17th Book Chunk on Business Model Process - Business Model Innovation Hub2024-03-29T07:26:49Zhttp://businessmodelhub.com/forum/topics/17th-book-chunk-on-business?feed=yes&xn_auth=noVery, very, very good point!…tag:businessmodelhub.com,2009-07-31:2478825:Comment:121092009-07-31T21:15:32.418ZAlex Osterwalderhttp://businessmodelhub.com/profile/AlexOsterwalder
Very, very, very good point!<br />
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I will actually add it to the very beginning of the book. Fits better there than in the design process. And hop, it's in my overall to-add/do-list for the book ;-)
Very, very, very good point!<br />
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I will actually add it to the very beginning of the book. Fits better there than in the design process. And hop, it's in my overall to-add/do-list for the book ;-) Cheenu, I don't think the des…tag:businessmodelhub.com,2009-07-31:2478825:Comment:121082009-07-31T21:10:08.418ZAlex Osterwalderhttp://businessmodelhub.com/profile/AlexOsterwalder
Cheenu, I don't think the design attitude excludes the integration of any "planned" ideas. It is more about finding the ideal solution from all the pieces available. These may be <i>planned</i> or <i>emergent</i>.
Cheenu, I don't think the design attitude excludes the integration of any "planned" ideas. It is more about finding the ideal solution from all the pieces available. These may be <i>planned</i> or <i>emergent</i>. Hmm, good question. However,…tag:businessmodelhub.com,2009-07-31:2478825:Comment:121072009-07-31T21:05:27.884ZAlex Osterwalderhttp://businessmodelhub.com/profile/AlexOsterwalder
Hmm, good question. However, to a certain extent it's indeed a bit "academic". From a practitioner's perspective what really matters is: will the new business model give me a (sustainable) competitive advantage in a certain business environment.<br />
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I would define it as simple as "coming up with new ways of doing business".
Hmm, good question. However, to a certain extent it's indeed a bit "academic". From a practitioner's perspective what really matters is: will the new business model give me a (sustainable) competitive advantage in a certain business environment.<br />
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I would define it as simple as "coming up with new ways of doing business". Ravila, thanks for the extens…tag:businessmodelhub.com,2009-07-31:2478825:Comment:121062009-07-31T21:00:24.657ZAlex Osterwalderhttp://businessmodelhub.com/profile/AlexOsterwalder
Ravila, thanks for the extensive feedback. My take:<br />
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<b>p.4, first para:</b> Very good point, I added "The return on this time investment will be a powerful new business model that will assure future growth potential."<br />
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Para 3, added: Yet, the inquiry for new and competitive growth models requires such an approach.<br />
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<b>p. 6:</b> Nice! I adopted your sentence.<br />
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<b>p. 8 last sentence:</b> I added the following para: You should mitigate this risk by continuously testing your business model ideas…
Ravila, thanks for the extensive feedback. My take:<br />
<br />
<b>p.4, first para:</b> Very good point, I added "The return on this time investment will be a powerful new business model that will assure future growth potential."<br />
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Para 3, added: Yet, the inquiry for new and competitive growth models requires such an approach.<br />
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<b>p. 6:</b> Nice! I adopted your sentence.<br />
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<b>p. 8 last sentence:</b> I added the following para: You should mitigate this risk by continuously testing your business model ideas with people from multiple backgrounds. You may also want to consider organizing a so-called kill/thrill session in which all participants have the task to first brainstorm only on reasons why the idea won’t work for 20 minutes (kill), and subsequently spend 20 minutes only on why the idea will fly (thrill). It’s a powerful way to challenge the fundamentals of an idea.<br />
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<b>p. 9:</b> Good point also mentioned by <a href="http://www.businessmodelhub.com/xn/detail/2478825:Comment:12023" target="_blank">Michael</a> earlier. I added the following, based on Michael's comment: Orienting decision makers: You should spend considerable time orienting and educating decision makers on business models, their importance and the design and innovation process. This is another critical element to gaining buy-in and overcoming resistance to the unknown or not-understood. Depending on the management style in your organization be careful not to emphasize the conceptual aspects of business models too much. Stay practical and package your message in stories and images rather than concepts and theory.<br />
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<b>p.10:</b> Good point!<br />
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<b>p. 16:</b> Sporadic was a bad choice of wording. A clear language issue. I exchanged it for "regular" ;-) Excellent thoughts, Ravila.…tag:businessmodelhub.com,2009-07-31:2478825:Comment:121052009-07-31T19:56:23.704ZAlex Osterwalderhttp://businessmodelhub.com/profile/AlexOsterwalder
Excellent thoughts, Ravila.<br />
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When I was working as a strategy consultant we were involved in several strategy map projects (look-up strategy maps and balanced scorecards by Kaplan & Norton). There we also put in place a sort of "master" template, similar to what you mention for business models. The different parts of the organization would then align to the top-level strategy map.<br />
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Ultimately, something like that would be interesting regarding business model thinking. Material for a next…
Excellent thoughts, Ravila.<br />
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When I was working as a strategy consultant we were involved in several strategy map projects (look-up strategy maps and balanced scorecards by Kaplan & Norton). There we also put in place a sort of "master" template, similar to what you mention for business models. The different parts of the organization would then align to the top-level strategy map.<br />
<br />
Ultimately, something like that would be interesting regarding business model thinking. Material for a next book ;-) In the meantime I added the idea as a short paragraph in the "manage" phase. Wow! Good chunk!
Maybe you c…tag:businessmodelhub.com,2009-07-31:2478825:Comment:121032009-07-31T18:51:44.643ZGert Steenshttp://businessmodelhub.com/profile/GertSteens
Wow! Good chunk!<br />
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Maybe you could mention the need for business model design creativity to be tied to or aligned with product design creativity in order to boost the productivity of product R&D.<br />
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In established companies, there are often ample physical "product ideas" that never get serious consideration because they don't immediately fit the prevailing business model. Model design is something left to strategists at the top (and later in the process trickled down through the marketing…
Wow! Good chunk!<br />
<br />
Maybe you could mention the need for business model design creativity to be tied to or aligned with product design creativity in order to boost the productivity of product R&D.<br />
<br />
In established companies, there are often ample physical "product ideas" that never get serious consideration because they don't immediately fit the prevailing business model. Model design is something left to strategists at the top (and later in the process trickled down through the marketing department) once product design has been approved, while product design resides within product groups. Part of the "prevent taming of bold ideas" bit? This can be found in Mintzber…tag:businessmodelhub.com,2009-07-30:2478825:Comment:120892009-07-30T23:57:02.477ZErwin Fielthttp://businessmodelhub.com/profile/ErwinFielt
This can be found in Mintzberg's 5Ps of strategy, and also includes "realized"
This can be found in Mintzberg's 5Ps of strategy, and also includes "realized" Could you elaborate a little…tag:businessmodelhub.com,2009-07-30:2478825:Comment:120882009-07-30T21:52:50.694ZAlex Osterwalderhttp://businessmodelhub.com/profile/AlexOsterwalder
Could you elaborate a little on what you understand with "emergent" versus "planned"? Examples?
Could you elaborate a little on what you understand with "emergent" versus "planned"? Examples? This is very well crafted.
O…tag:businessmodelhub.com,2009-07-30:2478825:Comment:120872009-07-30T21:46:53.506ZCheenu Srinivasanhttp://businessmodelhub.com/profile/CheenuSrinivasan
This is very well crafted.<br />
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On page 4, in the section on Design Attitude, I wonder if you can add that the design attitude is one where both 'planned' and 'emergent' ideas merge into a better propostion (borrowing from Mintzberg that both ends of the continuum come into play and not just one!)<br />
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The imagery of untangling a ball of wool on page 6 is powerful!
This is very well crafted.<br />
<br />
On page 4, in the section on Design Attitude, I wonder if you can add that the design attitude is one where both 'planned' and 'emergent' ideas merge into a better propostion (borrowing from Mintzberg that both ends of the continuum come into play and not just one!)<br />
<br />
The imagery of untangling a ball of wool on page 6 is powerful! This is very well crafted.
O…tag:businessmodelhub.com,2009-07-30:2478825:Comment:120852009-07-30T21:46:43.183ZCheenu Srinivasanhttp://businessmodelhub.com/profile/CheenuSrinivasan
This is very well crafted.<br />
<br />
On page 4, in the section on Design Attitude, I wonder if you can add that the design attitude is one where both 'planned' and 'emergent' ideas merge into a better propostion (borrowing from Mintzberg that both ends of the continuum come into play and not just one!)<br />
<br />
The imagery of untangling a ball of wool on page 6 is powerful!
This is very well crafted.<br />
<br />
On page 4, in the section on Design Attitude, I wonder if you can add that the design attitude is one where both 'planned' and 'emergent' ideas merge into a better propostion (borrowing from Mintzberg that both ends of the continuum come into play and not just one!)<br />
<br />
The imagery of untangling a ball of wool on page 6 is powerful!