Collaborative business modeling to explore new business fields

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  • 1. 12 – 15 June 2011COLLABORATIVE BUSINESS MODELLINGHow it can be used to jointly explore sustainability innovationsLars Konnertz, René Rohrbeck, Sebastian Knab pRÆSEN TATION
  • 2. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgRelevance› Sustainability innovation have a systemic nature and often requies multiple actors to work together (De Laat, 1999)› Multiple companies working together to pool complementary assets are particular important for sustainability innovation (Chesbrough et al., 2006; McDowall & Eames, 2006)› Major sustainability goals require radical innovation to explore and develop new business fields (Hellström, 2007) 2
  • 3. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgHOW TO EXPLORE NEWBUSINESS FIELDS THAT HAVE ASYSTEMIC NATURE? 3
  • 4. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgApproaches to explore new business fieldshave already been used collaborativley Scenario technique Roadmapping Business Modelling•  useful to enable strategic •  strengths in planning and •  Integration of customer‘s discussions decision making perspective with the•  less suited for planning •  Identifies interdepen- provider‘s perspective dencies between market •  strengths in planning and and technology enabling discussionSuited to create common Usage with external part-ners Further developed toground in a collaborative allows integration of open collaborative businessinnovation setting innovation processes modelling and tested in our(Cairns et al., 2006) (Lichtenthaler, 2008) project 4
  • 5. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgUsing Osterwalds business modelontology as a basis. Osterwalders business model ontology ... 5
  • 6. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgUsing Osterwalds business modelontology as a basis. ... and its visualisation as a canvas 6
  • 7. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgWHAT WE DID IN OURCOLLABORATIVE INNOVATIONPROJECT 7
  • 8. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgContext and project facts› German energy sector ›  Changing heaviliy due to liberalization, sustainability requirements, new legislation and emerging technologies› 8 participating companies ›  6 energy utilities of different size, offer and geographical reach ›  1 telecommunications provider ›  1 telecommunications research institution› Spans over 6 months with 3 workshops conducted 8
  • 9. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgIdea generation as thefirst step of the CBM process Create a multitude of business models forGoal the developing smart energy market. •  Building trust among participantsApproach •  Brainstorming building blocks •  Creating business models •  Supporting creativity and allowing „crazy“ ideasResult 21 drafts of smart energy business models 9
  • 10. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgPriorisation forces participants to makedecisions about the business models Create a common understanding of the future energy market andGoal use it as a basis for priorisation of the business models. •  Discussion of future marketApproach & business models •  Prioritisation according to „attractiveness“ and „effort“ 21 prioritised businessResult models, 6 of high and 8 of medium interest 10
  • 11. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgValidation of business models as the laststep to support implementation Validate the highest-Goal ranked business models Key Partners Key Activities Value Propositions Customer Relationships Customer Segments Building Building Block A Block C Building Building Building Block N Block O Block D •  Desk researchApproach Building Building Block B Block P •  Group discussion on Building Block E Building Block F Key Resources Building Block L Channels Building Bilding Block R business models & Building Block Q Block M Building Building Block Building next steps V Block G Block U Cost Structure Revenue Streams Building Building Block K Building Building Block H Block J Building Block SResult Block T 7 validated smart energy green Available/realistic yellow Uncertain/to be developed red Not available/show stopper business models 11
  • 12. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgCONCLUSION 12
  • 13. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgThe collaborative business modellingapproach to explore new business fields Unlocking barriers of innovation Goal Enhancing Preparing Forcing Decisions Creativity Implementation Creating Group Forming a group / Next Steps / level common building trust follow-up understanding Practica l level Idea generation Priorisation Validation 13
  • 14. Collaborative Business Modelling XXII ISPIM Conference René Rohrbeck 12 – 15 June 2011 Associate Professor HamburgConclusion› CBM can support joint development of business models, particularly for sustainability innovations, where pooling of complementary skills, technologies and assets is needed.› CBM between actors along the value chain can contribute to create a common understanding of drivers and barriers and define common goals› Integration of different frameworks can help to explore new business fields, especially in situations of high uncertainty 14