Giorgio Merli IBM Management Consulting Leader

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

2 Cosa rende speciale un'azienda?
L'innovazione

3 L’innovazione “che conta”
Innovazione di Prodotto Innovazione 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 nell’ecosistema di business

4 L'innovazione nel prodotto-servizio
(la "Value Proposition")

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

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

7 Business volumes Strategy
Lo spectrum competitivo (le 3 aree di riferimento) Product-Service mix Commodity Product Value Product Spectrum Competitivo 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) 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) 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)

8 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 dell’utilizzo 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 L’importanza del Servizio
Il Servizio costituisce il fattore differenziante/competitivo per il business nell’area “commodities” Il Servizio è la dimensione/leva fondamentale del business nell’area “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 Il “tandem” della competitività:
Innovation&Servitisation

11 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.” Let’s set the context. Gallouj, F. (2002). Innovation in the Service Economy: The New Wealth of Nations. Cheltenham UK: Edward Elgar. Gallouj is an economist who studies innovation, and service innovation in particular. Also interesting is this from the NAE: “Services account for more than 80 percent of the U.S. gross domestic product, employ a large and growing share of the science and engineering workforce, and are the primary users of information technology. … the academic research enterprise has not focused on or been organized to meet the needs of service businesses. Major challenges … include: (1) the adaptation and application of systems and industrial engineering concepts, methodologies, and quality-control processes to service functions and businesses; (2) the integration of technological research and social science, management, and policy research; and the (3) the education and training of engineering and science graduates prepared to deal with management, policy, and social issues.” National Academy of Engineering (2003). "The Impact of Academic Research on Industrial Performance"

12 ‘Servitisation’ ‘Servitisation’ ‘Productisation’
Service ‘Productisation’ Good Sink Computer IT Services Home Security Light Live Music ‘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”' Taking any given instance as an example, almost everything will be plotted somewhere along a continuum from good to service, and many complex things will have aspects of both.

13 Product-centric is typically first type of service offered
Leaders are selecting their new business models with “more” service offered to the market Product-centric is typically first type of service offered Service Business Models 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 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 Source: “Operationalizing Your Services Strategy”, IBM Institute for Business Value, Spring 2003

14 Service Science Management and Engineering (SSME)
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

15 Innovazione nella value proposition
Innovazione nel Prodotto o Servizio o… Innovazione nel Mix Prodotto-Servizio o addirittura… Conversione del Prodotto in Servizio Innovare la value proposition può semplicemente significare migliorare la propria offerta di prodotti/servizi aumentandone la gamma (ad esempio verso le SUV o le city car) e/o il livello innovativo del contenuto (tecnologico o creativo)(ad esempio il wireless e/o l’embedded softwarenell’auto o il “pay as you drive” nelle asssicurazioni) Oppure può significare modificare il mix del prodotto/servizio offerto. Esempi automotive: vendere flotte d’auto/truck e/o sistemi per la gestione di flotte. Oppure passare decisamente all’offerta di un servizio a riguardo. Esempio: Alenia vende ora ad Aviazione Militare Greca il servizio di fornitura e gestione del parco aerei, dove il cliente paga solo un affitto mensile. Esempio automotive: vendere servizio di trasporto attraverso flotte gestite di truck o auto.

16 L'innovazione nel modello di Business
(catena del valore/configurazione d'impresa)

17 Innovazione nel Modello di Business
Innovazione della posizione/ruolo all’interno della Catena del Valore Innovazione della catena del valore Innovazione nelle attività per nuove value propositions (Servitisation….) Innovazione nella struttura di business dell’azienda/capacità di continua riconfigurazione organizzativa Innovare il proprio ruolo/posizione nella value chain può ad esempio voler dire concentrarsi sui segmenti della catena del valore sui cui si ha maggior capacità competitiva/distintiva (ad esempio l’engineering o il manufacturing) e/o su quelli più importanti per il governo totale della stessa (ad esempio la commercializzazione/dealership, vicina ai clienti, o il concept/design di prodotto se si ha un brand forte). Oppure modificare la propria supply chain, magari su misura per ogni prodotto/servizio, per perseguire la massima efficacia ed efficienza operativa (ad esempio la supply chian generata per il nuovo SUV Fiat con componentistica Power train, pianale con Suzuki/GM, produzione in Ungheria) Oppure approcciare drasticamente la strategia organizzativa creando/riconfigurando la propria organizzazione “per componenti di business”, per poi gestirla operativamente in modo dinamico ..riconfigurandola continuamente anche in termini di sourcing (outsourcing, insourcing, co-sourcing, off-shoring, ecc…)

18 Tre possibilità per l’innovazione del modello di business
In quale business voglio operare? Business Model Innovation Alcune scelte di base Innovazione nel modello di Industry Innovazione nel modello di Revenues Innovazione nel modello di Impresa Innovare la catena del valore di industry: entrare in nuove industry ridefinire l’attuale creare nuove catene del valore Innovare il modo in cui I ricavi vengono generati: nuove value propositions nuovi modelli di pricing Cambiare il ruolo nella catena del valore: maggiore specializzazione o maggiore integrazione verticale trasformazione del network fornitori-clienti-partners-concorrenti 5

19 Business Model Innovation
Within each path, organizations adopt a set of levers to innovate their business model What business am I in? Business Model Innovation ‘making fundamental choices’ 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 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 Enterprise model Innovation INTEGRATION Zara’s 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&G’s innovative R&D collaboration model “connect & develop”, sourcing over 50% of ideas externally

20 Illustrative CPG Client
Innovazione nell’approccio alla configurazione del business model: Component Business Modeling 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 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 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 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. Consumer Relationship Customer Relationship Manufacturing Supply Chain & Distribution Business Administration 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 Strategy Tactics Execution Illustrative CPG Client

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

22 Le domande dei CEO sul loro modello di Business: Quali sono le nostre competenze distintive? Quali processi dobbiamo gestire direttamente? Azienda Tipo 5-10% 100% Focalizzazione del Management sulle attività “core”, differenzianti verso i competitors Allineamento di risorse e “working capital” alle priorità strategiche Competenze Differenzianti=> Efficacia EBITDA 13-28% Differentiated Business Processes and Components 32-47% Critical Yet Non-Differentiated Business Processes and Components Outsourcing di alcune attività a partners “best-of-breed” che garantiscano maggiore efficienza e eccellenza operativa Le attività vengono gestite dai partners; l’azienda 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 Valore % sul fatturato 23-27% CEOs were candid about the need to search out new sources for competitive differentiation, even if that means re-examining existing business models. For some companies, that means distinguishing the differentiating capabilities from non-core capabilities and finding more efficient ways of handling the non-core capabilities. They may find that by outsourcing the non-core capabilities, they can free up scarce resources to invest in the things that spur innovation and create market differentiation. Product or service building blocks 0% Source: IBM Institute for Business Value based on McKinsey analysis

23 Redesigning the business model for a flexible operational management
Consumer Relationship Customer Relationship Manufacturing Inventory and Distribution Business Administration 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 Direct Control 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 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 Marketing Development and Effectiveness Matching Supply and Demand Account Management Value-Added Services Product Development Partner Develop alliances to meet critical business req’ments Execute

24 L’evoluzione delle configurazioni aziendali
Le aziende si stanno focalizzando internamente su componenti strategici facendo leva su più componenti esterni L’evoluzione delle configurazioni aziendali Support Strategic Internal Specialization Internal Specialization Support Strategic Utility Partner Utility Partner External Specialization External Specialization “As specialization takes hold across the marketplace, the composition of firms will begin to change. Many of the non-differentiating activities now conducted internally will be handed over to external specialists. As a result, the proportion of support components will tend to diminish as those functions are shifted to utility components. Activities will also tend to migrate from differentiating partnerships toward looser, commodity service arrangements as the capabilities of utility specialists mature.” (Specialized Enterprise, Executive Brief p.20) “This shift in business priorities is primarily related to the increasing importance of absolute advantage. In the world of the specialized enterprise, firms must evaluate component performance to determine where their advantage lies – where the greatest value (quality versus cost) is achieved. Declining transaction costs not only allow firms to externalize components that are not contributing directly to their absolute advantage; they practically demand it. The alternative is to compete against rivals happy to leverage the absolute advantage of external specialists. Coase’s work suggests that a firm should only perform a function internally if it cannot be handled more cheaply by the market.” (Specialized Enterprise, Executive Brief p.17) “This new dynamic can create tension for executives unaccustomed to the notion of ceding control of the elements that define their products. But in the age of external specialization, value will accrue to the provider with absolute advantage – regardless of where that provider resides. In other words, developing a capability in-house confers no differentiation if an outside specialist can provide the same capability more effectively or efficiently.” (Specialized Enterprise, Executive Brief p.15) Non-Differentiating Differentiating Non-Differentiating Differentiating Situazione iniziale Impresa “Specializzata”

25 CBM azienda Fashion (esempio)

26 Attraverso l’empowerment tecnologico dei processi
Innovazione nei processi di Business Attraverso la re-ingegnerizzazione dei processi chiave o… Attraverso l’empowerment tecnologico dei processi Innovare attraverso il re-engineering di qualche key business process può ad esempio significare il rivedere completamente i processi di manufacturing verso logiche di Lean Manufacturing, quelli di design ed engineering verso logiche di Simultaneous Engineering/Cooperative Design, ecc… Innovare attraverso l’empowerment tecnologico può ad esempio significare realizzare processi di Virtual Product Design (vedi allegato), ottenendo così anche del Simoultaneous Engineering, o processi di Quality Early Warning (vedi allegato) Innovare i Processi di management può invece significare l’introduzione di Processi di Management ti tipo più imprenditoriale/reattivo, più orientati alle gastione che al controllo, ai processi più che alle gerrachie funzionali, alle priorità continuamente in cambiamento più che ai piani o ai budget. Esempi di innovazione in tal senso sono il Management by Process, i programmi “Six Sigma”, il Management by Priority, il Breakthrough Management.

27 Management Processes Re-engineering
Gestione del cambiamento HR Management

28 Innovazione nella gestione del capitale umano
Gestione dei talenti e della conoscenza Mobilità e Flessibilita’ (mobile working) SSCBPO/BTO delle attività HR Innovazione Continua e sviluppo/gestione della creatività Innovare attraverso il re-engineering di qualche key business process può ad esempio significare il rivedere completamente i processi di manufacturing verso logiche di Lean Manufacturing, quelli di design ed engineering verso logiche di Simultaneous Engineering/Cooperative Design, ecc… Innovare attraverso l’empowerment tecnologico può ad esempio significare realizzare processi di Virtual Product Design (vedi allegato), ottenendo così anche del Simoultaneous Engineering, o processi di Quality Early Warning (vedi allegato) Innovare i Processi di management può invece significare l’introduzione di Processi di Management ti tipo più imprenditoriale/reattivo, più orientati alle gastione che al controllo, ai processi più che alle gerrachie funzionali, alle priorità continuamente in cambiamento più che ai piani o ai budget. Esempi di innovazione in tal senso sono il Management by Process, i programmi “Six Sigma”, il Management by Priority, il Breakthrough Management.

29 L'innovazione nell'infrastruttura IT

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

31 How will innovation matter for you? And how can we help?
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? This whole idea of innovation is nothing new for IBM. Or for IBM clients. We have always been an enterprise-focused innovation company. Through decade after decade, IBMers have explored the frontiers of the possible — and have brought those discoveries to profitable and beneficial life in business, government, education and society at large. IBMers call this “innovation that matters.” Our clients call us their innovation partner. And between us, we’d like to continue this conversation, to determine whatever we can to help your company innovate, to apply all these capabilities and possibilities in ways that further your company’s differentiation in the market. There’s never been a better time to do this work, now that all of these tools, technologies and models have come of age. How will innovation matter for you? And how can we help?