Giorgio Merli IBM Management Consulting Leader Presidente Area Consulenza di Confindustria SIT

1. Giorgio Merli IBM Management Consulting Leader Presidente Area Consulenza di Confindustria SIT

2. Cosa rende speciale un'azienda? L'innovazione

3. L’innovazione “che conta” Innovazione di Prodotto Innovazione di Servizio Innovazione nei processi di Business Innovazione del modello di Business Innovazione nei processi di management e nella cultura aziendale Innovazione nell’ecosistema di business Innovazione nella Tecnologia&ICT

4. L'innovazione nel prodotto-servizio (la "Value Proposition")

5. 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...)

6. La “polarizzazione” del mercato Polarizzazione del mercato consumer “Bell Curves” Crescita e valore percepito “Well Curves” Competitive Spectrum Mass Targeted I consumatori cercano di massimizzare il proprio potere d’acquisto per beni generici a basso impatto emotivo I consumatori cercano di massimizzare il “personal value” nell’acquisto di beni ad alto valore emotivo Gli specialisti di settore devono possedere “value proposition” specifiche e ben mirate per crescere in un mondo di estremi I grandi player di mercato stanno velocemente conquistando una posizione dominante, fornendo prodotti “accettabili” a prezzi molto bassi Gli specialisti d’industria creano nicchie di mercato ad alto sviluppo ed alto reddito, fornendo valore specifico a gruppi target di consumatori

7. Lo spectrum competitivo (le 3 aree di riferimento) Product-Service mix Commodity Product Value Product Spectrum Competitivo 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) 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)

8. 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…)

9. 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”)

10. Il “tandem” della competitività: Innovation&Servitisation

11. 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.”

12. ‘Servitisation’ • ‘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”' ‘Servitisation’ Service ‘Productisation’ Good Sink Computer IT Services Home Security Light Live Music

13. Leaders are selecting their new business models with “more” service offered to the market Product-centric is typically first type of service offered Service Business Models Source: “Operationalizing Your Services Strategy”, IBM Institute for Business Value, Spring 2003

14. 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

15. Innovazione nella value proposition • Innovazione nel Prodotto o Servizio o… • Innovazione nel Mix Prodotto-Servizio o addirittura… • Conversione del Prodotto in Servizio

16. L'innovazione nel modello di Business (catena del valore/configurazione d'impresa)

17. 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

18. Tre possibilità per l’innovazione del modello di business In quale business voglio operare? Business Model Innovation Alcune scelte di base Innovazione nel modello di Revenues Innovazione nel modello di Impresa Innovazione nel modello di Industry Cambiare il ruolo nella catena del valore: • maggiore specializzazione o maggiore integrazione verticale • trasformazione del network fornitori-clienti-partners-concorrenti Innovare il modo in cui I ricavi vengono generati: • nuove value propositions • nuovi modelli di pricing Innovare la catena del valore di industry: • entrare in nuove industry • ridefinire l’attuale • creare nuove catene del valore

19. Revenue model Innovation Industry model Innovation PRICING / REVENUE MODEL INDUSTRY TRANSFORMATION • Apple transformed the music industry through a new way of connecting hardware with software to download music with iPods/iTunes product & service combination • 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 • Dell redefined the PC value chain and industry model by using a direct to customer sales model VALUE PROPOSITION HORIZONTAL MOVES • Cirque du Soleil reconfigured offering and value elements to transform the circus experience • Moving from one value chain to another, leveraging its brand across industries including airline, media and telecoms Within each path, organizations adopt a set of levers to innovate their business model What business am I in? Business Model Innovation ‘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

20. Il CBM può essere utilizzato per identificare quali componenti sono strategiche per il business e quali possono facilitare le relazioni tra i partner Il CBM può essere utilizzato per comprendere il legame tra le componenti al fine di creare un portafoglio di iniziative di trasformazione prioritizzate Il CBM può essere utilizzato per identificare aree ad alto costo o immobilizzo di capitale. I costi possono essere attribuiti alle singole attività (Activity Based Costing), i ricavi possono essere solo stimati. Supply Chain Strategy Corporate Strategy Customer Relationship Strategy Manufacturing Strategy Category/Brand Strategy Transformational View Corporate Planning Supply Chain Strategy Supply Chain Strategy Supply Chain Strategy Corporate Strategy Corporate Strategy Corporate Strategy Customer Relationship Strategy Customer Relationship Strategy Customer Relationship Strategy Manufacturing Strategy Manufacturing Strategy Manufacturing Strategy Category/Brand Strategy Category/Brand Strategy Category/Brand Strategy Supplier Relationship Management Strategic View Financial View Alliance Management Supply Chain Planning Customer Relationship Planning Category/Brand Planning Corporate Planning Corporate Planning Corporate Planning Supplier Relationship Management Supplier Relationship Management Supplier Relationship Management Strategic differentiation Immediate Priority High Capital Area Line of Business Planning Alliance Management Alliance Management Alliance Management Supply Chain Planning Supply Chain Planning Supply Chain Planning Category/Brand Planning Category/Brand Planning Category/Brand Planning Customer Relationship Planning Customer Relationship Planning Customer Relationship Planning Production and Materials Planning Line of Business Planning Line of Business Planning Line of Business Planning Business Performance Management Brand P&L Management Assessing Customer Satisfaction Production and Materials Planning Production and Materials Planning Production and Materials Planning Distribution Oversight Competitive parity Medium Priority High Cost Area Business Performance Management Business Performance Management Business Performance Management Brand P&L Management Brand P&L Management Brand P&L Management Assessing Customer Satisfaction Assessing Customer Satisfaction Assessing Customer Satisfaction Distribution Oversight Distribution Oversight Distribution Oversight External Market Analysis Manufacturing Oversight Matching Supply and Demand Customer Insights High Cost & Capital Area In-bound Logistics Out-bound Logistics External Market Analysis External Market Analysis External Market Analysis Manufacturing Oversight Manufacturing Oversight Manufacturing Oversight No Action Basic Matching Supply and Demand Matching Supply and Demand Matching Supply and Demand Customer Insights Customer Insights Customer Insights Organization and Process Design In-bound Logistics In-bound Logistics In-bound Logistics Out-bound Logistics Out-bound Logistics Out-bound Logistics Marketing Development & Effectiveness Account Management Organization and Process Design Organization and Process Design Organization and Process Design Marketing Development & Effectiveness Marketing Development & Effectiveness Marketing Development & Effectiveness Supplier Control Account Management Account Management Account Management Legal and Regulatory Compliance Supplier Control Supplier Control Supplier Control Legal and Regulatory Compliance Legal and Regulatory Compliance Legal and Regulatory Compliance Product Ideation Product Ideation Product Ideation Product Ideation Make Products Treasury and Risk Management Make Products Make Products Make Products Treasury and Risk Management Treasury and Risk Management Treasury and Risk Management Concept/Product Testing Value-Added Services Concept/Product Testing Concept/Product Testing Concept/Product Testing Value-Added Services Value-Added Services Value-Added Services Distribution Center Operations Accounting and GL Distribution Center Operations Distribution Center Operations Distribution Center Operations Assemble/Pkg. Products Accounting and GL Accounting and GL Accounting and GL Assemble/Pkg. Products Assemble/Pkg. Products Assemble/Pkg. Products Product Development Product Development Product Development Product Development Customer Account Servicing Customer Account Servicing Customer Account Servicing Customer Account Servicing Indirect Procurement Indirect Procurement Indirect Procurement Indirect Procurement Product Management Product Management Product Management Product Management Plant Inventory Management Plant Inventory Management Plant Inventory Management Plant Inventory Management Retail Marketing Execution Retail Marketing Execution Retail Marketing Execution Retail Marketing Execution Transportation Resources Transportation Resources Transportation Resources Transportation Resources Facilities and Equipment Management Facilities and Equipment Management Facilities and Equipment Management Facilities and Equipment Management Marketing Execution Marketing Execution Marketing Execution Marketing Execution In-store Inventory Mgmt In-store Inventory Mgmt In-store Inventory Mgmt HR Administration HR Administration HR Administration In-store Inventory Mgmt Manufacturing Procurement Manufacturing Procurement Manufacturing Procurement HR Administration Consumer Service Consumer Service Consumer Service Manufacturing Procurement Consumer Service En route Inventory Management En route Inventory Management En route Inventory Management En route Inventory Management IT Systems and Operations IT Systems and Operations IT Systems and Operations Customer Directory Customer Directory Customer Directory Product Directory Product Directory Product Directory IT Systems and Operations Customer Directory Product Directory Innovazione nell’approccio alla configurazione del business model: Component Business Modeling Consumer Relationship Customer Relationship Supply Chain & Distribution Business Administration Manufacturing Strategy Tactics Execution Illustrative CPG Client

21. Possibili azioni sui componenti di Business selezionati Matrice Decisionale INTERNALIZZAZIONE Alta Ottimizzazione Differenziazione Gestione interna per rispondere alle esigenze di business Enfasi e gestione interna per guadagnare vantaggi competitivi Differenziazione Strategica 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 Bassa Alta Specificità di industry

22. Competenze Differenzianti=> Efficacia • Focalizzazione del Management sulle attività “core”, differenzianti verso i competitors • Allineamento di risorse e “working capital” alle priorità strategiche Competenze non differenzianti=> Efficienza • Outsourcing di alcune attività a partners “best-of-breed” 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 Le domande dei CEO sul loro modello di Business: Quali sono le nostre competenze distintive? Quali processi dobbiamo gestire direttamente? Azienda Tipo 5-10% 100% EBITDA 13-28% Differentiated Business Processes and Components 32-47% Critical Yet Non-Differentiated Business Processes and Components Valore % sul fatturato 23-27% Product or service building blocks 0% Source: IBM Institute for Business Value based on McKinsey analysis

23. Supply Chain Strategy Corporate Strategy Customer Relationship Strategy Manufacturing Strategy Category/Brand Strategy Corporate Planning Inventory Planning Supplier Relationship Management Alliance Management Customer Relationship Planning Category/Brand Planning Network & Asset Configuration Corporate Governance Production/Materials Development & Planning Business Performance Management Brand P&L Management Assessing Customer Satisfaction Distribution Oversight External Market Analysis Manufacturing Oversight Matching Supply and Demand Customer Insights Inbound Trans-portation Outbound Trans-portation Organization and Process Design Marketing Development and Effectiveness Account Management Supplier Control Legal, Tax and Regulatory Compliance Product Ideation Product/Component Manufacturing Treasury & Risk Mgmt Concept/Product Testing Value-Added Services Distribution Center Operations Financial Accounting & Reporting Assemble/Pkg. Products Product Development Customer Account Servicing Indirect Procurement Product Management Plant Inventory Management Facilities & Equip Mgmt Retail Marketing Execution Transportation Resources Marketing Execution Resource Development In-store Inventory Mgmt Manufacturing Procurement Consumer Service HR Administration En route Inventory Management Customer Directory Product Directory IT Systems & Operations Strategic Invest in and expand to gain advantage Support Manage to meet the needs of strategic components Partner Develop alliances to meet critical business req’ments Utility Use specialists to reduce costs and free up resources Redesigning the business model for a flexible operational management Consumer Relationship Customer Relationship Manufacturing Inventory and Distribution Business Administration Direct Control Execute

24. Support Strategic 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 Strategic Utility Partner Utility Partner ExternalSpecialization ExternalSpecialization Non-Differentiating Differentiating Non-Differentiating Differentiating Impresa “Specializzata” Situazione iniziale

25. Innovazione nei processi di Business • Attraverso la re-ingegnerizzazione dei processi chiave o… • Attraverso l’empowerment tecnologico dei processi

26. Management Processes Re-engineering • Gestione del cambiamento • HR Management

27. Innovazione nella gestione del capitale umano • Gestione dei talenti e della conoscenza • Mobilità e Flessibilita’ (mobile working) • SSCBPO/BTO delle attività HR • Innovazione Continua e sviluppo/gestione della creatività

28. L'innovazione nell'infrastruttura IT

29. Customer Bank Shared Service Bank 2 – “Supplier” Outsourced Il modello di Business flessibile richiede un IT flessibile Business flessibile Processi flessibili IT flessibile SOA (Service Oriented Architecture)

30. Your products? Your services? Your financial strength? Your customer base? Your supply chain? Your management systems? Your business model? Your history? Your brand? Your expertise? How will innovation matter for you? And how can we help?