On May 27th Alexander Osterwalder presented Straegyzer, a new online course to teach you how to design, test, and build business models and value propositions based on the methodology practiced by the world’s leading organizations and ventures.
There is a new opportunity to learn how to design, test and build business models and value propositions based on the methodology practiced by the world’s leading organizations and ventures. Join us on May 27th to learn more in a live web event where you are invited to listen and interact with Alexander Osterwalder.
This article provides a systematic framework for helping executives of large, established organizations identify opportunities for business model innovation and organize themselves to pursue these opportunities. While also applicable to start-ups, this article focuses primarily on how to define, challenge, and revamp the business model of an existing business or organization.
Your business model should answer two important questions: (1) What is your value proposition and (2) how are you organizing your company and your ecosystem to create this value. The 8 building blocks of the business model template help you to visualize your answers and think strategically about your business model.
Most “new” business models are not really “new”. Very frequently they are based on replications or re-combinations of existing business model patterns. Consequently, learning from business models from other companies and industries is a very important source of inspiration for business model innovation.
In 2005, Jim Jannard (founder of Oakley) set up a company called RED Digital Cinema, with the specific aim of creating a ultra-high definition digital camera which would be as good as the 35 mm film cameras. This very successful strategic move that changed the 100 year-old cinematographic cameras industry is analyzed here through the logic of Blue Ocean Strategy – a theory grounded in the concept of value innovation.
Though intensely talked about, open innovation remains a subject matter that both fascinates and creates apprehension among business professionals. In the following interview, Henry Chesbrough, the father of open innovation according to Wikipedia, has sat down with IM.se to discuss a few key aspects of this largely new and challenging innovation model: its evolution, its applicability and most importantly, its essential role in facilitating knowledge creation for the future. He teaches at UC Berkeley’s Haas School of Business, and Esade Business School in Barcelona.
Despite a detailed process with countless hours of work, and sincere efforts to take a longer-term, strategic look at where to play and how to win, many businesses fail to anticipate fundamental shifts that should cause them to rethink their entire business model. The results are often disastrous – too many businesses end up on life support. This article presents a new concept called “Competitive Fingerprints” that will allow readers to anticipate shifts and adapt their business model to capitalize on future market realities.
Research from Jean-Philippe Deschamps, Professor of Technology and Innovation Management at IMD, indicates that there are at least nine possible models of innovation governance, some of which are more widely used than others. This second article in a series of three on the topic of Innovation Governance will review the various governance approaches or “models” that companies have put in place.
The majority of managers who say that their company’s sustainability activities have added to profits also say that sustainability has led to business model change. What connects corporate sustainability with business profits? According to our 2012 global executive survey on sustainability, an important factor is business model innovation. Managers who say that their company’s sustainability activities have added to the company’s profits are more than twice as likely to say that sustainability has caused their organization to change their business model than not.
Our first article in this series, titled “Include Business Model Review as a New Year Resolution”, described a method to reveal weaknesses in your business model. So, what do you do next after you complete your business model assessment and find weaknesses in one or more of its cornerstones? You find Value Accelerators (VA)™! VA’s are specific and market-proven ideas, assets or strategies that directly accelerate revenue and profit growth. This article discusses how to develop, assess and prioritize the best VAs to strengthen weaknesses in your business model. It also gives you a link to download an example of a scorecard to help prioritize the VAs.
Designing Business Models by Patrick van der Pijl, a new video e-course, teaches you the basics of the popular business model canvas model from the book Business Model Generation by Alexander Osterwalder and Yves Pigneur. He then supercharges the process by demonstrating how it can be combined with several simple visual thinking techniques.
Forget the Profit & Loss Statement (P&L) and Cash Flows – for just 30 minutes. Assess the key drivers of your business model that make you stronger or weaker than your competitors at creating, delivering and capturing value. In this article, we will present a tool to simplify your task – it’s been refined for 15 years by senior managers with responsibility for brands and P&Ls in both startups and multinationals.
When a consumer product company wants to know how a new product or new marketing campaign will perform, it doesn’t rely solely on traditional market research surveys. It goes to test markets. It’s the right way to discover how the innovation will go over in real market conditions. So why don’t more firms do this with new business models, asks Saul Kaplan?
One way to innovate in the business model your company is using is to add services to your existing products. This move makes sense in a world where products are increasingly commoditized by excess global supply, growing customer power and a flood of copycat offerings. But companies need to be savvy about how they add services to their existing products.