BusinessExploration p

InnovationTools
Tipsforchangemanagement

idea

vision

change

plan

network k

explore l
Collectedby: FlavioTosi January2013

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Summary:

B i Business B Basics i

DataDriven

ResistingResistance

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TestingChampionscommitment:
SometimeitisusefultotestifourCustomer/sponsor/championisreallyinterested project/initiative/venture j you y aregoing g gtoleadinhisbehalves inthep

IcanuseKANO modeltotestthis: Askseparatelythe twoquestionsof thistable,and watchtheresults.

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Qualityhistory fordummies:
Qualityhasnotcomeovernight. Itisoneofthelastcenturyinvention.Ithinkthat understanding d t di th thehistorical hi t i lcontext t twhere h someof f itsfeaturesborn,ismuchusefultounderstandthe rootsoftheunderpinningconcept.Sohereismy personalsummaryofQualityshistory: Japaneseautomakers introducetakt Time (synchronization)to eliminateinventories andCAPEX

Nuclearplantswrite detailedprocedures toavoidhumanerror Pilotsdefinecheck liststofly ysafelly y

Motorolaintroduces statistics statistics and correlationtomanage theelectronic Japanesautomakers productionlines inventcontinuos improvementto overcomeprocess staticity

ArmyIndustrycreates tolerancestoassure components interchangeability

Note: Datesareapproximatesand refertogeneralacceptance, notto:introduction

1860

1930

1950

1970

1990

2000
4

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ProcessesMaturityTest (BusinessProcessMaturityModel):

Do You feedback and change Your processes depending on changed market needs? Are Your processes performances measured and predictable? DoNewEmployeeshavedocumented instructionstofollow? Are Your Managers the only ones knowing g tasks? the organization Is Your people task: do everything what it takes to Deliver? Deliver ?

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Le10Resistenze:(elaloro traduzione inToscano )

1. Scarsa considerazione del valore:

( ma icch me ne fo?) ( belle le chartine, perch un vieni a lavor?)

2. Non il modo in cui facciamo le cose qui: 4. Mancanza di formazione e riferimenti: 5. Errori p precedenti: ( nho visti tanti ) 6. Non inventato qui: ( e funzioner cost da voi, ma qui) 7. Paura per gli interessi acquisiti: 8. Mancanza di controllo: 9 Imbarazzo: 9.

3. Paura dell ignoto: ( ma un c mai stato problemi si va proprio bene come s fatto finora)
(e un ci sha il tempo per guardare queste cose )

( bah bah ma cos un vale mi mia) a)

( ma tanto un li guarda nessuno)

( s b belle ll perso i treno) t )

10. Rifiutare lesistenza di punti di vista alternativi

(bada Pallino inutile tu ci g ( giri intorno l come ti dio io) )

Al primocheneaggiungeunainvierunabottigliadiChianti! Fl i Flavio
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The10Resistences:
1. Poor understanding of the value added: 2 Is not the way we do things 2. things, here: 3. Fearing the un-known: 4 Lack 4. L k of ft training i i and d reference f points: i t 5. Previous Failures: 6. Not invented here: 7. Fearing loss of privileges: 8. Lack of control: 9. Embarrassment: (feartoshowweaknesscausedbyrealconstrains.likenotto
beabletoaffordtheidea,orhavingmissedthetrain.)

10. Refuse the existence of alternative points of view. Add one andget abottle of Chiantiwine! Flavio
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Summary:

Resisting Resistance

Business Basics

Data Driven

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ProjectsControlKPI:
AsaBlackBeltlookingforwaystokeepundercontrolaProjectandaPortfolioofprojects,I havedevelopedmetricsanddashboardsthatsimplifiedmakingthestatusandtheoutlookof ap project oject,respected espectedthe t eplanned p a eddates. dates TheDashboardsheredescribedarenotrocketscience.BUTtheylookatCOMPLETIONfrom adifferentperspectiverespecttheclassicGannt orSCurves. WhenYouareinthetunneloftheProject,Youdonotcareabouthowmuchofthetunnelis behind:youjustlooktothefinishline: Timetodestination Inthesameway,ifyoupartnerwithaCustomertocreatetheengineeredsolution,andyou areexchangingdocumentstoachieveprogressiverefinementoftheconcept,youreallydonot careofhowmanyrevisionyougothroughbeforetheFinalIssue,butWhohastheball? Whatisimportantisthateachpartyaddhisinformationwithoutstoppingthedocumentgoing b ktothe back h other h party.Ad delay l i inrevising i i the h d documentmeansad delay l i ingetting i the h next pieceofinformationandthereforeslowingtheprojectitself. ThesedashboardscanbeusedtocreateonshotscreenpicturesoftheProjectstatus, historicalsummariesoftheprojectefforts, efforts operatedramaticdrilldowns byprojectphase, phase Projectteam,SuppliersSupport,andhelpdiscovermajordisruptionswellinadvance. Furthermoreareapowerfultooltocommunicateinternallyandexternally inanopenand fairmannertheprojectprogress progress,helpingProjectManagers Managers,Customers Customers,PartnersandTeam membersbeonthesamepageanddrivetowardsacommongoal. ThisDocumentisasummaryoftheoriginalarticleissuedin2006onImpiantistica italiana, theofficialItalianEPCCompaniesassociationmagazine(ANIMP).

TimetoDestination:

Whohastheball?

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ProjectsControlKPI:TimetoDestination
Indelay completed

outofcontrol

ontime

Daystorevised dTarget Overduedays D toCompletion Days C l i (*)

Delaydaysvs target TargetCompletion Anticipatedcompletiondays

Thispowerfulgraphintroducesadifferentperspective, perspective lookingonlytotime timetodestination destination ,without showingtimeelapsed. Itisparticularlyindicatedtokeepundercontrolmainprojectitems. Dividestheitemsin4clearbaskets: Out of fcontrol l:itemsnotcompleted, l d areindelay d l ,and ddo d notshow h areplanned l ddate d Indelay:itemsnotcompleted,replanned,therecouldbetimetorecover(*) Ontime:itemsnotcompleted,notreplanned,notindelay Completed: Co p eted items te sco completed, p eted,inde delay, ay,on o time t e,even e e before be o etarget. ta get

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ProjectsControlKPI:Completeness

Full details

Less d il details

Done ontime Done indelay ontime Rescheduled recoverable Rescheduled indelay Indelay notreplanned

Done ontime Done indelay ontime Indelay

Youcansummarizetheinformationinfull(Sx)orwithlessdetails(Dx) Itisparticularlyindicatedtokeepundercontrolmainprojectitems. Dividestheitemsin6or4clearbaskets: Outofcontrol:itemsnotcompleted,areindelay,anddonotshowareplanneddate Indelay:itemsnotcompleted,replanned,therecouldbetimetorecover(*) Ontime:itemsnotcompleted,notreplanned,notindelay Completed: Completed :itemscompleted completed,indelay delay,ontime,evenbeforetarget. target

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ProjectsControlKPI:whereistheball?
Tobeissued Inrevision completed Delaied Intheirfield (*) Thenet (*) (#) Anticipated Daystofirstrelease Dayssincereception Daysvs finaltarget tobeissued indelay tobeissued ontime in i their th i hand h d in i d delay l (#)orontime ti (*) inourhand indelay(#)orontime(*) finalized indelay finalized ontime Inourfield

Ourtarget cycletime

(#)

Theirtarget g cycletime

Thispowerfulgraphintroducesadifferentperspective, lookingonlytowhohastheball,withoutconsidering howmanytimestheballcrossedthenet net. Itisparticularlyindicatedtokeepundercontrol CustomerDrawingsthatneedsseveralrevisions beforeapproval. Dividestheitemsin8clearbaskets:

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Projects ControlKPI:Finalization
completed T be To b issued i d completed Inrevision Inrevision Tobeissued

Youcansummarizetheinformation Dividingtheitemsin8clearbaskets: tobeissued indelay tobeissued ontime intheirhand indelay in intheirhand hand ontime inourhand indelay inourhand ontime finalized indelayorontime

Oryoucanshotthepictureatregular intervalstounderstandwhois causingdelays. Youcanevenplotthesummarygraph foreachengineeringdepartment Sofindingbottlenecksandriskareas.

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AbetterRiskstrackingKPIs:
Risksshallbemanagedbythosewhowillbeartheconsequencesofthefailureshappening

ThenthetrackingofRisks,isabouttrackingthe confidenceonthesuccessofthemitigationplan: 1)(GREEN)NOFAILUREWILLHAPPEN:90%confidence,unlessexceptionalevents 2)(YELLOW)NOFAILUREWILLHAPPEN,IFDEDICATEDACTIONS WITHINOURCONTROL WILLBE IMPLEMENTED 3)(RED)NOFAILUREWILLHAPPEN,IFDEDICATEDACTIONS INTHEPOWEROFOTHERSTHENUS WILLBEIMPLEMENTED 4)(GREY)OUTOFCONTROL

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Summary:

Resisting Resistance

DataDriven

Business Basics

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Howbusinessmodelsevolves:
Howmuch? Howoften? Howeasy? Howcheap?

p performan nce

time

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HowCustomersBusinessgeneratesmoremoney?S.C.O.R.

Customer sSALES: Customers HowtheideaimpactsPriceandVolumes?

Increaseinavailability/reliability Betteroffdesignproductivity Increasedvariableoperations Reducedperformancedegradation/scraps Betterperformancetolerances Reduced d dtimetofirst f production d Reducetimetomarket IncreasedgoodsQuality

Customer sOPEX: Customers HowitimpactsCostsandVolumes?

Reducedirectmaterials Reducemanhours/headcount Reduceheadquality(training,specialization) Reducedutilities:fuel,power,water Reduceconsumablesandunderpining costs Reduced d dtaxand decocosts Reducestockslevelsandinventories

CustomersRISKS: Howitmakesbusinesslessrisky?
Reducinginformationuncertainty Increasingmonitoring Increasingrelationshipandreachability Reducinguncertainty(withtestedsupply) Reducingenvironmental,politicaletc.risks Reducingfinancialandeconomicexposure Leveragingourbrandvshisstakeholders

CustomersCAPEX: Howitimpactscustomers i investments? t t?

ReducingsolutionsPrice Reducingsparepartsqty,duplicationorprice Reducingsystemscosts:installation,auxiliares Reducinginducedcosts:facilities Reducingdepreciation/increasingduration increasingcustomization,upgradability

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ClassicMarketing Reloaded
There could be several theories from where to start a go-to-market plan. But 4Ps is the minimum starting point for industrial marketing. What I think has to be recognized, is that B2B marketing has as a main goal: how the reach Customers. (while B2C can focus more on how to appeal the Customer). Bearing this in mind, I have added few notes to the Classic Marketing frame: now re-loaded.

Who may be / not be my Customer Top Down - Bottom Up

DEMAND ANALYSIS

OFFERING ANALYSIS

Check-out competition to define possible share

How market responds to Customer needs Product share - Sales sum-up

Qualify / quantify opportunities slots

Why Customer buys (and not: How Customer is)

SEGMENTATION

Understand Customer problems and goals

How much H hi is it attractive tt ti How easy is to penetrate

TARGETING

Prioritize Customers Customers contacts

y the How we want to be reminded by Customercompared to competition

POSITIONING

Differentiate offering from alternatives

PRODUCT
Benefit delivered F t Features attractiveness tt ti Attributes costs (competitive advantage)

PRICE
Value we want to extract t t (alternatives share of wallet)

PROMOTION
How the Customer is i f informed d and di influenced fl d (promotion)

PLACE
How and where we d li deliver and d we are reachable (convenience)

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ServicemarketModel
ThisisthebasicinputforaServicemarketmodeltobe implementedonaSQLdatabase.Foranyfurtherdetail:callus.

Installedfleet

ServiceLevel

Potential Market

1. 1 2.

Product Installationdate

1. 1 2. 3. 4.

Product ServiceType Servicefrequency Servicevalue

HowMuch MuchValue When itisgenerated What service Towhich Client

INSTALLAZION 2001 2002 2002 2003 2004 2005 2005

PDT A A B C A C D

PDT A A A

TYPE 1 2 3

Frequency 0 1 3

VALUE 10 50 100

120 100 80 60 40 20 0 2001 2002 2003 2004 2005 3 2 1

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TheSalesCarousell:
Knowwhere P Prospects: Triggers: browser Knowwho b buyers

shoppers DELTA

Pointsof contact: t t
Directions: Traffic Converting g (funneltracking)

LIVE SYSTEM

CLAIM TEST
AD.VISOR

MARKET AGENT

ENGAGE Close softoffer Meeting

personal gathering occasionally

Presence Usability y (scanclick) lastoffer Teasing

planned automated random

hardoffer Solving

Nooffer Learning

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WebMarketingTonnara Model

Google g

Topic p Portal

Solution Site

all potential i l

interested users

buyers subscribers b ib

Clients

Keywords Ad Adv PPC

Tools I f Info How to Likes community

Maillist Off Offers news

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IfYoulikedthisdocument: IfYoulikedthisdocument, , pleaseforwardittoyourfriends. Anddonothesitatetosendanyfeedback andcommenttoFlavioTosi flavio.tosi@businessexploration.com LinkFlavioonLinkedin orTwitter OrjointhetwoGroups: BusinessExploration Italian l Oil l&GasSupply l Chain h

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