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Giorgio Merli IBM Management Consulting Leader Presidente Area Consulenza di Confindustria SIT.

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LE LEVE DELLINNOVAZIONE Vasco Borghi IBM Italia. © 2007 IBM Corporation.

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Presentazione sul tema: "Giorgio Merli IBM Management Consulting Leader Presidente Area Consulenza di Confindustria SIT."— Transcript della presentazione:

1 Giorgio Merli IBM Management Consulting Leader Presidente Area Consulenza di Confindustria SIT

2 © 2007 IBM Corporation

3 Linnovazione che conta Innovazione di ProdottoInnovazione di Servizio Innovazione del modello di Business Innovazione nei processi di Business Innovazione nei processi di management e nella cultura aziendale Innovazione nella Tecnologia&ICT Innovazione nellecosistema di business

4 © 2007 IBM Corporation

5 I nuovi drivers del mercato La polarizzazione delle richieste Limportanza del servizio Nel contesto tempo (time to market, to order, to reaction, to threat, to opportunity, to innovation, ecc...)

6 © 2007 IBM Corporation Polarizzazione del mercato consumer Competitive Spectrum Bell Curves Well Curves MassTargeted Gli specialisti di settore devono possedere value proposition specifiche e ben mirate per crescere in un mondo di estremi I grandi player di mercato stanno velocemente conquistando una posizione dominante, fornendo prodotti accettabili a prezzi molto bassi I consumatori cercano di massimizzare il proprio potere dacquisto per beni generici a basso impatto emotivo Gli specialisti dindustria creano nicchie di mercato ad alto sviluppo ed alto reddito, fornendo valore specifico a gruppi target di consumatori I consumatori cercano di massimizzare il personal value nellacquisto di beni ad alto valore emotivo Crescita e valore percepito La polarizzazione del mercato

7 © 2007 IBM Corporation Commodity Product Spectrum Competitivo Product-Service mix Value Product Business volumes Strategy Il business dei prodotti medi (ad alto volume) sta richiedendo value proposition di mix prodotto-servizio, in cui il servizio conta sempre di più. Innovare significa saper predisporre nuovi package di prodotto-servizio progettando prodotti service-oriented (full life cycle cost) Economy of scale Strategy I nuovi leader di mercato stanno velocemente conquistando una posizione dominante, fornendo prodotti accettabili a prezzi molto bassi. Innovare significa progettare prodotti e/o modalità meno costose, comprese differenti locations (design to cost) Margins Strategy I nuovi leader di mercato stanno sviluppando (e/o): - prodotti sempre più innovativi - nicchie sempre più profonde (articolazione dei target) - maggiori capacità di customization - luxury brands Innovare significa progettare prodotti e/o modalità a maggior valore percepito (design to value) Lo spectrum competitivo (le 3 aree di riferimento)

8 © 2007 IBM Corporation Vendere il prodotto attraverso il servizio Alcuni esempi già esistenti: Proporre e vendere auto come flotte gestite (fleet management) Proporre Hardware/Computer come flotte gestite o a consumo (pay per use) Proporre Software/applicativi a consumo (on demand) Proporre il prodotto polizza di assicurazione a consumo (pay as you drive) Proporre il prodotto per il supermercato (CPG) come scaffale gestito dal fornitore (eventualmente anche con etichetta personalizzata=private labeling) Proporre un aereo civile (ma anche militare!) attraverso costo per ora di volo (pay as you fly) Proporre una macchina movimento terra (o macchina utensile?) a ore di utilizzo (pay as you work) Proporre il servizio di manufacturing invece della fornitura di impianti/macchine produttive (pay as you need) Proporre una centrale elettrica come KWH erogati (in funzione dellutilizzo reale nel tempo) anziché una centrale più un contratto di manutenzione Proporre il servizio di potersi creare il prodotto personalizzato (pro-sumership) ……….Vendere il prodotto come esperienza (fashion, luxury…)

9 © 2007 IBM Corporation Limportanza del Servizio Il Servizio costituisce il fattore differenziante/competitivo per il business nellarea commodities Il Servizio è la dimensione/leva fondamentale del business nellarea prodotto-servizio Il Servizio è connaturato con la value proposition e può essere il fattore differenziante nell area value product (+ il valore dell esperienza)

10 © 2007 IBM Corporation Il tandem della competitività: Innovation&Servitisation

11 © 2007 IBM Corporation Innovation and Services … modern economies are both service economies and economies of innovation. Paradoxically, they are not regarded as economies of innovation in services... It is as if service and innovation were two parallel universes that coexist in blissful ignorance of each other.

12 © 2007 IBM Corporation Servitisation Servitisation – moving on the continuum from good to service Shift of companies from Pure Product towards delivering Services with Product as platform or Pure Services' Good Service Sink Home Security Light Live Music Computer IT Services Servitisation Productisation

13 © 2007 IBM Corporation Leaders are selecting their new business models with more service offered to the market Service Business Models Product-centric is typically first type of service offered Source: Operationalizing Your Services Strategy, IBM Institute for Business Value, Spring 2003 Product- Centric Professional Services Outsourcing/ Alliances Information Services Financial Services Service Value Proposition After sales support Warranty services Maintenance Offerings Problem solving expertise Functional or technology specializations Lower salary and/or infrastructure cost Increased flexibility Reduced headcount Information based services for: Maintenance Inventory Mgmt Supply Chain Trading Financing for product purchases May include other financial services such as insurance, checking, loans, etc. Operating Model Integrated product/ services delivery No separate services organization Traditional leveraged engagement model Separate services organization New channels Headcount transfer of client Technology transfer or updating Separate organization New channels Remote monitoring devices Networked products Separate financial services organization May pursue customers beyond product segment Data integration needed Financials & Metrics Bundled with products Yearly fixed price or variable contracts Fixed fee contracts Time and materials contracts Multi-year, fixed contracts Tiered, value-based pricing License fees Recurring, fee and asset-based revenue Tied to interest rates

14 © 2007 IBM Corporation A multidisciplinary application of science, management, and engineering disciplines to services is necessary –Science is a way to create knowledge through tools and methods studying Services –Engineering is a way to apply knowledge produced by science outputs and create new value –Management improves the process of creating and capturing value SSME encompasses the study of the evolution and design of service systems, the measurement and understanding of service productivity, quality, compliance, and sustainability, and service innovation SSME is an academic curriculum and research area focused on service systems including the relationships between customers and suppliers in which they exchange value Service Science Management and Engineering (SSME)

15 © 2007 IBM Corporation Innovazione nel Prodotto o Servizio o… Innovazione nel Mix Prodotto-Servizio o addirittura… Conversione del Prodotto in Servizio

16 © 2007 IBM Corporation

17 Innovazione della posizione/ruolo allinterno della Catena del Valore Innovazione della catena del valore Innovazione nelle attività per nuove value propositions (Servitisation….) Innovazione nella struttura di business dellazienda/capacità di continua riconfigurazione organizzativa Innovazione nel Modello di Business

18 © 2007 IBM Corporation Business Model Innovation Innovazione nel modello di Industry Innovare la catena del valore di industry: entrare in nuove industry ridefinire lattuale creare nuove catene del valore Innovazione nel modello di Impresa Cambiare il ruolo nella catena del valore: maggiore specializzazione o maggiore integrazione verticale trasformazione del network fornitori-clienti- partners-concorrenti Innovazione nel modello di Revenues Innovare il modo in cui I ricavi vengono generati: nuove value propositions nuovi modelli di pricing In quale business voglio operare? Alcune scelte di base Tre possibilità per linnovazione del modello di business

19 © 2007 IBM Corporation Business Model Innovation Enterprise model Innovation What business am I in? making fundamental choices Within each path, organizations adopt a set of levers to innovate their business model Revenue model Innovation Gillette innovated the pricing model by giving away razors and making money on the blades Netflix shifted the revenue model from product / rental based to a subscription based annuity model PRICING / REVENUE MODEL VALUE PROPOSITION Cirque du Soleil reconfigured offering and value elements to transform the circus experience Industry model Innovation INDUSTRY TRANSFORMATION Moving from one value chain to another, leveraging its brand across industries including airline, media and telecoms HORIZONTAL MOVES Apple transformed the music industry through a new way of connecting hardware with software to download music with iPods/iTunes product & service combination Dell redefined the PC value chain and industry model by using a direct to customer sales model INTEGRATION Zaras Fast Fashion model is supported by a highly integrated business model along its value chain SPECIALIZATION Bharti created a highly specialized Telco business model by focusing only on its key differentiators – marketing, sales and distribution – and partnering for everything else EXTERNAL COLLABORATION P&Gs innovative R&D collaboration model connect & develop, sourcing over 50% of ideas externally

20 © 2007 IBM Corporation Category/Brand Strategy Brand P&L Management Matching Supply and Demand Marketing Development & Effectiveness Product Ideation Marketing Execution Product Directory Category/Brand Planning Assessing Customer Satisfaction Customer Insights Account Management Value-Added Services Customer Account Servicing Retail Marketing Execution Customer Directory Manufacturing Strategy Supplier Relationship Management Production and Materials Planning Manufacturing Oversight Supplier Control Make Products Plant Inventory Management Manufacturing Procurement Assemble/Pkg. Products Distribution Oversight Distribution Center Operations Transportation Resources En route Inventory Management In-bound Logistics Corporate Strategy Alliance Management Line of Business Planning Business Performance Management External Market Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Management Facilities and Equipment Management IT Systems and Operations HR Administration Customer Relationship Strategy Customer Relationship Planning Supply Chain Strategy Supply Chain Planning Out-bound Logistics Accounting and GL Indirect Procurement Corporate Planning Concept/Product Testing Product Development Product Management Consumer Service In-store Inventory Mgmt Il CBM può essere utilizzato per identificare quali componenti sono strategiche per il business e quali possono facilitare le relazioni tra i partner Category/Brand Strategy Brand P&L Management Matching Supply and Demand Marketing Development & Effectiveness Product Ideation Marketing Execution Product Directory Category/Brand Planning Assessing Customer Satisfaction Customer Insights Account Management Value-Added Services Customer Account Servicing Retail Marketing Execution Customer Directory Manufacturing Strategy Supplier Relationship Management Production and Materials Planning Manufacturing Oversight Supplier Control Make Products Plant Inventory Management Manufacturing Procurement Assemble/Pkg. Products Distribution Oversight Distribution Center Operations Transportation Resources En route Inventory Management In-bound Logistics Corporate Strategy Alliance Management Line of Business Planning Business Performance Management External Market Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Management Facilities and Equipment Management IT Systems and Operations HR Administration Customer Relationship Strategy Customer Relationship Planning Supply Chain Strategy Supply Chain Planning Out-bound Logistics Accounting and GL Indirect Procurement Corporate Planning Concept/Product Testing Product Development Product Management Consumer Service In-store Inventory Mgmt Strategic differentiation Strategic View Competitive parity Basic Category/Brand Strategy Brand P&L Management Matching Supply and Demand Marketing Development & Effectiveness Product Ideation Marketing Execution Product Directory Category/Brand Planning Assessing Customer Satisfaction Customer Insights Account Management Value-Added Services Customer Account Servicing Retail Marketing Execution Customer Directory Manufacturing Strategy Supplier Relationship Management Production and Materials Planning Manufacturing Oversight Supplier Control Make Products Plant Inventory Management Manufacturing Procurement Assemble/Pkg. Products Distribution Oversight Distribution Center Operations Transportation Resources En route Inventory Management In-bound Logistics Corporate Strategy Alliance Management Line of Business Planning Business Performance Management External Market Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Management Facilities and Equipment Management IT Systems and Operations HR Administration Customer Relationship Strategy Customer Relationship Planning Supply Chain Strategy Supply Chain Planning Out-bound Logistics Accounting and GL Indirect Procurement Corporate Planning Concept/Product Testing Product Development Product Management Consumer Service In-store Inventory Mgmt High Capital Area High Cost & Capital Area Financial View High Cost Area Il CBM può essere utilizzato per identificare aree ad alto costo o immobilizzo di capitale. I costi possono essere attribuiti alle singole attività (Activity Based Costing), i ricavi possono essere solo stimati. Category/Brand Strategy Brand P&L Management Matching Supply and Demand Marketing Development & Effectiveness Product Ideation Marketing Execution Product Directory Category/Brand Planning Assessing Customer Satisfaction Customer Insights Account Management Value-Added Services Customer Account Servicing Retail Marketing Execution Customer Directory Manufacturing Strategy Supplier Relationship Management Production and Materials Planning Manufacturing Oversight Supplier Control Make Products Plant Inventory Management Manufacturing Procurement Assemble/Pkg. Products Distribution Oversight Distribution Center Operations Transportation Resources En route Inventory Management In-bound Logistics Corporate Strategy Alliance Management Line of Business Planning Business Performance Management External Market Analysis Organization and Process Design Legal and Regulatory Compliance Treasury and Risk Management Facilities and Equipment Management IT Systems and Operations HR Administration Customer Relationship Strategy Customer Relationship Planning Supply Chain Strategy Supply Chain Planning Out-bound Logistics Accounting and GL Indirect Procurement Corporate Planning Concept/Product Testing Product Development Product Management Consumer Service In-store Inventory Mgmt Immediate Priority No Action Transformational View Medium Priority Il CBM può essere utilizzato per comprendere il legame tra le componenti al fine di creare un portafoglio di iniziative di trasformazione prioritizzate Innovazione nellapproccio alla configurazione del business model: Component Business Modeling Strategy Tactics Execution Illustrative CPG Client Consumer Relationship Customer Relationship Manufacturing Supply Chain & Distribution Business Administration

21 © 2007 IBM Corporation Possibili azioni sui componenti di Business selezionati Differenziazione Strategica Alta Bassa INTERNALIZZAZIONE ESTERNALIZZAZIONE Ottimizzazione Differenziazione Uso Outsourcing Gestione interna per rispondere alle esigenze di business Enfasi e gestione interna per guadagnare vantaggi competitivi Utilizzo di fornitori che svolgano attività standardizzate a prezzo variabile/on demand Utilizzo di partners leader per attività tipiche di industry, ma non differenzianti Matrice Decisionale Specificità di industry AltaBassa

22 © 2007 IBM Corporation Differentiated Business Processes and Components Le domande dei CEO sul loro modello di Business: Quali sono le nostre competenze distintive? Quali processi dobbiamo gestire direttamente? Source: IBM Institute for Business Value based on McKinsey analysis 0% 100% Valore % sul fatturato 23-27% Product or service building blocks 32-47% Outsourcing di alcune attività a partners best-of- breed che garantiscano maggiore efficienza e eccellenza operativa Le attività vengono gestite dai partners; lazienda si concentra su definizione di obiettivi e SLAs Spese IT legate ai volumi di business con costi unitari decrescenti al crescere dei volumi Competenze non differenzianti=> Efficienza Critical Yet Non- Differentiated Business Processes and Components Focalizzazione del Management sulle attività core, differenzianti verso i competitors Allineamento di risorse e working capital alle priorità strategiche Competenze Differenzianti=> Efficacia 13-28% EBITDA 5-10% Azienda Tipo

23 © 2007 IBM Corporation Redesigning the business model for a flexible operational management Execute Control Direct Business Administration Inventory and Distribution Manufacturing Customer Relationship Consumer Relationship Category/Brand Strategy Product Ideation Category/Brand Planning Customer Insights Manufacturing Strategy Supplier Relationship Management Production/Materials Development & Planning Corporate Strategy Alliance Management Corporate Governance Customer Relationship Strategy Customer Relationship Planning Supply Chain Strategy Inventory Planning Corporate Planning Network & Asset Configuration Strategic Invest in and expand to gain advantage Marketing Development and Effectiveness Matching Supply and Demand Account Management Value-Added Services Product Development Partner Develop alliances to meet critical business reqments Brand P&L Management Marketing Execution Manufacturing Oversight Supplier Control Distribution Oversight Business Performance Management External Market Analysis Organization and Process Design Legal, Tax and Regulatory Compliance Treasury & Risk Mgmt Product Management Support Manage to meet the needs of strategic components Product Directory Assessing Customer Satisfaction Customer Account Servicing Retail Marketing Execution Customer Directory Product/Component Manufacturing Plant Inventory Management Manufacturing Procurement Assemble/Pkg. Products Distribution Center Operations Transportation Resources En route Inventory Management Inbound Trans- portation Facilities & Equip Mgmt IT Systems & Operations Resource Development Outbound Trans- portation Financial Accounting & Reporting Indirect Procurement Concept/Product Testing Consumer Service In-store Inventory Mgmt HR Administration Utility Use specialists to reduce costs and free up resources

24 © 2007 IBM Corporation Le aziende si stanno focalizzando internamente su componenti strategici facendo leva su più componenti esterni Situazione iniziale Impresa Specializzata Levoluzione delle configurazioni aziendali SupportStrategic UtilityPartner SupportStrategic UtilityPartner External Specialization Non-DifferentiatingDifferentiating Internal Specialization External Specialization Non-DifferentiatingDifferentiating Internal Specialization

25 © 2007 IBM Corporation CBM azienda Fashion (esempio)

26 © 2007 IBM Corporation Attraverso la re-ingegnerizzazione dei processi chiave o… Attraverso lempowerment tecnologico dei processi

27 © 2007 IBM Corporation Management Processes Re-engineering Gestione del cambiamento HR Management

28 © 2007 IBM Corporation Gestione dei talenti e della conoscenza Mobilità e Flessibilita (mobile working) SSC BPO/BTO delle attività HR Innovazione Continua e sviluppo/gestione della creatività

29 © 2007 IBM Corporation

30 Bank Shared Service Customer Bank 2 – Supplier Outsourced Il modello di Business flessibile richiede un IT flessibile SOA (S ervice Oriented Architecture ) Processi flessibili IT flessibile Business flessibile

31 © 2007 IBM Corporation Your products? Your services? Your financial strength? Your customer base? Your supply chain? Your management systems? Your business model? Your history? Your brand? Your expertise? How will innovation matter for you? And how can we help?


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