Date post: | 17-Oct-2014 |
Category: |
Documents |
View: | 4,392 times |
Download: | 1 times |
Emilio Genovesi, STRATEGY INNOVATION
STRATEGY INNOVATION:CREATIVITY INTO STRATEGIC VISION
Emilio Genovesi
Emilio Genovesi, STRATEGY INNOVATION
1. WHY TO INNOVATE:SITUATION IN BUSINESS CONTEXT
Emilio Genovesi, STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
products are cheaper to replace than to repair
increased semantic consumption:the product gets old in its symbolic value
increased number of brands: growingdemand for novelties
1. WHY TO INNOVATE: SITUATION IN BUSINESS CONTEXT
A PRODUCT’S LIFE IS GETTING SHORTER AND SHORTER
Emilio Genovesi, STRATEGY INNOVATION
decreased brand loyalty
readiness to try new brands and dropthe old ones
more information available to guide the choice
1. WHY TO INNOVATE: SITUATION IN BUSINESS CONTEXT
CONSUMERS ARE MORE SELECTIVE AND MONEY CONSCIOUS
Emilio Genovesi, STRATEGY INNOVATION
more competition in the marketplace
increasing number of segments
very niche markets leading to less profits
1. WHY TO INNOVATE: SITUATION IN BUSINESS CONTEXT
THE MARKET IS HYPER-FRAGMENTED
Emilio Genovesi, STRATEGY INNOVATION
a market can suddenly shrink or even disappear due to a technological leap (e.g.: Polaroid)
1. WHY TO INNOVATE: SITUATION IN BUSINESS CONTEXT
CREATIVE DESTRUCTION:AN ADDITIONAL RISK
Emilio Genovesi, STRATEGY INNOVATION
1. WHY TO INNOVATE: SITUATION IN BUSINESS CONTEXT
CONSEQUENCES
Emilio Genovesi, STRATEGY INNOVATION
1. WHY TO INNOVATE: SITUATION IN BUSINESS CONTEXT
CONSEQUENCES
Understand your own right innovation is the new competitive advantageInnovation in incremental products is not enough anymoreWhat about other dimensions of innovation such as new processes and business models that guarantee product success?
Emilio Genovesi, STRATEGY INNOVATION
2. STRATEGY INNOVATION:WHAT IT IS
Emilio Genovesi, STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
2. STRATEGY INNOVATION: WHAT IT IS
is the ability or set of skills able to generate new thingsCREATIVITY
Emilio Genovesi, STRATEGY INNOVATION
2. STRATEGY INNOVATION: WHAT IT IS
is the process of taking an original idea and convertingit into a measurable value in a given context
INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
2. STRATEGY INNOVATION: WHAT IT IS
is a shift of a corporation’s business strategy in order to generate new valuefor both the customer and the corporation
This shift goes beyond incremental products or services,it includes new products, processes and new business models.
STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
INCREMENTAL PRODUCTS STRATEGY INNOVATION
2. STRATEGY INNOVATION: WHAT IT IS
STRATEGY INNOVATION SHIFT: ADVANTAGES AND DRAWBACKS
Emilio Genovesi, STRATEGY INNOVATIONA
DV
AN
TAG
ESD
RAW
BAC
KS
INCREMENTAL PRODUCTS STRATEGY INNOVATION
cheap, easy, fast, less risky, short time results
easy to be imitated, less margin profit
growth opportunity, first-mover advantage, high profit
high risk, expensive, difficult,long time results
INCREMENTAL PRODUCTS STRATEGY INNOVATION
2. STRATEGY INNOVATION: WHAT IT IS
STRATEGY INNOVATION SHIFT: ADVANTAGES AND DRAWBACKS
Emilio Genovesi, STRATEGY INNOVATION
3. THE ROLE OF DESIGN:AN HISTORICAL PERSPECTIVE
Emilio Genovesi, STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
THE 60’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The PRODUCT
DESIGN FOR…MANUFACTURING
The 60ies
Emilio Genovesi, STRATEGY INNOVATION
THE 60’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The PRODUCT
The 60ies
DESIGN FOR…MANUFACTURING
Emilio Genovesi, STRATEGY INNOVATION
THE 80’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The PRODUCT
The PRODUCT IDENTITY
The 60ies
The 80ies
DESIGN FOR…MANUFACTURING
DESIGN FOR…MANUFACTURING+COMMUNICATION
Emilio Genovesi, STRATEGY INNOVATION
THE 80’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The PRODUCT IDENTITY
DESIGN FOR…MANUFACTURING+COMMUNICATION
The 80ies
Emilio Genovesi, STRATEGY INNOVATION
THE 80’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The PRODUCT IDENTITY
The 80ies
DESIGN FOR…MANUFACTURING+COMMUNICATION
Emilio Genovesi, STRATEGY INNOVATION
THE 90’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The PRODUCT
The PRODUCT IDENTITY
The BRAND
IDENTITY
The 60ies
The 80ies
The 90ies
DESIGN FOR…MANUFACTURING
DESIGN FOR…MANUFACTURING+COMMUNICATION
DESIGN FOR…MANUFACTURING+COMMUNICATION+STORYTELLING
Emilio Genovesi, STRATEGY INNOVATION
THE 90’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The BRAND
IDENTITY
DESIGN FOR…MANUFACTURING+COMMUNICATION+STORYTELLING
The90ies
Emilio Genovesi, STRATEGY INNOVATION
THE 90’s
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
The BRAND
IDENTITY
The90ies
DESIGN FOR…MANUFACTURING+COMMUNICATION+STORYTELLING
Emilio Genovesi, STRATEGY INNOVATION
TODAY
3. THE ROLE OF DESIGN: AN HISTORICAL PERSPECTIVE
DESIGN FOR…MANUFACTURING+COMMUNICATION+STORYTELLING+STRATEGY
The PRODUCT
The PRODUCT IDENTITY
The BRAND
IDENTITY
The CORPORATE
VISION
The 60ies
The 80ies
The 90ies
Today
DESIGN FOR…MANUFACTURING
DESIGN FOR…MANUFACTURING+COMMUNICATION
DESIGN FOR…MANUFACTURING+COMMUNICATION+STORYTELLING
Emilio Genovesi, STRATEGY INNOVATION
4. THE GLOBAL OFFER IN THE GLOBAL MARKET
ITALY USA CHINA TURKEY
PRODUCT
PRODUCT IDENTITY
BRAND IDENTITY
CORPORATE VISION
Emilio Genovesi, STRATEGY INNOVATION
4. THE GLOBAL OFFER IN THE GLOBAL MARKET
ITALY USA CHINA TURKEY
PRODUCT
PRODUCT IDENTITY
BRAND IDENTITY
CORPORATE VISION
Emilio Genovesi, STRATEGY INNOVATION
4. THE GLOBAL OFFER IN THE GLOBAL MARKET
ITALY USA CHINA TURKEY
PRODUCT
PRODUCT IDENTITY
BRAND IDENTITY
CORPORATE VISION
Emilio Genovesi, STRATEGY INNOVATION
4. THE GLOBAL OFFER IN THE GLOBAL MARKET
ITALY USA CHINA TURKEY
PRODUCT
PRODUCT IDENTITY
BRAND IDENTITY
CORPORATE VISION
Emilio Genovesi, STRATEGY INNOVATIONEmilio Genovesi, STRATEGY INNOVATION
5. INNOVATION IN THE ENTIREBUSINESS MODEL
Emilio Genovesi, STRATEGY INNOVATION
INNOVATION IN PRODUCT
INNOVATIONIN PROCESS
INNOVATIONIN POSITION
PRODUCTIONSUPPLY CHAIN
PRODUCT DEVELOPMENTMANUFACTURING
ACTIVITIESRESOURCES AND
PARTNERS
POST-PRODUCTIONSUPPLY CHAIN
LOGISTICS
DISTRIBUTION
MARKETING
WHAT? HOW? WHO?
VALUE PROPOSITIONPRODUCTS / SERVICES
OFFER
EXPERIENCE
TECHNOLOGY
MARKET DEFINITIONTARGET
CUSTOMER
POSITIONING
CREATIVITY
5. INNOVATION IN THE ENTIRE BUSINESS MODEL
Emilio Genovesi, STRATEGY INNOVATION
Design driven innovation can start from one of the process’ elements, but when it becomes strategy innovation it influences also all the others
Strategy innovation’s success lies in understanding where the creative break must be introduced
5. INNOVATION IN THE ENTIRE BUSINESS MODEL
Emilio Genovesi, STRATEGY INNOVATION
INNOVATION AROUND THE “WHAT”
5. INNOVATION IN THE ENTIRE BUSINESS MODEL
Emilio Genovesi, STRATEGY INNOVATION
Innovation in value proposition differs from incremental products it includes new experiences to customers
DEFINITION
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHAT”
Emilio Genovesi, STRATEGY INNOVATION
New value in products & servicesNew experience
IDEA
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHAT”
Emilio Genovesi, STRATEGY INNOVATION
Innovation starts from the “what”and extends to “how” and “who”
good design to make everydaylife better” available for everyone
CASE STUDY IKEA
FOCUS
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHAT”
Emilio Genovesi, STRATEGY INNOVATION
INNOVATION IN PRODUCT
INNOVATION IN PROCESS
INNOVATION IN POSITION
PRODUCTIONSUPPLY CHAIN
Maintaining low cost by outsourcing, flat package, economies of scaleCustomer involvement in value chain
POST-PRODUCTIONSUPPLY CHAIN
Flat packaging for cheap storage and transportation
WHAT? HOW? WHO?
VALUE PROPOSITIONParticular and contemporary design
Low-cost, self-assembly furniture
Scandinavian culture
MARKET DEFINITIONYoung and middle-low income family with good value for money
People ready to trade off service with low price
CREATIVITY
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHAT”/ IKEA INNOVATION MAP
Emilio Genovesi, STRATEGY INNOVATION
INNOVATION AROUND THE “HOW”
5. INNOVATION IN THE ENTIREBUSINESS MODEL
Emilio Genovesi, STRATEGY INNOVATION
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “HOW”
Innovation in supply chain process and marketing capabilities
Develop unique capabilities and operational structures to make the offer easily available
DEFINITION
Emilio Genovesi, STRATEGY INNOVATION
Change in value chain
Relationship with suppliers
Drive cost down by making trade-off or create structural cost advantage
IDEA
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “HOW”
Emilio Genovesi, STRATEGY INNOVATION
design, production, and distribution processes designed to quicklyrespond to shifts in consumer demands
CASE STUDY ZARA
FOCUS
Innovation starts from the “how”and extends to “what” and “who”
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “HOW”
Emilio Genovesi, STRATEGY INNOVATION
INNOVATION IN PRODUCT
INNOVATION IN PROCESS
INNOVATION IN POSITION
PRODUCTIONSUPPLY CHAIN
In-house productionValue chain controlStrategic alliancesSpeed in product development
POST-PRODUCTIONSUPPLY CHAIN
Fast deliveryCareful shop location choice
WHAT? HOW? WHO?
VALUE PROPOSITIONTrend followerFashionable but affordable apparel
MARKET DEFINITIONFrom teenagers to middle-aged woman
CREATIVITY
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “HOW” / ZARA INNOVATION MAP
Emilio Genovesi, STRATEGY INNOVATION
INNOVATION AROUND THE “WHO”
5. INNOVATION IN THE ENTIREBUSINESS MODEL
Emilio Genovesi, STRATEGY INNOVATION
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHO”
Innovation in targeting non -potentional consumers or non-consumers in market segment or a new market
DEFINITION
Emilio Genovesi, STRATEGY INNOVATION
Redefine costumer segments and target those with underserved needs
Create a new costumer segment in existing or new market
Create new marketing strategies
IDEA
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHO”
Emilio Genovesi, STRATEGY INNOVATION
realize that more than 50% of revenues come from service
the transformation from supplying hardware to supplying consulting, outsourcing and IT service
CASE STUDY IBM
FOCUS
Innovation starts from the “who”and extends to “what” and “how”
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHO”
Emilio Genovesi, STRATEGY INNOVATION
5. INNOVATION IN THE ENTIRE BUSINESS MODEL INNOVATION AROUND THE “WHO” / IBM INNOVATION MAP
INNOVATION IN PRODUCT
INNOVATION IN PROCESS
INNOVATION IN POSITION
PRODUCTIONSUPPLY CHAIN
In-house productionValue chain controlStrategic alliancesSpeed in product development
POST-PRODUCTIONSUPPLY CHAIN
Fast deliveryCareful shop location choice
WHAT? HOW? WHO?
VALUE PROPOSITIONTrend followerFashionable but affordable apparel
MARKET DEFINITIONFrom teenagers to middle-aged woman
CREATIVITY
Emilio Genovesi, STRATEGY INNOVATION
6. THE RULES OF STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
RELIABILITY
Consistent and predictable outcomes
VALIDITY
Outcomes that meets objectives
Information based on past data Substantiation based on future events
Avoidance of bias Acknowledgement of the reality of bias
Use of limited number of objectives and variables A broad number of diverse variables
Minimization of judgements Integration of judgements
6. THE RULES OF STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
EXISTING MARKET NEW MARKETReliability Validity
COMPANY
CURRENT PRODUCT
Business modelProducts & ServicesProcessInnovation
Visible strategy innovation
INCREMENTAL PRODUCT
Visionary strategy innovation
Business modelProducts & ServicesProcessBreakthrough nnovation
NEW GENERATION
PRODUCT
6. THE RULES OF STRATEGY INNOVATION
Emilio Genovesi, STRATEGY INNOVATION
Thank you.