Simple but effective: I’ve tried to combine the excellent framework of 10 Types of Innovation (Keeley et al, 2013) with the highly successful framework of the Business Model Canvas (Osterwalder, Pigneur et al, 2008). I wasn’t the first one to come up with this idea, some others have plotted the 10 types on the BMC before, such as Huw Griffiths on Medium or Heather McQuaid on Slideshare.Read more
a futuring technique for public organizations
Still a holy grail in market research: the DESTEP – STEEPLE – method. It is taught in almost every business-related course in the world and a very powerful tool to map trends for strategic purposes.
However, there are a few fatal flaws that may cause users of this method to miss out on important opportunities:
- It’s too broad to grasp the real pains and gains of customers and clients as well – and as such may result in insights for the whole market rather than insights for your users specifically.
- It’s supposedly a desk research method, missing out on many ‘odd’ opinions and visions that may actually change your market sooner than you think.
- It’s based on ‘old-world-thinking’ by looking into economies, demographics and technologies, rather than shifting paradigms, sociographics and new business models that may or may not be digitally enabled.
The use of Open Innovation is to a large extent related to the rise of technology. Not only does technology smoothen Open Innovation, also the adaption of new technologies to the core business (model) can be accelerated by participating in Open Innovation networks. In fact, when talking to businesses the questions that they have do almost never directly include the use of Open Innovation as a goal. It’s assumed a logical and necessary step to take when dealing with actual problems. Simply said, many innovation questions that companies have follow the simple pattern: ‘How can we [change something] in order to improve our [business model construct] in line with [trending topic]?’. These are as such practical, design-oriented questions, not about why [something] happens, or what is the effect of [something] but about how to change to adapt to that [something].Read more
This article is an extended book review of The Quest for Professionalism of George Romme, a 2016-published book by Oxford University Press. The book is a one-of-a-kind taking a much needed reflective approach to leadership and a critical note towards the level of professionalism that many of us are approaching the science of management and entrepreneurship with. His work is exceptional, because it integrates major scientific perspectives on management from a holistic point-of-view without getting too descriptive. The book chooses a slightly philosophical approach without getting too abstract. The book takes a slightly life-work approach without giving too much self-credit.Read more
During a course we developed at Avans University this winter, we asked students to gather relevant business cases on innovation and entrepreneurship in order to analyse them and prepare discussions around organization design. The course was based on the following model:
Gudiksen concludes with the statement that there are three reasons for using games in business model innovation:
- Games can be a beneficial way of combining various interests.
- Games challenge assumptions.
- Games create surprises that might eventually lead to innovation.
- Games offer the freedom to improvise, suggest, play and test alternative and future business model scenarios.
Please take a look at the Innovation Management Game if you’re interested in business model game.
Read full article: Using Games to create Business Model Innovation
Preliminary results indicate that using their methodology for Agile Business Models creates more than 100% growth in new business results year-to-year, 100 times cost reduction, innovative solutions, brand image growth and reduction of process life cycles.
Read full article: Agile Methods in a New Area of Innovation Management and Business Modeling.
Read full article: Business Model Innovation: Ten Lessons from Nonprofits