ADDITIONAL CLASS NOTES
Chapter 1
Osterwalder’s Business Model
1. Infrastructure
Core capabilities
Partner network
Value configuration: who does what?
o Negotiate
o Get customers
o Get investment
2. Offering
Value proposition
3. Market
Customer relationship
Distribution channel
Target customer
4. Finance
Cost structure
Revenue streams
BEHAVIOUR PATTERN
FEELINGS
CREATIVITY
BEHAVIOUR THOUGHTS
,ROWAN GIBSON’S 4 LENSES
1. Challenging orthodoxies
Questioning deeply held dogmas inside a company and inside an industry.
2. Harnessing trends
Spotting patterns of change which could substantially change the rules of the game.
3. Leveraging resources
Looking for ways to stretch or recombine competencies and strategic assets to
create new growth opportunities.
4. Understanding needs
Learning to live inside the customers skin, emphasising with unarticulated feelings
and identify unmet needs.
INNOVATION AS A FRIEND OR ENEMY
1. They devalue other skills.
2. Frustrated by the team
3. Self-esteem based on being smart-avoid vulnerable situation.
4. Get bored easily- curiosity limited to field of interest
5. View in-depth thinking and analysis as solution to every problem.
WEEK 1- RECAP
VUCA world context – new capabilities needed (WEF, IBM, PWC)
Innovation economy both stimulus and response.
Innovation requires creativity/imagination
Brain as friend or foe – decide
Ideas to value conversion
o Blind spots - Scotoma
o Business Model
Expectations
, CONTEXT - BUSINESS AS A VALUE LINKED SYSTEM
Schumpeter’s theory of Innovation as creative destruction
External environment: Political;, economic, socio- demographic, technological
and competitive forces at global, national and local levels.
RV RV
Chapter 1
Osterwalder’s Business Model
1. Infrastructure
Core capabilities
Partner network
Value configuration: who does what?
o Negotiate
o Get customers
o Get investment
2. Offering
Value proposition
3. Market
Customer relationship
Distribution channel
Target customer
4. Finance
Cost structure
Revenue streams
BEHAVIOUR PATTERN
FEELINGS
CREATIVITY
BEHAVIOUR THOUGHTS
,ROWAN GIBSON’S 4 LENSES
1. Challenging orthodoxies
Questioning deeply held dogmas inside a company and inside an industry.
2. Harnessing trends
Spotting patterns of change which could substantially change the rules of the game.
3. Leveraging resources
Looking for ways to stretch or recombine competencies and strategic assets to
create new growth opportunities.
4. Understanding needs
Learning to live inside the customers skin, emphasising with unarticulated feelings
and identify unmet needs.
INNOVATION AS A FRIEND OR ENEMY
1. They devalue other skills.
2. Frustrated by the team
3. Self-esteem based on being smart-avoid vulnerable situation.
4. Get bored easily- curiosity limited to field of interest
5. View in-depth thinking and analysis as solution to every problem.
WEEK 1- RECAP
VUCA world context – new capabilities needed (WEF, IBM, PWC)
Innovation economy both stimulus and response.
Innovation requires creativity/imagination
Brain as friend or foe – decide
Ideas to value conversion
o Blind spots - Scotoma
o Business Model
Expectations
, CONTEXT - BUSINESS AS A VALUE LINKED SYSTEM
Schumpeter’s theory of Innovation as creative destruction
External environment: Political;, economic, socio- demographic, technological
and competitive forces at global, national and local levels.
RV RV
