Estrategia y dirección · Modelo de negocio y estrategia de innovación

Capturing the Value — Veridian Systems and the Data-Layer Race

A four-round, advanced innovation-strategy simulation set inside Veridian Systems SAS, a Lyon-based EUR 280M manufacturer of connected industrial sensors whose value is migrating from the device it sells once to the data and predictive-maintenance analytics its 25,000 installed machines stream every day.

4 rondas Ejecutivo English, Español
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Sobre la simulación

A four-round, advanced innovation-strategy simulation set inside Veridian Systems SAS, a Lyon-based EUR 280M manufacturer of connected industrial sensors whose value is migrating from the device it sells once to the data and predictive-maintenance analytics its 25,000 installed machines stream every day.

At the Hannover trade fair a cash-rich German automation giant has just unveiled PlantSense AI — a EUR 90/machine/month predictive-maintenance subscription with no hardware margin and a 6x marketing budget — a near-replica of the platform Veridian has prototyped for 14 months but never launched.

The board meets in 120 days and wants a value-capture strategy, a committed go-to-market date, a build-buy-partner decision on the analytics platform, and a defendable answer to 'what stops PlantSense from eating us alive?'.

Playing the Chief Strategy Officer with a EUR 40M two-year investment envelope, you (1) diagnose where in the value chain economic value is created versus where Veridian actually captures it, naming the data/analytics layer as the defensible one and the layer most exposed to imitation; (2) decide where to innovate and how to source the capability — Build (EUR 32M, 18 months, full IP), Buy (a Paris analytics start-up, EUR 28M, 9 months, integration risk) or Partner (white-label a cloud vendor, EUR 9M plus a 35% revenue share, 5 months but cedes the data relationship) — under the envelope and the deadline; (3) design the value-capture architecture: pricing model (one-time, subscription, outcome/pay-per-uptime) and the isolating mechanisms that defend margin — patents, data network effects, switching costs, exclusive integration, brand, speed — matching each mechanism to the appropriability regime; and (4) commit a GTM date, align the sales incentives to the new model, and defend an imitation-adjusted innovation ROI to the board.

The math rewards innovating where value is captured, choosing a sourcing path that is fast enough to beat imitation while keeping the data relationship, building a compounding data moat rather than over-relying on slow patents, and shipping an interim move before the 18-month build — and it punishes the six classic errors.

Final KPIs track Value Captured, Defensibility, Innovation ROI (imitation-adjusted) and Investment used against the EUR 40M envelope.

Para quién es

Una simulación avanzada para participantes acostumbrados a trabajar con los principales marcos y dilemas de la materia, pensada para formación de directivos y profesionales con experiencia.

Cómo funciona una sesión

  1. El docente crea una sesión desde el panel de Eureka e invita a los participantes.
  2. Los participantes juegan 4 rondas. En cada una envían sus decisiones y la simulación calcula los resultados.
  3. La simulación se puede jugar en: English, Español.
  4. El docente sigue el progreso y los resultados de cada participante desde el panel, y usa los resultados de la clase para el debriefing.

Decisiones que toman los participantes

Las decisiones que toman los participantes durante la simulación:

  • In the predictive-maintenance value chain, where is durable economic value actually captured?
  • Which layer is most exposed to imitation — the weak appropriability regime?
  • How sharply does your team separate value created from value captured in the diagnosis? (%)
  • How do you source the analytics platform, under the €40M envelope and the imitation clock?
  • Where do you concentrate the innovation effort?
  • Do you ship an interim move to hold the installed base before the platform is fully live? (€M)
  • Which revenue model do you commit the company to?
  • Which isolating mechanism do you make your primary, compounding moat?
  • How much of the envelope do you invest in building the defensive mechanism (data lock-in, integration)? (€M)
  • How firmly do you re-align the sales force off one-time hardware quotas onto the recurring model? (%)

Qué siguen los participantes

Lo que los participantes siguen en pantalla a medida que avanzan las rondas:

  • Value Capture & Defensibility Trajectory

Temas que cubre

Diseñada para asignaturas de Modelo de negocio y estrategia de innovación.

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