Act 6: New Value Proposition:
Distributing sandwiches via the Internet
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Act 1 - Start one’s own enterprise
1.1 Why not create one's own job?
1.2 Start with Value
1.3 Identify a Product Model
1.4 Gain know-how
1.5 Adopt the right attitude: tenacity, inventiveness and economy
1.6 An Enterprise needs Resources
1.7 Organize the Operations
1.8 To grow, formalize the know-how in an Operation Model
1.9 Alongside the Operations is Transformation
1.10 Relieve the Transformers of the Operations
1.11 Formalize the Transformation Model
Act 2 - Grow through geographic expansion
2.1 Geographic growth is the simplest
2.2 Learn to convince
2.3 Finance the start-up through business angels
2.4 Centralize the Transformation
2.5 Centralize purchasing
2.6 Generalize the principle: centralize the Models and decentralize the Operations
2.7 Power of image and brand
2.8 Centralize the customer information
2.9 Expand into international markets
2.10 Differentiate the products by country
Act 3 - Improve efficiency through digital capabilities
3.1 Digital Actors help Human Actors
3.2 Standardize Solutions from the same functional domain
3.3 Distinguish Commodity Solutions from Business Solutions
3.4 Use Software packages for Commodity Solutions
3.5 Leverage the Cloud
Act 4 - Equip oneself with a Foundation for "complexity, agility and synergy"
4.1 Interconnect the Solutions from different domains
4.2 Define a simple and uniform use
4.3 Make different Products with the same Components
4.4 Make different Operational Solutions with the same Components
Act 5 - Extend one's enterprise to partners
5.1 Concentrate on one's strong points
5.2 Model end-to-end Processes
5.3 Connect mobiles
Act 6 - New Value Proposition: Distributing sandwiches via the Internet
6.1 Imagine a new Value proposition
6.2 Offer a new distribution Value
6.3 Venture Capital financing
6.4 Abandon what doesn't work
6.5 Transformers are allowed to make mistakes
Act 7 - New Value Proposition: Selling Models
7.1 Use social networks to know Customer expectations
7.2 Know one's strengths and weaknesses
7.3 Business monitoring
7.4 Offer Models
7.5 Offer a new usage Value
7.6 Build a financial Model
7.7 The financial risk is high for investors
Act 8 - Merge with a cake-shop network
8.1 Mergers are one way of growing quickly
8.2 The merger must have a Business interest
8.3 Finance through banks
8.4 Merging cultures is difficult
8.5 Economies of scale presuppose merging the Operational Models
Act 9 - Execute the Transformation well
9.1 Transforming an Enterprise uses the same practices as starting up an Enterprise
9.2 The Transformation team should be multidisciplinary and have a leader
9.3 Formalize and share the Goal
9.4 All Transformation Actors must share the same Transformation language
9.5 All the Transformation Actors must share the same Business language
9.6 The Transformation Actors share Approach and Tools
9.7 All the Transformation Actors must share the same team spirit
9.8 Risk management
9.9 Divide a program up into projects
9.10 Favor an agile Approach
9.11 Reduce the variety of Products
9.12 The Business Objects are defined before the Processes
9.13 Model and optimize a Process
9.14 The same Process Model must support different forms of organization
9.15 Build and support Components well
9.16 Keep responsibility for the Business Solutions
9.17 The Business must be able to modify the Model
9.18 Define the organization of the Operations and the roles
9.19 It isn't enough to acquire a good Model, we also have to manage change for the users
9.20 Give meaning
Act 10 - Organize the Transformation
10.1 Define the organization and roles of the Transformation
10.2 Isolate the Foundation team and allocate a budget to it
10.3 Define the right Transformation governance
10.4 Good project management is not enough to produce a good Model
10.5 Bureaucracy can make a Transformation fail
10.6 Managing Transformation human resources and the Transformation culture
Epilogue
11.1 Selling one's enterprise
11.2 Help young entrepreneurs
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