Feature Discussion: Business Model Innovation Killers - Business Model Innovation Hub2024-03-29T02:17:59Zhttp://businessmodelhub.com/forum/topics/feature-discussion-business?xg_source=activity&feed=yes&xn_auth=noExcellent point! Thanks for c…tag:businessmodelhub.com,2010-12-02:2478825:Comment:286712010-12-02T10:53:51.475ZOmar Salamahttp://businessmodelhub.com/profile/OmarSalama
Excellent point! Thanks for clarifying this FACT!
Excellent point! Thanks for clarifying this FACT! Good thoughts. If a set of qu…tag:businessmodelhub.com,2010-05-03:2478825:Comment:172502010-05-03T07:49:42.526ZRonald (Ron) Dale McFarlandhttp://businessmodelhub.com/profile/RonaldRonDaleMcFarland
Good thoughts. If a set of questions can be formulated and asked that turn a company in a new (different) direction than everyone else it would be very helpful. Looking again at "The Business Model Canvas" can be a great tool to bring out that differentiation (whether internal or external). The important point is to keep probing and asking.
Good thoughts. If a set of questions can be formulated and asked that turn a company in a new (different) direction than everyone else it would be very helpful. Looking again at "The Business Model Canvas" can be a great tool to bring out that differentiation (whether internal or external). The important point is to keep probing and asking. - The fear of not knowing how…tag:businessmodelhub.com,2010-05-03:2478825:Comment:172492010-05-03T06:58:48.873ZMarc Sniukashttp://businessmodelhub.com/profile/MarcSniukas
- The fear of not knowing how to do BMI. --> needs a clear process.<br />
- The fear of not knowing what happens to your existing business. --> needs a clear process.
- The fear of not knowing how to do BMI. --> needs a clear process.<br />
- The fear of not knowing what happens to your existing business. --> needs a clear process. This phenomenon is what I cal…tag:businessmodelhub.com,2010-04-19:2478825:Comment:167442010-04-19T13:40:37.211ZThorsten Faltingshttp://businessmodelhub.com/profile/ThorstenFaltings
This phenomenon is what I call the status-quo coma. For all the reasons mentioned in this posts people have various reasons to stick with the well known.<br />
<br />
I compare it with Geoffrey Moore's 'technology adoption lifecycle' pattern. As already mentioned there are some early adopters but most of the clients - no matter if established company or start-up (!) - are acting like the typical mainstream clients.<br />
<br />
Plus people regularly are more used to improve internal processes where they have full…
This phenomenon is what I call the status-quo coma. For all the reasons mentioned in this posts people have various reasons to stick with the well known.<br />
<br />
I compare it with Geoffrey Moore's 'technology adoption lifecycle' pattern. As already mentioned there are some early adopters but most of the clients - no matter if established company or start-up (!) - are acting like the typical mainstream clients.<br />
<br />
Plus people regularly are more used to improve internal processes where they have full control rather than sales, marketing and alike with too many unknowns like markets, clients and competition. There are apparently more business engineers than architects.<br />
<br />
What probably should be discussed is to define a 'marked development strategy' to overcome the chasm and to get inside the tornado ;-). Larry,
Interestingly, if you…tag:businessmodelhub.com,2010-03-17:2478825:Comment:156862010-03-17T08:49:34.166ZRonald (Ron) Dale McFarlandhttp://businessmodelhub.com/profile/RonaldRonDaleMcFarland
Larry,<br />
<br />
Interestingly, if you have a successful prototype program (test market, whatever) behind you and can paint a pretty visual picture how the project can spread, this "mass in the middle" seem to like to tag along. Also, the "never change" people as least will stop being disruptive.<br />
<br />
In any case, it is fun to see how the projects play out.<br />
<br />
Ron
Larry,<br />
<br />
Interestingly, if you have a successful prototype program (test market, whatever) behind you and can paint a pretty visual picture how the project can spread, this "mass in the middle" seem to like to tag along. Also, the "never change" people as least will stop being disruptive.<br />
<br />
In any case, it is fun to see how the projects play out.<br />
<br />
Ron Bill,
Good point. Thanks,tag:businessmodelhub.com,2010-03-17:2478825:Comment:156852010-03-17T08:43:19.301ZRonald (Ron) Dale McFarlandhttp://businessmodelhub.com/profile/RonaldRonDaleMcFarland
Bill,<br />
<br />
Good point. Thanks,
Bill,<br />
<br />
Good point. Thanks, Ron,
Yes, but information is…tag:businessmodelhub.com,2010-03-16:2478825:Comment:156782010-03-16T23:08:12.724ZWilliam (Bill) Millerhttp://businessmodelhub.com/profile/WilliamBillMiller
Ron,<br />
Yes, but information is not sufficient to create action. Think of sports such as basketball. You need to know where the ball is, but you also need a game plan and practiced plays (capabilities). What holds people back is the inability to quickly learn the new game plan and play book. So experimentation with new plays is required for clarity. Most organizations kill this experimentation by saying that six sigma is required.<br />
Bill
Ron,<br />
Yes, but information is not sufficient to create action. Think of sports such as basketball. You need to know where the ball is, but you also need a game plan and practiced plays (capabilities). What holds people back is the inability to quickly learn the new game plan and play book. So experimentation with new plays is required for clarity. Most organizations kill this experimentation by saying that six sigma is required.<br />
Bill Bill, I had a look at your at…tag:businessmodelhub.com,2010-03-16:2478825:Comment:156752010-03-16T22:30:22.964ZRonald (Ron) Dale McFarlandhttp://businessmodelhub.com/profile/RonaldRonDaleMcFarland
Bill, I had a look at your attachment. Great illustration.<br />
<br />
What this says is that we have go aggressively go out and get the needed information (clarity) as fast as possible (and possibly as quickly as possible) to quickly gain the needed clarity on the one hand and avoid the opportunity weakening on the other.<br />
<br />
Ron in Tokyo
Bill, I had a look at your attachment. Great illustration.<br />
<br />
What this says is that we have go aggressively go out and get the needed information (clarity) as fast as possible (and possibly as quickly as possible) to quickly gain the needed clarity on the one hand and avoid the opportunity weakening on the other.<br />
<br />
Ron in Tokyo Yes, that makes sense. I use…tag:businessmodelhub.com,2010-03-16:2478825:Comment:156722010-03-16T21:18:24.972ZLarry McManishttp://businessmodelhub.com/profile/LarryMcManis
Yes, that makes sense. I use a behavior-based change management (Aubrey Daniels, Ned Morse) approach. When "structures and rules" are changed, they drive new behaviors which when properly reinforced actually drive a change faster in organizations than traditional change management approaches. The traditional approach is: Mindset --> Behavior --> Results but actually Behavior --> Results --> Mindset works much faster.
Yes, that makes sense. I use a behavior-based change management (Aubrey Daniels, Ned Morse) approach. When "structures and rules" are changed, they drive new behaviors which when properly reinforced actually drive a change faster in organizations than traditional change management approaches. The traditional approach is: Mindset --> Behavior --> Results but actually Behavior --> Results --> Mindset works much faster. People in organizations often…tag:businessmodelhub.com,2010-03-16:2478825:Comment:156692010-03-16T21:04:25.171ZRalf Lippoldhttp://businessmodelhub.com/profile/RalfLippold
People in organizations often don't react as they are put in the place of pure mechanical followers of what is said by management and bosses. Why should you open your mouth when it is shut right away by others?<br />
<br />
It is always a threat to challenge a world view - not only in organizations, also in a more broader sense.<br />
<br />
So changing the structure & rules is what will change people's behavior. Step by step ;-)<br />
<br />
Does that make sense?
People in organizations often don't react as they are put in the place of pure mechanical followers of what is said by management and bosses. Why should you open your mouth when it is shut right away by others?<br />
<br />
It is always a threat to challenge a world view - not only in organizations, also in a more broader sense.<br />
<br />
So changing the structure & rules is what will change people's behavior. Step by step ;-)<br />
<br />
Does that make sense?