Business Model Evaluation

Based on the swot analysis in the book I'm developing tools to compare a canvas filled in by the ceo of the company and a canvas based on research based on facts and filled in on bases of these facts.  It shows a GAP-analysis of the perception ofthe CEO and the facts that really matters. I think this can be a enourmous addition to  the book and gives consultants and edge to advise companies in their future strategy.(s there any interest to devlop this tool on a Global Scale?

 

Regards Marijn Mulders

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Permalink Reply by Mike Lachapelle on April 20, 2011 at 9:42pm

Marijn;

That is a very interesting scenario. I would certainly like to see the comparative canvases as you describe them above. Hopefully the client will allow you to share them with the hub.

It is often very surprising how the executive leaders of a company can become 'out-of-touch' with the operational level of the organization. Often there are some serious faulty assumptions made about the nature of their business. This is not always the fault of he senior executives. There are corporate cultures that hold middle management to "say no evil" for fear of negative effects from the executives. Senior executives can also be surprised by the work-arounds that develop to implement difficult, if not impossible, decisions made at the strategic level.

Looking forward to more information on this evaluation approach.

Permalink Reply by Karl Burrow on April 21, 2011 at 3:42am

Marjin,

 

What you are doing is an interesting topic and intriguing and clearly add additinal value at the executive level discussions in understanding their strategy and future scenarios.

At the present I am undergoing a similar approach with a large client in Japan.  In my approach I used  the same tactic which I asked the senior exec. director to map out his understanding of his companies model on the canvas. Though I have taken the extra step of the SWOT  during that discussion. This came in during internal analysis in company at the department/organization level.

 

What I have discovered  though there are gaps internally after undertaking  scorecard evaluation and clear differences of understanding  at the operational level.

 

As well I would interested in viewing the output of your analysis.

 

 

Permalink Reply by Marijn Mulders on April 21, 2011 at 12:29pm

Dear Karl and Mike,

 

Thanks for your feedback. I hope to be able to show you within a weeks time some results of the tool. Unfortunately it will still be in Dutch. However if there is enough interest I'm able to translate is to English. What I'm doing now is showing the evaluating in graphics. This means a bar-graph with the results, a common canvas showing red, yellow and green and a more detailed canvas. Both canvasses come with text as a suggestion for the company on how to act on the building blocks.

 

I added a print screen as example of a more detailed canvas. It is possible to go even more in detail, but i haven't worked this one out yet.

Best regards

Marijn

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Permalink Reply by Marijn Mulders on April 28, 2011 at 1:04pm

Dear Karl and Mike,

 

Enclosed the first release of the evaluation model in excel. It is still in Dutch but I think you can have an overview how it will work. For safety reasons I have protected the whole sheet. Please let me know your findings concerning this evaluation model.

Best regards Marijn

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Permalink Reply by Marijn Mulders on May 15, 2011 at 2:07pm

I have now realized the gap evaluation model. If you look at the TAB <Grafisch Top> you will find a bar graph for each of the building blocks. The blue bar is the evaluation (according to the book) done by the company. The green bar is the evaluation done by researchers. The interesting part is the yellow/orange bar. The length of the bar is the difference between company and researchers. The longer the length, the higher the gap. If the bar is positive the company overestimates itself.  If the bar is negative the company underestimates itself. The starting point off course is that the researchers base their information on their research based on facts. Further more it is still a tool and not a goal. So it is a starting point to have discussion with the CEO in trying to explain the gaps in their business model. Please let me know if this is an interesting development.

Best regards Marijn

Enclosed you'll find an example of a company.

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Permalink Reply by Stephen Nason on May 15, 2011 at 3:17pm
I can't say for global scale but I did use the swot analysis questions in an online survey amongst all levels of our management team (12 persons) and did see a difference of evaluation amongst the members based on level. I had used the numerical scoring but had also added comments for each question. Would be interested in seeing what sort of gap analysis tool could be added.
Permalink Reply by Marijn Mulders on May 15, 2011 at 6:36pm

Hello Stephen, I can understand you doing so. The issue is comparing the different results. How did you compare the 12 different results? I'm very interested!

Regards Marijn

Permalink Reply by Stephen Nason on May 15, 2011 at 9:02pm
The best way to describe it would be anecdotally. The group is small and I have worked there long enough to know each member of the team. As each completed the survey I looked over their results and comments. The results came in over two weeks so I was chasing people to do it. I could see that there were differences.

As for the actual results I put them in a spreadsheet and simply averaged them to get a score. There were some questions where the range was broad and I looked at those to see if I could understand why by reading the comments that they left. This is where I noticed that the senior managers had some different perspectives than the more junior managers had.

So far I have presented the results rolled up. I did not break it out by senior or junior management. Interestingly I am not sure which group would be more correct. The senior members who have the benefit of a broader and more strategic perspective or the juniors who have a closer connection with the day to day interactions of staff and clients and the actual tactics of the organization.

I was also struggling with an issue of the scoring used by each member. Our organization by and large has a very positive outlook on things and scoring tended to be on the high side. In my first iteration it appeared that our organization had very few if any weaknesses. And what was identified as weaknesses were scored in or around a neutral score.

The point of the exercise was to identify parts of the organization we had to work on rather than tending to focus on what we were already doing well.
Permalink Reply by Marijn Mulders on May 16, 2011 at 9:43am

People always tend to score better that it really is. That is why I'm evaluating scores from the company and with the scores of researchers that have no connection with the company itself. Perhaps we can exchange our spreadsheets to see if we can help each other?

 

Best regards Marijn

Permalink Reply by Stephen Nason on May 17, 2011 at 7:38pm

I don't have them differentiated on the actual results spreadsheet. But give me a few days to see what I can think of to capture that info if I can...

 

Permalink Reply by Marijn Mulders on June 13, 2011 at 6:45pm

Dear all,

It took some time to translate all the text in the model. For the evaluation tool I'm ready. Now I have to translate the comparison tool and the benchmark.I'll let you know if when they are available. For these tools I'm looking to bring it on the market like the app for the Ipad. Just look at the information the tool provides. Once you're interested I can change the menu page with your own logo and address. Let me know if this is a tool that can be helpful in evaluating business models. Best regards marijn

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Permalink Reply by paul champion on February 22, 2012 at 12:36am

Hi Marijin

Is the tool available yet?

Regards

Paul

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