INNOVATIONSVÆRKTØJER I IOT ØKOSYSTEMER CENTRE FOR BUSINESS DEVELOPMENT AARHUS BSS, INSTITUT FOR FORRETNINGSUDVIKLING OG TEKNOLOGI

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1 INNOVATIONSVÆRKTØJER I IOT ØKOSYSTEMER CENTRE FOR BUSINESS DEVELOPMENT AARHUS BSS, INSTITUT FOR FORRETNINGSUDVIKLING OG TEKNOLOGI PhD-FELLOW, MsC. ENG.

2 TORBEN BJERRUM Forskningsområde Data -brug og -indvirkning på forretningsmodeller og organisation Projekter: DABAI Little big data COWI VR 2

3 CENTRE FOR BUSINESS DEVELOPMENT Digital Business Development. 3

4 The vision of the Centre for Digital Business Development is to promote interdisciplinary international research on applying cutting edge digital technologies in connection with business development in an agile and sustainable way. Digital Business Development = DBD PhD-FELLOW, MsC. ENG 4

5 DIGITAL BUSINESS DEVELOPMENT VR/AR Mobile Internet of Things Platforms Blockchain Cloud Digital Machine Learning Data Protection Open Source Business strategy Strategic Agility Business Development Development DevOps Leadership Process development Technology Management. Sustainable business Collaborations Sharing Economy Innovation Management Business Model Innovation 5

6 HVEM ER VI? Annabeth Aagaard Centre director Mirko Presser Centre director deputy Michail Beliatis Post.doc Troels Andersen PhD student Torben Bjerrum PhD student Anita Krogsøe Skou Research assistant Tom Collins, Research assistant. 6

7 REKLAME

8 INTERNET OF THINGS WEEK Aarhus, 2019 week 25: June 17 th 21 st Aarhus, 2019 week 25: June 17 th 21 st. 8

9 . 9

10 AGENDA IOT Generelt IOT- Forretningsmodeller Forretningsmodeller & Forskning Forretningsmodel Innovation (BMI) Introduktion: BMI TOOL FOR IOT-ECOSYSTEMS. 10

11 DEFINITIONER Lee, S., Choi, M., & Kim, S. (2017). How and what to study about IoT: Research trends and future directions from the perspective of social science. Telecommunications Policy, 41(10),

12 12 All devices and objects whose state can be read or altered via the Internet, with or without the active involvement of individuals using the devices. - OECD PhD-FELLOW, MsC. ENG 12

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15 Cost of components and services Programming Internet APIs Communities Mobile revolution Why Today? Availability of Technology

16 IoT will turn the world into data. - Kevin Ashton PhD-FELLOW, MsC. ENG 16

17 AGENDA IOT IOT- Forretningsmodeller (applikation) Forretningsmodeller & Forskning Forretningsmodel Innovation (BMI) Introduktion: BMI TOOL FOR IOT-ECOSYSTEMS. 17

18 Porter, M., & Heppelmann, J. (Nov 2014). How Smart, Connected Products Are Transforming Competition. Harvard Business Review, s PhD-FELLOW, MsC. ENG 18

19 security surveillance tracking

20 insight & adjustment ( )

21 optimisation ( )

22 ( ) ( ) network coordination

23 few devices Complexity many devices insight & adjustment network coordination & optimisation tracking limited coordination optimisation network coordination Network Effect Potential

24 24 IOT BUSINESS MODEL MATURITY Smart Product Adding a digital feature to a product Optimised Business Optimising a resource by X% Transformat ive Business Model Creating a new business model Interconnec tion Effect Big Data and Smart City. 24

25 25 Sectors: alarm/vagt sikkerhedstjenester detailhandel forsyning og energi fødevarer, service-it sundhed/velfærd transport logistik PhD-FELLOW, MsC. ENG 25

26 IOT FORRETNINGS MULIGHEDER I DANMARK Udvalgte sektorer (35%) 42% bruger IoT teknologi Mest brugt til interne processer og optimering af produkter og service Flertallet (58%) har ikke brugt IoT Meget få bruger det til forretningsmodels innovation 26

27 IOT BARRIERER Teknologi modenhed og mangel på klar standardisering. Pris for forbindelsestjenester. Manglende it-sikkerhed og usikkerhed om brug af personlige eller private data. Ledelsen ser ikke forretningsmulighederne 27

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29 TECHNOLOGY X VALUE/UTILITY ENABLES BUSINESS MODEL CREATES BUSINESS STRATEGY DEFINES The business model creates value not technology or a product itself PhD-FELLOW, MsC. ENG 29

30 AGENDA IOT IOT- Forretningsmodeller (applikation) Forretningsmodeller & Forskning Forretningsmodel Innovation (BMI) Introduktion: BMI TOOL FOR IOT-ECOSYSTEMS. 30

31 FORRETNINGSMODELLER Get the business model wrong, and there is almost no chance of success... Prof. David Teece University of California, Berkley. 31

32 HVORFOR ER FORRETNINGSMODELLER VIGTIGE? FORSKNING VISER AT: DIT PRODUKT/SERVICE FEJLER HVIS IKKE DEN ER KNYTTET TIL DEN RIGTIGE FORRETNINGSMODEL(MP3 / KODAK) DIN FORRETNINGSMODEL HAR ET BEGRÆNSET LEVETID OG SKAL UDVIKLES FOR AT OPRETHOLDE RELEVANS. (BLOCKBUSTER) DEN RIGTIGE FORRETNINGSMODEL KAN BLIVE EN STRATEGISK FORDEL DER HJÆLPER DIG MED AT KONKURRERE. (HILTI, PRO7) 32

33 FORRETNINGMODELLER HVOR? STRATEGY Strategic Planning for BizUnits As a indicator (Dashboard) Understanding Competition Portfolio of BM (improve or Invent) ALIGNMENT CEO/Executive (for on-boarding) Strategy (diffusion & Co-creation) Shared language across functions INNOVATION Design test and build new BM As a template for your idea Understanding customers INVESTING Merger & Acquisition (BM1+BM2=FIT) Investment decisions (improve or Invent) Exit Strategies (IPO s, acquisitions) 33

34 EN DEFINITION? The business model is a company s answer to the question of how to make money in its chosen business. It describes, as a system, how the pieces of a business fit together (Magretta, J. (2002). "Why Business Models Matter." Harvard Business Review 80(5) May: ) 34

35 PhD-FELLOW, MsC. ENG 35

36 ST GALLEN 55 ARKETYPER 95 % af nu forretningsmodeller er nye kombinationer af de 55 arketyper 36

37 ST GALLEN 37

38 MIN DEFINITION? A conceptual model that provides answer to four questions 1. Who is your target customer 2. What do you offer to the customer 3. How do you create the value proposition 4. How do you generate revenue Value Proposition Create Value Deliver Value Capture Value 38

39 DET STORE BILLEDE Level of abstraktion (Higher) STRATEGY Business Model (innovation) PROCESS/TECHNOLOGY. 39

40 ABSTRAKTIONSNIVEAU MARGARETTA 2002 ST GALLEN OSTERWALDER Ex DDBM/IoT A textual, graphical, and/or formal representation of the BM concepts and how they are linked Understanding BM as a set of activities 40

41 THE FIT IN LITERATURE: THE BIG PICTURE 2/2 Narratives Archetypes Level of abstraction Narrative:Magretta (2002), Role models (Baden-Fuller and Morgan, 2010) & St. Ga. Ontologies+special frameworks Meta-Models Activity-systems (Osterwalder and Pigneur, 2002)+ Sectors, Consultentcy, UNIVERSITIES literally 100 s ++. Casadesus-Masanell and Ricart (2010) have built on system dynamics (Sterman, 2000). BMs based on choices and consequences, (flexible vs. rigid importent in BM reconfig/bmi) Zott and Amit (2010) This perspective relies on an understanding of the BM as a system of interdependent activities (Design Themes/Elements). 41

42 AGENDA IOT IOT- Forretningsmodeller (applikation) Forretningsmodeller & Forskning Forretningsmodels Innovation (BMI) Introduktion: BMI TOOL FOR IOT-ECOSYSTEMS. 42

43 HVORNÅR LAVER VI FORRETNINGSMODEL INNOVATION? watch and listen to this! 43

44 HVORNÅR?? 44

45 HVORFOR ER DET SVÆRT?? The difficulty lies not in the new ideas, but in escaping from the old ones. John Maynard Keynes 45

46 FANTASTISK IDE-GENERATOR KRITIK: SVÆR AT BRUGE I EN TEKNISK- SETTING PhD-FELLOW, MsC. ENG 46

47 AGENDA IOT IOT- Forretningsmodeller (applikation) Forretningsmodeller & Forskning Forretningsmodel Innovation (BMI) Introduktion: BMI TOOL FOR IOT-ECOSYSTEMS. 47

48 STEP 1 48

49 KONKLUSION Mansour, H. Presser, M. and Bjerrum, T. (2018) Comparison of seven Business Model Innovation Tools for IoT ecosystem. IEEE WF on IoT Singapore. PhD-FELLOW, MsC. ENG 49

50 STEP 2 50

51 PhD-FELLOW, MsC. ENG 51

52 PhD-FELLOW, MsC. ENG 52

53 Key Partners Key Activities Key Resources Cost Structure Revenue Stream PhD-FELLOW, MsC. ENG 53

54 SUSTAINABLE?? 54

55 PhD-FELLOW, MsC. ENG 55

56 STUDERENDE FRA AARHUS BSS I HERNING VINDER ÅRETS INNOVATIONSPRIS PhD-FELLOW, MsC. ENG 56

57 TAK FOR OPMÆRKSOMHEDEN