Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation
Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition

Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations If you're ready to change the rules, you belong to "the business model generation!"

/pdf/business-model-generation-a-handbook-for-visionaries-game-56eibek5bo.pdf

Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers

Business model generation : a handbook for visionaries,game changers, and challengers / written by AlexanderOsterwalder and Yves Pigneur ; design, Alan Smith ; editorand contributing co-author, Tim Clark ; production,Patrick van der Pijl ; co-created by an amazing crowd of470 practitioners from 45 countries

The goal of this dissertation is to find and provide the basis for a managerial tool that allows a firm to easily express its business logic. The methodological basis for this work is design science, where the researcher builds an artifact to solve a specific problem. In this case the aim is to provide an ontology that makes it possible to explicit a firm's business model. In other words, the proposed artifact helps a firm to formally describe its value proposition, its customers, the relationship with them, the necessary intra- and inter-firm infrastructure and its profit model. Such an ontology is relevant because until now there is no model that expresses a company's global business logic from a pure business point of view. Previous models essentially take an organizational or process perspective or cover only parts of a firm's business logic. The four main pillars of the ontology, which are inspired by management science and enterprise- and processmodeling, are product, customer interface, infrastructure and finance. The ontology is validated by case studies, a panel of experts and managers. The dissertation also provides a software prototype to capture a company's business model in an information system. The last part of the thesis consists of a demonstration of the value of the ontology in business strategy and Information Systems (IS) alignment.
Structure of this thesis:
The dissertation is structured in nine parts:
Chapter 1 presents the motivations of this research, the research methodology with which the goals shall be achieved and why this dissertation present a contribution to research.
Chapter 2 investigates the origins, the term and the concept of business models. It defines what is meant by business models in this dissertation and how they are situated in the context of the firm. In addition this chapter outlines the possible uses of the business model concept.
Chapter 3 gives an overview of the research done in the field of business models and enterprise ontologies.
Chapter 4 introduces the major contribution of this dissertation: the business model ontology. In this part of the thesis the elements, attributes and relationships of the ontology are explained and described in detail.
Chapter 5 presents a case study of the Montreux Jazz Festival which's business model was captured by applying the structure and concepts of the ontology. In fact, it gives an impression of how a business model description based on the ontology looks like.
Chapter 6 shows an instantiation of the ontology into a prototype tool: the Business Model Modelling Language BM2L. This is an XML-based description language that allows to capture and describe the business model of a firm and has a large potential for further applications.
Chapter 7 is about the evaluation of the business model ontology. The evaluation builds on literature review, a set of interviews with practitioners and case studies.
Chapter 8 gives an outlook on possible future research and applications of the business model ontology. The main areas of interest are alignment of business and information technology IT/information systems IS and business model comparison. Finally, chapter 9 presents some conclusions.

The business model ontology a proposition in a design science approach

This survey provides a conceptual introduction to ontologies and their role in information systems and AI. The authors also discuss how ontologies clarify the domain's structure of knowledge and enable knowledge sharing.

/pdf/what-are-ontologies-and-why-do-we-need-them-njqdwezxhe.pdf

What are ontologies, and why do we need them?

The book entitled “Business Model Generation: A Handbook for visionaries, game changers and challengers” though written by Osterwalder and Pigneur (2010) was also co-created by 470 practitioners from 45 countries. The book is thus a good example of how a global creative collaboration effort can contribute positively to the business and management literature and subsequently to the advancement of society (Alam and Hoque, 2010; Alam et al., 2010a, b). Consisting of five main chapters (Canvas, Patterns, Design, Strategy and Process) and two additional chapters Outlook and Afterword, “Business Model Generation” should be read by those motivated to “defy outmoded business models and design tomorrow’s enterprises” (front cover). The objectives of the five main chapters in the book are as follows:

Business Model Generation A Handbook For Visionaries Game Changers And Challengers

This is a comprehensive description of the Enterprise Ontology, a collection of terms and definitions relevant to business enterprises. We state its intended purposes, describe how we went about building it, define all the terms and describe our experiences in converting these into formal definitions. We then describe how we used the Enterprise Ontology and give an evaluation which compares the actual uses with original purposes. We conclude by summarising what we have learned. The Enterprise Ontology was developed within the Enterprise Project, a collaborative effort to provide a framework for enterprise modelling. The ontology was built to serve as a basis for this framework which includes methods and a computer tool set for enterprise modelling. We give an overview of the Enterprise Project, elaborate on the intended use of the ontology, and give a brief overview of the process we went through to build it. The scope of the Enterprise Ontology covers those core concepts required for the project, which will appeal to a wider audience. We present natural language definitions for all the terms, starting with the foundational concepts (e.g. entity, relationship, actor). These are used to define the main body of terms, which are divided into the following subject areas: activities, organisation, strategy and marketing. We review some of the things learned during the formalisation process of converting the natural language definitions into Ontolingua. We identify and propose solutions for what may be general problems occurring in the development of a wide range of ontologies in other domains. We then characterise in general terms the sorts of issues that will be faced when converting an informal ontology into a formal one. Finally, we describe our experiences in using the Enterprise Ontology. We compare these with the intended uses, noting our successes and failures. We conclude with an overall evaluation and summary of what we have learned.

/pdf/the-enterprise-ontology-2kx58to7pj.pdf

Stuart Moralee

Papers

The Enterprise Ontology