5 Fav Business and Strategy Post #31

While I never going into depth about the finds, I do encour­age you check them out if they sound interesting. 

 

The essence of a busi­ness model is that it defines the man­ner by which a busi­ness deliv­ers value, entices pay­ment for the value, and ulti­mately con­verts those pay­ments to profit. It all starts with a hypoth­e­sis about what a par­tic­u­lar mar­ket needs/wants but is quickly con­verted to an actu­al­ity, not nec­es­sar­ily the one orig­i­nally envi­sioned, when it hits the light of real­ity. The ques­tion put forth in this post is:

 

Have you ever noticed that “TV is the only medium touched by the Web that isn’t crushed by it – it rolls it in” says Kevin Roberts in this Blog­ging Inno­va­tion post. I attribute this to the fact that lean-back and lean-forward are after all not mutu­ally exclu­sive. This started com­ing to light in the late 1990s while I was at Show­time. Show­time, and other tele­vised enter­tain­ment research, showed that the early adopters uti­lized both dur­ing their leisure time. At that time no one envi­sioned the blur­ring of the bound­aries that are pointed in this post. I guess we best get back to rework­ing the busi­ness mod­els… or is it strategy?

 

Wel­come to Act III of the new media (can we still say new?) era – Val­i­da­tion. Accord­ing to Steve Rubel this era will be char­ac­ter­ized by inti­macy with pub­lic­ness quite likely being out. It is a period when exper­tise (qual­ity) and authen­tic­ity rule. 

 

Once again, back to the white board for some re-jiggering.

 

Tim Kastelle’s insights and thoughts com­bined with Greg Satell’s (Dig­i­tal Tonto) think­ing. Strat­egy, inno­va­tion and media – my nexus, what’s not to like. Check it out it’s a great piece on the myth of quick adoption.

 

This is an overview of an arti­cle of the same name that appears in the May 2011 edi­tion of the Har­vard Busi­ness Review. The authors feel that the key behind suc­cess­ful Busi­ness Model Inno­va­tion is man­ag­ing risks. It’s all about man­ag­ing the risk-return trade-off dur­ing the design of a busi­ness model. Why is this novel? Because vir­tu­ally all other work on the sub­ject focus on improved returns (dol­lars or expe­ri­ence) and com­pletely ignore the asso­ci­ated risks. The full arti­cle shows how to include man­aged risk. This post pro­vides insight through short examples.