Invention Center | Aachen | Hong Kong Seite 1€¦ · New service levers enabled through the use of smart technologies? Possible exploitation of heterogeneous systems? like e.g. IFTTT

Invention Center | Aachen | Hong Kong Seite 1



?


?


!


Sources: Prof. Frank Piller


!

Connectivity

Sensors Analytics

Action


Value

Data AnalyticsConnectivity

Output

& Actuators

Sensors

& InputSmart

Processes

Smart

Networks

Growth & Revenue Productivity & Efficiency

Smart

Products New Digital

Business Models

Value

Smart

Production

?


Data driven business models – as a traditional

manufacturing company

Determine

value

Develop

solutions

Identify

potential




Determine

value

Develop

solutions

Identify

potential



If data is the new oil, „crude“ data

is a source of wealth.


Data is mostly gathered by the

major internet giants?


Source: CompTIA via Forbes;

Image source: recode.net, Amazon, Fitbit, FAG


So valuable data can be

generated by your company.

But crude data is of no value.

You need to refine the data to

make it valuable, and build

services on it.


Anyone can do Big Data!

And is it worth the cost?

But will it provide insight or valuable

business opportunities?


Companies can most likely only drive growth and further revenue if they create digitalized products and

adapt to digital supply chains.

Growth

Over 80% of the companies will

have digitized their value chains

in the next 5 years.

Digitized products and services generate

approximately an additional € 110 billion

per year for European industry.


Source: Rolls-Royce


Shifting from products to solutions provides win-

wins for both companies and customers

If feasible, services scale better and deliver value

more consistently and for a longer timeframe

Determine

value




Determine

value

Develop

solutions

Identify

potential




Training data

Improved software


Possible exploitation of

many data points?like e.g. Rolls Royce Engine

Health Management

Possible leverage

due to many users?like e.g. Amazon

Possible leverage by using many

suppliers and innovators?like e.g. Google PlayStore

New service levers

enabled through the use of

smart technologies?

Possible exploitation of

heterogeneous systems?like e.g. IFTTT

Possible reduction of initial

customer investment? (e.g. Software as a Service)

Service levers known from

cloud service models

Possible reduction

of utilization barriers? (e.g. Knowledge as a Service)


What can you do if your company does not

have the potential to be a platform

provider?


Google does one (well, a few) simple thing really

good. like searching the web for locations...


...and lets the rest of the creative and innovative world

build on top of it, making it all the more valuable


„An APP and an API“

</>APP API

Do one thing really right, and

make it simple

Allow others to innovate on

top of you – and innovate on

top of others


It is expensive to develop platforms. Be very clear

in your potential and target before doing so.

Not everyone can be a platform player – but not

only “Internet companies” can be.

If you cannot be a platform provider, can you

profit from openness and attaching yourself to

multiple platforms?

Identify

potential




Determine

value

Develop

solutions

Identify

potential


Inventor Innovator

Problem-

Solution-Fit

Product-

Market-FitGrowth


32

Growth

Write business

plan

1. 2. 3. 4.

Build team Introduce

product

Sell, sell, sell


Everyone has a

plan, until he gets

punched in the

face Mike

Tyson


CComplexity

AAmbiguity

VVolatility

U

Quelle: finanzen.net; zeit.de; Bewertung und Controlling von Komplexität (Methodenseminar WZL); business-netz.com

„There‘s no chance

that the iPhone is

going to get any

significant market

share. No chance.“

1960 1985 2000 2015 Uncertainty Sep 15 Nov 15 Jan 16 Mar 16 May 16

Remain

59%

Exit

41%

Prediction „Brexit“- Referendum

(June, 2016)Dax value

from 1959 till 2017

Product

Complexit

y

Production Complexity

Product program complexity

Microsoft CEO

Steve Balmer (2007)


HUMANDesirability

ECONOMYViability

TECHNOLOGYFeasability

INNOVATION


SPECIFICATION SHEET

50 % of the requirements got

taken over

30 % are guessed and proved

right afterwards

20 % are guessed and proved

wrong afterwards


May November

2017

>160

0

Development of

pre-orders

Acceleration: 3,2 sec (0 - 50 km/h)

Battery: 14,9 kWh (23,9 optional)

Range (NEDC): 136 km (194 km)

Pricing: from 15.900*


…Distance

35Km/Day

Starts

7

/Day

Outfit Privacy Availability …

…

Daily routine of an adult with

kids in a small town

Departure at home to bring

the kids to School

07:55 – 0 km

Arrival school and direct

und direkte onward journey

to the office

08:05 – 3 km

Arrival appointment, onward

journey shopping 135 min. later

10:15 – 2 km

Arrival store, onward journey to

the school 45 min. later

12:55 – 6 kmAnkunft Büro, Weiterfahrt

zu einem Termin 90 min.

später

08:35 – 7 km

Wartezeit 10 min.,

Departure Schule

14:10 – 4 kmArrival Sport, Onward

joruney to home ca. 150

Min. later

14:45 – 6 km

Arrival at home

17:45 – 7 km


„All events – especially the ones in the

future – are defined by preconditions.“

Quelle: Pohl (2015) Requirements Engineering, Gloger (2012) Scrum

Requirements

Planning

Drafting

Designing

Validation

Elaboration

Pro

gre

ss

„Methodical approach based on

cumulated findings.“

Requirements

Drafting

Planning

Designing

Validation

Elaboration

Progress


Data-driven business models need to be

developed in a customer-centric way. Even small

mistakes can make a great service fail.

Development is iterative, and not deterministic.

Speed of iteration and learning counts, not

progression towards milestones.

Develop

solutions


Thank you for your attention.

Patrick Kabasci

INC Invention Center

Campus-Boulevard 30

52074 Aachen

Germany

+49 151 5444 8619

[email protected]

We support companies along the whole digital transformation and innovation process.

Please contact us if you are interested to find out how we can cooperate.

Documents

Invention Center | Aachen | Hong Kong Seite 1€¦ · New service levers enabled through the use of smart technologies? Possible exploitation of heterogeneous systems? like e.g. IFTTT