![Page 1: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/1.jpg)
Frank Dethier
Session 1:
Why Innovate?
Business Model
![Page 2: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/2.jpg)
Frank Dethier –
OVERVIEW
Innovation
Creativity?
Innovation?
Why Innovate?
Types & Levels of Innovation
Business Model
Business Model of your company using BMC
Inspiring Examples
2
![Page 3: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/3.jpg)
Frank Dethier –
CREATIVITY?
What’s creativity?
3
![Page 4: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/4.jpg)
Frank Dethier –
CREATIVITY?
Creativity is a phenomenon whereby something
new and in some way valuable is created (such as
an idea, a joke, a literary work, painting or
musical composition, a solution, an invention
etc).
Creativity can also be defined "as the process of
producing something that is both original and
worthwhile"
4
![Page 5: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/5.jpg)
Frank Dethier –
CREATIVITY?
Who’s Creative?
Who wishes to be more Creative?
5
![Page 6: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/6.jpg)
Frank Dethier –
CREATIVITY?
LIFE OF IDEA GENERATED IN YOUR BRAIN
6
Preparation
Incubation
Inspiration
Verification
Knowledge
Experience
![Page 7: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/7.jpg)
Frank Dethier –
CREATIVITY?
IMPROVE CREATIVITY?
7
Marvin Reznikoff test of identical twins
80% IQ based on genetics
30% creativity based on genetics
By giving people the right environment, training and context, they can dramatically
improve their creativity over time, no matter what level they are at now
![Page 8: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/8.jpg)
Frank Dethier –
CREATIVITY?
IMPROVE CREATIVITY?
8
Marvin Reznikoff test of identical twins
80% IQ based on genetics
30% creativity based on genetics
By giving people the right environment, training and context, they can dramatically
improve their creativity over time, no matter what level they are at now
![Page 9: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/9.jpg)
Frank Dethier –
CREATIVITY?
HOW TO IMPROVE CREATIVITY?
Put your brain offline: Take a walk, exercise,
daydream, shower, …
Give your brain new triggers: change physical
surroundings, change your routine
Create company culture of trust and failure is allowed
Do daily creativity training exercises
Gain knowledge and context in wide variety of fields
9
![Page 10: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/10.jpg)
Frank Dethier –
CREATIVITY?
HOW TO IMPROVE CREATIVITY?
10
![Page 11: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/11.jpg)
Frank Dethier –
INNOVATION?
How do you define Innovation?
11
![Page 12: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/12.jpg)
Frank Dethier –
INNOVATION?
Innovate = Create Value by using Creativity
Value: Ensure that concept provides
advantage for market, customers &
company
Create: What needs to happen to initiate the
work and to hold on
Creativity: find fresh ideas and combinations of
ideas
Innovation ≠ Creativity
12
![Page 13: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/13.jpg)
Frank Dethier –
INNOVATION?
13
Janet Echelman – Taking Imagination Seriously
![Page 14: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/14.jpg)
Frank Dethier –
WHY INNOVATE?
Why does your company need to Innovate?
14
![Page 15: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/15.jpg)
Frank Dethier –
WHY INNOVATE?
2014 Innovation Assessment by PWC, McKinsey
and BCG: “Innovation remains top 3 priority”
OECD: “Innovation will become an ever more
important driver of growth of many developed
Western economies”
Intuitively: World around us (customers,
markets, technologies, competition, …) is
continuously changing, so
either my company is making a change
or my company is changed (by world around us) 15
![Page 16: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/16.jpg)
Frank Dethier –
WHY INNOVATE?
True or False?
Increase your R&D budget and your company
becomes more innovative
16
![Page 17: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/17.jpg)
Frank Dethier –
WHY INNOVATE?
True or False?
Larger companies can innovate much better than
SMEs
17
![Page 18: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/18.jpg)
Frank Dethier –
WHY INNOVATE?
INNOVATION BARRIERS
Time pressure
Not enough budget
How can we innovate?
Mindset of our people
Too bureaucratic
No support from management
Cooperation between different people/functions
How to prove value of innovation?
Company culture
Fear for the unknown
No reward system
…
18
![Page 19: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/19.jpg)
Frank Dethier –
Why does your company need to Innovate?
Which are the biggest Innovation Barriers in
your company?
19
![Page 20: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/20.jpg)
Frank Dethier –
EXERCISE
Teams of 2 people
Fill in & Discuss within your team
Time foreseen: 15 min
20
![Page 21: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/21.jpg)
Frank Dethier –
OVERVIEW
Innovation
Creativity?
Innovation?
Why Innovate?
Types & Levels of Innovation
Business Model
Business Model of your company using BMC
Inspiring Examples
21
![Page 22: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/22.jpg)
Frank Dethier –
TYPES OF INNOVATION
Product Innovation
Business model Innovation
Service Innovation
Any company can realize different types of Innovation
22
Process Innovation
![Page 23: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/23.jpg)
Frank Dethier –
TYPES OF INNOVATION
Product Innovation
23
Philips Ambisound: same sound experience as
5.1 sound system without clutter
Any company can realize different types of Innovation
![Page 24: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/24.jpg)
Frank Dethier –
TYPES OF INNOVATION
24
Service Innovation
Any company can realize different types of Innovation
![Page 25: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/25.jpg)
Frank Dethier –
TYPES OF INNOVATION
25
Process Innovation
Assembly time Ford chassis decreased
from 12.5h till 93 min in 1 year
Any company can realize different types of Innovation
![Page 26: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/26.jpg)
Frank Dethier –
TYPES OF INNOVATION
Business model Innovation
26
HighVolumes Low variable and
fixed costs
Any company can realize different types of Innovation
![Page 27: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/27.jpg)
Frank Dethier –
INNOVATION LEVELS
27
![Page 28: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/28.jpg)
Frank Dethier –
Radical
Innovation
• Technology leap
• Transformation
pretty cool
Incremental
Innovation
• Existing technology
• Competition driven
Not surprisingly ‘new’
INNOVATION LEVELS
28
Continuous
Improvement
• Focus on process
• Efficiency driven
Not really ‘new’
![Page 29: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/29.jpg)
Frank Dethier –
INNOVATION LEVELS
29
Continuous
Improvement
• Focus on process
• Efficiency driven
Not really ‘new’
Disruptive
Innovation
• Small get big
• Turbulence
Blue Ocean
Sustaining
Innovation
• Focus on market
• Value driven
Business as usual
![Page 30: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/30.jpg)
Frank Dethier –
OVERVIEW
Innovation
Creativity?
Innovation?
Why Innovate?
Types & Levels of Innovation
Business Model
Business Model of your company using BMC
Inspiring Examples
30
![Page 31: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/31.jpg)
Frank Dethier –
BUSINESS MODEL?
A business model describes the rationale of how
an organization creates, delivers, and captures
value, in economic, social, cultural or other
contexts.
31
![Page 32: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/32.jpg)
Frank Dethier –
BUSINESS MODEL CANVAS
32
Key Partners Key Activities
Key Resources
Value Propositions Customer Relationships
Channels
Customer Segments
Revenue Streams Cost Structure
• Who are our key
Partners/suppliers?
• Which key activities
do partners perform?
• Which key resources
are we acquiring from
partners?
What key activities do
our
• Value proposition
• Distribution channels
• Customer relation-
ships
• Revenue streams
require?
• What value do we
deliver to customer?
• Which one of our
customer’s problems
are we helping to solve?
• What bundles of
products & services are
we offering to each
customer segment?
• Which customer
needs are we satisfying?
• What type of relation-
ship does each of our
customer segments
expect us to establish &
maintain with them?
• For whom are we
creating value?
• Who are our most
important customers?
• Through which
channels do our custo-
mer segments want to
be reached?
• Which ones work
best/are cost-efficient?
What key resources do
our
• Value proposition
• Distribution channels
• Customer relation-
ships
• Revenue streams
require?
• What are most important costs inherent in our business
model?
• Which key Resources/Activities are most expensive?
• For what value are our customers really willing to pay?
• How would they prefer to pay?
• How much does each revenue stream contribute to overall
revenue?
![Page 33: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/33.jpg)
Frank Dethier –
BUSINESS MODEL
BOOK ALEXANDER OSTERWALDER
33
![Page 34: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/34.jpg)
Frank Dethier –
BUSINESS MODEL CANVAS
34
Key Partners Key Activities
Key Resources
Value Propositions Customer Relationships
Channels
Customer Segments
Revenue Streams Cost Structure
![Page 35: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/35.jpg)
Frank Dethier –
BUSINESS MODEL EXERCISE
Teams of 2 people
Fill in Canvas of your company, and especially
Value Proposition
Customer Segments
Activities
Discuss within your team
Time foreseen: 30 min
35
![Page 36: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/36.jpg)
Frank Dethier –
BUSINESS MODEL
INSPIRING EXAMPLES
No Frills Business Model
Essence: non-essential items of service are
discarded and savings are passed on to the
customer
36
![Page 37: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/37.jpg)
Frank Dethier –
BUSINESS MODEL
INSPIRING EXAMPLES
Pay-per-Use
Media companies increase revenues per customer
Web companies convince customer to try their service
and set-up long term relationship
Essence: lowers adoption barriers but big
transaction volumes needed
37
![Page 38: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/38.jpg)
Frank Dethier –
BUSINESS MODEL
INSPIRING EXAMPLES
Subscription
Essence
Customer pays subscription fee to get access to
product/service
Allows recurring revenues and build brand loyalty
38
Healthy Office Snacks
Fruit4Thought
![Page 39: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/39.jpg)
Frank Dethier –
BUSINESS MODEL
INSPIRING EXAMPLES
Freemium = Free + Premium
Limit Product/Service in free version
Feature limited
Capacity limited
Seat limited
Customer class limited
Effort limited
Support limited
Time limited
Bandwidth limited
39
![Page 40: IA innovatiemanagement 3 Frank Dethier Sessie 1 Voka Kempen](https://reader030.vdocuments.net/reader030/viewer/2022020208/55a6fbd31a28abd30d8b46d2/html5/thumbnails/40.jpg)
Frank Dethier –
BUSINESS MODEL
INSPIRING EXAMPLES
Razor & Blade
Essence: sell durables (lower margin) that will
work only in combination with complementary
consumables (higher margin)
40