This was the presentation made by Antony Upward and Seema Pabari (CEO / Founder of Tiffinday) at a SocialSpark event at the University of Toronto on Dec 5, 2013. (http://www.thesocialspark.org/spark/about-us/our-programs/speaker-series/do-we-need-better-tools-to-design-better-businesses/)
During Seema's presentation Antony live documented Tiffinday's business model using the better, strongly sustainable business model canvas. A slide showing Tiffinday's complete business model is included.
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
If you'd like to stay in touch with our work on Strongly Sustainable Business Models then please
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2. What is a Better Business?
=
Do Good to Do Well
Compared to Profit-First Business,
possibility for: More Innovation,
More Opportunity, Less Risk, More Resilience
2
3. What is a Better Business?
Be
tte
r
=
Do Good to Do Well
Compared to Profit-First Business,
possibility for: More Innovation,
More Opportunity, Less Risk, More Resilience
3
4. Previous Best Practice to
Design a Business
•
+
+
+
+
Have Idea
Get Money
Hard Work
Hope
Luck
Not…
• Efficient
• Effective
• Reliable
No Tools
4
5. Current Best Business Design Tool
The Profit-First Business Model Canvas:
9 Questions to be Profitable
5
6. Example of a Profit-First Business Model:
Montreux Jazz Festival
6
7. Lots about money, and
the people you financially
transact with…
…(almost) nothing
about everyone and
everything else
7
9. “I believe
that the very act of
revenue generation
whether it be as
a government earning taxes
a corporation earning revenues or
an individual earning a salary
is pointless
unless it improves
lives and communities......”
Seema Pabari – founder of Tiffinday
10
10. the problem
Enviromental sustainability
– Food is a highly polluting commodity
Employment and parenthood:
– Is tough
– It’s why many women, especially amongst new
immigrants, face high unemployment in Toronto
the solution
Sell sustainably made plant-based food to anyone who eats
Sell them at lunch time – It’s the most frequently purchased
meal
11
11. Key partners
A licensed kitchen with a chef capable of scaling up my recipes
Sustainable local food suppliers during Ontario’s growing season
Food suppliers for the winter months
Key activities
Offer a limited vegan menu like one gets at home !
Sell them for lunch
CHANNELS
Food court or downtown restaurant
Lunch time delivery – office meetings
Farmers Markets in the summer
Retail products at grocery stores
Key resources
Sustainable packaging for food
Thermal bags to keep them warm in winter
Emissions free transportation ???
Equipment for farmers market
Staff to cook + deliver
Start up capital
12
12. the value proposition
Tiffinday is “boutique” food business specializing in plant-based lunches
Delicious 100% plant-based vegan lunches
Convenient delivery via on-line ordering or at
farmers market nearby
Made, packaged and delivered sustainably
convenient
13
S. Asian menu with family recipes: not easily
found in restaurants
Ontario grown produce when seasonally
available
high quality
sustainable
13. revenue streams & costs
Restaurant
Tiffin Delivery
20%
• Difficult operationally
•1 hour sales potential
• Lowest margin
• Best marketing hook
Farmer`s
markets
69%
•Easy to execute
• Low cost /high margin
• Seasonal revenue
only
Catering
11%
• Appetisers only
• Easy to execute with
good margins
• Slow to grow
• Capital intensive
• Very high risk
• Cannot execute this
profitably
Must meet the Triple Bottom Line:
• •can ititbe executed sustainably?
can be executed sustainably?
• •can we use our target hiring criteria for staff?
can we use our target hiring criteria for staff?
• •can we make aaprofit?
can we make profit?
14
Packaged Products
BEING REVIEWED
FOR LAUNCH IN
SPRING 2014
14. Social entrepreneurs must be motivated capitalists
Without money you cannot influence
social and environmental change
Who my stakeholders really are:
Who my stakeholders really are:
•• My child -- what world will II leave behind for him?
My child what world will leave behind for him?
•• My employees – can we remain financially viable
My employees – can we remain financially viable
by working part time in order to look after our
by working part time in order to look after our
families?
families?
15
17. Help bring Sustainable Business
Innovation to the World!
Become a “First Explorer”
– Enables commercial use of the new Canvas now
12 organizations around the globe have joined so far
Join the quest
– Crowd-funded collaborative book project
Working Title: Strongly Sustainable Business Model Innovation
– 13 International co-authors identified
– Crowd-funding starting in 2014
Individuals and Organizations
Backers also get immediate commercial rights to use new Canvas
Everyone else will have to wait for the book
– Self Publish 2015
Canvas released under a Creative Commons License free for
commercial use
Connect to like-minded colleagues
– Linkedin and Facebook
18
100+ Members from around the globe
18. Be Informed: http://signup.SSBMG.com
Share your ideas for the book: http://survey.SSBMG.com
Learn More
– ~3 minute Audio/Visual Overview
about.SSBMG.com
• Videos
– youTube.com/ssBusinessModelTV
• Learning Map
– wiki.SSBMG.com/home/learning-map
• Blogs
– blog.SSBMG.com
– slab.ocad.ca/blogs/antony-upward
www.SSBMG.com
www.facebook.com/StronglySustainableBusinessModels
info@SSBMG.com
Strongly Sustainable Business Model Group
forum.SSBMG.com
19
@aupward
#SSBMG
19. Join a Key Related Project
Learn more: http://www.naturalstep.ca/gold-standard
20
My name is Antony Upward, and I’m a sustainability business architect with Edward James Consulting and a co-founder of the Strongly Sustainable Business Model Group at the Ontario College of Art and Design University’s Strategic Innovation Lab.
Recently I completed a 3 year research project create a better tool to design better businesses, businesses that are fitter for the future that is now unfolding. This tool is the strongly sustainable business model canvas, and is described in our other videos.
In this video I wanted to share what I learned during a critical piece of that research: what is design and why is design so important to creating better businesses?
Like all our videos, the link to view and download the slides I’m using, including all the speakers notes and references, is included below the video.
_______________
Antony Upward (http://antonyupward.name) is a Sustainability Business Architect with Edward James Consulting (www.EdwardJames.biz). Antony is the creator of the Strongly Sustainable Business Model Canvas, the result of a 3 year research project at York University's Schulich School of Business and Faculty of Environmental Studies. Antony is a co-founder of the Strongly Sustainable Business Model Group (http://www.SSBMG.com) at the Ontario College of Art and Design University's Strategic Innovation Lab. Together, they will shortly be launching a crowd-funded collaboration project to bring a Strongly Sustainable Sustainable Business Model Innovation Toolkit to market (to receive notifications about the project - join their mailing list - http://signup.SSBMG.com)
Twitter: @aupward #SSBMG
YouTube: http://youTube.com/ssBusinessModelTV
Facebook: https://www.facebook.com/StronglySustainableBusinessModels
Linkedin: http://www.linkedin.com/groups/Strongly-Sustainable-Business-Models-5005769/about
Web: www.SSBMG.com / www.EdwardJames.biz
Email: info@SSBMG.com
1. A better business focuses on doing good – environmentally, socially and economically – for all its stakeholders, and in doing so is more likely to be able to more consistently do well economically for itself.
2. But hang on. Why does doing good mean better businesses are more able to do well?
3. First they do a better job at managing risk. Businesses that a solely focuses on making money and who don’t recognize their true contexts are very surprised when they are impacted by events that arise first in those broader contexts. Things like climate change, water shortages, income inequality, and other mega-forces now starting to impact firms world-wide. Ultimately only focusing on doing well will have unintended consequences that will impact profits.
4. Second better businesses do a better job of understanding and exploiting the opportunities that are arising because of these same mega forces. Better businesses have more sources for innovation.
Finally, because they do a better job of managing risk and exploiting new opportunities, better businesses are also more resilient. They are more likely to survive and flourish for the long term.
______________
As a former oil company executive and now archbishop of the Church of England said recently “Businesses are vehicles for wealth creation, without which there can be no wealth distribution. However, businesses cannot contribute to their full potential to a good society [, a healthy environment] and human flourishing if they have no regard for the society and environment in which they operate, and if individuals in business have regard only for themselves”. Globe and Mail “Bonuses incur wrath of Church of England” (page B9, 2013/4/13)
http://www.istockphoto.com/stock-photo-12372891-success-team.php?st=e968fda
In other words these business are simply better businesses! They are fitter for the increasingly uncertain future than businesses that believe profit maximization is their only concern.
Better businesses not only create less unintended social and environmental consequences, they can actually proactively create outcomes that enable the possibility of flourishing for us, our children, our grand-children and the world around us.
1. The previous best practice answers to how you design a business and what a business design should contain, can be summarized as follows
You have an idea which you write up in a business plan
You convince people to give you money
You work hard
And Cross your fingers.
2: And although this approach is still very widely used, despite that fact, as the OCED report suggests, that it doesn’t reliably produce profitable businesses!
Clearly, compared to other fields of design, like designing cars where we’re now pretty good at producing reliable cars, this approach for designing business has some problems!
3: Indeed some people have likened this approach to designing businesses to deliberately burning piles of money.
Of course some business failures are because those businesses are not fit for purpose.
But I think we’d all acknowledge there are significant financial, social, personal and environmental costs when firms go out of business. It is clearly not a good thing when a business fails – whether you’re an employee, a customer, a supplier, an investor, or a member of a community where a business is located or does business.
Can’t we more reliably design successful businesses?
_______________________
"In entrepreneurship [unlike, say, in car design] we still rely on real-life crash tests which leads to costly failures”
Compare how we design cars with how we design businesses today; today in business its like we do a rough sketch of a car (the business plan), get someone to put up the cash, then we spend the cash to build the car, and then wonder why most of the time the wheels fall off the first time we drive it! (and until recently this approach was considered a best practice!)
Osterwalder, A. (2011). The new business models: designing and testing great businesses. Lift 11, Geneva, Switzerland. 1-87. slide 19 [minute 3.00-3.30] (http://liftconference.com/lift11/program/talk/alex-osterwalder-new-business-models and http://www.slideshare.net/Alex.Osterwalder/lift11-presentation
I think as business people and members of societies that largely depends on our ability to reliably create wealth I find this previous ‘best practice’
A) Humbling
B) Rather worrying
So what’s the current best practice: It is Alex Osterwalder’s Business Model Canvas – which I now refer to as the Profit-First Business Model Canvas!
The 9 questions the Profit-First Canvas asks are the ones you must answer to increase the likelihood of creating a profitable business
These questions are based on the best scholarly knowledge we have about the necessary and sufficient conditions required to have a higher quality profitable business design
As I mentioned, prior to the Profit-First Canvas, tools to help design businesses were few and far between: so clearly its a big improvement over earlier best practice.
If profitability is your primary goal, using the Profit-First Canvas can improve your efficiency and reduce your risk when you design your business model. Since a lot of business people aren’t concerned about the unintended consequences of business the profit first canvas is now very widely used.
___________________
http://www.businessmodelgeneration.com/
There is a 2 x 1.5m version available via a creative commons licenses for free commercial use at www.businessmodelgeneration.com
So what does a business model described using the Profit-First Canvas look like.
This is an example of the Montreaux Jazz Festival that Alex Osterwalder prepared as part of his PhD thesis…
(Do a Brief Walk through)
__________
Constructed from pp.103-117 Figure 52 of Osterwalder, A. (2004). The Business Model Ontology: A Proposition in a Design Science Approach. (Ph.D., l’Ecole des Hautes Etudes Commerciales de l’Université de Lausanne). , 1-172.
But the profit first business model canvas only focuses on the questions that drive the monetary profitability of a businesses.
It ignores almost all the other things that the design briefs for better business tell us are important.
In other words the current best practice business design tools and method ignore the unintended consequences; they consider them as so called ‘externalities’.
Put another way, the existing tools and best practices for creating businesses don’t ask the questions that need to be answered if you want to create better businesses with fewer unintended consequences, or if you want your business to create the conditions for human and other life to flourish.
This means it’s hard to create a better business with these existing tools
So how can we efficiently and reliably design better businesses?
So what is this better tool to design better businesses?
1. In my 3 years of research I went all the way back to Alex Osterwalder’s 2004 PhD where he defined an ontology for profitable business.
2: Then I used all the natural and social science about how to design businesses that do good and do well, to extend Osterwalder’s original ground-breaking PhD to create an ontology for Strongly Sustainable Business.
But, also like Osterwalder, I knew I needed to simplify and make a tool that was easy to use, but without loosing any of the rich possibilities for designing better business that I had learned about.
3: So, again following Osterwalder’s lead, I used my ontology to power a new easy to use visual design tool to help design better businesses: The Strongly Sustainable Business Model Canvas.
The Strongly Sustainable Canvas asks 14 questions that if answered well significant increase the likelihood of creating a strongly sustainable business model design.
To learn more about Strongly Sustainable Business and the better, Strongly Sustainable, Business Model Canvas please watch our other videos.
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So that brings you bang up to date with the role of design, and better tools for designing better businesses….
So what next for the better, strongly sustainable, business model canvas?
There are three things I’d like to share:
1. My thesis, which contains the canvas, is licensed under a creative commons license. But this has a commercial restriction. So if you want to start using the Canvas today you need join our “First Explorers” program. There is just a simple mutual NDA and sharing agreement to sign because we want to encourage as many people as possible to start to use the new canvas. (There is no cost involved).
2. Next you can join us! We’re launching a crowd-funded collaborative project to create a toolkit to design better businesses. The project will then publish a book that explains toolkit, including the new canvas, the known good answers to the 14 questions it asks and recommends steps to use it effectively.
The core team for the book now consists of an international group of 13 co-authors.
I should mention that of course, we’re using the Strongly Sustainable Canvas to design the business model for the project and for the business we plan to launch to develop and enhance the tool after the book is published (i.e. the app, toolkits for specific industries and class-room use and so forth)!
3: The details of the crowd-funding is now being planned. But we can already say that we’ll be seeking both individuals and organizations to back the project. As one of several incentives, our backers will also get immediate commercial rights to use the new canvas, and have input into the content of the book.
4: We hoping to publish in 2015, and when we do, the final version of the Canvas will be released under a Creative Commons License free for commercial use (BY-SA) (again just like the profit-first canvas)
5: Finally, perhaps you’d like to connect, share and learn from other people involved in the project who are in the growing movement focused on creating better businesses…
We have both a Linkedin group and a Facebook page to help with this, so we hope to see you there soon!
So that’s a quick introduction to the role of design and better design tools in the creation of better, strongly sustainable businesses.
I hope you found this useful, and I hope you want to stay in touch with our work as we bring these better tools to the world, and perhaps even get involved yourself…
All the links to connect with our project are shown on this slide, and below the video there is a link to download the slides (which have all the speakers notes and references in them)
Thank-you to Seema Pabari from Tiffinday for making this happen.
Finally, I also wanted to highlight another highly related project which talks about how do we measure whether a business is strongly sustainable.
The Strongly Sustainable Canvas asks the questions that when answered well, can enable flourishing….how do we know the businesses people are designing are actually enabling flourishing?
For this we need a benchmark against which to measure actual business results; but this is not a typical measurement of business performance. We don’t want to continue to measure business results as we do today by comparing a businesses performance against past results, against self-defined future goals, or against businesses who are thought to be “leaders”. No, we need a benchmark of actual business performance against the boundary conditions that increasingly science tells us create the possibility for flourishing.
Creating this science based benchmark is the goal of a new international, collaborative project of The Natural Step Canada; The Gold-standard Benchmark for Sustainable Business.
As you can see there are a growing list of partners in this project, including the Strongly Sustainable Business Model Group, several of whose members are deeply involved in this project.
I know the Natural Step would love you to get involved in this project too!
For more details of the Gold Standard Work see:
http://www.naturalstep.ca/gold-standard
http://www.naturalstep.ca/amazing-possibilities-for-a-gold-standard-benchmark-for-sustainable-business
http://ecoopportunity.net/2013/02/the-sustainability-gold-standard-the-pathway-to-capitalism-2-0-event-summary-feb-7-2013/ (Video)
The Natural Step Canada, Willard, B., Upward, A., Leung, P., Park, C. (2013). Towards a Gold-standard Benchmark for a Truly Sustainable Business: Working Draft of Science-based KPIs and Goals, The Natural Step Canada, 1-56. Retrieved from: http://www.naturalstep.ca/sites/default/files/gold-standard-benchmark-latest-version.pdf
As a working title we’re calling the crowd-funded collaborative book we’re planning to write and publish in 2015: “Strongly Sustainable Business Model Innovation”
This slide gives an outline of the table of contents with
section 2 describing the strongly sustainable business model canvas,
section 3 describing how to answer the 14 questions the canvas asks well, so you will score highly, for example, on the B Lab Benefit Impact Assessment Survey, align with the BALLE localist principles or the Framework For Strategic Sustainable Development Sustainability Principles (3 environmental and *NEW* 5 social), plus Transition Towns, Institute for Local Self-Reliance, etc. and the emerging “Gold Standard”
section 4 describes how to use the canvas to create a strongly sustainable business model
section 5 provides more case studies…