I was thinking about the scenario of the organizations, specially in Latam, few years ago, about 5 or 6 years I would say, pretty much everything was about management, the fanatical task of controlling, reduce costs, reduce the variability was the duty. The outstanding skill of an executive those days was the continuous improvement process then, the ISO certification (International Organization for Standardization). Most organizations were chasing this quality label.

Now, that I'm thinking about it (like a lot of people probably), was there a crucial contribution with this methodology? well, there is no doubt. Was an improving process with great opportunities and a good tool for market enter, but, how applicable is nowadays? because there is a one word that makes me uncomfortable: standardization, how could you be different if you are doing the same task? well, there is a high likelihood of a misunderstanding the concept  for my part. Anyway, the BMG book came into my hands and many questions were directed (not answered) to a better reformulation. A complex concept with a simple, clean and integral point of view. The transition to graphics, drawings and drafts rather than bunch of words made me feel like I'm playing with something. 

But there was an intriguing and crucial point (as always in an organization): people and their potential contributions. I don't remember a lot of discussion, points of view, interactive workshops, drawing papers and napkins, when we were on meetings to improve some process, and overall, that were inclusive. Of course, listen what your employee has to say was quite important. But there is a substantial difference when this person really feels like a a colleague and his interventions are motivated on this regard. We are essentially contributors.

Finally, I think this is the big difference between Management and Business Model Generation.

Now, we have the Canvas, people are the colors in it so, let them express themselves.