Free business process modeling tools
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Fred Collopy and Richard Boland of the Weatherhead School of Management eloquently explain this point in their article “Design Matters” in the book Managing as Designing. We call this approach design attitude, which differs sharply from the decision attitude that dominates traditional business management. The reward for time invested will likely be a powerful new business model that Participants must be willing to invest significant time and energy exploring many possibilities without jumping too quickly to adopt one solution.
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It requires the ability to deal with ambiguity and uncertainty until a good solution emerges. The challenge, though, is that business model innovation remains messy and unpredictable, despite attempts to implement a process. It is something that can be managed, structured into processes, and used to leverage the creative potential of an entire organization. But neither is it the exclusive domain of the creative business genius.
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Pro-active/explorative: Preparing for the future Dell, EFG Bank, Nintendo Wii, IKEA, Bharti Airtel, Nespresso, Xerox 914 in the 1960s, iPod/iTunes) Improve market: Improve or disrupt an existing market Xerox 914, Swatch, Nespresso, Red Hat)Įxpansive: Launching a new technology, product, or service Model (Nokia “comes with music,” P&G open innovation, Hilti) Service to market or exploit existing intellectual property IBM in the 1990s, Nintendo Wii, Rolls Royce jet engines)īring to market: Bring a new technology, product, orĪdaptive: Adjusting, improving, or defending the existing business Reactive: Arising out of a crisis with the existing business model Satisfy market: Fulfill an unanswered market need Starting point for business model innovation We describe each of these phases in a general way, then revisit them from the perspective of the established organization, as business model innovation in enterprises already executing on one or more existing business models requires taking additional factors into account. Our process has five phases: Mobilize, Understand, Design, Implement, and Manage.
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The process we describe provides a starting point upon which just about any organization can customize its own approach. Some may be reacting to a crisis situation, some may be seeking new growth potential, some may be in startup mode, and still others may be planning to bring a new product or technology to market. Every organization starts from a different point and has its own context and objectives when it begins addressing an issue as fundamental as its business model. We propose a generic business model design process adaptable to your organization’s specific needs.Įvery business model design project is unique, and presents its own challenges, obstacles, and critical success factors. In this chapter we tie together the concepts and tools from the book to simplify the task of setting up and executing a business model design initiative.