Designing Strong Experiments

Added on by Tendayi Viki & Franziska Beeler.

When testing our business ideas, choosing the right experiment is just the beginning. After we have chosen our experiment, it’s important that we spend some time designing it well. Well designed experiments can further strengthen the evidence we get, which will increase our confidence in making decisions.  Two of the most important elements for designing sound experiments are selecting the right participants and designing a well-crafted artefact.

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Business Model Shifts: A Sneak Peek at the Invincible Company

Added on by Strategyzer.

Have you heard?  We’re writing a new book. The Invincible Company.  The book builds upon Business Model Generation and Value Proposition Design.  And it takes a deep dive into how world-class companies continuously reinvent their business models.  In Business Model Generation we discussed business model patterns, and in The Invincible Company  we are taking this one step further with Business Model Shifts and Transformations — how existing companies reinvent themselves to stay competitive in a rapidly changing world.

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How We Help Each Other Grow

Added on by Kavi Guppta.

Management expert Ken Blanchard says “feedback is the breakfast of champions.” Unfortunately, feedback isn’t always continuously delivered to individuals, and it’s not always tangibly felt by team members around them. We’re currently trialing Marshall Goldsmith’s Stakeholder Centered Coaching (SCC) at Strategyzer to help our team create positive behaviour change that is sustained, recognized, and measurable.

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Space as a Business Model Arena

Added on by Strategyzer.

This month marks the 50th Anniversary of the Apollo 11 Moon Landing. In the spirit of such a momentous event we thought we’d take a look at space, not as the final frontier, but as a business model arena. Space has become a rapidly expanding, accessible economy - so if you wanted to be an astro-preneur, what components of the arena would you need to consider before launching your space business?

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Innovation Labs Should Not Be A Home For Homeless Ideas

Added on by Tendayi Viki.

In a bid to avoid the stifling bureaucracy within their company, intrapreneurs often create innovation labs that are separate units from the main organization. Not only do they seek to be physically separate but they also actively avoid aligning the work they do in the lab with the strategic goals of their company. While this may provide an initial, positive feeling of freedom to be creative, it is not a good long term strategy for sustaining innovation.

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Why Helping Large Companies Innovate Matters

Added on by Alexander Osterwalder.

When a company shuts down or restructures the impact can be far reaching — customers, vendors, suppliers, employees, their families and the local community itself. Financial returns are not our main motivation when we help large companies reinvent themselves and build new engines of growth. Our motivation comes from helping companies preserve jobs and create better workplaces.

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CEO Insights on Innovation from the 2019 Bootcamp: Anton Affentranger, Former CEO of Implenia

Added on by Strategyzer.

During our 2019 Bootcamp last week, we had the pleasure of hosting Anton Affentranger, former CEO of Implenia, a European construction company with  $550M market cap. Alex and Anton discussed innovation within the context of an existing organization. Anton consistently referred to the challenge of innovating at an existing company (exploit portfolio) and how to convince stakeholders to assess innovation differently than execution.

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Innovation Project Scorecard: Evidence Trumps Opinion

Added on by Tendayi Viki.

The focus should not just be on products and services when running experiments to test new business ideas. Our focus should be on assessing if we are making progress from our initial idea to a profitable business. Teams need to show hard evidence that a market exists and customers are interested (i.e. desirability), that the required infrastructure can be built and managed (i.e. feasibility), and evidence that the projected revenues and profits are not a fantasy (i.e. viability).  We developed a tool to assess the progress that innovation teams are making in their quest to find business models that work.

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Testing New Business Ideas: Learnings From Owlet [Part 2]

Added on by Frederic Etiemble.

In our first post on key learnings from Owlet we saw how the first few weeks of their entrepreneurial journey illustrate two critical principles: i)  trusting the testing process, not your initial vision and ii) testing desirability first. Let’s come back to OWLET to see how they exemplify three more of our convictions when it comes to de-risking new business ideas.

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Business Model Evolution Using the Portfolio Map

Added on by Alex Osterwalder & Yves Pigneur.

We have been developing our Business Model Portfolio Map for our new book, The Invincible Company. Like all of our tools, we have found that the Portfolio Map is a great storytelling tool. It can be used to show the evolution of a company’s business model  over its lifecycle by measuring risk vs return.

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Entrepreneurship and the Business Model Canvas in Unlikely Places

Added on by Lauren Eve Cantor.

Entrepreneurs are often thought of as trailblazers, job creators and economic boosters. The skills entrepreneurs derive from building their business ideas often trickle down into how they build their lives and interact with society. What if we could instill the confidence of an entrepreneur into the most isolated in our society? One shining example is the Leonhard program which teaches Innovation and Business Creation in prisons in Germany and uses the Business Model Canvas as a tool for innovation.

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