This document discusses strategic and business model innovation. It provides a 7 step process for strategic innovation that includes assessing stakeholders, visualizing the environment, exploring knowledge, generating new ideas, envisioning scenarios, and measuring effectiveness. It also discusses developing a value proposition, analyzing trends, using brainstorming techniques, and creating an innovation balanced scorecard. The overall goal is to engage in opportunity recognition and exploitation through business model innovation.
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
Strategic planning for managers involves five key tasks: 1) forming a strategic vision, 2) setting objectives, 3) crafting a strategy, 4) implementing and executing the strategy, and 5) evaluating performance and making adjustments. The choice of strategy is shaped by both external factors like the economy, industry, competitors, and technology, as well as internal factors such as a company's resources and capabilities.
The document discusses the functions of a company's Research and Development department. The department analyzes market data, evaluates competition, and identifies new business opportunities to help develop long-term corporate strategies. It helps address issues like missed targets, process failures, and unclear strategic plans. The department assists with strategic corporate planning, portfolio management, and market research and analysis to support the company's business strategy and maximize value.
Environmental scanning involves monitoring internal and external environments to identify strengths, weaknesses, opportunities, and threats. Corporate governance involves relationships between management, directors, shareholders, and other stakeholders that determine how company objectives are set and performance is monitored. A strategic business unit is a division large enough to control most factors affecting its performance but small enough to be flexible. The balanced scorecard measures performance across learning/growth, business processes, customers, and finance.
Schweiger & Associates provides services to help organizations with strategic planning, market research, mergers and acquisitions, leadership development, and strategy execution. They help clients identify growth opportunities, develop winning strategies, and implement strategic plans through customized solutions and proven processes.
Triune Global provides Leadership Coaching, Advanced Sales Training and Training Consultation.
Leadership Series: Psychometric Assessments, 360 Degrees Survey, 1-on-1 Coaching, Building Championship Teams, Emotional Intelligence, Resolving Conflicts @ Workplace
Advanced Selling Skills: Consultative Selling, Negotiation Skills and Powerful Presentation Skills
Training Consultation: Training Needs Analysis, Training Curriculum and Training Effectiveness Measurement
The document discusses strategy maps and the balanced scorecard as tools for strategic planning and management. It provides examples of strategy maps for different types of organizations, including generic, classic Kaplan/Norton, and public sector examples. It also discusses templates and presents an empty template for a strategy map. Finally, it introduces the Quickscore software application for implementing strategy maps and balanced scorecards.
This document discusses the evolution of strategic management from the 1950s to the present. It outlines the dominant themes, main issues, concepts and techniques, and implementation approaches during different decades. Some key elements discussed include conducting environmental scans, competitive analysis, developing corporate and business level strategies, and implementing strategic plans. The strategic management process involves strategy formulation, implementation, evaluation, and making corrections.
Strategic planning for managers involves five key tasks: 1) forming a strategic vision, 2) setting objectives, 3) crafting a strategy, 4) implementing and executing the strategy, and 5) evaluating performance and making adjustments. The choice of strategy is shaped by both external factors like the economy, industry, competitors, and technology, as well as internal factors such as a company's resources and capabilities.
The document discusses the functions of a company's Research and Development department. The department analyzes market data, evaluates competition, and identifies new business opportunities to help develop long-term corporate strategies. It helps address issues like missed targets, process failures, and unclear strategic plans. The department assists with strategic corporate planning, portfolio management, and market research and analysis to support the company's business strategy and maximize value.
Environmental scanning involves monitoring internal and external environments to identify strengths, weaknesses, opportunities, and threats. Corporate governance involves relationships between management, directors, shareholders, and other stakeholders that determine how company objectives are set and performance is monitored. A strategic business unit is a division large enough to control most factors affecting its performance but small enough to be flexible. The balanced scorecard measures performance across learning/growth, business processes, customers, and finance.
Schweiger & Associates provides services to help organizations with strategic planning, market research, mergers and acquisitions, leadership development, and strategy execution. They help clients identify growth opportunities, develop winning strategies, and implement strategic plans through customized solutions and proven processes.
Triune Global provides Leadership Coaching, Advanced Sales Training and Training Consultation.
Leadership Series: Psychometric Assessments, 360 Degrees Survey, 1-on-1 Coaching, Building Championship Teams, Emotional Intelligence, Resolving Conflicts @ Workplace
Advanced Selling Skills: Consultative Selling, Negotiation Skills and Powerful Presentation Skills
Training Consultation: Training Needs Analysis, Training Curriculum and Training Effectiveness Measurement
The document provides an overview of an advanced strategic management course. The objectives are to understand strategic concepts and apply them to analyze enterprise performance, generate and evaluate strategic options, and implement strategies. The course also aims to integrate previous learning and develop general management skills. It then discusses the concept of strategy, defining it as determining long-term goals and adopting actions and allocating resources to achieve those goals. Different levels of strategy are described, from functional to business to corporate. Successful strategies are said to have effective implementation, understanding of the environment, objective resource appraisal, long-term objectives, and agreement. The document frames strategy as a quest for profit and discusses maximizing shareholder value over profit alone.
The document discusses the strategic management process. It outlines the five key tasks of strategic management: developing a vision and mission, setting objectives, crafting a strategy, implementing the strategy, and evaluating performance. It then provides details on each of these tasks, including examples of company visions, missions, objectives and strategies. The overall summary is that the document outlines the strategic management process and its key components.
The document provides definitions and explanations of various concepts related to strategic management. It begins by defining business strategy as determining long-term goals and objectives to maximize competitive advantage. Strategic management is defined as decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. Corporate strategy describes a company's overall direction in terms of growth, businesses, and product lines.
The document discusses corporate turnaround strategies from both a theoretical and practical perspective. It begins by defining corporate turnaround and outlining various academic models of turnaround stages. It then examines the case of Crown Cork and Seal's turnaround in 1957. The case is analyzed through the five stages of decline/crisis, triggers for change, recovery strategy formulation, retrenchment/stabilization, and return to growth. The document concludes by summarizing key implications for managers implementing turnaround strategies, such as the need for top management change, operational restructuring, and financial restructuring.
This document discusses the importance of strategic planning during tough economic times. It argues that while reactive actions like layoffs address short-term problems, strategic planning sets a company's direction and enables it to prepare for future growth. The document provides suggestions for effective strategic planning, including involving employees, organizing collected ideas, and inviting junior staff to planning sessions to develop future leaders.
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.
Strategic, Strategic Management and Business Policyashnanehta
This presentation gives a detailed account of
- What is strategy?
- What are the various levels of strategy?
- Stories of exemplar strategies
- Criteria for Strategic Decision Making
- Phases of strategic Management
- Elements of strategic Management
- Implementation of strategic management model
Set of decision and actions resulting in formulating and implementation of strategies designed to achieve the objectives of an organization.
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives.
This document provides an overview of strategic management concepts. It begins by defining strategy and discussing early texts on strategy such as Sun Tzu's The Art of War. It then covers core strategic management concepts like vision, mission, objectives, strengths/weaknesses, opportunities/threats. Other topics include the strategic management model, Porter's five forces analysis, Mintzberg's model of strategy development, and the VRIO framework. The document provides a high-level introduction to key elements of strategic planning and strategic management.
This document provides an overview of strategic management concepts across 6 units. It discusses key topics such as defining strategy, tests of a good strategy, the strategy making process, external analysis tools like PESTEL and Porter's 5 Forces, internal analysis including resources/capabilities and core competencies, growth strategies like integration and diversification, and international strategies. Assessment techniques like SWOT, value chain analysis, and portfolio maps are also summarized. The document aims to provide a brief content overview of examination material on strategic management.
Turning Market Complexity and Uncertainty into Competitive AdvantageCGN & Associates
The most successful companies of the future will use Lean and Six Sigma to gain a strategic and competitive advantage. CGN & Associates is helping global organisations get ahead of the curve by working with them to create a strategic framework in which to implement these tools and drive transformational change to achieve dramatic and sustainable benefits.
Workplace Diversity, Advancing The World Of WorkLakesia Wright
The document discusses how organizations can develop their human capital to better execute strategic plans. It argues that human capital should be at the core of strategy, rather than an afterthought. An effective approach integrates three elements: talent optimization to align workforce with strategy, promoting learning agility through collaboration, and developing innovation capabilities. By focusing on these areas and making human capital central, organizations can build an agile workforce that drives strategic change through creativity and new ideas.
Lean strategy focuses on understanding customer demands and incorporating them throughout an organization's processes to optimize value. This allows organizations to continuously improve their competitive advantage over time. By implementing lean thinking from the customer back through each process, organizations can successfully execute strategies that adapt to changing customer needs. The benefits of lean strategy include more successful strategic implementation through a culture of continuous improvement, increased adaptability, revenue growth, and synergies across the organization.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
The document discusses strategic management and the strategic planning process. It defines key concepts like strategy, competitive advantage, and strategic leadership. It then outlines the five steps of the strategic management process: 1) defining the mission and goals, 2) external analysis, 3) internal analysis, 4) selecting strategies, and 5) implementing strategies. It provides details on how to conduct external and internal analysis, and explains how strategies are selected and implemented to achieve competitive advantage.
The document discusses mergers and acquisitions (M&A) activity in the global chemicals industry in the second quarter of 2010. It provides an analysis of M&A deals, focusing on the importance of integration to realize synergies and maximize deal value. Key points discussed include identifying synergy targets, the emphasis on cost containment during integration, and strategies for successful integration such as securing leadership commitment and executing quickly.
Innovation strategy through the business model in digitalFaiz Mimita 🎬
This document provides an overview of innovation strategy through business models in the digital age, using Airbnb as a case study. It discusses how the internet has changed business models, from traditional bricks and mortar to pure online players to click and mortar combinations. Case studies of Virgin Megastore, Amazon and Fnac are presented as examples of each type of business model. The document also outlines Airbnb's business model of allowing people to list, discover and book unique accommodations around the world.
This document discusses the relationship between strategy, business models, and tactics for organizations. It defines strategy as a plan of action to achieve a vision, and strategic thinking as seeking innovation and imagining new futures. Business models refer to how a firm operates and creates value, while strategy is the chosen business model to compete in the market. Tactics are the remaining choices open to a firm within its business model and strategy, such as social media, re-branding, or events. Examples of business models, strategies, and tactics are provided. The conclusion restates that strategy, business models, and tactics are all interconnected parts of the competitive process for organizations.
Business Model Innovation: From Understanding the Process to Tracking the ChangeCopenhagen Business School
Slides from my PhD defense at Aarhus BSS, Aarhus University, presented on 6 January 2017.
The dissertation aims to inform and improve the management’s strategizing activities, when the intended business development initiatives may augment the existing business model:
- Which trajectories of business model change can management consider taking?
- How can changes in the (other firm’s) business model be tracked via public data sources?
- How can the process of business model innovation be conceptualized? What are the major factors inhibiting and facilitating the process?
- How can management track the progress of their own firm’s evolution towards a new business model?
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
The document provides an overview of an advanced strategic management course. The objectives are to understand strategic concepts and apply them to analyze enterprise performance, generate and evaluate strategic options, and implement strategies. The course also aims to integrate previous learning and develop general management skills. It then discusses the concept of strategy, defining it as determining long-term goals and adopting actions and allocating resources to achieve those goals. Different levels of strategy are described, from functional to business to corporate. Successful strategies are said to have effective implementation, understanding of the environment, objective resource appraisal, long-term objectives, and agreement. The document frames strategy as a quest for profit and discusses maximizing shareholder value over profit alone.
The document discusses the strategic management process. It outlines the five key tasks of strategic management: developing a vision and mission, setting objectives, crafting a strategy, implementing the strategy, and evaluating performance. It then provides details on each of these tasks, including examples of company visions, missions, objectives and strategies. The overall summary is that the document outlines the strategic management process and its key components.
The document provides definitions and explanations of various concepts related to strategic management. It begins by defining business strategy as determining long-term goals and objectives to maximize competitive advantage. Strategic management is defined as decisions and actions that determine long-term performance, including environmental scanning, strategy formulation, implementation, and evaluation. Corporate strategy describes a company's overall direction in terms of growth, businesses, and product lines.
The document discusses corporate turnaround strategies from both a theoretical and practical perspective. It begins by defining corporate turnaround and outlining various academic models of turnaround stages. It then examines the case of Crown Cork and Seal's turnaround in 1957. The case is analyzed through the five stages of decline/crisis, triggers for change, recovery strategy formulation, retrenchment/stabilization, and return to growth. The document concludes by summarizing key implications for managers implementing turnaround strategies, such as the need for top management change, operational restructuring, and financial restructuring.
This document discusses the importance of strategic planning during tough economic times. It argues that while reactive actions like layoffs address short-term problems, strategic planning sets a company's direction and enables it to prepare for future growth. The document provides suggestions for effective strategic planning, including involving employees, organizing collected ideas, and inviting junior staff to planning sessions to develop future leaders.
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.
Strategic, Strategic Management and Business Policyashnanehta
This presentation gives a detailed account of
- What is strategy?
- What are the various levels of strategy?
- Stories of exemplar strategies
- Criteria for Strategic Decision Making
- Phases of strategic Management
- Elements of strategic Management
- Implementation of strategic management model
Set of decision and actions resulting in formulating and implementation of strategies designed to achieve the objectives of an organization.
Art & science of formulating, implementing, and evaluating, cross-functional decisions that enable an organization to achieve its objectives.
This document provides an overview of strategic management concepts. It begins by defining strategy and discussing early texts on strategy such as Sun Tzu's The Art of War. It then covers core strategic management concepts like vision, mission, objectives, strengths/weaknesses, opportunities/threats. Other topics include the strategic management model, Porter's five forces analysis, Mintzberg's model of strategy development, and the VRIO framework. The document provides a high-level introduction to key elements of strategic planning and strategic management.
This document provides an overview of strategic management concepts across 6 units. It discusses key topics such as defining strategy, tests of a good strategy, the strategy making process, external analysis tools like PESTEL and Porter's 5 Forces, internal analysis including resources/capabilities and core competencies, growth strategies like integration and diversification, and international strategies. Assessment techniques like SWOT, value chain analysis, and portfolio maps are also summarized. The document aims to provide a brief content overview of examination material on strategic management.
Turning Market Complexity and Uncertainty into Competitive AdvantageCGN & Associates
The most successful companies of the future will use Lean and Six Sigma to gain a strategic and competitive advantage. CGN & Associates is helping global organisations get ahead of the curve by working with them to create a strategic framework in which to implement these tools and drive transformational change to achieve dramatic and sustainable benefits.
Workplace Diversity, Advancing The World Of WorkLakesia Wright
The document discusses how organizations can develop their human capital to better execute strategic plans. It argues that human capital should be at the core of strategy, rather than an afterthought. An effective approach integrates three elements: talent optimization to align workforce with strategy, promoting learning agility through collaboration, and developing innovation capabilities. By focusing on these areas and making human capital central, organizations can build an agile workforce that drives strategic change through creativity and new ideas.
Lean strategy focuses on understanding customer demands and incorporating them throughout an organization's processes to optimize value. This allows organizations to continuously improve their competitive advantage over time. By implementing lean thinking from the customer back through each process, organizations can successfully execute strategies that adapt to changing customer needs. The benefits of lean strategy include more successful strategic implementation through a culture of continuous improvement, increased adaptability, revenue growth, and synergies across the organization.
Driving Operation Innovation Using Lean Six SigmaLakesia Wright
IBM Global Business Services provides strategic insights to business executives through the IBM Institute for Business Value. This document discusses how leading companies like Caterpillar, POSCO, and ScottishPower have used Lean Six Sigma to drive broad operational innovation and financial performance beyond just process improvement. These companies established innovation-focused cultures and capabilities by using Lean Six Sigma to surface customer insights, analyze data, align business units, and establish enduring innovation processes.
The document discusses strategic management and the strategic planning process. It defines key concepts like strategy, competitive advantage, and strategic leadership. It then outlines the five steps of the strategic management process: 1) defining the mission and goals, 2) external analysis, 3) internal analysis, 4) selecting strategies, and 5) implementing strategies. It provides details on how to conduct external and internal analysis, and explains how strategies are selected and implemented to achieve competitive advantage.
The document discusses mergers and acquisitions (M&A) activity in the global chemicals industry in the second quarter of 2010. It provides an analysis of M&A deals, focusing on the importance of integration to realize synergies and maximize deal value. Key points discussed include identifying synergy targets, the emphasis on cost containment during integration, and strategies for successful integration such as securing leadership commitment and executing quickly.
Innovation strategy through the business model in digitalFaiz Mimita 🎬
This document provides an overview of innovation strategy through business models in the digital age, using Airbnb as a case study. It discusses how the internet has changed business models, from traditional bricks and mortar to pure online players to click and mortar combinations. Case studies of Virgin Megastore, Amazon and Fnac are presented as examples of each type of business model. The document also outlines Airbnb's business model of allowing people to list, discover and book unique accommodations around the world.
This document discusses the relationship between strategy, business models, and tactics for organizations. It defines strategy as a plan of action to achieve a vision, and strategic thinking as seeking innovation and imagining new futures. Business models refer to how a firm operates and creates value, while strategy is the chosen business model to compete in the market. Tactics are the remaining choices open to a firm within its business model and strategy, such as social media, re-branding, or events. Examples of business models, strategies, and tactics are provided. The conclusion restates that strategy, business models, and tactics are all interconnected parts of the competitive process for organizations.
Business Model Innovation: From Understanding the Process to Tracking the ChangeCopenhagen Business School
Slides from my PhD defense at Aarhus BSS, Aarhus University, presented on 6 January 2017.
The dissertation aims to inform and improve the management’s strategizing activities, when the intended business development initiatives may augment the existing business model:
- Which trajectories of business model change can management consider taking?
- How can changes in the (other firm’s) business model be tracked via public data sources?
- How can the process of business model innovation be conceptualized? What are the major factors inhibiting and facilitating the process?
- How can management track the progress of their own firm’s evolution towards a new business model?
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
Google's business model relies on advertising revenue through services like Google Adwords and Adsense. Its business strategy focuses on cloud computing and continuing to generate most revenue from advertising. For a strategy to be successful, it must be well-executed through specific and realistic objectives, adequate resources, and strong management. A business's strategy can lead it to change its underlying business model, such as if Google were to start charging subscriptions for online publications or selling hardware directly to consumers.
Strategy, Business Model and Business planCarl Lupke
This document provides an overview of key concepts for developing a business strategy and plan, including outlines for strategic management, business models, positioning strategies, and ensuring fit between strategy and operations. It discusses evaluating the external environment and internal strengths/weaknesses, choosing between growth, stability, and retrenchment strategies. Frameworks are presented for assessing value propositions, vision, strategic positioning, and mapping strategies to opportunities and threats. The document also covers developing business models that define revenue sources, cost drivers, investment needs, and critical success factors to operationalize strategies and capture wealth.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Eric Ries' presentation on lean startups. From Steve Blank's Customer Development course at Berkeley. Learn more and hear the audio at http://bit.ly/3qsvJ.
The document summarizes key principles from Eric Ries' book on building successful startups using a "Lean" approach. It discusses 5 principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) startups exist to learn how to build a sustainable business through validated learning, (4) the build-measure-learn cycle allows for rapid iteration, and (5) innovation accounting helps prioritize work. It emphasizes the importance of rapid prototyping to validate assumptions and learn quickly from customers through metrics. Pivoting the business model based on learnings, rather than stubbornly sticking to initial ideas, is also highlighted as critical to the Lean approach for building enduring businesses.
Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organize...Rod King, Ph.D.
Steve Jobs' approach to creating extraordinarily successful products is shrouded in mystery. This presentation introduces a new framework, "Lean Startup Project Management", which can be used to explain Steve Jobs' innovation methodology which was largely intuitive. As the name implies, Lean Startup Project Management focuses on translating into reality ideas and principles from Eric Ries's bestselling book, "The Lean Startup." The core tool of Lean Startup Project Management is the One-Page Lean Startup which is a multilevel dashboard. Whereas existing approaches focus on using a tactical dashboard for Lean Startup Project Management, the One-Page Lean Startup uses 3 integrated dashboards: visionary, strategic, and tactical One-Page Lean Startup. Users end up saving time, money, energy, and lots of other resources. Experiment with the One-Page Lean Startup and provide us with your feedback.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
The document discusses business innovation and provides a framework for organizations to improve their innovation capabilities. The framework includes 4 key areas: 1) Innovation strategy - defining where to allocate resources for future returns, including trend and scenario analysis. 2) Business model innovation - developing new business models to create, deliver, and capture value. 3) Operating model innovation - aligning assets and capabilities to deliver future value. 4) Innovation management - processes, governance, metrics to maximize innovation efforts. The framework helps organizations improve strategy, business models, operations, and management to create sustainable value through innovation.
The document introduces the Agile Thinking framework, which is a unified methodology for building an efficient, agile and impactful innovation system within organizations. It is based on the author's experience delivering innovation in global corporations. The framework focuses on execution as the central pillar and incorporates principles of accountability and flexible resource deployment to design adaptable organization structures for reliably bringing new ideas to market. It takes a holistic view of innovation capabilities in the context of business needs, strategy and existing processes to integrate critical skills and support systems with organizational structures. This ensures cross-functional engagement, efficient use of resources, and overcoming barriers to innovation delivery.
how to apply entrepreneurial and strategic tools, techniques, and concepts in ways that help the firm create increasing amounts of wealth.
six domains: innovation, networks, internationalization,organizational learning, top management teams and governance, and growth.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
The document discusses the importance of innovation for organizational change and success, noting that innovation happens through creative collaboration, idea generation tools, and an idea management system to evaluate ideas, with management playing a key role in establishing an innovative culture and powering the corporate innovation machine.
Newport Consulting Group is an independent consulting firm founded in 1995 that delivers strategy, operations, risk, and technology services through experienced professionals. The document discusses Newport's services in corporate sustainability, enterprise performance management, pathway innovation, and governance, risk, and compliance. It provides an overview of their approach and frameworks in these areas to create value for clients.
The document discusses providing comprehensive business transformation consultancy services through precision intervention methods. It summarizes that the company uses tried and proven methods to provide consultancy in three interrelated areas: strategy and planning, organization management and development, and supporting business processes. The goal is to help businesses systematically transform and achieve their strategic goals through measurable benefits.
IGNOVA is a consulting firm that helps clients understand and implement innovation through comprehensive services. They provide innovation master plans, help build innovation culture and structure within organizations, develop new business models through trend analysis and workshops, assist with product and service innovation from ideation to development, and optimize sales and marketing strategies to speed adoption of innovations. Their holistic approach aims to successfully put innovation strategies into practice for clients.
1) Air Products and Chemicals Inc. (APCI) introduced a vision called "Deliver the Difference" to unify the organization and establish a "one company" focus on customers.
2) APCI is transforming itself to become more process-focused in order to drive productivity and customer value. Executive process owners were appointed to lead this effort and drive process convergence across the company.
3) APCI established a global process board and identified 13 global processes to standardize work processes on a global scale and improve efficiency. Extensive training was provided to employees on process management.
SmallBizWorks provides free business consulting services to small businesses in Southwest Colorado, including strategic planning, marketing, finance, and operations assistance. They offer rapid response teams to provide tailored advice, and strategic, marketing, and operational audits to assess businesses and suggest improvements. SmallBizWorks also runs a profit improvement program and workshops to help businesses stabilize finances and boost growth.
ALYNDe Whitepaper - Innovation And The CIO - Preparing For TransformationGlenn Bunker
This document discusses the role of the Chief Information Officer (CIO) in managing innovation. It argues that the CIO should become a partner in the innovation function and help implement an "Innovation Nerve Center" using innovation lifecycle management solutions. This would allow the organization to better govern the innovation process and drive performance through managing products and ideas as a portfolio. To successfully innovate, companies must make innovation their central strategy, develop an innovative culture and capabilities, and institute processes to continuously manage innovation. The CIO can help with this transition and ensure technology supports, rather than hinders, the organization's innovation goals.
Best practice finance diagnostic review longconradfsr
The document outlines a blueprint for integrating the finance function after a merger and acquisition. It discusses seven critical issues facing Chief Financial Officers as the role of finance shifts from scorekeeper to business partner. The issues include business partnering, performance measurement, information as a competitive asset, organizational skills, cost management, financial risk management, and coordinating improvement projects.
The document discusses principles of program governance, focusing on delivering value to support growth while reducing costs. It emphasizes transitioning from operational effectiveness to strategy-focused management by placing operations as the foundation and installing strategy, objectives and metrics. Governance aims to close common gaps by managing resources and services through leadership and stewardship. Key aspects of governance include strategic alignment, execution excellence, financial accountability, operational innovation, and executing strategy through repeatable processes.
The document outlines an approach to challenge an organization's innovation strategy by providing systematic insights into how trends may impact business and how the innovation portfolio aligns. It involves using an innovation radar screen to identify trends and their likelihood and impact. Strategic scenario thinking is then used to estimate the impact of trends on business value and match with capabilities. Gaps and opportunities in the innovation portfolio are identified to develop new business strategies and plans. This approach provides a conceptual model to analyze the relationship between trends, business impact, and the innovation portfolio.
Innovation process management whitepaperNeeraj Thakur
The document outlines an Innovation Process Management (IPM) solution based on the Microsoft platform to help companies manage ideas from capture through selection. The IPM solution enables companies to widen their idea pipeline, formalize the innovation process, and optimize return on investment through six stages: strategize, capture, formulate, evaluate, define, and select. The solution is built on technologies like Office SharePoint Server, Office InfoPath, and Microsoft Enterprise Project Management to facilitate collaboration and management of the innovation process.
The Path To Operational Excellence 5 Components Of SuccessNat Evans
The document discusses operational excellence and provides a definition and framework. It argues that operational excellence must be strategically focused on areas where an organization can outperform competitors to provide competitive advantage. It emphasizes that leadership must select a tight focus area and guide implementation, and that operational excellence initiatives should align with strategic goals to ensure support and sustainability. The framework identifies five drivers of operational competitive advantage: safety, asset productivity, human capabilities, process excellence, and supply chain management.
Similar to Strategic and business model innovation 101510 (20)
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Efficient PHP Development Solutions for Dynamic Web ApplicationsHarwinder Singh
Unlock the full potential of your web projects with our expert PHP development solutions. From robust backend systems to dynamic front-end interfaces, we deliver scalable, secure, and high-performance applications tailored to your needs. Trust our skilled team to transform your ideas into reality with custom PHP programming, ensuring seamless functionality and a superior user experience.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
1. Strategic and Business Model Innovation
Howard Rasheed, Ph.D.
University of North Carolina Wilmington, Business Strategy and Innovation
Institute for Innovation, Founder
Idea Accelerator Technologies, LLC: 1
Licensing agent for Institute for Innovation, Inc.®
2. “Creative Disruption” is a metaphor
for strategic renewal that is analogous
to life cycles in nature. The Strategic Ecosystem for Sustainable Innovation
In this ecosystem metaphor the
energy of an innovative organization is
knowledge. The creation of new Innovative Stakeholders
knowledge serves as the energy
source for recognizing and exploiting
opportunities. Knowledge energy
passes through the semi-permeable
organizational boundaries.
The Sustainable Innovation Ecosystem
(SIE) perpetually uses new knowledge
to stimulate innovative minds, in a
nurturing environment, with a Collective
productive system and efficient tools, Intelligence Collaborative
to produce ideas that can be
harvested for value-creating activities. Technology
A dynamic view of knowledge is
focused on relevant future issues from
your value network of energize
stakeholders, both internal and
external. We identify the roles of the
innovation actors and how to Value Networks
empower them for innovation, which
parallels the mutual interaction,
known as the co-evolution of eco-
system organisms.
3. Strategic Transformation Paradigm
In Strategic Transform their business
organizations engage in Opportunity macro
Recognition and Exploitation.
Strategic
Opportunity recognition activities
represented in the top half of the Foresight
diagram is commonly defined as the
perception of a potential to create a issues
profitable new venture, or to improve the Product Strategic
strategic position of an existing business. Development Planning
Opportunity recognition includes technology strategy
strategic foresight related to the macro
environment and new product
development and strategic planning at Opportunity
the organizational level. Recognition
In Opportunity Exploitation managers Business
focus on problem solving by engaging in Model
new market development, process
improvement, and productivity Innovation
enhancement. external internal
Opportunity
Opportunity Exploitation includes Business
Exploitation Organizational
venture development, organizational Development Change
change and business process activities.
performance
venture alignment
Strategic innovation focuses on
evaluating opportunities using Business Business
Model Innovation process before Process
engaging in exploitation activities.
micro
4. In Strategic Transform their business
organizations engage in Opportunity
Recognition and Exploitation.
Strategic and Business Model Innovation
Opportunity recognition activities Strategic
represented in the top half of the Foresight
diagram is commonly defined as the Technology Scenario
perception of a potential to create a Roadmaps Models
profitable new venture, or to improve the
strategic position of an existing business.
New Product Strategic
Opportunity recognition includes Development Planning
strategic foresight related to the macro
environment and new product new ideas
development and strategic planning at
the organizational level. Value Business Model Innovation Strategic
network Plan
In Opportunity Exploitation managers
focus on problem solving by engaging in value proposition
new market development, process
improvement, and productivity
enhancement.
New Venture infrastructure market Market
Opportunity Exploitation includes
venture development, organizational Plan plan
change and business process activities.
cost revenue
To better evaluate opportunities we use efficiencies sources
the Business Model Innovation process
before engaging in exploitation activities. Business Process Innovation Balanced
Improvement value—profit—growth Scorecard
5
Institute for Innovation, copyrighted material, 2010
5. A business model is the way an
organization conducts business in order
to sustain itself. Business Model Innovation
A business model is the logic of how an
organization creates value, whether
economic or social.
During the past decade (1997-2007), 14
of the 19 entrants into the Fortune 500
have achieved significant success because
their business model innovations have value proposition
transformed existing industries or created
new ones.
A business model is the conceptual and
Infrastructure Market
architectural implementation of a
business strategy and as the foundation strategic partners target customers
for the implementation of business
processes. The business model is core capabilities customer relationships
composed of four main pillars, which are
Product Innovation, Infrastructure key activities distribution channels
Management, Customer Relationship and
Financial Aspects.
Business modeling addresses a broad
cost revenue
range of core aspects of a efficiencies sources
business, including
purpose, offerings, strategies, infrastructu
re, organizational structures, trading
practices, and operational processes and
policies. sustainable value
9
Institute for Innovation, copyrighted material, 2010
6. Business Model Innovation Trends
• In a 2005 survey by the Economist Intelligence
Unit more than 50% of executives predicted that
by 2010, business model innovation will be even
more important for success than product or
service innovation.
• In a 2008 IBM survey of nearly all corporate
CEOs polled reported the need to adapt their
business models, while more than two-thirds
said that extensive changes were needed.
• According to a recent American Management
Association study no more than 10% of
innovation investment at global companies is
focused on developing new business models.
6
Institute for Innovation, copyrighted material, 2010
7. 7 Steps to Strategic Innovation
• Step 1: Assess your innovation stakeholders
• Step 2: Visualize your environment
• Step 3: Explore dynamic knowledge
• Step 4: Discover Future Possibilities
• Step 5: Innovate New Ideas
• Step 6: Envision Scenarios
• Step 7: Actualize: Measure Effectiveness
7
Institute for Innovation, copyrighted material, 2010
8. One of the activities used in
Step 1: Assess Innovation Stakeholders engagements using this
methodology is the Innovation
Style Assessment tool.
Innovation Stakeholder Profiles
•Radiator: Visionary Leader There are four dimensions of
Visioning
envision and idealize innovation styles: visioning,
Radiator experimenting, exploring and
Visionary leader
•Rainmaker: Innovation Champ modifying.
Visioning/Exploring Rain Maker
intuition, insights, and images Innovation Champ
Harvester It measures your typical
•Harvester: Intrapreneur Intrapraneur approach to problem solving and
Exploring/experimenting idea creation.
broad, perceptive, learning-oriented Cultivator Landscaper
Analyst Project leader
•Cultivator: Analyst The 4 dimensions results in eight
Modifying innovation profiles.
Pollinator
refine and optimize Thought leader
•Landscaper: Project Leader Six of the profiles are reflected
Experimenting as roles in the strategic
combine and test ecosystem metaphor.
•Pollinator: Thought leader
Experimenting/Modifying
facts, details, and analysis
9
Institute for Innovation, copyrighted material, 2010
9. Innovation Style Assessment
•Participants complete an online
assessment.
•Participant receive a 28 page
report on their innovation style.
•Administrators/Facilitators get an
online administration tool for
group formation.
•Groups get a report of
innovation styles of the group.
•Assessment facilitates group
formation process for maximum
diversity and effectiveness.
10. Step 2: Visualize Strategic Environment
technology Macro Environment economic
environment Value Network economic
development
stockholders investors
labs auditors
R&D Administration
finance
engineering IT
infrastructure workforce
HR
procurement
Value Chain
customers
suppliers
customer
inbound process outbound marketing
service
education
health care
outsourcing intermediaries complimentaries
social regulatory
12. Value Proposition Template
First Sentence: Value of the Offering
For…
target Customer
who…
need or opportunity
our product/service…
Product/service
that…
statement of benefit
Second Sentence: Positioning Value
Unlike…
primary competitors
our product…
primary beneficiary
because of our…
proof of benefit
13. Step 3: Value Proposition Future Scan
• Are customer needs changing? • Is the current competitive strategy
effective?
• Are consumer tastes and perceptions
changing? • Is the economic climate changing?
• Are customer demographics • Are the economies of scale changing
changing?
• Are the barriers to market entry
• Are social customs changing? changing?
• Are the core technologies in the • Are the supplier cost structures
industry changing? changing?
• Are you developing new products? • Is the availability of supplies
changing?
• Are your competitors developing new
products? • Are there new substitutes in the
market place?
14. Look for Trends in your environment
•Prevailing trends: historical data that
has a pattern of change and current
impact. (there has been an x% increase in
y over z time)
•Emerging issues: information that
may not have historical pattern but has
recently become a factor of change in the
environment. (there has been a recent
increase in…)
•Expert predictions: expected
change that has some validity but no
historical pattern. (Dr. Jones predicts…)
•Probable scenarios: anticipated
future events based on trends, issues, and
predictions. (What if x happens based on y
and z?)
Institute for Innovation, copyrighted
14
material, 2010
15. Step 4: Bisociation Brainstorming®
The interaction of seeming unrelated concepts—aha moment
Technology trend Social trend
Inspirational
spark
More Home Internet travel More
computers booking travel
Orbitz
Expedia
$6 billion
15
Institute for Innovation, copyrighted material, 2010
16. Step 5: Generate New Ideas
Innovations Applications
• Products • Strategic Foresight Study
– Incremental • Intelligence Think Tanks
– Breakthrough • Economic Development
• Strategy • New Ventures
• Markets • Technology Commercialization
• Business Models • Product Development
• Policy initiatives • Strategic Plans
• Programs • Social Ventures
• Public-Private Business Models
Institute for Innovation, copyrighted material, 2010 16
18. Step 6: Envision Future Scenarios
Scenario Methodology:
Descriptions of alternative plausible futures
Significantly different views of the future
“Movies” of the evolving dynamics of the future
Specific decision-focused views of the future
Results of management insight and perceptions
Institute for Innovation, copyrighted material, 2010 18
19. Step 7 Actualize: Measure Effectiveness
Innovation Balanced Scorecard
innovation
value proposition
Learning and growth
perspectives
infrastructure market
Internal processes Customers and external
perspectives perspectives
financial model
Financial stakeholder
expectations
19
Institute for Innovation, copyrighted material, 2010
Editor's Notes
What is a business model?A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In the most basic sense a business model is the way an organization conducts business in order to sustain itself.A business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. What is Business model innovation?Business Model Innovation (BMI) refers to the creation, or reinvention, of a business itself. Whereas innovation is more typically seen in the form of a new product or service offering, a business model innovation results in an entirely different type of company that competes not only on the value proposition of its offerings, but aligns its profit formula, resources and processes to enhance that value proposition, capture new market segments and withstand competitor encroachment. Innovation can occur in one or more of these areas simultaneously:[2][3]Business models have become the new frontier of value creation. According to some research during the past decade (1997-2007), 14 of the 19 entrants into the Fortune 500 have achieved significant success because their business model innovations have transformed existing industries or created new ones. Is your business model sustainable?The question is not if your business model is sustainable, but how do you continuously reinvent it, because it will break eventually.The answer is that it requires continuous business model innovation.
What is a business model?A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In the most basic sense a business model is the way an organization conducts business in order to sustain itself.A business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. A business model is the conceptual and architectural implementation of a business strategy and as the foundation for the implementation of business processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. In general, a business model describes the rationale of how an organization creates, delivers, and captures value- economic, social, or other forms of value. From an organizational perspective a business model is the business logic of value creation that a company offers to one or several segments of customers. It is also the architecture of the firm and its network of partners for creating, marketing and delivering this value and relationship capital, in order to generate profitable and sustainable revenue streams. It describes the logic of a “business system” for creating value that lies behind the actual processes. What is Business model innovation?Business Model Innovation (BMI) refers to the creation, or reinvention, of a business itself. Whereas innovation is more typically seen in the form of a new product or service offering, a business model innovation results in an entirely different type of company that competes not only on the value proposition of its offerings, but aligns its profit formula, resources and processes to enhance that value proposition, capture new market segments and withstand competitor encroachment. Innovation can occur in one or more of these areas simultaneously:[2][3]Business models have become the new frontier of value creation. According to some research during the past decade (1997-2007), 14 of the 19 entrants into the Fortune 500 have achieved significant success because their business model innovations have transformed existing industries or created new ones. Is your business model sustainable?The question is not if your business model is sustainable, but how do you continuously reinvent it, because it will break eventually.The answer is that it requires continuous business model innovation.