The Business Model Innovation Process

The Business Model Innovation Process

by Yariv Taran, Harry Boer, Christian Nielsen
Released November 2021
Publisher(s): Routledge
ISBN: 9781000521238

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Book description

The book offers a detailed account of the relatively unknown process of business model innovation by looking into the intersection of strategic, operations and innovation management, organizational design, decision-making and performance management.

Table of contents

  1. Cover
  2. Half Title Page
  3. Series Page
  4. Title Page
  5. Copyright Page
  6. Contents
  7. List of figures
  8. List of tables
  9. Preface and acknowledgements
  10. Introduction
  11. 1 The basics: business modeling
    1. 1.1 Introduction
    2. 1.2 Origins
    3. 1.3 Innovative business models – examples
    4. 1.4 The evolution of business model research
    5. 1.5 Definitions and components
    6. 1.6 Modeling
    7. 1.7 Models of business models
      1. 1.7.1 Business model ontologies
      2. 1.7.2 Business model abstraction levels
      3. 1.7.3 “Zooming in”, “zooming out”
      4. 1.7.4 Systemic thinking
    8. 1.8 Our business model framework
      1. 1.8.1 The 5V core of the business model
      2. 1.8.2 Core business and business strategy
      3. 1.8.3 Leadership and culture
      4. 1.8.4 A comprehensive business model framework
    9. 1.9 Summary and conclusion
  12. 2 Business model innovation
    1. 2.1 Introduction
    2. 2.2 Business model innovation
      1. 2.2.1 A variety of views on business model innovation …
      2. 2.2.2 But agreement on its importance
    3. 2.3 Forms of business model innovation
      1. 2.3.1 (Semi-)closed business model innovation
      2. 2.3.2 Open business model innovation
      3. 2.3.3 “From scratch” business model innovation
      4. 2.3.4 Network-level business model innovation
    4. 2.4 Towards a theory of business model innovation
      1. 2.4.1 Business model is the “platform” of all innovation types
      2. 2.4.2 Business model innovativeness
    5. 2.5 Business model innovation: a decision-making process approach
      1. 2.5.1 The nature of innovation processes and the innovator
      2. 2.5.2 Decision making in a VUCA context
      3. 2.5.3 Satisficing behavior
      4. 2.5.4 Tools and approaches supporting decision making
    6. 2.6 Bias, intuition, and experience
      1. 2.6.1 The role of bias
      2. 2.6.2 The roles of intuition and experience
    7. 2.7 Decision-making methods and tools portfolio under increased uncertainty
    8. 2.8 Risk management and alignment
      1. 2.8.1 Risk and risk management
      2. 2.8.2 Risk appetite
      3. 2.8.3 Enterprise risk management
    9. 2.9 Managing risks in business model innovation processes
      1. 2.9.1 An empirical example of risk management in business model innovation
    10. 2.10 Everything has to fit
    11. 2.11 Summary and conclusion
  13. 3 A business model innovation typology and taxonomy
    1. 3.1 Introduction
    2. 3.2 A business model innovation outcomes typology
      1. 3.2.1 Identification of ideal types
    3. 3.3 Implications for the business model innovation process, and its organization and management
      1. 3.3.1 Innovation process
      2. 3.3.2 Innovation organization/management
    4. 3.4 The relationships between the business model innovation process, its outcomes, and its organization and management
      1. 3.4.1 The relationships between outcome and process characteristics
      2. 3.4.2 The relationships between the innovation process and its organization
      3. 3.4.3 The relationships between innovation process and its management
    5. 3.5 A business model innovation process typology
      1. 3.5.1 Shapers (HHH)
        1. 3.5.1.1 Innovation process characteristics
        2. 3.5.1.2 Organization/management
      2. 3.5.2 Transformers (HLH), Pioneers (LHH), and Protectors (LLH)
        1. 3.5.2.1 Innovation process characteristics
        2. 3.5.2.2 Organization/management
      3. 3.5.3 Visionaries (HHL), Players (HLL), and Explorers (LHL)
        1. 3.5.3.1 Innovation process characteristics
        2. 3.5.3.2 Organization/management
      4. 3.5.4 Followers (LLL)
        1. 3.5.4.1 Innovation process characteristics
        2. 3.5.4.2 Organization/management
      5. 3.5.5 Some final notes
        1. 3.5.5.1 Environment
        2. 3.5.5.2 Effectiveness
        3. 3.5.5.3 Alternative coordination mechanisms
    6. 3.6 A business model configurations taxonomy
    7. 3.7 Summary and conclusion
  14. 4 Preparing, organizing, and managing the process of business model innovation
    1. 4.1 Introduction: put together a hard puzzle
    2. 4.2 The business model innovation process in a glance
    3. 4.3 Stage 1 – Mapping
      1. 4.3.1 Mapping the “as-is” core business 5 Vs
      2. 4.3.2 Mapping corporate strategy
      3. 4.3.3 Mapping the “as-is” leadership
      4. 4.3.4 Mapping the company’s “as-is” culture
      5. 4.3.5 Mapping the company’s risk appetite
      6. 4.3.6 Mapping and analyzing the company’s external context
    4. 4.4 Gate 1 – Analysis
    5. 4.5 Stage 2 – Ideation
      1. 4.5.1 Innovation content: what should we innovate?
      2. 4.5.2 Innovation scale: how far do we go in view of our risk appetite?
      3. 4.5.3 Innovation (openness) scope: where should we stand in the closed–open innovation range?
      4. 4.5.4 Innovation decision making: “how should we approach the ideation process?”
    6. 4.6 Gate 2 – Prioritizing
    7. 4.7 Stage 3 – Development
    8. 4.8 Gate 3 – Go/No-go
    9. 4.9 Stage 4 – Implementation
      1. 4.9.1 Dealing with change management challenges
      2. 4.9.2 Dealing with cognitive and opportunism biases
    10. 4.10 Summary and conclusion
  15. 5 Business model performance
    1. 5.1 Introduction
    2. 5.2 Performance management
    3. 5.3 Current performance management models and tools
      1. 5.3.1 The Balanced Scorecard
      2. 5.3.2 The Strategy Map
      3. 5.3.3 The Integrated Reporting Framework
        1. 5.3.3.1 Value creation
        2. 5.3.3.2 Stakeholders
        3. 5.3.3.3 Business model
      4. 5.3.4 Reconciliation and extension
    4. 5.4 Some thoughts about process management
    5. 5.5 Towards a business model innovation performance management process
      1. 5.5.1 Plan and design (offline-feedforward)
        1. 5.5.1.1 Plan
          1. Activities
          2. Tools
        2. 5.5.1.2 Design
          1. Activities
          2. Tools
        3. 5.5.2 Implement (online-feedforward)
        4. 5.5.3 Monitor (online-feedback)
          1. Activities
          2. Tools
        5. 5.5.4 Learn (offline-feedback)
          1. Activities
          2. Tools
    6. 5.6 Ongoing performance management
    7. 5.7 Stakeholder-related performance indicators and the 5 Vs
    8. 5.8 Summary and conclusion
  16. 6 Future trajectories in business model studies
    1. 6.1 Industry 4.0
    2. 6.2 Industry 4.0 and business model innovation
      1. 6.2.1 Industry 4.0 and value configuration
      2. 6.2.2 Industry 4.0 and value network
      3. 6.2.3 Industry 4.0 and the value propositions
    3. 6.3 From offshoring to backshoring
    4. 6.4 Backshoring and business model innovation
    5. 6.5 Sustainability
    6. 6.6 Sustainability and business model innovation
      1. 6.6.1 Sustainable business model innovation – the people dimension
        1. 6.6.1.1 Social performance
        2. 6.6.1.2 Employee performance
      2. 6.6.2 Sustainable business model innovation – the planet perspective
    7. 6.7 Summary and conclusion
  17. Index

Product information

  • Title: The Business Model Innovation Process
  • Author(s): Yariv Taran, Harry Boer, Christian Nielsen
  • Release date: November 2021
  • Publisher(s): Routledge
  • ISBN: 9781000521238