This document discusses business model innovation in the digital economy. It finds that business models must be continuously adapted to changing environments and embedded in communities of knowledge. Organizations need ambidextrous structures that allow for both flexibility and stability. They must balance explorative and exploitative modes of innovation through community orchestration involving stakeholders like prosumers, experts, innovators, and researchers. This will help organizations continuously reinvent their core business processes and adapt business models successfully to changing technological and market conditions in the digital economy.
To deliver on this potential, smarter media and entertainment companies are transforming business models, operations and customer experiences. (1) Innovate business models and seize digital market opportunities, (2) Differentiate the consumer experience, (3) Improve operational efficiencies.
This KPMG report card puts the performance of BC’s technology sector squarely in front of all British Columbians. The report card clearly shows that technology is a cornerstone of the provincial economy, performing well in relation to other sectors and contributing significantly to gross domestic product (GDP) growth and job creation. However, the data also shows that compared to technology sectors in other jurisdictions in Canada we are underperforming. With some exceptions, the relatively weak competitive metrics should be taken as a wake-up call and a clear indication that building the BC technology industry will require much more collaborative thinking, strategic planning and targeted action. We need to raise our game.
Greenwatt technology and company presentationGreenwatt
Greenwatt is a Belgian company that offers innovative multi-stage biomethanization technology to produce biogas from biomass. It targets industries with biodegradable waste and aims to conduct full biomethanization projects. Greenwatt was spun off from a university in 2004 and has since developed new technologies, grown through capital investments, and expanded with customers in France, Belgium, and the Netherlands. It provides a sustainable waste treatment solution and renewable energy to customers.
This document provides an overview of current and emerging business models for mobile voice and data services. It begins with a framework for analyzing business models, identifying key components like actors, interactions, relationships and value networks. It then examines the wireless value system and deconstructs it into five value chains. It analyzes characteristics of 2G and 2.5G wireless services and identifies relevant actors in the Dutch mobile market. Finally, it reconstructs current prominent business models for 2G services based on roles performed by actors and their interactions. The document aims to provide context and strategies to understand business models and address uncertainties around models for next-generation mobile services.
Business Insights Consumer Technology Portfolio provides in-depth strategic analysis and future forecasts of converging consumer technology areas such as internet, cloud, social networks, telecoms, gaming, music and video. It offers unique insights into key trends, disruptions, and their impact on major players and business models. The reports are written by experienced industry analysts and cover emerging technologies, platforms, and companies in each market from both a business and consumer behavior perspective.
Information and Communication Technology (ICT) is one of the most dynamic industry sectors of our times. The future of the ICT industry is shaped by long term socio-economic trends and at the same time ICT will shape the way we work and live in the future. Accordingly, we have developed a framework to set the scene for the year, when today's ICT executives will reach the end of their careers: 2032!
What are the most important trends, what do future ICT applications look like and what does this mean for players in the market?
Understand, measure & promote service innovation in LuxembourgSylvain Cottong
The document summarizes a seminar on understanding, measuring, and promoting service innovation in Luxembourg. It discusses definitions of innovation, especially in services. Presenters covered measuring service innovation, the nature of complex IT-enabled service systems, examples of government programs promoting service innovation from Finland and the UK, and potential funding opportunities and criteria for service innovation projects in Luxembourg. The seminar brought together academics, experts, public policymakers, and service professionals to discuss issues around defining, assessing, and incentivizing innovation specifically in the services sector.
To deliver on this potential, smarter media and entertainment companies are transforming business models, operations and customer experiences. (1) Innovate business models and seize digital market opportunities, (2) Differentiate the consumer experience, (3) Improve operational efficiencies.
This KPMG report card puts the performance of BC’s technology sector squarely in front of all British Columbians. The report card clearly shows that technology is a cornerstone of the provincial economy, performing well in relation to other sectors and contributing significantly to gross domestic product (GDP) growth and job creation. However, the data also shows that compared to technology sectors in other jurisdictions in Canada we are underperforming. With some exceptions, the relatively weak competitive metrics should be taken as a wake-up call and a clear indication that building the BC technology industry will require much more collaborative thinking, strategic planning and targeted action. We need to raise our game.
Greenwatt technology and company presentationGreenwatt
Greenwatt is a Belgian company that offers innovative multi-stage biomethanization technology to produce biogas from biomass. It targets industries with biodegradable waste and aims to conduct full biomethanization projects. Greenwatt was spun off from a university in 2004 and has since developed new technologies, grown through capital investments, and expanded with customers in France, Belgium, and the Netherlands. It provides a sustainable waste treatment solution and renewable energy to customers.
This document provides an overview of current and emerging business models for mobile voice and data services. It begins with a framework for analyzing business models, identifying key components like actors, interactions, relationships and value networks. It then examines the wireless value system and deconstructs it into five value chains. It analyzes characteristics of 2G and 2.5G wireless services and identifies relevant actors in the Dutch mobile market. Finally, it reconstructs current prominent business models for 2G services based on roles performed by actors and their interactions. The document aims to provide context and strategies to understand business models and address uncertainties around models for next-generation mobile services.
Business Insights Consumer Technology Portfolio provides in-depth strategic analysis and future forecasts of converging consumer technology areas such as internet, cloud, social networks, telecoms, gaming, music and video. It offers unique insights into key trends, disruptions, and their impact on major players and business models. The reports are written by experienced industry analysts and cover emerging technologies, platforms, and companies in each market from both a business and consumer behavior perspective.
Information and Communication Technology (ICT) is one of the most dynamic industry sectors of our times. The future of the ICT industry is shaped by long term socio-economic trends and at the same time ICT will shape the way we work and live in the future. Accordingly, we have developed a framework to set the scene for the year, when today's ICT executives will reach the end of their careers: 2032!
What are the most important trends, what do future ICT applications look like and what does this mean for players in the market?
Understand, measure & promote service innovation in LuxembourgSylvain Cottong
The document summarizes a seminar on understanding, measuring, and promoting service innovation in Luxembourg. It discusses definitions of innovation, especially in services. Presenters covered measuring service innovation, the nature of complex IT-enabled service systems, examples of government programs promoting service innovation from Finland and the UK, and potential funding opportunities and criteria for service innovation projects in Luxembourg. The seminar brought together academics, experts, public policymakers, and service professionals to discuss issues around defining, assessing, and incentivizing innovation specifically in the services sector.
The document discusses future trends in mobility. It covers emerging technologies like social media and cloud computing. It analyzes the evolution of industries from horizontal to vertical structures and back again, using examples from the computer and telecom industries. The value chain and structure of the mobile industry is changing, with operators focusing more on services while handset makers are integrating hardware and software.
This document discusses how telecommunications companies (telcos) are endangered species due to industry evolution and challenges. It notes that telcos have traditionally been vertically integrated with few players, but the future will likely see more horizontal integration with many players. The document outlines six potential growth areas for telcos, including vertical industry solutions, infrastructure services, and embedded communications. It also discusses telco operating models and challenges, noting the traditional vertically integrated model is under threat from more partnership-based, horizontal/specialized, and disaggregated models.
Capgemini implements new mobile banking service concepts to provide innovative services and increase revenues for financial clients. A new era of mobile banking has emerged with smart phones allowing location-based services, touch interfaces, and increased mobile internet access. Banks face challenges keeping up with technology changes and applying innovations individuals already use. Capgemini's Direct Banking Service Concept provides on-demand access to IT resources and services to help banks more quickly develop and deploy new mobile banking applications and experiences that meet evolving customer demands.
Do we really have a latent demand for mobile broadcast?
Whatare the key regulatory issues?
Which technology options could embrace carriers to deploy Mobile TV?
What arethe applied business models?
What arethe lessons learnt from first rollout cases?
What is the outlook for different stakeholders?
The core of the new Media Operating Model at Deutsche Telekom is a unified, integrated approach to manage data and technology in the paid media ecosystem.
Enthu Interactive is a full-service web and content agency created by Enthu Technologies LLP in August 2012. It focuses on providing digital marketing, web design, and content services for key industries including healthcare, education, insurance, banking/finance, and retail/e-commerce. The company aims to consistently deliver high-quality and cost-effective solutions using cutting-edge technology to solve business problems and create enhanced customer experiences.
1. The document discusses how cloud computing represents a paradigm shift that changes how applications are developed, deployed, maintained, and consumed. It allows companies to access IT resources at a lower cost with more flexibility.
2. It outlines four success factors for European ICT providers to succeed in the cloud economy: understanding cloud as an ecosystem, leveraging large networks, benefiting from small/medium enterprises, and supportive industry policies.
3. The recommendations are to create a common EU legal framework for clouds, support a European cloud computing standard, promote cloud research, support cloud adoption by SMEs, position the public sector as pioneering users, and maintain progress.
The document discusses perspectives on service innovation and innovative services. It notes that services were traditionally dismissed as playing a small role in innovation but that perspective has changed as services have adopted new technologies. The document outlines different approaches to conceptualizing service innovation, including whether services are qualitatively distinct from manufacturing. It also discusses challenges in measuring service innovation using traditional metrics focused on products and R&D. Finally, it explores whether different models and metrics are needed to study innovation in services.
Mobile Music Business Models in Asia's Emerging MarketsLaili Aidi
Aidi, Laili; Markendahl, Jan; Tollmar, Konrad; Selvakumar, Ekambar; Huang, Jin; and Blennerud, Greger, In proceeding of: 12th International Conference on Mobile Business, Berlin 2013
In the telecom business, there has been a heavy competition from Internet, media and handset vendors companies. These over-the-top (OTT) players offer compiling telecom services, cause a transformation in the telecom business ecosystem, and the most challenging services posed here are media services. China, India and Indonesia, as world’s emerging markets in Asia, are predicted to take the largest share in the global mobile traffic explosion by 2015. It is critical for mobile network operators (MNOs) in this region to explore strategy for mobile media services, as mobile broadband is likely preferred
compared to fixed broadband.
In this paper, we analyze and compare mobile music business models used in these markets and structure the relation models between the key actors, using Actors, Relations and Business Activities (ARA) model. We present the economic models that are emerging, and an insight of why and how these multitudes actors are betting on currently. We found that the MNOs generally have a much stronger position compared to their counterparts in the developed markets, and the personalization services, like ring-back tone, are still a huge success. The actors tend to deliver the services by their own, rather than to collaborate in a horizontal business setting.
This document summarizes a presentation on assessing opportunities for ICT convergence for African telecom operators. It discusses the status quo of initiatives in Africa, the value proposition of ICT convergence, challenges faced by aspiring converged service providers, and lessons from successful case studies. Detecon International GmbH, the consulting firm providing the presentation, is a global management and technology consulting company headquartered in Bonn, Germany with over 750 consultants and offices worldwide.
Paper - Competing or Aligning? Assessment for Telecom Operator's strategy to ...Laili Aidi
Up until recently, it was rarely direct competition between telecom operators, cable and satellite Pay-TV providers in digital TV/Video, as their business area were different and value chain was well established. However, technology advance has altered digital TV/Video landscape, made these Communication Service Providers (CSPs) cross other’s area and opened door for new actor (OTT player) to enter the market. This triggers second change in the landscape, as it potentially bypasses CSP’s role in digital media value chain.
There are generic potential options for telecom operator to address OTT service‘s treat, where the trend shows gradual shifts toward allowing or promoting. This study assesses telecom operator’s reaction strategies to react to this digital TV/Video convergence trend. Our analysis reveals two typical relation patterns in the value network, used by telecom operators based on strategy options above, which are ”point-to-point” and ”point-to-multipoint” relation model. We explore the underlining motivations that based these strategies, as well as analysis of the eco-systems: actors identification, business roles and distributed responsibilities among them, where we use ARA (Actors, Resource, Activities) point of view to model these value networks.
The document discusses success in UK public procurement. It notes that procurement plays a role in reducing the deficit and promoting public sector reform and economic growth. The Efficiency and Reform Group was created to support £80 billion in expenditure reductions through improved coordination. Early successes include saving over £5.5 billion in 2011/12 and reforming procurement processes to increase SME participation. The EU public procurement regime also aims to simplify processes while enhancing SME access.
This article covers the business drivers for IP NGN transformation, technological challenges faced by the carriers in India and emerging markets and how Cisco can transform their business through the SNO transformation model (Services, Network and Operations) especially in the context of outsourcing/Managed Services and BOT (Build, Operate and Transfer) business models.
Switching Perspective: Creating New Business Models for a Changing Energy In...IBM Energy & Utilties
http://www.ibm.com/smarterplanet/us/en/smart_grid/nextsteps/index.html?cmp=agus_cxosp2gridsol-20100426&cm=c&csr=switching&cr=slideshare&ct=usbrb401&cm_mmc=agus_cxosp2gridsol-20100426-usbrb401-_-c-_-switching-_-slideshare
Business Models and Business Innovation for Electric Utilities
The IAB report on online ad-spend in the Netherlands found that:
- The Dutch online advertising market was over €1 billion in 2011, a 12% increase from 2010 despite economic challenges.
- Search advertising remains dominant, earning half of total online ad revenue.
- Growth is expected to slow to 7.7% in 2012 as the economy continues to impact advertiser confidence.
- Automated trading technologies are increasing and handled 36% of total display ad revenue in 2011.
Manufacturers, Retailers Look to Adaptive Supply Chains to Increase Revenue, ...Cognizant
Changing market dynamics and emerging technologies enables players across the consumer goods value chain to revisit their supply chain strategies to propel growth and gain operational efficiencies.
telcwho? Filling the void of meaning.
Trends and Implications of the Berlin Telco Summit 2010
As consumer power is gaining momentum and the democratization of technology is revealing the limits of our current infrastructure, Telco Companies have a great opportunity to shape their identities by filling the void of meaning. These are the key findings of the Berlin Telco Summit 2010.
The participants of this year’s summit – 19 brand and communication strategists from 12 countries – discussed current developments in 15 different markets around the world ranging from India to Mexico. The global strategists identified two areas of conflict that Telecommunication brands should address by clearly positioning themselves, in order to meet the enormous challenges and remain relevant in people’s lives:
Consumers in Power versus Limits of Consumer Power
The growth of consumer power and freedom in the realm of Telecommunication is reflected through several developments. Most obvious is a higher degree of flexibility in terms of tariff plans, allowing consumers to tailor their own tariffs and releasing them from minimum contract terms. In the case of the UK brand giffgaff, which was launched by o2 last year, customers are even turning into the brand’s marketing managers. Smartphones and Social Media Networks are transforming into platforms for people to start their own business and to share and spread their opinion publicly.
However, there are still limits to consumer power. In many cases co-creation is reduced to advertising and communication. And the restriction of consumer power goes even further with some powerful brands establishing themselves as gatekeepers and censors such as Apple, which hit the headlines after banning certain apps from its App store, dictating what is appropriate or not.
Beyond, Social Media and Telecommunication bear great risks and dangers, with millions of people sharing their entire lives with the public, however sometimes too much of it or in a highly addictive way. And these days Social Media is unfortunately not only an agent for positive social and economic change, but also a powerful tool for the evil.
Democratization of Technology versus Limits of Technology
Smartphones and mobile Internet become available to the masses, thanks to attractive financing concepts, affordable data plans and handsets. Also many services are available to more people, e.g. pedestrian navigation, which is increasingly offered for free.
However, the process of democratization of technology poses huge challenges to Telecommunication Companies, especially in terms of infrastructure and data volumes. Thus, network quality has become a big issue again in markets with high smartphone penetration. It is picked up in communications and fuels the current trend of improving basic services and products.
These trends and observations result in two major challenges for the telecommunication industry:
Meaning is Fundamental.
Telco Companies need to develop a clear point of view of what they want to be and what they want to stand for – in the long-term, to avoid turning into replaceable commodity providers and to escape from the ongoing price competition.
Becoming more meaningful can be achieved in various ways e.g., by focussing and thus being able to champion in a few things, such as products or services, rather than averaging in many. Meaning can also be created by being good and acting as responsible corporate citizen, such as the brand “idea” in India, which addresses subjects like education, caste or health that are highly relevant to the Indian society. In order to become more meaningful, Telcos also need to redefine their relationship towards people, acknowledging and leveraging consumer power instead of restricting it and thus turning it into something that is beneficial for both, brands and people.
Innovation is Future.
To avoid losing ground to new competitors from other in
Business Models: Six recommendations to enable business model innovation in t...melnorman
Advances in technology have disrupted the creative marketplace. What customers value and will pay for has changed and companies who don’t evaluate their existing business models risk losing their relevance.
There is a lot of discussion around reinventing ‘business models’ and ‘strategy’ but there is a lack of clarity about what this means and even less about how to apply it.
So how does this impact the creative industries, which have undergone more change than most sectors over the last 10 years?
The part time Business Model Theme Champion role, funded by and on behalf of the Creative Industries KTN, focused on transferring current business model practice to the creative industries, using that to shape and inform business model innovation and examine how businesses can better articulate new and emergent business models.
This document is not meant as a scientific document or academic paper but a combination of a summary of my learnings from both my year’s tenure, as well as the thoughts and experiences from those who kindly attended workshops and roundtables or were consulted as experts or as leading companies in their field. My intention is to start a conversation around business model innovation in the creative and digital sectors and for the recommendations to be explored further.
Netflix is an American entertainment company that provides streaming media and video on demand. It was founded in 1997 and has since expanded globally to be available in over 190 countries. Netflix uses a subscription-based business model with monthly fees for access to its large library of content. It has been increasing its original content production in recent years. While Netflix has been very successful in growing its subscriber base internationally, its business model relies heavily on content licensing costs which impact profitability.
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015)Michael Groeschel
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015), erstellt als Übungsaufgabe im Rahmen der Veranstaltung E-Business im Sommersemester 2015 unter der Leitung von Prof. Dr. Michael Gröschel
The document discusses future trends in mobility. It covers emerging technologies like social media and cloud computing. It analyzes the evolution of industries from horizontal to vertical structures and back again, using examples from the computer and telecom industries. The value chain and structure of the mobile industry is changing, with operators focusing more on services while handset makers are integrating hardware and software.
This document discusses how telecommunications companies (telcos) are endangered species due to industry evolution and challenges. It notes that telcos have traditionally been vertically integrated with few players, but the future will likely see more horizontal integration with many players. The document outlines six potential growth areas for telcos, including vertical industry solutions, infrastructure services, and embedded communications. It also discusses telco operating models and challenges, noting the traditional vertically integrated model is under threat from more partnership-based, horizontal/specialized, and disaggregated models.
Capgemini implements new mobile banking service concepts to provide innovative services and increase revenues for financial clients. A new era of mobile banking has emerged with smart phones allowing location-based services, touch interfaces, and increased mobile internet access. Banks face challenges keeping up with technology changes and applying innovations individuals already use. Capgemini's Direct Banking Service Concept provides on-demand access to IT resources and services to help banks more quickly develop and deploy new mobile banking applications and experiences that meet evolving customer demands.
Do we really have a latent demand for mobile broadcast?
Whatare the key regulatory issues?
Which technology options could embrace carriers to deploy Mobile TV?
What arethe applied business models?
What arethe lessons learnt from first rollout cases?
What is the outlook for different stakeholders?
The core of the new Media Operating Model at Deutsche Telekom is a unified, integrated approach to manage data and technology in the paid media ecosystem.
Enthu Interactive is a full-service web and content agency created by Enthu Technologies LLP in August 2012. It focuses on providing digital marketing, web design, and content services for key industries including healthcare, education, insurance, banking/finance, and retail/e-commerce. The company aims to consistently deliver high-quality and cost-effective solutions using cutting-edge technology to solve business problems and create enhanced customer experiences.
1. The document discusses how cloud computing represents a paradigm shift that changes how applications are developed, deployed, maintained, and consumed. It allows companies to access IT resources at a lower cost with more flexibility.
2. It outlines four success factors for European ICT providers to succeed in the cloud economy: understanding cloud as an ecosystem, leveraging large networks, benefiting from small/medium enterprises, and supportive industry policies.
3. The recommendations are to create a common EU legal framework for clouds, support a European cloud computing standard, promote cloud research, support cloud adoption by SMEs, position the public sector as pioneering users, and maintain progress.
The document discusses perspectives on service innovation and innovative services. It notes that services were traditionally dismissed as playing a small role in innovation but that perspective has changed as services have adopted new technologies. The document outlines different approaches to conceptualizing service innovation, including whether services are qualitatively distinct from manufacturing. It also discusses challenges in measuring service innovation using traditional metrics focused on products and R&D. Finally, it explores whether different models and metrics are needed to study innovation in services.
Mobile Music Business Models in Asia's Emerging MarketsLaili Aidi
Aidi, Laili; Markendahl, Jan; Tollmar, Konrad; Selvakumar, Ekambar; Huang, Jin; and Blennerud, Greger, In proceeding of: 12th International Conference on Mobile Business, Berlin 2013
In the telecom business, there has been a heavy competition from Internet, media and handset vendors companies. These over-the-top (OTT) players offer compiling telecom services, cause a transformation in the telecom business ecosystem, and the most challenging services posed here are media services. China, India and Indonesia, as world’s emerging markets in Asia, are predicted to take the largest share in the global mobile traffic explosion by 2015. It is critical for mobile network operators (MNOs) in this region to explore strategy for mobile media services, as mobile broadband is likely preferred
compared to fixed broadband.
In this paper, we analyze and compare mobile music business models used in these markets and structure the relation models between the key actors, using Actors, Relations and Business Activities (ARA) model. We present the economic models that are emerging, and an insight of why and how these multitudes actors are betting on currently. We found that the MNOs generally have a much stronger position compared to their counterparts in the developed markets, and the personalization services, like ring-back tone, are still a huge success. The actors tend to deliver the services by their own, rather than to collaborate in a horizontal business setting.
This document summarizes a presentation on assessing opportunities for ICT convergence for African telecom operators. It discusses the status quo of initiatives in Africa, the value proposition of ICT convergence, challenges faced by aspiring converged service providers, and lessons from successful case studies. Detecon International GmbH, the consulting firm providing the presentation, is a global management and technology consulting company headquartered in Bonn, Germany with over 750 consultants and offices worldwide.
Paper - Competing or Aligning? Assessment for Telecom Operator's strategy to ...Laili Aidi
Up until recently, it was rarely direct competition between telecom operators, cable and satellite Pay-TV providers in digital TV/Video, as their business area were different and value chain was well established. However, technology advance has altered digital TV/Video landscape, made these Communication Service Providers (CSPs) cross other’s area and opened door for new actor (OTT player) to enter the market. This triggers second change in the landscape, as it potentially bypasses CSP’s role in digital media value chain.
There are generic potential options for telecom operator to address OTT service‘s treat, where the trend shows gradual shifts toward allowing or promoting. This study assesses telecom operator’s reaction strategies to react to this digital TV/Video convergence trend. Our analysis reveals two typical relation patterns in the value network, used by telecom operators based on strategy options above, which are ”point-to-point” and ”point-to-multipoint” relation model. We explore the underlining motivations that based these strategies, as well as analysis of the eco-systems: actors identification, business roles and distributed responsibilities among them, where we use ARA (Actors, Resource, Activities) point of view to model these value networks.
The document discusses success in UK public procurement. It notes that procurement plays a role in reducing the deficit and promoting public sector reform and economic growth. The Efficiency and Reform Group was created to support £80 billion in expenditure reductions through improved coordination. Early successes include saving over £5.5 billion in 2011/12 and reforming procurement processes to increase SME participation. The EU public procurement regime also aims to simplify processes while enhancing SME access.
This article covers the business drivers for IP NGN transformation, technological challenges faced by the carriers in India and emerging markets and how Cisco can transform their business through the SNO transformation model (Services, Network and Operations) especially in the context of outsourcing/Managed Services and BOT (Build, Operate and Transfer) business models.
Switching Perspective: Creating New Business Models for a Changing Energy In...IBM Energy & Utilties
http://www.ibm.com/smarterplanet/us/en/smart_grid/nextsteps/index.html?cmp=agus_cxosp2gridsol-20100426&cm=c&csr=switching&cr=slideshare&ct=usbrb401&cm_mmc=agus_cxosp2gridsol-20100426-usbrb401-_-c-_-switching-_-slideshare
Business Models and Business Innovation for Electric Utilities
The IAB report on online ad-spend in the Netherlands found that:
- The Dutch online advertising market was over €1 billion in 2011, a 12% increase from 2010 despite economic challenges.
- Search advertising remains dominant, earning half of total online ad revenue.
- Growth is expected to slow to 7.7% in 2012 as the economy continues to impact advertiser confidence.
- Automated trading technologies are increasing and handled 36% of total display ad revenue in 2011.
Manufacturers, Retailers Look to Adaptive Supply Chains to Increase Revenue, ...Cognizant
Changing market dynamics and emerging technologies enables players across the consumer goods value chain to revisit their supply chain strategies to propel growth and gain operational efficiencies.
telcwho? Filling the void of meaning.
Trends and Implications of the Berlin Telco Summit 2010
As consumer power is gaining momentum and the democratization of technology is revealing the limits of our current infrastructure, Telco Companies have a great opportunity to shape their identities by filling the void of meaning. These are the key findings of the Berlin Telco Summit 2010.
The participants of this year’s summit – 19 brand and communication strategists from 12 countries – discussed current developments in 15 different markets around the world ranging from India to Mexico. The global strategists identified two areas of conflict that Telecommunication brands should address by clearly positioning themselves, in order to meet the enormous challenges and remain relevant in people’s lives:
Consumers in Power versus Limits of Consumer Power
The growth of consumer power and freedom in the realm of Telecommunication is reflected through several developments. Most obvious is a higher degree of flexibility in terms of tariff plans, allowing consumers to tailor their own tariffs and releasing them from minimum contract terms. In the case of the UK brand giffgaff, which was launched by o2 last year, customers are even turning into the brand’s marketing managers. Smartphones and Social Media Networks are transforming into platforms for people to start their own business and to share and spread their opinion publicly.
However, there are still limits to consumer power. In many cases co-creation is reduced to advertising and communication. And the restriction of consumer power goes even further with some powerful brands establishing themselves as gatekeepers and censors such as Apple, which hit the headlines after banning certain apps from its App store, dictating what is appropriate or not.
Beyond, Social Media and Telecommunication bear great risks and dangers, with millions of people sharing their entire lives with the public, however sometimes too much of it or in a highly addictive way. And these days Social Media is unfortunately not only an agent for positive social and economic change, but also a powerful tool for the evil.
Democratization of Technology versus Limits of Technology
Smartphones and mobile Internet become available to the masses, thanks to attractive financing concepts, affordable data plans and handsets. Also many services are available to more people, e.g. pedestrian navigation, which is increasingly offered for free.
However, the process of democratization of technology poses huge challenges to Telecommunication Companies, especially in terms of infrastructure and data volumes. Thus, network quality has become a big issue again in markets with high smartphone penetration. It is picked up in communications and fuels the current trend of improving basic services and products.
These trends and observations result in two major challenges for the telecommunication industry:
Meaning is Fundamental.
Telco Companies need to develop a clear point of view of what they want to be and what they want to stand for – in the long-term, to avoid turning into replaceable commodity providers and to escape from the ongoing price competition.
Becoming more meaningful can be achieved in various ways e.g., by focussing and thus being able to champion in a few things, such as products or services, rather than averaging in many. Meaning can also be created by being good and acting as responsible corporate citizen, such as the brand “idea” in India, which addresses subjects like education, caste or health that are highly relevant to the Indian society. In order to become more meaningful, Telcos also need to redefine their relationship towards people, acknowledging and leveraging consumer power instead of restricting it and thus turning it into something that is beneficial for both, brands and people.
Innovation is Future.
To avoid losing ground to new competitors from other in
Business Models: Six recommendations to enable business model innovation in t...melnorman
Advances in technology have disrupted the creative marketplace. What customers value and will pay for has changed and companies who don’t evaluate their existing business models risk losing their relevance.
There is a lot of discussion around reinventing ‘business models’ and ‘strategy’ but there is a lack of clarity about what this means and even less about how to apply it.
So how does this impact the creative industries, which have undergone more change than most sectors over the last 10 years?
The part time Business Model Theme Champion role, funded by and on behalf of the Creative Industries KTN, focused on transferring current business model practice to the creative industries, using that to shape and inform business model innovation and examine how businesses can better articulate new and emergent business models.
This document is not meant as a scientific document or academic paper but a combination of a summary of my learnings from both my year’s tenure, as well as the thoughts and experiences from those who kindly attended workshops and roundtables or were consulted as experts or as leading companies in their field. My intention is to start a conversation around business model innovation in the creative and digital sectors and for the recommendations to be explored further.
Netflix is an American entertainment company that provides streaming media and video on demand. It was founded in 1997 and has since expanded globally to be available in over 190 countries. Netflix uses a subscription-based business model with monthly fees for access to its large library of content. It has been increasing its original content production in recent years. While Netflix has been very successful in growing its subscriber base internationally, its business model relies heavily on content licensing costs which impact profitability.
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015)Michael Groeschel
Geschäftsmodell & Business Model Canvas von Spotify (Sommersemester 2015), erstellt als Übungsaufgabe im Rahmen der Veranstaltung E-Business im Sommersemester 2015 unter der Leitung von Prof. Dr. Michael Gröschel
The document discusses Spotify's "freemium" business model. It summarizes that Spotify aggregates music content from rights holders and distributes it to consumers for free with ads or through a subscription without ads. Spotify's model has generated billions in revenue and disrupted the traditional music industry model. It provides value to both music listeners and advertisers through its multi-sided platform approach.
An introduction to the framework "Business Model Canvas" illustrated by concrete Business Models of digital champions such as Linkedin, Scoop.it, HelloMentor, Viadeo, HP, eBay, Google, GMF, AXA, P&G.
Der Home-Video-Markt unterlag in den letzten Jahren einem extremen Wandel. Im Rahmen der Bearbeitung des HBR-Cases wird der Wandel des Geschäftsmodells von Netflix besprochen. Dabei wird vor dem Hintergrund der Änderung der Marktgegebenheiten als auch der Änderungen interner Organisation und Ressourcen auf den Wandel des Netflix-Geschäftsmodells eingegangen. Die Theorie von Geschäftsmodellen wird kurz erklärt. Zusätzlich wird diskutiert, ob und wie man Geschäftsmodelle bewerten kann. Hierzu werden eine Systematik und einige gängige Ansätze aufgezeigt.
The document discusses Alibaba Group, a Chinese e-commerce company founded in 1999. It provides an overview of Alibaba's business model and operations, including its marketplaces like Alibaba.com and Taobao, as well as affiliated companies like Alipay. The summary also reviews Alibaba's development history, vision, mission and values. Key competitors like Global Sources and Made-in-China.com are analyzed.
Crowd Sourcing as a Tool for Regional DevelopmentChristoph Beer
The tcbe.ch - ICT Cluster Bern is a non-commercial association founded in 1996 with 205 member companies, government, education and ICT organizations. Its main topics are networking, going international, education, knowledge transfer, experience exchange, promoting the region, and inter-clustering. Its overall goal is to promote the ICT sector in the Bern economic region through collaboration between members.
The telecom industry faces significant challenges including decreasing revenues and EBITDA. CEO strategies show similarities around data monetization, partnerships, and vertical expansion. However, operators are constrained by their ability to invest and monetize networks. This has led to a fragmented value chain and the need to rethink business models through options like diversification, changing business models, cost cutting, consolidation, or shareholders stepping down. The online media industry winners have leveraged search, social networks, hardware/software integration, while losers faced challenges in business models and product dependence.
Business Processes, The Enanlers Of Innovationtradepl
The document discusses business processes and how information and communication technologies (ICT) can impact innovation in business processes. It provides examples of how companies like Walmart, FedEx, and UPS have used ICT to improve key business processes and better serve customers. The document also discusses different layers of ICT architecture and how companies can leverage different layers to gain competitive advantages.
Some Global Mega-Trends and Implications for the ICT Sector. ESCWA Arab ICT 9...Ilyas Azzioui
The presentation discusses The global Trends "Mega Trends" as global, sustained and macroeconomic forces of development that impact business, economy, society, cultures and personal lives, thereby defining our future world and its increasing pace of change. These Mega-Trends have some implications for the ICT sectors and offers many opportunities for the development of ICT businesses in the future
Ericsson white paper - Device connectivity unlocks valueEricsson France
1) The document discusses opportunities for mobile operators to generate new revenue through machine-to-machine (M2M) and consumer device connectivity services.
2) It notes that the number of connected devices is increasing rapidly and will outnumber people within the next decade, creating vast opportunities for operators.
3) To capitalize on these opportunities, operators will need cost-efficient and flexible solutions that allow for customization and differentiation to serve the diverse needs of various market segments in a highly scalable way.
Multi level standardization and business tugas paper (alwi fauzi - 163.100.010)sukamtobernat
1) Standardization in telecommunications has become highly complex, involving formal standards organizations, informal bodies, and industrial consortia working in parallel and across national and regional levels.
2) This paper examines this transition and applies the insights to the standardization of the Cognitive Pilot Channel (CPC), a potential enabler of flexible spectrum management.
3) The standardization of the CPC across multiple organizations is an example of the complex, multi-layer collaboration now required for innovation in wireless technologies.
The document discusses how government IT procurement has traditionally resulted in bespoke, complex, and costly systems. It argues that emerging digital technologies allow a new approach where systems and services are disaggregated and reaggregated in a modular, standardized way around user needs. This could transform public services by moving away from input-focused bureaucracies towards outcomes-based models leveraging open platforms and a utility marketplace of interchangeable components. However, significant skills, processes, and mindset changes would be required within government to take advantage of this new approach.
New IT model of Government of CataloniaAntoni Davia
The document summarizes the new IT model for the Catalan regional government. The objectives are to save costs, integrate systems and data, and create new jobs and investments through industrial policy. The strategy involves migrating systems to more efficient technologies, adopting a new purchasing model, and reorganizing IT staff. The timeframe outlines definition, contracting, and a 2-year implementation period. Key sponsors include the CTTI agency and high-level support from the regional government's board of directors.
The document discusses the Steinbeis-Europa-Zentrum and its role in supporting innovation and competitiveness through mentoring and advisory services. It focuses on activities in the Danube Macro-Region, including supporting the regional innovation strategy in Ukraine as part of the Enterprise Europe Network. The Steinbeis center helps clusters and SMEs through various projects and acts as an intermediary between companies, science, and public administration to foster technology transfer and economic cooperation across the Danube region.
The document discusses Hong Kong's potential to become a global R&D and ICT service center for China. It outlines key advantages Hong Kong has over other locations like India, such as a well-educated immigrant workforce and proximity to southern China. Establishing Hong Kong as an offshore outsourcing and insourcing hub could help improve China's ICT capabilities and access overseas markets and talent.
CTRM - The Next Generation - ComTechAdvisory Vendor Technical UpdateCTRM Center
There is no doubt that technology has undergone a sea-change over the last decade or so potentially making it possible to build and deploy software faster and more cost-effectively while offering a host of features that help users to work smarter, faster and with less opportunity for error. Additionally, the way that applications are designed and built has also changed to take better advantage of these technologies. While arguably there is no single technology that facilitates a paradigm shift in Commodity Trading and Risk Management (CTRM) software, when you combine advances in all areas of solution development and deployment technology, then such a leap forward is both likely and desirable.
Nowhere is the gap between the possibilities offered by these leaps in technology and what is available as commercial solutions more apparent than in the commodity trading and risk management software category. There are many aging, legacy, solutions still being utilized, marketed, and deployed and yet, this is an industry that is experiencing unprecedented demands and change, which in turn, are placing increasing demands on the software it utilizes. What most commodity firms are seeking is more agile software platforms that can allow them to adapt and evolve through these changes. This growing demand is also accentuated by the younger, more tech-savvy people entering the business whose expectations are not being met by many existing solutions.
Comarch Technology Review provides expert commentary and analysis on current trends shaping the telecommunications market, as well as insight on how to solve problems most commonly faced by telecom operators.
This unique and comprehensive publication is written by our specialists with expertise in various fields, ranging from BSS and OSS to VAS and professional services.
Technological convergence refers to the integration of telecommunications, information technology, and media sectors that were originally separate. It presents both opportunities and challenges. Key opportunities include increased market competition through lower barriers to entry, new services and applications, and convenience through multifunction devices. However, convergence also poses challenges such as developing new regulatory frameworks, upgrading infrastructure to support bandwidth-intensive new services, strategic realignment for operators and providers, and ensuring security, privacy and reliability with increased network complexity. Overall, convergence offers potential for new value-added services and expanded markets if these challenges are adequately addressed.
Service Innovation 2 - the reverse product cycle and moreIan Miles
The document discusses various models and theories of service innovation. It summarizes that early thinking viewed services as unproductive laggards in innovation, but the emergence of new information technologies enabled substantial innovation in services. The document outlines Richard Barras' "reverse product cycle" model of service innovation and discusses debates around whether service innovation should be viewed as assimilating manufacturing innovation models or demanding its own distinct approaches.
This document discusses using soft computing techniques to evaluate coordination in supply chains. It proposes a fuzzy analytic hierarchy process (FAHP) model to measure the extent of coordination (EC) based on four coordination mechanisms: contracts, information sharing, information technology, and joint decision making. The EC is calculated as a weighted sum of the crisp scores of the four mechanisms, where the weights are determined from pairwise comparisons in the AHP. The model provides a way to quantitatively assess coordination across a supply chain and analyze different coordination scenarios. It is demonstrated through a numerical example involving order quantities and performance measures at different supply chain levels.
The document discusses plans for a next generation datacenter and TechCity collaboration in Sheffield, UK. It provides an overview of objectives to establish a premier datacenter infrastructure and collaboration network to stimulate business and attract investment. Key private sector partners are identified to finance, build, operate and manage the datacenters. The project has support from local government and higher education institutions. Initial funding strategies and timelines are outlined with the goal of the first datacenter space being available within two years.
What are the main business and social trends that will have an impact on ICT in 2 to 5 years? How can we take them into account in our strategies and policies?
This document discusses the potential for carrier Wi-Fi networks to help address Africa's broadband crisis. It notes that despite new submarine cable capacity, true high-speed broadband may not be available for a decade in Africa due to congested mobile networks, insufficient spectrum allocation, and lack of infrastructure investment. Carrier Wi-Fi could provide a lower-cost solution for mobile operators by offloading data traffic onto Wi-Fi networks. New Wi-Fi standards have improved integration with mobile cores, and Wi-Fi offloading could open new business opportunities for mobile operators while reducing spectrum and backhaul costs. The document argues carrier Wi-Fi may be a panacea for Africa's broadband challenges if mobile operators and regulators embrace this technology.
Paper: Operators must evolve to succeed in the Internet of Things
Business Model Innovation in the Digital and New Media Economy
1. Business Model Innovation in the Digital and New
Media Economy
Joachim Hafkesbrink
innowise research & consulting GmbH
Bürgerstr. 15, 47057 Duisburg, Germany
E-mail: jh@innowise.eu, www.innowise.eu
Markus Schroll
innowise research & consulting GmbH
Bürgerstr. 15, 47057 Duisburg, Germany
E-mail: ms@innowise.eu, www.innowise.eu
Abstract: This paper1 outlines the increasing challenges of Business Model
Innovation in the Digital and New Media Economy. It describes drivers of
change, impacts on the innovation and business landscape, consequences for
business modeling and the innovation process, as well as the implications for
organizational adaptation. It presents in-depth observations from empirical
research on 12 business cases in the Digital and Media Economy in Germany.2
Our findings show that business modeling in the Digital Economy needs to be
continuously cross-linked to the innovation process to adapt to the ever
changing business environment. It becomes clear that Business Models in the
Digital Economy need to be “open” so as to be able to continuously embed
them into the firm’s surrounding communities, and to ensure knowledge
transfer and learning. We will align our arguments with earlier research on
Open Innovation [7, 9, 10, 11] and Innovation 3.0 - which we have earlier
called “Embedded Innovation” [8] - taking a more practical view on the
implementation of new Business Models.
Keywords: Business Model Innovation, Innovation 3.0, Open Innovation,
Ambidextrous Organization, Organizational Adaptation, Communities of
Knowledge, Digital Economy, New Media Economy
1
Preprint of an article submitted for consideration at the TII-Conference „Innovation 3.0 – Challenges, Needs
and Skills of the new Innovation Era“, Düsseldorf, 28-30 April 2010.
2
The research underlying this paper relates to several R&D projects, supported by the German Ministry for
Education and Research (BMBF), the State Chancellery of North-Rhine-Westfalia and the EU: ‘Organizational
Attentiveness as a Basis for Corporate Innovativeness (ACHTINNO)’ BMBF-Contract No. 01FH09003;
‘Competence Development and Process Support in Open-Innovation Networks of the IT-Industry through
Knowledge Modeling and Analysis (KOPIWA)’, BMBF-Contract No. 01FM0770; ‘Integrated Tools to Enhance
the Innovative Capabilities of Publishing and New Media Companies’ (FLEXMEDIA)’; BMBF-Contract No.
01FH09011; ‘Local.mobile.NRW – Development of Smart Location Based Services for Mobile Devices’,
NRW-Contract No. 29 00 923 02; ‘Locally-based-TV: Development of an Intelligent Regional IPTV Platform
in the Münsterland’; Contract No. 29 00 938 02.
1
2. 1 Introduction
The so-called ‘Digital & New Media Economy’ embraces all actors in digital value
creation and publishing processes, such as multi-media agencies, e-commerce agents,
interactive online marketing and mobile solutions providers, games developers, social
media providers, new media publishers etc. Business modeling in this ‘melting pot’ is
influenced by a multitude of drivers, including new enabling technologies, the rapidly
changing demands and life-styles of ‘digital natives’, the convergence of markets and
media etc.
Figure 1 Technology-/Media Convergence in the Digital Economy
The innovation landscape is characterized as being extremely “open and dynamic”.
Ideation, design, development and implementation of innovations are embedded in a
cross-meshed network of especially SMEs (“multi-agent systems”) that are in continuous
dialogue with their surrounding communities [8]. The critical success factor in these
‘multi-agent systems’ is to develop sufficient “gravitational embedding force” to link
them to ‘Communities of Knowledge’. Amongst these communities are
• Communities of Affinity (CoA): continuous dialogue with prosumers and
end-consumers (B2C) to catch up with new (design) ideas, demands, moods,
fashions and business opportunities;
• Communities of Practice (CoP): collaboration with each other (B2B), and
with micro firms or freelancers to flexibly enhance knowledge flows,
primarily for design and co-development;
• Communities of Interest (CoI): experience exchange with innovating firms
from the same and other sectors to benefit from crossover ideas and
complementary knowledge,
• Communities of Science (CoS): dialogue with the scientists to absorb new
technologies.
The learning cycles in innovation and business modeling with respect to the different
communities in the Digital & New Media Economy are depicted in Fig. 2:
2
3. Figure 2: Embedding into ‘Communities of Knowledge’ to boost Innovation 3.0 [8]
These ‘multi-agent systems’ and related communities define the dynamic context of
business modeling. The notion of “embeddedness” clearly stresses the point that setting
up new business models is an ongoing task. For instance, if we look at most of the
innovative Internet services that have emerged in the past years, we recognize that the
initial business models behind them have been altered over time in many ways – in terms
of changing the functionality for customers (“value proposition”); modifying the usability
for, and interaction with, customers (“CRM”); or in terms of amending the basic
financing mode (e.g. “ad-financing” versus “pay per transaction”).
One may argue that these adjustments of business models are a routine adaptation
process, since even in the “Analogue Economy” incremental improvements of such
models occur on a routine basis. However, the innovation process in the Digital Economy
is different in some basic respects, namely in the areas of (a) innovation infrastructure, (b)
corporate innovation policy, and (c) organizational adaptation and culture:
(a) Innovation infrastructure: Innovation activities of the Digital Economy are
embedded in a “digitalized infrastructure” with numerous easy accessible and
easy to adopt digital enabling technologies. These technologies unfold a huge
potential for new products and services, since combining and linking them to
each other becomes - ‘bit by bit’ - more easy. Thus, the Digital Economy is at
the center of a melting process of transferring horizontal technologies into
vertical markets (see Fig. 3):
3
4. Demographic Changing Life-styles Globalisation
Change Convergence of
Competition regulation Markets
Technology
Knowledge Sources
Patent- Standards Market for
Multi-agent Contents
Telecommunication laws
system of
Basic
services
Value-
Services
Distri-
bution
Add.
Services
Innovation
Actors Market for
Content
Media-Technologies Packaging &
Applications
Content Pack- Distri- Enduser Technology Market
Generation aging bution Devices
Transfer Melting Demand
Kernel Market for
Transmission
IT-/Electronics Carriers
Software Distri- Add.
Parts
Platforms bution Services
Market for
Hardware
Semantic Techn. (end-user
devices etc.)
.. . .. . ... ... eCommerce- Media
Law Law
Market for
...
Digital Signature Act
Institutional Framework Internationalisation
(Governance)
Figure 3: The Digital Economy as the Melting Kernel from Horizontal
Technologies to Vertical Markets
(b) Corporate Innovation Policy: In the Digital Economy, the value of goods and
services is based on knowledge, application know-how, experience and business
model sovereignty. Following Figure 4, the firm’s knowledge management
system has to turn information into competences, while developing appropriate
explicit and implicit skills to manage the innovation process.
Hence, as the melting kernel needs to fuse very different technologies, firms
understood very early that continuous learning was the key to innovation.
Competence accumulation in an extremely diversified technology landscape is
not possible, however, within a single innovation entity. As Henry Chesbrough
[3] put it, ‘Not all the smart people in the field work for us; we need to work
with smart people inside and outside the company’ [cited in 14] – thus
collaboration is the order of the day. Hence, firms learned that it is more
important to know who disposes of desired competences than to own all those
competences themselves. Therefore, a distinctive openness of organizational
borderlines is the ruling governance mode for innovation [7]. A decisive element
in the accumulation of competences, then, is establishing permanent links to the
firm’s surrounding knowledge communities and in absorbing external
knowledge [8].
To gain maximum effectiveness in terms of knowledge transfer, the innovating
firm has to balance the community orchestration [12], because different
stakeholders (like “prosumers”, “experts”, “innovators” ,and “researchers” as
representatives of the surrounding communities of knowledge) usually only
cover certain knowledge artifacts [8] exploitable for the firm. For example,
“Innovators” from Communities of Interest typically dispose of in-depth know-
how and experiences in their business domain, as well as of implicit skills in
4
5. running domain-related business models. “Experts” from Communities of
Practice are linked through the mutual interest of solving certain problems.
These “Experts” typically embrace specialized knowledge artifacts and know-
how in applying this knowledge to defined problems and experiences from
related application cases. Thus they usually do not have competences in running
decisive business models, since they remain upstream in the “knowledge supply
chain”, and provide in-depth technical expertise. “Researchers” generally collect
data and information and transform these artifacts into knowledge. Of course,
many “Researchers” from Communities of Science also dispose of extensive
know-how, especially those working in applied joint research projects with
industry. Finally, “Prosumers” from Communities of Affinity usually participate
in producing ideas or design artifacts in an open innovation process: they give
information on product or service usage by providing feedback or they engage in
idea contests. Here as well, we increasingly find “Experts” who dispose of
decisive know-how in product/service usage and ‘content production’, which has
to be considered as an important external source of knowledge.
Pro- Ex-
sumers perts
Semantic
Enrichment Resear Innova
-chers -tors
information management competence management
+ competence sovereignty
expertise
„expertise
+ exercise experience
“
„know- + application know-how
how“ + context Knowledge
+ denotation Information
„cognition“
+ syntax data Valorization-
characters level
„explicit skills“ „implicit skills“
„ intellectual capital
“
Source: inspired by Auer-Consulting (n.d.)
Figure 4: Evolution from Characters to Sovereignty: the Up- and Downstream
Artefacts of Knowledge
(c) Organizational adaptation and organization culture
To enable collaborative learning as the main feature of corporate innovation
policy, the organization has to adapt to changing environments on a continuous
basis. Community orchestration in this sense means establishing organizational
anchors into surrounding communities so as to ensure a balanced knowledge
transfer and absorption. Since stakeholders from surrounding communities
usually have different impetuses on knowledge (see again Fig. 4), they are also
5
6. involved differently in the innovation process (see Fig. 5). ‘Prosumers’
predominantly provide information on product usage from the market
perspective and thus new ideas that enter the innovation funnel more upstream.
‘Researchers’ are usually involved in ideation and design, in pre-competitive
joint research, and also in the development of innovation projects. ‘Innovators’
usually are engaged in the phase of development and production as co-operation
partners. ‘Experts’ are – depending from their asset specifities - participating
throughout the innovation process, predominantly from ideation to development:
Co-ideation Co-design Co-development Co-production
Ex-
perts
Innova-
tors
Pro-
sumers
Researc
hers
Figure 5: Involvement of Various Stakeholders in the Open Innovation Process
To gain a proper “community orchestration”, the organization has to develop sufficient
gravitational embedding force to establish effective and efficient relationships to
knowledge communities. Thus, for a long time organizational change has been described
as an important source of competitive advantage [13]. In the recent debate about
‘organizational renewal’, the main focus has been on “dynamic capabilities” [17] and
“ambidextrous organizations” [18]. Accordingly, Teece et al. define the dynamic
capabilities of a firm as ‘it’s ability to integrate, build, and re-configure, internal and
external competences to address rapidly changing environments’ [17]. In more detail, the
different attributes or pre-dispositions of organizational renewal capacities are discussed
as “the ability to overcome established routines by self-organization and organizational
renewal” [1], and being able “to organize for constant change and to establish collective
organizational learning to continuously reinvent the company's core business processes”
[16]. In this context, “Organizational Learning” is recognized as the “ability to maintain a
continuous process of adjustment of search rules, attention rules, and goals of the
6
7. organization” [1], or the “ability to undergo a continuous process of experimentation,
adaptation and learning to pro-actively define the business environment” [2].
A relatively new issue in organizational adaption research is the notion of an
“ambidextrous organization” [6, 18], which is defined as an organization’s ability to
reconcile explorative and exploitative activities simultaneously” [6]. Ambidexterity is
more or less a re-conceptualization of the discourse on ‘dynamic capabilities’ explicitly
considering the necessity of flexibility and stability modes of an organization. The core
question that ambidexterity seeks to answer is: “How are dynamic capabilities – the
organization’s learning mechanisms – shaped in ambidextrous organizations in order to
cope with contradictory environmental demands?”[6].
If we transform this question to the management of business model innovation, we may
ask: What are the different dynamic organizational capabilities and modes of the
organization (with respect to infrastructure, policy and culture) that ensure flexibility and
stability, and enable it to adjust business models successfully to changing environments?
The following figure shows the open innovation funnel [3], in terms of several opposite
pairs following the notion of an “ambidextrous organizations”:
Characteristics of Ambidextrous Organizations
Implementation Mode explorative exploitative
Structural Mode organic mechanistic
Adaptation Condition flexible stable
Rules heuristical routinized
Decision Mak ing implicit leadership explicit leadership
Communication lateral vertical
Governance advice and learning desicions by superiors
Control and Authority network and trust hierarchy
Co-ideation Co-design Co-development Co-production
Figure 6: Ambidextrous Organizational Antecedents of Business Model Innovation
According to Figure 6, empirical evidence in the literature reveals that organizations
which can manage both modes of organizational design, are able to adapt more
effectively and efficiently to changing environments [6, 18]. Obviously, ambidexterity
produces relevant trade-offs between those phases of an innovation process where
flexible adaptation to new ideas, designs, moods etc. (“De-compressive Openness”) is
7
8. necessary with those phases of the innovation process that need straight-forward
management (“Compression Mode”) [4]. Figure 6 suggests that there is a strict line
separating explorative from exploitative modes, organic from mechanistic structures,
stable from flexible phases, heuristics from routines etc. Of course in reality, we may
experience a specific composition of these ambidextrous modes depending on the single
innovation case, sector, environmental dynamics, community communication channels,
learning requirements etc. We will return later to the underlying hypotheses on
ambidextrous designs as the appropriate organizational adaptation mechanism when
describing the business modeling cases investigated in this paper (see chapter 4).
2 Drivers for Business Model Innovation in the Digital Economy
If we look at the innovation landscape of the Digital & New Media Economy, we can
identify more than a dozen of relevant trends and drivers for Business Model Innovation
(see Fig. 7):
• Crossmedia Publishing (from one-dimensional to multi-dimensional
channels, products and services)
• Dynamics of Web-Generations (from Web 1.0 towards Web n)
• A5 - Anything, Anytime, Anywhere, Anyway, Anyone (from discrete to
seamless information and communication)
• Mass Customization, Customer Profiling and Targeting (from standardized
towards individualized and targeted products and services)
• Augmented Reality (augmentation of the real world with virtual
information)
• Location Based Services (from general to geodata based services)
• Sector Convergence (from autonomous to fusioned branches)
• Usability (from complex to intuitive applications and interfaces)
• Online-Payment Systems (availability of micro-payment as enabling factor)
• Participation (from static to dynamic and anthropocentric networked
consumers and communities)
• Demographic and Lifestyle Changes (i.a. appearance of Digital Natives and
elderly society)
• Globalization (integration of regional economic and social communities
through global communication networks)
• Legal Framework (regulatory push from sector specific laws).
8
9. Relevant areas of Business Modeling
Ressources and Infrastructure Financing
Organization Cost Revenue
Value-
CRM Human Value-add Workflow- structures streams
Proposition Technology
Resources network Management
Trends
Crossmedia Publishing
Dynamics of Web-Generations
A5 - Anything, Anytime,
Anywhere, Anyway, Anyone
Mass Customization, Customer
Profiling and Targeting
Augmented Reality
Location Based Services
Sector Convergence
Usability
Online-Payment Systems
Participation
Demographics, Lifestyles etc.
Globalization
Legal Framework
Corporate Culture
Knowledge Management
Strategy
Figure 7: Trednmatrix: Metatrends and Business Modeling Areas in the Digital and New
Media Economy
We define the term “Business Model Innovation” as changing the building blocks of how
value is produced, offered and delivered to customers [15]. Changing the buildings blocks
may embrace
• altering the value proposition and/or customer interaction,
• combining new, or changing, human, technological and organizational (network)
resources,
• changing the innovation strategy, supportive knowledge management and
corporate culture.
Business Model Innovation then leads to different cost structures and revenue streams.
It is obvious that due to the diversity of drivers and the portfolio of firms in the Digital &
New Media Economy, their diverse competences and roles in the innovation process, that
the impacts on business modeling are manifold. This introduces a distinctive variety of
challenges and requirements that have different implications on the relevant building
blocks of business modeling. In our research, we developed a set of hypotheses covering
each cell in the matrix of Figure 7 to investigate the leverage effects of trends towards the
building blocks of business modeling.
In order to be as illustrative as possible, we will outline a set of twelve case studies on
Business Model Innovation, including one in more detail (highlighted in Table 1). The
business cases correspond, in part, to the ongoing innovation processes in our empirical
portfolio. Thus, information is displayed anonymously wherever distinctive business
interests are concerned.
9
10. 3 Business Model Innovation Cases
The following Table shows the business cases which we have investigated and their
constitutive community pillars:
Type of firm Value Links to Knowledge Communities in the Context of Business
Proposition Model Innovation
CoA CoP CoI CoS
Publishing User Generated Professional ECommerce Recommendation
Community
house (books Content – UGC Generated Content platform for other engine based on
platform for book
and job (book - PGC (book publishers (co- semantic
recommendations
printing) recommendations) recommendations) opetition) technologies
Provision of data Professional Text recognition and
security and filter associations comprehension
Blacklistings based Blacklistings based
IT-Services systems for youth against youth based on
on UGC on UGC
endangering endangering mathematical
contents contents support algorithms
Edutainment 3.0 PGC from teachers
Documentary Associations of
platform to deliver and further Semi-automated
Film UGC further education
HD educational education annotation of videos
Production support
content institutions
Trend monitoring
Publishing Interactive guide Medical based on IT-
UGC from fora and PGC - Medical
house from pregnancy to associations supported Social
blogs advice
(periodicals) young families support Networking
Analyses
Web 3-D
Cooperation with Fame Mirror
Full Service Visualization of End-users of web repositories for
eLearning and Concepts to
Internet hyperlocal 3-D and LBS virtual worlds
serious games intrinsically motivate
Agency information services based on Open
providers participants
Source
Semantically Semantic
Internet The Best Doctor Medical
UGC – evaluations enhanced ontology Technologies for
Platform for your health associations
from patients based on Open search and
Service problem support
Source annotation
Provider
UGC – regional Co-competition Semantic
Publishing Regional IPTV to PGC – professional
and local content with other technologies for
house complement produced regional
(non-professional publishers in the context-related ads-
(newspaper) printed content and local content
journalism) region targeting
Interactive online End-user comments PGC (interactive
Professional
engine to ensure as source of guide for
Webanalytics association of the ---
compliance with compliance compliance
Digital Economy
data laws information management)
Location Based B2B ad-partners Fame Mirror
Publishing UGC of tourists to
Services for PGC of for implementing Concepts to
house enhance authentic
tourists on mobile professional writers the business intrinsically motivate
(books) information
devices model participants
Tourist information B2B cooperation
Interactive mobile
based on with ad-partners,
Full Service Guide with UGC – evaluations Enhanced GPS
professional local trade-,
Internet location based of events, technology for
writings, special tourism & event
Agency events & gaming restaurants, etc. mobile devices
technology solution marketing
services
providers organizations
Learning Web 2.0 based Professional
Management learning and PGC from training association of Competences
UGC from learners
system competences experts further education ontology
provider monitoring institutions
Mobile CMS UGC from mobile
Link to mobile Professional
system to deliver device users
CMS provider CMS based on association of the
content effectively (usability
Open Source Digital Economy
to mobile devices feedbacks)
Table 1: Business Model Innovation and Related “Community of Knowledge” Pillars
10
11. As can be seen from Table 1, each business model includes relevant, and indispensable,
contributions from different knowledge communities that are decisive for the running of
the new business model. If we now mirror Table 1 against our business modeling
template (see Fig. 7), we can advance a new business model generation template:
Community of Science
Community of Interest
Community of Practice
Community of Affinity
Relevant areas of Business Modeling
Ressources and Infrastructure Financing
Organization Cost Revenue
Value-
CRM Human Val ue-add Workflow- structures streams
Proposition Technology
Resources network Management
Trends
Crossmedia Publishing
Dynamics of Web-Generations
A5 - Anything, Anytime,
Anywhere, Anyway, Anyone
Mass Customization, Customer
Profiling and Targeting
Augmented Reality
Location Based Services
Sector Convergence
Usability
Online-Payment Systems
Participation
Demographics, Lifestyles etc.
Globalization
Legal Framework
Corporate Culture
Knowledge Management
Strategy
Figure 8: Working Template of Business Model Innovation with respect to Community
Embedding
4 Experiences from Business Model Innovation
In this section we will draw on the findings from the different Business Model Innovation
cases we have undertaken, and focus especially on the role of organizational
ambidexterity in mastering innovation challenges.
Impacts of Trends on Business Model Innovation
The first evaluation step includes an impact analysis of relevant drivers with respect to
modeling different business cases. In this first step – based on internal workshops held in
companies – an in-depth assessment of relevant impacts from external innovation drivers
has been made (Fig. 9).
The matrix displays the working template to assess trend impacts on business models. It
allows first an evaluation of relevant drivers (horizontal variables) as already displayed in
Fig. 7. Each variable is discussed within a firm specific workshop with the management
asking for an assessment of the drivers dynamic impact on the firm’s business
environment (is it changing rules of the game?), its cumulative intensity (can we expect
that it is driving business continuously?), and its selectivity (does it have an impact on
specific value propositions, resources etc.?). Second it allows analyzing the relative
importance for and leverage effects on the specific business model (step 2 in Fig. 9,
summarizing the evaluation of each of the business cases in Table 1).
11
12. Using the example of
business case 10,
“Interactive Mobile Guide
with Location Based Events
& Gaming Services”, we
can identify a strong impact
of 7 and a medium impact of
9 drivers. The impacts of
these drivers within this
Business Model Innovation
case study can be described
as follows:
Strong Impact Drivers:
• Cross-Media
Publishing: the new
service is only
marketable with a
strong cross-media
component. For a rich
user experience, text,
video and audio
information has to be
merged; dynamic
content has to be
provided connecting
users locally in an
immersive game context.
• Mass-Customization: personalized information has to be provided that follows the
demands and the preferences of users (tour guides’ recommendations, depending on
choices of restaurants, cultural events etc.) and depending on the time-of-day
(breakfast, lunch, dinner) etc.
• Location Based Services: information about events and cultural artifacts has to be
contextualized with geo-data to allow for instant information services depending on
the geo-position of the user.
• Sector Convergence: in this case, a mobile game provider is part of the business
model architecture to boost user interaction in a C2C context.
• Usability: an important driver for a broad diffusion and acceptance in B2C-markets
• Digital Natives: this customer segment is supposed to use LBS and personalized
services extensively.
• Participation: user interaction (C2C) plays an important role in mobilizing a huge
Community of Affinity for the new service, since these customers usually identify
with each other through similar interests (e.g. night life, rock concerts). In addition,
feedback tools are necessary to integrate User Generated Content.
Medium Impact Drivers:
• Dynamic Web Development: the new business model should make extensive use of
Web 2.0 tools to enhance participation and user feedback (see above). The
‘anthropocentric touch’ of the service strongly supports incentives to join the
12
13. community. Web 3.0 technologies have to be integrated in terms of “Semantic
Search and Ontologies” to allow flexible displaying of cross-linked data. Web 4.0
tools then could be the next step to further develop the local service towards a
hyperlocality ‘web of things’3.
• E-payment systems have to provide options for micro-payment, since more
flexibility in designing the operational cash-streams has to be implemented.
• Demographic Change and New Life-styles: the business model also needs to adjust
usability and services also to the user behavior of elderly people.
• Globalization: in cities with a high tourist turnover, the service should always deliver
up-to date information.
• Legal framework: technically, the service has to provide an opt-in procedure, since
the use of, for example, geo-data is only allowed under certain legal pre-requisitions
which vary from country to country.
Embedding into Knowledge Communities
The second step is the elaboration of substantial answers to the relevant questions in the
Business Model Canvas [15]. We regularly use this template during business model
development. From the building blocks of our Business Model, we derive key questions
(see again Fig. 7 and 8) which form our template:
Key Partners Key Activities Value Customer Customer
Propositions Relationships Segments
What type of relationship
does each of our Customer
What Key Activities do our
Segments expect us to
Value Propositions require?
Our Distribution Channels? establish and maintain with
them? Which ones have we
Customer Relationships?
Revenue Streams? established? How costly are
they? How are they
What value do we deliver to
integrated with the rest of
Who are our Key Partners? the customer? Which one of
our business model?
Who are our key suppliers? our customer´s problems are For whom are we creating
Which Key Resources are we helping to solve? Which value? Who are our most
we acquiring from partners? Key Resources customer needs are we Channels important customers?
Which Key Activities do satisfying? What bundles of
Partners perform? products and services are we
offering to each Customer Through which Channels do
Segment? our Customer Segments
want to be reached? How
What Key Resources do our are we reaching them now?
Value Propositions require? How are our Channels
Our Distribution Channels? integrated? Which ones work
Customer Relationships? best? Which ones are most
Revenue Streams? cost-efficient? How are we
integrating them with
customer routines?
Cost Structure Revenue Streams
What are the most important costs inherent in our business For what value are our customers really willing to pay? For
model? Which Key Resources are most expensive? Which what do they currently pay? How are they currently paying?
Key Activities are most expensive? How would they prefer to pay? How much does each Revenue
Stream contribute to overall revenues?
Source: Osterwalder/Pigneur (2009): Business Model Generation: A Handbook f or Visionaries, Game Changers, and Challengers
Figure 10: Business Model Canvas: Questions to Develop Business Model Innovation
3
The ‚Web of Things‘ is a kind of ‚Outernet‘ where information embodied in articles of daily use is meshed up
with information in the Internet. This is also called Web 4.0 [8].
13
14. This template contains standard questions that need to be addressed in the course of
Business Model Innovation. Since our extended model also embraces the organizational
anchors that are embedded into knowledge communities, these standard questions have to
be complemented with additional queries related to Community Integration:
Value Customer Customer
Propositions Relationships Segments
Pro- Communities
sumers C2C
of Affinity
B2C B2B
What value do we deliver to What type of relationship
the customer? Which one of does each of our Customer
our customer´s problems are Segments expect us to
we helping to solve? Which establish and maintain with For whom are we creating
customer needs are we them? value? Who are our most
satisfying? What bundles of important customers?
products and services are we Do we understand the
offering to each Customer relationships between our
Segment? customers?
Who is creating value for your
How should we support business model?
How can we combine our conversation in the market and
products / services with user between customers? What are the dynamics of
generated value? value creation in your
Do we need to address customers community?
Does user generated value prosumers different from
support our value proposition? consumers?
Revenue Streams
For what value are our customers really willing to pay? For
what do they currently pay?
Is it possible to exploit user generated value commercially?
Can we exploit our communities cross-laterally (e.g. combine
revenue streams from pay per transaction and adverts?)
Figure 11: Extensions of Q&A for Business Model Innovation (downstream tasks)
If we look at the downstream tasks within Business Model Innovation, we need to be
aware that stakeholders from Communities of Affinity are relevant contributors to our
Business Model. With this background for the above mentioned business model
innovation case on “Location Based Services (LBS)”, the following “must-dos” have
been identified for the business case model on “LBS”:
• No marketable products/services without UGC,
• B2B customers (restaurants, shops, cultural institutions etc.) and consumers have
to deliver content and have to pay for the products/services,
• Pro-active community engineering: initiating a premium user-community, and
setting up of an incentive system,
• Clear IPR regulations,
• Cross lateral exploitation (e.g. combining revenue streams from pay per
transaction and adverts),
• Integration of new enabling technologies (e.g. for trendscouting in the
communities).
14
15. Looking at the upstream tasks, we locate community integration into the Q&A template
as follows:
Key Partners Key Activities Value
Propositions
Community Ex-
of Practice What Key Activities do our
perts
Value Propositions require?
What key activities are
required to sustain our
communities of What value do we deliver to
knowledge? the customer? Which one of
Who are our Key Partners?
our customer´s problems are
Community suppliers?Innova
Who are our key
we helping to solve? Which
-tors
of Interest Key Resources customer needs are we
satisfying? What bundles of
How can we ensure mutual products and services are we
learning within offering to each Customer
What Key Resources do our Segment?
communities and Value Propositions require?
How can we combine our
Scientific Resear products / services with user
chers
Community What key ressources and
generated value?
organizational antecedents Can we provide added value
knowledge transfer to our
are required to embed with complementary services
business model?
successfully in our our partners or communities?
communities?
Cost Structure
What are the most important costs inherent in our business
model?
What are the cost impacts of Community involvement into your
business model?
Do we need to establish decisive incentive systems to ensure
sustainable value creation through Communities?
Figure 12: Extensions of Q&A for Business Model Innovation (upstream tasks)
For our business model example “LBS” the outcome of the “must-dos” design discussion
can be summarized as follows:
• Pro-active community engineering,
• Setting up a decisive incentive system,
• Establishing learning arenas,
• Trendscouting in the communities,
• Integrating new enabling technologies (semantic technologies for search),
• Collaborative design and development (games developer),
• Controlling the transaction costs of community engineering.
Organizational Adaptation with Ambidextrous Design
Looking at the portfolio of requirements in the downstream and upstream tasks, Business
Model Innovation needs to link the business model value architecture (in particular the
configuration of the value-network partners) with the external communities [8]. In our
case studies we have to consider at least four relevant communities (see again Fig. 8) as
being of crucial importance for the performance of the new business model. We will
illustrate thus using the example of the LBS Business Model Innovation:
15
16. Communities of Affinity (CoAs): as already expressed, without User Generated
Content, Web 2.0 tools for feedback and C2C interaction, there is no ‘lively system’ to
attract users. The operating business architecture has to imply a strong “community
engineering” unit to develop appropriate incentive systems for the mobilization of the
community. The ‘basic settings’ of such a unit should comprise, “constant stimulating
market conversation”, “perpetual monitoring of trends in market conversation to identify
new user needs”, and “application of purposeful incentive systems” to stimulate affinity
and identification-based trust amongst the community (e.g. by introducing a ‘fame-
mirror’” [5]). Thus the organizational anchors into the community may be implemented
with advanced social media tools and intelligent incentive systems to stimulate further
user identification. These tools have to be designed on the basis of strict and reliable rules
enhancing the confidence of users to participate.
Communities of Practice (CoPs): the value-network has to sustain strong ties to
surrounding value-partners who dispose of different types of data, information and
knowledge. On the ‘content-side’, value-partners from, firstly, local and regional tourist
information institutions, and, secondly, from event marketers, have to be involved to
ensure content flows from professionally established content sources. Thus, links to
experts and intermediaries that are engaged in the ‘knowledge space’ of tourism
marketing, event marketing etc., have to be established carefully. Also weak ties to pools
of professional authors of tourist information have to be developed to enable the flexible
inclusion of professionally generated content into the application when needed. On the
‘technology side”, experts on multimedia data-integration, and the linking of different
geo-data (including, for example, collaborative ontology-design engineering) have to be
approached to ensure constant technology transfer and the provision of technical solutions
to operate and further develop the business model. For organizational anchors to be
embedded in these communities, we may at first consider developing a “transactive
knowledge management system”, containing information on “Who knows what in
tourism and event marketing?”, e.g. members and experts of regional tourism and event
communities. A second implementation measure should be “membership of marketing
and technology people from the value-network in selected communities of experts” to
ensure knowledge transfer.
Communities of Interests (CoIs): the value network has to extend its virtual
organizational boundary along working groups of selected professional associations, (a)
in the Digital and New Media Economy to include advertising agencies and online-
marketing as well as search-engine optimizers, (b) in the tourism and event marketing
sector to ensure support for the business model and links to B2B partners (e.g. shops and
restaurants), and (c) in the local trade associations. The latter is an indispensable measure
to connect to local trade partners as potential B2B-partners for the LBS application.
Organizational anchors into these communities are clearly of the institutional kind, e.g.
firms becoming members of the associations mentioned. Other paths into the CoIs
involve recruiting freelancers who have formerly worked in the tourism and event
marketing sectors as an initial step, and further networking along their personal
relationships into the CoIs.
Communities of Science (CoSs): One important aspect, already mentioned in the context
of CoPs, is to establish strong ties to the Scientific Community on “Semantic
Technologies and GPS technologies”. This is important in selecting personalized and geo-
data contextualized information - on the basis of time-of-day and life situation - for an
16
17. immersive user experience. Thus conference visits, as means of loose ties to specialized
scientific groups etc. are an appropriate organizational adaptation measure.
Looking at the criteria of ‘ambidextrous design” (see Fig. 6), we may say in a nutshell
that the value-networks needed to establish different adaptation mechanisms and to link
them to relevant Communities of Knowledge can be summarized as:
LBS Business Case CoA CoP CoI CoS
Implementation Mode explorative explorative exploitative exploitative
Structural Mode mechanistic organic mechanistic organic
Adaptation Condition stable flexible stable stable
Rules routinized heuristical routinized heuristical
Decision Mak ing explicit implicit explicit implicit
Communication lateral lateral vertical lateral
Governance learning learning advice learning
Control and Authority trust hierachy hierarchy hierarchy
Table 2: Organizational Adaptation: Ambidexterity Criteria for the Business Case
“Location Based Services”
To embed into the Community of Affinity, the LBS value network needs to establish
reliable social media tools that stimulate identification-based trust amongst the
community members. The required structural approach tends to be more ‘mechanistic’ at
first glance, since it needs stable adaptation and reliable rules for feedback and market
conversation. Decision making processes on, for example, how to display and exploit
User Generated Content should be transparent and explicit, following equal rules of
feedback and exploitation for all participants. At the same time, the organizational link to
the CoA needs to enhance exploration and learning to ensure the exploitation of
knowledge flows, especially UGC.
For the Communities of Practice, the LBS value-network needs to be embedded more
organically into the communities by engaging in working groups, establishing
communication channels to different key stakeholders with specific knowledge etc. Thus,
the adaptation mode should be more flexible, reaching from occasional participation to
strong ties e.g. as an official member of special CoPs. The rules of embedding should be
more heuristical, e.g. opening up organizational borderlines, including experience
exchange with experts, and for inquiries from outside the firm. At the same time, there
could be a need for controlling outside-in and inside-out flows of knowledge
hierarchically. These should be agreed upon in the value-network, since the proper
functioning of certain technological interfaces etc. is critical for the entire business model.
In order to be embedded in Communities of Interest, the LBS value network may
implement institutional engagements to install stable conditions for knowledge flows.
Since the main aims are to exploit relevant knowledge from CoIs and to gain support for
the business model, rules and decision models should be explicit, formalized, and stable
over time.
17
18. Finally, in order to link to Communities of Science, the LBS value-network needs to
establish both strong and weak ties to certain technology providers, depending on the role
and enabling potential of the technology. Thus, the principal mode should be exploitative
(“What is the best technology, and how can I use it?”), and modes of participation may be
organic (occasional participation in conference) etc.
5 Conclusions
In the Innovation 3.0 paradigm [8], Business Modeling is a challenging exercise, since the
complexity of framework conditions, paths to embed into knowledge communities,
exploitable technologies, architectural design of the value-network, interaction strategies
with customers etc, is constantly rising. A multitude of trends that have impact on the
future business model, as well as the crucial link to knowledge communities, pose
additional questions in the course of Business Modeling that need to be considered.
This paper has examined some of the main questions about Business Model Innovation in
the Digital and New Media Economy. Expecting the trend to embed digital business
processes into the - so far - “Analogous Industry”, we may expect similar questions and
challenges of Innovation 3.0 to be raised in the “Old Economy” in the near future.
18
19. References
[1] Antonacopoulou, E., Ferdinand, J., Graca, M., and Easterby-Smith, M. 2008. ‘Dynamic
Capabilities and Organizational Learning: Socio-Political Tensions in Organizational Renewal’,
Advanced Institute of Management Research Paper No. 014.
DOI=http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1306958.
[2] Boscherini, L., Cavaliere , A., Chiaroni A., Chiesa, V.,and Frattini, F. 2009. ‘The process of
organizational change in Open Innovation models: evidence from a sample of high - tech firms’,
in: Huizingh K.R.E., Conn, S., Torkkeli, M. and Bitran, I. (Eds.) Proceedings of the XX ISPIM
Conference 2009.
[3] Chesbrough, H. 2003. Open Innovation: the new imperative for creating and profiting from
technology, Harvard Business School Press.
[4] Eisenhardt, K.M., Tabrizi, B.N. 1995: ‘Accelerating adaptive processes: Product innovation in
the global computer industry’, Administrative Science Quarterly, Vol. 40 pp.84 - 110.
[5] Groh, G., Brocco, M., and Asikin, Y.A. 2010: ‘Contribution Awareness and Fame in Open
Innovation Network’s, in: Hafkesbrink, J., Hoppe, H.-U., and Schlichter, J. 2010: Competence
Management for Open Innovation – Tools and IT-support to unlock the potential of Open
Innovation, (Eul Verlag).
[6] Güttel, W.H., and Konlechner, S.W. 2007: Dynamic Capabilities and the Ambidextrous
Organization: Empirical Results from Research-Intensive Firms, retrieved April 25th, 2010,
from: http://www.synaxx. com/Referenced%20Material/ Guttel%20-SMS-2007
Dynamic%20Capabilities%20and%20 Ambidexterity.pdf.
[7] Hafkesbrink, J /Schroll, M. 2010. Organizational Competences for Open Innovation in Small
and Medium Sized Enterprises of the Digital Economy, in: Hafkesbrink, J./Hoppe, H.-
U./Schlichter, J. 2010: Competence Management for Open Innovation – Tools and IT-support to
unlock the potential of Open Innovation, Eul Verlag.
[8] Hafkesbrink, J./Evers, J. 2010: Innovation 3.0 – Embedding Embedding into community
knowledge: the relevance of trust as enabling factor for collaborative organizational learning,
Paper submitted to the XXI. ISPIM conference on the “Dynamics of Innovation”, Bilbao 6-9
June 2010.
[9] Hafkesbrink, J./Krause, D./Westermaier, R. 2010: Old Wine in New Bottles? A Case Study on
Organizational Antecedents for Open Innovation Management, in: Hafkesbrink, J./Hoppe, H.-
U./Schlichter, J. 2010: Competence Management for Open Innovation – Tools and IT-support to
unlock the potential of Open Innovation, Eul Verlag.
[10] Hafkesbrink, J./Scholl, H. 2010: Web 2.0 Learning- A Case Study on Organizational
Competences in Open Content Innovation, in: Hafkesbrink, J./Hoppe, H.-U./Schlichter, J. 2010:
Competence Management for Open Innovation – Tools and IT-support to unlock the potential of
Open Innovation, Eul Verlag.
[11] Hafkesbrink, J./Stark, A./Schmucker, M. 2010: Controlled Opening in pro-active SME
Innovation - a Case Study on an ‘Open Innovation Audit’ in the Digital Economy, in:
Hafkesbrink, J./Hoppe, H.-U./Schlichter, J. 2010: Competence Management for Open
Innovation – Tools and IT-support to unlock the potential of Open Innovation, Eul Verlag.
[12] Hurmelinna-Laukkanen, P. 2009: ‘Orchestration activities in international networks: The role
of innovation appropriability’. In: Proceedings of The XX ISPIM Conference Huizingh K.R.E.,
Conn S., Torkkeli M., and Bitran, I. (Eds.) Vienna, Austria, 21-24 June 2009.
[13] Kesting, P., and Smolinski, R. 2006: ‘Obstacles to Organisational Change - A Routine-Based
View on Dynamic Capabilities.’ DOI= http://papers.ssrn.com/sol3/papers.cfm?abstract_i
d=905526.
[14] Kunz, R. 2009. ‘How do recent Trends in the Pharmaceutical and Biotech Industry influence
Open Innovation Approaches?’ in: Proceedings of The XX ISPIM Conference Huizingh K.R.E.,
Conn S., Torkkeli M. & Bitran I. (Eds.) Vienna, Austria, 21-24 June 2009.
19
20. [15] Osterwalder, A., and Pigneur, Y. (2009). Business Model Generation: A Handbook for
Visionaries, Game Changers, and Challengers, ISBN: 978-2-8399-0580-0
[16] Schneckenberg, D. 2009. ‘Knowledge needs Liberty - The Link between Corporate
Governance and the Use of Web 2.0 to foster Knowledge Management’ in: Proceedings of The
XX ISPIM Conference Huizingh K.R.E., Conn S., Torkkeli M. & Bitran I. (Eds.) Vienna,
Austria, 21-24 June 2009.
[17] Teece, D.J., Pisano, G. and Shuen, A. 1997. Dynamic Capibilities and Strategic Management,
Strategic Management Journal 18: 509-533.
[18] Tushman, M., Smith, W., Wood, R., Westerman, G., and O’Reilly, C. 2002: ‘Innovation
Streams and Ambidextrous Organizational Designs: On Building Dynamic Capabilities’.
Retrieved April 20, 2010, from http://web.mit.edu/sloan/osg-seminar/f02_docs/TushmanEt
Al_2002.pdf.
20