was cheking through the numbers to see what wa really pofibility
companies
access to data
a lot of information make it harder
business practice
constantly doing experiments
continous improvement
experimentation
were to start?
experimentation need to be decentralized
specific knowledge
innovation into a platform
scales up
replicated
digital organization
20th century
incentive system
training
inventory
IT changes
Creating value Through business model innovation
grow revenue
bisuness model
innovation
competitive advantage
beter company
matters to managers
entrepreneurs
second
dificult to imitate
academic researchers
first
future value
third
potentially powerful
resolve
trade off between
innovation cost
benefits
system if interconnected and interdependent
activities that determines the way the
company does business with its customers
innovation in practice
hardware design
prodcut innovation
movile design manufacturing
apple
ongoing retationship with its customers
grow revenue
economic of scope
icloud
imacs
ipads
iphones/ ipods
APPS
business model design
innovation
novel activities
linking activities
changing one or ore parties
6 quiestions
interlinked
novelty
interlinked
lock in
complementaries
efficiency
interdependencies
design elements
governance
founders
business & revenue
revenie generation
caveats
six questions before a new model
what percieved needs can be
satisfied through the new model
design
what novel
activities are need
to satisfied these
ercieved needs?
how could the
required
activities be
linked to each
other in novel
ways?
should
perform
each of the
activities
that are part
of the
business
model?
how is value created
throught the novel
business model for
each of the
participation
what revenue
model fits with
the copanys
business model
to appropiate
part of the total
value helps
create?
HOW TO INNOVATE IN BUSINESS MODEL DESIGN
can create a new market
new opportunities
ocuur in many ways
adding novel activities
linking in novel ways/ new structuere
activities to be perform
activity system how the
activities are linked in what
sequence
change parties that perform any of the activities
governance of an activity system
who perform the activity
how does the company
increase the odds of
developing the right business
model for its situation
novelty
lock-in
complementarities
Efficiency
INNOVATION RISK
effects of an
innovation
five rules of thumb:
1. Recognize that you need a model for making judgments
about risk and return
1. Recognize that you need a model for making judgments
about risk and return
3. Expect the unexpected
4. Understand use and user
5. Check the infrastructure.
Recognize That You Need a Model
More and more activities that
traditionally required human cognition
have proved susceptible to formal
mathematical modeling.
Acknowledge Your Model's Limitations
No human being can possibly foresee all the consequences of an innovation, no matter how obvious
they may seem in hindsight.
Expect the Unexpected
Understand the Use and the User
Check the Infrastructure
A more-complete but morecomplicated model may carry greater risks than a cruder one if the user
is not qualified for the job.
Even ifyou could make changes to an infrastructure to coincide with a product's launch, you might
find that within a short time those changes have become irrelevant.