- Paperback: 272 pages
- Publisher: Portfolio (June 27, 2017)
- Language: English
- ISBN-10: 0735213356
- ISBN-13: 978-0735213357
- Product Dimensions: 9.5 x 0.6 x 7.5 inches
- Shipping Weight: 1.6 pounds (View shipping rates and policies)
- Average Customer Review: 18 customer reviews
- Amazon Best Sellers Rank: #53,285 in Books (See Top 100 in Books)
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Business Models for Teams: See How Your Organization Really Works and How Each Person Fits In Paperback – June 27, 2017
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“An easy read with a powerful punch. This is a tremendously practical and thoughtfully insightful tool for leaders seeking to harness the untapped potentialof their teams.”
—GENERAL STANLEY McCHRYSTAL, author of Team of Teams
“Business Models for Teams covers how I’ve coached inside Google with the Canvas—and more.”
—BRIAN K. HANEY, program manager, Google Cloud Platform Support Team
“An excellent compendium of actionable tips for anyone looking to strengthen their teams.”
—SCOTT BELSKY, entrepreneur, investor, author of Making Ideas Happen
“This is what innovation demands: ways to get team members themselves to enthusiastically define and execute business models.”
—NICOLAS BURKHARDT, CEO, Kopfspringer GmbH, Germany
“Finally! A practical way to link individual actions to enterprise aims.”
—JAIME SCHETTINI, leadership and career coach, Brazil
About the Author
Tim Clark is a teacher, entrepreneur, and author who leads the global personal business model movement at BusinessModelYou.com. After selling his startup to a NASDAQ-listed entity, he earned a doctoral degree in business and went on to author or edit six books on entrepreneurship, business models, and personal development, including the international bestsellers Business Model You and Business Model Generation, available in 30 languages.
Bruce Hazen is a career and management consultant, and president of Three Questions Consulting. He combines business systems experience with his clinical psychology background to address the needs of clients ranging from startups to Adidas America, Hewlett Packard, Knowledge Universe, Wells Fargo Bank, and PacifiCorp.
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The “Me-to-We” approach accelerates a transition from asking “What’s in it for me?” to asking “What’s best for us and our company?” More specifically, here’s what the approach involves:
1. Participants design personal business models.
2. They then design their team model.
3. Next, they integrate individual contributions within their team model.
Clark and Hazen explain HOW. (Check out the presentation of “The Business Model Canvas” on Page 27.) With regard to the aforementioned ““Bigger Theory of Work,” it does not define work to be done in terms of jobs; rather, in terms of [begin italics] roles [end italics].
Moreover, this theory views work not in terms of organizational structure but in terms of [begin italics] business models [end italics] that “describe what am organization actually does, for whom, and how its elements are related.” These elements may be separate but they are also interdependent.
One of the most substantial benefits of “The Business Model Canvas” is that it can be used to create a “systems view” of organizations at three levels: enterprise, team, and individual. “An [begin italics] enterprise business model [end italics] shows how an entire organization creates and delivers value to customers outside the organization. A [begin italics] team business model [end italics] shows how a group creates and delivers value. A [begin italics] personal business model [end italics] shows how an individual creates and delivers value...Think of the three levels as a stacked tier with the enterprise model on top. Viewing an organization this way reveals workplace interdependencies and begins imparting a sense of relatedness to people who may be accustomed to thinking of work in terms of proscribed ‘jobs’ that rarely transcend group or functional boundaries. This is where people begin discovering how an organization really works – and how they fit in.”
That’s terrific advice for business leaders who now struggle to avoid or dismantle so-called “silos”...most of which are usually disguised as human beings...as well as for business leaders within organizations that are increasingly more multicultural and/or more international in nature and scope.
I presume to suggest that the information, insights, and counsel that Tim Clark and Bruce Hazen provide in collaboration with 225 contributors from 38 countries – and the brilliant way in which this material is organized and presented — can accommodate teams that consists of people in the same company, of course, but also teams with members from outside the given company such as customers, strategic allies, and even (yes) competitors.
Also, Perhaps most important of all, this material can also be relevant, indeed invaluable to all manner of teams that consist of people in collaboration with machines.
I offer a hearty "Bravo!" to Keiko Onodera whose contribution of design skills is of the very highest quality and value.
Most human limits are usually self-imposed so it would be a serious mistake, perhaps a fatal mistake, to limit the nature and extent of the “We” when adopting a “Bigger Theory of Work.”
Those who share my high regard for this book are urged to check out Enterprise Architecture As Strategy: Creating a Foundation for Business Execution, co-authored by Jeanne W. Ross, Peter Weill, David Robertson and published by Harvard Business Review Press.
Over the last couple of years, both Tim Clark and Bruce Hazen, managed to close that gap between enterprise, teams and individuals, through two publications. Their publication of ‘Business Model You’ in 2012 (by Tim Clark, Alexander Osterwalder and Yves Pigneur) covers the individual level nicely, as it models the personal needs-and-wants of those creating and co-creating their own life and business.
Their new publication ‘Business Models for Teams’ aims at the team level itself, allowing insights in how your organisation really works and how each person fits in. For myself, it's been a blast to contribute to this book. It started with a small group in Amsterdam in November 2015, growing to a group of 225 professionals around the globe. All contributed to the co-creating, writing, editing and production of Business Models for Teams.
A pre-view sample of this new publication is available for free at the book website.
The writing of this book is an exemplar of these concepts. It was written under the leadership of co-authors Tim and Bruce with the contribution of 225 individuals across 38 countries. The book embodies both leadership and collaboration; the need for direction in concert with an openness to encourage independent thought; an environment where respectful communication and intelligent debate are the standard.
Like many in the new world of work, the co-creators of this book (of which I am honoured to be one), worked across time zones and language differences; we contributed, not for the typical reward motive but because together we were working on something meaningful; something we could connect with. Something that was greater than the sum of individual contributions.
Sounds like a great model for an organisation doesn't it?
But it's not just applicable to writing a book. Read the book and you'll find case studies about organisations who've created better ways of working; where individual, team and organisational goals are aligned and where together, they all achieve more.
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The personal world is evolving towards more individualisme and the business world is evolving towards more team playing and less hierarchy.Read more