kick off future now novay
TRANSCRIPT
Creating Robust Business Models:
van schets tot onderbouwde keuze
Timber Haaker ([email protected])
Timothy Sealy ([email protected])
Kick off ‘Future Now’, 26 Februari 2013
2 Van schets tot onderbouwde keuze
“If architects built buildings the way we build businesses I'd sleep outside…”
“…let's use more building tools in businesses, too”
Alexander Osterwalder on Twitter(http://tinyurl.com/cpd4o7c)
Business modellering: Schetsen
Creating succesful ICT services (tinyurl.com/9xd77cl)
4 Van schets tot onderbouwde keuze
Business case modeling voor ZonMW5
De waarde van business modellen
• Business modellen gaan over de manier waarop je
(nieuwe) waarde wilt creëren bijvoorbeeld met ICT
• Business modellen bieden een raamwerk voor
experimenten in waardecreatie
• Vooraf toetsen van business modellen verhoogt de kans
op succes en voorkomt spijt achteraf
• Business modellen als communicatiemiddel tussen
strategie en implementatie van strategie
Business modellering: testen
Creating robust business models (tinyurl.com/9pwyu5v)Agile Business Value (tinyurl.com/93c2lk2)
8 Van schets tot onderbouwde keuze
Business Model
Succes
Realiseerbaarheid
Levensvatbaarheid
Robuustheid
9 Creating robust business models
Business model testen
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Heat SignatureService design : business model variables
Customers and/or end-usersTarget group (primary; secondary)Value propositionService offeringContext of useEffort for the customerCustomer relationships
Technology design : business model variablesApplicationsDevicesService platformsChannelsAdditional functionalities
Organization design : business model variablesActorsActors' resources & capabilitiesActors' strategic interestsOrganizational ArrangementsValue activities
Financial design : business model variablesInvestmentsCostsRevenuesRisksFinancial arrangements
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BUSINESS MODEL STRESS TEST
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Create heat signature
Map Business Model to uncertainties
Select uncertainties
Describe Business Model
Creating robust business models
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Low market capture
High market capture
Conservative, inflexible, discourages change
Progressive, flexible, encourages change
“Chinese Walls” for customerdata, limited data availability
Extensive commercial use of customer records,
CANVAS Building BlocksCustomer Segments R O R G O GCustomer Relationships GR GR GR GR GR GChannels O R GR GR R GValue Propositions O R G R R GKey Activities O R GR GR G GKey Resources O R G R O GKey Partners O R R R GR GRCost Structure G O O O GR GRRevenu Streams O R R G GR GR
New entrants into FS
Regulatory flexibility on new players and new business
modelsPersonal data and privacy
issues
“Favourable futures”
“Double red anomaly”
“Double green dasisy”
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Android: tinyurl.com/d4z3tz5Apple/iOS: tinyurl.com/cea2rdc
Business modellering: roadmap
Creating robust business models (tinyurl.com/9pwyu5v)
BUSINESS MODEL ROADMAPPING
15 Executive MBA, Breukelen, 7 mei 2012
Transition path (example: smart living provider)
Executive MBA, Breukelen, 7 mei 201216
Business model change
Service
Technology
Organization
Finance
Smart living platform
Smart living services
Making internal resources availableFunding
Platform ecosystem
Risk model
Activities
Assessing competition and demand
Acquire expertise in domain
Teaming up with relevant partners
Acquiring specific competences
Acquiring technical know-how
RfP Technology providers
White paper
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Contact
Timothy Sealy, [email protected] 51285449
Van schets tot onderbouwde keuze
Timber Haaker, Principal [email protected] 51198280Twitter: @timberhaakerLinkedin: nl.linkedin.com/in/timberhaaker
Executive MBA, Breukelen, 7 mei 201218