블루오션시프트를 생각하다
_요약
블루오션시프트_김위찬+르네위보안
블루오션을 찾기 위한 행동변화에 관련된 책이 나왔다. 새로운 영역을 확보하기 위한 여러가지 대안들을 하나의 큰 흐름으로 묶어 보았다.
PART ONE: Blue Ocean Shift
Chapter 1: Reach Beyond the Best
Common Problems for organizations:
Stuck in two assumptions: 1) Market boundaries and industry conditions are given. You cannot change them. 2) To succeed, an organization must make a choice between differentiation and low cost (but not both).
A summary of the differences:
Chapter 2: The Fundamentals of Market-Creating Strategy
Three Ways of Pursuing Market-Creating Strategy
Dangers:
· One of hardest truths for any technologist to hear is that success or failure in business is rarely determined by the quality of the technology. (Example: Segway)
· Sometimes organizations push products that are too “out there”, ahead of their time, or complicated.
· Innovation anchors to the value it gives buyers, not the cleverness of the technology.
It can be achieved with or without technology.
· When companies try to get out of red oceans, their efforts are often just more investment in existing, crowded markets.
Chapter 3: The Mind of a Blue Ocean Strategist
Mindset
· Blue ocean strategists do not take industry conditions as given. Rather, they set out to reshape them in their favor.
· Blue ocean strategists do not seek to beat the competition. Instead they aim to make the competition irrelevant.
· Blue ocean strategists focus on creating and capturing new demand, not fighting over existing customers.
· Blue ocean strategists simultaneously pursue differentiation and low cost. They aim to break, not make, the value-cost trade-off. Not either-or, but both-and.
Case Study: Comic Relief (UK Charity)
· Lots of overlap of charities in UK (600 cancer charities, 200 homeless charities)
· UK has problem of donor fatigue.
· Most NGOs focused on wealthy, educated, older donors with solicitations and fundraising galas.
· Comic Relief created Red Nose Day. A national day of wacky community fundraising, together with a star-studded comedy telethon. Today Red Nose Day is almost like a national holiday.
· Comic Relief redefined the charity industry's problem, from how to get the wealthy to give out of guilt, to how to get everyone to do something funny for money.
· Comic relief eliminated expensive fund-raising galas and year-round solicitations and the writing of grants. Nor does it target wealthy donors. Even the poorest person can make a donation.
· Comic Relief did NOT: a) accept existing industry practices, b) focus on benchmarking other charities and try to copy them, c) focus on customer satisfaction scores (from older donors), d) pursue differentiation or low cost.
A danger is that from a customer (donor) point of view, all the offerings (organizations) can look pretty much the same.
Chapter 4: Humanness, Confidence, and Creative Competence
How do you get people to make a blue ocean shift? You don't. Instead, you break the challenge down into small, concrete steps that move people forward in increments that inspire and build their confidence.
The human element is a fundamental part of any innovation and transformation process. Especially when it comes to making important changes in a strategy or an organization, we need to take humans as the source and end goal of the process.
In this case, involving our employees in the process will provide them with the trust in the strategy; and will provide the strategy with the insights we need to properly identify new ways of creating value.
These are the 3 principles for including the human element in blue ocean strategy
2.1. Atomization:
Adopting a shifting strategy can be daunting. One of the best ways to approach the challenge is by taking each part of the problem and break it into smaller parts. Until eventually we have small, manageable and clear series of challenges we can provide to everyone.
2.2 First-Hand Discovery:
New ways of thinking can either break or make the strategy. Coming up with valuable insights depends on them coming from a first–hand experience, and not from isolated people that came up with it without being in direct contact with the part of the process they want to improve.
Additionally, everyone involved in the process needs to feel that the changes they are sharing are a direct result of their own thinking and experience.
2.3 Fair Process:
Finally, everyone who is involved in the process should have a clear understanding of how decisions are being made and what to expect. This comes from three actions.
A) Set the rules of engagement. That is how will information emerge and how will people collaborate.
B) Explanation: when decisions are made, everyone should be able to access an explanation of the reasoning behind it.
C) Expectations: finally, everyone should have a clear idea of what they can expect from the process and what is expected from them.
Overview of the Blue Ocean Shift Process
