Book•
Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers
01 Jan 2010-
TL;DR: Business Model Generation as discussed by the authors 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 GenerationCo-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.
Abstract: 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!"
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TL;DR: In this article, sustainable business models (SBM) incorporate a triple bottom line approach and consider a wide range of stakeholder interests, including environment and society, to drive and implement corporate innovation for sustainability, can help embed sustainability into business purpose and processes, and serve as a key driver of competitive advantage.
2,360 citations
Cites background from "Business Model Generation : A Handb..."
...More specifically, Osterwalder and Pigneur (2005, 2010) describe a business model as a series of elements: the value proposition (product/service offering, customer segments, customer relationships), activities, resources, partners, distribution channels (i.e. value creation and delivery) and cost…...
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TL;DR: A framework of digital transformation articulated across eight building blocks is built that foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process.
Abstract: Extant literature has increased our understanding of specific aspects of digital transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on digital transformation.
1,787 citations
Posted Content•
TL;DR: In this paper, the authors review the current literature on business models in the contexts of technological, organizational, and social sustainability innovations and propose examples of normative 'boundary conditions' that business models should meet in order to support sustainable innovations.
Abstract: The aim of this paper is to advance research on sustainable innovation by adopting a business model perspective. Through a confrontation of the literature on both topics we find that research on sustainable innovation has tended to neglect the way in which firms need to combine a value proposition, the organization of the upstream and downstream value chain, and a financial model, in order to bring sustainability innovations to the market. Therefore, we review the current literature on business models in the contexts of technological, organizational, and social sustainability innovations. As the current literature does not offer a general conceptual definition of sustainable business models, we propose examples of normative 'boundary conditions' that business models should meet in order to support sustainable innovations. Finally, we sketch the outline of a research agenda by formulating a number of guiding questions.
1,477 citations
Cites background from "Business Model Generation : A Handb..."
...Common sense amongst strategy-oriented business model scholars is that creating and delivering customer value lies at the heart of any business model (e.g., Afuah, 2004; Chesbrough, 2010; Johnson, 2010; Osterwalder and Pigneur, 2009; Teece, 2010; Zott and Amit, 2010)....
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...Common sense amongst strategyoriented business model scholars is that creating and delivering customer value lies at the heart of any business model (e.g., Afuah, 2004; Chesbrough, 2010; Johnson, 2010; Osterwalder and Pigneur, 2009; Teece, 2010; Zott and Amit, 2010)....
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TL;DR: In this article, the authors review the current literature on business models in the contexts of technological, organizational and social innovation and propose examples of normative requirements that business models should meet in order to support sustainable innovations.
1,395 citations
TL;DR: In this article, the authors identify three stages of digital transformation: digitization, digitalization, and digital transformation, and delineate growth strategies for digital firms as well as the assets and capabilities required in order to successfully transform digitally.
1,072 citations
Additional excerpts
...The strategic management literature has mostly focused on the conceptualization, operationalization and renewal of (digital) business models (e.g., Foss & Saebi, 2017; Osterwalder & Pigneur, 2010)....
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References
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TL;DR: In this paper, the authors describe and compare a number of alternative generic strategies for the analysis of process data, looking at the consequences of these strategies for emerging theories, and evaluate the strengths and weaknesses of the strategies in terms of their capacity to generate theory that is accurate, parsimonious, general, and useful.
Abstract: In this article I describe and compare a number of alternative generic strategies for the analysis of process data, looking at the consequences of these strategies for emerging theories. I evaluate the strengths and weaknesses of the strategies in terms of their capacity to generate theory that is accurate, parsimonious, general, and useful and suggest that method and theory are inextricably intertwined, that multiple strategies are often advisable, and that no analysis strategy will produce theory without an uncodifiable creative leap, however small. Finally, I argue that there is room in the organizational research literature for more openness within the academic community toward a variety of forms of coupling between theory and data.
5,218 citations
TL;DR: The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work, and the general usages, roles and potential of the concept are outlined.
Abstract: This paper aims to clarify the concept of business models, its usages, and its roles in the Information Systems domain. A review of the literature shows a broad diversity of understandings, usages, and places in the firm. The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work. Then the general usages, roles and potential of the concept are outlined. Finally, the connection between the business model concept and Information Systems is described in the form of eight propositions to be analyzed in future work.
3,048 citations
"Business Model Generation : A Handb..." refers background in this paper
...Osterwalder et al. (2005) very relevantly performed a tracing of the management term (string) “business model” in a large number of scholarly reviewed journals (Osterwalder et al. (2005, p.6) do state that “the search included several variations of the original term [“business model”] like…...
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...Before proceeding to do an in-depth review of “Business Model Generation” we shall first have a look at other publications by the authors (Osterwalder, 2004; Osterwalder and Pigneur, 2002; Osterwalder et al., 2005; and Fritscher and Pigneur, 2010) which led up to this book....
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...The former is the one favoured by Osterwalder et al. (2005) and seen to be more “outward looking”....
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...The business model may also be seen to be “a conceptual view of a particular aspect of a specific company” (Osterwalder et al., 2005, pp.5-6) as Oliveira and Ferreira (2010c) suggested when they refer to pattern sequences and workflow participant narratives (Figure 1)....
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...A survey these authors undertook of an IS community shows “a divergence of understanding among people and particularly between business-oriented and technology oriented ones” (Osterwalder et al., 2005, p.3)....
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01 Jan 2004
TL;DR: 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 and provide a software prototype to capture a company's business model in an information system.
Abstract: 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.
1,913 citations
"Business Model Generation : A Handb..." refers background in this paper
...Before proceeding to do an in-depth review of “Business Model Generation” we shall first have a look at other publications by the authors (Osterwalder, 2004; Osterwalder and Pigneur, 2002; Osterwalder et al., 2005; and Fritscher and Pigneur, 2010) which led up to this book....
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...As a research assistant, under Professor Pigneu, Osterwalder “taught and conducted research on business models” (Osterwalder, 2004, p.1) which is where he admittedly rediscovered his interest in developing countries, initially developed during his undergraduate degree in political science....
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...Business models are about communication (Osterwalder and Pigneur, 2002; Oliveira and Ferreira, 2010c) and by using ontologies (Uschold et al., 1998; Osterwalder, 2004; Oliveira and Ferreira, 2010a, b, c, 2011) one can “create a shared and common understanding of the domain and facilitate…...
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TL;DR: The Enterprise Ontology was developed within the Enterprise Project, a collaborative effort to provide a framework for enterprise modelling, and was built to serve as a basis for this framework which includes methods and a computer tool set for enterprise modeling.
Abstract: 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.
1,070 citations
TL;DR: The subject of this paper is a multi-stage, multi-person business game which will be used for executive training purposes by the American Management Association, and in a number of preliminary plays with top management participating, has met with a favorable reception.
Abstract: The subject of this paper is a multi-stage, multi-person business game which will be used for executive training purposes by the American Management Association. A discussion of the basic philosophy of game play, and of the many analytical, computational, and conceptual difficulties encountered in the construction of business games, is followed by a description of the game in question, as actually constructed and played, with particular attention to four features which, it is felt, merit consideration: 1 Absence of an explicit criterion function; 2 Principle of marginal change; 3 Hidden formulas; 4 Minimal computation. The game which, in a number of preliminary plays with top management participating, has met with a favorable reception is outlined in some detail with a view to showing how it circumvents or overcomes a number of the obstacles described.
263 citations