While I never going into depth about the finds, I do encourage you check them out if they sound interesting.
The Struggle for the Right “Business Model”: Distraction or Imperative for Creating and Sustaining the Business?
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:
- Is real-world verified information best incorporated into going concerns via strategy adjustments or business model innovation?
- Or, better yet are business model innovation and strategy development/application one in the same at the operating level?
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.