Archives par mot-clé : business model canva

FabLab Corporate, retour d’expérience (1 an après)

DB12E2B128

Il y a un an nous avons installé un FabLab au sein de notre organisation. Après 1 an d’utilisation il est temps de partager les principales leçons de l’installation d’un tel espace dans un corporate.

  1. Installation et mise en place

L’installation et la mise en place d’un tel espace n’est pas un gros challenge. Pour un budget relativement limité, une structure de bonne qualité peut être mise en place. [un autre article sur le sujet Creative workplace for a budget]. Nous avons mis en place un espace d’innovation plus qu’un FabLab pur et dur. L’option prise est d’avoir 2 espaces distincts mais complémentaires :

  • Un espace dit d’ « innovation » qui permet aux équipes de se retrouver dans un environnement différent favorisant l’innovation. Dans cet espace, les outils utilisés sont principalement des méthodes de créativité, le business model canva, du brainstorming, des ateliers de Design Thinking etc…
  • Un espace « maker » qui ressemble plus à un FabLab et équipé de matériel pouvant permettre de prototyper des concepts imaginés dans la partie « Innovation ».
  1. Motivation

Comment faire venir les personnes dans le Lab et comment les motiver à utiliser ces moyens qui sont forcément en rupture avec la culture d’entreprise ? Nous avons mis en place plusieurs actions pour embarquer les personnels dans cet outil.

  • La réalisation de démonstrateurs
    Nous avons réalisé quelques démonstrateurs pour démontrer tout l’intérêt de venir prototyper au Lab ou imaginer les services et produits de demain. Pour cela nous avons mis en place des projets et des réalisations utilisant l’impression 3D et le prototypage électronique (sur base d’ARDUINO).
  • L’identification de « Champions »
    Grâce à la communication interne réalisée sur le sujet, très rapidement des personnes sont venus spontanément utiliser l’outil. Parmi eux, des « champions » qui utilisent le Lab dans l’esprit et avec de bons résultats ont permis de mettre en avant de premiers projets et de communiquer sur des réalisations concrêtes.
  • La banalisation de l’utilisation de la partie « Innovation »
    Un travail interne auprès des managers et des chefs de proejt nous a permis très rapidement d’utiliser de manière intensive la partie « innovation ». toutes les séances de créativité, tous les workshop de brainstorming, toutes les actions contenant une notion d’innovation ont été relocalisées dans le Lab. Cela a permis à de nombreuses personnes d’appréhender le lieu et ses possibilités.
  1. Résultats

Après un an d’utilisation, les résultats du Lab sont très positifs. Nous avons réalisés de nombreux MVP pour nos projets d’innovation, de nombreux workshops d’innovation se sont tenus dans les locaux du Lab. Cela a également ouvert la voie à l’expérimentation du Design Thinking et du Service Design. Un certain changement dans les méthodes de développement et dans les projets est en cours, accordant plus de place à l’innovation et aux actions innovantes. A noter la très bonne prise en main par les équipes opérationnelles de deux outils spécifiquement développé pour une utilisation dans le Lab (même si cela n’est pas une obligation) :

  • Le One Hour Problem Solving qui est une méthode de résolution de problème en équipe, visuelle et collaborative qui permet d’adresser un problème en une heure avec un plan d’action concret en output.
  • Le ui a été largement déployé dans nos équipes et qui profite du Lab via un Canva XXL

 

 

(cet article n’engage que moi)

.

Reshaping Business Model canva facilitation with a card deck

carddeck2

For a couple of months now I am testing the Strategyzer Business Model Design Space card deck.

It is a nicely quality printed car deck to help you make the point on what is going on on your business environment to prepare your business model innovation. It helps to understand the forces that act on your model, uncover trends, weaknesses and opportunities for a new and innovative business model.

This is not a tool to facilitate the business model canva itself but more to make the business model generation more reliable and innovative.

The goal is to map out physically around your business model canva all the forces that act on it. Thus, visually you have a representation of those forces around your business. Just as it is in real life.

The deck itself

Nicely printed on quality paper, it is composed of 5 categories of cards.

cardeck8Each card is a set of questions that one should ask to the group. Each card has a title and a subtitle that allows understanding clearly the meaning and the aim of the card.

 

  1. The “how-to” cards
    Frankly speaking this is most of the time missing in the cards deck one can buy to facilitate workshop (see IDEO design cards). Those 6 cards explains you the goals of the workshop, how to implement it, the materials, the groupe, what outcome should be awaited and what are the possible next steps. Very valuable to start.cardeck3
  1. The “Industry force” family
    Those cards aim to describe what is going on regarding the industry (competitors, new entrants, substitute, stakeholders…cardeck4
  1. The “market force” family
    They address everything related to the market tectonic: issues, demand, segments, costs…

cardeck5

  1. The “Key trends” family
    Technology, regulations, society… are seen herecardeck6
  1. The “Macroeconomic” family
    Those cards will focus more precisely on global market conditions, capital, commodities and resources etc….cardeck7

For each family you have 4 cards on each topic with about 5 questions. Once you have answered all the questions you have a nice overview of the particular topic.

Reshaping the business model canva facilitation

I have used the deck to facilitate 3 pre-workshop so far, mainly for small businesses (as pro bono facilitator). Unfortunately I have no pics of our very funny, very productive WS.

The deck opened my eyes about Business Model canva facilitation. Before I was jumping right ahead into the canva itself, neglecting in a way the entire environment in which the business was done. Even if we were pretending to take it into account, we weren’t. The visual display of the environment that allows the deck helps a lot during the business model making process itself. And some errors can thus be avoided.

Now I use a new process for Business Model Innovation:
process V1

All those workshops can be actually performed sequentially the same day, even during the same workshop. However I think it is important to have them all. I am still wondering if Actual BM workshop should be after the Environment one (please leave a comment if you have a proposition), however, the steps are here.

Having those workshops at different times and locations is of a huge interest and I really advise to do so. It helps people to fully think, aggregate and compile the data and the results of each WS in the meantime. That’s key and provide a lot of value if you plan a 30min “back-to-previous-results” slot at the beginning of the subsequent WS.

As usual, if you plan a Business Model Innovation, be sure that you work in detail and with a lot of care on the composition of the group. This is somehow the most important preparation step.

Any comments? Please feel free to leave a comment below of to contact me: baptiste@innoweo.com / @BaptisteLeSueur

 

My secret recipe for Innovation

recipeI have a secret recipe for Innovation. And i am gone to share it with you. It doesn’t mean that applying this you will innovate for sure and succeed each time. No. This is actually the way I propose to run n innovation process in order to maximize the chance of a success. But what is success in that case? Creating value, for your customer and for you.

A two dimension approach

Most of the time people think that innovation is inventing something. That’s not true, or at least partially. Inventing is one part of innovation. Selling it is the other part. So to innovate wisely one has to ensure both the technical and business side of its project.
Make a little stop here. Just think and try to remember things that was technically perfect, cutting-edge technologies but never sold. Found some. Mee too. The other way round? More difficult because no one is used to look at the business model but I am sure you can find some
So to innovate you have to have something that is innovating on the technical and business sides. Let’s have a look at each of them.

Innovate « technically »

I should have chosen another word but couldn’t (if you have proposition please let a comment). What do I mean when I say « Innovate technically ». Don’t misunderstand me. Do we have to have something brand new to innovate on the technical side? NO. Talking about the technical side, I mean proposing a new solution which could have been invented years before but never applied on our area of innovation. But wait… « a new solution » to what? YESSSS here we are. A solution needs a problem. So to innovate wisely you need to solve a problem. And to solve it in a way that never has been before. To my point of view it means that clients should be at the centre of your consideration. What is their real problem? How can you solve it in a way they value your work? One of the best methodology I have seen in action so far to address those questions is Design Thinking and ServiceDesign.

DesignThinking

Design Thinking will help to identify customer needs, values and environment to define a clear vision of their problems to solve in order to come up with good ideas that you will prototype and test. So I would say that in the early stage of your Innovation Process, you should consider Design Thinking and its tools.

Speed is Gold

Once that done, speed is key. You have to iterate as fast as possible collecting the maximum insights and feedback from users and customers to modify your products (your value proposition). At that point of an Innovation project (service or product), the Lean Start-up seems to me the best method to accelerate your development. Lean Start-up allows you to learn on what your customer value and how you can bring this value to them.

Lean Start-up Cycle
Lean Start-up Cycle

We will see later how to implement it with the Design Thinking Approach.
Lean Start-up approach will allow our project to deliver faster and be sure that our value proposition is understood and appreciated by out customers. Moreover it will give us some good insights about what they value in our offer.

Business model innovation

As lean start-up and Design thinking are methodologies that gives us good insights and feedback about what is the good solution for a given problem to solve and what the future customers value in our value proposition, business models can still be very different. Innovating in Business model is also a good way to innovate.
Let’s have a step back. Old products, innovative business models. Some example to share? I am sure YES. Best is new product, innovative business model. Example? Again I am sure you found some. (if not, let me a comment I will give you some example I have in mind). Regarding Business Model Innovation my favour goes to… Business Model Canva and Value Proposition Design of course. thanks to those tools you can define, represent and iterate quickly on Business Model and chose the one that will create the most value. It is really rocket tools that works well (I have really good experience applying those 2).

FR_Business-Model-Canvas

Innovating in Business Model is the most powerful way to disrupt and create higher value for both clients and your organization.

The secret recipe…

How to mix all those nice tools and methodologies in order to maximize the chance to have at the end an innovative product or service?

That’s the secret. A good mix of those methods incl. other tools (JTBD…) lead to maximize the chance of delivering a good service/product, suited to clients needs and that they value enough to buy at a fair price.