Alicon Overview JtbD_evolved_Theory_innovation_2017_02_27_rev_a
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Transcript of Alicon Overview JtbD_evolved_Theory_innovation_2017_02_27_rev_a
AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
JtbD
evolved Theory of
Innovation and Disruption
Overview
Ike Alisson
Stockholm
2017- 02 - 27
AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
Table of Contents
1. Theory of Innovation and Disruption (TID) Diagram
2. TID - Summary
3. Incumbent’s ”Disruption” alternative ”Ways of Working”
4. TID evolved – Theory of ”JtbD”
5. ”Innovators” Personality Traits
6. Question(s) to consider
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
1. Theory of Innovation and Disruption – Diagram (evolvement over time)
Product
Performance
Time
Higher
Lower
Source: Clayton M. Chr. et al, 2015
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
1. ”Disruption” is a PROCESS
- Product/Solution transformation over a period of time
- not a Product/Solution impact at certain point in time
2. Impact on the Business Model(s)
- entrants with ”different” BM
3. Not all ”innovations” - ”disruptive” and succeed
4. ”Disrupt” or ”be disrupted” mantra – can be misleading
- INCUMBENTS – could benefit from a new unit separate from the ”core”
2. TID - Summary
Source: Clayton M. Chr. et al, 2015
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
“New Business Unit” to operate separately from the Core Business Unit A. The ”Vision” Portfolio (long-term: 2 – 10 years)
B. The ”Innovation” Portfolio (short-term 2-12 months)
C. The ”Investment” Portfolio (filled-in continously from the Core Business)
Core Business & “Innovations” continuously
- Tested & adjusted,
- Core business evolve
- Core Innovations endure
- Resources shift
- Competencies evolve
- Competitive advantage retained
Establish/Create Process for:
Challenge: Connecting long-term objectives with near/short-term demands
3. Incumbent’s ”Disruption” alternative Ways of Working - 1
Innovations
Portfolio Vision Portfolio Enhancement Update
Knowledge, Innovation,
Competive advantage
Core Business Competitive Gains
Source: Johnson, M. W., 2015
Innovations
Portfolio
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
To get ”the right” Venture/New Business Design - benefit from Ways of Working of:
”Start-up” Business - Agility
- Flexibility
- Open for New Ways of Working
- Open for New Business Model(s)
”Establised Core Business” - Product knowledge
- Technology knowledge
- Key Competencies
- Knowledge about the Market
- Knowledge about the Competitors
- Strategic Partnerships Advantage
- Key Customers’ Relationship
- Own capital
- Product brand name reputation
3. Incumbent’s ”Disruption” alternative Ways of Working - 2
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
- Theory of ”JtbD” - complementary to ”TID”
- JtbD – ”a roadmap” for where or how to innovate for ”disruption”
- JtbD – new market creation ability
- ”JtbD” focuses on the ”WHY” - the Customer Choice when selecting to buy a Product/Solution
- ”JbtD” – distinction between
- ”Customers” and ”Problems People seek Help to resolve”
- ”JtbD” focuses on the Progress (”a movement towards a goal or aspiration”) in a given
Circumstance a Product, Solution contributes to the Customer’s use & benefit
- ”Progress” shall not be mixed with a ”Need” (could be ”ever present and generic”)
4. TID Evolved - Theory of ”JtbD” - 1
Source: Clayton M. Chr. 2016 book & article
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
- Theory of ”JtbD” - complementary to ”TID”
- Customer need(s) & demand(s), ”traditionally” identified through:
- Customer characteristics
- Product attribute(s), advantage(s), improvement(s)
- New technologies
- ”Stack fallacy” and JtbD Theory illuminate the same hazard:
- to mistake the technical know-how with the Customer’s (JtbD) need for Progress
- aware of distinction between ”correlation” & ”causality”, but not avoid mixing it
- ”Main & focal point of Theory of ”JtbD” - ”the circumstance”(context):
- ”what an individual really seeks to accomplish in a given circumstance”
- be aware that the ”Product’s / Solution’s Function” is aligned with ”Social” and ”Emotional” dimension
- the importance of ”context” of the needed progress by the Customer
- ”JtbD” – a specification for innovation – no more guessing on the Customers’ ”will to make a trade-offs”
3. TID Evolved - Theory of ”JtbD” - 2
Source: Clayton M. Chr. 2016 book & article
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
Process mapping, design and alignment, is an imperative due to:
- ”successful Innovation” - ability of the Company to
- develop ”set of experiences”
- to successfully integrate those experiences into the Company processes
- address the Customer ”JtbD” through those processes
- remove existing obstacles;
- process ”act as a sort of the subconscious of an organisation” - ”moves you closer” or ”away”
from the ”Customer’s JtbD”
- hinder/stop legacy ways of working and legacy ways of thinking
- align structures, policies, vision with the new ways of working;
- support the Customer’s ”JtbD”
- hard to see/impossible to copy (e.g TPS) ….. takes time
3. TID Evolved - Theory of ”JtbD” - 3
Source: Clayton M. Chr. 2016 book & article
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
- Process mapping, design and alignment, is an imperative due to:
- Process Change Flexibility reflecting the change in Customer ”JtbD” over time
(”principle of a modular internal-process structure”)
- process as a competitive advantage when optimised to
- facilitate progress and
- deliver experiences that Customers seek
- Companies succeeding in their Innovation when:
- ”unwittingly” build process that
- ”operationalise” and
- ”churn their mediocracy” of their ”messy”, ”imperfect” and ”unknowable” invention process
- introducing new processes to established organisation(s) is ”very, very hard”, takes time and not to be underrated
3. TID Evolved - Theory of ”JtbD” - 4
Source: Clayton M. Chr. 2016 book & article
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
4. ”Innovators” Personality Traits
Source: Clayton M. Chr. et al, 2009
Source: Todd Rose, 2016
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AC/SL Ike Alisson
ALICON SE – Commercial in Confidence
5. Questions to consider
- Is your Ways of Working reflected/aligned with your internal process?
- Do you have a function/person in the organisation Responsible for ”understanding and
ensuring” that the Company delivers to the Customer what is expected?
- What is your Company approach & attitude towards ”helpful Cassandras”?
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