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DESIGNING BETTER BUSINESSESThe Business Model of Consulting is dead…Kyiv, May 17th 2013
@patrickpijl#bmgen
WARNING!
223SLIDES
DESIGNING BETTER BUSINESSESThe business model of consulting isdead…
We need new tools…
We need new skills…
Because writing plans is a waste oftime...
Will will INNOVATE new businessmodels in consulting!
MY JOURNEY…
Tallinn (EST)Hawaii (USA) Amsterdam (NET)Bilbao (ESP) Tokyo (JAP)Santiago (CHI)Zagreb (CRO) Paris (FRA) Los Angeles (USA)
MY CLIENTS…
AND A NEWBUSINESS MODELFOR CONSULTING
DESIGNING BETTER BUSINESSES
FIRST ANINTRODUCTION
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
SON OF..
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
LET’S CHANGE THEBUSINESS MODEL OFTHE PUBLISHINGINDUSTRY!
In November 2008 we started anonline platform
Every participant paid 24 USD
$24.
$36.
$54.
$81.
$243.
so why did people participate andpay??!
people love being trendy & want to bethe first
people want to be part of somethingBIGGER and prove it
and it’s all about communities (ofpractitioners or passionates)
+ 600.000 books+ 26 translations♯
WE NEED TORETHINK THE WAYWE DO BUSINESS!
TODAY…
…WE SEE FORCESWE HAVEN’T SEENBEFORE…
…I CALL THEMNEW RULESOF THE BUSINESSGAME.
DRIVER #1
SUSTAINABILITY
DESIGNING BETTER BUSINESSES
Driver #2
CREDIT CRISIS
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
Driver #3
“IT’S MY TURN”ECONOMY
UPCOMINGMARKETS
DESIGNING BETTER BUSINESSES
OR MARKETS THATCAME UP?
DESIGNING BETTER BUSINESSES
Driver #4
DIFFERENTCUSTOMERBEHAVIOR
generation	  y	  
Driver #5
THE ONLINEREVOLUTION
Driver #6
TECHNOLOGY
SO WHY IS THEBUSINESS MODEL OFCONSULTING DEAD?
I WILL SHOW YOU…
FREE ACCESS TOINFORMATION 24HOURS A DAY
Wikipedia is an amazing source…
Stanford University offers free onlinecourses
Linkedin inspires you with articlesand leaders to follow…
And we decided to give away thebusiness model canvas for free.
DO IT YOURSELFMENTALITY BYCLIENTS
ENORMOUS SPEEDOF THE MARKET
The speed of developments hasincreased…
resulting in shorter shelf lives ofcompanies…
TRANSPARENCYALSOIN PRICING
THE WORLDIS YOURCOMPETITION
Hire online through guru.com!
Proposals are shared throughemails easily…!
AND THE WORST OFALL
HOURLY RATES AREIN CONFLICT WITHSOLUTIONS
SO...
DE WORLD HASREALLY CHANGED.
BUT DO YOU SEETHIS ALSO?
NEW PROBLEMS…
REQUIRE NEW TOOLS
REQUIRE NEWSKILLS
SO WHAT ARE NEWTOOLS?
WHAT IS ABUSINESS MODEL?
DESIGNING BETTER BUSINESSES
WHAT AREBUSINESS MODELS?
DESIGNING BETTER BUSINESSES
IMAGINE(BOARDROOM)CONVERSATIONS…
WE NEED NEWTOOLS TOUNDERSTAND ANDCRAFT NEWBUSINESS MODELS
WE NEED NEWTOOLS TOUNDERSTAND ANDCRAFT NEWBUSINESS MODELS
A business model describesthe rationale of how anorganization creates, deliversand captures valueDefinition_Business Model
BUSINESS MODELCANVASTHE
BuildingBlocks9
Who is my customer?!images by JAM!
What is my value proposition?!images by JAM!
What channels will I use?!images by JAM!
What relationship do I entertain?!images by JAM!
What is my revenue stream?!images by JAM!
What are my key resources?!images by JAM!
What are the key activities?!images by JAM!
Who are my key partners?!images by JAM!
How does the cost structure look like?!images by JAM!
customersegments!keypartners!coststructure!revenuestreams!distributionchannels!customerrelationships!keyactivities!keyreso...
Let us look at the business modelof Nespresso
Partners! Proposition! Relation! Customers!Channels!Activities!Resources!Costs! Revenues!
OFFERDISTRIBUTIONCHANNELSCUSTOMERRELATIONSHIPSCUSTOMERSEGMENTSREVENUE STREAMSCOST STRUCTUREKEYACTIVITIESPARTNERNETWORKKEYR...
WHAT ABOUT YOURBUSINESS MODEL?
“What does your currentbusiness model look like?”Spend 10 minutes with your neighbordefining your current business model
OFFERDISTRIBUTIONCHANNELSCUSTOMERRELATIONSHIPSCUSTOMERSEGMENTSREVENUE STREAMSCOST STRUCTUREKEYACTIVITIESPARTNERNETWORKKEYR...
VALUEPROPOSITION	  	  What	  customer	  needs	  do	  we	  satisfy?	  What	  problem	  do	  we	  help	  our	  customers	  s...
SO WHAT DID YOULEARN?
WE NEED NEWSKILLS…
WE NEED TO THINKAND ACT LIKEDESIGNERS
OBSERVE1
DESIGNING BETTER BUSINESSES India mobilestudy
Clayton Christensen
DESIGNING BETTER BUSINESSESWhat is theJob you getdone?
DESIGNING BETTER BUSINESSES
THINKVISUALLY2
DRAWING IS THENEW WRITING
what tools do we use to describeand reflect on business models?
DESIGNING BETTER BUSINESSES
DESIGNING BETTER BUSINESSES
“The Wall is the New Desk”Dave Gray CEO XPLANE1!
… but that is not enough
IDEATE3
YOU NEED TO BEABLE TO JUGGLEWITH BUSINESSMODELS
DESIGNING BETTER BUSINESSES
We will work on thattoday ;-)
PROTOTYPE4
DESIGNING BETTER BUSINESSES
the past was aboutchoosing solutionsthe future is aboutgenerating options
prototyping let’s you failearly to succeed soonerideo.com“”
Frank Gehry
MAKERSMIND5
Chris Anderson
FORESEEFUTURE6
SO LET’S INNOVATEYOUR BUSINESSMODEL…
WHAT IF…
WHAT IF:YOU CHARGE 10TIMES MORE?
WHAT IF:YOU CHARGE FIXEDPRICES?
WHAT IF:YOU SELL ASUBSCRIPTION?
WHAT IF:YOUR CLIENT HASALL INFORMATION?
“What does your futurebusiness model look like?”Spend 10 minutes with your neighbordefining your current business model
DON’T WORRY…
CLIENTS ARE STILLWILLING TO PAY FORCONSULTANTS
SHORTAGEOF STAFF1
EXTERNALFORCE ASPOLITICALPOWER2
BESTPRACTICES3
DEEP OR NICHEEXPERTISE4
TRAINING5
FRESHPERSPECTIVE6
BUT WITH A CLEARAND FAIR PRICE
THIS IS HOW I DO IT.
Method for Business Model Innovation
WITH FIXED PRICES
AND MY RULES OFTHE GAME
VISUALIZATIONONLY
Future scenario
Business model
Story or roadmap
MY JOURNEY…
Tallinn (EST)Hawaii (USA) Amsterdam (NET)Bilbao (ESP) Tokyo (JAP)Santiago (CHI)Zagreb (CRO) Paris (FRA) Los Angeles (USA)
MY CLIENTS…
AND A NEWBUSINESS MODELFOR CONSULTING
DESIGNING BETTER BUSINESSES
Last thing.
I am Patrick.
I want to challenge thestatus quo.
Challenge the way wedesign business.
To think different.
Because if YOU lovewhat you do…
You are more creative &productive.
Let us design betterbusiness.
DESIGNING BETTER BUSINESSES
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
The Business Model of Consulting is Dead
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The Business Model of Consulting is Dead

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The Business Model of Consulting is Dead. Hourly rates are in conflict with customer solutions. How can you create a model that adds value to nowadays customer needs? Here are the slides of a keynote I gave in Ukraine, Kiev.

Published in: Business, Technology

The Business Model of Consulting is Dead

  1. DESIGNING BETTER BUSINESSESThe Business Model of Consulting is dead…Kyiv, May 17th 2013
  2. @patrickpijl#bmgen
  3. WARNING!
  4. 223SLIDES
  5. DESIGNING BETTER BUSINESSESThe business model of consulting isdead…
  6. We need new tools…
  7. We need new skills…
  8. Because writing plans is a waste oftime...
  9. Will will INNOVATE new businessmodels in consulting!
  10. MY JOURNEY…
  11. Tallinn (EST)Hawaii (USA) Amsterdam (NET)Bilbao (ESP) Tokyo (JAP)Santiago (CHI)Zagreb (CRO) Paris (FRA) Los Angeles (USA)
  12. MY CLIENTS…
  13. AND A NEWBUSINESS MODELFOR CONSULTING
  14. DESIGNING BETTER BUSINESSES
  15. FIRST ANINTRODUCTION
  16. DESIGNING BETTER BUSINESSES
  17. DESIGNING BETTER BUSINESSES
  18. SON OF..
  19. DESIGNING BETTER BUSINESSES
  20. DESIGNING BETTER BUSINESSES
  21. DESIGNING BETTER BUSINESSES
  22. DESIGNING BETTER BUSINESSES
  23. LET’S CHANGE THEBUSINESS MODEL OFTHE PUBLISHINGINDUSTRY!
  24. In November 2008 we started anonline platform
  25. Every participant paid 24 USD
  26. $24.
  27. $36.
  28. $54.
  29. $81.
  30. $243.
  31. so why did people participate andpay??!
  32. people love being trendy & want to bethe first
  33. people want to be part of somethingBIGGER and prove it
  34. and it’s all about communities (ofpractitioners or passionates)
  35. + 600.000 books+ 26 translations♯
  36. WE NEED TORETHINK THE WAYWE DO BUSINESS!
  37. TODAY…
  38. …WE SEE FORCESWE HAVEN’T SEENBEFORE…
  39. …I CALL THEMNEW RULESOF THE BUSINESSGAME.
  40. DRIVER #1
  41. SUSTAINABILITY
  42. DESIGNING BETTER BUSINESSES
  43. Driver #2
  44. CREDIT CRISIS
  45. DESIGNING BETTER BUSINESSES
  46. DESIGNING BETTER BUSINESSES
  47. Driver #3
  48. “IT’S MY TURN”ECONOMY
  49. UPCOMINGMARKETS
  50. DESIGNING BETTER BUSINESSES
  51. OR MARKETS THATCAME UP?
  52. DESIGNING BETTER BUSINESSES
  53. Driver #4
  54. DIFFERENTCUSTOMERBEHAVIOR
  55. generation  y  
  56. Driver #5
  57. THE ONLINEREVOLUTION
  58. Driver #6
  59. TECHNOLOGY
  60. SO WHY IS THEBUSINESS MODEL OFCONSULTING DEAD?
  61. I WILL SHOW YOU…
  62. FREE ACCESS TOINFORMATION 24HOURS A DAY
  63. Wikipedia is an amazing source…
  64. Stanford University offers free onlinecourses
  65. Linkedin inspires you with articlesand leaders to follow…
  66. And we decided to give away thebusiness model canvas for free.
  67. DO IT YOURSELFMENTALITY BYCLIENTS
  68. ENORMOUS SPEEDOF THE MARKET
  69. The speed of developments hasincreased…
  70. resulting in shorter shelf lives ofcompanies…
  71. TRANSPARENCYALSOIN PRICING
  72. THE WORLDIS YOURCOMPETITION
  73. Hire online through guru.com!
  74. Proposals are shared throughemails easily…!
  75. AND THE WORST OFALL
  76. HOURLY RATES AREIN CONFLICT WITHSOLUTIONS
  77. SO...
  78. DE WORLD HASREALLY CHANGED.
  79. BUT DO YOU SEETHIS ALSO?
  80. NEW PROBLEMS…
  81. REQUIRE NEW TOOLS
  82. REQUIRE NEWSKILLS
  83. SO WHAT ARE NEWTOOLS?
  84. WHAT IS ABUSINESS MODEL?
  85. DESIGNING BETTER BUSINESSES
  86. WHAT AREBUSINESS MODELS?
  87. DESIGNING BETTER BUSINESSES
  88. IMAGINE(BOARDROOM)CONVERSATIONS…
  89. WE NEED NEWTOOLS TOUNDERSTAND ANDCRAFT NEWBUSINESS MODELS
  90. WE NEED NEWTOOLS TOUNDERSTAND ANDCRAFT NEWBUSINESS MODELS
  91. A business model describesthe rationale of how anorganization creates, deliversand captures valueDefinition_Business Model
  92. BUSINESS MODELCANVASTHE
  93. BuildingBlocks9
  94. Who is my customer?!images by JAM!
  95. What is my value proposition?!images by JAM!
  96. What channels will I use?!images by JAM!
  97. What relationship do I entertain?!images by JAM!
  98. What is my revenue stream?!images by JAM!
  99. What are my key resources?!images by JAM!
  100. What are the key activities?!images by JAM!
  101. Who are my key partners?!images by JAM!
  102. How does the cost structure look like?!images by JAM!
  103. customersegments!keypartners!coststructure!revenuestreams!distributionchannels!customerrelationships!keyactivities!keyresources!valueproposition!images by JAM!
  104. Let us look at the business modelof Nespresso
  105. Partners! Proposition! Relation! Customers!Channels!Activities!Resources!Costs! Revenues!
  106. OFFERDISTRIBUTIONCHANNELSCUSTOMERRELATIONSHIPSCUSTOMERSEGMENTSREVENUE STREAMSCOST STRUCTUREKEYACTIVITIESPARTNERNETWORKKEYRESOURCESThe Business Model of NespressoHouseholdsRetailMailOrderNespressoClubProductionB2CDistribution MarketingB2CDistributionProduction MarketingMachineManufacturer1 x MachineSalesRepetitivePad SalesBusinessCallCenterNespressoStoresNespresso.comNespressoMachinesNespressoPadsPatents BrandCoffeeProductionFacilitiesDistributionChannels
  107. WHAT ABOUT YOURBUSINESS MODEL?
  108. “What does your currentbusiness model look like?”Spend 10 minutes with your neighbordefining your current business model
  109. OFFERDISTRIBUTIONCHANNELSCUSTOMERRELATIONSHIPSCUSTOMERSEGMENTSREVENUE STREAMSCOST STRUCTUREKEYACTIVITIESPARTNERNETWORKKEYRESOURCESThe Business Model of ConsultingAny clientHours High ratesBlahBlahBlahBlahBlahReports
  110. VALUEPROPOSITION    What  customer  needs  do  we  satisfy?  What  problem  do  we  help  our  customers  solve?    What  advantages  do  our  products  and  services  provide  our  customers  with?    What  products  and  services  do  we  deliver  to  our  customers?  CHANNELS  Through  what  channels  do  we  deliver  our  products  and  services?  CUSTOMERRELATIONSHIPS  What  kind  of  relationship  do  we  maintain  with  our  customers?  Personal  contact?  Automatic?  Self-­‐service?    CUSTOMERSEGMENTS  Who  is  our  customer?  For  whom  do  we  create  value?    Can  we  distinguish  different  customer  segments?  REVENUE STREAMS  What  revenue  streams  do  we  generate?    What  is  the  size  of  each  revenue  stream?      COST STRUCTURE  What  are  the  inherent  costs  in  our  current  business  model?    What  is  the  size  of  each  cost?  KEYACTIVITIES  What  type  of  key  activities  do  we  perform?    KEYPARTNERS    Who  are  our  key  partners?    What  is  our  motivation  to  work  with  partners?    What  key  resources  do  we  acquire  through  partners?    What  key  activities  do  our  partners  perform?  KEYRESOURCES  What  key  resources  does  our  proposition  require?      Physical?  Intellectual?  Human?  Financial?  CURRENT BUSINESS MODEL  
  111. SO WHAT DID YOULEARN?
  112. WE NEED NEWSKILLS…
  113. WE NEED TO THINKAND ACT LIKEDESIGNERS
  114. OBSERVE1
  115. DESIGNING BETTER BUSINESSES India mobilestudy
  116. Clayton Christensen
  117. DESIGNING BETTER BUSINESSESWhat is theJob you getdone?
  118. DESIGNING BETTER BUSINESSES
  119. THINKVISUALLY2
  120. DRAWING IS THENEW WRITING
  121. what tools do we use to describeand reflect on business models?
  122. DESIGNING BETTER BUSINESSES
  123. DESIGNING BETTER BUSINESSES
  124. “The Wall is the New Desk”Dave Gray CEO XPLANE1!
  125. … but that is not enough
  126. IDEATE3
  127. YOU NEED TO BEABLE TO JUGGLEWITH BUSINESSMODELS
  128. DESIGNING BETTER BUSINESSES
  129. We will work on thattoday ;-)
  130. PROTOTYPE4
  131. DESIGNING BETTER BUSINESSES
  132. the past was aboutchoosing solutionsthe future is aboutgenerating options
  133. prototyping let’s you failearly to succeed soonerideo.com“”
  134. Frank Gehry
  135. MAKERSMIND5
  136. Chris Anderson
  137. FORESEEFUTURE6
  138. SO LET’S INNOVATEYOUR BUSINESSMODEL…
  139. WHAT IF…
  140. WHAT IF:YOU CHARGE 10TIMES MORE?
  141. WHAT IF:YOU CHARGE FIXEDPRICES?
  142. WHAT IF:YOU SELL ASUBSCRIPTION?
  143. WHAT IF:YOUR CLIENT HASALL INFORMATION?
  144. “What does your futurebusiness model look like?”Spend 10 minutes with your neighbordefining your current business model
  145. DON’T WORRY…
  146. CLIENTS ARE STILLWILLING TO PAY FORCONSULTANTS
  147. SHORTAGEOF STAFF1
  148. EXTERNALFORCE ASPOLITICALPOWER2
  149. BESTPRACTICES3
  150. DEEP OR NICHEEXPERTISE4
  151. TRAINING5
  152. FRESHPERSPECTIVE6
  153. BUT WITH A CLEARAND FAIR PRICE
  154. THIS IS HOW I DO IT.
  155. Method for Business Model Innovation
  156. WITH FIXED PRICES
  157. AND MY RULES OFTHE GAME
  158. VISUALIZATIONONLY
  159. Future scenario
  160. Business model
  161. Story or roadmap
  162. MY JOURNEY…
  163. Tallinn (EST)Hawaii (USA) Amsterdam (NET)Bilbao (ESP) Tokyo (JAP)Santiago (CHI)Zagreb (CRO) Paris (FRA) Los Angeles (USA)
  164. MY CLIENTS…
  165. AND A NEWBUSINESS MODELFOR CONSULTING
  166. DESIGNING BETTER BUSINESSES
  167. Last thing.
  168. I am Patrick.
  169. I want to challenge thestatus quo.
  170. Challenge the way wedesign business.
  171. To think different.
  172. Because if YOU lovewhat you do…
  173. You are more creative &productive.
  174. Let us design betterbusiness.
  175. DESIGNING BETTER BUSINESSES

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