... where visionaries, game changers, and challengers discuss business models
Some business models are more complex then others. In the last few years I have been engaged in a number of exercises to validate business models and also to streamline business models to optimize the ' value delivered'. The main reason for this was generally that top management was not sure whether the venture woudl turn-out succesfully or that they felt there was 'more to gain' but couldn't find with certainty where this opportunity should come from. Some key challenges I encountered are:
- lack of end-2-end understanding of the business model within division, business units, which result in sub-optimal decision for the company
- Unclarity of cause and effect relations between projects and business outcomes within units and departments, projects and programs
- Huge investments in business case development and execution, but no or little investements in managing the results/outcomes of the business case, the programms and projects over time
- Static and re-active management of the business. There is focus on risk management, but not certainty management, there is focus on reporting results, but little on up-front analysis to steer results other then a one of investigation of what a plan might result in.
- General focus on finishing a project rather then realizing the benefits that are associated with the project.
To deal with a number of these challenges we've develop a methodology and toolkit to support a sustainable and innovative approach towards managing value for clients, society, shareholders and employees. Happy to share if you're interested or read