Business Models point of view in Innovation Management

Transcription

1 Business Models point of view in Innovation Management TU-E5000 Innovation and Project Management IPM (5 cr) Pekka Berg Hani Tarabichi Innovation Management Institute Aalto University 29/01/2016 IMI 1

2 TOPICS OF THE DAY 9.00 Start of the Day Learnings from your Homework Lecture 1: Shafer s Business Models Analysis of the pre-readings in the teams Outcome of the team discussions Lecture 2: Gassmann s Business Models Analysis of the pre-readings in the teams Outcome of the team discussions Lunch Lecture 3: LEGO Serious Play with Agents and Hats Intro for the Homework Working for the IDBM industrial project dealing with the topic today Wrap-Up of the day End of the Day IMI 2

3 PreReadings 1. Shafer et.al., 2005, The power of business models, Business Horizons 48, O Gassmann, K Frankenberger, M Csik 2013, The St. Gallen Business Model Navigator, Working paper, bmi-lab.ch IMI 3

4 Readings (Voluntary) 1. Sundbo, J., Management of Innovation in Services. 2. Edvardsson, B. et.al Customer integration within service development A review of methods and an analysis of insitu and exsitu contributions. Technovation 32 (2012) Osterwalder, A. & Pigneur, Y Clarifying Business Models: Origins, Present, and Future of the Concept. 4. Chesbrough, 2007, Business model innovation: it s not just about technology anymore, Strategy & leadership, vol. 35 no , pp , Q Emerald Group Publishing Limited, ISSN Amit, Zott, 2012, Creating Value Through Business Model Innovation, MIT Sloan Management Review. 6. Mabogunje, A., Kyvsgaard Hansen, P., Berg, P Exploring Innovation A Language Approach. CO-CREATE Conference, Espoo, June Snowden et.al., 2007, A Leader s Framework for Decision Making, Harward Business Review, November 2007 IMI 4

5 Homework 3 for : Business Model 1. Describe the (d)evolution (=innovation process) of your corporate case business model based on this day learnings Your model in the starting point today What is the value proposition of your model? How do you create value in your model? How do you capture value in your model? Development of your model Extra Use the Shafer s components of business model affinity diagram Use the Gassmann s three-step imitation and re-combination -method and consider if some elements or ideas of the described 55 business models could be useful in your case. How does your Business Model reflect the strategic choices and their operating implications of your Case company? Think also the change of the business model in next, 3? 5? 10 years? 2. Visualize this journey by Legos-paper-mockup prototype(s). Create also agents and connect them if relevant Take photos and videos Be ready to present the status of your work in the wrap-up of the day 29/01/2016 IMI 5

6 Contents 1. Business Model approach 1. Introduction 2. Business Model by Shafer 3. Business Model by Gassmann 2. Teamwork 3. Homework 29/01/2016 IMI 6

7 Goal To consider business models and innovation offering in order to create shared understanding for future work. 29/01/2016 IMI 7

8 Why Gassmann?

9 Process vs. Offering vs. Business Model Before the innovation process can be discussed, there must be an understanding of the desired offering(s) and business model(s). 29/01/2016 IMI 9

10 Before discussing how to innovate a business model, it is important to understand what it is that is to be innovated. Gassmann, 2013

11 Offering + Process + Enablers ENABLERS PHASE: Invention Planning Offering Development Strategy Commercialization Customer Interaction Business Intelligence, Foresight Crossfunctional teams Competence Roadmaps Portfolio Development Business Process LAUNCH Goods Service New Business Concept Innovation FOCUS ON: Creativity Decision Making PROCESS Speed Costs OFFERING 29/01/2016 IMI 11

12 Business Model between Offering and Impacts

13 Outcome/ Offering/ Product? Customer Interaction (High End Service) New Business Concept/Model Innovation Goods Service 29/01/2016 IMI 13

14 Why Shafer?

15 Product development according to Hamel 29/01/2016 IMI 15 Lähde: Gary Hamel, Leading The Revolution, 2000

16 Incremental Radical Product development according to Hamel Nonlinear innovation Business concept innovation Continuous improvement Business process improvement Component System Lähde: Gary Hamel, Leading The 29/01/2016 IMI Revolution,

17 Contents 1. Business Model approach 1. Introduction 2. Business Model by Shafer 3. Business Model by Gassmann 2. Teamwork 3. Homework 29/01/2016 IMI 17

18 Souce: Yrjö Neuvo, TEKES Seminar /01/2016 IMI 18

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20 Components of Business Model (Osterwalder) Infrastructure management Product Customer interface Partner Network Customer Relationship Core Capabilities Value Configuration Value Proposition Distribution Channel Customer Segment Cost Structure Success/ Failure Revenue Streams Financial aspects 29/01/2016 IMI 20

21 What other business model frames do you know beyond Osterwalder?

22 Creating Value Through Business Model Innovation - Six questions for Managers Raphael Amit and Christoph Zott, 2012

23 Six key questions that managers should ask themselves when considering business model innovation: 1. What perceived needs can be satisfied through the new model design? 2. What novel activities are needed to satisfy these perceived needs? (business model content innovation) 3. How could the required activities be linked to each other in novel ways? (business model structure innovation) 4. Who should perform each of the activities that are part of the business model? Should it be the company? A partner? The customer? What novel governance arrangements could enable this structure? (business model governance innovation) 5. How is value created through the novel business model for each of the participants? 6. What revenue model fits with the company s business model to appropriate part of the total value it helps create?

24 Why don t more companies innovate their business models? Think of your case company: who is responsible for Business-Model Innovation? Who within the company, other than the CEO, is responsible for the ways the business creates value in its products and services and captures that value in the form of revenue from its customers? Christoph Zott and Raphael Amit 2010, Business Model Design: An Activity System Perspective

25 Through what kind of process have you developed the Business Model of your Case this far?

26 Show us the business model of your Case by LEGO Serious Play!

27 The Facilitator Challenge 1. Select the Mock-Up Facilitator of your team.

28 Landscape Example: The good Elderly Life Landscape

29 Contents 1. Business Model approach 1. Introduction 2. Business Model by Shafer 3. Business Model by Gassmann 2. Teamwork 3. Homework 29/01/2016 IMI 29

30 Business Model, Source: Shafer et.al Pre-reading: Shafer et.al., 2005, The power of business models, Business Horizons 48,

31 Business Model, Source: Shafer et.al Discuss in your team about topics as follows of the paper: 1. The Components of Business Model? 2. The New Definition of Business Model? 3. Four Problems Associated with Business Models?

32 Business Model, Source: Shafer et.al Topics of the paper: 1. The Components of Business Model 2. The New Definition of Business Model 3. Four Problems Associated with Business Models

33 Business Model, Source: Shafer et.al. 2004

34 Business Model, Source: Shafer et.al Topics of the paper: 1. The Components of Business Model 2. The New Definition of Business Model 3. Four Problems Associated with Business Models

35 Business Model, Source: Shafer et.al. 2004

36 Business Model, Source: Shafer et.al. 2004

37 Business Model, Source: Shafer et.al Topics of the paper: 1. The Components of Business Model 2. The New Definition of Business Model 3. Four Problems Associated with Business Models

38 Business Model, Source: Shafer et.al Four Problems Associated with Business Models: 1. Flawed assumptions underlying the core logic Future? 2. Limitations in the strategic choices considered Big Picture? 3. Misunderstandings about value creation and value capture Value Capture? 4. Flawed assumptions about the value network Future?

39 Business Model, Source: Shafer et.al Conclusions: Business models facilitate the analysis, testing and validitation of the cause-and-effect relationships that flow from the strategic choices that have been made.

40 TU-E Innovation and Project Management Business Models, Offerings and Impact Hani Tarabichi 40

41 Business.What is the SPIRIT for it!!?? Create Value Build New Business Improve and transforms organizations Innovative way of thinking Visionary Game changer Challenge driven

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44 WhatsApp!! Feb 2014 Revenues $20 Millions Acquired by Facebook $19 Billions WhatsApp with that!!?

45 Many firms continuously introduce innovations to their products and processes. Yet, many companies will not survive in the long term despite their product innovation capabilities???!! These companies has failed to adapt their BM to the changing environment The future is for competitions between business models, Not between technologies and products.

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48 Why companies fail to develop a breakthrough strategies? Cultural inertia and unwillingness to change a winning formula Contentment and complacency Processes and structures that become rigid and unyielding Strong and unquestioned beliefs and corporate sacred cows Conservatism and fear of losing the current profit stream Strong vested interests and politicking Managerial overconfidence or arrogance Unyielding habits and company norms Overreliance on what has worked in the past Passive and uncritical thinking and quick dismissal of information that conflicts with current view Stubbornness and a passionate but unreflective reliance on past processes, habits, and values 48

49 So.What s up with business models?? Business models have surged into the management vocabulary It has become quite fashionable to discuss business models Business models can serve a positive and powerful role in corporate management Interest in the BM concept from a wide range of disciplines

50 So.What s up with business models?? Business models can be powerful tools for: Analyzing Implementing communicating strategic choices In the mid-1990s, dot-com firms pitched business models to attract funding 27% of Fortune 500 firms used the term BM in their 2001 annual reports Media have certainly gotten on board also. Within major magazines and journals, only one article in 1990 used the term business model three times or more; by 2000, well over 500 articles fell into that category.

51 So.What s up with business models?? Business model can be defined as a unit of analysis to describe how the business of a firm works. Business model is often depicted as an overarching concept that takes notice of the different components a business is constituted of and puts them together as a whole (Demil and Lecocq 2010; Osterwalder and Pigneur, 2010). In other words, business models describe how the magic of a business works based on its individual bits and pieces.

52 What is a Business Model A Business Model describes the rationale how an organization creates, delivers and captures value. Source: Alexander Osterwalder and Yves Pigneur, 2010

53 What is a Business Model Business concept must be: Simple Relevant Understandable A business model is built on 9/?? blocks covering 4 areas: Customer Offers Infrastructure Financial viability

54 Rationale behind the Business Model Canvas (BMC) There is a need for a shared concept that everybody understands enabling description and commensurate discussion about business model(s) Model must be simple, relevant & intuitively understandable, but not oversimplifying the complexities of how an enterprise function. Differentiating business model from other concepts, such as a revenue model, strategy etc.

55 Rationale behind the Business Model Canvas (BMC) BMC tool describes any business model with 9/?? building blocks indicating the logic how company intends to make money (Value) Covers four main areas of business: Customers, offering, infrastructure, and financial viability To describe, analyze, design and validate any business model A blueprint for a strategy to be implemented through organizational structures, processes, and systems

56 So a quick recap =? OK?? = 10 X + Y = 10 What are the possibilities? =? > 3 now that s innovation management, be radical 56

57 Business is fundamentally concerned with creating value and capturing returns from that value, and a model is simply a representation of reality a firm s underlying core logic and strategic choices for creating and capturing value within a value network core logic: suggests that a properly crafted business model helps articulate and make explicit key assumptions about cause-and-effect relationships and the internal consistency of strategic choices business model reflects the strategic choices that have been made Successful firms create substantial value by doing things in ways that differentiate them from the competition

58 Value!! G-D Logic vs S-D Logic Value in exchange (G-D): Value is created in firm and distributed in market through exchange of goods for money. Roles of producers and consumers are distinct, value creation is a series of activities formed by the firm Value in use (S-D): roles of producer and consumer are not distinct. Value is co-created jointly and reciprocally. Value is created through interaction among providers and beneficiaries through integration of resources and application of competencies

59 Value Creation, Value Capture Can Value creation occurs alone!!!? Can value capture occurs alone!!? Hamel 2001, argues: neither value creation, nor value captures occurs in a vacuum! Both occur within a VALUE NETWORK Suppliers Partners Distribution channels Coalitions The role a firm chooses to play within its value network is an important element of BM 59

60 Value Creation, Value Capture

61 Components of BM according to Shafer et.al Strategic Create Value Value Network Capture Value Customer Value proposition Capabilities/compet encies Revenue/Pricing Competitors Output (offering) Strategy Branding Differentiation Mission Resource/Assets Processes/ Activities Suppliers Customer information Customer relationship Information flows Product/Service flow Cost Financial aspects Profits Adopted from: The power of business models, Scott M. Shafer, H. Jeff Smith, Jane C. Linder

62 Business Model.vs. Strategy!! A Business model is not a strategy Strategy can be viewed as a pattern of choices made over time! Strategy is a forward looking plan (Mintzberg), pattern, position, or perspective. Strategy is a position (Porter), choices about which products or services are offered in which markets based on differentiation features Strategy is a perspective (Drucker), choices about how business is conceptualized 62

63 Business Model.vs. Strategy!! A business model facilitates: Analysis Testing Validating firm s strategic choices 63

64 Problems of Business Models Misusing the business model concept can lead to problems Four common problems associated with creation and use of BMs: Flawed assumptions underlying the core logic Limitations in the strategic choices considered Misunderstandings about value creation and value capture Relying on flawed assumptions about the value network 64

65 Problems of Business Models 1/4 Flawed assumptions underlying the core logic: A firm moves into a danger zone if its business model s core logic is based on flawed or untested assumptions about the future Don t confuse assumptions with reality once a set of strategic choices has been made, the resulting business model be checked to ensure that implicit and explicit cause-and-effect relationships are wellgrounded as well as logical. 65

66 Problems of Business Models 2/4 Limitations in the strategic choices considered: A business model should address all of the firm s core logic for creating and capturing value, not just a portion of that logic Customer acquisition.vs. fulfilling orders (etoys) 66

67 Problems of Business Models 3/4 Misunderstandings about value creation and value capture: Tendency to focus so much on the value creation Organizations are unable to capture corresponding economic returns in relation to the value they create. (Yahoo!) Searches of the Web, accounts, stock quotes and other financial information, greeting cards, maps, driving direction.where is the money????? Executives confuse potential value with actual value 67

68 Problems of Business Models 4/4 Relying on flawed assumptions about the value network: A model mistakenly assumes that the existing value network will continue unchanged into the future Gas stations and supermarkets 68

69 Contents 1. Business Model approach 1. Introduction 2. Business Model by Shafer 3. Business Model by Gassmann 2. Teamwork 3. Homework 29/01/2016 IMI 69

70 PreReadings: O Gassmann, K Frankenberger, M Csik 2013, The St. Gallen Business Model Navigator, Working paper, bmi-lab.ch IMI 70

71 Business Model, Source: Gassmann et.al Discuss in your team about topics as follows of the paper: 1. Business model s four central dimensions: the Who, the What, the How, and the Value? 2. Research methodology? How they did this study? 3. Three steps pave the road to a new business model?

72 Business Model, Source: Gassmann et.al Discuss in your team about topics as follows of the paper: 1. Business model s four central dimensions: the Who, the What, the How, and the Value? 2. Research methodology? How they did this study? 3. Three steps pave the road to a new business model?

73 Business Model, Source: Gassmann et.al Discuss in your team about topics as follows of the paper: 1. Business model s four central dimensions: the Who, the What, the How, and the Value? 2. Research methodology? How they did this study? 3. Three steps pave the road to a new business model?

74 Business Model, Source: Gassmann et.al Discuss in your team about topics as follows of the paper: 1. Business model s four central dimensions: the Who, the What, the How, and the Value? 2. Research methodology? How they did this study? 3. Three steps pave the road to a new business model?

75 Business Model, Source: Gassmann et.al O Gassmann, K Frankenberger, M Csik The St. Gallen business model navigator- bmi-lab.ch

76 Business model definition the magic triangle Value?: The revenue model that captures the value The fourth dimension explains why the business model is financially viable; thus it relates to the revenue model. In essence, it unifies aspects such as, for example, the cost structure and the applied revenue mechanisms, and points to the elementary question of any firm, namely how to generate value What?: The value proposition towards the customer The second dimension describes what is offered to the target customer, or put differently, what the customer values. This notion is commonly referred to as the customer value proposition, or more simply, the value proposition. It can be defined as a holistic view of a company s bundle of products and services that are of value to the customer How?: The value chain behind the creation of this value To build and distribute the value proposition, a firm has to master several processes and activities. These processes and activities, along with the relevant resources and capabilities, plus their orchestration in the focal firm s internal value chain form the third dimension within the design of a new business model. Who?: The target customer Every business model serves a certain customer group. Thus, it should answer the question Who is the customer? Drawing on the argument that the failure to adequately define the market is a key factor associated with venture failure, we identify the definition of the target customer as one central dimension in designing a new business model. O Gassmann, K Frankenberger, M Csik The St. Gallen business model navigator- bmi-lab.ch

77 Barriers to innovation Why doesn't more companies just come up with a new business model and move into a blue ocean? It is because thinking outside the box is hard to do Mental barriers block the road towards innovative ideas 78

78 Oliver Gassmann, Karolin Frankenberger, Michaela Csik Identified 55 patterns of business models after studying hundreds of companies models from different industries applied in the past 25 years Only few phenomena are really new Often, innovations are slight variations of something that has existed elsewhere, in other industries, or in other geographical areas about 90 % of the innovations turned out to be such re-combinations of previously existing concepts 79

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80 The St Gallen Business Model Navigator Transforms the main concept creating business model ideas by utilizing the power of recombination into a ready-to-use methodology, which has proven its usefulness in countless workshops and other formats 3 steps for a new business model: Initiation preparing the journey Ideation moving into new directions Integration completing the picture 81

81 The St Gallen Business Model Navigator Initiation preparing the journey 1/3 Before embarking on the journey towards new business models, it is important to define a starting point and rough direction. Describing the current business model, its value logic, and its interactions with the outside world is a good exercise for getting into the logic of business model thinking. It also builds a common understanding of why the current business model will need an overhaul, which factors endanger its future, or which opportunities cannot be exploited in the current business model. Investigating these woes and the predominant industry logic provides a rough direction according to which the generic business model patterns should be interpreted in step 2. 82

82 The St Gallen Business Model Navigator Ideation moving into new directions 2/3 Re-combining existing concepts is a powerful tool to break out of the box and generate ideas for new business models. To ease this process, we have condensed the 55 patterns of successful business models into a handy set of pattern cards. Each pattern card (see Fig. 28) contains the essential information that is needed to understand the concept behind the pattern: a title, a description of the general logic, and a concrete example of a company implementing the pattern in its business model. During the ideation stage, the level of information on the card is just right to trigger the creation of innovative ideas. 83

83 The St Gallen Business Model Navigator Integration completing the picture 3/3 There is no idea that is clear enough to be immediately implemented in a company. On the contrary, promising ideas need to be gradually elaborated into fullblown business models that describe all four dimensions (who? what? how? why?) and also consider stakeholders, new partners, and consequences for the market. 84

84 Remarks about BM An organization s business model is never complete as the process of making strategic choices and testing business models should be ongoing and iterative The probability of long-term success increases with the rigor and formality with which an organization tests its strategic options through business models 85

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96 Contents 1. Business Model approach 1. Introduction 2. Business Model by Shafer 3. Business Model by Gassmann 2. Teamwork 3. Homework 29/01/2016 IMI 97

97 The Facilitator Challenge Creates Open-ended building challenges Gets the group s dialogue to serve its purpose Makes the reflections and dialogue process easier Helps participants express themselves Asks clarifying questions Is the time-keeper

98 The Facilitator Challenge 1. Select the Mock-Up Facilitator of your team. 2. Remember the four central elements in the LSP process, which build on the hands and brain interplay: Construct Give meaning Make the story Reflection

99 Individual Exercise Each person picks 10 different LEGO bricks. If possible pick some bricks with exiting functions Make a model from free imagination! Use all bricks You have three minutes

100 Individual Exercise, 3 min Well, your model does actually represent something real. Choose one of the following dealing with your corporate case business model: Value Creation Value Proposition Value Capturing Each student in the team chooses a different viewpoint!

101 Explain your model to your teammates! 2 minutes/ presentation Make notes from the stories Take pictures Take videos Make movies

102 Team Exercise 1 Merge your individual models, take more LEGOs and create your team model. You have time 15 minutes.

103 The good Elderly Life Landscape

104 Team Exercise 2 Use the Shafer s components of business model affinity diagram thinking. Take more LEGOs and iterate your team model by adding and removing Legos...or create completely new model. You have time 15 minutes.

105 Business Model, Source: Shafer et.al. 2004

106 Team Exercise 3 Use the Gassmann s three-step imitation and recombination -method and consider if some elements or ideas of the described 55 business models could be useful in your case. Take more LEGOs and create your team model. You have time this afternoon. Be prepared to present the status of your model at 15:30.

107 Business Model, Source: Gassmann et.al O Gassmann, K Frankenberger, M Csik The St. Gallen business model navigator- bmi-lab.

108 Role of Agents Create Agents Create external forces/agents that could potentially influence your model. The examples include: cyber-terrorism, aging population, migration, climate change, the media, digitalization, changes in European/Global policy, etc.

109 Modeling Agents

110 Role of Agents Make links and connections Position agents in relation to your shared model according to the degree of impact and importance. Link relevant agents with Lego chains and strings, each represent different degrees of the connections between different agents. As you move one agent, you could see how an agent would have an impact on other agents. Some direct, others indirect. Some predictable, others less so. When focusing on one aspect, the details tend to blind you to the big picture. However, the connections you make between agents allow you to see the model s systemic consequences.

111 Connecting Agents

112 Contents 1. Business Model approach 1. Introduction 2. Business Model by Shafer 3. Business Model by Gassmann 2. Teamwork 3. Homework 29/01/2016 IMI 113

113 Homework 1 for / Corporate Case Illustrate Objectives of Your Case by Logical Areas and Logical Frame (see next two slides) 1. What is the vision of your industry project? 2. What is the nature of your project? 3. What are the hoped for impacts of your project? 4. What are the hoped for results of your project? 5. What are the next activities of your project? IMI 114

114 Logical areas of the of a project Logical Frame Strategies IMPACTS NATURE Business Intelligence VISION OF PROJECT FOCUS AREAS/ RESULTS Resources ACTIONS Input Analysis Goal setting Jussi Pihlajamaa, Pekka Berg / / IMI

115 OBJECTIVES OF THE PROJECT Desired industry impacts of the project (WHY?) Desired immediate impacts of the project for the company (WHY?) Priority 1 Priority 2 Priority 3 Priority 4 Priority 1 Priority 2 Priority 3 Priority 4 Users of the outputs of the project (TO WHOM?) Target group Target group Target group Target group Focus 1 Focus 2 Focus 3 Focus 4 Focus areas/ Results of the project (subprojects) (WHAT?) Desired results by focus areas New knowledge, wisdom, products, services and methods Planned actions for realizing the outputs of project (HOW?) Priority 1 Priority 2 Priority 3 Priority 4 Jussi Pihlajamaa, Pekka Berg / / IMI

116 Homework 2 for : Offering (see the next slide) 1. What is the position of your case-company along the goods-services continuum? Today and in the Future 2. Consider the customer/user of your case What are the needs in your customer process? What are the needs for your customer outcome? 3. Consider the structure of offering What are the elements of offering in your case? Remember all 3: concept (also goods), system and process Think also the change of the offering in next, years 4. What would you like to add from Service-Dominant-Logic to your Case? 5. Visualize your ideas by Legos-paper-mockup prototype(s). Take photos and videos Be ready to present the status of your work in the wrap-up of the day 29/01/2016 IMI 117

117 Offering Innovation 1. CUSTOMER OUTCOME 2. CUSTOMER PROCESS OFFERING MODEL 3. PREREQUISITES Concept Goods structure - Core goods vs. supplementary goods Service structure -Core services vs. supplementary services Pricing Market - customer segments System Manufacturing Technology, models, quidelines Organization Competences (providers, customers and user) Subcontractors Service process Process phases - roles of service provider and user Character of the customer interface (personal vs utilization of ICT) Depth of the service relationship (mass service vs. key clients Physical environment 29/01/2016 IMI Edited from Bo Edvardsson s Service Innovation Model by Berg and Pihlajamaa

118 Homework 3 for : Business Model (see the next two slides) 1. Describe the (d)evolution (=innovation process) of your corporate case business model based on this day learnings Your model in the starting point today What is the value proposition of your model? How do you create value in your model? How do you capture value in your model? Development of your model Extra Use the Shafer s components of business model affinity diagram Use the Gassmann s three-step imitation and re-combination -method and consider if some elements or ideas of the described 55 business models could be useful in your case. How does your Business Model reflect the strategic choices and their operating implications of your Case company? Think also the change of the business model in next, 3? 5? 10 years? 2. Visualize this journey by Legos-paper-mockup prototype(s). Create also agents and connect them if relevant Take photos and videos Be ready to present the status of your work in the wrap-up of the day 29/01/2016 IMI 119

119 Business Model, Source: Shafer et.al. 2004

120 Business Model, Source: Gassmann et.al O Gassmann, K Frankenberger, M Csik The St. Gallen business model navigator- bmi-lab.

121 Homework 1. Don`t forget your Logical Frame Homework and Offering Homework 2. Continue with your Business Model Homework. 3. Read the Pre-readings for the next lecture 4. Bring with you the background material supporting your team in the next lecture dealing with the scenario building of your case (documents, information, thoughts, ) IMI 122

122 If something unclear don t hesitate to ask. Thank you! pekka.berg@aalto.fi /01/2016 IMI 123