SlideShare uma empresa Scribd logo
1 de 43
Baixar para ler offline
Webinar: Business Models 1
DEVELOPING NEW BUSINESS MODELS
19 APRIL 2018
B U S I N E S S M O D E L T R A N S F O R M A T I O N
Webinar: Business Models 2
W H A T W E D O
We partner with leaders in corporate and government organisations
to design and execute new innovation strategies, services and products
through the customer or stakeholder lens.
We bring together the best of Design Thinking, Lean Startup, Corporate
Strategy and Customer Centric approaches to co-create experiences
that will delight your customer.
Webinar: Business Models 33
DR JEFFREY TOBIAS
MANAGING DIRECTOR, THE STRATEGY GROUP
AGSM FELLOW
• Innovation thought-leader and entrepreneurship strategist
• Expertise from academic, entrepreneurial and corporate worlds
• Active angel investor on the board of various well known startups
• Professor of innovation and entrepreneurship teaching MBA students at the
Australian Graduate School of Business at the University of New South Wales
• Conducted numerous engagements with government departments and
commercial businesses on the principles of Design Thinking other stakeholder-
centric methodologies
• Trained over 1,000 senior executives in Westpac on Design Thinking and Lean
Startup.
• Previously Cisco’s Global Lead for Innovation in the Internet Business
Solutions Group helping Fortune Global 500 companies improve customer
experience and grow revenue by transforming how they do business.
• Focus: Innovation, Business model transformation, Design Thinking, Lean
Startup, Customer centricity, Leadership
M: +61 401 890 071
T: +61 2 9388 9925
jeffrey@thestrategygroup.com.au
www.thestrategygroup.com.au
Suite 606a, 3 Waverley Street,
Bondi Junction 2022
NSW Australia
Qualifications
Bachelor of Science (first-class
Honours; University Medal), UNSW
PhD, UNSW
Webinar: Business Models 44
T HE ST R AT EGY GR OUP
O U R U N I Q U E VA L U E P R O P O S I T I O N
We offer a unique combination of global leading methodologies
and skills by operating at the intersection of innovation,
entrepreneurship and academia.
Webinar: Business Models 55
OUR CLIENTS
Webinar: Business Models 66
AGENDA
1. The changing landscape
2. Business model lifecycle
3. Introducing business model transformation
4. Frameworks for business models
5. Validating your new business model
6. Examples
7. Impact on people and leadership
Webinar: Business Models 7
THE CHANGING LANDSCAPE
01
What got us here,
won’t get us there.
Webinar: Business Models 99
IMAGINE YOUR THINKING IN 2007
…if you were in
one of these
businesses…
Webinar: Business Models 1010
SHOULD AUSTRALIA WORRY ABOUT
AMAZON?
USA
Changing Retailer Market
(Data 2016)
Webinar: Business Models 1111
SOME ORGANISATIONS ARE ABLE TO
TRANSFORM
But what about now …
2017?
Webinar: Business Models 1212
FORCES ARE RESHAPING OUR WORLD
> Exponential technology progress –
automation, big data, and robotics
> New consumers (emerging
economies)
> Global competition
> Disruption . . .
> Value shifting from products to
experience (in many arenas)
> Product/market power, scale, and
legacy positions are NO LONGER
SECURE guarantees of future success
> Creative capability is a critical resource
Webinar: Business Models 13
BUSINESS MODEL LIFECYCLE
02
Webinar: Business Models 1414
Webinar: Business Models 1515
Source: Upfront Ventures @cbinsights
COST TO LAUNCH A TECH STARTUP
Webinar: Business Models 1616
ORGANISATIONAL LIFECYCLE
Maturity
Why does it exist?
DANGER
Webinar: Business Models 17
INTRODUCING BUSINESS MODEL
TRANSFORMATION
03
Webinar: Business Models 1818
THE BIG QUESTIONS
How can an organisation deal with rapid
change and uncertainty in their environments?
How can an organisation generate, evaluate,
and implement a sensible new business model?
What can an organisation do to protect itself
from possible disadvantageous changes in its
external environment at point B rather than
experiencing performance problems at point A?
Transforming the Business
Model and the Organisation . . .
Performance
Time
B
A
Webinar: Business Models 1919
HYPOTHESIS
This life cycle
decline, for an
organisation, is not
inevitable!
Great leaders jump
their organisations to
a new life-cycle curve
– frequently a new
business model.
Webinar: Business Models 2020
PERHAPS WE LIVE IN A ERA OF
“ALWAYS-ON TRANSFORMATION”
Source: BCG 2015 A Leader’s Guide to Always-On Transformation. Hemerling, J, Dosik, D, and Rizvi, S.
DELIVER
LAUNCH
SUSTAIN
DELIVER
LAUNCH
SUSTAIN
DELIVER
LAUNCH
SUSTAIN
Webinar: Business Models 2121
BUSINESS MODEL PATTERN
Razor and Blade
The basic product is cheap, or given away free.
The consumables that are needed to use or operate it, on the other hand, are expensive
Webinar: Business Models 2222
BUSINESS MODEL PATTERN
Freemium
The basic version of an offering is given away for free in the hope of eventually persuading
the customers to pay for the premium version.
Webinar: Business Models 2323
BUSINESS MODEL PATTERN
Peer to Peer
The model is based on a cooperation that specialises in mediating between individuals
belonging to an homogeneous group. It is often abbreviated as P2P.
Webinar: Business Models 2424
BUSINESS MODEL PATTERN
Subscription
The customer pays a regular fee, typically on a monthly or an annual basis, in order to gain
access to a product or service.
Webinar: Business Models 2525
BUSINESS MODEL PATTERN
Subscription
The customer pays a regular fee, typically on a monthly or an annual basis, in order to gain
access to a product or service.
Webinar: Business Models 2626
BUSINESS MODEL PATTERN
Traditional Business Model
Movie Ticket Purchase
New Business Model
Movie Pass
Webinar: Business Models 2727
BUSINESS MODEL PATTERN
Presales
Mercedes
Traditional: Build – Market - Sell
Tesla
New Business Model: Market – Sell – Build
Image: Tesla.comImage: MercedesBenz.com
Webinar: Business Models 2828
TESLA: MARKET – SELL – BUILD
On May 27th, 2016, Tesla opened pre-orders for their Model 3, and within 24 hours,
more than 200,000 customers had paid deposits to reserve their place in line —
without the physical product existing. Tesla’s cost of advertising was only $6 per
car — less than 1/90th of the ad cost of their closest price-range competitor.
Image: Tesla.com
Webinar: Business Models 29
FRAMEWORKS FOR BUSINESS MODELS
04
Webinar: Business Models 3030
NINE BOX BUSINESS MODEL FRAMEWORK
Key Partners
• Who are our Key
Partners?
• Who are our key
suppliers?
• Which Key
Resources are we
acquiring from
partners?
• Which Key Activities
do partners
perform?
Key Activities
• What Key Activities do
our Value Propositions
require?
• Geographies?
• Client Relationships?
• Revenue streams?
Key Resources
• What Key Resources do
our Value Propositions
require?
• Our distribution
channels? Customer
Relationships?
• Revenue Streams?
Customer Relationships
• What type of relationship does each of
our customer segments expect us to
establish and maintain with them?
• Which ones have we established?
• How are they integrated with the rest of
our business model?
• How costly are they?
Channels
• Through which channels do our
customer segments want to be reached?
• How are we reaching them now?
• How are our Channels integrated?
• Which ones work best?
• Which ones are most cost-efficient?
• How are we integrating them with
customer routines?
Value Propositions
• What value do we deliver to the
customer?
• Which one of our customer’s problems
are we helping to solve?
• What bundles of services are we
offering to each customer segment?
• Which customer needs are we
satisfying?
Characteristics
• Newness
• Performance
• Customization
• Getting the Job Done
• Brand/Status
• Price
• Cost Reduction
• Risk Reduction
• Accessibility
• Convenience/Usability
Customer
Segments
• For whom are we
creating value?
• Who are our most
important customers?
Cost
Structure
• What are the most important costs inherent
in our business model?
• Which Key Resources are most expensive?
• Which Key Activities are most expensive?
Revenue
Streams
• For what value are customers really
willing to pay?
• For what do they currently pay?
• How are they currently paying?
• How would they prefer to pay?
• How much does each revenue
stream contribute to overall
revenues?
Webinar: Business Models 3131
AMAZON’S BUSINESS
MODEL CANVAS
Webinar: Business Models 32
VALIDATING YOUR NEW BUSINESS MODEL
05
Webinar: Business Models 3333
FROM IDEA TO EXECUTION
Search Execution
Webinar: Business Models 3535
?
?
?
? ?
?
?
?
?
POPULATED MODEL
IS A BUNCH OF HYPOTHESES
Source: Strategyzer.com
Webinar: Business Models 3636
DESIRABILITYFEASIBILITY
VIABILITY
THREE LENSES
Source: Strategyzer.com
Webinar: Business Models 3737
THE BUSINESS MODEL CANVAS
FEASIBILITY
Can we build it?
VIABILITY
Sanity check
DESIRABILITY
Do they want it?
Source: Strategyzer.com
Webinar: Business Models 3838
THE BUSINESS MODEL CANVAS
EXECUTION
RISK
FINANCIAL
OPPORTUNITY & RISK
MARKET
OPPORTUNITY & RISK
Source: Strategyzer.com
Webinar: Business Models 3939
BUILD AN EXPERIMENT LIBRARY
Strong evidence
Long time to set
up and conduct
experiment
short time to set
up and conduct
experiment
Weak evidence
The stronger your evidence,
the stronger your confidence level.
Webinar: Business Models 4040
THE PROGRESS BOARD
BUSINESS
HYPOTHESIS
TEST:
backlog
TEST:
build
TEST:
measure
TEST:
learn
PROGRESS
✗
invalidated
?
unclear results
✓
validated
http://blog.strategyzer.com/posts/2015/3/11/lean-startup-progress-board
Webinar: Business Models 41
EXAMPLE
06
Webinar: Business Models 42
REWARDS
Shopper Reward
System
Sport Activities
in the Mall
Drop-off Play Zones
for Kids
SCENTRE GROUP INITIATIVE
Webinar: Business Models 4343
IN SUMMARY
1. Most organisations need new business models to
combat disruption
2. The Business Model Canvas is an excellent way of
describing a business model
3. Business models need to be desirable, feasible and
viable
4. By conducting simple, low-fidelity experiments
starting with desirability, the new business model
can be significantly de-risked
5. The Progress Board enables you to keep track of
these experiments
Presentation: ???
T H A N K Y O U
KEEP IN TOUCH
Dr Jeffrey Tobias, Managing Director
jeffrey@thestrategygroup.com.au
0401 890 071
www.thestrategygroup.com.au

Mais conteúdo relacionado

Mais procurados

Digital Transformation Strategy Template and Training
Digital Transformation Strategy Template and TrainingDigital Transformation Strategy Template and Training
Digital Transformation Strategy Template and TrainingAurelien Domont, MBA
 
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Aurelien Domont, MBA
 
70+ Digital Transformation Statistics
70+ Digital Transformation Statistics 70+ Digital Transformation Statistics
70+ Digital Transformation Statistics SantokuPartners
 
Digitizing Business Services
Digitizing Business ServicesDigitizing Business Services
Digitizing Business Servicesaccenture
 
Digital Transformation
Digital TransformationDigital Transformation
Digital TransformationVishal Sharma
 
Assess Your Digital Maturity Webinar
Assess Your Digital Maturity WebinarAssess Your Digital Maturity Webinar
Assess Your Digital Maturity WebinarFulcrum Digital
 
Six stages of digital transformation by Altimeter
Six stages of digital transformation by AltimeterSix stages of digital transformation by Altimeter
Six stages of digital transformation by AltimeterRodd SL
 
An introduction to Digital Transformation
An introduction to Digital TransformationAn introduction to Digital Transformation
An introduction to Digital TransformationSergios Dimitriadis
 
What's Next: Digital Transformation
What's Next: Digital TransformationWhat's Next: Digital Transformation
What's Next: Digital TransformationOgilvy Consulting
 
Digital Transformation Templates.ppt
Digital Transformation Templates.pptDigital Transformation Templates.ppt
Digital Transformation Templates.pptOlusegun Mosugu
 
Digital Business Transformation | Strategy + Execution
Digital Business Transformation | Strategy + ExecutionDigital Business Transformation | Strategy + Execution
Digital Business Transformation | Strategy + Executionfeature[23]
 
Digitaizing Business Services
Digitaizing Business ServicesDigitaizing Business Services
Digitaizing Business Servicesaccenture
 
Management Consulting Toolkit with Great Powerpoint Presentations
Management Consulting Toolkit with Great Powerpoint PresentationsManagement Consulting Toolkit with Great Powerpoint Presentations
Management Consulting Toolkit with Great Powerpoint PresentationsAurelien Domont, MBA
 
What's Digital Transformation?
What's Digital Transformation?What's Digital Transformation?
What's Digital Transformation?Hải Phạm
 
What is Digital Transformation?
What is Digital Transformation?What is Digital Transformation?
What is Digital Transformation?Lucy Newman
 
High Tech Digital Transformation
High Tech Digital TransformationHigh Tech Digital Transformation
High Tech Digital Transformationaccenture
 
Digital Transformation.pdf
Digital Transformation.pdfDigital Transformation.pdf
Digital Transformation.pdfVasoPolimerou
 
The State of Digital Transformation 2018 - 2019 by Brian Solis
The State of Digital Transformation 2018 - 2019 by Brian SolisThe State of Digital Transformation 2018 - 2019 by Brian Solis
The State of Digital Transformation 2018 - 2019 by Brian SolisBrian Solis
 

Mais procurados (20)

Digital Transformation Strategy Template and Training
Digital Transformation Strategy Template and TrainingDigital Transformation Strategy Template and Training
Digital Transformation Strategy Template and Training
 
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit
 
70+ Digital Transformation Statistics
70+ Digital Transformation Statistics 70+ Digital Transformation Statistics
70+ Digital Transformation Statistics
 
Digitizing Business Services
Digitizing Business ServicesDigitizing Business Services
Digitizing Business Services
 
Digital Transformation
Digital TransformationDigital Transformation
Digital Transformation
 
Assess Your Digital Maturity Webinar
Assess Your Digital Maturity WebinarAssess Your Digital Maturity Webinar
Assess Your Digital Maturity Webinar
 
Six stages of digital transformation by Altimeter
Six stages of digital transformation by AltimeterSix stages of digital transformation by Altimeter
Six stages of digital transformation by Altimeter
 
Digital transformation 101
Digital transformation 101Digital transformation 101
Digital transformation 101
 
An introduction to Digital Transformation
An introduction to Digital TransformationAn introduction to Digital Transformation
An introduction to Digital Transformation
 
What's Next: Digital Transformation
What's Next: Digital TransformationWhat's Next: Digital Transformation
What's Next: Digital Transformation
 
Digital Transformation Templates.ppt
Digital Transformation Templates.pptDigital Transformation Templates.ppt
Digital Transformation Templates.ppt
 
Digital Business Transformation | Strategy + Execution
Digital Business Transformation | Strategy + ExecutionDigital Business Transformation | Strategy + Execution
Digital Business Transformation | Strategy + Execution
 
Digitaizing Business Services
Digitaizing Business ServicesDigitaizing Business Services
Digitaizing Business Services
 
The roadmap
The roadmapThe roadmap
The roadmap
 
Management Consulting Toolkit with Great Powerpoint Presentations
Management Consulting Toolkit with Great Powerpoint PresentationsManagement Consulting Toolkit with Great Powerpoint Presentations
Management Consulting Toolkit with Great Powerpoint Presentations
 
What's Digital Transformation?
What's Digital Transformation?What's Digital Transformation?
What's Digital Transformation?
 
What is Digital Transformation?
What is Digital Transformation?What is Digital Transformation?
What is Digital Transformation?
 
High Tech Digital Transformation
High Tech Digital TransformationHigh Tech Digital Transformation
High Tech Digital Transformation
 
Digital Transformation.pdf
Digital Transformation.pdfDigital Transformation.pdf
Digital Transformation.pdf
 
The State of Digital Transformation 2018 - 2019 by Brian Solis
The State of Digital Transformation 2018 - 2019 by Brian SolisThe State of Digital Transformation 2018 - 2019 by Brian Solis
The State of Digital Transformation 2018 - 2019 by Brian Solis
 

Semelhante a Business Model Transformation

Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*Bruce Starcher
 
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdf
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdfLeverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdf
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdfProduct School
 
BDC Business Model Innovation - Based on Lean Startup
BDC   Business Model Innovation - Based on Lean StartupBDC   Business Model Innovation - Based on Lean Startup
BDC Business Model Innovation - Based on Lean StartupLean Startup Circle Montreal
 
Building Blocks Of A Business Model
Building Blocks Of A Business ModelBuilding Blocks Of A Business Model
Building Blocks Of A Business ModelLakesia Wright
 
المحاضرة رقم 189 المهندس / محمد العربي بعنوان "Digital Disruption Act- From...
 المحاضرة رقم 189 المهندس / محمد العربي  بعنوان "Digital Disruption Act- From... المحاضرة رقم 189 المهندس / محمد العربي  بعنوان "Digital Disruption Act- From...
المحاضرة رقم 189 المهندس / محمد العربي بعنوان "Digital Disruption Act- From...Egyptian Engineers Association
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model InnovationMichal Hron
 
Accelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model InnovationAccelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model InnovationInês Almeida
 
Stefano Mizio innovits workshop on business model
Stefano Mizio innovits workshop on business model Stefano Mizio innovits workshop on business model
Stefano Mizio innovits workshop on business model Stefano Mizio
 
Ceoday2014 bm gen_vujade_20141022
Ceoday2014 bm gen_vujade_20141022Ceoday2014 bm gen_vujade_20141022
Ceoday2014 bm gen_vujade_20141022Vujàdé
 
Strategic MGT LEC 5 2023.ppt
Strategic MGT LEC 5 2023.pptStrategic MGT LEC 5 2023.ppt
Strategic MGT LEC 5 2023.pptInstructoronline
 
How to build a startup new frontiers 2017
How to build a startup  new frontiers 2017How to build a startup  new frontiers 2017
How to build a startup new frontiers 2017Raomal Perera
 
What is Business Model Innovation?
What is Business Model Innovation?What is Business Model Innovation?
What is Business Model Innovation?Dr. Marc Sniukas
 
Abdm4223 lecture week 4 250512 part 1
Abdm4223 lecture week 4 250512 part 1Abdm4223 lecture week 4 250512 part 1
Abdm4223 lecture week 4 250512 part 1Stephen Ong
 
2015 Vanderbilt Accelerator - The Entrepreneurial Mindset
2015 Vanderbilt Accelerator - The Entrepreneurial Mindset2015 Vanderbilt Accelerator - The Entrepreneurial Mindset
2015 Vanderbilt Accelerator - The Entrepreneurial MindsetMichael Burcham
 
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)emmanueljunio
 
Why Business Models Matter
Why Business Models MatterWhy Business Models Matter
Why Business Models MatterKarim Soliman
 
DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...
DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...
DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...ID-GC
 

Semelhante a Business Model Transformation (20)

Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*Business Model Schools of thought *UPDATED*
Business Model Schools of thought *UPDATED*
 
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdf
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdfLeverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdf
Leverage the Business Model as Part of a PM's Toolbox by fmr Nike PM.pdf
 
Digital agility 1172014
Digital agility 1172014Digital agility 1172014
Digital agility 1172014
 
BDC Business Model Innovation - Based on Lean Startup
BDC   Business Model Innovation - Based on Lean StartupBDC   Business Model Innovation - Based on Lean Startup
BDC Business Model Innovation - Based on Lean Startup
 
Building Blocks Of A Business Model
Building Blocks Of A Business ModelBuilding Blocks Of A Business Model
Building Blocks Of A Business Model
 
المحاضرة رقم 189 المهندس / محمد العربي بعنوان "Digital Disruption Act- From...
 المحاضرة رقم 189 المهندس / محمد العربي  بعنوان "Digital Disruption Act- From... المحاضرة رقم 189 المهندس / محمد العربي  بعنوان "Digital Disruption Act- From...
المحاضرة رقم 189 المهندس / محمد العربي بعنوان "Digital Disruption Act- From...
 
Business Models and Business Model Innovation
Business Models and Business Model InnovationBusiness Models and Business Model Innovation
Business Models and Business Model Innovation
 
Accelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model InnovationAccelerating and Sustaining Business Model Innovation
Accelerating and Sustaining Business Model Innovation
 
Stefano Mizio innovits workshop on business model
Stefano Mizio innovits workshop on business model Stefano Mizio innovits workshop on business model
Stefano Mizio innovits workshop on business model
 
Ceoday2014 bm gen_vujade_20141022
Ceoday2014 bm gen_vujade_20141022Ceoday2014 bm gen_vujade_20141022
Ceoday2014 bm gen_vujade_20141022
 
Strategic MGT LEC 5 2023.ppt
Strategic MGT LEC 5 2023.pptStrategic MGT LEC 5 2023.ppt
Strategic MGT LEC 5 2023.ppt
 
How to build a startup new frontiers 2017
How to build a startup  new frontiers 2017How to build a startup  new frontiers 2017
How to build a startup new frontiers 2017
 
Business Model Canvas
Business Model CanvasBusiness Model Canvas
Business Model Canvas
 
What is Business Model Innovation?
What is Business Model Innovation?What is Business Model Innovation?
What is Business Model Innovation?
 
Abdm4223 lecture week 4 250512 part 1
Abdm4223 lecture week 4 250512 part 1Abdm4223 lecture week 4 250512 part 1
Abdm4223 lecture week 4 250512 part 1
 
Busness Model Canvas
Busness Model CanvasBusness Model Canvas
Busness Model Canvas
 
2015 Vanderbilt Accelerator - The Entrepreneurial Mindset
2015 Vanderbilt Accelerator - The Entrepreneurial Mindset2015 Vanderbilt Accelerator - The Entrepreneurial Mindset
2015 Vanderbilt Accelerator - The Entrepreneurial Mindset
 
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
SPENTREP - Business Model Innovation (reported by Emmanuel Junio)
 
Why Business Models Matter
Why Business Models MatterWhy Business Models Matter
Why Business Models Matter
 
DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...
DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...
DISRUPT FACTory: Lauren Valbert, Founder of Empowering Management - Startup M...
 

Último

A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfBALASUNDARESAN M
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 

Último (20)

A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 
What is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdfWhat is 5S principles of trainers for training institutions.pdf
What is 5S principles of trainers for training institutions.pdf
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 

Business Model Transformation

  • 1. Webinar: Business Models 1 DEVELOPING NEW BUSINESS MODELS 19 APRIL 2018 B U S I N E S S M O D E L T R A N S F O R M A T I O N
  • 2. Webinar: Business Models 2 W H A T W E D O We partner with leaders in corporate and government organisations to design and execute new innovation strategies, services and products through the customer or stakeholder lens. We bring together the best of Design Thinking, Lean Startup, Corporate Strategy and Customer Centric approaches to co-create experiences that will delight your customer.
  • 3. Webinar: Business Models 33 DR JEFFREY TOBIAS MANAGING DIRECTOR, THE STRATEGY GROUP AGSM FELLOW • Innovation thought-leader and entrepreneurship strategist • Expertise from academic, entrepreneurial and corporate worlds • Active angel investor on the board of various well known startups • Professor of innovation and entrepreneurship teaching MBA students at the Australian Graduate School of Business at the University of New South Wales • Conducted numerous engagements with government departments and commercial businesses on the principles of Design Thinking other stakeholder- centric methodologies • Trained over 1,000 senior executives in Westpac on Design Thinking and Lean Startup. • Previously Cisco’s Global Lead for Innovation in the Internet Business Solutions Group helping Fortune Global 500 companies improve customer experience and grow revenue by transforming how they do business. • Focus: Innovation, Business model transformation, Design Thinking, Lean Startup, Customer centricity, Leadership M: +61 401 890 071 T: +61 2 9388 9925 jeffrey@thestrategygroup.com.au www.thestrategygroup.com.au Suite 606a, 3 Waverley Street, Bondi Junction 2022 NSW Australia Qualifications Bachelor of Science (first-class Honours; University Medal), UNSW PhD, UNSW
  • 4. Webinar: Business Models 44 T HE ST R AT EGY GR OUP O U R U N I Q U E VA L U E P R O P O S I T I O N We offer a unique combination of global leading methodologies and skills by operating at the intersection of innovation, entrepreneurship and academia.
  • 5. Webinar: Business Models 55 OUR CLIENTS
  • 6. Webinar: Business Models 66 AGENDA 1. The changing landscape 2. Business model lifecycle 3. Introducing business model transformation 4. Frameworks for business models 5. Validating your new business model 6. Examples 7. Impact on people and leadership
  • 7. Webinar: Business Models 7 THE CHANGING LANDSCAPE 01
  • 8. What got us here, won’t get us there.
  • 9. Webinar: Business Models 99 IMAGINE YOUR THINKING IN 2007 …if you were in one of these businesses…
  • 10. Webinar: Business Models 1010 SHOULD AUSTRALIA WORRY ABOUT AMAZON? USA Changing Retailer Market (Data 2016)
  • 11. Webinar: Business Models 1111 SOME ORGANISATIONS ARE ABLE TO TRANSFORM But what about now … 2017?
  • 12. Webinar: Business Models 1212 FORCES ARE RESHAPING OUR WORLD > Exponential technology progress – automation, big data, and robotics > New consumers (emerging economies) > Global competition > Disruption . . . > Value shifting from products to experience (in many arenas) > Product/market power, scale, and legacy positions are NO LONGER SECURE guarantees of future success > Creative capability is a critical resource
  • 13. Webinar: Business Models 13 BUSINESS MODEL LIFECYCLE 02
  • 15. Webinar: Business Models 1515 Source: Upfront Ventures @cbinsights COST TO LAUNCH A TECH STARTUP
  • 16. Webinar: Business Models 1616 ORGANISATIONAL LIFECYCLE Maturity Why does it exist? DANGER
  • 17. Webinar: Business Models 17 INTRODUCING BUSINESS MODEL TRANSFORMATION 03
  • 18. Webinar: Business Models 1818 THE BIG QUESTIONS How can an organisation deal with rapid change and uncertainty in their environments? How can an organisation generate, evaluate, and implement a sensible new business model? What can an organisation do to protect itself from possible disadvantageous changes in its external environment at point B rather than experiencing performance problems at point A? Transforming the Business Model and the Organisation . . . Performance Time B A
  • 19. Webinar: Business Models 1919 HYPOTHESIS This life cycle decline, for an organisation, is not inevitable! Great leaders jump their organisations to a new life-cycle curve – frequently a new business model.
  • 20. Webinar: Business Models 2020 PERHAPS WE LIVE IN A ERA OF “ALWAYS-ON TRANSFORMATION” Source: BCG 2015 A Leader’s Guide to Always-On Transformation. Hemerling, J, Dosik, D, and Rizvi, S. DELIVER LAUNCH SUSTAIN DELIVER LAUNCH SUSTAIN DELIVER LAUNCH SUSTAIN
  • 21. Webinar: Business Models 2121 BUSINESS MODEL PATTERN Razor and Blade The basic product is cheap, or given away free. The consumables that are needed to use or operate it, on the other hand, are expensive
  • 22. Webinar: Business Models 2222 BUSINESS MODEL PATTERN Freemium The basic version of an offering is given away for free in the hope of eventually persuading the customers to pay for the premium version.
  • 23. Webinar: Business Models 2323 BUSINESS MODEL PATTERN Peer to Peer The model is based on a cooperation that specialises in mediating between individuals belonging to an homogeneous group. It is often abbreviated as P2P.
  • 24. Webinar: Business Models 2424 BUSINESS MODEL PATTERN Subscription The customer pays a regular fee, typically on a monthly or an annual basis, in order to gain access to a product or service.
  • 25. Webinar: Business Models 2525 BUSINESS MODEL PATTERN Subscription The customer pays a regular fee, typically on a monthly or an annual basis, in order to gain access to a product or service.
  • 26. Webinar: Business Models 2626 BUSINESS MODEL PATTERN Traditional Business Model Movie Ticket Purchase New Business Model Movie Pass
  • 27. Webinar: Business Models 2727 BUSINESS MODEL PATTERN Presales Mercedes Traditional: Build – Market - Sell Tesla New Business Model: Market – Sell – Build Image: Tesla.comImage: MercedesBenz.com
  • 28. Webinar: Business Models 2828 TESLA: MARKET – SELL – BUILD On May 27th, 2016, Tesla opened pre-orders for their Model 3, and within 24 hours, more than 200,000 customers had paid deposits to reserve their place in line — without the physical product existing. Tesla’s cost of advertising was only $6 per car — less than 1/90th of the ad cost of their closest price-range competitor. Image: Tesla.com
  • 29. Webinar: Business Models 29 FRAMEWORKS FOR BUSINESS MODELS 04
  • 30. Webinar: Business Models 3030 NINE BOX BUSINESS MODEL FRAMEWORK Key Partners • Who are our Key Partners? • Who are our key suppliers? • Which Key Resources are we acquiring from partners? • Which Key Activities do partners perform? Key Activities • What Key Activities do our Value Propositions require? • Geographies? • Client Relationships? • Revenue streams? Key Resources • What Key Resources do our Value Propositions require? • Our distribution channels? Customer Relationships? • Revenue Streams? Customer Relationships • What type of relationship does each of our customer segments expect us to establish and maintain with them? • Which ones have we established? • How are they integrated with the rest of our business model? • How costly are they? Channels • Through which channels do our customer segments want to be reached? • How are we reaching them now? • How are our Channels integrated? • Which ones work best? • Which ones are most cost-efficient? • How are we integrating them with customer routines? Value Propositions • What value do we deliver to the customer? • Which one of our customer’s problems are we helping to solve? • What bundles of services are we offering to each customer segment? • Which customer needs are we satisfying? Characteristics • Newness • Performance • Customization • Getting the Job Done • Brand/Status • Price • Cost Reduction • Risk Reduction • Accessibility • Convenience/Usability Customer Segments • For whom are we creating value? • Who are our most important customers? Cost Structure • What are the most important costs inherent in our business model? • Which Key Resources are most expensive? • Which Key Activities are most expensive? Revenue Streams • For what value are customers really willing to pay? • For what do they currently pay? • How are they currently paying? • How would they prefer to pay? • How much does each revenue stream contribute to overall revenues?
  • 31. Webinar: Business Models 3131 AMAZON’S BUSINESS MODEL CANVAS
  • 32. Webinar: Business Models 32 VALIDATING YOUR NEW BUSINESS MODEL 05
  • 33. Webinar: Business Models 3333 FROM IDEA TO EXECUTION Search Execution
  • 34. Webinar: Business Models 3535 ? ? ? ? ? ? ? ? ? POPULATED MODEL IS A BUNCH OF HYPOTHESES Source: Strategyzer.com
  • 35. Webinar: Business Models 3636 DESIRABILITYFEASIBILITY VIABILITY THREE LENSES Source: Strategyzer.com
  • 36. Webinar: Business Models 3737 THE BUSINESS MODEL CANVAS FEASIBILITY Can we build it? VIABILITY Sanity check DESIRABILITY Do they want it? Source: Strategyzer.com
  • 37. Webinar: Business Models 3838 THE BUSINESS MODEL CANVAS EXECUTION RISK FINANCIAL OPPORTUNITY & RISK MARKET OPPORTUNITY & RISK Source: Strategyzer.com
  • 38. Webinar: Business Models 3939 BUILD AN EXPERIMENT LIBRARY Strong evidence Long time to set up and conduct experiment short time to set up and conduct experiment Weak evidence The stronger your evidence, the stronger your confidence level.
  • 39. Webinar: Business Models 4040 THE PROGRESS BOARD BUSINESS HYPOTHESIS TEST: backlog TEST: build TEST: measure TEST: learn PROGRESS ✗ invalidated ? unclear results ✓ validated http://blog.strategyzer.com/posts/2015/3/11/lean-startup-progress-board
  • 40. Webinar: Business Models 41 EXAMPLE 06
  • 41. Webinar: Business Models 42 REWARDS Shopper Reward System Sport Activities in the Mall Drop-off Play Zones for Kids SCENTRE GROUP INITIATIVE
  • 42. Webinar: Business Models 4343 IN SUMMARY 1. Most organisations need new business models to combat disruption 2. The Business Model Canvas is an excellent way of describing a business model 3. Business models need to be desirable, feasible and viable 4. By conducting simple, low-fidelity experiments starting with desirability, the new business model can be significantly de-risked 5. The Progress Board enables you to keep track of these experiments
  • 43. Presentation: ??? T H A N K Y O U KEEP IN TOUCH Dr Jeffrey Tobias, Managing Director jeffrey@thestrategygroup.com.au 0401 890 071 www.thestrategygroup.com.au

Notas do Editor

  1. Product/market power, scale, and legacy positions are NO LONGER SECURE guarantees of future success
  2. Do you believe that businesses should live forever? Long time – Catholic Church ~2000 years A Hotel in Japan claims to be founded 705AD Why do organisations typically go through this life cycle? Is it a forgone conclusion? Poor decisions (congruence model) Trends not seen You were too successful and did not want to change
  3. Restate the need for business transformation in Australia
  4. The Business Model Navigator: 55 Models That Will Revolutionise Your Business by Oliver Gassmann (Author), Karolin Frankenberger (Author), Michaela Csik (Author) Apple is the backwards razor and blade – itunes and “software are low priced and the hardware is expensive (2010 hardware 30 Billion – 60 times song, software, and e-books) Nespresso… Brilliant.
  5. The Business Model Navigator: 55 Models That Will Revolutionise Your Business by Oliver Gassmann (Author), Karolin Frankenberger (Author), Michaela Csik (Author)
  6. The Business Model Navigator: 55 Models That Will Revolutionise Your Business by Oliver Gassmann (Author), Karolin Frankenberger (Author), Michaela Csik (Author)
  7. Totalcare 1990 The first moment of transformation came in 1999 when a major customer, American Airlines, was placing an engine order for approximately 50 new 777 aircraft. American Airlines asked Rolls-Royce to provide a whole new service, including managing the transportation of engines for repair and overhaul, managing its peripheral supplies, and partnering on its maintenance base. It was happy to change the basis of payment to a dollar per engine flying hour mechanism rather than a one-off payment per overhaul. Given Rolls-Royce‟s close relationship with American Airlines and the size of the prize, this created the focus to turn the strategy into reality, taking on the challenge of managing costs for a 20 year period with a defined revenue line – totally transforming the risk structure of the business. GE and Pratt&Whitney have similar programs. In GE's case, it is called OnPoint, sold as "Power by the Hour". The airline does not pay for the engines, but for the time they are flying. Now the engine manufacturer has a strong incentive to improve the reliability of its engines, but also a strong lever to push out third-party maintenance providers.
  8. Value Proposition Canvas
  9. Introduce a shopper reward system based on spend, much like a frequent flyer program. Preferential memberships to recognise shopper loyalty. Provide a drop-off play zone for kids which is supervised by qualified staff. Parents pay to have the children looked after while they shop. Activating our malls with sporting & physical activities, promoting active communities. Examples include water parks, rock climbing walls, yoga classes and partnerships with retailers i.e.: Lorna Jane
  10. Align the team around the new vision. Once you have validated your Business Model Canvas, you need to bring your team along for the journey. Here are eight steps (courtesy John Kotter) to assist in doing so: 1. Create a sense of urgency 2. Build a guiding coalition 3. Form a strategic vision and derive initiatives 4. Enlist a volunteer army 5. Enable action by removing barriers 6. Generate short term wins 7. Sustain acceleration 8. Institute change