Telia Business Innovation AB/khn Den Visionära Organsiationen vs. Den Förvaltande Organisationen...
Telia Business Innovation AB/khn …eller… Varför vissa organisationer lyckas skapa nya marknadspositioner medan andra ”dör” då paradigmskiften uppträder på marknaden
Telia Business Innovation AB/khn Processes tying cooperating units together vs. Ventures tying cooperating individuals together
Telia Business Innovation AB/khn Business Proposals The Market Demand Model The Customer Needs The Product Properties The Revenues The Development Budget & Plans The Market Creation Model The Team The Opportunity The Context The Risks and Rewards
Telia Business Innovation AB/khn A New Development Paradigm ResearchDevelopmentIndustrializationM & S Needs, Alternatives Business Proposition Design ”Bill Gates Are More Important Than Toll Gates”
Telia Business Innovation AB/khn Processdrivet Varje process involverar och kräver samverkan och synkronisering av flera bolag; varje bolag deltar i flera parallella processer Riktat mot inkrementell utveckling av mogna marknader och mogna teknologier Market Demand Driven Business Development
Telia Business Innovation AB/khn Market Creation Driven Business Development lead users (innovators & early adopters) i teknologidrivna nischmarknader initialt händelsedriven snarare än processdriven utveckling stor risk initialt, stor potential långsiktigt ”små” affärer initialt, många gånger krav på nya affärsmodeller
Telia Business Innovation AB/khn Source of Decision Corporate Committees vs The Market
Telia Business Innovation AB/khn Source of Attention Demand on served markets vs Opportunities on emerging markets
Telia Business Innovation AB/khn Source of Innovation Lead Employees vs Lead Customers vs Lead Users
Telia Business Innovation AB/khn Source of Resources Management The Corporate Management: Resource Allocation vs. The Market: Resource Attraction