This document discusses business model based management (BM)2 as a new approach to managing companies over their entire life cycle using business models. It outlines three key disciplines of BM)2: 1) business model design and implementation, 2) business model management and optimization, and 3) portfolio management and optimization. The goal of BM)2 is to provide a consistent framework to bridge the gap between strategy and daily business using business models. It argues that traditional management tools are outdated and that leveraging business models can simplify management across all levels of an organization.
Transformational deals have become desirable, but business leaders agree that they are the most difficult transactions in M&A today. This article lists seven fundamental tenets of M&A integration that can help your company shift its business model and maybe reshape its industry.
Transformational deals have become desirable, but business leaders agree that they are the most difficult transactions in M&A today. This article lists seven fundamental tenets of M&A integration that can help your company shift its business model and maybe reshape its industry.
Flawless assignments backed with plagiarism checker reports are available only here. We ensure projects delivered by us stand out unique and are written from the scratch. Moreover, a plagiarism-free document ensures high grades and a few words of appreciation.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Merger and Acquistition: A Strategic move towards Change and HR Challengesprofessionalpanorama
In a dynamic economy, business structures and company structures are in a state of
constant flux. This leads to several forms of re-organisation. Thus, in the wake of economic
reforms, enhanced competition and globalisation of businesses; industries have started
restructuring and growing their operations around their core business activities either
by internal expansion or by external expansion. In the case of internal expansion,
a firm grows gradually over time in the normal course of the business, through acquisition
of new assets, replacement of the technologically obsolete equipments and the
establishment of new lines of products. But in external expansion, a firm acquires
a running business and grows overnight through corporate combinations. These
combinations are in the form of mergers, acquisitions, amalgamations and takeovers;
which have now become important features of corporate restructuring because of the
increasing exposure to competition both domestically and internationally. Although
successful organisations are often marked by a modest, continuous level of change,
the past few years have been marked by significant business and talent survival tactics
in response to challenging economic conditions. Moreover, the effects of these multiple
and ongoing changes produce complex and often ambivalent results. Employees are
the hardest hit by M&As and may take a long time to recover. Employees want to
see and hear from their senior leaders to help understand where the new organisation
is going, and how this change influences their jobs and the organisation as a whole.
Merger and acquisition a strategic move towardsTapasya123
In a dynamic economy, business structures and company structures are in a state of
constant flux. This leads to several forms of re-organisation. Thus, in the wake of economic
reforms, enhanced competition and globalisation of businesses; industries have started
restructuring and growing their operations around their core business activities either
by internal expansion or by external expansion. In the case of internal expansion,
a firm grows gradually over time in the normal course of the business, through acquisition
of new assets, replacement of the technologically obsolete equipments and the
establishment of new lines of products. But in external expansion, a firm acquires
a running business and grows overnight through corporate combinations. These
combinations are in the form of mergers, acquisitions, amalgamations and takeovers;
which have now become important features of corporate restructuring because of the
increasing exposure to competition both domestically and internationally. Although
successful organisations are often marked by a modest, continuous level of change,
the past few years have been marked by significant business and talent survival tactics
in response to challenging economic conditions. Moreover, the effects of these multiple
and ongoing changes produce complex and often ambivalent results. Employees are
the hardest hit by M&As and may take a long time to recover. Employees want to
see and hear from their senior leaders to help understand where the new organisation
is going, and how this change influences their jobs and the organisation as a whole.
Flawless assignments backed with plagiarism checker reports are available only here. We ensure projects delivered by us stand out unique and are written from the scratch. Moreover, a plagiarism-free document ensures high grades and a few words of appreciation.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Merger and Acquistition: A Strategic move towards Change and HR Challengesprofessionalpanorama
In a dynamic economy, business structures and company structures are in a state of
constant flux. This leads to several forms of re-organisation. Thus, in the wake of economic
reforms, enhanced competition and globalisation of businesses; industries have started
restructuring and growing their operations around their core business activities either
by internal expansion or by external expansion. In the case of internal expansion,
a firm grows gradually over time in the normal course of the business, through acquisition
of new assets, replacement of the technologically obsolete equipments and the
establishment of new lines of products. But in external expansion, a firm acquires
a running business and grows overnight through corporate combinations. These
combinations are in the form of mergers, acquisitions, amalgamations and takeovers;
which have now become important features of corporate restructuring because of the
increasing exposure to competition both domestically and internationally. Although
successful organisations are often marked by a modest, continuous level of change,
the past few years have been marked by significant business and talent survival tactics
in response to challenging economic conditions. Moreover, the effects of these multiple
and ongoing changes produce complex and often ambivalent results. Employees are
the hardest hit by M&As and may take a long time to recover. Employees want to
see and hear from their senior leaders to help understand where the new organisation
is going, and how this change influences their jobs and the organisation as a whole.
Merger and acquisition a strategic move towardsTapasya123
In a dynamic economy, business structures and company structures are in a state of
constant flux. This leads to several forms of re-organisation. Thus, in the wake of economic
reforms, enhanced competition and globalisation of businesses; industries have started
restructuring and growing their operations around their core business activities either
by internal expansion or by external expansion. In the case of internal expansion,
a firm grows gradually over time in the normal course of the business, through acquisition
of new assets, replacement of the technologically obsolete equipments and the
establishment of new lines of products. But in external expansion, a firm acquires
a running business and grows overnight through corporate combinations. These
combinations are in the form of mergers, acquisitions, amalgamations and takeovers;
which have now become important features of corporate restructuring because of the
increasing exposure to competition both domestically and internationally. Although
successful organisations are often marked by a modest, continuous level of change,
the past few years have been marked by significant business and talent survival tactics
in response to challenging economic conditions. Moreover, the effects of these multiple
and ongoing changes produce complex and often ambivalent results. Employees are
the hardest hit by M&As and may take a long time to recover. Employees want to
see and hear from their senior leaders to help understand where the new organisation
is going, and how this change influences their jobs and the organisation as a whole.
Ser consciente de las Fortalezas hacen a las personas más felices y les ayudan a conseguir sus metas. El Coaching basado en Fortalezas ayuda a los profesionales a desarrollar su potencial y superar sus límites
Proven and Successful Value Management ApproachesWilliam Newman
Learn how successful companies are using full life cyle value management approaches. Integration to portfolio, program and project management techniques. (Presentation to PMI Great Lakes Chapter, 24 April 2015)
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
UPDATE HERE - https://www.slideshare.net/djdunning/introduction-to-the-core-p3m-data-model-and-business-integrated-p3m-governance-205320473
Link to higher resolution copy here: https://1drv.ms/b/s!AscRj7Bfp6vQgo0dXpjt3OGJ8t7zxA?e=0NmVrt
The Core P3M Data Club was formed to create a data standard for portfolio, programme and project management. This enables us to more effectively deliver business integrated governance for Business as Usual and Change. This means our journey from Main Board objectives, targets and challenges can be delivered through portfolios, programmes and projects in the context of finance, management teams, support and assurance more easily and effectively. This will deliver more strategy outcomes, greater business agility, lower management overhead and efficiency benefits.
Using the backbone taken from APM Directing Change, this document outlines the 'why', provides a framework overview, and explains all of the components (uploaded elsewhere).
Find out more and collaborate here: https://www.linkedin.com/groups/13651399/
Ten strategic advantages provided by an architecture approach. Including a capability based approach to governance and change, and operating optimally.
On March 30, the Corporate Learning Network held its long awaited Drucker Master Class Day – led by celebrated Drucker management guru, Dr. Bernard Jaworski, Professor at the Peter F. Drucker and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of management.
Case study on Strategic Leadership and Business Transformation”.docxtidwellveronique
Case study on “Strategic Leadership and Business Transformation”
Business transformation is a key management personnel of the management initiatives, brainstorming, trying, process and technology initiatives in an organization with business strategy and vision to support the more attention and help innovative new business strategies and meet short and long term objectives. Through the business transformation effort is made from the same people, process and technology to achieve the ultimate results-based state, such as income increase of 50% or 25% customer satisfaction.
It can be defined as:
• Transformation - by improving customer service
• change the shape - by the review and reassessment of how to do business, through better use of partners and use of the resources
• Changing the form - through improved business methods and includes a new organizational structure, technology, processes and technology. [1]
Can achieve business transformation through new technologies, business models and management methods. Business transformation is now considered competitive an important part of the business cycle.
Enterprise restructuring should be a continuous process, must implement its business strategy for any organization to achieve its vision. This is an ongoing requirement, because the strategies and vision will always need to adapt to the changing and refining the impact of the economic impact. Business agility, and to achieve business transformation, therefore, the management and the real measure of business success.
Disciplines involved in business transformation
and Conwell mixed consultants help companies adapt to the management capacity, through these technologies development. We in the public and private sector clients a lot of experience enables us to identify the key components necessary to ensure successful business transformation:
• Alignment of activities and changes in business strategy.
• Avoid dispersion, transformation activities, bottom-up elements.
• Managing the planning and improvement of management disciplines.
• clear what can be achieved, and its cost.
• careful analysis of all the necessary changes made and the impact of these changes, interdependent activities.
• Treatment of staff as agents of change, rather than an obstacle.
• assess how changes will be considered with customers to explain, suppliers and other external parties.
Business transformation seems to have started as a label used by IT companies re-brand consultancy process to information systems integration sales more effective.
Now, the business transformation means more work. It means that a cross-business integrated approach to change, also shows that this is only effective in achieving your business vision or direction of the strategic process.
Many organizations and consultants seem to have lost chasing growth and change.
In the first phase of IT enabled business transformation
As information technology (IT) the arrival of the concept of innovation ...
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.
Turnaround and succession planning methodologies, including business recovery pre-insolvency. This guide is part of the MF Turnaround Manual. The manual is designed for accounts and professionals wishing to develop operational turnaround skills.
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which radically reduced working capital, enabled customization of orders, and (riding Moore's law) .
This report is about combination of various strategic management theories which has explains by different authors with different viewpoints according to the situations which they are looking at.
Strategic management can be basically describe as a process which analysis the current situation and make strategies which will matches to that. Basically strategic management has three main processes which can name as strategic formulation, implementation and evaluation.
First this report explains about what is strategic management and how it has implemented and how if effects for an organization. Compare to that briefing then the report focus on the theories which has found out to be explain in the journals which has selected to review the strategic management theories.
And then the report contains about the strengths and weaknesses of the each selected strategic management theory. After that it contains about a combination of all the theories which has mention in the report, to fill up the gap of each theory using the strength of the other.
Finally, in the conclusion the report shows the final view of the researcher about the finding throughout the research and the assumption which can make about combination of the strategic management theories and the use of this combination for a better performance.
OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
1. 360° – the Business Transformation Journal No. 14 | November 2015
16
Abstract
While more and more companies leverage business models in an innovation context to ensure the
economic viability of new products and services, their enormous potential to manage businesses
over their entire life cycle is widely ignored. That is astonishing because business models help to
design and maintain the business logic in a simple and unprecedented manner, whilst assisting to
bridge the gap between strategy and daily business.
2. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
17
BUSINESS MODEL
BASED MANAGEMENT
In today’s economy, competitive advantage is progressively based on business
models. Hence, companies will need to carefully consider their business model
portfolio in order to stay on top of the market. This requires a new and innovative
management approach in order to control the life cycle of business models and
monitor the complete portfolio.
by Uli Eisert and Julia Doll
Bridging the Gap Between Strategy and
Daily Business
There is an enormous hype around busi-
ness models these days (Amarsy, 2015).
Whether discussing the internet giants or
the blurring of entire industry segments,
people always refer to new business mod-
els as the key to their success. We under-
stand that differences in products and ser-
vices alone are not enough to explain the
success or failure of companies. The win-
ners are those that embed their offerings
into the right business model.
Consequently, many companies have fi-
nally started to manage business model
innovation with the same level of profes-
sionalism as product or process innova-
tion. If done right, they utilize the capa-
bility of business models to design the
appropriate business logic in a very un-
derstandable and tangible manner that is
to a large extent a craft rather than an art
(Doll and Eisert, 2014).
However, the enthusiasm about business
model innovation mostly stops after the
initial design of the business model. Very
few companies handle the implementa-
tion of new business models in an explicit
and systematic manner, and even less use
business models continuously to manage,
optimize, and transform their current busi-
nesses.
Challenges of Management Today
While academics are looking at business
models from a strategic management per-
spective, practitioners are still using the
traditional mechanisms to manage, mon-
itor, control, or optimize (Teece, 2010; Hal-
ecker and Hartmann, 2014). A recent re-
port reveals that the ten most used tools
for management are based on concepts
written 20 – 40 years ago (Rigby and Bi-
lodeau, 2015). While 74% of the CEOs
worldwide are concerned with new en-
trants disrupting their business model,
and 44% do not feel comfortable with their
own business model (KPMG, 2015), most
3. 360° – the Business Transformation Journal No. 14 | November 2015
18
of them have not yet started to continu-
ously manage and transform their portfo-
lio of businesses using the business mod-
el concept as the central framework.
If we take the optimization of business-
es as an example, most initiatives focus
on operational excellence and efficiency
only. These initiatives run the risk of op-
timizing only parts of the business in an
isolated manner, which do not lead to an
overall improvement. This is where busi-
ness models can make a difference (see
box 1). Understanding that optimization
activities are an effort to re-design and
re-implement the overall business logic
would ensure a more comprehensive and
balanced approach. It supports ambitious
results that go beyond operational excel-
lence to increased competitive advantage
or organizational agility.
The same happens on the portfolio man-
agement level. If we take mergers as an
example, the typical post-merger process
is focusing on pure integration of the ac-
quired businesses assuming that this is
sufficient to leverage synergies. Again,
the focus is mainly on efficiency gains.
However, if the existing and acquired
business models would be mutually opti-
mized, businesses could achieve signifi-
cantly better results (see box 1).
Even worse, strategy and daily business
are loosely coupled and develop indepen-
dently from one another. To a large extent,
this is due to a strategy formulation that is
too high-level, too vague, and too ambigu-
ous. People struggle to make the strategy
and the corresponding business logic as
tangible and concrete as managers and
employees alike would like it to be. Con-
sequently, there is no consistent and com-
monly accepted management and deci-
sion framework. Overall, today’s situation
is characterized by a striking inability to
bridge the gap between strategy and dai-
ly business. There seems to be a need for
a new approach – and it is the right time to
put business models in the center of it.
Business Model Based Management
Wouldn’t it be logical to leverage the
strengths of business models over the
Box 1: Quotes of Early Adopters
“We have seen that Business Model Based Management (BM)² has a huge potential for the holistic as-
sessment of potential acquisition targets and the post-merger integration (PMI) of acquired companies.
Some companies we acquire utilize business models that are different from the ones we already have in
house. Some might not fit into our way of doing business or might not be able to deal with our constraints;
others might be a great fit, but nevertheless require special consideration during the PMI phase. There
might even be business models that we are actively looking for to enhance our business model portfo-
lio. (BM)² provides tools we use to identify business model innovation early-on, during the due diligence
phase. And it offers a great framework to help with implementation and optimization of such models
during PMI”.
Frank Schuler, Senior Director, M&A Expert at SAP Corporate Development
“(BM)² is the logical next step after BMDI. Applying the optimization workshop to a successful business
such as SuccessFactors helped us rethink our current business and figure out our core strengths. The
term “rethink” is broadly being used here to really mean creatively challenge, innovate and confirm the
key priorities that should be pursued in our business activities with SAP SuccessFactors partnerships.
Utilizing portfolio optimization for SAP business models should prove to be extremely helpful in order
to simplify mergers and acquisitions at SAP and smooth the integration process of acquired business
models (such as SuccessFactors). I think there is great potential in the new business model based man-
agement services for our colleagues at SAP - and definitely our customers”.
Natasha Loeffler-Little, Senior Director, Global Business Development, Cloud Global Partner Operations
Business Model Based Management (BM)²
4. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
19
entire business life cycle and throughout
the entire company? We believe that this
could bring a new level of consistency and
simplification to management on all levels
of the corporation. We call this new ap-
proach to management Business Model
Based Management or simply put (BM)².
If companies grasp the importance of the
business models underlying their busi-
nesses, the foundation for (BM)² is al-
ready laid. In many cases, companies
run various businesses in different stag-
es in parallel, increasing the complexity
of their management and the need for a
(BM)² approach. This approach leverag-
es business models strengths to provide
a structured, consistent, and simplified
approach. These aspects are captured in
the five principles of (BM)² (see box 2 on
the next page).
Understandably, (BM)² has to support
all phases of the life cycle of a business.
The first phase deals with the initial busi-
ness model design and implementation.
While the initial design helps to embed
the new business idea into an appropri-
ate business model, the initial implemen-
tation phase helps launch commercializa-
tion. The implementation ends when the
expected volume of the business and oth-
er KPIs are reached that justify a hand-
over to the “regular” operation of the busi-
ness. The second phase consists of the
management and continuous optimiza-
tion of the implemented business model
supported by comprehensive monitoring.
Once there is a valid reason to optimize
the business model, activities are started
accordingly. These activities are direct-
ed at conquering upcoming threats and
seizing new opportunities. These activi-
ties consist of a re-design, re-implemen-
tation, and execution of the modified busi-
ness model until the next optimization is
required. Due to the highly dynamic and
sometimes disruptive environment, at
one point, optimization is no longer suffi-
cient and the business needs to be fun-
damentally transformed or completely
abandoned (see figure 1).
Transformation
(Re-)Design and (Re-)
Implementation
Management and
Optimization
Exit
Disruption
Adaptation and
Continuous
Improvement
Fig. 1: The
business model
life cycle (business
model canvas adapt-
ed from Business
Model Foundry AG/
CC BYSA 3.0)
5. 360° – the Business Transformation Journal No. 14 | November 2015
20
Business Model Based Management (BM)²
Box 2: The Five Principles of (BM)²
Business Models as an Instantiation of Strategy
Business models provide the means to instantiate the strategy, to make it illustrative, tangible, under-
standable, and ultimately implementable. While strategies leave room for interpretation, business mod-
els ensure that the key questions are tackled: What is flowing back and forth between you, your partners,
and your customers? How is the value created and for whom? How is the value delivered and captured
in a sustainable and profitable way? Answering these questions enforces the accountable managers to
transfer the strategy into concrete business logic and to verify their assumptions.
Business Models as a Management Framework
Business models can replace traditional units of analysis (Amit and Zott, 2001). They offer a manage-
ment framework consisting of three layers (Bucherer, 2010): First, business models are used as descrip-
tion models to visualize, communicate, and share the business logic (Osterwalder et al., 2015). The de-
scription provides the common ground needed for collaboration and smooth operations in the daily
business. Furthermore, business models are used as explanatory models. Because the business model
captures the overall business logic in a condensed manner, managers and experts can understand why
and how the business works. Finally, business models are used as decision models so all decisions can
be based on a common and holistic reference framework. This ensures that the best option for the over-
all business is chosen and it considers that all aspects of the business prevents “local optimization”.
Business Models as a Structural Approach
If you think of a company as a combination of different businesses that are utilizing appropriate business
models, the segmentation of its structure into business units becomes obvious and simple. A segmen-
tation along business models provides a more holistic view that combines external and internal aspects.
Business models ensure consistent and more complete criteria to assess which business activities be-
long together and where businesses should be split because they require different business models.
Each business requires a responsible owner or management team and a sufficient degree of indepen-
dence to steer and manage all business activities. Nevertheless, it can make a lot of sense to group dif-
ferent businesses into one strategic business unit or some kind of division to ensure critical mass and to
prevent micromanagement and sub-optimization.
Business Models as a Common Ground
The compact description of the business model deserves to be print it on posters and to be hanged up in
every meeting room or even in the cafeteria. The plain explanation of what is going on in the business is
something most people appreciate, because they can relate their own contribution easily to it. This com-
bination of simplicity, tangibility, and proximity to the daily business makes business models extreme-
ly powerful. The common ground e.g., between different lines of business, also fosters collaboration. As
soon as people see and understand what others contribute to the common business, they start to appre-
ciate the needed alignment and collaboration.
Business Models as an Organizational Link
As a vertical link, business models can connect different organizational levels. The different business
models need to be consistent over the different levels in a way that the higher-level business model can
be deconstructed into the lower-level models, and that the business models on the lower level can be
condensed into the higher-level model. Thus, they can support a concrete alignment of all business ac-
tivities across the various levels of the organization.
As a horizontal link, business models are useful for the exchange between different business units. Re-
sponsible managers can share best practices based on the aforementioned common language and un-
derstanding of their respective business activities. Moreover, similarities of businesses can be easily de-
tected, which might allow the exploitation of synergies.
6. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
21
If a company runs more than one busi-
ness, it also needs to manage and opti-
mize its portfolio of businesses over time.
Therefore, (BM)² supports the re-design
and re-implementation of the portfolio
dealing with various business models in
parallel. This is about an ongoing optimi-
zation of the portfolio of businesses deriv-
ing the appropriate strategy for each busi-
ness and ensuring that all synergies are
fully leveraged.
As a result, (BM)² supports both the man-
agement of the entire life cycle of each in-
dividual business as well as the manage-
ment of the portfolio of businesses on all
levels of the entire corporation. This is re-
flected in the three disciplines of (BM)²,
which are closely linked with each other
as depicted in figure 2.
To provide a suitable, common, and con-
sistent underlying approach for these
disciplines, we use the Business Model
Development and Innovation (BMDI) ap-
proach as the foundation for (BM)² (see
figure 3 on the next page). However, each
discipline has a different context and a dif-
ferent set of objectives, so the underlying
approach needs to be adapted accord-
ingly.
With its five principles that form a consis-
tent understanding of business models as
the primary management framework and
the three disciplines that support the en-
tire business life cycle based on a com-
mon underlying approach, (BM)² is a new
way of management that addresses the
short comings of existing concepts.
Business Model Design and Imple-
mentation
Designing a business model from scratch
can be a challenging task, but given the
right tools and methods, you can devel-
op and evaluate ideas in an elaborate way
that gives you the security to have con-
sidered all crucial aspects. The afore-
mentioned BMDI approach is an intuitive
methodology used to develop and vali-
date business models (see box 3 on the
next page).
The implementation phase is concerned
with scaling the business, more specif-
ically, how to get from the first custom-
er to the targeted market share. Hence,
Fig. 2: The disci-
plines of (BM)²:
Design and Im-
plementation,Man-
agement and Opti-
mization, Portfolio
Management and
Optimization
Disruption
Portfolio
Management and
Optimization
Business Model Management and
Optimization
Business Model Design
and Implementation
BusinessModel
PortfolioLevel
BusinessModel
Level
e.g.,(S)BU
Level
e.g.,Corporate
Level
7. 360° – the Business Transformation Journal No. 14 | November 2015
22
Business Model Based Management (BM)²
you need to define a roadmap, describ-
ing step-by-step how to accomplish this
final state. To scale your business, you
need to decide on an appropriate growth
strategy from day one. Each company
runs through similar growth stages. By
being aware of their existence and char-
acteristics, you can shape the future for
your business. To succeed, the progress
has to be carefully monitored (Scott and
Bruce, 1987). A new development of sup-
porting these stages are growth hacks.
Growth hacking is based on the target-
ed utilization of marketing strategies in
order to scale the business as quickly as
possible. It can be considered an explor-
atory mode, where you try to understand
what works best for your business and
the industry through trial and error. There
is no one strategy that is suitable for all.
As in the design of your business model,
it takes a creative process inspired by a
pool of different growth hack patterns to
trigger ideas. These growth hacks can in-
fluence the design of your business mod-
el and hence, need to be part of the busi-
ness model design process. For example,
a growth hack applied by Apple was to
give out their Square device for free in or-
der to encourage customers to try their
product. This would mean initial changes
in your revenue model that should be re-
flected in your initial business model can-
vas. Finding the right growth hacks is hard
to predict, they heavily rely on current
trends and context. There are different
examples of successfully applied growth
hacks: Airbnb addressed Craigslist mem-
bers to post on their site in order to utilize
an existing user network, Facebook and
Pinterest generated buzz by using an invi-
tation-only approach, and Dropbox imple-
mented an incentive-based referral pro-
gram. However, growth hacking should
be seen as a continuous process, you
should not rely on one single growth hack
but rather a smart combination of multi-
ple growth hacks used to support your
company through the different growth
Fig. 3: Business
Model (Re-) De-
sign and (Re-) Im-
plementation as
key activities of
(BM)²
Monitoring
Status before (Re-)Design Status after (Re-)Design
Set-Up of (Re-)
Design Project
(Re-)Design Using
the BMDI Approach
(Re-)Implementation
Monitoring
Transformation
Time
Box 3: Business Model Development and
Innovation (BMDI)
Business Model Development and Innovation (BMDI) is a
targeted approach to develop and evaluate business mod-
els. It can be applied to many use cases such as the de-
velopment of business ideas, the analysis of unsuccess-
ful businesses, or the optimization of successful business
models. BMDI can also be utilized at several levels to in-
novate business models of companies, business units, or
products and services. It offers a toolset of methods, which
can be selected and combined in multiple ways in order to
meet the specific needs of each business context.
BMDI consists of four iterations that can easily be under-
stood and applied: Analyze and Improve, Challenge and
Change, Test and Verify, and Evaluate and Decide. To learn
more about BMDI, read Business Model Development and
Innovation - A Strategic Approach to Business Transforma-
tion (Doll and Eisert, 2014).
8. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
23
stages. For platform or marketplac-
es, when deciding on your growth hack
strategy, special consideration needs
to be given to the network effects that can
be exploited by reaching a critical mass.
For example, in the first growth stage of
platforms, special focus needs to be giv-
en to solving the chicken and egg prob-
lem. That is, when you want to address
two segments that are interested in inter-
acting, but neither one perceives value in
being the first to join.
Overall, you need to work out the details
of your implementation roadmap to cov-
er the different stages of growth. For this,
you need to define a timeline subdivid-
ed into several phases guiding your road-
map. For each phase, you have to deter-
mine certain KPIs allowing you to monitor
and control your progress. KPIs can be
manifold, such as reaching the first 50 cus-
tomers,5%marketshare,andestablishing
a reliable business network. Each phase
is described with a detailed project plan,
business case, and a business model can-
vas that explains the business logic in the
respective phase. Here, you should imple-
ment the growth hacks chosen for the cor-
responding phase. You should also con-
sider adaptations in the business model
canvas. In the initial canvas, you may not
startaddressingallplannedcustomerseg-
ments or, you might not offer the full value
proposition from the beginning and start
with offering parts of the product or ser-
vice. Summing up all stages, you should
achieve the final business model where
you have reached all customers, offer the
full value proposition, collaborate with all
planned partners, and more.
While you are implementing your busi-
ness model you can always compare the
as-is situation with the expectations for
the respective phase. If gaps occur, you
can always adapt your business model
stages and project plans to any insights
found along the way. This is the beau-
ty of BMDI and business models in gen-
eral; they represent dynamic tools that
follow an iterative process. They should
always reflect your current knowledge and
insights, which is why it makes them the
perfect tool for monitoring and controlling
your execution.
Business Model Management and
Optimization
After the implementation of a new busi-
ness model is finalized, the “regular”
management of a business starts. In this
phase, it is important that the business
model is used as the management frame-
work to make sure that all business deci-
sions are taken from the perspective of
the overarching business logic. To find out
whether the business is running accord-
ing to the expectations and to understand
how the business model is performing,
one should (1) frequently monitor multiple
indicators, both internal and external, (2)
identify gaps between the designed and
the running business model, and (3) pro-
vide the necessary improvements.
That is why the management of a busi-
ness model always involves its optimiza-
tion. Under the term optimization, we re-
fer to the reaction to a set of internal and
external dynamics related to an imple-
mented business model subsuming all ef-
forts for adaptations and improvements.
In general, optimization activities can ei-
ther be a reaction to a gap that was deter-
mined (e.g., a regular analysis of the cus-
tomer requirements might indicate that a
readjustment of the value proposition is
required) or, they could be triggered rath-
er proactively when the responsible man-
agers see a threat or an opportunity (e.g.,
digital technologies provide new options
for companies and their competitors). This
requires an understanding that a business
model is a transformational rather than a
Four optimization themes were
identified in our research: Nurture
and extend, reduce and get lean,
seize and expand, and protect
and sustain.
9. 360° – the Business Transformation Journal No. 14 | November 2015
24
static concept (Demil and Lecocq, 2010).
Through our research, we identified four
optimization themes that can be applied
to different contexts.
Nurture and Extend. The underly-
ing assumption for this type of optimiza-
tion is that there are just a few elements
in your business model that are crucial for
its success. Also, that the systematic ad-
vancement of these elements would sig-
nificantly contribute to competitive ad-
vantages and to an improved financial
performance. We call these elements
core assets that could be resources, ac-
tivities, processes, capabilities, compe-
tencies, values, standards, and more.
This type of optimization is about identi-
fying these core assets, improving their
utilization directly, or, if required, nurtur-
ing them and extending their usage as
they grow.
Reduce and Get Lean. This type of op-
timization carries the assumption that
there are several elements in your busi-
ness model that are unvital for its suc-
cess. Moreover, that a systematic
reduction of these elements would sig-
nificantly contribute to efficiency and re-
duced costs. In the context of all types of
lean approaches, these elements are at
least to some extent considered as waste
because they do not adequately contrib-
ute to the value that is created, delivered,
and captured. We call these elements dis-
pensable assets. These elements could
be resources (in the broadest possible
sense), activities, or something in be-
tween. Using the business model as a ref-
erence, it becomes clear what adds value
and what adds waste. This type of optimi-
zation is about identifying these dispens-
able assets, and systematically assess-
ing if they could be eliminated, reduced,
or carried out in a more efficient way (e.g.,
by somebody else) in order to get lean.
Seize and Expand. The underlying as-
sumption for this type of optimization is
that the environment provides frequent
opportunities that can be seized in or-
der to expand your own competitive posi-
tion. These opportunities can arise due to
changes in the environment, in particular
on the customer side, the competitor side,
and in regards to strategic partners. While
these changes might simply occur, there
may be changes that one can proactive-
ly trigger in his or her own favor. What you
want to accomplish in a “Seize and Ex-
pand” optimization is to comprehensive-
ly identify and seize opportunities in order
to expand your footprint, i.e., to increase
your market share or to enter new mar-
kets. That is why this type of iteration is of
particular interest if you pursue a growth
strategy.
Protect and Sustain. Here, the assump-
tion is that threats frequently arise in the
external environment that can endan-
ger the company’s competitive position
and long-term success. Thus, you have
to protect your business to make it sus-
tainable. These threats can arise due to
disregarding certain aspects during the
initial business model design and imple-
mentation phase or they occur due to
changes in the environment, in particular
on the customer or competitor side. Be-
sides quick and adequate responses to
changes, this type of optimization is main-
ly about proactive measures to make a
business model less vulnerable and more
sustainable.
Business Model Portfolio Manage-
ment and Optimization
The objective of business model portfolio
management and optimization is to im-
plement and reflect the corporate strate-
gy by the creation, maintenance, and op-
timization of a portfolio of businesses. It
supports the management of a portfolio
of business models on the corporate lev-
el with the goal of an ongoing optimiza-
tion of the composition and alignment of
Business Model Based Management (BM)²
Portfolio management should shape
the future by creating synergies,
strengths, and opportunities that can
be leveraged in the long run.
10. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
25
the used business models. The key idea
behind any portfolio is to make decisions
in relation to other decisions (Bea and
Haas, 2013).
Business model portfolio manage-
ment and optimization becomes rele-
vant to achieving economic success in a
sustained manner when a company is
running more than one interrelated busi-
ness. Rooted in growth aspirations and
diversification strategies, active portfolio
management supports solving the prob-
lems of growing, multi-business firms
(Untiedt, Nippa, and Pidun, 2012). A re-
cent survey has shown that portfolio man-
agement is eminently important and rel-
evant with two-thirds of the interviewed
companies applying portfolio manage-
ment techniques regularly (BCG, 2011).
Typical triggers for portfolio optimization
are founded in the attempt to leverage ex-
isting strengths, opportunities, or syner-
gies. Nevertheless, portfolio management
should also shape the future by creating
synergies, strengths, and opportunities
that can be leveraged in the long run.
Because business model portfolio man-
agement and optimization is the only dis-
cipline within (BM)² that takes place on the
corporate level, it has a distinguished role.
It acts as the link between the strategy,
corporate level, and subordinate level(s).
This is particularly important when the
decisions need to be made:
– to develop a new business model or
to implement a newly developed busi-
ness model
– to adjust running business models to
changes in the corporate strategy
– to significantly invest into a business
model
– to phase out a business or to start the
transformation of a business model with
the goal of the renewal of the business
– to sell, merge, or acquire a business
– to prioritize key elements within the
business models
These decisions can be seen as trig-
gers for activities on the subordinate lev-
el. However, it would be wrong to assume
that the linkage between portfolio man-
agement and optimization and the other
disciplines is only one-way, which is top-
down. In contrast, all levels should be ac-
tively involved in the strategy process.
This is true for the entire process from
triggering and creating initiatives, to their
selection and implementation. Therefore,
in the same way the corporate level influ-
ences the development of business mod-
els on the subordinate levels, these levels
should be empowered and encouraged to
contribute to the optimization of the over-
all strategy and portfolio development on
the corporate level.
Similar to optimization activities on the
single business model level, optimiza-
tion activities on the portfolio level contain
widespread themes that can be re-used
in various contexts, such as the following.
Leverage and Optimize. The underlying
assumption for this type of optimization
is that there are potential synergies with-
in the portfolio that could be leveraged
to optimize the overall economic perfor-
mance. Leveraging synergies can lead to
higher efficiency and lower costs as well
as to a better competitive differentiation.
However, leveraging synergies can also
lead to dependencies and conflicts. Thus,
this type of iteration is ultimately about
finding an optimal trade-off between syn-
ergy and autonomy between the differ-
ent businesses within the portfolio and be-
Optimization activities on the
portfolio level include the following:
Leverage and optimize; restructure
and grow; cooperate and strengthen;
and transform and renew.
Leveraging synergies can lead to
higher efficiency and lower costs as
well as to a better competitive
differentiation.
11. 360° – the Business Transformation Journal No. 14 | November 2015
26
tween the corporate and the subordinate
levels.Whiletheformerisoftencalledhori-
zontal optimization, the latter is sometimes
called vertical optimization.
We call the elements where synergies
could be leveraged “synergy assets”. The
first part of the analysis is to identify the
potential synergy assets. According
to Porter (2010), these include tangible
(e.g., machines), intangible (e.g., know-
how), and competitive interrelations (e.g.,
aligned activities regarding a joint com-
petitor). These assets cannot just lead to
efficiency gains by centralizing or inte-
grating activities that different businesses
could do together, but also to competitive
advantages by complementing the capa-
bilities of one business with those that an-
other business could provide.
Restructure and Grow. For this type of
optimization, the underlying assumption
is that the structure of the portfolio could
be improved in order to grow in a well-
balanced manner according to the cor-
porate objectives. Thus, this type of opti-
mization is ultimately about deriving the
right strategic direction for all business-
es of the portfolio in scope from a corpo-
rate perspective. In most cases, growth is
the dominant objective while balance (in
regards to: lower vs. higher risk and focus
vs. diversification) is rather an enabler for
sustainable growth.
When we look into the objective of
growth, of course companies can lever-
age traditional portfolio management
techniques such as the BCG- or McKin-
sey-Matrix. However, from a business
model perspective it makes sense to as-
sess the respective growth potential in a
more holistic manner for the established
and evolving businesses. Because a
business can be developed to go into dif-
ferent directions and in various ways, the
potential growth of a business is highly
dependent on how the responsible man-
agement team is shaping its future. This
is why the team should leverage existing
market data and stress its creativity and
ability to influence future developments.
Cooperate and Strengthen. The un-
derlying assumption for this type of opti-
mization is that various types of strategic
partnerships on the corporate or subor-
dinate levels can strengthen the compa-
ny in different dimensions. Compared to
an organic improvement of the competi-
tive position and organic growth, partner-
ships provide specific benefits that justify
focusing on them in a separate type of op-
timization. Cooperation is an instrument
that should be used frequently due to the
enormous scope of potential applications.
You should focus on the desired benefits
as a starting point, which are often clus-
tered into the following areas (Welge and
Al-Laham, 2011):
– Resources: can provide access to ex-
ternal resources and competencies,
e.g., specific expertise.
– Time: provides almost immediate ac-
cess to new assets.
– Costs: opportunity to share expensive
resources or to better utilize capacities.
– Markets: can provide access to markets
that could not be reached beforehand
and a joint offering might be significantly
more attractive.
– Risks: can be the basis to share risks
e.g., for expensive RD activities.
– Reputation: may allow partners to ben-
efit from the image and reputation of the
partner.
– Market power: can result in an increas-
ing market power e.g., to carry through
industry standards.
When checking the business mod-
els in scope, the task is to deter-
mine where and how a partner could
make a difference and if a cooperation
would result in significant advantages.
Transform and Renew. Here the as-
sumption is that there is both the need
(at least in sporadic, irregular intervals)
Business Model Based Management (BM)²
The desired benefits should be the
focus, which are clustered in areas
such as time, costs, markets, and
more.
12. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
27
and the possibility for a company to rein-
vent itself as a whole or in parts in order
to renew itself frequently for sustainable
success. While in the other optimiza-
tion types existing strengths or custom-
er relations were regarded as a key driv-
er for success, in this type of iteration we
look at the capabilities that companies
need in times of disruptive change. Now,
a dynamic approach is required: The re-
sources and competencies, which laid
the foundation for yesterday’s success,
might be insufficient or even restricting to-
day. Thus, companies have to be able to
adjust their resources and competencies
and target the new requirements of future
markets. This transformation includes
the cannibalization of existing assets and
markets in the sense of the Schumpeteri-
an “creative destruction” (Herrmann et al.,
2007). This ability, allowing companies
to achieve new and innovative forms of
competitive advantage, is what Teece et
al. (1997), as well as Eisenhardt and Mar-
tin (2000) call dynamic capabilities.
To sense and identify starting points on
how a business in the portfolio or even
the entire company could be re-invented,
these aspects should be considered:
– Disruptive technologies: Initially, dis-
ruptive technologies are rather limited
in their capabilities and can take some
time before their advantages are real-
ized. It is important for companies to un-
derstand this and look for niche markets
or innovators on the customer side that
would benefit from these advantages.
– Disruptive changes of customer behav-
ior: While the majority of customers in
B2B markets usually change their be-
havior in a slow and predictive man-
ner, there are also those that sudden-
ly change their behavior, which comes
along with new needs and demands.
That is why in some industries it is im-
portant to keep an eye on trendsetters
or lead users.
– Mega trends: Certain trends are clear-
ly related to disruptive changes of busi-
ness models and totally new oppor-
tunities. These include digitalization,
globalization, deregulation and liberal-
ization, and increasing market dynam-
ics. Scenario analysis can be used to
reflect potential impacts of these trends
for a company.
– Blurring industry borders: Because of
advancing technologies, liberalization,
and hyper competition, industry bor-
ders are blurring. A few well-known ex-
amples are the increasing economic
convergence of IT and telecommunica-
tion, utility and telecommunication, high
tech and media, healthcare and tour-
ism, banking and insurance, and bank-
ing and retail. Positioning yourself in be-
tween industries in order to come up
with new, highly attractive offerings can
be a strategy for new business models.
Conclusion
Business model design is only valuable
if it is well thought out for the life cycle of
the business. Thus, one has to consider
how to implement, monitor, and optimize
business models along the way. Without
this essential extra step, the developed
and evaluated business model will not
13. 360° – the Business Transformation Journal No. 14 | November 2015
28
Key Learnings
►► Implementing, monitoring, and optimizing business models is as important as designing them. It is
the only way of reaching and sustaining the success intended in business model design.
►► Companies have to manage business models throughout their whole life cycle from their design to
their end life or transformation. They have to look into the portfolio of business models in order to
understand their context and manage them holistically.
►► Companies mostly run multiple business models, which require managing the business model
portfolio. Looking at the interrelations in the portfolio allows to derive insights on synergies, conflicts,
growth potentials, needs for transformation and the like.
Service
AUTHORS
Dr. Uli Eisert is heading the Research and Innovation Hub in St. Gallen, Switzer-
land. The Hub closely collaborates with the University of St. Gallen and is part of the
global Innovation Center Network of SAP. Mr. Eisert has worked in the field of busi-
ness models for over eight years and has done multiple projects, workshops, and
trainings. He has published various journal papers and articles on innovation man-
agement and business model innovation. Before his current position, he was
heading the global PLM solution management at SAP and was working as a con-
sultant and project manager for SAP implementations. He holds degrees in me-
chanical and industrial engineering as well as a PhD in business administration.
uli.eisert[at]sap.com
Julia Doll is a senior project lead for business model innovation at the SAP Research
and Innovation Hub in St. Gallen, Switzerland. She has been working on the concepts
of business model innovation and business model based management. Ms. Doll has
coached many projects in business model innovation, implementation, and optimiza-
tion. Since she started working at SAP in 2007, she has worked on several projects
around the globe. Ms. Doll holds a Master of Science from the University of Mannheim,
Germany and a Master of Business from the University of Queensland,Australia.
ju.doll[at]sap.com
Business Model Based Management (BM)²
achieve the expected success.
However, business model management
does not end there. Looking at the port-
folio of business models run by a compa-
ny provides further insights. Monitoring
and controlling a company based on the
business model portfolio is an innovative
framework for strategic management that
will give business executives the support
needed in a dynamic environment where
business models are decisive to shape
competitive advantage.
Business models are meant to support a
company on all levels. (BM)² can help to
implement and align the strategy in a sim-
ple manner. It is a framework that can help
steer a company to come to the right de-
cisions for accelerated growth and suc-
cess. That is why (BM)² will pave the way
for how we run businesses in the future.
14. 360° – the Business Transformation Journal No. 14 | November 2015
DRIVERS
29
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