1. Strategic Innovation Capita Selecta
Dr Hugo Velthuijsen, lector New Business & ICT

2. Dr Hugo Velthuijsen Position Education Experience
Introduction
Position
Professor Business & IT
Leading Professor Center for Applied Research and Innovation on Entrepreneurship
Education
M. Sc. Mathematics
Ph.D. Computer Science/Artificial Intelligence
Experience
11 yrs research & development in The Netherlands and the USA
3 yrs ICT company
8 yrs business management ICT company
4 yrs Hanze University of Applied Science
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3. Intrapreneurship inside KPN
The biggest company turnaround in The Netherlands
8 yrs of continuous change after near bankruptcy
Approx lay offs (>30%)
Crisis as a means to an end
Quarterly results on target without fail
Strong in financial results, challenge in innovative power
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4. Entrepreneurship vs Intrapreneurship
Who would you rather like to be?
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5. Leadership vs Management
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6. The Classics (1) NOT: a great idea to start the company
Visionary companies
NOT: a great idea to start the company
NOT: charismatic leaders
NOT: maximising profits
NOT: “correct” core values
NOT: only constant is change
NOT: play it safe (BHAGs)
NOT: great places to work for everyone
NOT: briljant and complex strategic planning
NOT: change from without
NOT: focus on beating the competition
NOT: “tyranny of the OR”
NOT: through vision statements
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7. The Classics (2)
Overcoming mediocraty
Level 5 leadership: personal humility and professional will
First who, then what
Face facts
Passion + world class ability + business model
Culture of discipline + entrepreneurship
Technology accelerators
Flywheel
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8. The Classics (3)
Crawford model – choose in which to excel
Level
Access
Experience
Price
Product
Service
Dominate
Solution
Intimacy
Agent
Inspire
Customize
Differentiate
Convenient
Care
Consistent
Dependable
Educate
At par
Easy
Respect
Honest
Credible
Accommodate
Sub par
Hassle
Disrespect
Misleading
Poor
Forgettable
Recipe for success: Dominate with 1 attribute; differentiate with a 2nd, operate at par with the rest (from: “The myth of Excellence”, Crawford & Mathews, 2001)
New Business & ICT

9. The classics (4) Canvas model 9 pieces to the puzzle
Understanding your business
Canvas model
9 pieces to the puzzle
All parts need to fit and to support each other
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10. Strategisch Omgevingsmanagement
Opposition will be there
Pre-empt opposition
Look for lowest common multiple instead of greatest common divisor
New Business & ICT

11. The Network Economy China, India, fomer Soviet Union
Extreme competition
China, India, fomer Soviet Union
3bn new capitalists
India: new IT bachelors graduate every year
Better educated, more eager
Seamless collaboration thanks to New IT / Web 2.0 / Broadband
New Business & ICT

12. N = 1 R = G The Network Economy The power shifts to the customer
New Business & ICT

13. Market development
New Business & ICT

14. Marktbenadering Het echte wonder van Apple en Steve Jobs 15-12-2017
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15. Gates & Jobs became experts by chance
Work hard or work smart
Inspiration or perspiratieon
The hour rule
Timing is key
Gates & Jobs became experts by chance
Gates & Jobs came at the right time
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16. Simon Sinek: the golden circle
Marktbenadering
Apple is het schoolvoorbeeld van een heart brand
Simon Sinek: the golden circle
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17. Steve Jobs, The Perfect CEO
Wired, October 2011
Understanding customers and what the want, even before they know it
Mastery of market dynamics
Acumen of a poker champ
Commitment to excellence
Brutal rejection of “good enough”
Accountability when things go wrong
Charisma that make product launches as exciting as a Bruce Springsteen show
“If anybody’s going to make our products obsolete, I want it to be us.”
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18. Van de zeven hoofdzonden scoort Jobs er vijf
Technisch weekblad, 22 oktober 2011
IJdel
Gierig
Jaloers
Gulzig
Wraakzuchtig
Center of Applied Research & Innovation: Entrepreneurship

19. Leiderschapsstijl Steve Jobs
Inspirator of dictator
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20. The Network Economy
Evolution of supporting tools

21. Source: David Byrne (Talking Heads) in Wired
The internet has the power to destroy
The internet as the great equalizer
Production
Marketing & Credibility
Sales
Distribution
Business Model
Example
Music industry
Source: David Byrne (Talking Heads) in Wired
New Business & ICT

22. Niches are getting more important
Thanks to the internet:
Smaller markets become addressable
Lower marketing & distribution costs
More choice
Results in:
Decline in “best sellers”
More items
Higher total volume
Market growth
New Business & ICT

23. Free mobile Free CD Radiohead Free demo software Free web service
Nothing in life is free…
Free mobile
Free CD Radiohead
Free demo software
Free web service
Free club entrance
Free drugs
Free google search
New Business & ICT

24. An example New Business
14 yrs young
Ambition: to make available all information on Earth
Business model defined after 5 years
Market capitalization is starting to equal Microsoft’s
New common enemy (used to be MicroSoft)
More recent innovations through acquisitions
Google Earth
Gmail
Etc.
New Business & ICT

25. In the Next Industrial Revo-lution, Atoms Are the New Bits
The Network Economy
Transaction costs have changed
18.02
Mid-30s: Big organisations exist to minimize transaction costs (Ronald Coarse)
Now: transaction costs are much lower
Cost of overhead and bureaucracy much less offset
In the Next Industrial Revo-lution, Atoms Are the New Bits

26. The Network Economy The IT industry is leading
Traditional way of doing business is changing
The IT industry is leading

27. The Network Economy Customers: are better informed about you
Changing the relationship of businesses with their customers
Customers:
are better informed about you
are better informed about competitors
are better informed about their own preferences
are global
have more choice
expect better service
are easier to communicate with

28. The impact of social media
Unstoppable force and powerful new tool kit
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29. The Network Economy Trias Politica Legislative Executive Judiciary
Social networks organising citizen participation into a 7th power?
Trias Politica
Legislative
Executive
Judiciary
Three additional powers
Civil service
Media
External consultants

30. Integrating in business practices Solving SMEs problems?
Crowdsourcing
The wisdom of crowds
Business communities
Social networking
Integrating in business practices
Solving SMEs problems?
Good employees
State of the art knowledge
Innovative power
Global sourcing
New Business & ICT

31. The whole world can help you
Open innovation
Caveats
There are more ideas outside the company than inside
Profit from the ideas of others
Being smarter more important than being first
New Business & ICT

32. Professional networks Xxxxxxxxx Crowd sourcing
The Network Economy
Some ways to exploit different forms
Xxxxx (Out)sourcing
Professional networks
Shared innovation
Xxxxxxxxx Crowd sourcing
New Business & ICT

33. workstation management
Adapted Kraljic model
Tool for classifying systems & processes
specificity
standard
specific
Added value
high
low
workstation management
communication
Service management I II
Data centers

34. Thank you Any questions?
We, as the whole Hanze University have students. Students can choose between 18 different schools. Our academic staff counts roundabout 1100 persons, the supporting staff 900.
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