Over het afbreken van bedrijfskolommen en het opbouwen van waardenetweken. De verticale integratie in bedrijfskolommen neemt af; er komen meer open business models, klassieke rolverdelingen tussen klant en leverancier verdwijnen, value networks groeien. We krijgen een economische ordening rondom de situatie van de eindgebruiker.

1. Towards new
value networks
Ed Peelen

2. Urgency
>Mobile telcos f.e.:
– We transport
(commodity)
– Market volume
grows
– Market opportunity
vs wrong revenue
model (data
stream)
– Core assets is not
core competency
anymore? Are you making money on your key
assets?

3. Tipping points
change drivers
F.e. Solar technology
3

4. Tipping point
change drivers
F.e. mobile technology

5. Tipping point
change drivers: people & planet

6. Tipping point
Change driver: society
> Relieving the states that make life
miserable… has made building the
states that make life worth living less
of a priority. The time has finally
arrived for a science that seeks to
understand positive emotion, build
strength and virtue, and provide
guideposts for finding what Aristotle
called the ‘good life.’” ~ Martin
Seligman
6

7. Tipping point
Change driver: society
> “The universe is made of
stories, not atoms.”
> During the Middle Ages, the
dominant monoculture was
one of religion and
superstition.
> Ours, Micheals
demonstrates, is a
monoculture shaped by
economic values and
assumptions.
> Challenge: move past its
confines to live a more
authentic life within a
broader spectrum of human
values.
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8. Tipping point…
8

9. 9

10. 7/7/2014 10
Source: Ostenwalder et al

11. Economic structures
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12. Economic structures
12

13. Unbundling
>Procter &
Gamble
>Tap in on
innovations
from others
– Proposition
– Packaging
– Patent
>Swiffer

14. >Linux software
>Android
>LEGO
>Nabuurschap
>Sell-A-Bend
>Pros and cons?
Open Business Models

15. Complete assortment
> Drivers:
– Underground economy (music,
2nd hand)
– E-commerce
– Filters, search engines
> 80% of sales and >80% of profit
from the long tale
Long tail

16. Ecosystem
>Resilient structures that are able to adapt to
changes in the environment, and as fragile
structures that can collapse
>Members in the eco system are
interdependent
>Species evolve (change) in and endless
reciprocal cycle
>There are dominant combinations; they lose
leadership if things change too radically
>Metaphor to business; specific form of network
or value constellation
Source: den Ouden

19. Ecosystem
>Nobody has a complete overview, only his
own subjective view
>There is no single, objective network
>Build on tight and loose connections
>Understanding each others needs is a
prerequisite
>Understanding your impact on the
ecosystem as a whole
>Boundaries are unclear
Source: den Ouden

20. Ecosystem
>From firm level thinking to holistic thinking
>Nobody can do it on his own
>Consumers will be come active co-creators
>From competition to co-opetition
>No hierarchical supervision
>Constellation for learning by doing
>Flourish if there is a high level of trust
(stimulates co-operation; diminishes demand
for formal agreements)
>Person’s reputation plays a role
>Monitoring by peers
Source: den Ouden

21. Event
Context
event
Personal
relevance
Involvement
An irregular heartbeat at 11 o’clock in the morning at home
Versus an irregular heartbeat downtown in the middle of the night
Individual
consumer
Source: Prahalad et al.
The value is in the individual, not
in the product

22. “Who the hell wants to hear actors talk?”
H. Warner, Warner Bros., 1927
The challenge

23. The challenge
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24. The challenge