The Business Model Design practice supports the definition of a sustainable business model, collaboratively with all its stakeholders. To Technology Transfer Officers this practice proposes reference canvas and tools easily tailored to support most business strategic decision. To researchers, this practice is in essence a way to promote a sound business culture and a set of tools to facilitate the design of a business model. Its foundation from the design science make it practical and result oriented.
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The Codex of Business Writing Software for Real-World Solutions 2.pptx
FITT Toolbox: Business Model Design
1. Business Model Design
FITT
– Fostering Interregional Exchange in ICT Technology Transfer –
www.FITT-for-Innovation.eu
Except where otherwise noted, this work is licensed under a Creative Commons Attribution 3.0 License.
2. What is Business Modelling at Tudor?
a process for designing a sustainable business model (BM)
a culture promoting business awareness to newbies
some tools and techniques to design a business model, by
structuring the approach, driving the process and allowing for
continuously improving.
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3. Why do we need such a process?
Our TT staff is junior
We work with researchers, having no (few) business practice (or
knowledge)
We need to convince stakeholders to join in unusual business
models, such as top management, external partners, policy makers,
internal research team.
We observed a lack of creativity in the envisaged business solutions
We struggle against a lack of information to ground business
decision
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4. Who has contributed
Our staff
External partners in innovation
Pigneur & Osterwalder (Lausanne)
Research in Strategy & Business Models, Consultancy in Strategic Innovation (for banks, music,
litterature and more)
Gordijn (Amsterdam)
Research in Value Networks engineering, Consultancy in Service Design & Partnerships (for Power
supply, music, Policy management and more)
Yu (Toronto)
Research in Early Requirements Engineering and Strategic Fit.
Philippe De Ridder (Antwerpen)
Visualisation of value network and business model innovation.
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5. How does it work?
process: how to design a sustainable BM
inspired from design: "design is thinking made visual" - Saul Bass (1921 – 1996)
Step 1: Mobilize: to prepare for a successful TT effort
Involve and motivate the right people (varied, mixed, knowledgeable or representative)
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6. How does it work?
Step 2: Design: iteratively improve your current idea
visualize
brainstorm
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7. How does it work?
Step 3: Prototype
several tools
Business Model Ontology
BM innovation guide
value networks engineering
business model prototyping
tools under development
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8. How does it work?
Step 4: Assess
several tools
Business Model Ontology
BM assessment guide & diagnostic
cash flow sensitivity analysis in value network
scenario based simulations, alternatives & evolutions
Strategic impact simulation
tools under development
Step 5: Select (Innovate): track decisions in a roadmap for further refining opportunities
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9. Pro’s & Cons
PRO’S
low learning curve
place for supporting creativity
support communication over different backgrounds
great for handling intangible assets
CON’S
lack of ICT tool integration
difficult customization to each TT project context
not a compensation for bad underlying information
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10. Impacts
(visual) understanding/sharing of main stakes
(ongoing) wide adoption by internal stakeholders
general interest in Business Modelling arose
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11. Outcomes
clearer business speech from TT staff
practical design process was appreciated
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12. Plans for the future
tools development
library of business models
user-oriented documentation
integration into work practices
integrate new interesting techniques & tools
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13. Lessons Learned
to do again:
guidelines for tools & techniques selection
to improve:
user-oriented documentation
more basic education from the start
we recommend:
contact us if you want to use any of these
tools: the toolbox still evolves, any
contribution is welcome
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14. Suggested Readings
• business model generation, Alexander Osterwalder & Yves Pigneur,
(book, October 2009), http://businessmodelgeneration.com/
• value networks engineering, Jaap Gordijn, (articles and tools, 1999-2009)
http://e3value.com/e3family/
• scenario based simulations, alternatives & evolutions, Ulf Pillkahn -
Using Trends and Scenarios as Tools for Strategy Development (book,
2008), http://books.google.be/books?id=NvTjBbI3jKoC - http://www.pillkahn.com/
• business model prototyping, Michael Schrage - Serious Play: How the
World's Best Companies Simulate to Innovate (book, 1999) -
http://www.amazon.com/exec/obidos/ASIN/0875848141/ - http://danbricklin.com/log/seriousplay.htm
• value networks visualisation, Philippe De Ridder & Nick De Mey, (tools
and posts, 2009-2011), http://www.boardofinnovation.com/
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