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TorontoBusiness Model Generation<br />November 30, 2009<br />
Satish KanwarThe first rule of #bmgenTO is,you do not talk about #bmgenTO<br />
Welcome<br />This is where Toronto’s<br />business model thinkers converge<br />
#bmgenTO<br />Don’t hesitate to tweet,<br />talk, shout, take pictures, take videos, or<br />just have a beer<br />
Facilitators<br />Andrew Jenkins – Volterra Consulting<br />Daniel Rose – Omakase Group<br />David Edwards – Logical Busin...
Michael Anton DilaThe story behind Business Model Generationand why you should care<br />
WHO IS THAT GUY?<br />
WHAT IS A BM?<br />
ON THE SAME PAGE<br />
WHY NOW?<br />
BMGENING in TO<br />
BMGEN<br />
HERE’S JOHNNY<br />
John SutherlandHow to analyze existing business modelsand imagine new ones<br />
Why are you here?<br />
… to become better leaders<br />
What capabilities distinguish great leaders from others?<br />
. . . see more clearly, and with greater insight, where the future is headed<br />
. . . determine faster and with greater precision, how to best shape their business to capture that future<br />
. . . more quickly establish a shared understanding with crucial people so they all pull in the same direction.<br />
. . . implement faster the resultant change with less risk and greater rewards.<br />
As a result…<br />
. . .they shape their future.. . .the future does not shape them.<br />
What will you learn today?<br />
… a tool<br />
… shape a business to capture the future<br />
… establish a shared understanding<br />
What is this tool?<br />
. . . the business model canvas<br />
What is a business model?<br />Let’s start with:<br />
“A business model describes how an entity organizes itself to create value and derive revenue.”<br />Alex Osterwalder, PhD...
. . . a business model canvas is a blank slate of factors that define all the important elements of a business model<br />
. . . provokes questions whose answers show the critical relationships that exist in a business that drive it forward<br />
Exercise:<br />Apple iPod circa 2001<br />Goal:<br />Working in your teams, map the iPod business<br />model using the bus...
Thank you and good luck!<br />
WorkshopNot much like Santa’s<br />
Exercise:<br />Workshop<br />Goal:<br />You and your team will use the canvas to collaboratively create<br />a business mo...
Report & DiscussWhat went well andwhat didn’t go so well?<br />
Q & AWhat else is on your mind?<br />
Thank YouFinish the beer please<br />
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Business Model Generation Toronto (#bmgenTO)

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Our city's business model thinkers came together on Monday, November 30, 2009 to delve into a book as innovative as its topic - Business Model Generation.

Toronto held this first-of-its-kind meetup in the most organic way possible at the Centre for Social Innovation, with only 30% talk and 70% workshop powered by amazing community facilitators.

Learn more about this open, engaging and practical business model workshop at http://www.guestlistapp.com/events/7500.

* Search #bmgenTO on Twitter at http://www.search.twitter.com/search?q=bmgenTO.
* Get the book at http://www.businessmodelgeneration.com/.
* Contact me at http://www.sati.sh or http://www.twitter.com/skanwar.

Thanks to our sponsors JazLabs, Jet Cooper, Orange Rhino Media, and XCINO Inc.

More coming in 2010.

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Transcript of "Business Model Generation Toronto (#bmgenTO)"

  1. 1. TorontoBusiness Model Generation<br />November 30, 2009<br />
  2. 2. Satish KanwarThe first rule of #bmgenTO is,you do not talk about #bmgenTO<br />
  3. 3. Welcome<br />This is where Toronto’s<br />business model thinkers converge<br />
  4. 4. #bmgenTO<br />Don’t hesitate to tweet,<br />talk, shout, take pictures, take videos, or<br />just have a beer<br />
  5. 5. Facilitators<br />Andrew Jenkins – Volterra Consulting<br />Daniel Rose – Omakase Group<br />David Edwards – Logical Business Systems<br />John Sutherland – Ennova<br />Michael Anton Dila – Torch Partnership<br />Saul Kaplan – Business Innovation Factory<br />
  6. 6. Michael Anton DilaThe story behind Business Model Generationand why you should care<br />
  7. 7. WHO IS THAT GUY?<br />
  8. 8. WHAT IS A BM?<br />
  9. 9. ON THE SAME PAGE<br />
  10. 10. WHY NOW?<br />
  11. 11. BMGENING in TO<br />
  12. 12. BMGEN<br />
  13. 13. HERE’S JOHNNY<br />
  14. 14. John SutherlandHow to analyze existing business modelsand imagine new ones<br />
  15. 15. Why are you here?<br />
  16. 16. … to become better leaders<br />
  17. 17. What capabilities distinguish great leaders from others?<br />
  18. 18. . . . see more clearly, and with greater insight, where the future is headed<br />
  19. 19. . . . determine faster and with greater precision, how to best shape their business to capture that future<br />
  20. 20. . . . more quickly establish a shared understanding with crucial people so they all pull in the same direction.<br />
  21. 21. . . . implement faster the resultant change with less risk and greater rewards.<br />
  22. 22. As a result…<br />
  23. 23. . . .they shape their future.. . .the future does not shape them.<br />
  24. 24. What will you learn today?<br />
  25. 25. … a tool<br />
  26. 26. … shape a business to capture the future<br />
  27. 27. … establish a shared understanding<br />
  28. 28. What is this tool?<br />
  29. 29. . . . the business model canvas<br />
  30. 30. What is a business model?<br />Let’s start with:<br />
  31. 31. “A business model describes how an entity organizes itself to create value and derive revenue.”<br />Alex Osterwalder, PhD<br />
  32. 32. . . . a business model canvas is a blank slate of factors that define all the important elements of a business model<br />
  33. 33. . . . provokes questions whose answers show the critical relationships that exist in a business that drive it forward<br />
  34. 34. Exercise:<br />Apple iPod circa 2001<br />Goal:<br />Working in your teams, map the iPod business<br />model using the business model canvas.<br />Instructions:<br />Go to Wikipedia http://en.wikipedia.org/wiki/Ipod to get data about the development of the iPod.<br />Map the business model as it existed on the day of its launch (Oct 23rd, 2001.)<br />Answer these questions:<br />What were they competing on<br />At the time, what would have been the key drivers of their success.<br />What economic advantage (if any) would they enjoy?<br />How disruptive was it at the time? Why?<br />Two teams post their answers<br />
  35. 35. Thank you and good luck!<br />
  36. 36. WorkshopNot much like Santa’s<br />
  37. 37. Exercise:<br />Workshop<br />Goal:<br />You and your team will use the canvas to collaboratively create<br />a business model.<br />Options:<br />Create a business model that opens up a new source of value in a commoditized business (ex: Zappos, Starbucks, Amazon).<br />Create a business model that disrupts a healthy business with inflated economies (ex: craigslist, AravindEye Hospitals, Skype)<br />Create a business model for a social enterprise that (ex: Grameen Bank, One Laptop per Child, Ashoka) which makes a product or service more accessible to masses of people and creates or in order to create social benefit<br />
  38. 38. Report & DiscussWhat went well andwhat didn’t go so well?<br />
  39. 39. Q & AWhat else is on your mind?<br />
  40. 40. Thank YouFinish the beer please<br />

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