FITT Toolbox: Business Model Design


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The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.

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FITT Toolbox: Business Model Design

  1. 1. Business Model Design FITT– Fostering Interregional Exchange in ICT Technology Transfer – www.FITT-for-Innovation.euExcept where otherwise noted, this work is licensed under a Creative Commons Attribution 3.0 License.
  2. 2. What is Business Modelling at Tudor?  a process for designing a sustainable business model (BM)  a culture promoting business awareness to newbies  some tools and techniques to design a business model, by structuring the approach, driving the process and allowing for continuously improving.2 | April 2011 Business Model Design
  3. 3. Why do we need such a process?  Our TT staff is junior  We work with researchers, having no (few) business practice (or knowledge)  We need to convince stakeholders to join in unusual business models, such as top management, external partners, policy makers, internal research team.  We observed a lack of creativity in the envisaged business solutions  We struggle against a lack of information to ground business decision3 | April 2011 Business Model Design
  4. 4. Who has contributed  Our staff  External partners in innovation  Pigneur & Osterwalder (Lausanne)  Research in Strategy & Business Models, Consultancy in Strategic Innovation (for banks, music, litterature and more)  Gordijn (Amsterdam)  Research in Value Networks engineering, Consultancy in Service Design & Partnerships (for Power supply, music, Policy management and more)  Yu (Toronto)  Research in Early Requirements Engineering and Strategic Fit.  Philippe De Ridder (Antwerpen)  Visualisation of value network and business model innovation.4 | April 2011 Business Model Design
  5. 5. How does it work?  process: how to design a sustainable BM  inspired from design: "design is thinking made visual" - Saul Bass (1921 – 1996)  Step 1: Mobilize: to prepare for a successful TT effort  Involve and motivate the right people (varied, mixed, knowledgeable or representative)5 | April 2011 Business Model Design
  6. 6. How does it work?  Step 2: Design: iteratively improve your current idea  visualize  brainstorm6 | April 2011 Business Model Design
  7. 7. How does it work?  Step 3: Prototype  several tools  Business Model Ontology  BM innovation guide  value networks engineering  business model prototyping  tools under development7 | April 2011 Business Model Design
  8. 8. How does it work?  Step 4: Assess  several tools  Business Model Ontology  BM assessment guide & diagnostic  cash flow sensitivity analysis in value network  scenario based simulations, alternatives & evolutions  Strategic impact simulation  tools under development  Step 5: Select (Innovate): track decisions in a roadmap for further refining opportunities8 | April 2011 Business Model Design
  9. 9. Pro’s & ConsPRO’S  low learning curve  place for supporting creativity  support communication over different backgrounds  great for handling intangible assetsCON’S  lack of ICT tool integration  difficult customization to each TT project context  not a compensation for bad underlying information 9 | April 2011 Business Model Design
  10. 10. Impacts  (visual) understanding/sharing of main stakes  (ongoing) wide adoption by internal stakeholders  general interest in Business Modelling arose10 | April 2011 Business Model Design
  11. 11. Outcomes  clearer business speech from TT staff  practical design process was appreciated11 | April 2011 Business Model Design
  12. 12. Plans for the future  tools development  library of business models  user-oriented documentation  integration into work practices  integrate new interesting techniques & tools12 | April 2011 Business Model Design
  13. 13. Lessons Learned  to do again:  guidelines for tools & techniques selection  to improve:  user-oriented documentation  more basic education from the start  we recommend:  contact us if you want to use any of these tools: the toolbox still evolves, any contribution is welcome13 | April 2011 Business Model Design
  14. 14. Suggested Readings • business model generation, Alexander Osterwalder & Yves Pigneur, (book, October 2009), • value networks engineering, Jaap Gordijn, (articles and tools, 1999-2009) • scenario based simulations, alternatives & evolutions, Ulf Pillkahn - Using Trends and Scenarios as Tools for Strategy Development (book, 2008), - • business model prototyping, Michael Schrage - Serious Play: How the Worlds Best Companies Simulate to Innovate (book, 1999) - - • value networks visualisation, Philippe De Ridder & Nick De Mey, (tools and posts, 2009-2011), | April 2011 Business Model Design