Product Value Creation

Innovation isn’t just about upgrading your tools—it’s about reinventing how you create, deliver, and capture value. Digital business models are reshaping industries by creating value in ways unimaginable a decade ago. These aren't your grandparent’s business models with a digital veneer—they're transformative, leveraging tech to disrupt markets, engage customers, and redefine competition. This revolution is captured brilliantly in the book: 𝐷𝑖𝑔𝑖𝑡𝑎𝑙 𝐵𝑢𝑠𝑖𝑛𝑒𝑠𝑠 𝑀𝑜𝑑𝑒𝑙𝑠 𝑓𝑜𝑟 𝐼𝑛𝑑𝑢𝑠𝑡𝑟𝑦 4.0: 𝐻𝑜𝑤 𝐼𝑛𝑛𝑜𝑣𝑎𝑡𝑖𝑜𝑛 𝑎𝑛𝑑 𝑇𝑒𝑐ℎ𝑛𝑜𝑙𝑜𝑔𝑦 𝑆ℎ𝑎𝑝𝑒 𝑡ℎ𝑒 𝐹𝑢𝑡𝑢𝑟𝑒 𝑜𝑓 𝐶𝑜𝑚𝑝𝑎𝑛𝑖𝑒𝑠. 𝐅𝐨𝐮𝐫 𝐏𝐢𝐥𝐥𝐚𝐫𝐬 𝐨𝐟 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐌𝐨𝐝𝐞𝐥𝐬: • 𝐃𝐢𝐠𝐢𝐭𝐚𝐥𝐥𝐲 𝐄𝐧𝐚𝐛𝐥𝐞𝐝 𝐕𝐚𝐥𝐮𝐞 𝐂𝐫𝐞𝐚𝐭𝐢𝐨𝐧: Value driven by tech, not just supported by it. Think smart thermostats optimizing energy, not just controlling it. • 𝐌𝐚𝐫𝐤𝐞𝐭 𝐍𝐨𝐯𝐞𝐥𝐭𝐲: New offerings or ways of doing business—like predictive maintenance or on-demand manufacturing. • 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐓𝐨𝐮𝐜𝐡𝐩𝐨𝐢𝐧𝐭𝐬: Customer relationships built through apps, IoT, and connected services. • 𝐃𝐢𝐠𝐢𝐭𝐚𝐥𝐥𝐲 𝐃𝐞𝐫𝐢𝐯𝐞𝐝 𝐔𝐒𝐏: Unique selling points rooted in data and digital capabilities. But how do we map the revenue streams emerging from these shifting dynamics? I’ve come to see it through three essential components: • 𝐂𝐨𝐫𝐞 𝐕𝐚𝐥𝐮𝐞 𝐏𝐫𝐨𝐩𝐨𝐬𝐢𝐭𝐢𝐨𝐧 (What is being offered?) • 𝐕𝐚𝐥𝐮𝐞 𝐂𝐫𝐞𝐚𝐭𝐢𝐨𝐧 𝐌𝐞𝐜𝐡𝐚𝐧𝐢𝐬𝐦𝐬 (How is value created?) • 𝐑𝐞𝐯𝐞𝐧𝐮𝐞 𝐒𝐭𝐫𝐞𝐚𝐦𝐬 (How is value captured?) 𝐑𝐞𝐚𝐝 𝐟𝐮𝐥𝐥 𝐚𝐫𝐭𝐢𝐜𝐥𝐞: https://lnkd.in/ewhRUM28 ******************************************* • Visit www.jeffwinterinsights.com for access to all my content and to stay current on Industry 4.0 and other cool tech trends • Ring the 🔔 for notifications!

🔊 AI is making services sexy again. 🔊 The core promise of AI is the elimination of barriers to creation. Text, audio, video, code... all become easier to generate. When creation becomes that simple, it doesn’t just empower—it commoditizes. What once required deep expertise and high barriers to entry can now be built by many, intensifying competition in software. Meanwhile, service businesses—the ones we’ve all ignored because, let’s be honest, their margins weren’t great—have a shot at massive value creation. Here's the math: 👩🏭 Average professional services margin: 15-25% 👨💻 Average software margin: 70-80% 🤖 AI-powered services margin: Approaching software territory AI fundamentally alters the unit economics of human labor by scaling a single person’s productivity exponentially. It can convert a 5-person team into a 50-person productivity powerhouse. Services that traditionally lived in the low-margin corner are now knocking on the door of software-like profitability. In a commoditized software world, the moat shifts. It’s not about the code—it’s about who owns the customer relationship. It’s in trust. It’s in delivery. Services businesses that leverage AI effectively are on the verge of tremendous value creation. 📈 💰 The ultimate irony is that the technology that’s supposed to take over the world, might actually put the power back in human hands. As software commoditizes, the intangible stuff—relationships, service, trust—becomes the differentiator.

As a creator who successfully transitioned into agency ownership, I've gained distinctive insights into the challenges faced by those seeking to monetize their online presence. While the creator economy offers immense potential, many talented individuals struggle to translate their passion into profit. Here are three common pitfalls I've observed: Lack of Business Acumen: While creativity is essential, a solid understanding of sales and marketing is crucial for effective monetization. Many creators lack the business skills needed to price their work, negotiate deals, and promote their offerings effectively. Hesitation to Self-Promote: Many creators are hesitant to market themselves and their work, fearing it may come across as boastful or inauthentic. However, effective self-promotion is essential for building an audience and attracting potential clients or customers. Limited Experience or Guidance: Starting a successful online business requires more than just talent and passion. It necessitates experience, mentorship, and a willingness to learn from mistakes. Many creators lack the guidance and resources needed to navigate the complexities of the creator economy. If you're struggling to monetize your online presence, here are some actionable solutions: 📌Invest in Business Education: Consider taking courses or workshops on sales, marketing, and entrepreneurship to develop essential business skills. 📌Embrace Self-Promotion: Craft a compelling personal brand and communicate your value proposition clearly and confidently. 📌 Seek Mentorship: Connect with experienced creators or business coaches who can offer guidance and support. 📌Refine Your Offering: Ensure your products or services meet a genuine need in the market and are priced appropriately. 📌Experiment and Learn: Don't be afraid to try new approaches, track your results, and iterate based on feedback. Remember, monetizing your creativity is achievable with the right strategies and mindset. By addressing these common challenges, you can unlock the full potential of your online presence and turn your passion into a thriving business.

Every aspect of organizational value creation will be Humans + AI. Our focus needs to be on architecting how they are integrated across all layers, and building loops where humans, AI, and systems all continually improve their capabilities. The Individual Augmentation layer is already happening apace by giving GenAI tools to knowledge workers. What is often still missing are the skills and mindsets for effective use and leverage. Many are now recognizing the reality that Humans + AI teams are moving to the center of work, requiring redesigned workflows, new skills, effective governance and accountability structures, and structures for better decision-making. Workflows must be redesigned to bring to bear the most relevant capabilities across the organization as work becomes more fluid, requiring Humans + AI orchestration processes to dynamically address challenges and opportunities. Every aspect of the organization needs to evolve based on data, insight, and learning. Learning loops need to encompass humans, AI systems, and how each of the other layers are architecting in constantly evolving systems. And since value creation largely happens across organizational boundaries, not just within companies, Humans + AI processes need to enable shared value creation, based on interoperability, trust layers, and platform structures. This diagram is an evolution from a previous one I created, simplifying and consolidating based on extensive work with leaders in helping them apply Humans + AI principles to transform their organizations. Would love any thoughts and comments

70% of Gen Z shop for clothes online but won't buy from brands they don't trust. Nearly half of Gen Z shop online at least once a week. But here's what most brands miss: they're not impulse buyers. They compare prices across platforms, hunt for discounts, and actually make shopping lists before clicking "buy." This isn't casual scrolling. They're researching like they're writing a thesis. I've noticed 3 patterns that separate them from older shoppers: → They don't trust celebrity endorsements - influencers with real experiences win over big names every time → Sustainability needs proof - 60% will pay more for brands aligned with their values, but only if you can back it up with data, not just claims → Mobile-first is mandatory - if your checkout isn't smooth on mobile, they've already moved on What surprised me most? They'll walk away from cheaper options if the brand's ethics don't match theirs and this shift is already visible in how they purchase things. 📍In India, Amazon and Flipkart dominate, but Myntra and H&M won Gen Z in fashion because they understood the aesthetic. 📍Blinkit and Swiggy Instamart lead quick commerce because speed became non-negotiable. Despite being price-conscious, they're not chasing discounts blindly. Gen Z saves 30% of their income and plans for long-term wealth. They have money to spend, but they won't spend it on brands that feel fake or ignore their values. The brands winning Gen Zs aren't the loudest ones. They're the ones showing up authentically and proving their ethics through actions. Have you noticed Gen Z shopping differently in your business?

Reflections from My MBA: Understanding My Role and the Impact of AI During my MBA, I encountered a powerful framework from Harvard Business Review by Mark Huselid, Richard Beatty, and Brian Becker. They proposed that organizations should focus not only on finding A players, but on identifying A positions — roles that are both strategically important and show high variability in performance. This framework classifies jobs into three types, each revealing how AI can transform work and value creation: 🔹 A Positions (Strategic) These roles have high strategic importance and high performance variation. Excellence here drives disproportionate value. AI acts as an amplifier, expanding foresight, enhancing decision intelligence, and accelerating innovation. Predictive analytics and large language models now allow leaders to anticipate risks, test scenarios, and act with greater clarity. 🔹 B Positions (Support) These are enabling roles that support strategy or minimize operational risk. AI serves as an optimizer, improving coordination, personalizing learning, and standardizing processes. In education, AI supports adaptive learning and feedback systems. In management, it helps monitor performance and streamline workflows. 🔹 C Positions (Surplus) These are operational or routine roles with low strategic impact and minimal variation in performance. AI functions as an automator, handling repetitive administrative tasks, streamlining documentation, and improving accuracy. By freeing people from low-value work, AI allows more time for creativity, empathy, and strategy. Reflecting on my current portfolio, I realize I span all three categories: As a Health Services Researcher and Clinical AI Advisor, I operate in an A position where AI magnifies the impact of data-driven decisions on population health and policy. As an educator and programme coordinator, I work in a B position where AI enhances learning and capability development. In administrative tasks, I rely on automation to reclaim time for reflection and innovation. This reflection taught me that the future of talent management lies in human–AI synergy. The key is not to resist automation, but to use it to amplify what matters most — insight, creativity, and purpose. As leaders, we should ask: Which parts of our work are truly strategic? How can AI help us perform with greater impact and clarity? Are we empowering others to use AI as a force multiplier for value creation? Call to Action: Reflect on your own role. Where do you stand in the A–B–C spectrum, and how is AI reshaping your ability to create impact? Share your perspective and inspire others to lead more intelligently in the age of AI. #Leadership #ArtificialIntelligence #TalentManagement #APlayers #APositions #MBA #FutureOfWork #PublicHealth #OrganizationalStrategy #DrAngYeeGary

When I worked at Hallmark, I was involved in many brand and innovation projects, where I learned that people are very predictable! The factors we consider when engaging in or purchasing from a brand haven't changed much fundamentally, although the manifestation of those factors are different than they were 10-20 years ago: 1. VALUE: Do I feel good about what I get for what I give? Challenge: Low-cost options abound and many are "good enough." There are fewer product types consumers feel precious about these days, especially younger consumers who are accustomed to the Temu and Shein versions of everything. If there's not added value, like a great experience, forget it. Workplace equivalent: Am I getting paid and appreciated for the work I do? Is my experience enhanced? 2. CONVENIENCE: Is it easy and efficient for me to engage with you? Challenge: We've been dealing with online shopping for a long time now, but same-day delivery and free shipping create major barriers to entry for the little guys who seek to compete on this dimension. Subscriptions help counter this, but they require consumers to think ahead (and to think of you when they think ahead). Staying top of mind is expensive. Workplace equivalent: Do I have the flexibility I need? Am I free to work in ways that maximize my output? Am I facing unnecessary barriers? 3. AFFINITY: Do I feel emotionally connected to your brand and/or solutions? Challenge: Today, this is both quicksand and a rocket ship. Consumers move swiftly to boycott if they don't like your positions or decisions, and social media spreads negative sentiment like wildfire. At the same time, they'll support you with their social capital and money if they DO like your positions and decisions, and that spreads like wildfire too. Workplace equivalent: Can I trust you to be who you say you are, and does that align with how I see myself? When I talk about you to others, am I amplifying good or bad traits? 4. STATUS: Does being associated with your brand and/or solution give me credibility or make me feel good/important/enriched/happy? Challenge: Trends cycle faster now, and the more polarized we are, the more powerful #1 and 3# become. For increasing numbers of people who may feel discarded or disenfranchised, feeling valued and aligned overshadow the desire for status. If you're not there for them, they don't want to be there for you. Workplace equivalent: For many professionals, the days of caring more about working for a big brand than working for a good company that sees, respects, values, and protects them are behind us. They tried that and learned the hard way that bigger does not mean better. Interesting times, indeed. What consumer drivers did I miss? And how do you see them differently today than in years past? #marketing #consumer #brands #products #retail #wearethewaymakers #betheway #thewaymakerschangegroup #leadership #workplacewellness #culture #consumerinsights #employeeinsights

Does “clean beauty” still deserve to be a claim? For years, “clean,” “organic,” and “natural” sold trust, and products. Today, that trust is fading. Consumers demand safety, sustainability, and honesty, yet many “clean” labels feel like marketing, not a promise, want to know more? →The label is fuzzy. Terms like “clean,” “natural,” and “organic” aren’t clearly defined in cosmetics, unlike in food. This ambiguity leads to inconsistent use and consumer confusion. As a result, shoppers, especially GENZ, stop trusting labels and turn to ingredient lists, certifications, and traceability for proof. →Greenwashing and commercial damage: High-profile greenwashing calls-out and numerous examples in cosmetics have shown how misleading claims can backfire. When brands use environmental or “natural” language without meaningful backing, they risk losing consumer trust, and sometimes legal trouble. →Gen Z: demanding, skeptical, decisive: Recent research shows many in this cohort research products extensively, prioritize sustainability and are willing to pay more for verified ethical sourcing, but they are also unforgiving when claims lack proof. In short: Gen Z wants the values behind the label, not just the label itself. From marketing claim → to brand behavior: From one-off campaign → to ongoing accountability: From exclusive premium play → to core expectation: >>What this means for your brand?<< 1.-“Clean” cannot be a fuzzy slogan anymore. Brands that keep using the word as shorthand will be dismissed. Consumers want specific, verifiable claims, “sulfate-free” or “dermatologist tested” are clearer than “clean.” 2.-Proof is the new currency. Ingredient transparency, third-party certifications, batch-level traceability, lifecycle data for packaging, these are the assets that convert skeptical research into purchase intent. 3.-Story + data = emotional trust. Younger shoppers respond to emotional storytelling, but they confirm it with facts. A moving sustainability narrative must be paired with measurable commitments and accessible evidence. 4.-Design your proposition with precision. If you say “organic,” say which ingredients are organic and by which certifier. If you say “clean,” define the criteria, no PFAS? low allergen profile? cruelty-free? and show how you measure compliance. Final word, urgent and emotional. Gen Z won’t buy the story unless it’s built on truth. After years of greenwashing and empty promises, “clean” no longer convinces on its own. Brands must turn it from a tagline into a promise, precise, proven, and non-negotiable. Find my curated search of brands and get inspired for your next Hero. Featured Brands: Aleph Beauty Axiology BANILA CO Bubble Skincare Drunk Elephant Florence by Mills Goa Organics Henua Organics I DEW CARE InnBeauty Project Kjaer Weis Wildhood #beautybusiness #beautyprofessionals #cleanbeauty #genZ

Millennials made luxury cool. Gen Z is making it accountable. New research from The Business of Fashion shows younger consumers are questioning everything: "Should I really spend a thousand dollars on a Louis Vuitton bag when it's canvas, not leather?" They're researching materials, shopping vintage first, and demanding transparency that most luxury brands simply aren't prepared to give. While millennials fueled the last luxury boom through streetwear drops and scarcity marketing, Gen Z wants substance over hype. They're walking into stores expecting the conversational energy they get from TikTok creators, only to find rigid service models that feel completely alien to how they actually shop and discover products. The solution isn't more polished campaigns or exclusive launches. These digitally native consumers want entertaining content that feels real, not aspirational theater. They want to understand craftsmanship, participate in resale ecosystems, and feel like brands actually respect their intelligence. When your target audience can spot performative marketing from a mile away, authenticity becomes your only competitive advantage.