Where do great ideas come from? Obviously they come from many sources, which means that your systematic innovation process has to support and sustain multiple efforts at ideation in parallel. In the following article we will explore some promising ways that you may be able to find ideas that will take your own business forward.
In this chapter excerpt from The Innovation Formula Langdon Morris explains how to use a map to help you locate your company in the market, to see clearly how it compares with the competition, and then to use this assessment to chart a future path toward success. The goal is to find the very best high reward, low-risk ideas that will change the market, amplify your profits, increase your relevance, and sustain your organization’s viability over the long term.
An increasing number of companies are turning to business model innovation (BMI) as the best option to increase growth and revenues. Since product or process innovation is often expensive and time-consuming with uncertain outcome and ROI, more companies are turning to BMI as the better alternative compared to product or process innovation.
While most companies focus their innovation efforts on new products, others like Amazon and Netflix are disrupting industries with business model innovation –a cheaper, easier and more powerful form of innovation. InnovationManagement.se spoke about business model innovation with professors Netessine and Girotra, authors of the new book “The risk-driven business model”
Seu modelo de negócios deve responder duas questões importantes: (1) Qual é a sua proposta de valor e (2) como você organiza sua empresa e seu ecossistema para criar esse valor. Os oito blocos de construção do formato de modelo de negócios o ajudam a visualizar suas respostas e pensar estrategicamente sobre o seu modelo de negócio.
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.
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.
Firms around the globe strive for more effective innovation outcomes. Therefore, to boost their overall performance, firms must have a clear understanding of the underlying matters that hinder innovation capabilities. In an on-going discussion, Tim Kastelle has accurately linked four of the biggest issues for owners and managers driving innovation.