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    Kim DJ-Value Innovation Program For Samsung

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    Made Artha Yoga
    1. Samsung uses a Value Innovation Program to help product teams develop new products using techniques like value curves and cross-functional teams. 2. The program isolates teams and guides them through processes of understanding customer needs, redefining value, and developing product concepts to create blue oceans and differentiate Samsung's products. 3. Key steps include visual awakening to identify strategy changes, exploration of customer insights, visual strategy fairs to get feedback on concepts, and visual communication of strategies to guide development.

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    Kim DJ-Value Innovation Program For Samsung

    Uploaded by

    Made Artha Yoga
    252 views23 pages
    1. Samsung uses a Value Innovation Program to help product teams develop new products using techniques like value curves and cross-functional teams. 2. The program isolates teams and guides them through processes of understanding customer needs, redefining value, and developing product concepts to create blue oceans and differentiate Samsung's products. 3. Key steps include visual awakening to identify strategy changes, exploration of customer insights, visual strategy fairs to get feedback on concepts, and visual communication of strategies to guide development.

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    Kim DJ-Value Innovation Program for Samsung

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    1. Samsung uses a Value Innovation Program to help product teams develop new products using techniques like value curves and cross-functional teams. 2. The program isolates teams and guides them through processes of understanding customer needs, redefining value, and developing product concepts to create blue oceans and differentiate Samsung's products. 3. Key steps include visual awakening to identify strategy changes, exploration of customer insights, visual strategy fairs to get feedback on concepts, and visual communication of strategies to guide development.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    252 views23 pages

    Kim DJ-Value Innovation Program For Samsung

    Uploaded by

    Made Artha Yoga
    1. Samsung uses a Value Innovation Program to help product teams develop new products using techniques like value curves and cross-functional teams. 2. The program isolates teams and guides them through processes of understanding customer needs, redefining value, and developing product concepts to create blue oceans and differentiate Samsung's products. 3. Key steps include visual awakening to identify strategy changes, exploration of customer insights, visual strategy fairs to get feedback on concepts, and visual communication of strategies to guide development.

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    Value Innovation Program for Product Planning of Samsung Electronics

    08. 06. 04
    VIP Center, Samsung Electronics Dong-Joon Kim, PhD, CVS, TRIZ Specialist, 6 BB

    Review of past work


    Creative VE activities using Value Curve
    Conclusions by Byungmo Yang at SAVE 2005
    Using Value Curve (W. Chan Kim and Renee Mauborgne)
    We could easily decide which functions should be eliminated or created, and raised or reduced The Cross Functional Team could understand the product strategic concept more easily

    We will further develop the use of the Value Curve and FAST diagram technique
    More effective activities can be achieved through the exact performance measurement We also accumulate these data to improve the effects of VE activities

    Review of past work


    Creative VE activities using Value Curve
    at SAVE 2005 by Byungmo Yang

    Review of past work


    Creative VE activities using Value Curve
    Conclusions by Byungmo Yang at SAVE 2005
    Using Value Curve (W. Chan Kim and Renee Mauborgne)
    We could easily decide which functions should be eliminated or created, and raised or reduced The Cross Functional Team could understand the product strategic concept more easily

    We will further develop the use of the Value Curve and FAST diagram technique
    More effective activities can be achieved through the exact performance measurement We also accumulate these data to improve the effects of VE activities

    Fortune(2005)

    BusinessWeek(2006)

    Sweden Business Daily Dagens Industri(2007)

    Financial Times(2005 & 2008)

    Samsung Electronics has institutionalized the use of the strategy canvas in its key business creation decisions by establishing the Value Innovation Program Center in 1998.
    - Blue Ocean Strategy by W. Chan Kim & Renee Mauborgne

    22:17

    Samsungs Blue Ocean Approach


    Blue Ocean Strategy
    Tipping Point Leadership
    Cognitive hurdle Resource hurdle Motivational hurdle Political hurdle

    Samsung Electronics

    Head

    Corporate Business Innovation

    Body Arms & Legs

    Value Innovation
    Buyer Value & Costs

    Value Innovation Activity


    (Differentiation & Cost reduction )

    Fair Process
    Engagement Explanation Expectation Clarity

    GWP
    ( Great WorkPlace )

    Samsungs Value Innovation

    LOCKEM UP
    Daily routines can interrupt the flow of great ideas, so Samsung isolates its development teams in the VIP Center-and requires all members to work there for weeks on end, until the project is completed.

    GUIDING HAND
    Some 50 specialists work at the Center, helping teams stay focused on the problems at hand, develop various alternative solutions, and reach a consensus when its time to make a decision.

    MIXEM UP
    Brainstorming is most successful when a wide variety of viewpoints is represented. So Samsung gathers teams of engineers, designers, and planners from across the company to develop new products.

    SET A DATE
    Deadlines force teams to make tough choices and overcome disagreements that can slow down progress. Each team is given a timetable for progress and a fixed date for the projects completion.

    DO THE MATH
    Team members draw value curves, graphs that rank attributes such as a products sound or picture quality on a scale from 1 to 5. These help the team set priorities and differentiate Samsungs products from rivals.

    Source: BusinessWeek(2006)

    Samsungs Value Innovation


    Value Innovation is achieved only when the whole system of reality, identity, and image of a team project is properly aligned.

    Reality

    Value Innovation

    Identity

    Image

    Reality

    - What actually exists in life from a subjective or objective view

    Identity

    - What we intend to be in the future


    from a corporate view - Planning & Production

    Image

    - What Customers might imagine


    - Expectations based on past & present reality from a subjective view

    Objectives for Value Innovation Program


    Activate CFT (Cross Functional Team) activities in the initial stage of the New Product Development process Encourage communication and ownership among CFT members Formulate strategy for organization execution Build team projects into hit products through Value Innovation

    Characteristics of the Value Innovation Program


    Analysis of Customers Behavioral Psychology from a Zero Base Logic of Product Planning in New Product Development Logical Decision-Making Recognition of Anticipated Problems : Risk Management

    Flow of the Value Innovation Program


    Awakening Exploration
    6 Paths
    1. Alternative Industries 2. Strategic Groups within Industries 3. Chain of Buyers 4. Complementary Product & Service Offering 5. Functional or Emotional Appeals to Buyers 6. Time

    Strategy Fair
    Strategy Fair One Strategy Canvas

    Systemizing
    Report

    Forming

    CFT

    Reframing the project

    Observing/Understanding Customers

    Redefining Value

    Systematizing Concept

    Decision Making by management

    Step 1. Visual Awakening


    Compare your business with your competitors by drawing your as-is strategy canvas. See where your strategy needs to change.
    example) As-is strategy canvas
    HIGH

    Premium

    Low-end

    LOW

    Price

    Capability

    Energy Saving

    Design

    Optional Function Ease of Use

    Premium Space

    Step 2. Visual Exploration


    Go to the field to explore the six paths to creating blue oceans Observe the distinctive advantages of alternative products and services See which factors you should eliminate, create, or change
    example) Customer observation

    Step 3. Visual Strategy Fair


    Draw your to be strategy canvas based on insights from field observations. Get feedback on alternative strategy canvases from customers, competitors customers, and noncustomers. Use feedback to build the best to be future strategy
    example) To-be strategy canvas

    The fashion icon


    HIGH

    New Product

    B-Alternative
    LOW Price Sound Easy of use Easy to get Moblility Capacity Storage Optional Function Movie

    Step 4. Visual Communication


    Distribute your before-and-after strategic profiles on one page for easy comparison. Support only those projects and operational moves that allow your company to close the gaps to actualize the new strategy.
    example) Link to development through QFD
    As-Is

    To-be

    Distribute strategy canvas

    Communicate strategy

    House of Quality

    Pareto

    CFT (Cross Functional Team) Activity

    Best Practice: Bordeaux LCD TV

    TV (Overall) No.1, Sales Amount & Vol. FP TV No.1, Sales Amount & Vol. LCD TV No.1, Sales Amount & Vol.
    (DisplaySearch, 3Q 2006)

    Sharing Best Practices


    Annual Value Innovation Awards: reward best practices CEO, CTO, Corporate Business Innovation, Finance, Marketing, and Staff

    Summary
    Successful Value Innovation
    Execute with companywide innovation activities Corporate Business Innovation Go with the organizations work process Try out at least one project following the BOS framework, sequence, and tools before making judgment : to form training and adoption strategy within the organization

    Implication
    No such thing as a completely different innovation tool - Additional work is always needed to customize it for your organization Even the best tools need work to use them innovatively Value Innovation ideas start from noticing the everyday things and viewing in a different angle

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