Innovare a 360° oggi è davvero essenziale. L’innovazione deve essere di prodotto, di processo e di strategia. Il business Model, quindi, è bene che venga continuamente modificato per permettere all’azienda di aderire al contesto in cui questa opera. Sviluppare un prodotto che centri le aspettative del cliente sotto tutti i punti di vista è sicuramente un vantaggio: l’innovazione deve essere quanto più possibile trasversale e integrata nei processi dell’azienda per poter essere la base su cui formulare un business plan condiviso.
In the 1950’s, Haloid Corporation thought it had a winning product. Through some clever engineering, it had created new technology that was leaps and bound better than anything that had come before it. The only problem was that nobody wanted to buy it.
Isolated innovations are unlikely to make a significant impact on performance unless there is a commensurate change in how the enterprise operates. A new product, target market or revenue stream may move the needle slightly, but rarely more. To create meaningful change, we need to transform the business model. Here’s what you need to know
1. Stop Planning And Start Preparing
We need to put less effort into being “right” and more into becoming less wrong over time.
And that means we need to stop planning and start preparing. While planning allows us to make decisions early, it is through preparing—by deepening and expanding capabilities—that we develop the ability to make decisions as late as possible and adapt to change in real time.
2. Think About How You Create, Deliver And Capture Value
The ugly truth is that business models no longer last and you need to be constantly innovating yours.
(…) you need to be constantly reevaluating how you do things and asking hard questions.
How can we create new value? Can we deliver that value in a different way? Is there a way we can capture value more effectively? It is through continually innovating the various components of the enterprise and coming up with new combinations that value will be unleashed.
3. Produce a Minimally Viable Product Along With Business Model Canvas
(….) business model canvas, which clearly lays out which assumptions you have to test (even before you build a product). It’s not designed to predict performance as a business plan does, but helps you work through the logic of how you’re going to make money. In the final analysis, that’s what really matters.
4. Scale Smart
It’s easy to put out an employee handbook with a set of rules for employees to follow. What’s much harder is to communicate the logic of your business model and let your team decide how best to pursue objectives. Yet to succeed in today’s fast changing business world, not to mention operate in diverse market conditions, that’s what you need to do.
5. Prepare To Fail
(….) It’s not a search for some timeless holy grail, but a constant pursuit for how you can best create, deliver and capture value. Even the best models will eventually fail. So it’s never too early to begin experimenting with a new one.
FORBES Jan 2014, Greg Satell