smarter innovation workshop

Smarter Innovation

Executive Leadership ProgramIE Business School, Madridwith Prof. Peter Fisk9-11 March 2016

Summary of Day 3 of 4, with Peter FiskEmail: peterfisk@peterfisk.comWeb: theGeniusWorks.com

GAMECHANGERS LABLEADERSHIP + INNOVATION + GROWTH

Growth Hacking

Future Possibilities

Change theGame

Innovative Strategies

Business Impact:Your own Business Blueprint ready to implement

Strategy Roadmapfor your business

Business Modelfor your business

Experience Mapfor your business

Growth Horizonsfor your business

DesignThinking

BusinessFutures

HorizonPlanning

Customer Propositions

New BusinessModels

Business ModelDesign

CreativeStorytelling

CustomerExperiences

SmartSolutions

Making ChangeHappen

Growth Accelerators

Inspired Leadership

Day 1: 6 JuneFuture

Strategies

Day 2: 7 JuneBusiness

Design

Day 3: 6 SeptSmarter

Innovation

Day 4: 7 SeptAccelerating

Growth

生き甲斐 … finding your ikigai

FUTURESBUSINESS

Playing to Win … Lafley’s 5 StepsWhat is our

winning aspiration

Where will we play?

How will we win?

What capabilities must be in

place?

What management systems are required?

Where to compete? How to compete? What to do to win?

Making the right strategic choices (3-5 years)

Priorities for market focus Priorities for competitive advantage Priorities for value creation

Geographies, Categories, Customers Brands, Differentiation, Solutions Business model, Commercial model

Customer BrandJobsGains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothRational and emotional?

What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

Products and services

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

What products and services do we bring together for our customers?

Customers Communication Partners Offerings

Channels

Relationships Processes

Revenue streams Pricing models Cost streams Investments

Who are our target segments of customers and users?

Which types of distribution channels will we use to reach customers?

What kind of relationship do customers seek with us, and each other?

Who are the external partners to help us create and deliver the offerings?

What distinctive assets do we have to use in existing or new ways?

What benefits do we enable our customers to achieve?

What are the main internal activities to create and deliver the offerings?

What are the main sources of revenue, and which could be largest?

How, when and how often will we charge customers?

What are the most significant ongoing costs to create and deliver the offerings?

How much do we need to spend before we start earning?

Proposition

Resources What are the main internal resources to create and deliver the offerings?

Assets

Products & Services

What brand do we use? What are the key messages, and how do we engage customers?

Business strategy

Business model

Business plan

Business Strategy v Business Model v Business Plan

STORYTELLINGCREATIVE

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Engaging audiences with storytelling

Someone ... (a character)Wants ... (a quest, a goal, a mission)But ... (a challenge, an obstacle)So ... (a means of succeeding)

Engaging audiences with storytelling

Storytelling … engaging your audience

SOLUTIONSSMART

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Nike+ Sports not Sportswear

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GE Brilliant Machines Amazon Dash instant delivery Nespresso Club

Scanadu health tracking Netflix subscription Rapha Cycle Club

3D Hubs print on demand ARM technology design Tesla’s Supercharger Network

Inspirations from parallel markets

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Creative fusion … shaping your best ideasInspired by:

Inspired by:

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Concept definition … defining your big idea

Situation. This is where you are today … Complication. But this is the problem you have…

Question. So the question to ask yourself is … Answer. The answer I’d like you consider is …

Pyramid thinking … making your case1 2

EXPERIENCESCUSTOMER

Corning Glass

Rethinking experiences

Amazon Dash Buttons

Juan Valdez Cafe

Amazon Dash Buttons

Commodityproduct

Brandedproduct

Personalservice

Brandedexperience

Customer’sexperience

Distinctivedesign

Empatheticdelivery

Integratedjourney

Enabling more

2c coffeebeans

20c brandedcoffee

$2 coffeein store

$20 lunchwith friends

Added value through relevance

6. Enabling experiences

Customer experience … my current journeyWhat the

customerwants

What the customer

What the business

How the customer

How could businessimprove

Customer experience … my future journeyFuture

customer experience

Futurebusinessdelivery

Starbucks Reserve

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Peter Fisk helps business leaders make sense of a fast-changing world, to find the best new opportunities for growth, to embrace the best new ideas through insight and creativity, to rethink their entire vision and strategy, business model and customer experience. Being 10% better is just enough to compete in today’s world, to stand still. The real question is how to be 10 times better, to get ahead, to stand out, to be the leader who helps the business create and deliver future success.

Peter works across the world, helping business leaders to develop innovative strategies for business and brands. He is a thinker, advisor and practical entrepreneur. He is Professor of Strategy, Innovation and Marketing at IE Business School, one of the world’s top ranked business schools, whilst also founder and CEO of GeniusWorks, a boutique consulting firm, helping clients across every sector to make sense of fast-changing markets, and find new ways to think, compete and win.

Having trained as a nuclear physicist, Peter moved to managing brands like Concorde at British Airways, helping Microsoft to adopt a value-based marketing model, and Virgin to launch into new markets. As a highly experienced consultant he has worked in every sector and region of the world. As CEO of the world’s largest marketing organisation, the Chartered Institute of Marketing, he became a global authority on what’s best and next in business and markets.

Finding his own space, he founded GeniusWorks, with offices in London and Istanbul. He works with companies big and small, food to fashion, skincare to stock exchanges, high tech to human – and brands as diverse as Aeroflot and Banyan Tree, Coca Cola and Club Med, Cooperative and Courvoisier, Davidoff and DSM, Eczacibasi and Fat Face, Fosters and GSK, Hershey’s and Mars, M&S and Nestle, Microsoft and O2, Phillips and Philosophy, Red Bull and Sabre, Santander and Skanska, Shell and Tata, Telia and Turkcell, Unilever and VB Beer, Virgin and Visa, Vodafone and Yapi Kredi – to think bigger and smarter, develop innovative strategies, bolder brands, and accelerate growth.

Peter’s new book “Gamechangers: Are you ready to change the world?” explores the next generation of business and brands, shaking up markets, innovating and winning in new ways. Based on 100 global case studies, it explores the challenges of new markets, changing customers, brand building, new business models, real-time marketing, harnessing social media, inspiring leadership and positive impact. It has been nominated for Management Book of the Year 2015.

His other books include “Marketing Genius” explores the left and right-brain challenges of success, and is translated into 35 languages. It was followed by five others – “Business Genius” on leadership and strategy, “Customer Genius” on building a customer-centric business, “People Planet Profit” on sustainable innovation, and “Creative Genius”, the innovation handbook for business leaders, defining what it takes to be Leonardo da Vinci in the 21st Century.

Growing up in rural Northumberland, in the north of England, Peter has a love of running that has taken him from a youthful mile champion to still running every day, 35 years later. He now lives in Teddington, to the west of London, surrounded by the Royal Parks of King Henry VI and his hunting deer. He is married with two teenage daughters, who keep him real and in touch with the Snapchat, Netflix lifestyles of Gen Z.

Inspired by his first job in the airline world, he loves to travel far and wide, indulge in Asian food, together with a well chilled Sauvignon Blanc. His favourite brands range from Ashmei running gear to Rapha cycle club, Paul Smith’s fashion design and House Café in Istanbul, New York’s MOMA to New Zealand’s great Moa Beer.

Peter features in the Guru Radar of Thinkers50, and was described by Business Strategy Journal as “one of the best new business thinkers”. His advice is sought after by business leaders around the world, he adds specialist expertise to key projects, combining new ideas with practical action, inspiration and impact. Helping you to find your own space, to be leaders of change – to be bold, brave and brilliant.

Email: peterfisk@peterfisk.com

Phone: +44 7834483830

Twitter: @geniusworks

Website: theGeniusWorks.com

Peter Fisk

www.theGeniusWorks.com

Accelerating Growth

Summary of Day 4 of 4, with Peter FiskEmail: peterfisk@peterfisk.comWeb: theGeniusWorks.com

GAMECHANGERS LABLEADERSHIP + INNOVATION + GROWTH

Growth Hacking

Future Possibilities

Change theGame

Innovative Strategies

Business Impact:Your own Business Blueprint ready to implement

Strategy Roadmapfor your business

Business Modelfor your business

Experience Mapfor your business

Growth Horizonsfor your business

DesignThinking

BusinessFutures

HorizonPlanning

Customer Propositions

New BusinessModels

Business ModelDesign

CreativeStorytelling

CustomerExperiences

SmartSolutions

Making ChangeHappen

Growth Accelerators

Inspired Leadership

Day 1: 6 JuneFuture

Strategies

Day 2: 7 JuneBusiness

Design

Day 3: 6 SeptSmarter

Innovation

Day 4: 7 SeptAccelerating

Growth

54% of C-suite executives

32% of their direct reports

16% of team leaders

Do you understand the business strategy, and how it works in practice?

Strategy into action … is not easy

PLANNINGHORIZON

n 3+genius

Horizon planning … What will it be like for customers?

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Horizon planning … What new things will we do?

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Horizon planning … What results do we seek?

Facebook … 10 year roadmap as a horizon plan

MAKING STRATEGY HAPPENLeadership that drives innovative action and profitable growth Example: Coca Cola Strategic Plan

HAPPENMAKING CHANGE

Kubler-Ross Change Curve

Making change happen … current to future Current “as is” state Changes Future “to be” state

Making change happen … culture web

@geniusworkswww.theGeniusWorks.com

Stories Symbols

Rituals and routiness

Powerstructures

Controlsystems

Organisationstructure

Importance

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Making change happen … engaging the right people

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Make the case

Make ready

Make it happen

Make it stick

Making change happen … the 4 phases

ACCELERATORSGROWTH

Launch … finding your first customers

Who are early adopters

Channels and influence

Lean … starting small and fast

Minimal value proposition

The Lean Start-up

The Lean Start Up

Quick wins … demonstrating progress and ambition

Stories and symbols

Improve and Innovate

What? By when? By who?

Action Plan: Horizon 1

The 6Ds of Exponential Thinking

Digitalise

Deceptive

Disruptive

Dematerialise

Demonitise

Democratise

Exponential vision

FingernailNotebook

3 folds

Thicknessof folder

7 folds 10 folds 17 folds 30 folds

Exponential growth

AgriculturalRevolution

IndustrialRevolution

Lightbulb

Moonlanding

World WideWeb

HumanGenome

8000years

120years

90years

22years

9years

Humanprogress

Exponential growth

Momentum … moving to mainstream

Who are mainstream customers

Agile … learning and adapting

What to learn

Possible ‘pivots’

Accelerate … how to make it happen faster

Obstacles to remove

Ways to accelerate action

Sustaining momentum … of innovation and growth

3Who are next customers

Shifting the core … from old to new worlds

3What is the new core business

What to stop doing

Extend … where to next, growing further and faster

3Extend to adjacent markets

Create an exponential effect

LEADERSHIPINSPIRED

Don’t just play the game Change the game

Mexico 1968

Specialist, understands one function deeply

Analyst, manages specific business activities

Tactical, focuses on details and results

Bricklayer, manages distinct elements of the business

Problem solver, masters skills and mobilises talent

Warrior, marshals the troops to work together

Support cast, sets a good example as part of team

Generalist, understands the whole business

Integrator, makes decisions for the good of the organisation

Strategic, understands the big picture

Architect, designs organisational systems

Agenda setter, defines which challenges to tackle

Diplomat, engages external stakeholders

Lead role, inspires everyone to follow and achieve greatness

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Manager and leader

1 2 3 4 5

Command Control Connect

Catalyse Communicate Coach

How do you behave?

Conventional leaders“top of the pyramid”

Innovative leaders“hub of the network”

From 2C to 4C …

Command Control

ConnectCatalyse

Communicate

What can we achieve together?

Catalyst

Connector

Communicator

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The 4C Leader … What will you do?

Richard Branson on Leadership

Jeff Bezos “Every day is day one”

Richard Branson on Leadership

Richard Branson “Singing together”

Elon Musk on Leadership

Elon Musk “Working on innovation”

VolatileUncertain

ComplexAmbiguous

+genius

VisionUnderstandingClarityAgility

Communicate with purpose Belief in yourself and team Focus and alignment

VUCA is about Vision

Challenge and be curiousEmpathetic to others

Open-minded

VUCA is about Understanding

Simplify Intuitive and humanSeeing the bigger picture

VUCA is about Clarity

Decisive but adaptive Empower and collaborate

Never stop innovating

VUCA is about Agility

BLUEPRINT 1 … GROWTH STRATEGY … What matters most?

Where to compete? How to compete? What to do to win?

Priorities for market focus Priorities for competitive advantage Priorities for value creation

Geographies, Categories, Customers Brands, Differentiation, Products and Services People, Organisation, Business Model

Customers Communication PartnersOfferings

Channels

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Products & Services

Assets

BLUEPRINT 2 … NEW BUSINESS MODEL … How will we work?

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BLUEPRINT 3 … HORIZON PLAN … What will we do?

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Are you ready to change your game?

Beloved AgencyPay for the ideas, delivered by our

transparentselectwork

Office Problem SolverSolve problems not sell

products, with added value services from partners

X SquadInstant pain relief for

CEOs to address critical business problems with

expert network

Breathing SpacesHelping business leaders “slow down to speed up”Find sense in tech world

and create breathing orgs

Smart CitiesEnabling cities to focus on

early education with toolkits/experts to drive

smarter futures

Simply GlobalGlobal network of road logistics providers with integrated network and

transparent pricing

Tech TeamVirtual experts helping you develop and delivery and maintain highly complex

technology products

Acting with speed and agility

Connecting ideas and

people

Passion to make life

better

Having an audacious

attitude

Shaping your own

vision

Making sense of change

Persisting to make it happen

Growth hacking

Market mapping

Innovative strategy

Value propositions

Making it happen

Design thinking

Context framing

Concept fusions

Business models

Accelerating action

Horizon 1 delivers

excellence and quick wins

Horizon 2 delivers

new concepts and extensions

Horizon 3 delivers

breakthroughsand a new core

Customers Communication PartnersOfferings

Channels

Proposition

ResourcesWhat are the main internal resources to create and deliver the offerings?

Assets

Products & Services

Customer BrandJobsGains

What benefits does the customer expect or desire, both rational and emotional?

What are the negatives in their current experience, bothRational and emotional?

What is the customer trying to do – the job they want to do, or new goal to achieve? Gain creators

How do the products and services create customer gain, for example savings that make them happy, or deliver outcomes beyond expectations?

Pain relievers

How do the products and services remove the negatives,eg save time and effort, make them fee better, remove negative impacts, or fears?

What are all the product and service components that enable the customer to achieve their job?

2021Where are the relevanthigh growth markets?

Who are the relevant high growth customers?

What are the relevanthigh growth categories?

What are the relevant high growth

products/services?

Create

Improve

GAMECHANGER TOOLS FOR INNOVATION AND GROWTH