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Designing For
                Innovation:
 How can I
              Business Models
improve the
  way I do
  business




               Presentation to IIBA-OO
                          January 2009
                          Michael Lachapelle
What are the expectations for today
why have a
business model?
how do we describe our business




                     without a common language
how do we communicate
                                 about the business?




so other people understand
how we implement our business?




                             outdated methods?
how do we change a business?




re-invent the wheel?
what is innovation?
technology innovation
process innovation
product & service innovation
business model innovation
four levels of innovation

                  business model innovation
                 product & service innovation
                     process innovation
                    technology innovation
Nearly all CEOs are adapting their
                     business models — two-thirds are
                     implementing extensive innovations.
                     More than 40 percent are changing
                     their enterprise models to be more
                     collaborative.

                                       IBM Global CEO Study 2008


              Extensive

Business                                   69%
              Moderate
Model
Innovation
                                                          29%
over next 3
              Limited / none
years
                                                            2%
Benefits Cited by Business Model
                         Innovators




                                           percent of respondents
Source: Expanding the Innovation Horizon
[IBM, Global CEO Study 2006]
How does one
describe a business
      model?
THE BUSINESS MODEL

   CANVAS
a business model describes the logic and rationale underlying the
        way in which we implement the business strategy




                           areas
business model framework



  HOW               WHAT     WHO




                  HOW MUCH
BUILDING
BLOCKS
business model framework

                     KEY                        CLIENT
 INFRASTRUCTURE                   OFFER                       CLIENT
                  RESOURCES                  RELATIONSHIPS

   PARTNER                       VALUE                        CLIENT
   NETWORK                     PROPOSITION                   SEGMENTS

                    KEY                      DISTRIBUTION
                  ACTIVITIES                  CHANNELS




                     COST                      REVENUE
   FINANCE
                  STRUCTURE                    STREAMS
the big picture
                    Key Resources                    Client Relationship




                                         Value


  Partner Network   Key Activities                   Distribution Channel   Client Segments




   Cost Structure                    Revenue Model
Value creates revenue
                    Key Resources                    Client Relationship




                                         Value


  Partner Network   Key Activities                   Distribution Channel   Client Segments




  Cost Structure                     Revenue Model
Creating value requires infrastructure
                     Key Resources                    Client Relationship




                                          Value


   Partner Network   Key Activities                   Distribution Channel   Client Segments




   Cost Structure                     Revenue Model
Infrastructure generates costs
                    Key Resources                    Client Relationship




                                         Value


  Partner Network   Key Activities                   Distribution Channel   Client Segments




   Cost Structure                    Revenue Model
Operational viability
                     Key Resources                    Client Relationship




                                          Value


   Partner Network   Key Activities                   Distribution Channel   Client Segments




   Cost Structure                     Revenue Model
describing SAMPLE
 business model
Amazon.com’s basic business model…
                                     Courtesy of Alexander Osterwalder, with permission



                      fulfillment                                                       mass
                                                                                    customization
                       content                                                         CLIENT
                                                                                         CLIENT
                     KEY ACTIVITIES
                     KEY ACTIVITIES
                                                                                     RELATIONSHIPS
                     management                                                      RELATIONSHIPS
                                                                                          affiliates
                    IT management
    delivery
                                                                                                       mass customers
    PARTNER                                                                                               CLIENT
                                                       retail stuff
     PARTNER                                                                                               CLIENT
3rd party sellers                                        OFFER
                                                      overOFFER                                           globally
    NETWORK                                                                                             SEGMENTS
                                                           the web
    NETWORK                                                                                              SEGMENTS
   affiliates        warehouses &
                       inventory
                                                                                    Amazon.com
                                                                                    DISTRIBUTION 
                                                                                    DISTRIBUTION 
                    IT infrastructure
                     KEY RESOURCES
                     KEY RESOURCES                                                   CHANNELS
                                                                                      CHANNELS
                                                                                      affiliates
                         people




                       fulfillment
                                                                                       REVENUE
                                                                                       REVENUE
                     technology &
                    COST STRUCTURE                                                  sales margins
                    COST STRUCTURE                                                      FLOWS
                                                                                        FLOWS
                        content
                       marketing
Four questions about
                       Amazon.com‘s business model
 what is their BM‘s major
 weakness?

 what are their BM‘s strongest
 competencies?

 where are their BM‘s highest
 costs?

 what big strategic innovation
 could Amazon bring to their BM?
Courtesy of Alexander Osterwalder, with permission
Innovating the business model
                                           Courtesy of Alexander Osterwalder, with permission
            activities                                                                                       relationship
                            fulfillment                                                      mass
                                                                                         customization
                                                                offer
                             content                                                         CLIENT                         clients
                                                                                             CLIENT
                               CLIENT                                                         CLIENT
                          KEY ACTIVITIES
                               CLIENT                                                          CLIENT
                          KEY ACTIVITIES
partners                  management                                                        affiliates
                                                                                         RELATIONSHIPS
                                                                                         RELATIONSHIPS
                            SEGMENTS                                                        SEGMENTS
                             SEGMENTS                                                       SEGMENTS
                          IT management
     delivery
                                                             retail stuff                                        mass customer
                                                           over the web                                              globally
                                                                                                                      CLIENT
     PARTNER                                                                                                           CLIENT
      PARTNER 
       CLIENT                                                   CLIENT                                                 CLIENT
        CLIENT                                                  CLIENT
                                                               OFFER                                                    CLIENT
                                                                                                                      CLIENTS
 3rd NETWORK                                                    OFFER
     party sellers                                                                                                    CLIENTS
                                                                                                                    SEGMENTS
                                                                                                                    SEGMENTS
     NETWORK
     SEGMENTS                                                 SEGMENTS                                               SEGMENTS
      SEGMENTS                                                SEGMENTS                                               SEGMENTS
                                                             IT services
                           warehouses &                                                                        Internet companies
                                                                                         Amazon.com
                                                           (e.g. S3, EC2)
                             inventory
    affiliates
                                                                                         DISTRIBUTION 
                                                                                         DISTRIBUTION 
                                                                                             CLIENT
                                 CLIENT                                                       CLIENT
                                 CLIENT
                           KEY RESOURCES
                          IT infrastructure                                                affiliates
                           KEY RESOURCES                                                  CHANNELS
                                                                                           CHANNELS
                                                                                           SEGMENTS
                              SEGMENTS                                                      SEGMENTS
                               SEGMENTS
                                                                                       Internet interfaces
                              people
            resources                                                                                        channels


                             fulfillment
                                                                                         Sales margins
                                                                                         Sales margins
                           technology &                                                    REVENUE
                                                                                            REVENUE
                                CLIENT                                                        CLIENT
                                CLIENT
                          COST STRUCTURE                                                       CLIENT
                          COST STRUCTURE
                              content                                                        FLOWS
                                                                                             FLOWS
                              SEGMENTS                                                     SEGMENTS
                              SEGMENTS                                                      SEGMENTS
                                                                                           utility fees
                 costs                                                                                         revenues
                             marketing
The Innovating Approach

                                  How does one innovate
          Consider
           Consider
         the clients
          the clients



Start with as-is         Create prototype      Set the to-be
 Start with as-is         Create prototype     Set the to-be
business model          innovative models    business model
 business model          innovative models    business model




                          Consider the
                           Consider the
                         four questions
                          four questions
If you wish to use material
from this presentation please
observe the rules of creative
commons licensing.



Content and development support provided by:
Content and development support provided by:
Dr. Alexander Osterwalder, PhD
Dr. Alexander Osterwalder, PhD
His material is posted on: business-model-design.blogspot.com
His material is posted on: business-model-design.blogspot.com
Business Model Community located at: www.thebusinessmodelhub.com
Business Model Community located at: www.thebusinessmodelhub.com



 For further information, discussion you can contact me at:
  For further information, discussion you can contact me at:
 (w) mike.lachapelle@tpsgc-pwgsc.gc.ca
  (w) mike.lachapelle@tpsgc-pwgsc.gc.ca
 (h) michaell@magma.ca
  (h) michaell@magma.ca

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Designing For Innovation: Business Models

  • 1. Designing For Innovation: How can I Business Models improve the way I do business Presentation to IIBA-OO January 2009 Michael Lachapelle
  • 2. What are the expectations for today
  • 4. how do we describe our business without a common language
  • 5. how do we communicate about the business? so other people understand
  • 6. how we implement our business? outdated methods?
  • 7. how do we change a business? re-invent the wheel?
  • 11. product & service innovation
  • 13. four levels of innovation business model innovation product & service innovation process innovation technology innovation
  • 14. Nearly all CEOs are adapting their business models — two-thirds are implementing extensive innovations. More than 40 percent are changing their enterprise models to be more collaborative. IBM Global CEO Study 2008 Extensive Business 69% Moderate Model Innovation 29% over next 3 Limited / none years 2%
  • 15. Benefits Cited by Business Model Innovators percent of respondents Source: Expanding the Innovation Horizon [IBM, Global CEO Study 2006]
  • 16. How does one describe a business model?
  • 18. a business model describes the logic and rationale underlying the way in which we implement the business strategy areas
  • 19. business model framework HOW WHAT WHO HOW MUCH
  • 21. business model framework KEY CLIENT INFRASTRUCTURE OFFER CLIENT RESOURCES RELATIONSHIPS PARTNER VALUE CLIENT NETWORK PROPOSITION SEGMENTS KEY DISTRIBUTION ACTIVITIES CHANNELS COST REVENUE FINANCE STRUCTURE STREAMS
  • 22. the big picture Key Resources Client Relationship Value Partner Network Key Activities Distribution Channel Client Segments Cost Structure Revenue Model
  • 23. Value creates revenue Key Resources Client Relationship Value Partner Network Key Activities Distribution Channel Client Segments Cost Structure Revenue Model
  • 24. Creating value requires infrastructure Key Resources Client Relationship Value Partner Network Key Activities Distribution Channel Client Segments Cost Structure Revenue Model
  • 25. Infrastructure generates costs Key Resources Client Relationship Value Partner Network Key Activities Distribution Channel Client Segments Cost Structure Revenue Model
  • 26. Operational viability Key Resources Client Relationship Value Partner Network Key Activities Distribution Channel Client Segments Cost Structure Revenue Model
  • 28. Amazon.com’s basic business model… Courtesy of Alexander Osterwalder, with permission fulfillment mass customization content CLIENT CLIENT KEY ACTIVITIES KEY ACTIVITIES RELATIONSHIPS management RELATIONSHIPS affiliates IT management delivery mass customers PARTNER  CLIENT retail stuff PARTNER  CLIENT 3rd party sellers OFFER overOFFER globally NETWORK SEGMENTS the web NETWORK SEGMENTS affiliates warehouses & inventory Amazon.com DISTRIBUTION  DISTRIBUTION  IT infrastructure KEY RESOURCES KEY RESOURCES CHANNELS CHANNELS affiliates people fulfillment REVENUE REVENUE technology & COST STRUCTURE sales margins COST STRUCTURE FLOWS FLOWS content marketing
  • 29. Four questions about Amazon.com‘s business model what is their BM‘s major weakness? what are their BM‘s strongest competencies? where are their BM‘s highest costs? what big strategic innovation could Amazon bring to their BM? Courtesy of Alexander Osterwalder, with permission
  • 30. Innovating the business model Courtesy of Alexander Osterwalder, with permission activities relationship fulfillment mass customization offer content CLIENT clients CLIENT CLIENT CLIENT KEY ACTIVITIES CLIENT CLIENT KEY ACTIVITIES partners management affiliates RELATIONSHIPS RELATIONSHIPS SEGMENTS SEGMENTS SEGMENTS SEGMENTS IT management delivery retail stuff mass customer over the web globally CLIENT PARTNER  CLIENT PARTNER  CLIENT CLIENT CLIENT CLIENT CLIENT OFFER CLIENT CLIENTS 3rd NETWORK OFFER party sellers CLIENTS SEGMENTS SEGMENTS NETWORK SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS SEGMENTS IT services warehouses & Internet companies Amazon.com (e.g. S3, EC2) inventory affiliates DISTRIBUTION  DISTRIBUTION  CLIENT CLIENT CLIENT CLIENT KEY RESOURCES IT infrastructure affiliates KEY RESOURCES CHANNELS CHANNELS SEGMENTS SEGMENTS SEGMENTS SEGMENTS Internet interfaces people resources channels fulfillment Sales margins Sales margins technology & REVENUE REVENUE CLIENT CLIENT CLIENT COST STRUCTURE CLIENT COST STRUCTURE content FLOWS FLOWS SEGMENTS SEGMENTS SEGMENTS SEGMENTS utility fees costs revenues marketing
  • 31. The Innovating Approach How does one innovate Consider Consider the clients the clients Start with as-is Create prototype Set the to-be Start with as-is Create prototype Set the to-be business model innovative models business model business model innovative models business model Consider the Consider the four questions four questions
  • 32. If you wish to use material from this presentation please observe the rules of creative commons licensing. Content and development support provided by: Content and development support provided by: Dr. Alexander Osterwalder, PhD Dr. Alexander Osterwalder, PhD His material is posted on: business-model-design.blogspot.com His material is posted on: business-model-design.blogspot.com Business Model Community located at: www.thebusinessmodelhub.com Business Model Community located at: www.thebusinessmodelhub.com For further information, discussion you can contact me at: For further information, discussion you can contact me at: (w) mike.lachapelle@tpsgc-pwgsc.gc.ca (w) mike.lachapelle@tpsgc-pwgsc.gc.ca (h) michaell@magma.ca (h) michaell@magma.ca