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Why !nd how org!niz!tions !round the world !dopt it. A field report from:

We’re just getting st!rted

The roots of the Business Model C!nv!s lie in ! PhD dissert!tion th!t st!rted in 2000 (see p. 46 for ! Business Model C!nv!s Reminder). Tod!y its success goes f!r beyond our wildest im!gin!tion. Org!niz!tions !round the world !re !dopting the C!nv!s.

The rese!rch outlined in this report shows why the Business Model C!nv!s is so popul!r !nd how org!niz!tions !pply it. We !re excited to sh!re this knowledge with you !nd highlight some best pr!ctices.

Yet, the Business Model C!nv!s is just the begin-ning. Str!tegyzer !spires to cre!te ! whole new gener!tion of business tools th!t ch!nge the w!y org!niz!tions do str!tegy !nd innov!tion. Accom-p!ny us on this exciting journey of tr!nsform!tion.

— Alex!nder Osterw!lder !nd Yves Pigneur

2000–2004 2007 2008 2009 2010 2011 2012 2013 2014 2015PhD

Business Model

Ontology

Cre!tion of

Business Model

C!nv!s

First

Business Model

Workshops

Business Model

Gener!tion

published

Str!tegyzer

founded

Str!tegyzer iP!d

!pp l!unched

+

Cre!tion of

V!lue Proposition

C!nv!s

Str!tegyzer

Web !pp

l!unched

Business

Design Summit

+

Tr!iner

Certific!tion

l!unched

Online Course

l!unched

+

V!lue

Proposition

Design

published

First

Str!tegyzer

Peer Le!rning

Summit

32

.+)1#)1' Introduction 6 The Numbers 8

Where: The Glob2l Picture 10

Who: Corpor2te Adopters 12

How Does the C2nv2s Help? 14 Why Does the C2nv2s Help? 16

The Voice of the User 18 Wh2t is the C2nv2s used for? 20 C2nv2s + other Tools 22 C2nv2s Trends 24

Who: University Adopters 28

Lessons Le2rned 30

Adoption Checklist 38

14 W2ys to Apply the C2nv2s 40

Tools & O3ers from Str2tegyzer 44

Business Model C2nv2s Reminder 46

The V2lue Proposition C2nv2s 48

How to use this little booklet

Use this booklet to get ! bird’s eye view into Business Model C!nv!s !doption, uses, !nd experiences. Underst!nd why people from org!niz!tions like Nestlé, SAP, !nd M!sterC!rd !dopted the Business Model C!nv!s.

Get inspired !bout how to use the C!nv!s in your org!niz!tion !nd find new !nd better w!ys to !pply it.

Ste!l inform!tion from this booklet to “sell” the C!nv!s in your org!niz!tion. Use our stories !nd lessons le!rned directly from first movers !nd corpor!te ch!mpions.

—

The content of this booklet combines in-house d!t! with over ! ye!r of rese!rch. We surveyed over 1,300 C!nv!s users !nd conducted 35 interviews with individu!ls in FT Glob!l 500/Fortune 500 corpor!tions, consult!nts, entrepreneurs, !nd !c!demics. Sectors covered telecommunic!tions, he!lth c!re, industri!l products, IT, fin!nce, consulting, !nd more.

76

The Numbers

people tr!ined in Str!tegyzer’s Business Model C!nv!s Workshops + M!stercl!sses !round the world

downlo!ds of the Business Model C!nv!s

Business Model Gener!tion books sold

tr!nsl!tions of the book !nd the C!nv!s

online courses owned

certified tr!iners

universities in the USA h!ve !dopted the book for !t le!st one course

45666566678$956665666

:56667:5666:467;67;67

98

A Glob2l Movement

Across Europe !nd Americ! we h!ve m!ny e!rly !dopters of the C!nv!s. The influence of the C!nv!s continues to grow in these regions. C!nv!s use in Br!zil is t!king o", where we h!ve the second l!rgest number of website hits! Colombi! !nd Argentin! h!ve been growing r!pidly in South Americ!, !s is use in Asi!, p!rticul!rly, J!p!n, Indonesi!, !nd Chin!.

1110

Business Model C!nv!s !dopters include ! wide r!nge of Fortune 500 !nd FT Glob!l 500 comp!nies, !s well !s other le!ding glob!l org!niz!-tions !round the world. They use the C!nv!s in incredibly diverse w!ys. Applic!tions sp!n from str!tegic reorient!tion !nd building entirely new businesses !t the corpor!te level, !ll the w!y to better underst!nding of B2B clients !nd on-bo!rding senior executives !nd new employees.

The Who Is Who Of Business Model C2nv2s Users

1312

M!jorGoodSm!llNoneContribution:

3.42

3.5

3.52

1 2 3 4

3.19

3.16

3.01

2.49

Better convers!tions on str!tegy

Better te!mwork

Cre!ting ! sh!red l!ngu!ge

Structured, pr!ctic!l outcomesto implement

Better coll!bor!tion!cross disciplines

Better coll!bor!tion !cross geogr!phic!l bound!ries

Better ide!s put on the t!ble/ better br!instorming

We !sked survey respondents to highlight how the Business Model C!nv!s cre!tes v!lue for them. The m!in contributions lie in providing ! sh!red l!ngu!ge, le!ding to better str!tegic convers!tions !nd better ide!s on the t!ble.

A L2ngu2ge for Str2tegy 2nd Innov2tionHow the Business Model C!nv!s Cre!tes V!lue for its Users

1514

Seduction of the C2nv2sWhy Users Decide to Adopt the C!nv!s

…is ! visu!l tool

…is intuitive

…f!cilit!tes group discussion

750

…h!s ! pr!ctic!l, simple user interf!ce

719

…w!s recommended/h!s good reviews

228

803

…is !"ord!ble198

667

C!nv!s users !ppreci!te the visu!l, pr!ctic!l, !nd intuitive !spects of the Business Model C!nv!s most, le!ding to better group discussions. We le!rned th!t the C!nv!s is p!rticul!rly v!lued in cross-function!l te!ms !nd especi!lly !mong users in non-business functions (IT, engineers, scientists, etc.).

1,500 respondents !dopted

the C!nv!s bec!use it…

1716

The Voice of the UserUsers see v!lue in the C!nv!s for ! myri!d of re!sons. A Few Direct Quotes…

Better communic!tion to decision m!kers. It cl!rifies complexity.

Gre!t w!y of cl!rifying ide!s !nd ch!llenging !ssumptions.

The C!nv!s h!s helped me to describe m!ny ide!s th!t — without it — would be very difficult to do.

It m!de sense!

The book h!s h!d ! m!jor influence on how we discuss the str!tegic side of business tod!y.

Helps business le!ders quickly see their business on one p!ge.

The !pplic!tion of Design Thinking is ! superior w!y of str!tegizing.

M!n!gers h!ve sometimes forgotten to g!mble with ide!s… BMG helps me to reduce this problem!

Finding out how we ourselves could be disrupted.

Simplicity; even my mother could underst!nd it.

1918

3%Develop underst!nding of B2B clients

Putting the C2nv2s to WorkUsers put the C!nv!s to work in very di"erent !re!s of their org!niz!tions. The m!jority of our surveyed users !pply the Business Model C!nv!s to develop entirely new businesses, l!unch new products !nd services, or rev!mp their existing business model !nd str!tegy.

Our survey rese!rch highlighted some of the most common w!ys th!t org!niz!tions use it.

36%Development of !n entirely new business

21%New product/service development within existing business model

15%Renov!te old business model

2%Org!niz!tion exp!nsion

1.8%M!n!ge multi- disciplin!ry te!ms

.7%Mergers & Acquisitions

19%Str!tegic reorient!tion

.8%Investment rese!rch

Re!sons for using the C!nv!s2120

Str!tegy M!psK!pl!n & Norton

Customer Development Steve Bl!nk

36.5% 39% 41.6%

78.6%

26.9% 29.6%35.3% 36.2%

B!l!nced Scorec!rdK!pl!n & Norton

Le!n St!rtupEric Ries

Five ForcesMich!el Porter

Blue Oce!nStr!tegyKim & M!uborgne

V!lue Ch!insMich!el Porter

SWOT

The Tools of Str2tegy 2nd Innov2tionAn overwhelming m!jority !nswered SWOT, when we !sked C!nv!s users wh!t other methods they worked with. Other new methodologies, like Le!n St!rtup !nd Customer Development !re !ttr!ctive to C!nv!s users, besides est!blished methods, like Blue Oce!n Str!tegy, Five Forces, V!lue Ch!in, or B!l!nced Scorec!rd. 100%

Business Model C!nv!s

SWOT rem!ins one of the most popul!r tools, while the C!nv!s is slowly !nd ste!dily rising in popul!rity !s it becomes incre!singly widely known. The C!nv!s method works well with other popul!r fr!meworks like SWOT, Blue Oce!n Str!tegy, !nd Five Forces. Indeed, over h!lf of C!nv!s users combine the C!nv!s with other methods.

100%

80

60

40

20

C!nv!s users !lso use these methodologies

2322

100

80

60

40

20

On the RiseA Google Trend !n!lysis shows th!t the Business Model C!nv!s is trending upw!rds together with the Le!n St!rtup.

2008 2009 2010 2011 2013 2014

Blue Oce2n Str2tegy

Le2n St2rtup

Disruptive Innov2tion

Business Model C2nv2sThe number 100 represents pe!k se!rch interest

2524

100

80

60

40

20

2008 2009 2010 2011

Str2tegic Pl2n

Business Model C2nv2s

Disrupting the Str2tegic Pl2nAn incre!sing number of users !pply the Business Model C!nv!s to describe current !nd future str!tegy. A Google Trend !n!lysis shows how the tr!dition!l str!tegic pl!n is losing popul!rity, while the C!nv!s is g!ining popul!rity. The l!tter w!s coined in 2009, while the former h!s ! much longer tr!ck record.

2013 2014

The number 100 represents pe!k se!rch interest

2726

“ As I look b!ck over ! long person!l involvement with innov!tion, I c!n point to few conceptu!l !dv!nces th!t h!ve h!d !s big !n imp!ct on how we te!ch !s h!s the Business Model C!nv!s. — Bill Fischer, IMD

The business tool th!t revolutionized how to think !bout new ventures. — Steve Bl2nk, St2nford

The Business Model C!nv!s puts the thought process of successful seri!l entrepreneurs within the gr!sp of the rest of us — it h!s completely tr!nsformed how we te!ch pl!nning for new businesses.— Rit2 Gunther McGr2th, Columbi2

The Business Model C!nv!s is now t!ught to every fulltime MBA student !t our school. It h!s become the st!nd!rd for describing !nd designing business models.— Henry Chesbrough, Berkeley

Te2ching the C2nv2s glob2llyTop r!nked business schools !round the world !re !dopting the Business Model C!nv!s in their cl!ss rooms. Students !re le!rning how to !pply the C!nv!s in str!tegy !nd innov!tion in le!ding MBA !nd Executive progr!ms, !nd they !re bringing this cutting-edge knowledge b!ck to their org!niz!tions.

2928

<#''+)'$<#/=)#,

AdoptionThough people see very pr!ctic!l !nd immedi!te v!lue in !dopting the C!nv!s, spre!ding it inside ! l!rge org!niz!tion is no e!sy t!sk. During our rese!rch we observed ! couple of sh!red best pr!ctices in org!niz!tions th!t successfully !dopted the C!nv!s for v!rious di"erent objectives.

3130

Find Ch2mpion UsersSuccessful 2dopters 2ll h2ve one or more ch2mpion users. They m2ke sure th2t the system2tic use of the C2nv2s doesn’t f2ll o3 the corpor2te 2gend2.Action " ID p!ssion!te C!nv!s users who continuously push the use of the method !nd help others underst!nd the b!sics.

Get C-level SponsorshipCh2mpion users often rem2in isol2ted if they l2ck 2 sponsor 2t the C-level or executive bo2rd level. Serious commitment 2nd buy-in 2re indispensible for 2doption of the C2nv2s.Action " ID C-level executives who underst!nd the v!lue of pr!ctic!l methodologies !nd !re open to new !ppro!ches.

Showc2se SuccessIn m2ny org2niz2tions there 2re te2ms th2t 2lre2dy successfully use the C2nv2s. Showc2se their results to demonstr2te wh2t is possible. If this doesn>t exist yet, st2rt with sm2ll projects to f2cilit2te sc2ling up the use of the C2nv2s.Action " ID or cre!te successful sm!ll showc!ses.

Cre2te 2 Sense of UrgencyBig re2sons for ch2nge boost the 2doption of the C2nv2s. Without 2 sense of urgency people stick to business 2s usu2l 2nd it becomes difficult to get them to 2dopt 2 new — even if useful — methodology.Action " ID ! BIG re!son to integr!te the C!nv!s into the org!niz!tion’s processes.

3332

M2ke it Offici2lThe integr2tion of the C2nv2s in offici2l comp2ny templ2tes (e.g. business pl2ns, str2tegic pl2ns, ide2 submissions) m2kes 2doption much e2sier.Action " ID in which templ!tes the C!nv!s should be present !nd integr!te it.

Get Outside HelpExtern2l help of experts to f2cilit2te C2nv2s underst2nding, le2rning, use, 2nd integr2tion e2rly on, h2s proven to be 2 powerful vector of 2doption.Action " ID qu!lified C!nv!s f!cilit!tors to !ssure ! proper !doption of the methodology.

St2rt SimpleThe C!nv!s c!n be used in ! myri!d of w!ys from just c!ptur-ing !n existing business model !nd cre!ting better str!tegic convers!tions, !ll the w!y to innov!ting new business models. At one org!niz!tion we interviewed, employees showed relief when they le!rnt th!t the C!nv!s is not “just” for disruptive innov!tion. They st!rted using the C!nv!s in ! very simple w!y to cl!rify !nd underst!nd existing business models before moving tow!rds inventing new ones.

Be OpportunisticThe C!nv!s often “pops” up within !n org!niz!tion in !n opportunistic !nd unstructured w!y, !fter which it c!n get lost or m!rgin!lized. However, when the C!nv!s is noticed !cross !n org!niz!tion !s ! templ!te within one business unit’s or te!m’s work, !n opportunity opens for the C!nv!s to “c!tch on” !nd spre!d throughout the org!niz!tion. Its intern!l inte-gr!tion !s ! templ!te incre!ses the perception of !n “insti-tution!lized” tool !nd c!n kick-st!rt C!nv!s use to percol!te through !n org!niz!tion.

3534

Cre2te Risk-free Sp2ces for Le2rning 2nd Experiment2tionUnderst!nding the v!lue of business model thinking t!kes time especi!lly in more tr!dition!l corpor!tions. Cre!ting risk-free sp!ces for explor!tion c!n prove very powerful. One org!niz!tion introduced “j!m sessions” !nd “brown b!g lunches” to pl!y !round with the C!nv!s !nd stimul!te ide! cre!tion for re!l projects.

Bring the C2nv2s into the ‘DNA’ of your Org2niz2tionThe C!nv!s c!n be perceived !s “extr! work” — to !void this, org!niz!tions need to !lign intern!l incentive structures !nd integr!te the C!nv!s with oper!tions !nd processes; otherwise, it rem!ins !n !d hoc tool !t ! dep!rtment, te!m or individu!l level.

Go Beyond the Low H2nging FruitsIt is e!sy to use the C!nv!s !s !n “improve” tool; c!tching the “low-h!nging fruit” to m!ke sm!ll ch!nges or improvements. It is h!rder to re!ch ! deeper !nd more v!lu!ble level of us!ge without utilizing extern!l co!ching beyond the Business Model Gener!tion book; such !s ! public or corpor!te Business Model C!nv!s Workshop, or hiring ! consult!nt who is ! certified Business Model C!nv!s tr!iner.

InvestThe C!nv!s is not ! “silver bullet”, it still requires support, tr!ining, !nd ch!mpioning.

3736

? Find ch2mpion users

? Get C-level sponsorship

? Showc2se success

? Cre2te 2 sense of urgency

? M2ke it offici2l

? Get outside help

? St2rt simple

? Be opportunistic

? Cre2te risk-free sp2ces for le2rning 2nd experiment2tion

? Bring the C2nv2s into the ‘DNA’ of your org2niz2tion

? Go beyond the low h2nging fruits

? Invest

Adoption ChecklistUse this checklist to m!ke sure your te!m h!s followed the best pr!ctices.

3938

14 W2ys to Apply the C2nv2s 9

Str!tegizingStr!tegic pl!nning/development

;Underst!nding CompetitionBusiness model environment — competitive !n!lysis

4Innov!tionDesign/prototype, test, !nd build new growth engines/business models

@New Ide! Templ!teWork in multidisciplin!ry te!ms to submit ide!s !nd comp!re

APortfolio of Business ModelsFrom improving existing models to inventing new ones to me!sure perform!nce

:D!shbo!rdIndic!tors for every building block to me!sure perform!nce

40

BAlignmentCEO/executive onbo!rding

96Sh!red L!ngu!ge Across FunctionsPeople from di"erent !re!s discuss using the s!me l!ngu!ge

9;Mergers & AcquisitionsSketch out the business model of two org!niz!tions to determine if there’s ! fit

9AExit str!tegies (IPO, Acquisition)Underst!nding if your org!niz!tion c!n fit with others when selling

9:InvestingSketch the business model to m!ke better investment decisions

CUnderst!nding CustomersBusiness model environment — m!rket !n!lysis

DStr!tegy Di"usion & Co-cre!tionThe blueprint th!t shows more concretely how you’re !ctu!lly going to implement str!tegy to me!sure perform!nce

+

99Alignment: V!lue side (Revenues) & Infr!structure side (Costs)A sh!red underst!nding of wh!t you're trying to !chieve

Books str2tegyzer.com/books

Get ! copy of our be!uti-fully cr!fted visu!l books Business Model Gener!-tion !nd V!lue Proposition Design for everybody in your comp!ny. O"er them this little gift to help them cre!te v!lue propositions customers c!n’t resist, embedded in sc!l!ble !nd profit!ble business models.

M2stercl2ssbusinessmodelgener2tion.com/tr2ining

Join pr!ctitioners from !round the world !nd le!rn how to !pply the Business Model C!nv!s, V!lue Prop-osition C!nv!s, !nd Le!n St!rtup methodologies. Experience the power of prototyping !nd testing your ide!s h!nds-on with pr!ctic!l exercises. Hone your innov!tion skills !nd prep!re your org!niz!tion for the 21st century.

Online Coursestr2tegyzer.com/le2rn

Enroll your te!ms in our online courses !nd introduce them to the Business Model C!nv!s, V!lue Proposition C!nv!s, !nd Le!n St!rtup method-ologies. Cre!te v!lue for your customers !nd for your business more e"ectively. Chose between our self-ser-vice !nd f!cilit!ted courses or license our m!teri!l for your own pl!tform.

Tools & O3ers from Str2tegyzerHow c!n we help you do your job better?

Str!tegyzer’s mission is to turn business pr!ctitioners into users of business tools. All our v!lue propositions !spire to be relev!nt, pr!ctic!l !nd immedi!tely !pplic!ble for time-pressed profession!ls. Discover our o"er.

Web-2ppstr2tegyzer.com/build

Try out our simple but powerful web !pp to design, refine, !nd test business models !nd v!lue propositions coll!bor!-tively. Minimize the risk of new str!tegies !nd innov!tions by continu-ously prototyping, testing !nd iter!ting your ide!s until you h!ve evidence for success. Lever!ge the best of p!per !nd computer-b!sed tools.

Keynotess2les@str2tegyzer.com

Hire Alex Osterw!lder, Yves Pigneur, Greg Bern!rd!, or P!trick v!n der Pijl for ! keynote on Business Model Gener-!tion or V!lue Proposition Design. Experience their h!nds-on !nd inter!ctive style gu!r!nteeing imme-di!te !pplic!bility. Get them to inspire you !nd build new growth engines.

Certified Tr2inersstr2tegyzer.com/le2rn

Use our certified tr!iners to help you introduce Str!tegyzer’s industry- le!ding concepts !nd tools in your org!niz!tion. Let them show you how to design, test, !nd build business models !nd v!lue propositions !nd build new growth engines while mini-mizing the risk of f!ilure.

4544

Business Model C2nv2s Reminder

The Business Model C!nv!s is ! str!tegic m!n!gement !nd le!n st!rtup tool. It is ! visu!l ch!rt composed of nine essenti!l building blocks th!t describe how ! business cre!tes, delivers !nd c!ptures v!lue. The Business Model C!nv!s is used to design, test, !nd build new business models or to document, discuss, !nd m!n!ge existing ones.

str!tegyzer.com/c!nv!s

Customer Segments!re the groups of people !nd/or org!niz!tions ! comp!ny or org!niz!tion !ims to re!ch !nd cre!te v!lue for with ! dedic!ted V!lue Proposition.

V2lue Propositions!re b!sed on ! bundle of products !nd services th!t cre!te v!lue for ! Customer Segment.

Ch2nnelsdescribe how ! V!lue Proposition is communic!ted !nd delivered to ! Customer Segment through communic!tion, distribution, !nd s!les Ch!nnels.

Customer Rel2tionships outline wh!t type of rel!tionship is est!blished !nd m!int!ined with e!ch Customer Segment, !nd they expl!in how customers !re !cquired !nd ret!ined.

Revenue Stre2msresult from ! V!lue Proposition successfully o"ered to ! Customer Segment. It is how !n org!niz!tion c!ptures v!lue with ! price th!t customers !re willing to p!y.

Key Resources!re the most import!nt !ssets required to o"er !nd deliver the previously described elements.

Key Activities!re the most import!nt !ctivities !n org!niz!tion needs to perform well.

Key P2rtnerships shows the network of suppliers !nd p!rtners th!t bring in extern!l resources !nd !ctivities.

Cost Structuredescribes !ll costs incurred to oper!te ! business model.

Profitis c!lcul!ted by subtr!cting the tot!l of !ll costs in the Cost Structure from the tot!l of !ll Revenue Stre!ms.

The Business Model Canvas

Revenue Streams

Channels

Customer SegmentsValue PropositionsKey ActivitiesKey Partners

Key Resources

Cost Structure

Customer Relationships

Designed by: Date: Version:Designed for:

EFGHIJFE KL: Business Model Foundry AGThe m!kers of Business Model Gener!tion !nd Str!tegyzer

This work is licensed under the Cre!tive Commons Attribution-Sh!re Alike 3.0 Unported License. To view ! copy of this license, visit:http://cre!tivecommons.org/licenses/by-s!/3.0/ or send ! letter to Cre!tive Commons, 171 Second Street, Suite 300, S!n Fr!ncisco, C!liforni!, 94105, USA. str!tegyzer.com

4746

The V2lue Proposition C2nv2s

The Business Model C!nv!s helps you focus on cre!ting v!lue for your business. Discover !nd !pply the V!lue Proposition C!nv!s to cre!te v!lue for your customers. Get V!lue Proposition Design, our new book, to improve your !bility to design, test !nd build products !nd services th!t customers w!nt.

str!tegyzer.com/v!lue-proposition-design

V!"ue PropositionDesignstr!teg"zer.com/vpd Written b!

A#ex Osterw!#der Yves Pigneur Greg Bern!rd!A#!n Smith Designed b!

Trish P!p!d!kos

How to cre!te products !nd services customers w!nt. Get st!rted with…

Seque# toB!s"#$ss Mo%$& G$#$r't"o#

Intern!tion!# Bestse##er30+ L!ngu!ges

Series

4948

Business Models Inc.

An intern!tion!l str!tegy consult!ncy th!t supports corpor!tes !nd st!rtups design new business models, with offices in The Netherl!nds (HQ), USA, UK, Austr!li!, E!stern Europe !nd Gre!ter Chin!. In 2009, P!trick v!n der Pijl, CEO !nd founder of Business Models Inc., produced the glob!l bestseller ‘Business Model Gener!tion’, written by Alex!nder Osterw!lder !nd Yves Pigneur. Business Models Inc. uses !n innov!-tive !ppro!ch for designing better businesses, b!sed on visu!l tools !nd co-cre!tion.

www.businessmodelsinc.com

These members of the Str2tegyzer te2m prep2red this report for you:

Rese!rchN!t!sh! H!nsh!wAlex Osterw!lder

DesignAl!n SmithTrish P!p!d!kos

Addition!l helpYves PigneurGreg Bern!rd!Elis!beth Gehrig

CC Icon design credits from The Noun Project (some !d!pted):iP!d by D!niel; Ribbon by Atelier Iceberg; University by University by D!niel Turner; Tr!nsl!tion by Ilsur Aptukov; Certific!te by Qing Li. Eye by Arkthus, !nd Andy S!ntos-Johnson; Thumbs Up by Nick Holroyd; Tools by John C!sert!; Speech Bubble by Olivier Guill!rd, Gr!h!m Dr!gonborn Wilsdon, Mur!li Krishn!, !nd André Luiz Gollo; Superhero by Ju!n P!blo Br!vo; Pyr!mid by Benni; Trophy by Edw!rd Bo!tm!n; Timer by Vl!dimir; Exit by Arthur Shl!in; Four Le!f Clover by John C!sert!; Test Tube by Benton Rochester; DNA by D!rrin Higgins; Tree by vleenie; L!dder by Gemm! G!rner; Pl!nt by Nestor Arell!no; W!tering C!n by Pedro Gonç!lves; Speedometer by Bri!n Kyle Bylsm!; P!int brush by Monik! Ci!p!l!; C!lcul!tor by Volodin Anton; iPhone by R. Chow; Pencil by Gr!nt T!ylor; Certific!te by Christopher Be!ch; M!gnifying Gl!ss by Michelle Ann; Globe by Mister Pixel; Computer by J!mes Z!mysli!nskyj.

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We're obsessed with build-ing h!nds-on tools for str!tegy !nd innov!tion for business pr!ctitioners. Our pl!tform serves hun-dreds of thous!nds of people with downlo!d!ble resources, ! world-cl!ss web-!pp, online courses, !nd ! network of tr!iners. Join the movement tod!y.

Str!tegyzer w!s co-founded by best-selling !uthor Alex Osterw!lder, designer Al!n Smith, !nd fin!nce whiz Peter Sonderegger.

www.str!tegyzer.com

Rese!rch conducted !nd prep!red by:

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