Business Model Design

FITT (Fostering Interregional Exchange in ICT Technology Transfer)

www.FITT-for-Innovation.eu

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 BM: structure - drive improve

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Business Model Design

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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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.

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Business Model Design

How does it work?

process: how to design a sustainable BM

"design is thinking made visual" - Saul Bass (1921 1996)

Mobilize
Understand

Innovate (select)

Brainstorm (visualize)

Assess

Prototype

Step 1: Mobilize: to prepare for a successful TT effort

Business Model Design

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Manage

Design

inspired from design

How does it work?

Step 2:

Design: iteratively improve your current idea

visualize

brainstorm

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Business Model Design

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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Business Model Design

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): A roadmap in refining opportunities

Business Model Design

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Pros & Cons

PROS

low learning curve place for supporting creativity support communication over different backgrounds great for handling intangible assets
CONS

lack of ICT tool integration difficult customization to each TT project context

not a compensation for bad underlying information

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Business Model Design

Impacts

(visual) understanding/sharing of main stakes (ongoing) wide adoption by internal stakeholders general interest in Business Modelling arose

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Business Model Design

Outcomes

clearer business speech from TT staff practical design process was appreciated

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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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Business Model Design

Lessons Learned

redo

guidelines for tools & techniques selection

improve

user-oriented documentation more basic education from the start

recommend

contact us if you want to use this, it still evolves, any contribution is welcome

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Business Model Design

Suggested Readings

business model generation, Alexander Osterwalder & Yves Pigneur, (book, October 2009), http://businessmodelgeneration.com/ value networks engineering, Jaap Gordijn, (articles and tools, 19992009) 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

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