model

Business Model Innovation Canvas

How to blend 10 Types of Innovation with the Business Model Canvas?

Jan Spruijt

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.

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Business Model Generator

Jan Spruijt

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].

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A 5-Dimensional Model for Managing Innovation through Organizational Change

A 5-Dimensional Model for Managing Innovation through Organizational Change

Jan Spruijt

I’m in the lucky position to run into quite a few business owners, corporate directors and leaders on a daily occasion. And when talking to them about innovation – and their ambitions – it almost always comes down to one simple question: “How can we implement innovation in our organization?”. A question which seems easy to ask, but needs a complicated answer.

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Using Games to create Business Model Innovation

Jan Spruijt
I believe this article by Sune Gudiksen is interesting because it explores the rationale of game theory in combination with business model innovation. The article argues that gamification (in the innovation process) could lead to novel business model insights.Gudiksen describes game theory by referrin the ‘magic circle’: “As stated bypioneering play researcher Huizinga (1949), itis a playground in which special rules apply.He further argues that magic circles are ‘temporary worlds within the ordinary world, dedicated to the performance of an act apart’ (Huizinga, 1949, p. 10). Salen and Zimmerman(2004) argue that within the magic circle, specific meanings can emerge. Building upon the experiential learning model, in which learning happens as a result of concrete experiences, reflective observations, abstract conceptualization and active experimentation (Kolb, 1984), Kolb and Kolb (2010) suggest that the ludic learning space is the highest form of experiential learning. The ludic learning space is characterized by principles such as the freedom to play, the chaos of uncertainty, welcoming foolishness and stepping out of real life. Such a temporary space can allow for the various perspectives and forms of professional expertise to come alive in the search for newbusiness model initiatives.”

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.

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Business Model Innovation: Ten Lessons from Nonprofits

Jan Spruijt

What keeps business leaders up at night? If it’s not their company’s ability to streamline operations and lower costs, it’s whether their teams have the vision to see future opportunities and the flexibility to pursue those opportunities faster and more profitably than competitors.

Read full article: Business Model Innovation: Ten Lessons from Nonprofits