospects: TSM Manager

Human Resources | Resources Utilization: 120% (Sales)

| Revenue / Team: not available

| Organizational Energy: comfortable

Business Healthiness | Average revenue overall: EUR 2 Mio

| Average growth overall: 19%

| Average growth consulting: 42,3%

| Business Majority: 59% with Top 10

| Business Rythm: Q4

Business Innovation DNA: IBM Tivoli Storage Manager, Good

Reputation to IBM, Technical Deep Dive (Residencies)

Upgrade

Migrate Migrate-off

Platform Switch

Rollout Redesign

New Features ...

IBM Lab Flashcopy

Miele

Concat

...

“For Business Automation Capabilities we propose a Business platform for scalability and new Services to scale out - independent from resources and by a customer centric approach, described as

Sales Plays”

Channel Direct Sales + Channel Sales

Ressources S A CI

WWW CRM CRM Proj Bill

Services A free SP Value based pricingE free

Overall existing services business vs. Sales Plays business

Existing services revenue with following components

• Services revenue without Trainings

• Trainings revenue

Additional Info - existing business

• Services Revenue estimated with 53% of overall revenue

• Overall Revenue assumption with 9% growth YoY

• In 2014 Services Assumption: “Business Stabilzation”

• Training estimated with 200k for 2014 and 30k additional YoY

New Sales Plays revenue

• TSM Services Sales Play revenue without Trainings estimation of 15%

more revenue and 30% more margins than without Sales Play

• Butterfly full revenue (HW, SW, Services), estimation of 33% margins

• Trainings revenue in combination with TSM Services Sales Play estimation

of 30% more revenue than without Sales Play

• New Security Services revenue with new Security Sales Play in

combination with TSM Services Sales Play

Business Innovation Case

2013 2014 2015 2016 2017

Actual Business

Services /wo Trainings 1.304.987,57 1.325.000,00 1.444.250,00 1.574.232,50 1.715.913,43

Trainings 150.995,00 200.000,00 230.000,00 260.000,00 290.000,00

Sum 1.455.982,57 1.525.000,00 1.674.250,00 1.834.232,50 2.005.913,43

Growth - 4,74% 9,79% 19,34% 28,70%

New Business - Sales Plays

TSM Services /wo Trainings 1.304.987,57 1.325.000,00 1.660.887,50 1.810.367,38 1.973.300,44

Butterfly - 1.000.000,00 2.000.000,00 3.000.000,00 4.000.000,00

Trainings 150.995,00 200.000,00 299.000,00 338.000,00 377.000,00

Security Services - - 300.000,00 600.000,00 1.000.000,00

Sum 1.455.982,57 2.525.000,00 4.259.887,50 5.748.367,38 7.350.300,44

Growth - 73,42% 142,13% 177,07% 204,94%

http://www.richarddiks.com | mail@richarddiks.com | +49-89-37 98 35 85

Additional revenue by New Sales Plays Additional revenue by New Sales Plays

2014 2015 2016 2017 Sum

Sum (EURs) 1.000.000,00 2.585.637,50 3.914.134,88 5.344.387,01 12.844.159,39

2014 2015 2016 2017 Sum

Sum (EURs) 330.000,00 1.023.292,50 1.440.588,83 1.880.341,82 4.674.223,14

Additional costs occur by customer communications

• Events

• Whitepapers

• Services / Company Presentations

• Services / Company Flyers

• Web Automation

Bo Backoffice

T Trainer

T

S Supporter

...

ISILON TSM

Big customers Business Units | Functions

De-Coupled

Security Consulting

Partners | 3rd party

Training

Administration

Events

Storage Offerings

Business Innovation Canvas

S-Curve Model Information Diffusion

{ Entrepreneur Toolkit

Customer Success

Management

Expert Whiteboarding

RichData.io

Consulting ServiceImplementationHands-OnStart-Ups

EnergyDiamond Model RichModelCanvas Business

Model Canvas +

RichExtensions

KreativRaum

Home

Greiner Modell

Industries and customers„ … every industry is evolving by innovation towards more customer focus …"

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Financial Services | Money Manufacturing | MachinesAutomotive | MobilityRetail | Consumerization

Energy & Utilities | Power Healthcare | Human Travel & Transportation | Logistics

Media | Entertainment Electronics | Signals Communications | Connections

high

low

middle

Disruption Level

Challenges in Global Energy

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Global warming by CO2 => Global Pollution

Bring new Clean energy solutions (innovations) to compensate world-wide energy hunger

Find the right energy mix Water, Solar, Wind

Decentralized Energy | transportation + generation

Intelligent Power transportation (smart grids)

Un-Bundeling (Generation, Transportation, Sales)

Engage with the Customer | how to sell a virtual product with convincing USP(s) + Unfair Advantage

„Energiewende“ - Made in Germany

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Fukushima, 2011 Germany Energy Mix 2015

„Energiewende“ initiated by government + pushing solar industry

Innovation today:Transparency!?

Innovation is gone?

Consumerization concept for energy is

missing

Energy Pass | Houses

Energy Consumption | Electronics

CO2 - Consumption | Cars

Smart Metering | Yello Strom

Solve Global Energy Issues - Howto?

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More innovation by start-ups

smooth and fast transformation by actual energy industry & companies

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• Critical uncertainties: Issues with high uncertainty and high impact (in the top-right quadrant) are the ‘critical uncertainties’ with no clear path of action which keep energy leaders most awake at night. These issues need to be part of the energy leaders’ dialogue and scenario analysis.

• Action priorities: The issues in the high-impact and low-uncertainty space are those which keep energy leaders most busy (bottom-right, ‘action issues’).

• Weak signals: The low-impact and low-uncertainty issues (bottom-left quadrant) include those of perceived lesser importance or those that are still not fully understood and in need of further investigation.

• The responses are translated into issue monitors with the three assessed dimensions: the impact of an issue on the energy sector – this forms the x axis; the degree of uncertainty related to its impact – this forms y axis; the urgency with which we need to address the specific issue – represented by the proportional size of the issue bubble where a larger size corresponds to a higher degree of urgency.

Source: http://www.worldenergy.org/data/issues/

Questions: 1. How can Shell play a new and sustainable role in actual Global energy discussion and our challenges to

reduce CO2 and pollution? 2. What business objectives should Shell start to support energy change and realize real innovation with

business impact? Not Marketing only for nice Brand? 3. What role plays the customer and the gas-stations in your transformation concept? 4. How do you setup the transformation sustainably to reduce risk? 5. Do You see a specific time when Shell should start the transformation?

Case-Study: Business Transformation for Shell

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Customer Engagement objectives

Shell „Innovation initiatives“

Submit Your ideas and benefit from Shell ventures

Focusing on GAS and oil

40.000 gas stations + 10.000 partner stations - the largest network world-wide

Genius or Maniac?„ … Nikola Tesla set the basics in global energy business with no real reputition to his genius …"

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Alternating current

Tesla inductor

Nikola Tesla

Wireless Power / Communication

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Challenges of Business Transformations

Transformation Challenges„ … starting new businesses or changing an existing business is nearly the same …"

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Investment Break-Even

Money

Loose Business

Risk: retain position

Dilemma: Re-Invent Business

Entrepreneurs

real Start-Ups

unpublished work: Richard Diks

established companies

Business change / transformation is often too risky.

Individual aspects of time(duration and start), energy, right

business model, focus, available talents and money make it too

complex to realize

a sustainable and successful change / transformation.

There only two options: Solve the transformation in time or reduce failure if it’s

too late.

Innovation

Business Transformation Map„ … its about progress, not perfection !!! …"

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Situation

Problem(s)

Objective(s)

SPO

good starting point

GoalsS.M.A.R.T

structure

survival

Visionbig picture

Strategyobjective view

Business Model

RichModelCanvas: added value, cashflow, scale and outsource

Customer

reality check

CRMcore system to measure, document, mining, operate and control

Energy

balance

last update: 23.06.15 | V0.9

Situation

Problem(s)

Objective(s)

SPO

Q&A | Discussion

23

Qeis Kamran Bernd Michler Susi AndrianiCristina Araujo

Richard Diks

“… focus on Customer Success Management … “