Inovacijske strategije & Poslovna priča i Plan

Inovacijske strategije + Poslovna Priča i Plan Temeljeno na knjizi

Tehnološko Poduzetništvo +

Bonus Slides

MSc Sergej Lugović MBA http://studiraj.tvz.hr/

http://www.tehnoloskopoduzetnistvo.com/

“the greatest innova9on risk a company can take is to decide not to create new businesses that decouple the company’s future from that of its current business

units.”

Christensen, C. M., Bartman, T., van Bever, D.,: The Hard Truth About Business Model Innova;on. h<p://sloanreview.mit.edu/ar;cle/the-‐hard-‐truth-‐about-‐business-‐model-‐innova;on/

•  All defini;ons of innova9on include the development and implementa9on of something new (de Jong & Vermeulen, 2003).

•  An ongoing debate in the literature is the ques9on of the degree of novelty and how "novel: should be understood.

•  The concepts of radical (or discon9nuous) innova9on and incremental innova9on can be seen as represen9ng opposite ends of a novelty spectrum (de Brentani, 2001).

•  Radical change was defined by Tushman and Romanelli (1985) as "processes of reorienta9on wherein paHerns of consistency are fundamentally reordered.”

•  Although there are other defini;ons of the concept, the common feature is the effect of the change on the resources or technology in the organiza9on.

•  Incremental innova9on, represen;ng the other end of the spectrum, is characterized as a change that implies small adap9ons to the status quo (Tushman & Romanelli, 1985), and it is oUen described as a step-‐by-‐step process.

Engen, M., & Holen, I. E. (2014). Radical versus incremental innova;on: the importance of key competences in service firms. Technology Innova;on Management Review, 4(4), 15. h<p://;mreview.ca/ar;cle/781

Faktori koji utječu na poduzetnika da iskoris9 inovaciju, p 127

•  Poslovni interesi, sposobnos9 i iskustvo poduzetničkog 9ma

•  Karakteris9ke industrije u kojoj će se inovacija iskoris99

•  Karakteris9ke inovacije: –  a) Važnost izuma: ekonomska vrijednost i potencijal isplate

–  b) Radikalnost izuma: razlika izuma od svojih prethodnika

–  c) Opseg patentne zaš9te intelektualnog vlasništva

Slika 5.1 : Očekivana prednost pokretača i koncept prozora mogućnos;, p 121

Slika 5.2 Ciklus „osjećaja hitnos;” koji nova poduzeća mogu doživje;, p 122

Slika 5.3 -‐Ciklus inovacije i konkurentnos; za tržišni udio, p 126

Slika 5.4 -‐Proces formiranja novog poslovanja za izum, p 128

Slika 5.5 -‐ Očekivana putanja „disrup;ve” izuma , p 129

h<p://blog.openinnova;on.net/2010/08/defini;ve-‐open-‐innova;on-‐primer.html



Elemen9 strategije atrak9vne inovacije, p130

•  Dobro definirani klijen; •  Ključna korist za korisnika koja je izražena u novcu •  Kratak period do ekonomske ispla;vos; i pozi;vnog novčanog toka

•  Visok omjer korist-‐cijena za kupca •  Vlasnička prednost koja se može održava; i brani; •  Glavne kompetencije potrebne za trenutno iskorištavanje nove tehnologije ili dostupne za novi pothvat

•  Pristup potrebnim resursima

Slika 5.6 Če;ri koraka za

pos;zanje povoljne tehnološke

inovacije , p 131

Engen, M., & Holen, I. E. (2014). Radical versus incremental innova;on: the importance of key competences in service firms. Technology Innova;on Management Review, 4(4), 15.

h<p://;mreview.ca/ar;cle/781

h<ps://epthinktank.eu/2016/02/04/understanding-‐innova;on/

h<ps://epthinktank.eu/2016/02/04/understanding-‐innova;on/

Lindberg, M., Lindgren, M., & Packendorff, J. (2014). Quadruple Helix as a way to bridge the gender gap in entrepreneurship: the case of an innova;on system project in the Bal;c Sea region. Journal of the Knowledge Economy, 5(1), 94-‐113.

hHp://blog.planview.com/innova9on-‐por^olio-‐building-‐takeaways/

Nagji, B., & Tuff, G. (2012). Managing your innova;on pormolio.

Harvard Business Review, 90(5), 66-‐74.

h<p://c.ymcdn.com/sites/www.newonline.org/resource/

resmgr/forum2015/HBR_Shingles.pdf

Proces od pet koraka za uspostavljanje novog pothvata, p 138

1. Iden;ficira; i provjeri; mogućnos;. Stvori; viziju i koncept, i izgradi; početni temeljni poduzetnički ;m. Opišite početne ideje o prijedlogu vrijednos; i poslovnom modelu 2. Poboljšajte koncept, odredi; izvedivost te pripremite izjavu misije. Istražite poslovnu ideju i pripremite niz scenarija. Stvorite priču i obris poslovnog plana sa sažetkom. 3. Pripremite kompletan poslovni plan sa financijskim planom i pravnu organizaciju pogodnu za pothvat 4. Odredite iznos potrebnih financijskih, fizičkih i ljudskih resursa. Pripremite financijski model za posloanje i odredite potrebne resurse. Pripremite plan za dobivanje ;h resursa. 5. Osigurajte potrebne resurse i sposobnos; od inves;tora kao i nove talente i saveze

Slika 6.1 Kreiranje novog pothvata , p 139

Elemen9 sažetka, p 139

•  Poslovni koncept uključujući njegov problem i njegovo rješenje

•  Tržište, klijent i analiza industrije •  Marke;ng i strategija prodaje •  Organizacija sa ključnim vodstvom i partnerima

•  Financije uključujući 3+ godine sažete projekcije

Tri faze priče, p 141

•  Postavite pozornicu: Suvislo i jasno odredite trenutnu situaciju, trenutne igrače i mogućnos;. Život je u delikatnoj ravnoteži i slušatelj brine o situaciji.

•  Uvedite drama9čan sukob: Potaknu; incident ili potreba baca život izvan ravnoteže. Opišite izazove i mogućnos; kao i potrebu za koherentnim planom za nastavk prema uspjehu i novoj ravnoteži

•  Dođite do rješenja: Prikažite koherenetni plan koji opisuje kako novi pothvat može prevlada; prepreke i uspje; slijedeći plan

h<p://www.khoslaventures.com/the-‐unbreakable-‐laws-‐of-‐storytelling

Telling Tales, Steve Denning�� h<ps://hbr.org/2004/05/telling-‐tales

7 Storytelling Reasons Why Innova9on Fails

1. Your company has no common story (or worse, compe;ng stories) 2. You frame change with a judgment on the past 3. People can’t find themselves in your story 4. Your self-‐valida;on overshadows your authen;city 5. You underes;mate culture, iden;ty, emo;ons 6. Your big promises aren’t made for real 7. Your story is lost in transla;on

h<ps://www.getstoried.com/ar;cles/7-‐storytelling-‐reasons-‐why-‐innova;on-‐fails/

Elemen9 poslovnog plana, p 143

Deset čes9h pogrešaka u poslovnom planu, p 144

SLIKA 6.3 Poslovni plan služi kao alat za poravnanje za novi poslovni pothvat , p 146

Implica9ons For Business Model Innova9on

•  Determine how consistent the opportunity is with the priori;es of the exis;ng business model.

•  To achieve successful business model innova;on, focus on crea;ng new business models, rather than changing exis;ng ones.


Building a Business Crea;on Engine

•  Spot future growth gaps by understanding where each of your business units is on the journey.

•  Run with poten9al disruptors of your business. •  Start new businesses by exploring the job to be done.

•  Resist the urge to force new businesses to find homes in exis;ng units.

•  Use M&A to create internal business model disrup;on and renewal.


The Elements of a Business Model A business model is made up of four elements: (1) a value proposi7on for customers; (2) resources, such as people, money, and technology; (3) the processes that the organiza7on uses to convert inputs to finished products or services; and (4) the profit formula that dictates the margins, asset velocity, and scale required to achieve an aDrac7ve return. Interdependencies, represented here by bidirec7onal arrows, describe the integra7on required between individual elements of the business model. They require that every component of the model be congruent with every other component.



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Inovacijske strategije & Poslovna priča i Plan