NB. Download to see all slide transitions properly. This was presented at the ISBE conference, Sheffield, UK, 2011. It shows how soft systems methodology might be used to confirm and/or define or redefine aan enterprise's core purpose, raison d'etre and value proposition.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Presentation slides and background material for customer development kick-off session at Aalto Summer of Startups 2012 program on June 11th, 2012. Presentors and coaches: Juha Mattsson of Symbioosi and Heikki Leskelä of Bluebiiit
Naming Architecture: A Blueprint for Portfolio SimplicitySiegel+Gale
Jeff Lapatine (strategy director, brand development) delves into naming and nomenclature architecture, and how by deploying simple, easy to codify concepts, you can unlock the potential of your portfolio through the power of simplicity.
FEATURE ARTICLEB u s in e s s M o d e l I n n o v a t i .docxssuser454af01
FEATURE ARTICLE
B u s in e s s M o d e l I n n o v a t i o n in P r a c t i c e
A system atic approach to business m o d e l innovation can help capture value and reduce risks.
Jim Euchner and Abhijit Ganguly
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Develop
ing 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.
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 tremen
dous 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 it
self, 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 vague
ness 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 sus
tains margins or growth. The business model, defined in this
James Euchner is editor-in-chief o f Research-Technology Management and
vice president o f global innovation at Goodyear. He previously held senio'
management positions in the leadership of innovation at Pitney Bowes and
Bell Atlantic. He holds BS and MS degrees in mechanical and aerospace
engineering from Cornell and Princeton Universities, respectively, and an
MBA from Southern M ethodist University. This paper is adapted from his
talk at the 2014 IRI Annual Meeting in Boston in May. [email protected]
Abhijit Ganguly is manager, business m odel innovation at Goodyear.
Before jo in in g Goodyear, he was responsible fo r leading grow th in itia
tives across m ultiple geographies fo r a manufacturing company. He
holds a bachelor's degree in mechanical engineering from Jadavpur Uni
versity (India) and an MBA from the Tuck School of Business at Dartmouth.
[email protected]
DOI: 10.5437/08956308X5706013
way, is inherently embedded in a firm's competitive environ
ment: 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. Focus
ing on creating ...
Zoomable Project Canvas for Business Model Improvement and Disruption - vdd u...Rod King, Ph.D.
There is an emerging school of thought which advocates that startups should ‘pitch’ their business models rather than business plans. Accordingly, startups should present their business model using a one-page business model map such as the Business Model Canvas. Prominent proponents of this school of thought include Steve Blank, Alex Osterwalder, and Nathan Furr. This “Business Model-School of Thought” has an ongoing battle with the “Business Plan-School of Thought.” The war cry of the Business Model-School of Thought is “Burn your business plan.”
But, should the traditional business plan be completely burnt? Should the Business Model Canvas (or derivatives such as the Lean Canvas) be the only document presented such as in Startup Competitions, which are increasingly called “Business Model Competitions”? What about a founder/startup’s Goals, Vision, Mission, and Aspirations which are usually available in a traditional business plan but not directly catered for in the 9 blocks of the Business Model Canvas? How can we have the best of both worlds: obtain the comprehensive view and depth of a business plan while maintaining the relevance and efficiency of one-page business model maps such as the Business Model Canvas (or Lean Canvas)?
The answer may lie in the use of a zoomable but adaptive story canvas – the “Zoomable Project Canvas” - a rudimentary form of which I used in 2007 to obtain venture financing for my visual search engine startup. Over the years, I’ve refined the layout and logic of the zoomable page of the Zoomable Project Canvas, which I consider as a “living organism.” As I read the history of extraordinarily successful startups such as Google, Netflix, and Cirque du Soleil, I cannot help but observe that their story of birth and growth neatly maps into the 4 Improvement/Disruption (I/D) Questions of the Universal Project Canvas.
The 4 Improvement/Disruption Questions are as follows:
#1: What BUSINESS MODEL to improve/disrupt? Present Business Model
#2: How best to improve/disrupt BUSINESS MODEL? Process/Strategy
#3: What BUSINESS MODEL to improve/disrupt TO? Future Business Model
#4: Why improve/disrupt BUSINESS MODEL? Goal/Vision/Result/Aspirations
The Zoomable Project Canvas is the one tool that can be used as a visual platform for facilitating tools and methodologies such as Brainstorming, Customer Development, Business Model Canvas, Lean Canvas, Business DNA Map, Agile Development, Lean Startup, Six Sigma, TRIZ, and Theory of Constraints.
How operational innovation can transform your company.Bibek Prajapati
To meet these challenges, the integration of innovation management with operations strategy is fundamental.Definition of innovation: The process of translating an idea or invention into a good or service that creates value or for which customers will pay.
Introduction
The Payoffs
Organizational Barriers
Making It Work
Getting Implementation Right
Is It Sustainable
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
Targeting innovation and implications for capability developme.docxjosies1
Targeting innovation and implications for capability development
Dave Francis
a
, John Bessant
b,*
a
Centre for Research in Innovation Management (CENTRIM), University of Brighton Brighton, UK
b
School of Management, Cranfield University, Cranfield, Bedfordshire MK43 0AL, UK
Abstract
Innovation is often described in terms of changes in what a firm offers the world (product/service innovation) and the ways it creates and
delivers those offerings (process innovation). Arguably this definition is insufficient since it does not take into account two other areas where
innovation is possible-market position and business models. Market position relates to the situation where an established product/service
produced by an established process is introduced to a new context; here the innovation management challenge is concerned with issues like
adoption behaviour and technology transfer. Business model innovation relates to the situation in which a reframing of the current
product/service, process and market context results in seeing new challenges and opportunities and letting go of others.
Each of these poses challenges for the ways in which innovation is organised and managed—what we term innovation management
capability. The paper explores some of these challenges and also looks at the additional issues raised by discontinuous innovation, moving
beyond the steady state conditions of ‘doing what we do but better’ to a new set of conditions in which ‘doing different things in different
ways’ becomes the norm.
q 2004 Elsevier Ltd. All rights reserved.
Keywords: Innovation; Targeting; Innovation capability; Discontinuous innovation
1. Introduction
Since the Palaeolithic period (Curwin, 1954) some, but
not all, human societies formed enterprises that created new
or improved artefacts, devised ’better’ processes, developed
new ways of selling and devised alternative models of
organising (Diamond, 1997). These enterprises were
innovative—they found ways to exploit the latent potential
of ideas. Innovation can be defined simply as “the successful
exploitation of new ideas” (DTI, 1994). Others have defined
innovation more elaborately, but in similar terms; for
example (Baumol, 2002) writes that innovation is:
“the recognition of opportunities for profitable change
and the pursuit of those opportunities all the way through
to their adoption in practice”.
Embedded in these definitions is the notion that
innovation can be managed. For example, Drucker (1994)
argues that innovation is a core process for a firm; he
suggests that: “in…a period of rapid change the best-
perhaps the only-way a business can hope to prosper, if not
survive, is to innovate. This is the only way to convert
change into opportunities. This, however, requires that
innovation itself be organised as a systematic activity”
(Preface 1).
It follows that enterprises that are better able to manage
innovation than others and demonstrate a record of
succes.
Using Groupsites to Construct Knowledge Sharing and Learning InfrastructuresPeter Bond
Presentation of a case in which an online collaboration platform was used to support a university based course in technology entrepreneurship. Exemplifies the opportunities and problems of using collaboration platforms to support learner networks including Communities of Practice.
Development and application of Engrestrom's Activity System Model/ToolPeter Bond
Presentation showing the further development and application of Yryo Engestrom's activity system model to understanding and/or analysing 'primitive' socio-technical systems.
More Related Content
Similar to Small firms born reborn and cured in way refreshing and agonising
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
help.mbaassignments@gmail.com
or
call us at : 08263069601
Presentation slides and background material for customer development kick-off session at Aalto Summer of Startups 2012 program on June 11th, 2012. Presentors and coaches: Juha Mattsson of Symbioosi and Heikki Leskelä of Bluebiiit
Naming Architecture: A Blueprint for Portfolio SimplicitySiegel+Gale
Jeff Lapatine (strategy director, brand development) delves into naming and nomenclature architecture, and how by deploying simple, easy to codify concepts, you can unlock the potential of your portfolio through the power of simplicity.
FEATURE ARTICLEB u s in e s s M o d e l I n n o v a t i .docxssuser454af01
FEATURE ARTICLE
B u s in e s s M o d e l I n n o v a t i o n in P r a c t i c e
A system atic approach to business m o d e l innovation can help capture value and reduce risks.
Jim Euchner and Abhijit Ganguly
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Develop
ing 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.
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 tremen
dous 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 it
self, 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 vague
ness 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 sus
tains margins or growth. The business model, defined in this
James Euchner is editor-in-chief o f Research-Technology Management and
vice president o f global innovation at Goodyear. He previously held senio'
management positions in the leadership of innovation at Pitney Bowes and
Bell Atlantic. He holds BS and MS degrees in mechanical and aerospace
engineering from Cornell and Princeton Universities, respectively, and an
MBA from Southern M ethodist University. This paper is adapted from his
talk at the 2014 IRI Annual Meeting in Boston in May. [email protected]
Abhijit Ganguly is manager, business m odel innovation at Goodyear.
Before jo in in g Goodyear, he was responsible fo r leading grow th in itia
tives across m ultiple geographies fo r a manufacturing company. He
holds a bachelor's degree in mechanical engineering from Jadavpur Uni
versity (India) and an MBA from the Tuck School of Business at Dartmouth.
[email protected]
DOI: 10.5437/08956308X5706013
way, is inherently embedded in a firm's competitive environ
ment: 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. Focus
ing on creating ...
Zoomable Project Canvas for Business Model Improvement and Disruption - vdd u...Rod King, Ph.D.
There is an emerging school of thought which advocates that startups should ‘pitch’ their business models rather than business plans. Accordingly, startups should present their business model using a one-page business model map such as the Business Model Canvas. Prominent proponents of this school of thought include Steve Blank, Alex Osterwalder, and Nathan Furr. This “Business Model-School of Thought” has an ongoing battle with the “Business Plan-School of Thought.” The war cry of the Business Model-School of Thought is “Burn your business plan.”
But, should the traditional business plan be completely burnt? Should the Business Model Canvas (or derivatives such as the Lean Canvas) be the only document presented such as in Startup Competitions, which are increasingly called “Business Model Competitions”? What about a founder/startup’s Goals, Vision, Mission, and Aspirations which are usually available in a traditional business plan but not directly catered for in the 9 blocks of the Business Model Canvas? How can we have the best of both worlds: obtain the comprehensive view and depth of a business plan while maintaining the relevance and efficiency of one-page business model maps such as the Business Model Canvas (or Lean Canvas)?
The answer may lie in the use of a zoomable but adaptive story canvas – the “Zoomable Project Canvas” - a rudimentary form of which I used in 2007 to obtain venture financing for my visual search engine startup. Over the years, I’ve refined the layout and logic of the zoomable page of the Zoomable Project Canvas, which I consider as a “living organism.” As I read the history of extraordinarily successful startups such as Google, Netflix, and Cirque du Soleil, I cannot help but observe that their story of birth and growth neatly maps into the 4 Improvement/Disruption (I/D) Questions of the Universal Project Canvas.
The 4 Improvement/Disruption Questions are as follows:
#1: What BUSINESS MODEL to improve/disrupt? Present Business Model
#2: How best to improve/disrupt BUSINESS MODEL? Process/Strategy
#3: What BUSINESS MODEL to improve/disrupt TO? Future Business Model
#4: Why improve/disrupt BUSINESS MODEL? Goal/Vision/Result/Aspirations
The Zoomable Project Canvas is the one tool that can be used as a visual platform for facilitating tools and methodologies such as Brainstorming, Customer Development, Business Model Canvas, Lean Canvas, Business DNA Map, Agile Development, Lean Startup, Six Sigma, TRIZ, and Theory of Constraints.
How operational innovation can transform your company.Bibek Prajapati
To meet these challenges, the integration of innovation management with operations strategy is fundamental.Definition of innovation: The process of translating an idea or invention into a good or service that creates value or for which customers will pay.
Introduction
The Payoffs
Organizational Barriers
Making It Work
Getting Implementation Right
Is It Sustainable
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
Targeting innovation and implications for capability developme.docxjosies1
Targeting innovation and implications for capability development
Dave Francis
a
, John Bessant
b,*
a
Centre for Research in Innovation Management (CENTRIM), University of Brighton Brighton, UK
b
School of Management, Cranfield University, Cranfield, Bedfordshire MK43 0AL, UK
Abstract
Innovation is often described in terms of changes in what a firm offers the world (product/service innovation) and the ways it creates and
delivers those offerings (process innovation). Arguably this definition is insufficient since it does not take into account two other areas where
innovation is possible-market position and business models. Market position relates to the situation where an established product/service
produced by an established process is introduced to a new context; here the innovation management challenge is concerned with issues like
adoption behaviour and technology transfer. Business model innovation relates to the situation in which a reframing of the current
product/service, process and market context results in seeing new challenges and opportunities and letting go of others.
Each of these poses challenges for the ways in which innovation is organised and managed—what we term innovation management
capability. The paper explores some of these challenges and also looks at the additional issues raised by discontinuous innovation, moving
beyond the steady state conditions of ‘doing what we do but better’ to a new set of conditions in which ‘doing different things in different
ways’ becomes the norm.
q 2004 Elsevier Ltd. All rights reserved.
Keywords: Innovation; Targeting; Innovation capability; Discontinuous innovation
1. Introduction
Since the Palaeolithic period (Curwin, 1954) some, but
not all, human societies formed enterprises that created new
or improved artefacts, devised ’better’ processes, developed
new ways of selling and devised alternative models of
organising (Diamond, 1997). These enterprises were
innovative—they found ways to exploit the latent potential
of ideas. Innovation can be defined simply as “the successful
exploitation of new ideas” (DTI, 1994). Others have defined
innovation more elaborately, but in similar terms; for
example (Baumol, 2002) writes that innovation is:
“the recognition of opportunities for profitable change
and the pursuit of those opportunities all the way through
to their adoption in practice”.
Embedded in these definitions is the notion that
innovation can be managed. For example, Drucker (1994)
argues that innovation is a core process for a firm; he
suggests that: “in…a period of rapid change the best-
perhaps the only-way a business can hope to prosper, if not
survive, is to innovate. This is the only way to convert
change into opportunities. This, however, requires that
innovation itself be organised as a systematic activity”
(Preface 1).
It follows that enterprises that are better able to manage
innovation than others and demonstrate a record of
succes.
Using Groupsites to Construct Knowledge Sharing and Learning InfrastructuresPeter Bond
Presentation of a case in which an online collaboration platform was used to support a university based course in technology entrepreneurship. Exemplifies the opportunities and problems of using collaboration platforms to support learner networks including Communities of Practice.
Development and application of Engrestrom's Activity System Model/ToolPeter Bond
Presentation showing the further development and application of Yryo Engestrom's activity system model to understanding and/or analysing 'primitive' socio-technical systems.
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Small firms born reborn and cured in way refreshing and agonising
1. Small Firms Cured and Reborn in Ways
Both Refreshing and Agonising.
Peter L. Bond
Learning Futures Consulting
Wirral, UK.
The paper is about redefining or confirming an enterprise’s core
purpose using CATWOE, part of soft system methodology and
the benefits it can bring over methods like Strategic Intent (or
Mission Statements).
2. Aims of the presentation
To introduce CATWOE and illustrate its use
OTHERS IDEAS FOUND IN THE PAPER
Enterprises as solution concept generators, solution makers, solution
supporters
The idea of Foundational Knowledge
and its relation to core-competence
3. About CATWOE
Part of the soft systems method of organisational analysis and improvement
used to generate a concise statement of system/organisational purpose
called the root definition.
C is for CUSTOMER—principal beneficiary and why the system exists
A is for ACTORS—those with knowledge and skill underpinning service to C
T is for TRANSFORMATION —the effect/benefit felt by the customer
Places emphasis on the functionality of the system from the customer POV
W is for WORLDVIEW or values of the actors involved (manager dominant)
O is for OWNERSHIP—the person or entity able to stop the system
E is for ENVIRONMENT—the context (e.g. physical, regulatory) of operation
4. Collaborative Problem Solving is the Essence of Business
Receiving/gaining/accepting
a problem
Mechanism for creating/
conserving
Customer/
enterprise relationships is problem
CONVERSATION
about a owner
solution—
an improvement
Transferring a solution
5. Application of CATWOE
Scenario 1 Scenario 2
time
Evolving market
NEW STARTS
Evolving enterprise
Drifting out of ‘synch’ with the market
common and well recognised problem
Breakdown in conversations?
Solution often begins with reminding the
business of what it is supposed to do.
6. Illustration of CATWOE in action…1
ABC described itself as a manufacturer, involved in metal coating.
ABC Ltd is a company based in Merseyside (E) owned by Mr Y
and provides an excellent service (W), at a profit (W), to
manufacturers (C) requiring the application of performance
enhancing surface coatings (T) to metallic substrates (components)
used in high value added machinery and systems (for example
aircraft parts).
The core purpose is, therefore, not to make or manufacture, but to
increase the performance of components through the application of
a surface coating.
7. Illustration of CATWOE in action…2
This company considered itself a hat manufacturer, but they also imported
hats and supplied to retailers through a wholesaling activity. They mostly
made hats to order, but they also make hats for stock. Hats fell into three
categories: uniform hats, leisure hats, technical hats (H&S) related. They
also designed hats.
A company owned by its MD (O) and embedded in Merseyside (E) that
makes a profit (W) and created employment (W) by designing, making, and
otherwise supplying head wear as a functional element of a uniform set of
clothes so satisfying a user’s desire or need for dress uniformity (C) as an
integral part of establishing or building an identity (T).
This definition excludes hats designed for specific ‘technical’ functions
because they require different actors to design and make them, and may
be marketed to customers with special needs. CATWOE analysis suggests
this aspect of the business should be pursued as a distinct but
complementary business.
Business core purpose should be expressed captured in a single sentence,