I’m about to begin my PhD at the Faculty of Economics and Business, University of Maribor in Maribor. The working title for my thesis is ‘Interdependence of Business Model Innovation with Design Thinking: Management of Sustainable Development Strategies in the Medium-Sized Organisations’. I just gathered the firs list of papers to be reviewed.
Recently I was invited to apply for the PhD project ‘Decision making in the software design process’ at the Eindhoven University of Technology.
In order to prepare for the possible second round of interview for the job, I’ll write my reviews of three books from the decision theory list – of the The Black Swan: The Impact of the Highly Improbable and Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb and that of Thinking, Fast and Slow with Daniel Kahneman.
Not least, I’ll also write a short review of the book Alan Turing: Enigma.
Business models are changing. Faster than ever. So, we better start designing our new, innovative and alternative business models today. Invest in our most important capability, to earn the new language of the business model design. We’ll learn what is the backbone of our business models, where the biggest opportunities of our business model are and not least what is the only rule in using the Business Model Canvas.
Business Model Canvas is a proven tool used in organizations no matter of their size, industry or sector, or positions we have in our companies. It’s an extremely popular tool, used in start-ups, in large companies, and not least in organizations as is the World Bank. There is one estimation that it has been downloaded …
Be aware of the netlixed threat. Netfliexed means to cause disruption or turmoil to an existing business model. If your leadership isn’t doing it, someone else will seize the opportunity.
Business Model Design is a language by itself. But of great importance to the participants of the business model design workshop is to really understand the language of the tools being used, f.e. of the Business Model Canvas. Lesson for the coaches is to listen and adjust accordingly to the participants of the workshops.
Your organisation has three possibilities to focus on in creating value for the business and for the society. First are processes. Second are new products and services’. And the third option, where you have the opportunity to create the most value are business models.
The good news is, all three options are not linearly connected but are rather independent from each other. Without any doubt, though: business model innovation brings the strongest value not only to business but also to the society.
Don Norman was an academic teaching in a department of cognitive science who did not think or call himself a designer. Today he (proudly) calls himself a designer. While he is an academic still he is also a business person with an impact. Presented are his pros and cons of design thinking.
Story about successful business model innovation on the case of Alexander Osterwalder book Business Model Generation. The idea how to design your business model even if you have literally no resources. Always prototype your business model with at least one partner, set up a strict time lime for one business model design iteration, and most importantly never write on the business model canvas itself.