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Unlearn your MBA! A different kind of stack for managing Entrepreneurship and Innovation.

Sebastian Nell
November 27, 2015

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

Sebastian Nell

November 27, 2015
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  1. Unlearn your MBA! A different kind of stack for managing

    Entrepreneurship and Innovation. @sebastian_nell Hochschule RheinMain Friday the 13th
  2. Ups? Alibaba, the most valuable retailer has no inventory. Å

    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
  3. Next Wave of Innovation Old Innovation New Innovation Innovators with

    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
  4. „The main thing that has caused companies to fail, in

    my view, is that they missed the future,“ Larry Page, CEO Alphabet
  5. Challenge Todays organizations face two critical challenges: 1.  The world

    around them is changing faster than ever. 2.  Their own scale and complexity are working against them.
  6. Hypothesis Only organizations that will learn to adapt to the

    rapidly changing world will be successfully prepared for what the future holds. All others will vanish.
  7. Do you think you were given the right tools to

    help your future employer adapt to the rapidly changing world?
  8. The Stack Responsive Organizations* Aaron Dignan @aarondignan Business Model Canvas

    Alexander Osterwalder @AlexOsterwalder Customer Development Steve Blank @sgblank Lean Startup Eric Ries @ericries
  9. The Stack Responsive Organizations* Aaron Dignan @aarondignan Business Model Canvas

    Alexander Osterwalder @AlexOsterwalder Customer Development Steve Blank @sgblank Lean Startup Eric Ries @ericries
  10. Responsive Organizations? Organizations still rely on a way of working

    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.
  11. Responsive Organizations? Organizations struggle to keep up with their customers

    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.
  12. Responsive Organizations! Responsive Organizations are built to learn and respond

    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.
  13. The Stack Responsive Organizations* Aaron Dignan @aarondignan Business Model Canvas

    Alexander Osterwalder @AlexOsterwalder Customer Development Steve Blank @sgblank Lean Startup Eric Ries @ericries
  14. Business Model Canvas … to describe, challange, design, invent and

    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
  15. Key Partners Who are our Key Partners? Who are our

    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?
  16. 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?
  17. Key Partners Who are our Key Partners? Who are our

    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?
  18. Quick example how a business model innovation led to the

    success story of Nespresso? (It’s the most used/known BMC example!)
  19. Key Partners Customer Segments Value Propositions Key Activities Key Resources

    Customer Relationship Channels Cost Structure Revenue Streams Offices Nespresso System Machine Manufacturer Joint Venture with Machine Manufacturer
  20. Key Partners Customer Segments Value Propositions Key Activities Key Resources

    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
  21. The Stack Responsive Organizations* Aaron Dignan @aarondignan Business Model Canvas

    Alexander Osterwalder @AlexOsterwalder Customer Development Steve Blank @sgblank Lean Startup Eric Ries @ericries
  22. Customer Development … is a four-step fromework to: 1.  Discover

    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
  23. Steve Blank, Author & Entrepreneur „No facts exist inside building,

    only opinions“, “No Business Plan survives first contact with the customer”, “Get out of the building!”
  24. Customer Development Customer Discovery Customer Validation Company Building Company Creation

    n Pivot BMC Extract Hypotheses Test Problem Test Solution Pivot or Proceed
  25. Customer Development Customer Discovery Customer Validation Company Building Company Creation

    n Pivot Build Product Sell, Sell, Sell Measure Product/ Market Fit Pivot or Proceed
  26. Customer Development Customer Discovery Customer Validation Company Building Company Creation

    n Pivot Search Execution Problem Solution Fit Product Market Fit Transition to Growth Growth
  27. The Stack Responsive Organizations* Aaron Dignan @aarondignan Business Model Canvas

    Alexander Osterwalder @AlexOsterwalder Customer Development Steve Blank @sgblank Lean Startup Eric Ries @ericries
  28. Lean Startup ... Lean Startup combines fast, iterative Product development

    (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.
  29. Eric Ries, Author & Entrepreneur ”… an approach that advocates

    creating small products that test the creators assumptions and using customer feedback to evolve the product, therby reduceing waste”
  30. Build Measure Learn LEARN PRODUCT BUILD MEASURE DATA IDEAS Learn

    faster Build faster Measure faster Minimize the total time through the loop
  31. Experiment & Learn Background What are you trying to achieve?

    => 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
  32. Steve Blank, Author & Entrepreneur "I’m pretty proud to say

    we started it, but for gosh sake we didn’t finish it,” "This is just the beginning of what much smarter people who come after us are going to do."
  33. Resources Ricardo Semler TED Talk: https://www.ted.com/talks/ricardo_semler_radical_wisdom_for_a_company_a_school_a_life? language=en#t-777857 Gary Hamel on

    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/
  34. This Presentation was assembled using the Mojito Method! The Mojito

    Method is about copying other people's good ideas and mixing them into something that is even more amazing. - Jurgen Appelo
  35. Credits https://media2.giga.de/2015/01/Friday-the-13th-5076e453d80e1.jpg https://i2.wp.com/blogs.perficient.com/oracle/files/2015/04/Screen-Shot-2015-04-22-at-1-35-03- AM.png https://www.aei.org/publication/charts-of-the-day-creative-destruction-in-the-sp500-index/ http://static.guim.co.uk/sys-images/Media/Pix/pictures/2013/8/22/1377178182517/Larry- Page-008.jpg https://twitter.com/aarondignan http://pioneers.io/wp-content/uploads/2013/06/Alex-Osterwalder.jpg https://assets.entrepreneur.com/blog/h1/era_lean_startup_steve_blank.jpg

    https://media.licdn.com/mpr/mpr/shrinknp_200_200/p/4/000/178/1b3/010fbb1.jpg http://www.peterjthomson.com/wp-content/uploads/2013/11/Old-Value-Proposition-Canvas.jpg http://www.pollenizer.com/wp-content/uploads/2014/04/customer-devleopment-squiggle.jpg http://s3.amazonaws.com/hnb/book_108_small.png http://de.slideshare.net/sblank/lecture-1-business-model-customer-development