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The Business Model Innovation Factory: How to Stay Relevant When The World is Changing Hardcover – April 24, 2012
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From the Inside Flap
Blockbuster's executives saw Netflix coming. Yet they stuck with their bricks-and-mortar business model, losing billions in shareholder value. They were "netflixed."
Business models just don't last as long as they used to. Historically, CEOs have managed a single business model over their entire careers. Today, all organizations must be capable of designing, prototyping, and experimenting with new business models. The Business Model Innovation Factory provides leaders with the survival skills to create a pipeline of new business models in the face of disruptive markets and competition.
Business model innovation is a team sport. It requires all of us to build stronger collaboration muscle and to become more comfortable with and much better at connecting across silos, disciplines, and sectors. The Business Model Innovation Factory provides innovators with a set of fifteen actionable principles to guide business model innovation efforts, including:
Realize that you are catalyzing something bigger than yourself
Build purposeful and flexible networks
Make systems-level thinking—and action—sexy
Be creative and engaged in designing the core models that drive businesses, institutions, industries, and cultures
Passion rules—exceed your own expectations and take risks with confidence
Be an inspiration accelerator and inspire many toward the end game: transformation
Innovators need to experiment and embrace the art of discovery. Innovation requires that you get off the whiteboard and into the real world. There, you'll discover how to design for this user-centered world. Don't get netflixed. Make your organization a business model innovator and stay competitive in today's turbulent world.
From the Back Cover
Praise for The Business Model Innovation Factory
"To be competitive and stay competitive in today's business environment, you have to be fast on your feet. Saul Kaplan knows how to take innovation from napkin sketch to market share, and in this book, he teaches you exactly how to create your own 'innovation factory' from scratch. But be careful: once you start working with these ideas, it might be hard to stop!"
—Daniel H. Pink, author of Drive and A Whole New Mind
"Saul Kaplan, the innovator's innovator, shows you how to transform the sense of what's possible in your field, whether you're running a company or leading a community. If you want to win big, you have to change the game. This inspiring and instructive book is a game plan for game-changers."
—William C. Taylor, Co-Founding Editor, Fast Company, and author of Practically Radical
"Saul gets below the buzzwords of innovation and provides an inspiring and actionable road map to help transform how any organization creates, delivers, and captures value. The Business Model Innovation Factory is a must-read for any leader who wants to deliver innovation in the twenty-first century."
—Tony Hsieh, author of Delivering Happiness and CEO, Zappos.com, Inc.
"New products and tweaks to your current business model are not enough in today's environment. You need a way to continuously test new ideas and markets. Creating the 'business model innovation factory' described in Saul's book is the next step for any leader who wants to stay ahead of a changing world."
—Alex Osterwalder, coauthor of Business Model Generation
"Saul Kaplan is a one-man business model innovation factory! Every established leader and budding entrepreneur needs to read this book to find the way to real market-making innovation. Buy it, read it, do it!"
—Alan M. Webber, Co-Founding Editor, Fast Company, and author of Rules of Thumb
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Struggling with innovation
At the moment we are working with a number of clients that are struggling with innovation. The programmes they introduced don't work, the idea box stays barren and the cynics have taken over the asylum.
The Business Model Innovation Factory (BMIF) is currently the book we use to explain and show why innovation does not work. Why this book and what can you learn from it?
First of all it takes a fundamental approach to innovation, using the business model at its core. The story of how value is created, delivered and captured. The problem your client is trying to solve, the network of capabilities in your company and how you capture that value.
You will be Netflixed
The premise of the book is that every business model can and will be "Netflixed". Blockbuster, HMV, Sony, Kodak have all seen their business model been destroyed. All business models are vulnerable. Your business model will be destroyed too.
Tweaking is not enough
Tweaking is not enough. Incremental change is not enough. Innovation in the context of your current business model is not enough. You have to go radical. Straight from "The innovators dilemma". You need to "Netflix" (as a verb) your own business model.
Why does innovation not work for most companies?
BMIF gives a few reasons why innovation does not work. Starting with the word "innovation" itself. The word is polluted and means to many things to too may people.
* It is the death by 1000 initiatives.
* It is because the CEO is not really behind it.
* It is because the IT legacy systems.
* It is because cannibalisation is not allowed (which is what being "Netflixed is all about).
* It is about shooting the mavericks and renegades.
* It is because the ROI on innovation is assesses based on the current business model.
* It is because design thinking is not part of the approach.
* It is because experimenting in the real world is not allowed.
Refurbishing your house
The analogy used is the one of builders refurbishing your house. People who have done that and decided to stay in the house with the builders, know it is near impossible. You are camping in the kitchen, the heat does not work, the internet is down, and it is full disruption. The same goes for innovation.
Making innovation work in your organisation
To make innovation work it needs the full and unequivocal support from the CEO and the senior management team. It needs to be kept independent from line managers. It needs to be a separate business unit (the Amazon Kindle as a shining example on how that can work), reporting directly into the CEO. The unit will need to ignore the current business model, ignore the legacy systems and hang out and collaborate on the edges of the silo's, disciplines and sectors.
Staffed by designers, external people as well as internal staff. With passion and with a narrative that is compelling. Willing to experiment and learn in the real world. Operating as a lean start up.
Be like Tarzan
In between this very solid advice the book has a pop at the education system, business planning and the need to look at the your own individual business model. The same way business life cycles are speeding up, so are career life cycles. During your career, you will need to reinvent yourself regularly. Jumping as a Tarzan from learning curve to learning curve.
All loin cloth jokes welcome.
Business model talk is not new, but it's no longer focused mostly on analysis, but increasingly on the task of creating new business models or innovating existing ones.
Saul Kaplan's book joins the company of Alex Osterwalder's Business Model Generation and Steve Blank's The Startup Owner's Manual in an emerging literature that is laying the groundwork for the literacy of business designers.
Osterwalder's book did the very important work of establishing the business model as an object of design. Blank's new book is an overhaul and extension of his Four Steps to the Ephinany, and addresses the very practical concerns of startup entrepreneurs who are trying to find a business model.
Saul sets the stage by explaining how disruption is becoming a commonplace, innovation a necessity and the inadequacy of product and service innovation to drive the system level transformative change that industrial crises require. At the same time, the book respects bot the need for context and plain speaking.
Saul makes a hugely important contribution to the need for literacy about business models, their design and their role in transformative innovation. His chapter on Business Models 101 makes a vital contribution to how we understand what business models are for and why thinking about them and learning to collaborate on their design is so crucial.
What I admire most about this book, and about Saul, is its pushiness. We all know that incremental innovation works, but Saul challenges us to want more, expect more, demand more from our aspirations to innovate. Saul wants to see innovation become a contact sport and I hope that after reading this book more people will want to suit up!