Search Results for “business model” – Page 5

Business Model Canvas beyond startups – Part 1

July 8, 2013 by Tom Graves

Is Business Model Canvas at risk of becoming another TOGAF – a useful tool for a specific context, yet often more of a hindrance than a help wherever people try to use it beyond its original purpose? And if so,…

Agile Business Modeling – The Core Heuristic?

October 22, 2013July 2, 2013 by David Sprott

How many times have I heard that the real problem with Agile is getting to the start line? There has to be some definition up front, but Agile methods don’t really help. Perhaps it’s a little secret for many organizations that they feel they must do more specification work up front because it makes it easier to control the Sprints. Oh dear!

To get to this starting gate we need to model the agile business in an Agile manner (YES!). Further we do not want to undertake complete or detailed business architecture (NO!!). We don’t have time, and anyway the core of the innovation and architecture should be done in the Agile Delivery project. But before we can fire up Agile projects we need to determine the scope and charter. If we use conventional scoping methods we may well deliver great functionality very quickly, but we probably won’t, unless we are very lucky, have delivered agile business capabilities that map to the business dynamics and can evolve along with the business.

Here’s a technique that may help.

In the first image below I show a functional decomposition for complaints management which I have clustered into “candidate capabilities” labelled 1, 2 and 3, process management, customer relationships and analysis respectively. This usefully shows that capabilities can be varying levels of abstraction; there’s absolutely no necessity to have elegant models! The table below the decomposition shows various criteria I used to help me decide on the possible clusters. As you will see there’s variation in strategic classification; the partitioning – which may be key for deployment, some could be centralized others local; and the need for implementation independence and so on.

This analysis certainly helps me present some choices. But aside from the independence and scalability criteria and possibly standardization criteria, I feel I have not fully exhausted the analysis of the need for business agility. In the table below I develop this a little further. First I make an assessment of the potential requirement for future change in each function. I call this Agility Potential (AP) on a 1=Low and 5=High scale [1]. Not surprisingly Analysis and Skills are the capabilities that will probably be subject to considerable volatility. Second I look at the dependencies between the functions; note you have to read this as each row dependency upon a column. And low and behold, Skills and Analysis, and Analysis and Follow-up have high dependencies. This causes me to reconsider my initial cut of capability boundaries. I feel that Skills needs to be very close to Analysis as the investigatory function. And Follow-up should be similarly very close to Analysis. And what’s more these three functions score most highly on the AP scale. I feel Follow-up could easily be collapsed into Analysis, and a name change to Investigation would be perfect. I think a little more deeply about Skills. The degree to which the outcomes of Investigation need to be fed into Skills on a dynamic basis will vary depending on the type of business. If this was a safety critical business, I might recommend consolidating Skills and Investigation and renaming it Knowledge Management. But this really would depend on the business sector specific needs.

To recap, what I have done here is developed a sharper understanding of the capabilities, and I have attributed them with governance criteria (in the first table) – I know what I must have delivered, and I am communicating some really important information to the delivery team, without constraining them at all on the implementation and delivery method. Also I now know the dependencies between the capabilities, and we can very quickly resolve the services that will be required and the inter project dependencies. And it didn’t take me very long at all.

Agile Business Modeling – The Core Heuristic?

October 22, 2013July 2, 2013 by David Sprott

Here’s a technique that may help.

The Project Business Model Stakeholder Impact

June 21, 2013 by Jörgen Dahlberg

This post is number ten in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors), whom I’ve shared many of the referred to business model experiences with. […]

The Project Business Model Stakeholder Groups

June 9, 2013 by Jörgen Dahlberg

This post is number nine in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

The Project Business Model Principles

May 26, 2013 by Jörgen Dahlberg

This post is number eight in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

The Project Business Model Blue o’ Strategy

May 19, 2013 by Jörgen Dahlberg

This post is the seventh in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

The Business Model Canvas: Know Thy Business

May 9, 2013 by Mike Walker

As Enterprise Architects we drive to maximize value in our companies. With most EA teams residing within an IT area under a CIO we can find ourselves bogged down by the technology weighing down on decisions. The challenge with that…

Building Networks with Business Models: Two approaches that will help you to understand and improve your value network

April 28, 2013April 15, 2013 by BizzDesign Staff

In an earlier posting we addressed <a href=”http://www.bizzdesign.com/blog/7-applications-of-the-business-model-canvas/”>7 applications of the Business Model Canvas</a>. Sure, we can agree that the Business Model Canvas is very useful for establishing, evaluating and reinventing businesses. But we should not only highlight the countless possibilities of it for a single enterprise. We need to synthesize our understanding of Value Chains and the Business Models and look for the next level of analysis: Value Networks.In this blog we will highlight a less addressed aspect from the Business Model Canvas that is rooted in Value Network thinking. There are multiple methods and even tools that support the analysis of Value Networks which is regarded as the collaborations, interactions, and exchanges between business actors. You might have heard or read about <a href=”http://www.amazon.com/Mobile-Service-Innovation-Business-Models/dp/3540792376″ target=”_blank”>STOF</a> and <a href=”http://e3value.few.vu.nl/” target=”_blank”>e3-value</a>. But apart from academic research, Value Networks are less represented in practical settings today. Why? Because of the rapidly increasing complexity of Value Networks – soon we lose track when we think about relations between multiple actors involved in our business such as suppliers, customers, governments, partners, NGO’s. Therefore in this blog we will explain how the simplicity of Business Model Canvas can be used to highlight Value Networks. We discuss an external network approach as well as a more internally oriented network approach.<h3>The network is the challenge</h3>Imagine a pension fund with three business units – one for asset management, one for customer advice and a third one for customer relationship management and administration – that attempts to broaden its service offerings. We can use the Business Model Canvas to guide this effort. First, we establish the pension fund’s current Business Model Canvas. Then we formulate our goal – which is to broaden the current service offerings. Step by step we elaborate desired Business Model Canvases that include different new service offerings. Finally we selected the most feasible Business Model Canvas for implementation. Business as usual – except that until now we have limited ourselves to only the Business Model Canvas of the pension fund.<div class=”captionImage leftAlone” style=”width: 561px;”><img class=”leftAlone” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/business-model-canvas-pension-fund.png” alt=”Business Model Canvas pension fund” title=”The main goal is to reach our customers, provide them with our value proposition, and get paid” width=”561″ height=”417″/>three main elements of the business model canvas: key partners, enterprise and customers</div>Although external elements like key partners (1) and customers (3) are included in the Business Model Canvas, at the end of the story the emphasis is on the business model of a single enterprise (2). It seems that key partners are just there to be included in our Business Model Canvas. We also take customers for granted. The main goal is to reach our customers, provide them with our value proposition, and get paid.Today more than ever, an isolated view on an organization is not feasible. We are not suggesting that the Business Model Canvas only provides an isolated view. Instead, we want to add some additional support to the Business Model Canvas to broaden and deepen its application from the perspective of Value Networks. This support comes in the form of a Networked and an Aggregated Business Model Canvas.<h3>The chained network approach</h3>Lets think about the pension fund example again. In addition to the single enterprise view of the Business Model Canvas we should also consider the canvases of our partners and customers for broadening our service offerings. That way we will be able to highlight the interactions of the pension fund and its actors for the sake of the pension fund and its actors –so basically focusing on the Value Network instead of a single company in order to retrieve additional insights that might not be highlighted through a single Business Model Canvas. <div class=”captionImage leftAlone” style=”width: 600px;”><img class=”leftAlone” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600210-canvases-of-partners-and-customers.png” alt=”chained network approach” title=”Does the entire Value Network benefit from newly offered services of the pension fund?” width=”600″ height=”210″/>consider the canvases of our partners and customers for broadening our service offerings</div><div class=”captionImage leftAlone” style=”width: 561px;”><div class=”captionImage leftAlone” style=”width: 561px;”>By representing the Value Network through Networked Business Model Canvases we could answer new questions like: How can we broaden our service offerings through the current Value Network? What improvements can we implement? Does the entire Value Network benefit from newly offered services of the pension fund?</div></div>Now we are able to involve our partners as well and benefit as a group from the applications of the Business Model Canvas by:<ul><li>considering the potential improvement for all value network actors;</li><li>identifying (un)equal distributions of risks, costs and profits for actors based on changes in the value network;</li><li>and using the capabilities and knowledge of all actors to improve the value network;</li><li>Address opportunities of <a href=”http://en.wikipedia.org/wiki/Disintermediation” target=”_blank”>disintermediation</a> concerning removal of intermediaries from a value chain;</li><li>Apply (elements of) the unbundling pattern (page 62), concerning specialization. In commoditizing markets successful organizations focus on either Product Innovation, Customer Relationship Management or Infrastructure Management. Also see <a href=”http://www.amazon.com/Discipline-Market-Leaders-Customers-Dominate/dp/0201407191″ target=”_blank”>Tracy & Wiersema’s value disciplines</a> and <a href=”http://en.wikipedia.org/wiki/Porter_generic_strategies” target=”_blank”>Porter’s generic strategies</a>.</li></ul><h3>The aggregated network approach</h3>In addition to a networked Business Model Canvas we can also establish an aggregated Business Model Canvas for the pension fund. Think about the individual business units that are part of the pension fund. While customers may perceive the pension fund as one entity, business units could be independent in terms of their financial performances. Each business unit operates independently and is responsible for own results and achievements. However, because all business units are part of the same pensions fund, the might be using each other’s assets, serve similar customers and share similar partners. Actually a customer could be advised by one business unit on his savings and investment plans, while the same investments could be managed by the assets management business unit. Along the process the customer wants to experience being served consistently by one organization – the pension fund – instead of separate business units. Providing such consistency is obviously important for the pension fund and its business units. But how can they start addressing related issues? And all business units have other internal and external customers as well….That is when the aggregated Business Model Canvas comes into play. First we need to establish the individual Business Model Canvases of the pension fund and its business units. Then we need to examine the relations between building blocks across the network by connecting the Business Model Canvases. <div class=”captionImage leftAlone” style=”width: 600px;”><img class=”leftAlone” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600219-Aggregated-Business-Model-Canvas.png” alt=”aggregated Business Model Canvas” title=”Along the process the customer wants to experience being served consistently by one organization instead of separate business units” width=”600″ height=”219″/>The aggregated business Model Canvas asks more questions</div>Again this allows us to answer additional questions like: How can we improve our corporate business model? Is each business unit aligned properly with the corporate organization? What similar partners are used by the different business units? Do we collaborate sufficiently to provide consistent service quality to our customers? Where are opportunities for synergy?Now we are able to understand our internal model and consider our business models as complementary parts of the same aggregated model. Benefits of applying this internal network approach are:<ul><li>Aligning the whole with its parts</li><li>Learn from each other: using the capabilities and knowledge of all actors to improve the network</li><li>Understand and learn how costs and value creation are distributed throughout the organization in more detail then seen when only creating an enterprise view</li><li>identifying (un)equal distributions of risks, costs and profits for business units based on changes in the value network;</li><li>Understand and manage differences in the business unit’s business models</li><li>Understand and benefit from synergies between the different business models</li></ul><h3>Conclusions and advice for applying business model networks in practice</h3> Supported by the alternative application suggestions of het Business Model Canvas discussed above, we recommend you to:<ol><li>Establish your current business model canvas</li><li>Establish the business model canvases of your internal and external customers</li><li>Establish the business model canvases of your internal and external partners and suppliers</li><li>Interconnect and aggregate the business model canvases</li><li>Assess the effectiveness of the network in term of experienced pain and gain by each partner</li><li>Elaborate opportunities to improve the networks performance as a whole</li><li>Work out these opportunities by following each dependency relation through the network, taking into account pains and gains addressed by each actor in the network</li><li>Establish an integrated implementation plan for the whole</li><li>Establish detail implementation plans for each partner</li></ol>Whether the additional Business Models concern internal or external customers and partners, in both cases you will benefit from the additional insights – you will improve your understandings of your own business model as well as the business models of your stakeholders and together you will be able to identify improvement opportunities in your value network. At the end of the day no business operates on its own. Every organization has to collaborate to different extends with multiple actors. Trends that are already here to stay, and trends that should be on your agenda today, all underline the importance of collaboration and require insight in your network. Supply chain management, co-creation, open innovation, knowledge sharing, social enterprise, big-data, predictive analytics. “Understanding your business model is only a first step in understanding your value network.”We look forward to helping you achieve your goals in the new, networked, normal! BiZZdesign organizes <a href=”http://www.bizzdesign.com/training/business-model-management/”>training on Business Model Innovation</a> in London (UK), Brussels (BE) and Amersfoort (NL – <a href=”http://www.bizzdesign.nl/training/business-model-management/”>see our Dutch website</a>). More about BiZZdesign’s Business Model Management services, examples and a reference to recent webinars on this subject can be found <a href=”http://www.bizzdesign.nl/consultancy/business-model-management/”>here</a>. Feel free to download the <a href=”http://www.bizzdesign.com/tools/business-model-canvas-module/”>free trial version of our Business Model Canvas tool</a> from our website.

The Project Business Model SWOT

April 8, 2013 by Jörgen Dahlberg

This post is the sixth in a series of ten about real life experiences of using business model thinking as a foundation for planning and delivering change. Writing this post I’ve had the help of a true friend and admirable colleague (Eva Kammerfors) whom I’ve shared many of the referred to business model experiences with. […]

7 ways to present your business model

March 26, 2013 by BizzDesign Staff

One of the main challenges for business model innovation and business model implementation is communication. We need to get the message to the right people in a way they understand, that they like and that they can move forward with.We introduced the <a title=”Blog: Business Models: Do the right thing” href=”http://www.bizzdesign.com/blog/business-models-do-the-right-thing/#Do the right thing vs doing the things right”>Business Model Canvas</a> (Osterwalder, 2009) as a useful tool for describing how a business creates, delivers and captures value. We described how to apply it in practice and how analyzing the model helps you answering several questions regarding whether and how your organization is, or will be, viable and valuable. In this posting, we will describe different ways of communicating business models. Several ways of presenting will be described, addressing different goals regarding the communication of your business model.We re-use the case of a coffee-cup company, called Nextpresso that we introduced in aour earlier posting on <a style=”line-height: 19px;” title=”Blog: Business Models: Do the right thing” href=”http://www.bizzdesign.com/blog/business-model-analysis-with-the-business-model-canvas/#Do the right thing vs doing the things right”>Business Model Analysis</a>. We will present several possibilities for presenting business models using the tool <a style=”font-size: 11px; line-height: 19px;” title=”Tool for business model canvas creation” href=”http://www.bizzdesign.com/tools/business-model-canvas-module/#Business model canvas software”>BiZZdesign Business Model Canvas Software Tool</a>. Using a tool for Business Modelling is useful since the model is created and stored in a central place, reducing the risk of miscommunication and maximizing the effect of collaboration. Furthermore, communication is made easier through publication functions (html, word, pdf-posters), making the business model better accessible.<h3>Stakeholders, views and viewpoints</h3>There are various questions to ask yourself before you start communicating about a business model. Of course you need to understand your stakeholders, preferably in person, so you know their preferences. If you do not know your intended stakeholder in person, it’s always harder to make an engaging view. Do what you can to understand their role and what is typically in focus for this role. An important challenge is to leave out unnecessary details and make it simple…Obviously, what you present in the business model itself may vary. For instance leave out or add details or use coloring to distinguish AS-IS from TO-BE elements. You may want to select only some elements to show and zoom in on the relations between two or three parts of the business model. Another option is to present certain analyses, as we refer to in our posting on <a style=”font-size: 10.909090995788574px; line-height: 19px;” title=”Blog: Business Models: Do the right thing” href=”http://www.bizzdesign.com/blog/business-model-analysis-with-the-business-model-canvas/#Do the right thing vs doing the things right”>Business Model Analysis</a>.The two most important communication questions of all:- What is my communication goal?- What will make the most sense to my audience? <a style=”font-size: 11px; line-height: 19px;” title=”solve complex problems with simple pictures” href=”http://www.thebackofthenapkin.com/”>Dan Roam</a>’s so called <a style=”font-size: 11px; line-height: 19px;” title=”back of the napkin the book” href=”http://www.danroam.com/the-back-of-the-napkin/”>SQVID-exercise</a> (click on “5 focusing questions”) is a simple tool that helps you to make decisions on this!Communication to various stakeholders in your organization requires view mechanisms and various presentation options. Most of the 7 ways to present your Business Model, are generated with BiZZdesign software.<h2>7 ways to present your business model </h2><h3>1. Business Model as art</h3>If your idea is great, it has to look great. If you want to go to an Angel Investor or want to convince your first customer, everything you can do to impress them should be done. You never get a second change to make a first impression. Graphical work or drawings are a great way to make more happening then just your content on post-its would have done.ApproachFirst you make a business model and decide what is your goal and target audience. Second your go out and find yourself a great artist with a good sense for business. Her will make a prototype that you test with one person of your target audience. If they like it, you finalize. Make it look exclusive and don’t make too many copies. It’s art! Be aware that aiming for the best looking model can be time consuming.Example <div class=”captionImage left” style=”width: 600px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/Business-model-communication-art.png” alt=”Business Model Canvas Communication” title=”Business Canvas Pepijn Barnard” width=”600″ height=”588″/>Business Model Canvas illustration (by <a style=”font-size: 11px; line-height: 19px; font-weight: normal;” title=”Business Model Canvas” href=”http://www.pepijnbarnard.nl/102838/588757/illustration/business-model-canvas”>Pepijn Barnard</a>)</div> Another graphical approach can be found here (in Dutch). Sketching and drawing also can be a good way to represent your business model. <a title=”Business Model Canvas Nespresso” href=”http://businessmodelsinc.files.wordpress.com/2009/10/nespresso_businnes_model.png”>This drawing</a> looks very similar to our Nextpresso example. <a title=”Business Model Canvas Amazon” href=”http://4.bp.blogspot.com/_NS021FqASSU/SoQDzijbZTI/AAAAAAAAAGE/rDqyeTwFVgo/s1600-h/Sellaband_Business_Model.png”>This</a> one is quite busy, but holds a lot of information.<h3>2. Posters</h3>Pdf-posters do very well in hallways and your office. It will be inviting to react on such a poster and it fosters discussions. Posters are very useful in ‘proclaiming the gospel’ and generate ideas on how to create new gospels. <div class=”captionImage left” style=”width: 440px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/Business-model-communication-pdf-poster.png” alt=”Business Model Canvas Communication PDF Poster” title=”Business Canvas Pepijn Barnard” width=”440″ height=”315″/>Communication about your business model canvas by creating a poster</div>ApproachLooks are everything! Presenting your business model in a beautiful design makes it inviting to look at – and react upon. Therefore, make sure to use clear statements, easy-to-read fonts and a high resolution. After looks, speed is a good second. Generating the poster right after the high-energy workshop session keeps everybody enthusiastic. Location is key! Hang the poster close to those that made it, since you might want to explain elements or give some guidance to discussions that pop-up in front of the poster.3. Pitch presentationOutput using dynamic export to .ppt enables you to present your model and take your audience through the story from customer problem, via value proposition and revenue streams to key activities, resources, partners and costs. <div class=”captionImage left” style=”width: 600px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600455-business-model-canvas-powerpoint.JPG” alt=”Business model canvas powerpoint” title=”You can export your business model canvas as a Powerpoint format” width=”600″ height=”455″/>Business model canvas exported to Powerpoint</div>ApproachAfter exporting your business model to a PowerPoint-presentation, you can customize the lay-out of your slide-deck. Use the house style of your company (to-be). Try using the endless possibilities in PowerPoint to substantiate your story and the point you want to make. <a title=”Ted talk Simon Sinek” href=”http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action.htmll”>Start with why!</a> In the customer problem lies the reason you exist.4. Simple cut and pasteBy inserting a representation in documents or presentation in software like MS office tools, you can present (parts of) your Business Model Canvas in other documentation to clarify your message, substantiate choices or share and generate ideas.ApproachTypically in a business plans a business model is expected. Also in project plans a business model will clarify the context. We advise not to trough the canvas direct in your audience’s face, but build it up, step by step.Example: You know <a style=”font-size: 11px; line-height: 19px;” title=”Wikipedia: cut-copy-past” href=”http://en.wikipedia.org/wiki/Cut,_copy,_and_paste”>crtl-c, ctrl-v</a>…. we don’t think that this needs an example.5. Intranet pagesOutput in html is suitable for communicating your business model via the public company website, intranet, etc. Via intranet, employees have easy-access to the fundamental aspects of their organization. Partner with whom you collaborate on realizing your business model can als o be a potential target audience. A benefit is that you audience will only see those details, that they are interested in, by simply clicking on the boxes. <div class=”captionImage left” style=”width: 600px;”><div class=”captionImage left” style=”width: 600px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600316-Business-model-communication-html-output.png” alt=”Business model canvas in HTML” title=”How you can export your business model canvas as a HTML format” width=”600″ height=”316″/>Business model canvas settings for export to HTML</div></div><div class=”captionImage left” style=”width: 600px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600320-business-model-canvas-HTML-report.JPG” alt=”Business model canvas in HTML” title=”You can export your business model canvas as a HTML format” width=”600″ height=”320″/>Business model canvas exported to HTML</div>ApproachBefore generating an HTML-report, think about the goal of your report. What should your report consist of? What will your starting page look like? A cascading stylesheet helps to simply generate a intranet page in your companies house style.6. Word-reportsGenerating an RTF-report for MS Word, to present models that contain a lot of information, in which the documentation of the model is included in the report. Presenting the canvas itself is in most cases sufficient. However, when a lot of documentation is used to substantiate choices, this function is very useful for communicating this rationale behind your business model. <div class=”captionImage left” style=”width: 600px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600315-Business-model-communication-link.png” alt=”Business Model Canvas Communication PDF Poster” title=”Business Model Canvas RTF report” width=”600″ height=”315″/>Communication about your business model canvas by creating a RTF report</div>Approach We advise A3 landscape to present canvas models to keep element readable. After generating an RTF report for MS Word, it is important to customize the report. The documentation is reported in tables, intended to improve the readability and analyzability of the business model and it’s documentation. Make sure this will be the case for your model, since big models come with big communication challenges! As for HTML-reporting, several settings can be adjusted in the BiZZdesign Business Model Canvas tool. 7. Implementation view e.g. using ArchiMate 2.0A business model typically is a starting point for implementation. Implementations are about finding the first customer, pivoting the model and eventually get your processes and supporting IT in place. <a title=”Consultancy Enterprise Architecture” href=”http://www.bizzdesign.com/consultancy/enterprise-architecture-management/eam-consultancy/#Do the right thing vs doing the things right”>Enterprise Architecture</a> is a proven instrument to help you in this journey. Transforming the ‘post-its’ in your Business Model Canvas into implementation concepts, e.g. using <a title=”ArchiMate for Enterprise Architecture” href=”http://www.bizzdesign.com/consultancy/enterprise-architecture-management/archimate/#Do the right thing vs doing the things right”>ArchiMate 2.0</a>, will help you translate your value propositions (and the way you intend to deliver these propositions to your customers) into your architecture models. The generated concepts can be added to your architecture repository and used to build roadmaps that will guide you from your AS-IS state, to your TO-BE state. BiZZdesign Business Model Canvas Software offers the possibility to generate architecture models from your business models and keeps track of relations and changes. Typically Enterprise Architects, Business Architects and project managers are interested in these views.ApproachThere is a standard mapping between canvas concepts and architecture concepts. You might want to adjust this by choosing from the concepts that your company has agreed to use, for instance in conventions. You can adjust the ‘implementation concept’ per ‘post-it’. Then you simply generate a set of architecture concepts (processes, applications, business interfaces, actors) that will form the basis for the implementation models.Example: <div class=”captionImage left” style=”width: 600px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/_resampled/resizedimage600442-business-model-canvas-example.png” alt=”Business Model Canvas Communication PDF Poster” title=”Business Model Canvas Example” width=”600″ height=”442″/>Communication about your business model canvas by creating a RTF report</div> <h2>Conclusions and next steps</h2>We described multiple ways to present a Business Model. Presenting your business model can foster discussions and improves the exchange of ideas. It is important to have everybody on the same page, before you go into implementation mode. Referring back to your original idea is of key importance. The artistic approach is great, but time consuming. Tooling is a useful aid in communicating your business model, making all kinds of communication and views easy. Feel free to share in your thoughts and suggestions on alternative presentations from your practice.BiZZdesign organizes<a title=”Training Business Models” href=”http://www.bizzdesign.com/training/business-model-management/#Do the right thing vs doing the things right”> training on Business Model Innovation</a> in London (UK), Brussels (BE) and Amersfoort (NL – <a title=”BiZZdesign the Netherlands” href=”http://www.bizzdesign.nl/training/business-model-management/”>see our Dutch website</a>). More about BiZZdesign’s Business Model Management services and a reference to recent webinars on this subject can be found <a href=”http://www.bizzdesign.com/consultancy/business-model-management/bmm-consultancy/#Do the right thing vs doing the things right”>here</a>.

Business Model Innovation: connecting innovation with implementation

March 18, 2013 by BizzDesign Staff

As BPM, BA or EA professional, you help to optimize implementation of change and operations. Your focus is: Doing the things right!”.Today we see clients struggle with the question: “<a title=”Blog: Business Models: Do the right thing” href=”http://www.bizzdesign.com/blog/business-models-do-the-right-thing/”>Are we doing the right things</a>?” Your customers, partners and competition demand that flexibility is the standard. Innovation of who you are, what markets you are in and how you make money in these markets become relevant issues! It is time to reinvent your business model! Relate your communication and implementation work to a common view of your current and future business models.In this energetic <a title=”Blog: Business Models: Do the right thing” href=”http://www.bizzdesign.com/about-bizzdesign/events/business-model-innovation”>one hour webinar</a> we present the following topics:<ul><li>Business Model Canvas</li><li>Innovation</li><li>Relations to Enterprise Architecture, BPM and Business Analysis</li></ul><div><div class=”captionImage left” style=”width: 411px;”><img class=”left” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/Doing-the-right-things-vs-doing-the-things-right.png” alt=”Doing the things right vs doing the things right” title=”Is it time to reinvent your business model?” width=”411″ height=”309″/>Business Model innovation webinar</div></div>This webinar about Business Model Innovation will take place at the 19th of march at 17:00 (CET) and is set-up by BiZZdesign North America, but can be attended by people worldwide. For more details about this webinar and registration, please send an email to <a title=”E-mail Ericka” href=”mailto:e.aguilera@bizzdesign.com”>Ericka Aguilera</a><a style=”margin: 0px; padding: 0px; border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; font-size: inherit; vertical-align: baseline; text-decoration: none;” title=”BiZZdesign North America” href=”mailto:e.aguilera@bizzdesign.com” target=”_blank”>, </a><a title=”BiZZdesign office North-America” href=”http://www.bizzdesign.com/contact/north-america/#BiZZdesign North-America”>BiZZdesign North-America</a>More <a title=”Blogs by Remco Blom and Tim Vehof” href=”http://www.bizzdesign.com/blog/serviceline/business-model-management”>blogs about Business Model Management</a> can be found here!