ABOUT METHODOLOGY
What Gafam
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was created thinking Ansoff model, Porter strategy or Blue Ocean? None
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intuited a response to a customer pain (expressed or not)? All .
Methodology must remain at the service of Think Different and Agility.
It bridges the gap between the "head in the stars" and "feet on the ground" by:
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marking out the path to follow by iterations
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and tooling each step to focus on the substance.
This is the purpose of the corpAngels (c) tool-based methodology built by Sourcinno.
Investment : SOURCINNO
1. STRATEGY
Rules of the game
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Objective & mindset
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Gamefield
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Governance
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Resources
Co-investment: SOURCINNO
1. IDEAup
Differentiating concept
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Client pain <> Ideas
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Prototype <> Clients tests
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Pragmatic BP
Investment: COMPANY
2. STARTup
Iteration > validation
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MVP <> Clients feedback
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Go to market
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Product-Market fit
Investment: COMPANY
3. SCALEup
Integration > Growth
- Synergies analysis & plan
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Teams buy-in
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Progressive integration
THE KEY TO SUCCESS
Co-innovating with a company first and foremost requires the support of teams and management.
Unlike a StartUp, an IdeaUp must focus on optimal synergy (vs maximum valuation).
From the outset, an IdeaUp integrates the levers to buy-into this growth strategy:
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deal with a real business challenge
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create a sense of belonging
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promote the team's profession
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minimize integration complexity
GROWTH STRATEGY
GROWTH OPTIONS
Any company has 4 growth options (Ansoff, 1957 - HBR). Their common thread is pragmatic:
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what are the market's deep needs (Persona)?
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what distinctive value-answer to offer?
Whatever the option, the growth execution can be organic, joint or external .
IF THERE WAS ONLY ONE QUESTION
What Deep Need of its customers was Kodak responding to?
"Keep & Share Memories" .
If Kodak had focused on this deep need, it would have imagined Instagram (and had evolved its business model to dominate the digital photography usage).
Identifying this Deep Need means asking ourselves about clients' "Why" (e.g. in Hotel sector: travel) before our "What" (e.g. hotel).
The result is a vast field of possible value-creating Complementors (ex. leisure).
CHAIN OF USE & COMPLEMENTARY
These Complementors are distributed throughout the customer's Usage Chain. Its analysis allows us to:
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position the offering as close as possible to the need's origin
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create a differentiating value proposition in a logic of transversal solution vs vertical offer.
To execute the offer, the company combines its assets (including "sleeping", VRIO) with the ecosystem related to the customer need (platform economy).
"Connect the dots" as Steve used to say...