Extension of model to triple bottomline evaluation - Business Model Innovation Hub2024-03-19T08:50:08Zhttp://businessmodelhub.com/forum/topics/extension-of-model-to-triple-bottomline-evaluation?feed=yes&xn_auth=noHi Graham,
I tried opening t…tag:businessmodelhub.com,2013-05-28:2478825:Comment:1686452013-05-28T00:07:08.612ZKarl Burrowhttp://businessmodelhub.com/profile/Karl
<p>Hi Graham,</p>
<p></p>
<p>I tried opening this as well with limited success.</p>
<p>Could you send the PDF?</p>
<p></p>
<p>Regards</p>
<p>Hi Graham,</p>
<p></p>
<p>I tried opening this as well with limited success.</p>
<p>Could you send the PDF?</p>
<p></p>
<p>Regards</p> Rod,
Thank for your comment…tag:businessmodelhub.com,2013-05-28:2478825:Comment:1688102013-05-28T00:02:42.502ZKarl Burrowhttp://businessmodelhub.com/profile/Karl
<p>Rod,</p>
<p></p>
<p>Thank for your comment and this add a new dimension on how social innovation projects are measured. I am using this similar approach for an organization for overseas aid and 3rd party funded initiatives.</p>
<p>K.</p>
<p>Rod,</p>
<p></p>
<p>Thank for your comment and this add a new dimension on how social innovation projects are measured. I am using this similar approach for an organization for overseas aid and 3rd party funded initiatives.</p>
<p>K.</p> Thanks Rod and colleagues,
co…tag:businessmodelhub.com,2013-05-24:2478825:Comment:1683272013-05-24T11:20:13.814ZFlorian Luedeke-Freundhttp://businessmodelhub.com/profile/FlorianLuedekeFreund
<p>Thanks Rod and colleagues,</p>
<p>coming back to Erik's initial question, does anybody know frameworks, concepts or tools that directly link the business model to approaches of <strong>sustainability accounting</strong>? Of course, TBL and Shared Value are widely discussed and accepted, but, while TBL is too close to the common "bottom line logic" of conventional accounting - i.e. there must always be a business case in a given setting, Shared Value is popular because of its claim to share…</p>
<p>Thanks Rod and colleagues,</p>
<p>coming back to Erik's initial question, does anybody know frameworks, concepts or tools that directly link the business model to approaches of <strong>sustainability accounting</strong>? Of course, TBL and Shared Value are widely discussed and accepted, but, while TBL is too close to the common "bottom line logic" of conventional accounting - i.e. there must always be a business case in a given setting, Shared Value is popular because of its claim to share business-based (financial) value with the community of which a company is part of. However, both <strong>heuristics</strong> do not help with concrete accounting or measurement tasks.</p>
<p>Erik's PDF shows basic additions to the financial logic. <strong>But how can these be measured and managed in practice?</strong></p>
<p>The problem, in my view, is that the BMC contains a wide set of elements and a nearly infinite set of relationships. The picture becomes more complicated when you consider elements beyond the BMC horizon and include relationships with the external social and ecological environment ...</p>
<p>Take, for example, the idea of <strong>"multiple vital capitals"</strong> and <strong>"context"</strong> that companies need to care about when striving for sustainability (<a href="http://www.sustainableorganizations.org/Context-Based-CSM.pdf">http://www.sustainableorganizations.org/Context-Based-CSM.pdf</a>).</p>
<p>To add to Erik's question: <strong>Has anybody tried to integrate tools and measures like environmental life cycle analysis, social value calculations etc. into the BMC or other BM concepts?</strong></p>
<p>If not, it's time for case studies that provide concrete tools and figures.</p>
<p>Best!</p> Hi Maarten,
Thanks for your f…tag:businessmodelhub.com,2013-05-24:2478825:Comment:1684702013-05-24T07:47:01.061ZRodhttp://businessmodelhub.com/profile/Rod
<p>Hi Maarten,</p>
<p>Thanks for your feedback regarding my Slideshare presentation, "UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS." My main aim in that presentation was to illustrate how the Business Model Canvas can be transformed into a visual tool for Universal Problem Solving. In my view, Business Model Innovation - the focus of the Business Model Canvas - is a special case of Universal Problem Solving. Once the paradigm of Universal Problem Solving is accepted as the ultimate goal of…</p>
<p>Hi Maarten,</p>
<p>Thanks for your feedback regarding my Slideshare presentation, "UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS." My main aim in that presentation was to illustrate how the Business Model Canvas can be transformed into a visual tool for Universal Problem Solving. In my view, Business Model Innovation - the focus of the Business Model Canvas - is a special case of Universal Problem Solving. Once the paradigm of Universal Problem Solving is accepted as the ultimate goal of the Business Model Canvas, a world of possibilities opens about how the Business Model Canvas can be applied to a wide variety of situations. I personally find as too limiting the current focus of the Business Model Canvas which is as a 'scorecard' for documenting present and proposed business models.</p>
<p></p>
<p>In the presentation, "UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS," I introduce the Proficiency Pyramid for the Business Model Canvas to illustrate the range of tasks that can be accomplished using the Business Model Canvas. At the moment, many people use the Business Model Canvas at the bottom of the pyramid, that is, at a Bronze Level. Over time, as people become more proficient in use of the Business Model Canvas, they'll move to Silver and Gold Levels. I'd like to note that in the recent Business Design Summit in Berlin, an emerging theme was about how business design (problem solving) tools could be integrated. In terms of the Proficiency Pyramid for the Business Model Canvas, integration of problem solving tools - which I refer to as Universal Problem Solving - occurs at the Gold Level. Evolution of use of the Business Model Canvas to the Gold Level is inevitable. The Value Proposition Canvas is also an example of the emergence of a problem solving approach (maximizing customer gains while minimizing customer pains) within the framework of the Business Model Canvas.</p>
<p></p>
<p>Albert Einstein once said, "We can't solve problems by using the same kind of thinking we used when we created them." To me, the problem of using the Business Model Canvas as a visual platform that integrates business design tools cannot be solved using the paradigm of business model thinking. A paradigm shift has to occur. A new paradigm has got to be introduced. And for me, the new paradigm shift is Global or Universal Problem Solving, which introduces a Global Problem Solving (GPS) Canvas. All tools in business model design, innovation, and improvement including the Business Model Canvas can be related to or derived from the GPS Canvas.</p>
<p></p>
<p>With regard to using the Business Model Canvas for triple bottom line evaluation, insight can be obtained into the required process by replacing the description of "Cost Structure (C$)" with "Costs" and the description of "Revenue Streams (R$)" with "Benefits." With this modification, the Business Model Canvas appears more like a dashboard for doing Cost-Benefit Analysis (CBA) of a business system. Triple Bottom Line evaluation becomes an exercise in Financial Cost-Benefit Analysis for Profit; Social Cost-Benefit Analysis for People; Environmental Cost-Benefit Analysis for the Planet. These three types of Cost-Benefit Analysis, which related to the concept of SHARED VALUE, are extensively covered in the project management literature especially by the United Nations Industrial Development Organization and the World Bank.</p>
<p></p>
<p>The 7 Building Blocks on the Business Model Canvas, that is, the extended enterprise -</p>
<p>Key Partners; Key Resources; Key Processes; Value Proposition (Product/Service); Channel; Customer Relationship; Customer -</p>
<p></p>
<p>are items from which the relevant costs and benefits for triple bottom-line evaluation can be derived. And by the way, the non-linear layout of the Business Model Canvas obfuscates the logic of Cost-Benefit Analysis especially when triple bottom line evaluation is required. I've always advocated that a linear layout is preferable for illustrating the cause-and-effect logic of a business model. In the absence of a clear linear logic, the 9 building blocks of the Business Model Canvas are arranged in an arbitrary manner in derivatives of the Business Model Canvas such as Ash Maurya's Lean Canvas.</p>
<p></p>
<p>Well, I hope that my comments above clarify my earlier ideas and position. Nevertheless, should you have questions or further comments, please let me know.</p>
<p></p>
<p>In the meantime,</p>
<p>best.</p>
<p></p>
<p>Rod.</p>
<p></p>
<p></p> Bernd,
Thanks for the mention…tag:businessmodelhub.com,2013-05-24:2478825:Comment:1683932013-05-24T06:57:55.378ZRodhttp://businessmodelhub.com/profile/Rod
<p>Bernd,</p>
<p>Thanks for the mention.</p>
<p></p>
<p>Best,</p>
<p>Rod.</p>
<p>Bernd,</p>
<p>Thanks for the mention.</p>
<p></p>
<p>Best,</p>
<p>Rod.</p> To be honest, i don't really…tag:businessmodelhub.com,2013-05-16:2478825:Comment:1670092013-05-16T14:02:51.841ZMaarten de Vrieshttp://businessmodelhub.com/profile/MaartendeVries
<p>To be honest, i don't really get all of Rod King's slideshare presentation (maybe as I'm relatively new to BMI), but i do like slides 6 and 8. They really explain why the BMC makes sense and why it works so well. Thanks for sharing it.</p>
<p>To be honest, i don't really get all of Rod King's slideshare presentation (maybe as I'm relatively new to BMI), but i do like slides 6 and 8. They really explain why the BMC makes sense and why it works so well. Thanks for sharing it.</p> Thank you for the pdf.
One m…tag:businessmodelhub.com,2013-05-16:2478825:Comment:1669182013-05-16T11:21:07.484ZBernd Nurnbergerhttp://businessmodelhub.com/profile/BerndNurnberger
<p>Thank you for the pdf.</p>
<p></p>
<p>One more. <a href="http://businessmodelhub.com/profile/Rod" rel="nofollow" target="_self">Rod King</a> extends the business model canvas to include (business) environment and shared values.</p>
<p></p>
<p>Slideshare <a href="http://www.slideshare.net/RodKing/unleash-the-power-of-the-business-model-canvas-use-the-business-model-canvas-as-a-universal-problem-solving-ups-canvas" rel="nofollow" target="_blank">UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS:…</a></p>
<p>Thank you for the pdf.</p>
<p></p>
<p>One more. <a rel="nofollow" href="http://businessmodelhub.com/profile/Rod" target="_self">Rod King</a> extends the business model canvas to include (business) environment and shared values.</p>
<p></p>
<p>Slideshare <a rel="nofollow" href="http://www.slideshare.net/RodKing/unleash-the-power-of-the-business-model-canvas-use-the-business-model-canvas-as-a-universal-problem-solving-ups-canvas" target="_blank">UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Mo...</a></p> Hi Graham,
what kind of file…tag:businessmodelhub.com,2013-05-09:2478825:Comment:1652502013-05-09T10:02:06.641ZFlorian Luedeke-Freundhttp://businessmodelhub.com/profile/FlorianLuedekeFreund
<p>Hi Graham,</p>
<p></p>
<p>what kind of file is your attachment? I tried Acrobat, PowerPoint ... but could not open it.</p>
<p></p>
<p>Could you also add some info in which context you work with social enterprises - are these more like social businesses or more like public organisations, or hybrid forms?</p>
<p></p>
<p>Best,</p>
<p>Florian</p>
<p>Hi Graham,</p>
<p></p>
<p>what kind of file is your attachment? I tried Acrobat, PowerPoint ... but could not open it.</p>
<p></p>
<p>Could you also add some info in which context you work with social enterprises - are these more like social businesses or more like public organisations, or hybrid forms?</p>
<p></p>
<p>Best,</p>
<p>Florian</p> Hi
I use a similar Canvas in…tag:businessmodelhub.com,2013-05-08:2478825:Comment:1653012013-05-08T16:21:33.569ZGraham Gardinerhttp://businessmodelhub.com/profile/GrahamGardiner
<p>Hi</p>
<p></p>
<p>I use a similar Canvas in my work with social enterprises ( and others!) </p>
<p></p>
<p>It works pretty well..... </p>
<p></p>
<p>Graham </p>
<p>Hi</p>
<p></p>
<p>I use a similar Canvas in my work with social enterprises ( and others!) </p>
<p></p>
<p>It works pretty well..... </p>
<p></p>
<p>Graham </p> The glaring problem with my i…tag:businessmodelhub.com,2013-05-07:2478825:Comment:1650872013-05-07T15:55:55.619ZKenneth McGrathhttp://businessmodelhub.com/profile/KennethMcGrath740
<p>The glaring problem with my integrated version is that the VPC should be thought more as a multi-layered since we can envision more than one Customer Segment, each with its own "jobs" and these, in turn, relate to Products & Services.</p>
<p>So my revised version, less integrated, is probably more helpful. Imagine the VPC as a separate entity hovering over the BMC like this...</p>
<p> …</p>
<p></p>
<p>The glaring problem with my integrated version is that the VPC should be thought more as a multi-layered since we can envision more than one Customer Segment, each with its own "jobs" and these, in turn, relate to Products & Services.</p>
<p>So my revised version, less integrated, is probably more helpful. Imagine the VPC as a separate entity hovering over the BMC like this...</p>
<p> </p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1932933947?profile=original" target="_self"><img width="480" class="align-full" src="http://storage.ning.com/topology/rest/1.0/file/get/1932933947?profile=RESIZE_1024x1024" width="480"/></a></p>
<p> </p>
<p>Taking a Customer Development approach to a Lean Start-Up, we could then:</p>
<p>a) use the VPC for Customer Discovery (Problem-Solution Fit leading to Proposed Minimal Viable Product); and,</p>
<p>(b) use the BMC for Customer Validation. </p>
<p> </p>
<p>In such a scenario, the Customer Channels relate to "Proposed Funnels" and the Product-Market Fit could be assessed based on early metrics. Our "Sales & Marketing Roadmap" would also incorporate Customer Relationships and potentially Key Partners leverage for "sales" support.</p>
<p> </p>
<p>Does this make sense?</p>
<p> </p>