book

The Business Model Innovation Process

Name: The Business Model Innovation Process
ISBN: 9781000521238

by Yariv Taran, Harry Boer, Christian Nielsen

November 2021

Intermediate to advanced

250 pages

8h 31m

English

Routledge

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Cover
Half Title Page
Series Page
Title Page
Copyright Page
Contents
List of figures
List of tables
Preface and acknowledgements
Introduction

1 The basics: business modeling
1.1 Introduction1.2 Origins1.3 Innovative business models – examples1.4 The evolution of business model research1.5 Definitions and components1.6 Modeling1.7 Models of business models1.7.1 Business model ontologies1.7.2 Business model abstraction levels1.7.3 “Zooming in”, “zooming out”1.7.4 Systemic thinking1.8 Our business model framework1.8.1 The 5V core of the business model1.8.2 Core business and business strategy1.8.3 Leadership and culture1.8.4 A comprehensive business model framework1.9 Summary and conclusion
2 Business model innovation
2.1 Introduction2.2 Business model innovation2.2.1 A variety of views on business model innovation …2.2.2 But agreement on its importance2.3 Forms of business model innovation2.3.1 (Semi-)closed business model innovation2.3.2 Open business model innovation2.3.3 “From scratch” business model innovation2.3.4 Network-level business model innovation2.4 Towards a theory of business model innovation2.4.1 Business model is the “platform” of all innovation types2.4.2 Business model innovativeness2.5 Business model innovation: a decision-making process approach2.5.1 The nature of innovation processes and the innovator2.5.2 Decision making in a VUCA context2.5.3 Satisficing behavior2.5.4 Tools and approaches supporting decision making2.6 Bias, intuition, and experience2.6.1 The role of bias2.6.2 The roles of intuition and experience2.7 Decision-making methods and tools portfolio under increased uncertainty2.8 Risk management and alignment2.8.1 Risk and risk management2.8.2 Risk appetite2.8.3 Enterprise risk management2.9 Managing risks in business model innovation processes2.9.1 An empirical example of risk management in business model innovation2.10 Everything has to fit2.11 Summary and conclusion
3 A business model innovation typology and taxonomy
3.1 Introduction3.2 A business model innovation outcomes typology3.2.1 Identification of ideal types3.3 Implications for the business model innovation process, and its organization and management3.3.1 Innovation process3.3.2 Innovation organization/management3.4 The relationships between the business model innovation process, its outcomes, and its organization and management3.4.1 The relationships between outcome and process characteristics3.4.2 The relationships between the innovation process and its organization3.4.3 The relationships between innovation process and its management3.5 A business model innovation process typology3.5.1 Shapers (HHH)3.5.1.1 Innovation process characteristics3.5.1.2 Organization/management3.5.2 Transformers (HLH), Pioneers (LHH), and Protectors (LLH)3.5.2.1 Innovation process characteristics3.5.2.2 Organization/management3.5.3 Visionaries (HHL), Players (HLL), and Explorers (LHL)3.5.3.1 Innovation process characteristics3.5.3.2 Organization/management3.5.4 Followers (LLL)3.5.4.1 Innovation process characteristics3.5.4.2 Organization/management3.5.5 Some final notes3.5.5.1 Environment3.5.5.2 Effectiveness3.5.5.3 Alternative coordination mechanisms3.6 A business model configurations taxonomy3.7 Summary and conclusion
4 Preparing, organizing, and managing the process of business model innovation
4.1 Introduction: put together a hard puzzle4.2 The business model innovation process in a glance4.3 Stage 1 – Mapping4.3.1 Mapping the “as-is” core business 5 Vs4.3.2 Mapping corporate strategy4.3.3 Mapping the “as-is” leadership4.3.4 Mapping the company’s “as-is” culture4.3.5 Mapping the company’s risk appetite4.3.6 Mapping and analyzing the company’s external context4.4 Gate 1 – Analysis4.5 Stage 2 – Ideation4.5.1 Innovation content: what should we innovate?4.5.2 Innovation scale: how far do we go in view of our risk appetite?4.5.3 Innovation (openness) scope: where should we stand in the closed–open innovation range?4.5.4 Innovation decision making: “how should we approach the ideation process?”4.6 Gate 2 – Prioritizing4.7 Stage 3 – Development4.8 Gate 3 – Go/No-go4.9 Stage 4 – Implementation4.9.1 Dealing with change management challenges4.9.2 Dealing with cognitive and opportunism biases4.10 Summary and conclusion
5 Business model performance
5.1 Introduction5.2 Performance management5.3 Current performance management models and tools5.3.1 The Balanced Scorecard5.3.2 The Strategy Map5.3.3 The Integrated Reporting Framework5.3.3.1 Value creation5.3.3.2 Stakeholders5.3.3.3 Business model5.3.4 Reconciliation and extension5.4 Some thoughts about process management5.5 Towards a business model innovation performance management process5.5.1 Plan and design (offline-feedforward)5.5.1.1 PlanActivitiesTools5.5.1.2 DesignActivitiesTools5.5.2 Implement (online-feedforward)5.5.3 Monitor (online-feedback)ActivitiesTools5.5.4 Learn (offline-feedback)ActivitiesTools5.6 Ongoing performance management5.7 Stakeholder-related performance indicators and the 5 Vs5.8 Summary and conclusion
6 Future trajectories in business model studies
6.1 Industry 4.06.2 Industry 4.0 and business model innovation6.2.1 Industry 4.0 and value configuration6.2.2 Industry 4.0 and value network6.2.3 Industry 4.0 and the value propositions6.3 From offshoring to backshoring6.4 Backshoring and business model innovation6.5 Sustainability6.6 Sustainability and business model innovation6.6.1 Sustainable business model innovation – the people dimension6.6.1.1 Social performance6.6.1.2 Employee performance6.6.2 Sustainable business model innovation – the planet perspective6.7 Summary and conclusion
Index

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The Business Model Innovation Process

by Yariv Taran, Harry Boer, Christian Nielsen

Routledge Studies in Innovation, Organizations and Technology

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.