Business Models. Schools of thought. The evolution of business model thinking. Rotman DesignWorks. Osterwalder Business Model Canvas. Schools of t hought. Adrian Slywotzky / Mercer / Olyver Wyman Business Design, Profit Models, Value Migration. 1990. 1995. 2000. 2005. 2010.
Schools of thought
Business Model Canvas
Adrian Slywotzky/ Mercer / Olyver Wyman
Business Design, Profit Models, Value Migration
Joan Magretta: Why Business Models Matter
MIT: Do Some Business Models Perform Better than Others?
Deloitte: Deconstructing the Formula for Business Model Innovation
Gerry Lameiro: A Guidebook for
Designing Business Models
KPMG: Rethinking the business model
HBR: How to map your industry profit pools
Chesbrough: The role of the business models in capturing the value of innovation
Afuah: Business Models: A Strategic Management Approach
Chesbrough: Open Business Models
Christensen: Skate to where the money will be
1995 - 2013
Reengineering is dead.
Focus on the customer
Reinvention and profit-centric thinking are the keys to sustained value growth
Winning business designs in the next economy will be dynamically assembled around customer priorities
Explore the many ways that profit happens
Growth breakthrough through risk management
Value flows to the business design best matched to customer priorities
Pattern thinking helps executives see tomorrow’s profit zones before the competition
To expand your strategic options, think business issues first, technology second
Find additional profit by mining the margins of existing revenue categories
Where does demand come from
2006 - 2013
GEAR 1: EMPATHY & DEEP HUMAN UNDERSTANDING - WHAT’S THE OPPORTUNITY?
Business Design starts with a deep and meaningful understanding the people who matter and what matters to them. Stakeholder mapping and ethnographic techniques for need-finding process leads to a valuable reframe of the opportunity to better serve unmet needs.
GEAR 2: CONCEPT VISUALIZATION - WHAT’S THE BREAKTHROUGH SOLUTION?
Generating breakthrough ideas calls for open exploration of new possibilities, including those that are outside your current set of considerations. Visualizing a richer and more distinct customer experience through iterative prototyping methods and co-creation with users results in a powerful and concrete refresh of your vision.
GEAR 3: STRATEGIC BUSINESS DESIGN - WHAT’S THE STRATEGY TO DELIVER AND WIN?
Gear 3 is an essential extension of the innovation process – defining your strategy to make big ideas valuable and viable to both the market and to the enterprise. Visualization and system-mapping techniques equip you to design a winning strategy for all stakeholders and refocus your enterprise resources to set you on a path for long-term, market-inspired value-creation.
Business Design is best practiced collaboratively across disciplines – having many sharp minds on the project, working openly and iteratively through every gear, and using the most appropriate tools to get the most out of each gear.
2010 - 2013
Each school of thought has its strengths and seeks to cover the intersection of consumers, technology and business
The Starcher Group has been delivering on business model designs and advisory services since 2002, leveraging the best thinking across contributors and schools of thought, developing differentiated expertise where needed. All in support of growing enterprise value.
Starcher Group LLC
Office: 708 406 9460