... where visionaries, game changers, and challengers discuss business models
For those who have read my critique of Garrett Delcourt's work should not take it to mean I do not wish to see people re-think the concepts and try different approaches. Often from re-thinking by other people some very interesting insights happen. This is my understanding of the reason Alexander released the work under creative commons rather than copyright.
Ash Maurya created an approach called the Lean Startup Canvas based on the BMG canvas, that he felt was a better design for startups. Alexander may not agree with the work he has done for how it change the logic of the original canvas and loses many of the principles, but many people find the Lean Canvas very useful. In fact, I have adopted an aspect (e.g. 3-problems & 3 solutions) from Ash's approach that I have adapted into my own work.
IDEO released a version of Alex's canvas which added some elements to the canvas (e.g. competitive strategy), see Tom Hulme's work. One might take exception with their inclusion in the business canvas as they are external influencers to the canvas and belong in the environmental scan, not inherent in the BM as one cannot control these. I will guarantee you IDEO has many customers for their model.
These are just a couple of examples of people extending or modifying the work. There are many others, not to mention other model approaches like Johnson's 4-box model. There is no "approved solution" to this type of business analysis - it is an art form far more than a science.
In using the canvas and approaches as laid out by Alexander, one is gaining the benefit of a structure and tool that has been developed and evolved for more than 10 years, beginning with a phd thesis as its theoretical basis. It has been supported and tested by many, many people around the world. It has been integrated with complementary approaches, e.g. Steve Blanks' Customer Development Model, Christensen's job-to-be-done, visual thinking and presentation leaders such as Dave Sibbet and Nancy Duarte, and multiple enterprise architecture approaches and tools.
So, recognizing my own bias, I must admit to some confusion as to the desire to change the canvas and the approach to understanding business models Alexander et al have set out. That is not to say that by divine right Alexander has developed the correct answer, but when reading someone else's modification it is very important to understand the underlying logic of the Business Model Canvas and to critically assess whether these 'new' approaches really add anything to or shift the nature of the conversation. Perhaps they are an adaptation particular to a certain context, or ego, rather than a true re-thinking of the fundamentals of business models.
But in trying new approaches one may discover new ideas worth retaining.
Above all else remember...this is just my opinion, I may be wrong.