Appendix A. Outlook

We hope we've shown you how visionaries, game changers, and challengers can tackle the vital issue of business models. We hope we've provided you with the language, the tools and techniques, and the dynamic approach needed to design innovative and competitive new models. But much remains to be said. So here we touch on five topics, each of which might well merit its own book.

The first examines business models beyond profit: how the Canvas can drive business model innovation in the public and non-profit sectors. The second suggests how computer-aided business model design might leverage the paper-based approach and allow for complex manipulation of business model elements. The third discusses the relationship between business models and business plans. The fourth addresses issues that arise when implementing business models in either new or existing organizations. The final topic examines how to better achieve business model and IT alignment.

Beyond-Profit Business Models

The application of the Canvas is in no way limited to for-profit corporations. You can easily apply the technique to non-profit organizations, charities, public sector entities, and for-profit social ventures.

Every organization has a business model, even if the word "business" is not used as a descriptor. To survive, every organization that creates and delivers value must generate enough revenue to cover its expenses. Hence it has a business model. The difference is merely a matter of focus: the ...

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