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Table of contents
As another reviewer has pointed out, "Saul sets the stage by explaining how disruption is becoming a commonplace, innovation a necessity and the inadequacy of product and service innovation to drive the system level transformative change that industrial crises require. At the same time, the book respects bot the need for context and plain speaking.
The premise of this book is sound and, to be sure, the book's concept would not have been as essential 20 years ago. I laughed when I read that the official language for one of his projects was English read: not consultantspeak. To that end, Kaplan writes well and sans jargon--always a plus for me in a business book. So, what could this book have done better?
I have three main gripes.
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I would have preferred to see a longer book with more detailed case studies. Second, to my liking, Kaplan makes far too many references to his halcyon days at Accenture. The way he would tell it, this is the perfect consulting organization and it just seems a little to idyllic for me. Further, there seems to be a bevy of plugs for his own company, making the book at times read like a marketing brochure.
Jan 28, Rick rated it really liked it. Business model innovation is the new strategic imperative for all leaders Blockbuster's executives saw Netflix coming. Sep 27, Darin Stewart rated it liked it. This book started out quite promising, but quickly turned to empty cheer-leading as so many business books do. Even these boil down to the standard "You need executive buy-in and separate funding". After chapter 4 he starts to repeat himself and the book, brie This book started out quite promising, but quickly turned to empty cheer-leading as so many business books do. After chapter 4 he starts to repeat himself and the book, brief as it is, feels padded.
I fully agree with the argument kaplan puts forth, but he could have done so just as effectively in a magazine article and saved me considerable time. Jan 25, Alex rated it liked it Shelves: Great concepts in the book but not very well written, in my opinion. It felt like he was repeating himself and he seemed to use the same example for different concepts.
There were some great insights into why companies don't respond to respond to change or take ideas that are presented to them. I also think that the personal business model was a great concept as well.
Mar 31, Oscar rated it it was amazing. An excellent book! It explains in every chapter what is a Business Model, its importance and why you must know how to create or transform one. Visvapriya rated it really liked it Jun 17, Cathryn Hrudicka rated it really liked it Nov 08, Mack rated it it was amazing Sep 25, Gerard Charlot rated it it was amazing Oct 07, R2conference rated it really liked it Aug 26, Michael Keen rated it it was amazing May 03, Edwin Rivas rated it liked it Jul 14, Brian Hull rated it really liked it Jun 30, Amr Handy rated it really liked it Mar 30, Darrell Griffin rated it it was amazing Jan 22, Dan Winston rated it liked it Jan 16, Alyssamgrau rated it liked it Sep 26, Ryan Finch rated it it was ok Jul 06, Alisson Duarte rated it it was amazing Aug 14, Michael Mcmillin rated it did not like it Apr 10, Brant Bukowsky rated it liked it Nov 05, Dave Crowther rated it liked it Mar 19, Esteban C rated it it was amazing Sep 03, There are no discussion topics on this book yet.
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About Saul Kaplan. Saul Kaplan. Books by Saul Kaplan. Trivia About The Business Mode No trivia or quizzes yet. Design thinking is especially suited to address the context-driven, user-centric nature of the challenges posed to succeed in the connected global economy. These skillsets are critical to developing a robust foundational operating enterprise core that can be extended or specialized at the edges to support iterative innovation cycles with accelerated cadences. Design thinking can also empower creativity at the edges of the operating model as well as provide a mechanism to validate hypothesis to ensure the new business model design is achieving the desired outcomes.
Business model innovation should follow a search paradigm that creatively experiments and tests hypothesis in the elements of the new design to determine whether a new product or service is commercially viable. The search paradigm is inherently riskier and more feedback-oriented compared to the execution mindset necessary when optimizing an established business model. Modern enterprises need to excel at not only improving existing elements of its current business model but inventing entirely new business models whose exact structure and dynamics are emergent. The business model innovation initiatives may be organized as a set of ventures that operate outside of existing business units but leverage their resources.
The management of shared resources across the portfolio introduces new requirements in the organizational and information technology architecture.enter
Innovate Your Business Model… or Die
The successful new business ventures may eventually become integrated into the core operating model so that they can be scaled and optimized to maximize value generation. Enterprise executives must consider that the management philosophy necessary to run these ventures is considerably different than what is expected for existing business units.
Instead of applying a discipline for optimizing execution of operations, the team running a business model innovation venture is highly entrepreneurial, comfortable with risk, challenges the established modus operandi, and creatively pivots based on findings from market feedback.
These intrapreneurs are essentially leading startups on the edges of the enterprise to find new market opportunities for value creation. Intrapreneurs apply design thinking to realize innovation for customers. The team setting out to develop the new enterprise architecture consists of individuals knowledgeable with a systems thinking approach for design.
the business model innovation factory
Enterprise architects apply design thinking to deliver transformational capabilities to executive management. The team establishes a clear vision that enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the standardization and integration requirements of the core operating model as well as the new venture entities. The designers must work closely with both management teams in the established business and new ventures to identify the architecture elements that can be shared and extended to support innovation beyond the operating core.
The enterprise architecture team excels at creating the standardization and integration necessary to exploit resources to provide management with the capabilities for optimally running their business unit or venture while supporting innovation processes. The design team must also be able to communicate the benefits of enterprise architecture which include:. In the next part of the series, the business model design process will be described using the innovation team organization covered in this introduction.
Sergio Compean comes to Sogeti USA with extensive technology consulting and leadership experience in the areas of distributed systems software engineering and enterprise solutions.
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