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Great presentation done at JIC by Michaela Csik from Holcim.
55 Business Models to Revolutionize your Business by Michaela Csik
55 Business Models to Revolutionize your Business by Michaela Csik
jindrichweiss
Katalog prezentujících firem z netwotkingové akce Jihomoravského inovačního centra. Ke klientům JIC|Innovation Parku jsme přimíchali kreativce a další externí společnosti.
Katalog firem 120 vteřin 04122013, Innovation Park a kreativci
Katalog firem 120 vteřin 04122013, Innovation Park a kreativci
jindrichweiss
Imagination beyond imagination is a collection of posts that I published on beBee platform. The collection of posts was motivated by the great feedback of readers. This was evidenced by the number of sharing them, commenting on them and liking them. This feedback prompted me to publish the collection hoping that the readers would find it of relevance.
Imagination beyond imagination
Imagination beyond imagination
Ali Anani, PhD
Katalog - 120 vteřIn pro inovativní firmy - 9.12.2010
Katalog - 120 vteřIn pro inovativní firmy - 9.12.2010
jindrichweiss
Ideas have life cycles; they cycle between different opinions and develop into patterns. This compilation of posts shows how ideas cycle with the warm wind of approval and the coldness of resistance.
Cycling of ideas
Cycling of ideas
Ali Anani, PhD
Katalog účastníků networkingové akce ze dne 25. 9. 2013. Zaměření bylo tentokrát "čisté a environmentální technologie".
Katalog 120 vteřin plus 25.9.2013
Katalog 120 vteřin plus 25.9.2013
jindrichweiss
IPDD Kano model
IPDD Kano model
PRASAD MAHAJAN
This book is a compilation of many articles that I contributed to beBee. They represent my thinking while on the edge trying to balance my ideas or for those ideas to rearrange into new ones. The chaos of thinking might lead to the self-organization of thoughts and out of chaos may emerge new thinking. I wonder how successful I was. No matter what and even if I failed; still I enjoyed the edgy ride. I hope you do too.
Thinking on the edge
Thinking on the edge
Ali Anani, PhD
Recommended
Great presentation done at JIC by Michaela Csik from Holcim.
55 Business Models to Revolutionize your Business by Michaela Csik
55 Business Models to Revolutionize your Business by Michaela Csik
jindrichweiss
Katalog prezentujících firem z netwotkingové akce Jihomoravského inovačního centra. Ke klientům JIC|Innovation Parku jsme přimíchali kreativce a další externí společnosti.
Katalog firem 120 vteřin 04122013, Innovation Park a kreativci
Katalog firem 120 vteřin 04122013, Innovation Park a kreativci
jindrichweiss
Imagination beyond imagination is a collection of posts that I published on beBee platform. The collection of posts was motivated by the great feedback of readers. This was evidenced by the number of sharing them, commenting on them and liking them. This feedback prompted me to publish the collection hoping that the readers would find it of relevance.
Imagination beyond imagination
Imagination beyond imagination
Ali Anani, PhD
Katalog - 120 vteřIn pro inovativní firmy - 9.12.2010
Katalog - 120 vteřIn pro inovativní firmy - 9.12.2010
jindrichweiss
Ideas have life cycles; they cycle between different opinions and develop into patterns. This compilation of posts shows how ideas cycle with the warm wind of approval and the coldness of resistance.
Cycling of ideas
Cycling of ideas
Ali Anani, PhD
Katalog účastníků networkingové akce ze dne 25. 9. 2013. Zaměření bylo tentokrát "čisté a environmentální technologie".
Katalog 120 vteřin plus 25.9.2013
Katalog 120 vteřin plus 25.9.2013
jindrichweiss
IPDD Kano model
IPDD Kano model
PRASAD MAHAJAN
This book is a compilation of many articles that I contributed to beBee. They represent my thinking while on the edge trying to balance my ideas or for those ideas to rearrange into new ones. The chaos of thinking might lead to the self-organization of thoughts and out of chaos may emerge new thinking. I wonder how successful I was. No matter what and even if I failed; still I enjoyed the edgy ride. I hope you do too.
Thinking on the edge
Thinking on the edge
Ali Anani, PhD
Katalog 120 vteřin pro biotechnologie 4.6.2014
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jindrichweiss
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...
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Rod King, Ph.D.
A presentation on the role of goal setting for Finance Teams, including relevant examples for every role.
Goal Examples for Finance
Goal Examples for Finance
BetterWorks
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving. The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project. Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas." Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas. To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do? This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Rod King, Ph.D.
A presentation on the role of goal setting for Legal Teams, including relevant examples for every role.
Goal Examples for Legal
Goal Examples for Legal
BetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
Goal Summit 2016: The New Organization – Different by Design
Goal Summit 2016: The New Organization – Different by Design
BetterWorks
This compilation of few of my buzzes is to me is like drops of water collected together. A buzz is a drop of water and collecting drops of water together may generate new insights. A separate drop of water has no other water to adhere to or cause the formation of a surface tension. If a drop of water is frozen it doesn't produce ice flakes; drops of water do. I want to say that you may enjoy the flakes as this is my driving desire to compile several buzzes into an eBook. An individual buzz is like a tree and the collection of buzzes in an eBook is the forest. A single tree may not form a canopy; in contrast, many trees may form one. I hope that you see the canopy and enjoy the comfort it offers you. Scattered roses may produce tiny fragrance. A bundle of roses may produce far greater stronger fragrance. I hope you enjoy the fragrance and to stay away from the thorns.
New insights on human behavor
New insights on human behavor
Ali Anani, PhD
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas? Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/ I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas. In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Rod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder. The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas. The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network. In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases. By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas. The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
Rod King, Ph.D.
Preview of upcoming Grails 3.0 release at SpringOne 2GX 2014
Grails 3.0 Preview
Grails 3.0 Preview
graemerocher
Grails project lead Graeme Rocher delivers a deep dive into GORM, the object mapping technology used by Grails, which provides support for Hibernate (SQL), MongoDB and Neo4j amongst other implementations.
Gr8Conf 2016 - GORM Inside and Out
Gr8Conf 2016 - GORM Inside and Out
graemerocher
Keynote by Graeme Rocher detailing the roadmap for Grails up to 3.0
Greach 2014 - Road to Grails 3.0
Greach 2014 - Road to Grails 3.0
graemerocher
Grails project lead Graeme Rocher delivers an update on Grails 3 including the latest features of GORM. Grails 3.2 introduces AngularJS scaffolding and support for RxJava and MongoDB in GORM amongst other new features.
Gr8Conf 2016 - What's new in Grails 3
Gr8Conf 2016 - What's new in Grails 3
graemerocher
The biggest high-tech networking event ever organized by JIC, WWTF and ADDSEN.
Smart cities brokerage, 15.10.2014 - catalogue of participants
Smart cities brokerage, 15.10.2014 - catalogue of participants
jindrichweiss
Katalog 120plus 11_02_2014_moderní technologie pro dopravu
Katalog 120plus 11_02_2014_moderní technologie pro dopravu
jindrichweiss
Networkingové setkání inovativní firem zejména z oblasti přesného strojírenství
Katalog firem - 120 vteřin 18. 6. 2013
Katalog firem - 120 vteřin 18. 6. 2013
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Networkingové setkání na téma energetika
Katalog 120plus 19_03_2013
Katalog 120plus 19_03_2013
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Katalog firem 120 vterin pro JIC|Innovation Park
Katalog firem 120 vterin pro JIC|Innovation Park
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This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
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Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving. The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project. Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas." Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas. To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do? This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Rod King, Ph.D.
A presentation on the role of goal setting for Legal Teams, including relevant examples for every role.
Goal Examples for Legal
Goal Examples for Legal
BetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
Goal Summit 2016: The New Organization – Different by Design
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This compilation of few of my buzzes is to me is like drops of water collected together. A buzz is a drop of water and collecting drops of water together may generate new insights. A separate drop of water has no other water to adhere to or cause the formation of a surface tension. If a drop of water is frozen it doesn't produce ice flakes; drops of water do. I want to say that you may enjoy the flakes as this is my driving desire to compile several buzzes into an eBook. An individual buzz is like a tree and the collection of buzzes in an eBook is the forest. A single tree may not form a canopy; in contrast, many trees may form one. I hope that you see the canopy and enjoy the comfort it offers you. Scattered roses may produce tiny fragrance. A bundle of roses may produce far greater stronger fragrance. I hope you enjoy the fragrance and to stay away from the thorns.
New insights on human behavor
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Ali Anani, PhD
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
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Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
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Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas? Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/ I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas. In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Rod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder. The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas. The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network. In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases. By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
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Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas. The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
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Pozvánka: 120 vteřin+ Moderní technologie pro dopravu
1.
Kdy a kde:
11. února 2014 15:00, Brno, Holiday Inn Registrace: www.120vterin.cz
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