Many narratives used when talking innovation are not very robust when you start really looking into them. Some of them like the David vs. Goliath story can even be very misleading.
I’ve been sharing for many years our own business model canvas that we’ve been using with a wide range of customers (from startups to multinationals) in many industries. If you ever been frustrated with the generic business model canvas and were not really able to activate it and gets real life results with it, well, there is a reason. And you might want to check this.
I was offering in a previous article that like electricity, digital is over. That extends to your point of sales: the store is not going to be more digital.
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.
Most industries seem to have a weak epiphany realizing that it’s maybe not about the product anymore, but service is important. And trendy topics such as the experience (or value) economy bloom right and left. Should hotel chains invest in Hospitality as a Service? Or, ain’t that all very old news?
We explore in this article the 3 main ways of how business scalability works, and consider what’s wrong in Europe with startups.
‘Apple is doomed’ is a recurring mantra of tech / business analysts. Should we buy this omen in the perspective of the WWDC 2016 keynote?
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?