Business Model Innovation (BMI) - Revision history

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User: Business model innovation is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes and profit formula with this new value proposition.

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Business model innovation is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes and profit formula with this new value proposition.

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 == How does business model innovation differ from other types of innovation?<ref>[http://www.innovation-management.org/business-model-innovation.html How is business model innovation different from other types of innovation?]</ref> ==
-Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long-term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
+Unlike other types of innovation, changes to the [[Business Model|business model]] require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long-term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
@@ Line 34: / Line 34: @@
 ===See Also===
 *[[Innovation Strategy]]
 *[[Innovation]]

@@ Line 29: / Line 29: @@
 *Google: While Google is commonly viewed as a search company, what made Google Google was figuring out how to parlay its search technology into a highly disruptive advertising model by which companies bid to tie their advertising to specific search terms. In recent years the company’s free, flexible Android operating system – a stark contrast to the closed, proprietary systems that historically dominated the industry – has helped new competitors like Samsung from South Korea and ZTE from China offer devices that are both low-priced and highly functional.
 *Amazon: Amazon continues to be the world’s best example of a serial business model innovator. Its core e-retailing model, with its hyper-efficient supply chain, turned the retail world on its head. It has subsequently launched three successive disruptive business models. Its Prime subscription model now provides close to $1 billion in revenue. With its Kindle e-reading platform, the company happily sells low-cost devices and makes money on content. And through its Amazon Web Services business, it has built a multibillion-dollar business by turning its internal technology prowess into a powerful cloud-computing service.
 ===See Also===
-[[Business Model]]<br />
+*[[Business Model]]
-[[Innovation Strategy]]<br />
+*[[Innovation Strategy]]
-[[Innovation]]<br />
+*[[Innovation]]
-[[Chief Innovation Officer]]<br />
+*[[Chief Innovation Officer]]
-[[Collaborative Innovation]]<br />
+*[[Collaborative Innovation]]
-[[Diffusion_of_Innovation_Theory|Diffusion of Innovation Theory]]<br />
+*[[Diffusion_of_Innovation_Theory|Diffusion of Innovation Theory]]
-[[Disruptive Innovation]]<br />
+*[[Disruptive Innovation]]
-[[Frugal Innovation]]<br />
+*[[Frugal Innovation]]
-[[Innovation Adoption Curve]]<br />
+*[[Innovation Adoption Curve]]
-[[IT Enabled Innovation]]
+*[[IT Enabled Innovation]]

@@ Line 35: / Line 35: @@
 [[Innovation Strategy]]<br />
 [[Innovation]]<br />
 [[Chief Innovation Officer]]<br />
 [[Collaborative Innovation]]<br />

@@ Line 1: / Line 1: @@
-'''[[Business]] [[Model]] [[Innovation]]''' is about fundamentally rethinking your business around a clear—though not always obvious—[[customer]] need, then realigning your resources, processes and [[profit]] formula with this new [[value]] proposition. It's not easy and can take decision makers out of their comfort zones. But the results can be dramatic.<ref>What is [[Business Model]] Innovation [http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm Innosight]</ref>
+'''Business Model Innovation''' is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes, and profit formula with this new value proposition. It's not easy and can take decision-makers out of their comfort zones. But the results can be dramatic.<ref>[http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm What is Business Model Innovation?]</ref>
-'''The Relevance of Business Model Innovation (BMI)'''<ref>The Relevance of BMI [https://www.bcg.com/documents/file36456.pdf BCG]</ref><br />
+== The Relevance of Business Model Innovation (BMI)'''<ref>[https://www.bcg.com/documents/file36456.pdf The Relevance of BMI]</ref> ==
-Business Model Innovation is specially valuable in times of instability. BMI can provide companies with a way to break out of intense competition, under which [[product]] or [[process]] innovations are easily imitated, competitors' strategies have converged, and sustained advantage is elusive. It can help address disruptions - such as regulatory or technological shifts - that [[demand]] fundamentally new competitive approaches. BMI can also help address downturn-specific opportunities, enabling companies, for example, to lower prices or reduce the [[risk]] and cost of ownership for customers. In most cases, the companies that flourish in downturns do so by leveraging the crisis to reinvent themselves = rather than by simply deploying defensive financial and operational tactics. Moreover, during times of crisis, companies often find it easier to gain consensus around the bold moves required to reconfigure an existing business.
+Business Model Innovation is especially valuable in times of instability. BMI can provide companies with a way to break out of intense competition, under which product or process innovations are easily imitated, competitors' strategies have converged, and sustained advantage is elusive. It can help address disruptions - such as regulatory or technological shifts - that demand fundamentally new competitive approaches. BMI can also help address downturn-specific opportunities, enabling companies, for example, to lower prices or reduce the risk and cost of ownership for customers. In most cases, the companies that flourish in downturns do so by leveraging the crisis to reinvent themselves = rather than by simply deploying defensive financial and operational tactics. Moreover, during times of crisis, companies often find it easier to gain consensus around the bold moves required to reconfigure an existing business.
-'''How is business model innovation different from other types of innovation?'''<ref>How is business model innovation different from other types of innovation?[http://www.innovation-management.org/business-model-innovation.html InnovationManagement.Org]</ref><br />
+== How does business model innovation differ from other types of innovation?<ref>[http://www.innovation-management.org/business-model-innovation.html How is business model innovation different from other types of innovation?]</ref> ==
-Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model [[design]] brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
+Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long-term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
-'''The Cambridge Business Model Innovation Process (CBMIP)'''<ref>The Cambridge Business Model Innovation Process (CBMIP} [http://www.sciencedirect.com/science/article/pii/S2351978917300392 Martin Geissdoerfer PauloSavaget SteveEvans]</ref><br />
+== The Cambridge Business Model Innovation Process (CBMIP)<ref>[http://www.sciencedirect.com/science/article/pii/S2351978917300392 The Cambridge Business Model Innovation Process (CBMIP)]</ref> ==
-The Cambridge Business Model Innovation Process (see figure below) is a [[framework]] developed to guide organisations’ business model innovation efforts and map the necessary activities and potential challenges. The CBMIP is both descriptive, in showing how business model innovation happens in practice, and prescriptive, in providing guidance on how sustainable business modelling should ideally be carried out in organisations. The process is typically cyclical or repetitive, i.e. once completed, most organisations will repeat it at some point to adapt or to react to changes in their [[industry]] and environment. The approach consists of eight sequential but iterative phases or steps; which means that while the organisation is roughly following the process step by step, it may also go back and forth in the process, repeating and omitting stages according to its requirements and limitations. The steps are:
+The Cambridge Business Model Innovation Process (see figure below) is a framework developed to guide organizations’ business model innovation efforts and map the necessary activities and potential challenges. The CBMIP is both descriptive, in showing how business model innovation happens in practice, and prescriptive, in providing guidance on how sustainable business modeling should ideally be carried out in organizations. The process is typically cyclical or repetitive, i.e. once completed, most organizations will repeat it at some point to adapt or to react to changes in their industry and environment. The approach consists of eight sequential but iterative phases or steps; which means that while the organization is roughly following the process step by step, it may also go back and forth in the process, repeating and omitting stages according to its requirements and limitations. The steps are:
-*1. Ideation: The purpose of the business model innovation and its key stakeholders are defined, and the value proposition and first conceptual ideas are ideated.
+#Ideation: The purpose of the business model innovation and its key stakeholders are defined, and the value proposition and first conceptual ideas are ideated.
-*2. Concept design: A first rough conceptualization of the key business model elements is developed and documented.
+#Concept design: A first rough conceptualization of the key business model elements is developed and documented.
-*3. Virtual prototyping: A range of prototypes is generated and revised to refine and communicate the business model concept. The phase also comprises [[Benchmarking|benchmarking]] with solutions and concepts from other parties.
+#Virtual prototyping: A range of prototypes is generated and revised to refine and communicate the business model concept. The phase also comprises benchmarking with solutions and concepts from other parties.
-*4. Experimenting: Key assumptions and variables of the concept are tested in simulations and field experiments, ideally through randomised controlled trials.
+#Experimenting: Key assumptions and variables of the concept are tested in simulations and field experiments, ideally through randomized controlled trials.
-*5. Detail design: An in-depth analysis and detailing of all the elements of the business model and interactions between these elements is conducted.
+#Detail design: An in-depth analysis and detailing of all the elements of the business model and interactions between these elements is conducted.
-*6. Piloting: The entire concept is tested by running a first limited version of the business model in a subsection of the [[target]] [[market]].
+#Piloting: The entire concept is tested by running a first limited version of the business model in a subsection of the target market.
-*7. Launch: The business model is rolled out across all responsible organisational units and the target market.
+#Launch: The business model is rolled out across all responsible organizational units and the target market.
-*8. Adjustment and diversification: The business model is revised according to initial plans, expectations, and strategic fit. Based on this [[evaluation]], adjustments and diversifications are made and, depending on the comprehensiveness of the necessary changes, the entire business model innovation process may be repeated.
+#Adjustment and diversification: The business model is revised according to initial plans, expectations, and strategic fit. Based on this evaluation, adjustments and diversifications are made, and depending on the comprehensiveness of the necessary changes, the entire business model innovation process may be repeated.
@@ Line 26: / Line 26: @@
-'''Examples of Business Model Innovation'''<ref>Innovative Companies [https://hbr.org/2013/12/the-three-most-innovative-companies-of-2013 Harvard Business Review]</ref><br />
+== Examples of Business Model Innovation<ref>[https://hbr.org/2013/12/the-three-most-innovative-companies-of-2013 Innovative Companies]</ref> ==
-*Google: While Google is commonly viewed as a search company, what made Google Google was figuring out how to parlay its search technology into a highly disruptive [[advertising]] model by which companies bid to tie their advertising to specific search terms. In recent years the company’s free, flexible Android operating [[system]] – a stark contrast to the closed, proprietary systems that historically dominated the industry – has helped new competitors like Samsung from South Korea and ZTE from China offer devices that are both low priced and highly functional.
+*Google: While Google is commonly viewed as a search company, what made Google Google was figuring out how to parlay its search technology into a highly disruptive advertising model by which companies bid to tie their advertising to specific search terms. In recent years the company’s free, flexible Android operating system – a stark contrast to the closed, proprietary systems that historically dominated the industry – has helped new competitors like Samsung from South Korea and ZTE from China offer devices that are both low-priced and highly functional.
-*Amazon: Amazon continues to be the world’s best example of a serial business model innovator. Its core e-retailing model, with its hyper-efficient [[supply]] chain, turned the retail world on its head. It has subsequently launched three successive disruptive business models. Its Prime subscription model now provides close to $1 billion of revenues. With its Kindle e-reading platform, the company happily sells low-cost devices and makes money on content. And through its Amazon Web Services business, it has built a multibillion-dollar business by turning its internal technology prowess into a powerful cloud-computing [[service]].
+*Amazon: Amazon continues to be the world’s best example of a serial business model innovator. Its core e-retailing model, with its hyper-efficient supply chain, turned the retail world on its head. It has subsequently launched three successive disruptive business models. Its Prime subscription model now provides close to $1 billion in revenue. With its Kindle e-reading platform, the company happily sells low-cost devices and makes money on content. And through its Amazon Web Services business, it has built a multibillion-dollar business by turning its internal technology prowess into a powerful cloud-computing service.
 ===See Also===
-[[Business_Model|Business Model]]<br />
+[[Business Model]]<br />
-[[Innovation_Strategy|Innovation Strategy]]<br />
+[[Innovation Strategy]]<br />
-[[Innovation|Innovation]]<br />
+[[Innovation]]<br />
-[[Business_Value_of_Innovation|Business Value of Innovation]]<br />
+[[Business Value of Innovation]]<br />
-[[Chief_Innovation_Officer|Chief Innovation Officer]]<br />
+[[Chief Innovation Officer]]<br />
-[[Collaborative_Innovation|Collaborative Innovation]]<br />
+[[Collaborative Innovation]]<br />
 [[Diffusion_of_Innovation_Theory|Diffusion of Innovation Theory]]<br />
-[[Disruptive_Innovation|Disruptive Innovation]]<br />
+[[Disruptive Innovation]]<br />
-[[Frugal_Innovation|Frugal Innovation]]<br />
+[[Frugal Innovation]]<br />
-[[Innovation_Adoption_Curve|Innovation Adoption Curve]]<br />
+[[Innovation Adoption Curve]]<br />
-[[Innovation_Strategy|Innovation Strategy]]<br />
+[[IT Enabled Innovation]]
@@ Line 51: / Line 50: @@
 ===Further Reading===
-*Business Model Innovation [https://infoscience.epfl.ch/record/201604/files/massa_tucci_FINAL_FINAL_reduced.pdf InfoScience]
+*[https://infoscience.epfl.ch/record/201604/files/massa_tucci_FINAL_FINAL_reduced.pdf Business Model Innovation]
-*Reinventing Your Business Model [http://www.innosight.com/innovation-resources/reinventing-your-business-model.cfm Innosight]
+*[http://www.innosight.com/innovation-resources/reinventing-your-business-model.cfm Reinventing Your Business Model]
-*Four Paths to Business Model Innovation [https://hbr.org/2014/07/four-paths-to-business-model-innovation HBR]
+*[https://hbr.org/2014/07/four-paths-to-business-model-innovation Four Paths to Business Model Innovation]
-*Who is in charge of Business Model Innovation? [http://blog.business-model-innovation.com/2016/02/who-is-in-charge-of-business-model-innovation/#more-1259 Patrick Stähler]
+*[http://blog.business-model-innovation.com/2016/02/who-is-in-charge-of-business-model-innovation/#more-1259 Who is in charge of Business Model Innovation?]
-*The Forgotten Merits Of Business Model Innovation [https://www.forbes.com/sites/iese/2016/09/26/the-forgotten-merits-of-business-model-innovation/#67b7d1936b82 Forbes]
+*[https://www.forbes.com/sites/iese/2016/09/26/the-forgotten-merits-of-business-model-innovation/#67b7d1936b82 The Forgotten Merits Of Business Model Innovation]
-*A Compelling Example of Business Model Innovation [http://www.innovationmanagement.se/imtool-articles/a-compelling-example-of-business-model-innovation-finfrock-industries/ InnovationManagement]
+*[http://www.innovationmanagement.se/imtool-articles/a-compelling-example-of-business-model-innovation-finfrock-industries/ A Compelling Example of Business Model Innovation]

@@ Line 1: / Line 1: @@
-'''Business Model Innovation''' is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes and profit formula with this new value proposition. It's not easy and can take decision makers out of their comfort zones. But the results can be dramatic.<ref>What is Business Model Innovation [http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm Innosight]</ref>
+'''[[Business]] [[Model]] [[Innovation]]''' is about fundamentally rethinking your business around a clear—though not always obvious—[[customer]] need, then realigning your resources, processes and [[profit]] formula with this new [[value]] proposition. It's not easy and can take decision makers out of their comfort zones. But the results can be dramatic.<ref>What is [[Business Model]] Innovation [http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm Innosight]</ref>
 '''The Relevance of Business Model Innovation (BMI)'''<ref>The Relevance of BMI [https://www.bcg.com/documents/file36456.pdf BCG]</ref><br />
-Business Model Innovation is specially valuable in times of instability. BMI can provide companies with a way to break out of intense competition, under which product or process innovations are easily imitated, competitors' strategies have converged, and sustained advantage is elusive. It can help address disruptions - such as regulatory or technological shifts - that demand fundamentally new competitive approaches. BMI can also help address downturn-specific opportunities, enabling companies, for example, to lower prices or reduce the risk and cost of ownership for customers. In most cases, the companies that flourish in downturns do so by leveraging the crisis to reinvent themselves = rather than by simply deploying defensive financial and operational tactics. Moreover, during times of crisis, companies often find it easier to gain consensus around the bold moves required to reconfigure an existing business.
+Business Model Innovation is specially valuable in times of instability. BMI can provide companies with a way to break out of intense competition, under which [[product]] or [[process]] innovations are easily imitated, competitors' strategies have converged, and sustained advantage is elusive. It can help address disruptions - such as regulatory or technological shifts - that [[demand]] fundamentally new competitive approaches. BMI can also help address downturn-specific opportunities, enabling companies, for example, to lower prices or reduce the [[risk]] and cost of ownership for customers. In most cases, the companies that flourish in downturns do so by leveraging the crisis to reinvent themselves = rather than by simply deploying defensive financial and operational tactics. Moreover, during times of crisis, companies often find it easier to gain consensus around the bold moves required to reconfigure an existing business.
 '''How is business model innovation different from other types of innovation?'''<ref>How is business model innovation different from other types of innovation?[http://www.innovation-management.org/business-model-innovation.html InnovationManagement.Org]</ref><br />
-Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
+Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model [[design]] brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
 '''The Cambridge Business Model Innovation Process (CBMIP)'''<ref>The Cambridge Business Model Innovation Process (CBMIP} [http://www.sciencedirect.com/science/article/pii/S2351978917300392 Martin Geissdoerfer PauloSavaget SteveEvans]</ref><br />
-The Cambridge Business Model Innovation Process (see figure below) is a framework developed to guide organisations’ business model innovation efforts and map the necessary activities and potential challenges. The CBMIP is both descriptive, in showing how business model innovation happens in practice, and prescriptive, in providing guidance on how sustainable business modelling should ideally be carried out in organisations. The process is typically cyclical or repetitive, i.e. once completed, most organisations will repeat it at some point to adapt or to react to changes in their industry and environment. The approach consists of eight sequential but iterative phases or steps; which means that while the organisation is roughly following the process step by step, it may also go back and forth in the process, repeating and omitting stages according to its requirements and limitations. The steps are:
+The Cambridge Business Model Innovation Process (see figure below) is a [[framework]] developed to guide organisations’ business model innovation efforts and map the necessary activities and potential challenges. The CBMIP is both descriptive, in showing how business model innovation happens in practice, and prescriptive, in providing guidance on how sustainable business modelling should ideally be carried out in organisations. The process is typically cyclical or repetitive, i.e. once completed, most organisations will repeat it at some point to adapt or to react to changes in their [[industry]] and environment. The approach consists of eight sequential but iterative phases or steps; which means that while the organisation is roughly following the process step by step, it may also go back and forth in the process, repeating and omitting stages according to its requirements and limitations. The steps are:
 *1. Ideation: The purpose of the business model innovation and its key stakeholders are defined, and the value proposition and first conceptual ideas are ideated.
 *2. Concept design: A first rough conceptualization of the key business model elements is developed and documented.
@@ Line 17: / Line 17: @@
 *4. Experimenting: Key assumptions and variables of the concept are tested in simulations and field experiments, ideally through randomised controlled trials.
 *5. Detail design: An in-depth analysis and detailing of all the elements of the business model and interactions between these elements is conducted.
-*6. Piloting: The entire concept is tested by running a first limited version of the business model in a subsection of the target market.
+*6. Piloting: The entire concept is tested by running a first limited version of the business model in a subsection of the [[target]] [[market]].
 *7. Launch: The business model is rolled out across all responsible organisational units and the target market.
-*8. Adjustment and diversification: The business model is revised according to initial plans, expectations, and strategic fit. Based on this evaluation, adjustments and diversifications are made and, depending on the comprehensiveness of the necessary changes, the entire business model innovation process may be repeated.
+*8. Adjustment and diversification: The business model is revised according to initial plans, expectations, and strategic fit. Based on this [[evaluation]], adjustments and diversifications are made and, depending on the comprehensiveness of the necessary changes, the entire business model innovation process may be repeated.
@@ Line 27: / Line 27: @@
 '''Examples of Business Model Innovation'''<ref>Innovative Companies [https://hbr.org/2013/12/the-three-most-innovative-companies-of-2013 Harvard Business Review]</ref><br />
-*Google: While Google is commonly viewed as a search company, what made Google Google was figuring out how to parlay its search technology into a highly disruptive advertising model by which companies bid to tie their advertising to specific search terms. In recent years the company’s free, flexible Android operating system – a stark contrast to the closed, proprietary systems that historically dominated the industry – has helped new competitors like Samsung from South Korea and ZTE from China offer devices that are both low priced and highly functional.
+*Google: While Google is commonly viewed as a search company, what made Google Google was figuring out how to parlay its search technology into a highly disruptive [[advertising]] model by which companies bid to tie their advertising to specific search terms. In recent years the company’s free, flexible Android operating [[system]] – a stark contrast to the closed, proprietary systems that historically dominated the industry – has helped new competitors like Samsung from South Korea and ZTE from China offer devices that are both low priced and highly functional.
-*Amazon: Amazon continues to be the world’s best example of a serial business model innovator. Its core e-retailing model, with its hyper-efficient supply chain, turned the retail world on its head. It has subsequently launched three successive disruptive business models. Its Prime subscription model now provides close to $1 billion of revenues. With its Kindle e-reading platform, the company happily sells low-cost devices and makes money on content. And through its Amazon Web Services business, it has built a multibillion-dollar business by turning its internal technology prowess into a powerful cloud-computing service.
+*Amazon: Amazon continues to be the world’s best example of a serial business model innovator. Its core e-retailing model, with its hyper-efficient [[supply]] chain, turned the retail world on its head. It has subsequently launched three successive disruptive business models. Its Prime subscription model now provides close to $1 billion of revenues. With its Kindle e-reading platform, the company happily sells low-cost devices and makes money on content. And through its Amazon Web Services business, it has built a multibillion-dollar business by turning its internal technology prowess into a powerful cloud-computing [[service]].

← Older revision		Revision as of 19:26, 28 May 2020
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−	Business ~~model innovation~~ is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes and profit formula with this new value proposition. It's not easy and can take decision makers out of their comfort zones. But the results can be dramatic.<ref>What is Business Model Innovation [http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm Innosight]</ref>	+	'''Business Model Innovation''' is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes and profit formula with this new value proposition. It's not easy and can take decision makers out of their comfort zones. But the results can be dramatic.<ref>What is Business Model Innovation [http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm Innosight]</ref>

← Older revision		Revision as of 16:45, 5 November 2019
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−	'''How is business model innovation different from other types of innovation?'''<ref>How is business model innovation different from other types of innovation?[http://www.innovation-management.org/business-model-innovation.html InnovationManagement.Org]</ref><br />	+	'''How is business model innovation different from other types of innovation?'''<br /><ref>How is business model innovation different from other types of innovation?[http://www.innovation-management.org/business-model-innovation.html InnovationManagement.Org]</ref><br />
	Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.		Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.

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−	'''~~Content Coming Soon~~'''	+	Business model innovation is about fundamentally rethinking your business around a clear—though not always obvious—customer need, then realigning your resources, processes and profit formula with this new value proposition. It's not easy and can take decision makers out of their comfort zones. But the results can be dramatic.<ref>What is Business Model Innovation [http://www.innosight.com/services-expertise/expertise/business-model-innovation.cfm Innosight]</ref>
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		+	'''The Relevance of Business Model Innovation (BMI)'''<ref>The Relevance of BMI [https://www.bcg.com/documents/file36456.pdf BCG]</ref><br />
		+	Business Model Innovation is specially valuable in times of instability. BMI can provide companies with a way to break out of intense competition, under which product or process innovations are easily imitated, competitors' strategies have converged, and sustained advantage is elusive. It can help address disruptions - such as regulatory or technological shifts - that demand fundamentally new competitive approaches. BMI can also help address downturn-specific opportunities, enabling companies, for example, to lower prices or reduce the risk and cost of ownership for customers. In most cases, the companies that flourish in downturns do so by leveraging the crisis to reinvent themselves = rather than by simply deploying defensive financial and operational tactics. Moreover, during times of crisis, companies often find it easier to gain consensus around the bold moves required to reconfigure an existing business.
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		+	'''How is business model innovation different from other types of innovation?'''<ref>How is business model innovation different from other types of innovation?[http://www.innovation-management.org/business-model-innovation.html InnovationManagement.Org]</ref><br />
		+	Unlike other types of innovation, changes to the business model require changes to the foundational decisions upon which the business operates. Therefore, business model innovation will likely be radical, and in many cases, transformational. Most innovation is incremental, such as product innovation, where technology enhancements are routinely included in product updates as a way of increasing performance or reducing costs. Changing the business model design brings much higher risk due to the potential for disruption to the current business. For large businesses, recognizing and managing this kind of transition can be critical to long term survival. Start-up businesses have the advantage since they can iterate and adapt their business model as they are in the process of an initial business model design. This suggests why many disruptive innovations may come from start-up businesses or small isolated teams in established businesses.
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		+	'''The Cambridge Business Model Innovation Process (CBMIP)'''<ref>The Cambridge Business Model Innovation Process (CBMIP} [http://www.sciencedirect.com/science/article/pii/S2351978917300392 Martin Geissdoerfer PauloSavaget SteveEvans]</ref>
		+	The Cambridge Business Model Innovation Process (see figure below) is a framework developed to guide organisations’ business model innovation efforts and map the necessary activities and potential challenges. The CBMIP is both descriptive, in showing how business model innovation happens in practice, and prescriptive, in providing guidance on how sustainable business modelling should ideally be carried out in organisations. The process is typically cyclical or repetitive, i.e. once completed, most organisations will repeat it at some point to adapt or to react to changes in their industry and environment. The approach consists of eight sequential but iterative phases or steps; which means that while the organisation is roughly following the process step by step, it may also go back and forth in the process, repeating and omitting stages according to its requirements and limitations. The steps are:
		+	*1. Ideation: The purpose of the business model innovation and its key stakeholders are defined, and the value proposition and first conceptual ideas are ideated.
		+	*2. Concept design: A first rough conceptualization of the key business model elements is developed and documented.
		+	*3. Virtual prototyping: A range of prototypes is generated and revised to refine and communicate the business model concept. The phase also comprises [[Benchmarking\|benchmarking]] with solutions and concepts from other parties.
		+	*4. Experimenting: Key assumptions and variables of the concept are tested in simulations and field experiments, ideally through randomised controlled trials.
		+	*5. Detail design: An in-depth analysis and detailing of all the elements of the business model and interactions between these elements is conducted.
		+	*6. Piloting: The entire concept is tested by running a first limited version of the business model in a subsection of the target market.
		+	*7. Launch: The business model is rolled out across all responsible organisational units and the target market.
		+	*8. Adjustment and diversification: The business model is revised according to initial plans, expectations, and strategic fit. Based on this evaluation, adjustments and diversifications are made and, depending on the comprehensiveness of the necessary changes, the entire business model innovation process may be repeated.
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		+	[[File:BMI.png\|500px\|The Cambridge Business Model Innovation Process (CBMIP)]]<br />
		+	source: [http://www.sciencedirect.com/science/article/pii/S2351978917300392 Procedia Manufacturing]
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		+	'''Examples of Business Model Innovation'''<ref>Innovative Companies [https://hbr.org/2013/12/the-three-most-innovative-companies-of-2013 Harvard Business Review]</ref><br />
		+	*Google: While Google is commonly viewed as a search company, what made Google Google was figuring out how to parlay its search technology into a highly disruptive advertising model by which companies bid to tie their advertising to specific search terms. In recent years the company’s free, flexible Android operating system – a stark contrast to the closed, proprietary systems that historically dominated the industry – has helped new competitors like Samsung from South Korea and ZTE from China offer devices that are both low priced and highly functional.
		+	*Amazon: Amazon continues to be the world’s best example of a serial business model innovator. Its core e-retailing model, with its hyper-efficient supply chain, turned the retail world on its head. It has subsequently launched three successive disruptive business models. Its Prime subscription model now provides close to $1 billion of revenues. With its Kindle e-reading platform, the company happily sells low-cost devices and makes money on content. And through its Amazon Web Services business, it has built a multibillion-dollar business by turning its internal technology prowess into a powerful cloud-computing service.
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		+	===See Also===
		+	[[Business_Model\|Business Model]]<br />
		+	[[Innovation_Strategy\|Innovation Strategy]]<br />
		+	[[Innovation\|Innovation]]<br />
		+	[[Business_Value_of_Innovation\|Business Value of Innovation]]<br />
		+	[[Chief_Innovation_Officer\|Chief Innovation Officer]]<br />
		+	[[Collaborative_Innovation\|Collaborative Innovation]]<br />
		+	[[Diffusion_of_Innovation_Theory\|Diffusion of Innovation Theory]]<br />
		+	[[Disruptive_Innovation\|Disruptive Innovation]]<br />
		+	[[Frugal_Innovation\|Frugal Innovation]]<br />
		+	[[Innovation_Adoption_Curve\|Innovation Adoption Curve]]<br />
		+	[[Innovation_Strategy\|Innovation Strategy]]<br />
		+	[[IT_Enabled_Innovation\|IT Enabled Innovation]]
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		+	===References===
		+	<references />
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		+	===Further Reading===
		+	*Business Model Innovation [https://infoscience.epfl.ch/record/201604/files/massa_tucci_FINAL_FINAL_reduced.pdf InfoScience]
		+	*Reinventing Your Business Model [http://www.innosight.com/innovation-resources/reinventing-your-business-model.cfm Innosight]
		+	*Four Paths to Business Model Innovation [https://hbr.org/2014/07/four-paths-to-business-model-innovation HBR]
		+	*Who is in charge of Business Model Innovation? [http://blog.business-model-innovation.com/2016/02/who-is-in-charge-of-business-model-innovation/#more-1259 Patrick Stähler]
		+	*The Forgotten Merits Of Business Model Innovation [https://www.forbes.com/sites/iese/2016/09/26/the-forgotten-merits-of-business-model-innovation/#67b7d1936b82 Forbes]
		+	*A Compelling Example of Business Model Innovation [http://www.innovationmanagement.se/imtool-articles/a-compelling-example-of-business-model-innovation-finfrock-industries/ InnovationManagement]