Unlearn your MBA! A different kind of stack for managing Entrepreneurship and Innovation.
My guest speech for the MBA Students @ Hochschule Rhein-Main about Responisive Organizations, Business Model Design, Customer Development & Lean Startup.
Whoever would like to have the pptx file, drop me a line via twitter @sebastian_nell
Uber, the world’s largest taxi company owns no fleet. J AirBnb, the largest accomodation provider owns no r e a l e s t a t e . Ç Facebook, the most popular media owner creates no content h
access to infrastructure & tools fff ffff ffff Cost for Product development & go-to-market Output of disruptive products Source: James McQuivey, Digital Disruption: Unleashing the Next Wave of Innovation. Link
that was designed almost 100 years ago Organizational structures support routine and static jobs Hierarchical systems of command and control drive efficiency and predictability The tension between organizations optimized for predictability and the unpredictable world they inhabit has reached a breaking point.
Workers caught between dissatisfied customers and uninspiring leaders are becoming disillusioned and disengaged. Executives are struggling to find a path forward Values are shifting, people want a better world for themselves and their communities That’s why we need a new way.
rapidly through the open flow of information; encouraging experimentation and learning on rapid cycles; and organizing as a network of employees, customers, and partners motivated by shared purpose.
pivot business models more systematically … it’s a fast and efficient way to build a shared language on strategic matters ... It add’s transparency and therefore leads to better ideas, better collaboration ... It can be used on various areas (New products/business, strategic reorientation, renovating old business models, M&A, Research...) ... It’s designed to be iterated on fast and continously
Key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?` Customer Segments For whom are we creating value? Who are our most important customers? Value Propositions What value do we deliver to the customer? Which one of our customer problems are we helping to solve? What bundles and services are we offering to each Customer Segment? Which customer needs are we satisfying? Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationship? Revenue Streams? Key Resources What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationship? Revenue Streams? Customer Relationship What type of relationship does each of our Customer Segments expect to establish and maintain with them? How are they integrated with the rest of our business model? How costly are they? Channels Through which Channels do our Customer Segments want to be reached? Which ones are most cost- efficient? How are we integrating them with customer routines? Cost Structure What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue Streams For what value are our customers willing to pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
our most important customers? Value Propositions What value do we deliver to the customer? Which one of our customer problems are we helping to solve? What bundles and services are we offering to each Customer Segment? Which customer needs are we satisfying?
Key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform?` Customer Segments For whom are we creating value? Who are our most important customers? Value Propositions What value do we deliver to the customer? Which one of our customer problems are we helping to solve? What bundles and services are we offering to each Customer Segment? Which customer needs are we satisfying? Key Activities What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationship? Revenue Streams? Key Resources What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationship? Revenue Streams? Customer Relationship What type of relationship does each of our Customer Segments expect to establish and maintain with them? How are they integrated with the rest of our business model? How costly are they? Channels Through which Channels do our Customer Segments want to be reached? Which ones are most cost- efficient? How are we integrating them with customer routines? Cost Structure What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue Streams For what value are our customers willing to pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
Customer Relationship Channels Cost Structure Revenue Streams Nespresso Machines Retail Households Businesses 1x Machine Sale Brand Machine Manufacturer Mail order Nespresso .com Phone order Nespresso Stores Distribution Channels Patents Nespresso Pods Repetitive Pod Sales Nespresso Club Marketing Marketing Production B2C Distribution Coffee Production Facilities Production B2C Distribution
and validate that you have identified the market for your product 2. Built the right Product Features that solves customer’s needs 3. Tested the correct methods for acquiring and converting customers 4. Deployed the right resources to scale the business
(agile) with Customer Development ... Eris Ries took Steve Blanks Customer Development class in Berkley and became the first practitioner ultimately leading him to write the Lean Startup ... It teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration and minimum cost.
=> Give Context. What are you trying to learn? Falsifiable Hypothesis Your list of statements on the expected outcome of the experiment. Use this format: [Specific repeatable action] will [expected measurable outcome] => Quantify your goals Experiment Scope How long will the experiment last? => Define the maximum time/ effort spent on this experiment Minimum Build Plan List the build plan step by step to get your measurement and experiment. => What needs to be done? (define scope, MVP!) Results Enter the data. => Actual data you measured based on your hypothesis Validated Learning Summarize your learning from the experiment. => Validated? Invalidated? Inconclusive? + Why? Next Action What’s the next experiment? => What will you do next based on your learning? Experiment Definition Result Analysis
the Future of Management https://www.youtube.com/watch?v=K3-_IY66tpI Original “Unlearn your MBA” Talk from DHH http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2351 Management 3.0 // Happy Melly https://management30.com/ http://www.happymelly.com/