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Agile Teams als Treiber für Innovation und "new business" in Unternehmen Agile Tour Wien 2013 12. Oktober 2013 DI Hemma Bieser, MSc ©avantsmart 2013
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 2
Vorstellung DI Hemma Bieser, MSc
• Gründerin und Geschäftsführerin von avantsmart
• Ziel: Entwicklung von Unternehmensstrategien und Geschäftsmodellen für die Geschäftsfelder der Zukunft
• Expertin für neue Methoden und Tools im Management
• Tätigkeiten - Managementberatung - Trainings und Moderationen - Vorträge - Innovationsprojekte
• Infos unter www.avantsmart.at
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 3
Ziele der Session
1. Ideen und Impulse
2. Neue Methode zusätzlich zu Ihren Scrum-Prozessen
3. Möglichkeiten aufzeigen, wie Sie zum Initiator und Treiber für Innovation in Ihrem Unternehmen werden
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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Wie Innovation das Business verändert
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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Der Innovations-Begriff hat sich gewandelt
Entwicklung von neuen Geschäftsmodellen und Services Einbindung der Community Vielfältige Perspektiven miteinbeziehen
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 6
Entwicklung von Apple
DIGITAL
PLATFORMDIGITAL
LIFESTYLEDIGITAL
HUBHARDWARE
MANUFACTURER
1998 2001 2007 2010
iPod + iTunes
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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Lego Mindstorms – „Unfreiwilliges“ Crowdsourcing
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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Lego Cuusoo – Inspire co-creation
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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“Recreate all the action and excitement of Launch Day with this set”
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 10
Ein ganzheitlicher Ansatz für erfolgreiche Innovation
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 11
Definition 1
Ein Geschäftsmodell beschreibt modellhaft die logischen Zusammenhänge,
wie ein Unternehmen Mehrwert für Kunden erzeugt und einen Ertrag für die Organisation sichern kann.
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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Definition 2
Business Model Innovation
=
Ist die systematische und methodische Entwicklung von neuen Geschäftsmodellen
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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Die Bürgermeister-App
Die Bürgermeister App.Mein Bürgermeister hört mich – per App.
Die Herausforderung:
• Kommunikation mit Gemeindebürgern verändert sich
• Wie können speziell die 16 bis 30 Jährigen erreicht werden?
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Bürger 16 – 30 Jahre
Bürger-meister
gratis
App für Gemeinde-
bürger
Verwalt-ungssystem
für BM
Monatl. Gebühr abh. von Einwohner
App, Webpage
Software
SW-Entwicklung Marketing &
Vertrieb
Personal-kosten
Marketing-aufwand
Bürgermeister-App by Symvaro
App Store Persönl. Kontakte
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 16
Anwendungsfälle
1. Analyse des aktuellen Geschäftsmodells
2. Brainstorming
3. Wenn Sie eine Idee für ein Produkt oder eine Dienstleistung haben -> entwickeln Sie das Geschäftsmodell dazu
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 17
Aktuelle Herausforderungen
1. Immer mehr Wiener ziehen ins Umland
2. Viele Gemeinden haben keine gute Anbindung an den öffentlichen Verkehr, dh immer mehr Pendler fahren mit dem PKW nach Wien
3. -> mehr Stau
4. -> weniger Parkplätze bzw. teuer
5. -> hohe Spritkosten
Aufgabe: Finden Sie eine Lösung für die Pendler, die ihre Situation verbessert (Vernetzung, Mitfahrbörse)
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013
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What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
Through which Channels do our Customer Segments want to be reached? How are we reaching them now?How are our Channels integrated? Which ones work best?Which ones are most cost-efficient? How are we integrating them with customer routines?
For what value are our customers really willing to pay?For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?Who are our most important customers?
What type of relationship does each of our CustomerSegments expect us to establish and maintain with them?Which ones have we established? How are they integrated with the rest of our business model?How costly are they?
What value do we deliver to the customer?Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment?Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue streams?
Who are our Key Partners? Who are our key suppliers?Which Key Resources are we acquiring from partners?Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?Our Distribution Channels? Customer Relationships?Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 19
Zusammenfassung
1. Innovative Unternehmen haben die Nase vorn
2. Neue Methoden und Tools liefern - mit Agile Development kombiniert – Business Value
3. Werden Sie zum Treiber für Innovation in Ihrem Unternehmen
Interesse an einem Workshop oder einem Innovationsprojekt?
DI Hemma Bieser, MSc | Agile Tour Wien 2013 | 12. Oktober 2013 20
DI Hemma Bieser, MSc Geschäftsführerin Business Model Innovation Expert avantsmart e. U. Seepark B6 | A-2522 Oberwaltersdorf avantsmart creative lab Antonsgasse 10/Top 3 | A-2500 Baden T +43 664 35 661 35 [email protected] www.avantsmart.at
