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Bm as in drd v final

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  • Today I am here to tell a happy ending storyA story of a success
  • Once upon a time, in 2003 there was public hospital in Iran which did not have enough fund to manage itselfPublic hospitals in Iran are supported by government based on their productivity to provide free services to public Although HashemiNejad Kidney Centre used to be one of the first and most prosperous health centre, at the time it was in debt about £1M, and government was about to sell its building in auction
  • A new management took a control in 2003 and after seven years, NOW hashemiNejad Hospital is one of the best healthcare centres in the region and it makes money, a lot of money
  • So the big questions here are what happened?And how did this happen?How a falling down hospital in 2003 becomes a sustainable successful hospital after seven years?Let’s look at the hospital through its network of actorsTIME - CHANGE
  • The Hospital in 2003 was a network of human and non-human actors Not only actors, but interconnected actorsSo one way to understand the change is to explore how the network of interconnected actors in 2003 changed and became a different network of interconnected actors in 2010To explore the change in both actors and connection they make we should bear in mind that
  • One of those interconnected actors which was changed is business modelIt can definitely assist us to find out the change process within the hospital
  • So What is business model and What does it do?
  • At the outset, a business model is always a conceptual ideaSomething like A piece of paperIt has power of agencyIt is a simple mute actor which represent the business
  • Sometimes Business model becomes a representation of decision variables in the business context;It has components each associates with various decision makers from different levels within the firm specificallyEX.Doctors  A specific component of hospital’s BM which is Customer Relationship ComponentAn Accountant  Would associate with specific component of BM which is Revenue Model
  • When business model shifts from idea to practiceWhen it encompasses performative roleIt is all about joining and sharing within a network of allied actorsEX.An external contractor coming to hospital to build a new ward, it takes its benefit from the BM and goes
  • Collective Action to reach to a shared resultMediating and coordinating EX.
  • Here business model is the most stable, most resistance to change and it is beyond just a single actorIt defines a way of doing businessIn this phase, every actor is going to be related to business model
  • Based on its dramatic potentials, business model can fairly explain the change of not only the involved actors, but also the connections which they make with each otherWe know the departure and destination point of the business model, in order to find out how this change process happened I as a researcher should understand the path which the hospital business model has been passed from its birth to become stable in 2010In order to do so my methods would beAs a researcher at this point I need more empirical data to understand WHAT IS REALLY GOING ON!
  • Based on the interviews and narratives which I am going to conduct I have to construct the network of actors, baring in my mind that even non-human actors, and most importantly business model itself, have the power of agency and their role were crucial within the change processWho was involved?What did they do?When did they do it?What was the change?
  • Transcript

    • 1. BUSINESS Model
      as AN INSTITUTION
      Mohammad R KALANTARI
    • 2.
      • Am here Today,
      to tell you a story,
      A Happy-ending one!
    • 3. ONCE UPON A TIME
      There was a
      public Hospital
      in Iran, Suffering from financial instabilities.
    • 4.
    • 5.
    • 6.
    • 7. After SEVEN years
      There is still
      • Hospital,
      A State of art IN the middle east
    • 8.
    • 9.
    • 10.
    • 11. So ...
      WHAT HAPPENED?
      How did it HAPPEN?
      Financial Suffering
      Hospital
      Sustainable
      Hospital
    • 12. Actors
      Connections
    • 13. One of Those NUMEROUS Interconnected actors,
      is
      Business model
    • 14. What is
      Business model, and what does it do?
    • 15. Business Model
      A piece of paper an entrepreneurs submit to a venture capitalist; A simple actor, among all those thousands.
      vv
      (Porter, 2001)
    • 16. Business Model
      A firm’s representation with distinguished components; An actor associated with other actors.
      vv
      (Morris, 2005; Johnson,2008)
    • 17. Business Model
      An actor which circulates among other actors, has multiple locations, and by its movement makes the change possible; A boundary object with narratives and calculation.
      vv
      (Magretta, 2002; Doganova et al, 2009)
    • 18. Business Model
      A market-enabling instrument that operates empirically for the enhancement of decision-making , a mediator and coordinator; A market device.
      vv
      (Callon, 2007; Doganova et al, 2009)
    • 19. Business Model
      A fairly stabilised association which give structure to business practice, it is a verb: “business model” it is An institution.
      vv
      (Scott,2008)
    • 20. What Now?
      vv
      vv
      vv
      vv
      Hospital Old BM
      vv
      vv
      Hospital Current BM
      Birth of Hospital New BM
    • 21. methods
      • To follow every actor and the connections which it has been made with other actors, in order to construct the network which the business model is an actor in; exploring the case by looking at:
      • 22. Narratives of human actors
      • 23. What they think happened
      • 24. What they think they had to do
      • 25. What they think they did
      • 26. Narratives of (non)-human actors
      • 27. MOM,
      • 28. Documents,
      • 29. PowerPoint Presentations and etc.
      To chase every actor which left a trace of itself
    • 30. What I am going to do next?
      • Develop further my understanding of literature and methods to ensure data collection opportunities are not missed
      • 31. Begin data collection, by starting to gather the narratives and calculations to justify those entities
      • 32. Move iteratively between data collection and analysis to guide further reading and insights
    • Your Comments Help me to write this story in a better way, therefore are always welcomed

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