We tend to use overly complex or simplistic tools to design or assess businesses. The middle-road of simple to understand, yet weaponized tools is always hard to get to. Ask any any executive or entrepreneur to explain his company and you usually get a mess.
Two weeks in Shanghai working with dozens of MBA students holding managerial and executive positions in various industries always ground me back to the basics of business. One of the most basic questioning that managers, innovators, or would-be entrepreneurs are asked is: can you explain your business? The answer is always a mess.
Continue reading “How to explain your business”
Most industries have adopted a pipeline process to manage their new business ideas and transform them in real product. This process is mostly flawed. Let’s see why and how we can reverse the problem.
Traditional innovation pipelines take hundreds of ideas at year one, refine twenty or thirty of them, prototype a dozen tops, kill them along the way, and try to exit with a single market-viable product after three years. This process bets on the fact that you’ll have a gold nugget in the ideas that initially fuelled the pipe. This is rarely so.
Continue reading “How to reverse your innovation pipeline”
We explore in this article the 3 main ways of how business scalability works, and consider what’s wrong in Europe with startups.
Scalability is a magic word for innovators. It is what sets Amazon apart from your local retail store, Uber from a taxi company, and Apple from Asus. It is also what ultimately differentiates startups from run-of-the-mill tech ventures. But scalability is a call difficult to answer, partly –but not only– because it’s very ill-defined. Let’s try to explore some key points you should wrap your mind around if scalability matters to you. Continue reading “How business scalability works”
The business model canvas has been adopted wordlwide by small and big organizations. In the end it only delivers sticky notes on a wall. Shouldn’t we aim higher than that?
It’s quite a trip to read the Wikipedia page on ‘business model‘ where the business model canvas designed by Pigneur and Osterwalder is barely a footnote. In real life, there is probably just a handful of startups or multinationals that haven’t use this tool at some point, as a key element of creativity and to some extent, innovation or strategy.
Continue reading “It’s time to let go of the canvas”
Depuis 2006 j’utilise régulièrement différents outils de modélisation des activités économiques des entreprises avec qui je travaille. Continue reading “5 Min pour aller au-delà du business model canvas”