Business model you_preview

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A One-Page Method For Reinventing Your Career.
a preview of the global bestseller Business Model Generation introduced a unique visual way to summarize and creatively brainstorm any business or product idea on a single sheet of paper. Business Model You uses the same powerful one-page tool to teach readers how to draw "personal business models," which reveal new ways their skills can be adapted to the changing needs of the marketplace to reveal new, more satisfying, career and life possibilities. Produced by the same team that created Business Model Generation, this book is based on the Business Model Canvas methodology, which has quickly emerged as the world's leading business model description and innovation technique.

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Business model you_preview

  1. 1. A One-Page written by Tim Clark, in collaboration Method with Alexander Osterwalder and Yves Pigneur for Reinventing designed by Your Career Alan Smith and Trish Papadakos co-created by 328 work life wizards from 43 countriesTweet This!
  2. 2. www. Business ModelCopyright © 2012 by Tim Clark, Alexander Osterwalder, Limit of Liability/Disclaimer of Warranty: While the pub- Text is set in HTF Whitney and HTF Mercury YOUand Yves Pigneur. All rights reserved. Published by lisher and author have used their best efforts in preparing with plenty of handwriting.Business Model You, LLC. this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of cover illustration byNo part of this publication may be reproduced, stored this book and specifically disclaim any implied warranties Matt Hammillin a retrieval system, or transmitted in any form or of merchantability or fitness for a particular purpose. No www.matthammill.comby any means, electronic, mechanical, photocopying, warranty may be created or extended by sales representa-recording, scanning, or otherwise, except as permitted tives or written sales materials. The advice and strategies additional illustrations byunder Section 107 or 108 of the 1976 United States contained herein may not be suitable for your situation. Alan Smith .comCopyright Act, without the prior written permission of You should consult with a professional where appropriate.the publisher. Permission requests should be addressed Neither the publisher nor author shall be liable for any loss still life photography byto tim@timclark.net. of profit or any other commercial damages, including but Trish Papadakos not limited to special, incidental, consequential, or other damages. A One-Page designed by For more information about Business Model You, please Alan Smith and Trish Papadakos visit BusinessModelYou.com. Method edited by for Reinventing Megan Lacey his preview Printed in the United States of America Your Career production assistance Enjoy t Patrick van der Pijl book at… and buy the written by co-created by Tim Clark, in collaboration 328 work life wizards with Alexander Osterwalder from 43 countries and Yves Pigneur
  3. 3. YOU
  4. 4. Co-created by 328 work life wizards…Throughout the book, you’ll notice references to “Forum members” — early readers ofBusiness Model You who helped with its creation. They critiqued draft chapters, offeredexamples and insights, and supported the effort throughout production. Their picturesappear in the front pages, and their names appear below.1Adie Shariff Ben White Christian Schneider Doug Newdick Fred Coon Jan Schmiedgen Kamal Hassan Marcelo Salim Michael N. Wilkens Pere Losantos Robert van Kooten Thomas DrakeAfroz Ali Bernd Nurnberger Christine Thompson Dr. Jerry A. Smith Fred Jautzus Jason Mahoney Karin van Geelen Marcia Kapustin Michael S. Ruzzi Peter Gaunt Rocky Romero Thomas KlimekAJ Shah Bernie Maloney Cindy Cooper Dustin Lee Watson Freek Talsma Javier Guevara Karl Burrow Marco van Gelder Michael Weiss Peter Quinlan Roland Wijnen Thomas Røhr KristiansenAlan Scott Bertil Schaart Claas Peter Fischer Ed Voorhaar Frenetta A. Tate Jean Gasen Katarzyna Krolak-Wyszynska Margaritis Malioris Mikael Fuhr Peter Schreck Rory O’Connor Thorsten FaltingsAlan Smith Björn Kijl Claire Fallon Edgardo Vazquez Frits Oukes Jeffrey Krames Katherine Smith Maria Augusta Orofino Mike Lachapelle Peter Sims Rudolf Greger Tiffany RashelAlejandro Lembo Blanca Vergara Claudio D’Ipolitto Eduardo Pedreño Gabriel Shalom Jelle Bartels Keiko Onodera Marieke Post Miki Imazu Peter Squires Sang-Yong Chung (Jay) Till KraemerAlessandro De Sanctis Bob Fariss Császár Csaba Edwin Kruis Gary Percy Jenny L. Berger Keith Hampson Marieke Versteeg Mikko Mannila Petrick de Koning Sara Coene Tim ClarkAlexander Osterwalder Brenda Eichelberger Daniel E. Huber Eileen Bonner Geert van Vlijmen Jeroen Bosman Kevin Fallon Marijn Mulders Mohamad Khawaja Philip Galligan Scott Doniger Tim KastelleAlfredo Osorio Asenjo Brian Ruder Daniel Pandza Elie Besso Gene Browne Joeri de Vos Khushboo Chabria Marjo Nieuwenhuijse Natasja la Lau Philippe De Smit Scott Gillespie Toni BorsattinoAli Heathfield Brigitte Roujol Daniel Sonderegger Elizabeth Topp Ginger Grant, PhD Joeri Lefévre Klaes Rohde Ladeby Mark Attaway Nathalie Ménard Philippe Rousselot Scott J. Propp Tony FischerAllan Moura Lima Bruce Hazen Danijel Brener Eltje Huisman Giorgio Casoni Johan Ploeg Kuntal Trivedi Mark Eckhardt Nathan Robert Mol Pieter van den Berg Sean Harry Travis CannonAllen Miner Bruce MacVarish Danilo Tic Emmanuel A. Simon Giorgio Pauletto Johann Gevers Lacides R. Castillo Mark Fritz Nathaniel Spohn PK Rasam Sean S. Kohles, PhD Trish PapadakosAmber Lewis Brunno Pinto Guedes Cruz Darcy Walters-Robles Eric Anthony Spieth Giselle Della Mea Johannes Frühmann Lambert Becks Mark Lundy Nei Grando Rahaf Harfoush Sebastiaan Terlouw Tufan KaracaAndi Roberts Bryan Aulick Dave Crowther Eric Theunis Greg Krauska John Bardos Laura Stepp Mark Nieuwenhuizen Niall Daly Rainer Bareiß Shaojian Cao Ugo MerkliAndre Malzoni dos Santos Dias Bryan Lubic Dave Wille Erik A. Leonavicius Greg Loudoun John van Beek Laurence Kuek Swee Seng Markus Heinen Nick Niemann Ralf de Graaf Simon Kavanagh Uta BoeschAndrew E. Nixon Camilla van den Boom David Devasahayam Edwin Erik Kiaer Hank Byington John Wark Lauri Kutinlahti Martin Howitt Nicolas De Santis Ralf Meyer Simone Veldema Veronica TorrasAndrew Warner Carl B. Skompinski David Hubbard Erik Silden Hans Schriever John L. Warren Lawrence Traa Martin Kaczynski Oliver Buecken Ravinder S. Sethi Sophie Brown Vicki LindAnne McCrossan Carl D’Agostino David Sluis Ernest Buise Hansrudolf Suter John Ziniades Lee Heathfield Marvin Sutherland Olivier J. Vavasseur Raymond Guyot Steve Brooks Vincent de JongAnnemarie Ehren Carles Esquerre Victori Deborah Burkholder Ernst Houdkamp Heiner Kaufmann Jonas Ørts Holm Lenny van Onselen Mats Pettersson Orhan Gazi Kandemir Rebecca Cristina C Bulhoes Steven Forth Ying Zhao-ChauAnnette Mason Carlos Jose Perez Ferrer Deborah Mills-Scofield Eugen Rodel Hind Jonathan L. York Linda Bryant Matt Morscheck Paola Valeri Silva Steven Moody Yves Claude AubertAnt Clay Caroline Cleland Denise Taylor Evert Jan van Hasselt IJsbrand Kaper Joost de Wit Liviu Ionescu Matt Stormont Patrick Betz Reiner Walter Stewart Marshall Yves PigneurAnthony Caldwell Cassiano Farani Diane Mermigas Fernando Saenz-Marrero Iñigo Irizar Joost Fluitsma Lukas Feuerstein Matthijs Bobeldijk Patrick Keenan Renato Nobre Stuart WoodwardAnthony Moore Catharine MacIntosh Dinesh Neelay Filipe Schuur Ioanna Matsouli Jordi Collell Luzi von Salis Megan Lacey Patrick Quinn Riaz Peter Sune Klok GudiksenAnton de Gier Cesar Picos Diogo Carmo Floris Kimman Ivo Frielink Juerg H. Hilgarth-Weber Maaike Doyer Melissa Cooley Patrick Robinson Richard Bell Sylvain MontreuilAnton de Wet Charles W. Clark Donald McMichael Floris Venneman Iwan Müller Justin Coetsee Maarten Bouwhuis Michael Dila Patrick van der Pijl Richard Gadberry Symon JagersmaAntonio Lucena de Faria Cheenu Srinivasan Dora Luz González Bañales Fran Moga Jacco Hiemstra Justin Junier Maarten Koomans Michael Eales Paul Hobcraft Richard Narramore Tania HessBeau Braund Cheryl Rochford Doug Gilbert Francisco Barragan James C. Wylie Kadena Tate Manuel Grassler Michael Estabrook Paul Merino Richard Schieferdecker Tatiana Maya ValoisBen Carey Christian Labezin Doug Morwood Frank Penkala James Fyles Kai Kollen Marc McLaughlin Michael Korver Paula Asinof Rien Dijkstra Tom Yardley
  5. 5. …from 43 countries
  6. 6. Real Reinventors: Account Manager 69 Dog Runner 82 Historian 134 Self-Help Guru 163 Advertising Executive 75 Editor 171 IT Professional 100 Skier 97 Blogger 196 Engineer 61 Musician 194 Supply Chain Analyst 211 Business Coach 202 Entrepreneur 137 Online Marketer 236 Tax Attorney 126 Career Counselor 126 Executive Assistant 73 Premed Student 118 Teacher 141 Computer Programmer 116 Finance and Operations Radio Announcer 200 Team Leader 202 Computer Technician 239 Manager 233 Recycling Coordinator 224 Technical Trainer 143 Doctor 59 Freelance Graphic Designer 67 Sales Professional 71 Translator 65 Doctoral Student 76 Green Advocate 176 Seeker 145 Wedding Photographer 63
  7. 7. Start! page 14 page 15 Start! 1 2 Canvas Learn to use​the key tool for describing and analyzing organizational and Reflect Revisit your life direction and consider how you want to align your personal 3 4 5 Revise Adjust — or reinvent — your work life using the Canvas and discoveries from Act Learn to​make it all happen. Extras Read more about the people and resources behind Business Model You. personal business models. and career aspirations. previous sections. chapter 8 Calculate Your Business Value 209 The Business Model You Community 252 chapter 1 chapter 4 chapter 6 chapter 9 Creator Bios 254 Business Model Thinking: Who Are You? 81 Get Ready to Reinvent Yourself 161 Test Your Model in the Market 223 Adapting to a Changing World 19 Footnotes 256 chapter 5 chapter 7 chapter 10 chapter 2 Identify Your Career Purpose 133 Re-Draw Your Personal Business Model 175 What’s Next? 243 The Business Model Canvas 25 chapter 3 The Personal Business Model Canvas 53
  8. 8. Section 1 page 16 Canvas Learn to use the key tool for describing and analyzing organizational and personal business models.
  9. 9. Section 1 page 20 page 21 CanvasWhy Business Let’s take a wild guess: At the most basic economic level, a business model Because they can’t change the environment they For instance, Netflix has more than 20 millionModel Thinking is is the logic by which an organization sustains itself operate in, companies must change their business customers who, thanks to the Internet, can watch You’re reading this book because financially.3 models (and sometimes create new ones) in order television programs on computers or game consolesthe Best Way For to remain competitive. at any time of day or night — while skipping the you’ve given some thought to As the term suggests, it ordinarily describes busi- advertisements. Imagine what this means for aYou to Adapt to a nesses. Our approach, however, asks you to consider As it turns out, these new business models them- television broadcasting industry funded by advertisers changing your career. yourself a one-person business. Then, it helps selves disrupt and cause change. That creates new who buy time slots on the decades-old premisesChanging World you define and modify your “personal business opportunities for some workers and unemployment that: 1) ads will be embedded in programming You’re in good company. According to one survey, five out of six adults model” — the way you engage your strengths and for others. broadcast to huge audiences at certain days and in North America are considering changing jobs. And according to our 2 talents to grow personally and professionally. times, and 2) television-viewing audiences cannot co-creators (who represent 43 countries), it’s like this across the globe. Consider some examples. filter out ads. Changing Times, Changing Business Models Many of us, though, lack a structured way to think about the complex and Much of today’s job market turbulence is driven Remember Blockbuster Video? It declared bank- The Internet has also transformed business models — let’s face it — messy subject of switching careers. We need a simple, by factors beyond our personal control: recession, ruptcy after Netflix and Redbox showed they could in other sectors, such as music, advertising, retail, powerful approach — one in tune with the modern workscape and our sweeping demographic changes, intensifying global do a better job delivering movies and games to and publishing (without the Internet, this book personal needs. competition, environmental issues, and so forth. Customers through mail, the Internet, and vending would have been impossible to produce). machines. Enter the business model: an excellent framework by which to describe, These changes are also beyond the control of most Executive recruiting firms, for example, tradition- analyze, and reinvent a career. enterprises — but they profoundly affect the business The emergence of a new business model can affect ally depended on highly skilled, full-time employees models that companies use. companies in other industries, as well. who made hundreds of phone calls each week and No doubt you’ve heard the term business model before. What is it, exactly?
  10. 10. Section 1 page 26 page 27 Canvas Next, consider Ning. Ning lets people easily and Sounds simple, right? promotes community health and fitness by holding inexpensively make and manage customized social running races, classes, clinics, and camps. Though networks. Few companies (or individuals) have the Well, unlike in these three examples, defining NYRR is a nonprofit group, it must still: money or expertise to build, host, and operate a “Customers” and “jobs” in sectors such as education, social network that offers Facebook-like functionality. healthcare, government, finance, technology, and • Pay staff salaries Enter Ning, which provides a simple, affordable law can be challenging. • Purchase permits, pay utility, maintenance, legal, substitute: a social network template, modifiable on and other expenses multiple levels.​ A big part of business model thinking is helping you • Buy event supplies such as timing systems, bib identify and describe both Customers and jobs. numbers, refreshments, and finisher shirts and Finally, there’s Vesta, a firm that completes elec- Specifically, you’ll learn how you can help Customers medals for its races tronic purchases on behalf of companies that serve accomplish the jobs they need to do. And in doing • Build a reserve fund for expanding services inWe defined “business model” hundreds of thousands of customers daily. Handling so, you’ll discover how to earn more money and gain the future high volumes of such transactions is complex and more satisfaction from your work.as the logic by which an demands robust, leading-edge security and anti- NYRR’s main motivation is not financial gain; fraud measures — two things that few companies instead, its goal is to serve community “Customers” Every Organizationenterprise sustains itself To start understanding an existing business model, can afford to develop and maintain in-house. who want to stay fit. Still, even a nonprofit organization ask two questions: has a Business Model needs cash to carry out its work. So, what do these three businessesfinancially. Put simply, 1. Who is the Customer? have in common? Since a business model is the logic by which an Therefore, like any other enterprise, NYRR must be 2. What job does the Customer needit’s the logic by which an All receive payment for helping Customers get enterprise sustains itself financially, does this mean paid for helping Customers get jobs done. to have done? jobs done. that only for-profit corporations have businessenterprise earns its livelihood. models? Let’s ask our two business model questions To illuminate this idea, let’s look at three enterprises. • Jiffy Lube performs crucial maintenance tasks about NYRR: (while keeping garages tidy and clothes clean) No. First: Think about Jiffy Lube®, a drive-in, quick oil for vehicle owners. Who is the Customer?You might think of a business model as a blueprint describing how an change service based in the United States. Few car • Ning’s Customers are people who need to promote Every enterprise has a business model. NYRR’s main Customers are runners and otherorganization operates. owners are interested in changing engine oil them- a cause; the company helps them build a This is true because nearly every modern enterprise, community members who want support and cama- selves. Most lack the knowledge and tools — and community to do just that — at low cost and whether for-profit, nonprofit, government, or other- raderie in their quest to maintain or improve fitness.Just as an architect prepares blueprints to guide the construction of a prefer to avoid the preparation and potential mess without hiring a technical specialist. wise, needs money to carry out its work.building, an entrepreneur designs a business model to guide the creation of this dirty task (plus the hassle of recycling used • Vesta helps businesses focus on specialties They include both annual members — people whoof an enterprise. A manager also might sketch a business model to help oil). For $25 or $30, Jiffy Lube provides experts who unrelated to payment collection. For example, imagine you work for the New York pay to be part of the group and receive certainvisualize how an existing organization operates. let people do just that. Road Runners (NYRR), a nonprofit organization that benefits as a result — and people who aren’t annual
  11. 11. Section 1 page 32 page 33 CanvasThe Nine Building Blocks The logic of how organizations provide Value to Customers Customers * Value Provided * Channels Customer Revenue * Key Resources Key Activities Key Partners Costs An organization serves …by solving Customer Organizations communicate Relationships Money comes in These are the assets needed These are the actual tasks Some activities are These are expenses incurred Customers… problems or satisfying and deliver Value in different …and establish and maintain when Customers pay to create and/or deliver and actions required to create outsourced, and some acquiring Key Resources, Customer needs. ways… different kinds of relationships for Value Provided. the previously described and deliver the previously resources are acquired performing Key Activities, and with Customers. elements. described elements. outside the organization. working with Key Partners. * Business Model Generation defines these building blocks as Customer Segments, Value Proposition, Revenue Streams, and Cost Structure, respectively.
  12. 12. Section 1 page 34 page 35 Canvas Value Provided Key Activities Customer Relationships CustomersKey Partners Customers Customers are the reason for an organization’s existence. No organization survives long without paying Customers. Every organization serves one or more distinct Customer groups. Organizations that serve other organizations are known as business-to-business (b-to-b) enterprises. Organizations that serve consumers are known as business- to-consumer (b-to-c) enterprises. Some organizations serve both paying and non-paying Customers. Most Facebook users, for example, pay Facebook nothing for its services. Yet without hundreds of millions of non-paying Customers, Facebook would have nothing to sell to advertisers or market researchers. Therefore, non-paying Customers may be essential to a business model’s success. Things to remember about Customers: Key Resources Channels • Different Customers may require different Value, Channels, or Relationships • Some Customers pay, others may not Costs Revenue • Organizations often earn far more from one Customer group than from another
  13. 13. Section 1 page 46 page 47 Canvas KP KA VP CR CS KR CH C$ R$ Together the nine building blocks form a useful tool: the Business Model Canvas.
  14. 14. Section 1 page 48 page 49 CanvasNow It’s Your Turn My Organization’s Business Model Key Key Value Customer Customers Partners Activities Provided Relationships Ap pl y st ick y Dr aw D e s c r ib e y o u r no te s or pr int o r g a n iz a t io n ’s Key Resources Channels a Ca nv as b u il d in g blocks Costs Revenue To download a PDF of the Business Model Canvas, visit BusinessModelGeneration.com/canvas.
  15. 15. Section 1 page 50 page 51 Canvascraigslist’s Business Model Craigslist offers classified advertising Channels Key Activities to help people find jobs and housing, The service is promoted and delivered exclusively Craigslist’s most important activity is developing Key Key Value Customer Customers connect with community members, through the Internet. and maintaining its platform. Think of it this way: Partners Activities Provided Relationships and buy, sell, or barter services and Google could lose 100 engineers tomorrow merchandise. The company hosts 700 Customer Relationships without missing a beat, but having its Web site go Facil itate offl ine 1. Peop le seek ing sites in 70 countries and posts more Users create, edit, and post listings on the down for a day would be a catastrophe. In relative conn ectio ns Automated, conn ectio n with Deve lop, maint ain Thwa rt illeg itima te than one million job listings each month. craigslist site using an automated process that terms, the same is true for craigslist. Aside from betw een comm unity impersonal othe rs in their Non- payin g plat form user s Despite its non-corporate culture, eliminates the need for intervention by craigslist platform development and maintenance, staff memb ers comm unitie s cust omer s craigslist is one of the world’s most staff. Staff rely primarily on users to moderate spend time dealing with hackers, spammers, and profitable firms on an earnings-per- forums and identify fraudulent activity. Craigslist other illegitimate users. Respond to Rete ntion -foc used complaints employee basis: Its staff of 30 generates concentrates on optimizing the user experience Free clas sified 2. Buye rs adve rtisin g annual sales exceeding $100 million, for current Customers rather than innovating to Key Partners at to rn eys and sell ers of serv ices, say industry analysts.4 attract new Customers. Non-paying Customers are craigslist’s most Key Channels merc hand ise important Partners, because they strive to maintain Resources Customers Revenue honesty and civility among users. te ch no lo gy Most craigslist Customers pay nothing for the ser- Only employers and landlords (Customer group 3) pr ov ide rs , Low- cost vice. Craigslist charges listing fees to employers and generate Revenue for craigslist. Costs Craig slist bran d/ Plat form co ns ul ta nt s clas sified 3. Employers repu tatio n landlords in some cities. These paying customers As a privately held company, craigslist is not adve rtisin g Wo rl d Wi de We and landlords b subsidize non-paying Customers. Key Resources obligated to disclose Revenues or earnings. But Craigslist’s number one resource is its “platform.” it operates out of modest offices with a staff of Founder and staff Value Provided A platform is an automated mechanism or “engine” 30, so its Costs are tiny compared to other online Costs Revenue As an online service, craigslist is unusual in that enables interactions between Customers. giants such as Facebook, Twitter, and eBay. Key providing Value by facilitating offline connections Craigslist founder Craig Newmark’s reputation recurring expenses include salaries, server and fee s for between community members. Another Value and public service philosophy is another key telecommunications infrastructure fees, and office hel p wa nte d and it provides is free classified advertising, which resource, as are the site’s general manager and rent. Its stature within the industry and many side Staf f sala ries Offic e and Lega l and est ate list ings Customers employ for nearly every service and staff. projects mean craigslist also incurs substantial infra stru ctur e prof essio nal fees product imaginable. Providing these Values has legal and professional fees. In fact, some observers leas e/re nt generated a massive, devoted Customer base that believe these expenses exceed all other Costs lets craigslist offer a third Value: effective, low- combined. cost advertisements for employers and landlords.
  16. 16. Section 1 page 54 page 55 Canvas Personal The Business Model CanvasNow, let’s focus on the most Key Partners Key Activities Value Provided Customer Relationships Customersimportant business model of all: What Ho w yo ubusiness model you. W ho you do int er ac t W h o yo u he lp s help How youThe Canvas works for describing personal business models just as it does for yo udescribing organizational business models. Note a couple of differences between helpthe two, though: Key Channels• In a personal business model, the Key Resource is you: your interests, skills Resources and abilities, personality, and the assets you own or control. In organizations, How they Wh o you are Key Resources often include a broader range of resources, such as other people. know you and wh at and how you• A personal business model takes into account unquantifiable “soft” Costs you hav e (such as stress) and “soft” Benefits (such as satisfaction). The organizational delive r business model generally considers only monetary Costs and Benefits. Costs Revenue and BenefitsWhen drawing a personal business model, you may find these alternate What Whatbuilding block descriptions helpful: you give you get To download a PDF of the personal Business Model Canvas, visit BusinessModelYou.com.
  17. 17. Section 1 page 56 page 57 Canvas A Personal Story for Every Building BlockYour First Personal Business Model: Who helps you (Key Partners) What you do (Key Activities) How you help (Value Provided) How you interact (Customer Relationships) Who you help (Customers)Drafting time!Grab paper, pencil, and sticky notes; this chapter is where your personalbusiness model begins to take shape. A few things to keep in mind:​While drafting your first personal business model, limit yourself tothe professional work you do to earn a living.Painting a clear, accurate picture of your professional activities lays the these Who you are & How they know r e in v e n t o r s what you have you & how youfoundation for later addressing “soft” career elements such as satisfaction, (Key Resources) deliver (Channels) w il l h e l pstress, recognition, time demands, social contribution, etc. h yo u w it h e a c k b u il d in g b l o c What you give (Costs) What you get (Revenue and Benefits)
  18. 18. key point: Customers own jobs How Chris Revised Her Personal Business Model The doctoral student profile: 76 Key Key Value Provided Customer Customers Partners Activities Relationships A journalist by training and experience, Chris Burns watched as traditional publishing editing industry business models — including her own employer’s — withered before the Internet personal service, rewriting onslaught. By the time she was laid off, she had enrolled in a doctoral program with the retention focus researching goal of becoming a writing professor. improve article readability and style doctoral committee university professors, Thanks to her strong interest in sustainability issues and connections provided by her m a r k et in g members mostly in europe doctoral committee members, Chris found part-time work copyediting scholarly papers for university professors. To her surprise, she enjoyed this work. help cust omer s get publ ished in lead ing acad emic journ als One day, Chris realized her real job wasn’t copyediting, it was something far more valuable: Key Channels helping Customers get articles published in leading scholarly journals. So she decided to Resources raise her hourly rate significantly and charge for research time. e-mail interest in business, skype sustainability The result? She won more Customers than ever. Internet top-notch writing, editing skills In retrospect, Chris recognized two common flaws in her initial model: meticulous, detail-oriented Equating Key Activities with Value Costs Revenue and Benefits Instead of identifying the Customer job-to-be-done at the highest level — and defining r tim e, en er gy fo Value in terms of that job — Chris equated Value Provided with her editing and rewriting time, energy, stress due to se ar ch , editing feesChris Burns ex tr a re bigge r fees activities. This diminished her offer’s worth. extra research required ma rk et ing Owning the job Chris “owned” the job from the start. That left her work narrowly defined by Customers as “improving readability and style.” When she started reminding Customers that getting published was their job — and one she could help with — her Value (and reputation) soared. name
  19. 19. Section 2 page 78 Reflect Revisit your life direction and consider how you want to align your personal and career aspirations.
  20. 20. Section 2 page 86 page 87 Reflect creativity/The World self-expression LoveBeyond Work fitness/health fun/recreation wealth/money career personal/spiritual friends/family growthCareer professionals sometimes have clients To do the Wheel of Life exercise Career counselors sometimes have clients​com-start this self-reflection process with the Wheel • Choose eight of the themes listed above (or mix plete the exercise, then take a different-coloredof Life. There are different versions of the Wheel, and match with your own themes/interest areas). pencil and shade in additional areas representingbut each shows a number of broad themes or • On a separate sheet of paper or using the blank where they’d like to be within each segment.interest areas, such as Fitness/Health, Career, Wheel on page 87, plot your level of satisfaction They remind​clients that not everyone prioritizesWealth/Money, Personal/Spiritual Growth, Fun/ with each category by marking points along the things the same way: A segment that’s 50 percentRecreation, Love, Friends/Family, Physical Envi- segment spokes — considering the Wheel’s center shaded on Friends/Family, for instance, may beronment/Home, Creativity/Self-Expression, and “zero satisfaction” and the perimeter “complete adequate for one person and unacceptably lowLifestyle/Possessions. satisfaction.” for another. • Once you’re done, connect your points and shadeThe idea is to choose eight themes you find most in the center area. The Wheel of Life exercise provides clues to therelevant, and assign one theme to each segment broad themes within which our core interests lie.of the Wheel. A completely shaded circle would represent total At the same time, it reminds us of dimensions of fulfillment in every aspect of life. A partially shaded life that may be as important as work — or even circle, such as the one above, reveals life elements more important. that may need more attention.
  21. 21. page 95 Reflect urWho am I? 1. Husband 4 .  E n t r e p r e n e 5. Writer 2. Father 3. Teacher erated by Excitement genWhat excites Love, sex, family center, Helping others, being Self-expression, Stimulation, joy, hing new, creating sometme about companionship useful, exploring/revealing recognition, pleasu satisfaction in seeing r, mystery, re ineach of these reward/dange exercising writing childrens’ future mysteries/truths, n skillsroles? self-expressio exercising planning and and techniques, bea develop, pride in their uty presentation skills, and elegance accomplishments learning, writing Common What must my career use/ include for me to be happy, denominators? useful, and effective? Exploring/revealing The preparation and mysteries/truths, planning pr esentation of messages and presenting, writing, dealing with truth and beauty, centered on self-expression, 7. Brother 8. Translator 9. Speaker 10. Musician learning, exercising language. Should involve both written and in-person 6. Son unusual skill, presentations and Family bonds, Exercising an unusual Attention, recognition, Creating/sharing beauty, companionship companionable recognizing planning and presenting Family bonds, companionship, skill, using language, learning, companionship, interactions with others. s/own messages, applause self in parent thinking about serving as bridge between performing ing about children, think legacy cultures, helping reveal legacy universal/culture- agnostic truths, writing and editing
  22. 22. Section 3 page 98 page 99 Reflect Interests (what excites you) Skills and Abilities Personality Lifeline Discovery (acquired and natural talents; (the way you like to work what you can do easily) and relate to others) Most career professionals agree that work satisfaction is driven by three key factors: interests, skills and abilities, and personality. 10 The Lifeline Discovery is a tool that helps you define and examine these factors. career “sweet spot”
  23. 23. Section 2 page 100 page 101 Reflecta. Plot Your High and Low Points “High points” and “low points” are: Below is a blank “Lifeline” you can use (or drawRecall events representing high and low points your own). For now, plot each event on yourin your life, and plot them on a timeline that • Specific, important events in your life: good or Lifeline with a point and a short description,stretches back as far as you can remember. bad, personal or professional — whether related such as “married Jan” or “got job at Vesta.” birth of sons Accepted to move to abq graduate got married to work, social life, love, hobbies, academics, trip to JHS yearbook then to pdx from pcc tibet commitTEE got jobThe vertical axis represents enjoyment and/or spiritual pursuits, or other areas Start at the far left with the earliest high or low high school mba graduation graduation at et - Excitement/Enjoyment +excitement; the horizontal axis represents time. • Milestones or landmarks you remember clearly point you can remember, and then work toward 1st job in pdx and are associated with strong feelings the present. When you’ve plotted 15 to 20 events, promotion got job • Key career changes, both positive and negative draw a line connecting all points. at lm Darcy’s Lifeline Time Your Lifeline may now look something like the one at right by Darcy Robles, a Forum member last semester acquisition job at s at nmsu who completed the exercise to help clarify how father’s death satisfied she was with her work situation. - Excitement/Enjoyment + My Lifeline Time
  24. 24. Section 2 page 110Holland’s S Social Prefers working with people Speech notes C Conventional Prefers organizing/processingSix Tendencies​ to the team to inform, develop, help, or data in structured situations. cure. Interpersonal/educational Clerical/computational ability. ability. Tends to avoid activities Tends to avoid ambiguous, demanded by realistic occupa- free, unstructured occupations tions or situations. or situations. E Enterprising Prefers influencing/leading others to achieve organizational goals or economic gain. Leadership/persuasion ability. Tends to avoid investigative I Investigative occupations or situations. Prefers investigating/researching physical, biological, or cultural phenomena. Scientific/math- ematical ability. Tends to avoid R Realistic activities demanded by enterprising Prefers working with tools, A Artistic occupations or situations. machines, or animals, often outdoors. Prefers manipulating physical Mechanical/athletic ability. Tends or intangible materials to create to avoid activities demanded by art forms or products. Artistic/ social occupations or situations. language/musical ability. Tends to avoid structured activities or conventional occupations.
  25. 25. Section 2 page 130 page 131 Reflect Checking in: Where In this chapter, you re-examined your we’ve been so far important (multiple!) extra-work roles, the core interests, skills and activities you find satisfying, your key personality tendencies, Up to this point, we’ve discussed business how work environments have their own model thinking, the basics​of financial “personalities,” the importance of engaging sustainability, and why all organizations — trusted others in the self-discovery process, for-profit, nonprofit, and social — must abide and work’s meaning and place in your life. Where we go from here by the logic of earning a livelihood. We saw how business model thinking helps organizations — and individuals — reinvent It’s time to address the most fundamental themselves in response to changing social, question underpinning business models, economic, and technological trends. whether organizational or personal. Then, we covered how you can​use the Canvas It’s a simple question that’s extraordinarily to describe your personal business model. challenging to answer:​What is your purpose?
  26. 26. namekey point: When it’s not about you Carl James The entrepreneurprofile:The company I started did research and market entry consulting for companies wanting toenter Asian markets, particularly Japan. After more than six years of ferociously hard work,we received a multi-million-dollar buyout offer. This was all new to me; when I started,I didn’t even know people sold companies.Anyway, I paid off three mortgages, maxed out the kids’ college funds, took the family ona great vacation, and invested the remainder to provide passive income. But like everyoneelse, I still faced the big question: What am I going to do with the rest of my life?In a way, that question grew tougher precisely because I’d been relieved of the pressingneed to earn a living. Seeking answers sharpened my awareness that work is about morethan achieving financial independence.I think most successful entrepreneurs feel the same way. I’ve talked with a lot of peoplewho collectively have sold dozens of companies for amounts ranging from one to $40million U.S. Not a single one ever mentioned “achieving financial independence” as theirprimary motivation for working.Fortune-seekers can rarely sustain their passion through the hard times. Successfulenterprises are laser-focused on Value Provided to Customers. Entrepreneurship is not 137about you; it’s about effectively serving others.

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