Giorgio Merli
IBM Management Consulting Leader
Presidente Area Consulenza di Confindustria SIT
© 2007 IBM Corporation
L’innovazione “che conta”
Innovazione di Prodotto
Innovazione del modello di Business
Innovazione di Servizio
Innovazione nei processi di Business
Innovazione nei processi di management e nella cultura aziendale
Innovazione nella Tecnologia&ICT
Innovazione nell’ecosistema di business
© 2007 IBM Corporation
© 2007 IBM Corporation
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...)
© 2007 IBM Corporation
La “polarizzazione” del mercato
Polarizzazione del mercato consumer
Crescita e
valore percepito
“Bell Curves”
“Well Curves”
Mass
I consumatori cercano di
massimizzare il proprio potere
d’acquisto per beni generici a basso
impatto emotivo
I grandi player di mercato stanno
velocemente conquistando una
posizione dominante, fornendo
prodotti “accettabili” a prezzi molto
bassi
Competitive Spectrum
Gli specialisti di
settore devono
possedere “value
proposition”
specifiche e ben
mirate per
crescere in un
mondo di estremi
Targeted
I consumatori cercano di massimizzare il
“personal value” nell’acquisto di beni ad
alto valore emotivo
Gli specialisti d’industria creano
nicchie di mercato ad alto sviluppo ed
alto reddito, fornendo valore specifico
a gruppi target di consumatori
© 2007 IBM Corporation
Lo spectrum competitivo (le 3 aree di riferimento)
Commodity Product
Product-Service
mix
Value Product
Spectrum Competitivo
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)
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)
© 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 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…)
© 2007 IBM Corporation
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”)
© 2007 IBM Corporation
Il “tandem” della competitività:
Innovation&Servitisation
© 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.”
© 2007 IBM Corporation
‘Servitisation’
‘Servitisation’
Service
Good
Sink
‘Productisation’
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”'
© 2007 IBM Corporation
Leaders are selecting their new business models with
“more” service offered to the market
Product-centric is typically first type
Service Business Models
of service offered
ProductCentric
Professional
Services
Outsourcing/
Alliances
Information
Services
Financial
Services
•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
Service
Value
Proposition
Source: “Operationalizing Your Services Strategy”, IBM Institute for Business Value, Spring 2003
© 2007 IBM Corporation
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
© 2007 IBM Corporation
 Innovazione nel Prodotto o Servizio
o…
 Innovazione nel Mix Prodotto-Servizio
o addirittura…
 Conversione del Prodotto in Servizio
© 2007 IBM Corporation
© 2007 IBM Corporation
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
© 2007 IBM Corporation
Tre possibilità per l’innovazione del modello di business
In quale business voglio operare?
Business
Model Innovation
Innovazione nel modello
di Industry
Innovare la catena del
valore di industry:
 entrare in nuove
industry
 ridefinire l’attuale
 creare nuove catene
del valore
Innovazione nel modello
di Revenues
Innovare il modo in cui
I ricavi vengono
generati:
 nuove value
propositions
 nuovi modelli di
pricing
Alcune scelte di base
Innovazione nel modello
di Impresa
Cambiare il ruolo nella
catena del valore:
 maggiore
specializzazione o
maggiore integrazione
verticale
 trasformazione del
network fornitori-clientipartners-concorrenti
© 2007 IBM Corporation
Within each path, organizations adopt a set of levers to innovate
their business model
What business am I in?
Business
Model Innovation
Industry model
Innovation
Revenue model
Innovation
INDUSTRY TRANSFORMATION
PRICING / REVENUE MODEL
• 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
HORIZONTAL MOVES
• Moving from one value chain to
another, leveraging its brand
across industries including airline,
media and telecoms
• 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
VALUE PROPOSITION
• Cirque du Soleil
reconfigured offering and
value elements to transform
the circus experience
‘making fundamental choices’
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
© 2007 IBM Corporation
Innovazione nell’approccio alla configurazione del
business model: Component Business Modeling
quali
componenti
sono
strategiche
business
epossono
quali
Il CBM può essere utilizzato per identificare
aree
ad
alto tra
costo
o immobilizzo
di per
capitale.
I costi
comprendere
il legame
le componenti
al fine
di ilcreare
un portafoglio
di
possono
facilitare
le singole
relazioni
tra i partner
essere
attribuiti
alle
attività
(Activity Based Costing), i ricavi possono essere solo stimati.
iniziative
di trasformazione
prioritizzate
Consumer
Relationship
Transformational
Strategic
View
Financial
View
View
Strategic
High
Capital
Immediate
differentiation
Area
Priority
Category/Brand
Category/Brand
Strategy
Category/BrandStrategy
Strategy
Customer
Relationship
Customer
Relationship
Customer
Relationship
Customer
Relationship
Strategy
Strategy
Strategy
Strategy
Strategy
Category/Brand
Category/Brand
Planning
Category/BrandPlanning
Planning
Competitive
High
Cost
Area
Medium
Priority
parity
High Cost &
Basic
No Action
Capital Area
Customer
Relationship
Tactics
Customer
Relationship
Customer
Relationship
Customer
Relationship
Customer
Relationship
Planning
Planning
Planning
Planning
Brand
Brand
P&L
Management
BrandP&L
P&LManagement
Management
Assessing
Assessing
Customer
AssessingCustomer
Customer
Satisfaction
Satisfaction
Satisfaction
Matching
Supply
and
Matching
Supply
and
Matching
Supply
and
Matching
Supply
and Demand
Demand
Demand
Demand
Customer
Customer
Insights
CustomerInsights
Insights
Manufacturing
Manufacturing
Manufacturing
Strategy
ManufacturingStrategy
Strategy
Supply Chain &
Distribution
Corporate
Corporate
Strategy
CorporateStrategy
Strategy
Supply
Supply
Chain
Strategy
SupplyChain
ChainStrategy
Strategy
Corporate
Corporate
Planning
CorporatePlanning
Planning
Supplier
Relationship
Supplier
Relationship
Supplier
Relationship
Supplier
Relationship
Management
Management
Management
Management
Alliance
Alliance
Management
AllianceManagement
Management
Supply
Chain
Planning
Supply
SupplyChain
ChainPlanning
Planning
Line
Line
of
Business
Planning
Lineof
ofBusiness
BusinessPlanning
Planning
Production
and
Production
and
Materials
Production
andMaterials
Materials
Production
and Materials
Planning
Planning
Planning
Planning
Distribution
Distribution
Oversight
DistributionOversight
Oversight
External
External
Market
Analysis
ExternalMarket
MarketAnalysis
Analysis
Organization
Organization
and
Process
Organizationand
andProcess
Process
Design
Design
Design
Account
Account
Management
AccountManagement
Management
Supplier
Control
Supplier
SupplierControl
Control
In-bound
In-bound
In-bound
In-bound
Logistics
Logistics
Logistics
Out-bound
Out-bound
Out-bound
Logistics
Logistics
Logistics
Product
Product
Ideation
ProductIdeation
Ideation
Product
Product
Development
ProductDevelopment
Development
Execution
Value-Added
Value-Added
Services
Value-AddedServices
Services
Customer
Customer
Account
Servicing
CustomerAccount
AccountServicing
Servicing
Retail
Marketing
Execution
Retail
RetailMarketing
MarketingExecution
Execution
Marketing
Marketing
Execution
MarketingExecution
Execution
Assemble/Pkg.
Assemble/Pkg.
Products
Assemble/Pkg.Products
Products
Product
Product
Directory
ProductDirectory
Directory
Distribution
Center
Distribution
Center
Distribution
Distribution
CenterCenter
Operations
Operations
Operations
Operations
Transportation
Transportation
Resources
TransportationResources
Resources
In-store
In-store
Inventory
Mgmt
In-storeInventory
InventoryMgmt
Mgmt
Customer
Customer
Directory
CustomerDirectory
Directory
Accounting
Accounting
and
GL
Accountingand
andGL
GL
Indirect
Indirect
Procurement
Indirect Procurement
Procurement
Plant
Inventory
Plant
PlantInventory
Inventory
Plant Inventory
Management
Management
Management
Management
Facilities
Facilities
and
Equipment
Facilitiesand
andEquipment
Equipment
Management
Management
Management
HR
HR
Administration
HRAdministration
Administration
Manufacturing
Procurement
Manufacturing
ManufacturingProcurement
Procurement
Illustrative CPG Client
Legal
Legal
and
Regulatory
Legaland
andRegulatory
Regulatory
Compliance
Compliance
Compliance
Treasury
Treasuryand
andRisk
Risk
TreasuryManagement
and Risk Management
Management
Make
Make
Products
MakeProducts
Products
Product
Product
Management
ProductManagement
Management
Consumer
Consumer
Service
ConsumerService
Service
Business
Business
Performance
BusinessPerformance
Performance
Management
Management
Management
Manufacturing
Manufacturing
Oversight
ManufacturingOversight
Oversight
Marketing
Marketing
Development
MarketingDevelopment
Development&&
&
Effectiveness
Effectiveness
Effectiveness
Effectiveness
Concept/Product
Concept/Product
Testing
Concept/ProductTesting
Testing
Business
Administration
Enroute
routeInventory
Inventory
En
En route Management
Inventory
Management
Management
IT
IT
Systems
and
Operations
ITSystems
Systemsand
andOperations
Operations
© 2007 IBM Corporation
Possibili azioni sui componenti di Business
selezionati
Matrice Decisionale
INTERNALIZZAZIONE
Alta
Differenziazione
Strategica
Ottimizzazione
Bassa
Gestione interna
per rispondere alle
esigenze di
business
Differenziazione
Enfasi e gestione
interna per
guadagnare
vantaggi competitivi
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
Alta
Specificità di industry
© 2007 IBM Corporation
Le domande dei CEO sul loro modello di Business: Quali sono le nostre
competenze distintive? Quali processi dobbiamo gestire direttamente?
Azienda Tipo
Valore % sul fatturato
100%
5-10%
Competenze Differenzianti=> Efficacia
 Focalizzazione del Management sulle
attività “core”, differenzianti verso i
competitors
 Allineamento di risorse e “working capital”
alle priorità strategiche
32-47%
23-27%
Critical Yet NonDifferentiated
Business
Processes and
Components
Product or
service
building
blocks
13-28%
EBITDA
Differentiated
Business
Processes
and
Components
Competenze non differenzianti=> Efficienza
 Outsourcing di alcune attività a partners “best-ofbreed” 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
0%
Source: IBM Institute for Business Value based on McKinsey analysis
© 2007 IBM Corporation
Redesigning the business model for a flexible operational management
Consumer
Customer
Inventory and Business
Manufacturing
Relationship Relationship
Distribution Administration
Category/Brand
Strategy
Customer Relationship
Strategy
Direct
Category/Brand
Planning
Control
Customer Relationship
Planning
Brand P&L Management
Assessing Customer
Satisfaction
Matching Supply and
Demand
Customer Insights
Manufacturing Strategy
Supply Chain Strategy
Supplier Relationship
Management
Inventory Planning
Corporate Strategy
Corporate Planning
Alliance Management
Network & Asset
Configuration
Corporate Governance
Distribution Oversight
Business Performance
Management
Production/Materials
Development & Planning
External Market Analysis
Manufacturing Oversight
Marketing Development
and Effectiveness
Account Management
Inbound
Transportation
Supplier Control
Outbound
Transportation
Organization and Process
Design
Legal, Tax and Regulatory
Compliance
Product Ideation
Execute
Product/Component
Manufacturing
Concept/Product Testing
Value-Added Services
Product Development
Customer Account
Servicing
Assemble/Pkg. Products
Retail Marketing
Execution
Plant Inventory
Management
Product Management
Marketing Execution
Consumer Service
Product Directory
Treasury & Risk Mgmt
Distribution Center
Operations
Financial Accounting &
Reporting
Indirect Procurement
Facilities & Equip Mgmt
Transportation Resources
Resource Development
In-store Inventory Mgmt
Customer Directory
Manufacturing
Procurement
En route Inventory
Management
HR Administration
IT Systems & Operations
Strategic
Support
Partner
Invest in and expand to
gain advantage
Manage to meet the needs of
strategic components
Develop alliances to meet Use specialists to reduce
critical business req’ments costs and free up resources
Utility
© 2007 IBM Corporation
Le aziende si stanno focalizzando internamente su componenti strategici
facendo leva su più componenti esterni
L’evoluzione delle configurazioni aziendali
Internal
Specialization
Internal
Specialization
Support
Support
Strategic
Utility
External
Specialization
Utility
Non-Differentiating
Strategic
Partner
Differentiating
Situazione iniziale
Partner
External
Specialization
Non-Differentiating
Differentiating
Impresa “Specializzata”
© 2007 IBM Corporation
Attraverso la re-ingegnerizzazione dei processi
chiave
o…
 Attraverso l’empowerment tecnologico dei processi
© 2007 IBM Corporation
 Management Processes Re-engineering
 Gestione del cambiamento
 HR Management
© 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
© 2007 IBM Corporation
© 2007 IBM Corporation
Il modello di Business flessibile richiede un IT flessibile
Business flessibile
Processi flessibili
Customer
Bank
Shared
Service
Bank 2 – “Supplier”
Outsourced
IT flessibile
Application Application
Service
Service
Application Application
Service
Service
SOA
Enterprise
Service
Bus )
(Service
Oriented
Architecture
Application Application Application Application
Service
Service
Service
Service
© 2007 IBM Corporation
Your
Your
Your
Your
Your
Your
Your
Your
Your
Your
products?
services?
financial strength?
customer base?
supply chain?
management systems?
business model?
history?
brand?
expertise?
How will innovation matter for you?
And how can we help?
© 2007 IBM Corporation