The Design of Business - Bolaji Fawole

Transcript

1. The Design of Business Bolaji Fawole
3. How we can design sustanaible and innovative businesses
4. Key Insights from Design Thinking Design Thinking Kinds of Innovation
5. Where do we employ design thinking? (Market Creating Innovation) Design Thinking is both an ideology and a process. It is concerned with solving complex problems in a highly user-centered and creative way.
6. Empathize Prototype Test Ideate Define Learn about users through testing Empathise to help define the problem Tests create new idea for the project Learn from prototypes to spark new ideas Tests reveal insights that refdefine the problem
7. Types of Innovation Market Creating innovation Sustaining Innovation Efficiency Innovation
8. What is a Business? A business is an organization or enterprising entity engaged in a commercial, industrial, or professional service for the primary aim of making profits.
9. All happy companies are different Two questions we need to ask; - What valuable company is nobody building? - What market is yet to be served?
10. Develop a shared vision "The basic question is, what vision do you aspire to.” Abraham Maslow Your vision is the fundamental reason for the organization's existence. All things may change, but this. - -
11. Mission A bold, compelling and audacious goal. Your mission should have a clear timeframe. Once achieved, a new one is set. - -
12. Types of Mission - Targeting - Common enemy - Role model - Internal transformation
13. Strategy (Sustaining Innovation) Strategy is simply the basic methodology you intend to apply to attain your company’s current mission.
14. The process Review and clarify the vision of the company Do an internal assessment of your company's capabilities Do an external assessment of the environment (markets, competitors and trends) - - -
15. Some Basic Principles The strategy must defend from your vision Leverage on your strengths and unique capabilities; do what you are good at. It should be realistic. Take into account internal and external constraints. The strategy should be developed with the participation of those who are going to be on the front line of execution. It must not be delivered as an instruction. - - - -
16. Innovation "All progress depends on the unreasonable man.” George Bernard Shaw. - There’s no shortage of good ideas. - Indeed, the biggest problem in building an innovative o oorganization is not stimulating creativity. The problem is how tto nurture the creativity that abounds all around us, and how to gget that creativity acted upon and turned into innovation.
17. Traits of Innovative Companies - Receptivity to ideas from everywhere (inside - and outside) - Be the customer - Experimentation and mistakes - Creative confidence across the board - Autonomy and decentralization
18. Idea pull Or Idea push
19. Operating Excellence (Effectiveness Innovation) Building a great company is analogous to creating a new route up a mountain. All elements discussed are by far necessary, however, there are other crucial elements.
20. Operating Excellence (Effectiveness Innovation) If you do not execute the small details like tying your knots right, paying attention to your hands and feet you might just end up dead. This is the same for companies.
21. Great strategy + Poor Execution = Death
22. Any Question of the day? Hit Me Thank You!