FACILITARE L INNOVAZIONE

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1 FACILITARE L INNOVAZIONE

2 TRAINING OPEN-INNOVATION BUSINESS DESIGN LEGO SERIOUS PLAY

3 DISCLAIMER! il presente documento è stato realizzato da Daniele Radici e la proprietà intellettuale del medesimo è di Daniele Radici! i brand "Innovation-LAB" e daniele.radici sono utilizzati esclusivamente da Daniele Radici e ogni loro riproduzione è vietata! le informazioni in esso contenute hanno valore solo con il commento dell autore! l utilizzo, riproduzione e la divulgazione di questo materiale sono consentiti solo con il consenso scritto di Daniele Radici

4 PER NOI INNOVARE SIGNIFICA FAR SÌ CHE LE COSE SUCCEDANO, FACENDOLE IN MODO NUOVO MANIFESTO LA TECNOLOGIA È SOLO UN FATTORE ABILITANTE, LE MIGLIORI INNOVAZIONI IMPATTANO CONCRETAMENTE SU COME SI GENERA NUOVO VALORE PER L AZIENDA E PER I PROPRI CLIENTI

5 INNOVARE NON SIGNIFICA METTERE PIÙ TECNOLOGIA

6 #TypicalPitfalls PUSH! Le aziende (gli ingegneri) che spingono la tecnologia sul mercato sono ottimi stimoli per trovare ottimi esempi!

7 a smart fridge with an integrated computer to offers recipes! [SAMSUNG, 2015]

8 a smart fridge with an integrated computer to offers recipes! [Honeywell, 1969]

9 [Honeywell, 1969] [Winnipeg, 1977] [V-sync, 1998] [LG, 2012] [SAMSUNG, 2015]

10 [Honeywell, 1969] [Winnipeg, 1977] [V-sync, 1998] [LG, 2012] [SAMSUNG, 2015]

16 innovation, noun in no va tion / i-nə- vā-shən the action of innovating: make changes in something established, especially by introducing new methods, ideas, or products [Oxford Dictionaries]

INNOVAZIONE NON È SOLO TECNOLOGIA, NON È SOLO PRODOTTO!

20 Network Connections with others to create value Process Signature or superior methods for doing your work Offering System Complimentary products and services Channels How your offerings are delivered to customers/users Customer Engagement Distinctive interactions you foster Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement Profit model the way in which you make money Company Structure alignment of your talents and assets Core offering Distinguishing features and functionality Additional services Support and enhancements that surround offering Brand Representation of your offerings and business [Board of Innovation, 2018 Based on Doblin Group, Inno 2015 ]

21 Configuration Offering Experience Profit model Network Company Structure Process Product performance Product system Service Channel Brand Customer Engagement Volume of innovation efforts Last 10 years [Board of Innovation, 2018 Based on Doblin Group, Inno 2015 ]

22 [Board of Innovation, 2018 Based on Doblin Group, Inno 2015 ]

Network Connections with others to create value Process Signature or superior methods for doing your work Offering System Complimentary products and services Channels How your offerings are delivered

23 Network Connections with others to create value Process Signature or superior methods for doing your work Offering System Complimentary products and services Channels How your offerings are delivered to customers/users Customer Engagement Distinctive interactions you foster Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement Profit model the way in which you make money Company Structure alignment of your talents and assets Core offering Distinguishing features and functionality Additional services Support and enhancements that surround offering Brand Representation of your offerings and business [Innovation LAB, 2018]

25 BUSINESS MODEL DESIGN & BUSINESS MODEL INNOVATION Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement BUSINESS MODEL CANVAS Client: Author: Project name: Data: BMC Rev.: trova il mio manuale su slideshare.net e scopri di più sul sito innovation-lab.it KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS CUSTOMER SEGMENTS KEY RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS DESIGNED BY: Business Model Foundry AG! The makers of Business Model Generation and Strategyzer" This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. // Icons used come from The Noun Project website: thenounproject.com To view a copy of this license, visit or mail to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

26 PRODUCT DESIGN & INNOVATION Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement PRODUCT DESIGN CANVAS PRODUCT NAME & PAYOFF Client: Project name: Author: Data & Rev: PRODUCT VISION COMPANY BENEFITS & VALUES TARGET S NEEDS TARGET MVP / PROTOTYPE ACTION PLAN PRODUCT FEATURES & U.S.P. DESIGNED BY: Daniele Radici // This work is licensed under the Creative Commons Licence Attribution-ShareAlike 4.0 International (CC BY-SA 4.0) - To view a copy of this license, visit: You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material.

27 MARKETING OVERVIEW Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement MARKETING FRAME CANVAS Product / Service Campaign: Data & Rev.: Author(s): OUTSIDE THE FIRM TONE OF VOICE CHANNELS PERSONAS PARTNERS / SUPPLIERS EXTERNAL TASKS Customer Segment Value Proposition Customer Segment Value Proposition RESOURCES INSIDE THE FIRM INTERNAL TASKS Customer Segment Value Proposition Customer Segment Value Proposition Customer Segment Value Proposition DESIGNED BY: Fabio Donadoni // This work is licensed under the Creative Commons Licence Attribution-ShareAlike 4.0 International (CC BY-SA 4.0) To view a copy of this license, visit: You can copy and redistribute the material in any medium or format but: you must give appropriate credit, provide a link to the license, and indicate if changes were made. If you remix, transform, or build upon the material, you may not distribute the modified material.

28 CUSTOMER JOURNEY MAPPING Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement $"3&.(, *.!+ $#)!"3+-/5"#-(+,/3.&&'(1 $"3&8+!+/*+)$-'&!'"(/"9/!%+/)+-:'$+/$"3&"(+(!) '*+(!'!, +3"!'"(.8/)!.!#) $"(!+7! $#)!"3+-4)/5"6!'3+8'(+/"9/ 5"#-(+,/)!.1+)!"#$%&"'(!) $"3&.(,/.$!'"() &+-)"(./)0+!$% '()'1%!)/2/"&&"-!#('!'+)

29 LEAN & AGILE TOOLS FOR PROJECT MANAGEMENT Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Network Company Structure Process Core offering & performance Offering system Additional Services Channel Brand Customer Engagement

30 EVENT STORMING & PROCESS (RE)DESIGN Configuration of Company Offering to Market How Market Perceives Company and Offering Profit model Company Core offering Offering Additional Network Process Channel Brand Structure & performance system Services Customer Engagement

32 innovation, noun in no va tion / i-nə- vā-shən the action of innovating: make changes in something established, especially by introducing new methods, ideas, or products [Oxford Dictionaries]

33 innovation, noun in no va tion / i-nə- vā-shən the action of innovating: make changes in something established, especially by introducing new methods, ideas, or products [Oxford Dictionaries]

35 Contenuto Engagement Qualità del Cambiamento Q CH = T r K x E x 1/n r Intervallo di Retrospettiva Numero di Retrospettive [Daniele Radici, 2018] Daniele Radici Innovation-LAB - tutti i diritti riservati

GRAZIE DANIELE RADICI daniele@danieleradici.com +39.349.

41 GRAZIE DANIELE RADICI Via Masone, Bergamo

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