innovationsvÆrktØjer i iot Økosystemer centre for … · torben cÆsar bisgaard bjerrum 7....

7. september 2018TORBEN CÆSAR BISGAARD BJERRUMPhD-FELLOW, MsC. ENG.

INNOVATIONSVÆRKTØJER IIOT ØKOSYSTEMER

CENTRE FOR BUSINESS DEVELOPMENTAARHUS BSS, INSTITUT FOR FORRETNINGSUDVIKLING OG TEKNOLOGI

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TORBEN CÆSAR BISGAARD BJERRUMPHD-FELLOW, MSC. ENG.

TORBEN BJERRUM

Forskningsområde

Data -brug og -indvirkning påforretningsmodeller og organisation

Projekter:

DABAI

Little big data

COWI VR

Email: [email protected]

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For at få punktopstilling på teksten

(flere niveauer findes),

For at få venstrestillet tekst uden punktopstilling, brug

CENTRE FOR BUSINESS DEVELOPMENT

Digital Business Development

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TORBEN CÆSAR BISGAARD BJERRUMPhD-FELLOW, MsC. ENG

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

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For at få venstrestillet tekst uden punktopstilling, brug Digital Business Development

Internet of Things

Machine Learning

Platforms

Mobile

Cloud

Blockchain

VR/ARBusiness strategy Leadership

Strategic Agility

Collaborations

Innovation Management

Technology ManagementDevOps

Development

Data ProtectionSustainablebusiness

Sharing Economy

DIGITAL BUSINESS DEVELOPMENT

Process development

Open Source

Business Model Innovation

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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

7. september 2018TORBEN CÆSAR BISGAARD BJERRUMPHD-FELLOW, MSC. ENG.

REKLAME

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INTERNET OFTHINGS WEEK

Aarhus, 2019week 25: June 17th – 21st

Aarhus, 2019week 25: June 17th – 21st

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IOT Generelt

IOT- Forretningsmodeller

Forretningsmodeller & Forskning

Forretningsmodel Innovation (BMI)

Introduktion: BMI TOOL FOR IOT-ECOSYSTEMS

AGENDA

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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), 1056-1067

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”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

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https://weputachipinit.tumblr.com

Why Today?

Mobile revolution

Internet APIs

Cost of components and services

Programming

Communities

Availability of

Technology

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IoT will turn the

world into data. - Kevin Ashton

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IOT

IOT- Forretningsmodeller (applikation)




AGENDA

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Porter, M., & Heppelmann, J. (Nov 2014). How Smart, Connected Products Are Transforming Competition. Harvard Business Review, s. 1-23.

securitysurveillancetracking

(…)

insight &adjustment

(…)

optimisation

(…)

(…)

network coordination

Co

mp

lexi

ty

Network Effect Potential

few

dev

ices

ma

nyd

evic

es

limitedcoordination

networkcoordination

tracking

insight &adjustment

optimisation

network coordination &

optimisation

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IOT BUSINESS MODEL MATURITY

24

Smart Product

Adding a digital feature to a product

OptimisedBusiness

Optimising a resource by X%

Transformative Business Model

Creating a new business model

Interconnection Effect

Big Data and Smart City

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25

Sectors:

• alarm/vagt sikkerhedstjenester

• detailhandel

• forsyning og energi

• fødevarer,

• service-IT

• sundhed/velfærd

• transport

• logistik

http://irisgroup.dk/forbundne-muligheder-analyse-af-danske-virksomheder-brug-af-internet-of-things/


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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


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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


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VALUE/UTILITY

BUSINESS MODEL

BUSINESS STRATEGY

TECHNOLOGY

The business model creates value not technology or a product itself

CREATES

DEFINES

ENABLES

X

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IOT





AGENDA

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FORRETNINGSMODELLER

“Get the business model wrong,and there is almost no chance ofsuccess...”

Prof. David TeeceUniversity of California, Berkley

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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)

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FORRETNINGMODELLER HVOR?

INNOVATION

• Design test and build new BM

• As a template for your idea

• Understanding customers

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

INVESTING

• Merger & Acquisition (BM1+BM2=FIT)

• Investment decisions (improve or Invent)

• Exit Strategies (IPO’s, acquisitions)

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EN DEFINITION?

The business model is a company’s answer to the question of how tomake 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: 86-92.)

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ST GALLEN

• 55 ARKETYPER

• 95 % af nu forretningsmodeller• er nye kombinationer af de 55 arketyper

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ST GALLEN

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MIN DEFINITION?

A conceptual model that provides answer to four questions

1. Who is your target customer2. What do you offer to the customer3. How do you create the value proposition4. How do you generate revenue

➢ Value Proposition➢ Create Value➢ Deliver Value➢ Capture Value

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DET STORE BILLEDE

STRATEGY

PROCESS/TECHNOLOGY

Business Model (innovation)

Level of abstraktion (Higher)

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ABSTRAKTIONSNIVEAUMARGARETTA 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

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THE FIT IN LITERATURE: THE BIG PICTURE 2/2Narrative:Magretta (2002),

Role models (Baden-Fuller and Morgan, 2010) & St. Ga.

(Osterwalder and Pigneur, 2002)+ Sectors, Consultentcy, UNIVERSITIES literally 100’s ++ .

Casadesus-Masanell and Ricart (2010) have builton system dynamics (Sterman, 2000).BMs based on choices and consequences, (flexiblevs. rigid importent in BM reconfig/BMI)

Level of abstraction

Narratives

Archetypes

Ontologies+special frameworks

Meta-Models

Activity-systems Zott and Amit (2010) This perspective relies on an understanding of the BM as a system of interdependentactivities (Design Themes/Elements)

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IOT



Forretningsmodels Innovation (BMI)


AGENDA

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HVORNÅR LAVER VI FORRETNINGSMODEL INNOVATION?

watch and listen to this!

https://www.youtube.com/watch?v=B4ZSGQW0UMI

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HVORNÅR??

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HVORFOR ER DET SVÆRT??

‘The difficulty lies not in the new ideas, but in escaping from the old ones.’

John Maynard Keynes

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FANTASTISK IDE-GENERATOR

KRITIK:

SVÆR AT BRUGE I EN TEKNISK-SETTING

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IOT





AGENDA

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STEP 1

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Mansour, H. Presser, M. and Bjerrum, T. (2018) Comparison of seven Business Model Innovation Tools for IoT ecosystem. IEEE WF on IoT Singapore.

KONKLUSION

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STEP 2

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Key Partners

Key Activities

Key Resources

Cost Structure

Revenue Stream

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SUSTAINABLE ??

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STUDERENDE FRA AARHUS BSS I HERNING VINDER ÅRETS INNOVATIONSPRIS


7. september 2018

TAK FOR OPMÆRKSOMHEDEN

innovationsvÆrktØjer i iot Økosystemer centre for … · torben cÆsar bisgaard bjerrum 7....

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