Today we have the capabilities – and the increasing customer expectation – to have everything immediately available, easy to use or handle, but still totally tailored to each of us individually. We live in an age where personal tailoring on industrial scale is becoming the norm, not the exception. Michael Bednar-Brandt, Director Digital Transformation EMEA at Oracle, discusses the move from products to service models and how it has naturally started to impact business models.
In this in-depth article Haydn Shaughnessy discusses why traditional ROI decision making is becoming irrelevant and how options planning is a key element of competitiveness. In these uncertain times firms need to recognise and analyse their options thoroughly in order to be ready for inevitable change.
The importance of innovation for organizations to remain competitive is widely discussed and well accepted by scholars and practicing managers. However, failures in innovation attempts are quite common and raise many questions. Why do firms with innovative products fail? Does market acceptance of innovations alone guarantee continuous success? Is it innovation strategy that can ensure long-term prosperity? One can argue that it is not only how to innovate that matters, but also where, what and when to innovate that make the difference.
In this interview, Dr. Alexander Osterwalder, Author and Co-Founder of Strategyzer, discusses what he believes to be the essential success factors of innovation and why his Business Model Canvas has become such a popular tool for organisations today.
Are we still stuck in the innovation processes of the last century? On this week’s episode, Alexander Osterwalder looks at some of the fundamental problems in industries such as banking or pharmaceuticals and why the value propositions of today are not very satisfying for customers. Alex explains why the time has come to create new organizational structures and add a space where new business models and new value propositions can thrive.
Whether you are designing a feature, creating a product, or building a company, your technology needs to be solving a real problem for your customers, says Cyriac Roeding, founder and CEO of Shopkick. Roeding describes how his company only began working on technology when it was explicitly needed to solve a key problem.
When was the last time you seriously thought about your blue chip investments going broke? At what point will those shares be worth nothing? Although it may sound ridiculous, the question is serious because at the current rate of disruption, half of the Australian Stock Index S&P 500 will be replaced over the next 10 years (Anthony S D et al, 2016). Where does that leave your investments?
Running a business is tough, no matter what industry you’re in. Retaining loyal customers and remaining relevant are some of the biggest challenges faced by today’s business owners. Fortunately, you’re not alone and your company is not the first to navigate these waters.
At the start of the twenty first century the innovation buzz has become deafening. It commands the attention of everything – from the popular media to scientific journals. Innovation is claimed to be the driver of economies and the competitive edge of companies. With innovation being the core of many new management styles, one question still remains for the enthusiastic manager; what are the concrete tools for my employees to build our revolutionary innovations?
You are not able to stand still in this fast paced business environment, but most of the time innovation fails. Innovation process-expert Robert Cooper shows that of every seven new product/service projects, about four enter development, 1.5 are launched, and only one succeeds. Innovation is so difficult to master, indeed. I love to share with you five reasons why innovation goes wrong and give you ten ways to reduce your failure rate of innovation.
Successful business model innovations (BMI) can disrupt entire industries and change the rules of the game. While most companies actively look to bring new products and services to the market, business model innovations are usually left to start-ups that have yet to find their ideal value proposition, customers, or overall success formula —incumbents prefer business as usual. Understandably so: expanding products or service lines is easier than changing a firm’s entire strategy and logic.
For most startups, the biggest question haunting them today is not money but scale. According to Forbes magazine, the number one cause of startup death is premature scaling (Furr 2011). So the question on every entrepreneurs’ lips is: How quickly and when to scale? But before you answers that, I’d like to ask you why no-one seems to be concerned with the even bigger question, what is scaling all about? And what is so different now that small groups of people can create billion dollar businesses on their own?
There has been a lot of buzz around designing new and innovative business models. But what does it mean to design a new business model? How do you apply design thinking to business model innovation?
The traditional consulting business model is based on two principle ideas: (1) hiring people (top talent if possible) and (2) charging clients a fee per hour or day for gaining access to this talent, its expertise and/or manpower. Depending on the type of consulting or the brand, the pendulum swings more towards focusing on providing, and buying on the customer side, the more sophisticated expertise or the simpler manpower.
The rise of crowdsourcing, crowdfunding, crowdtransporting, crowdletting, etc., has transformed our economy. It has also ushered in the era of the shared economy. Previously marginalized people can now contribute, no matter how small, to all walks of life. It seems to be a fantastic opportunity for the world to access the untapped skill of the crowd. But what about the people whose jobs this makes redundant? Whither the expert?