© business keys ltd 2008 the power to connect “it is the function of the creative man to...
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© Business Keys Ltd 2008
www.businesskeys.co.uk
The power to connect
“It is the function of the creative man to perceive and connectthe seemingly unconnected”William Plomer, 1903 – 1973 English Writer
“The landscape is complex; there are many paths to innovation.Business requires greater clarity and a more connected approach”UK Technology Strategy Board Strategic Plan 2008 - 2011
Stephen MundenBusiness Keys Ltd.
Energistics Standards Summit23 October 2008
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© Business Keys Ltd 2008
www.businesskeys.co.uk
agenda
Introduction
Standards• paradigm• power
Standardization• innovation• impact
Strategy• leadership• value• process
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© Business Keys Ltd 2008
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Business Keys Limited
LEADERSHIPZONE
Survival Growth
Master complexity Create your future
unlocking business value…unlocking business value…
……helping organisations create a confident futurehelping organisations create a confident future
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strategy – roadmaps providing clarity of direction for business & technologies
management systems – a framework that ensures consistent delivery of excellent customer results
solutions - • compliance – getting done what must be done
• cost reduction – higher productivity, lower operating costs
• growth – access to new markets and opportunities
• innovation – agility and flexibility with lower risks
results
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New Strategies:
• knowledge as a strategic focus for business• open innovation and collaboration accepted as key to prosperity• network effects, network economy everything/ everybody connected
Business is driven by
• governments• dynamic markets
• standards
driving forces
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Missed opportunities?
• Kodak – ‘pictures by phone’
• OilCo – Enhanced Oil Recovery through 3-D fluid injection*
Disruptive technologies
• Kodak – digital photography
• OilCo – hydrogen, bio, other?
disruptive events
* US patent 6,158.517
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Standards I an agreed way to do something
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Munden’s Law
standards are what they dostandards are what they do
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what are ‘business keys’?
Commercially-sensitive strategic levers within a value chain/ network
standards - act as business keys to unlock business value
Types include:
• Access• Change• Communication• Differentiation• Identification• Leverage• Solution• Strategic
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all successful, sustainable organisationsare underpinned by a matrix of
standards and business systemsthat coordinate its activities and
connect it to its markets and customers.
A framework by which an individual company or industry candevelop technology and do business in any market in the world
Standards connect your business to its customers
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BRAND – market position & focusCUSTOMER VALUE
KNOWLEDGE – competencies, capabilities, assetsBUSINESS VALUE
the power of standardsCOMPONENT
RELATIONSHIPS PERFORMANCE OPERATIONS – systems/process
ORGANIZATIONAL VALUE
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NETWORKS
MODULES PLATFORMS
INTEROPERABILITYINTEROPERABILITY
….all types of components
the power to connect
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component, product…or something else?
Component: contributing to the composition of the whole
Technology Component Systems Adoption
Component Complements
Component rival Complementprovider
VALUE NETWORK or Business ecosystem
Innovator Integrator Users
Source: Joel West
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mastering complexity
• Product – set of components linked together to form a function for a user
• Module – component of a system
• Interface – standard that defines how modules will interact with each other
• System – set of interrelated components
• Architecture – set of interfaces (standards) that make up a system
Control of the standards defining the architecture …….provides competitive advantage
The architecture lays down the rules for a new industry
Underlying complexity is a small set of simple rules – e.g. modularity
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Standardization I a dynamic process for getting more people to value what you offer
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innovation with standardization
Source: G M Peter Swann, 2000
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Key Industry Drivers Standards Impact
Energy source depletion - reserves Leading edge technology integration
Production optimisation Agility and flexibility
Operational efficiency Cost reduction, waste reduction
Safety assurance Measurement/ assurance to staff/ stakeholders
Legal & regulatory compliance ‘License to trade’
Key Business Drivers
Volatile energy prices Increased yield/ new yields - market stability
Security of supply Increased self-sufficiency
Regulations driven by climate change/ public policy
Business-friendly regulation, easier implementation
EOR technologies Standardize patented technologies
New energy technologies Facilitate market penetration of alternatives
Demand & sourcing from developing countries Transaction cost reduction
Rising energy demands Implementation of climate change measures
Industry process issues – bottlenecks in supply Process improvements
Formation of the ‘rules of the game’ by others, e.g. China
Standards creating the framework for global business
standards impact
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Strategy I Good leaders are the ones who set acceptable standards that can be emulated by others
Mahatma Gandhi
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= sets the standards for the company
• brand
• systems/ structure
• functions/operations
– all working in complementary fashion to achieve the specific aim of the organisation
Companyobjectives
Strategicbusinessplanning
Technologyplanning
Productplanning
leadership
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Customers
Cash $
Markets
Brand standards
Technology/ Product standards
Knowledge/ Capabilities
Process standards
Operations
Compete on – service‘Customer Intimacy’ Compete on – quality
‘Product Leadership’
Compete on – price‘Operational Excellence’
Where is the value in your
business?
Source: Business Keys Limited©
STRATEGY• Industry assumptions• Strategic focus• Customers• Assets & capabilities• Product/ service offerings
unlocking business value
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Level RoleStandardization responsibility
Frame of reference
Examples
Strategic Director/ leader Set standards RoadmapBusiness Plan,
Brand standards
ManagementManager/ supervisor
Manage performance
FrameworkSystems,
architecture, processes
OperationsStaff/
functionalFollow/ comply Tactical plan
Technical Specification
strategic standardization
Use of standardized products, processes, procedures & policies to gain competitive advantage, or avoid competitive disadvantage,
thereby facilitating the attainment of business objectives
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BUSINESS BOUNDARIES- Vision, Mission, Values
BUSINESS OBJECTIVES(or Goals)
External Stakeholders
INTERNAL ANALYSIS EXTERNAL ANALYSIS
ALTERNATIVE STRATEGIC DIRECTIONS
EVALUATE & SELECTSTRATEGY
IMPLEMENTMONITOR & CONTROL
Strengths &Weaknesses
Opportunities& Threats
strategy development process
© Business Keys Ltd 2007
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standardization strategy- regenerative medicine example
• Regulatory framework• Collaborative strategy• Stability/ certainty• Fragmented/ embryonic markets• Investor confidence• Public perception/ media coverage• Unproven science/ technology• Uncertain future markets/ business risks• Process and production methods
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Technology Leadership Process
Opportunity&
ValueMapping
StrategicChoice
BusinessImpact
StrategyDevelopment
TechnologyVision
TechnologyRoadmap
StandardizationStrategy
•Information•Implementation•Influence•Innovation
Opportunities
Activity
StandardsArchitecture
Products
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Influencemarket structurestechnology directionproduct acceptance
Informationbusiness intelligencetechnology trackingbest practice/ next practice
Implementationcompliance/ assurancecost/ risk reductionmarket interconnectivity
Innovation faster product introductionnew competitive spacenew industry boundaries
standards management
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Questions?