Collaborative business modeling to explore new business fields

TATION pRÆSEN

12 – 15 June 2011

COLLABORATIVE BUSINESS MODELLING

How it can be used to jointly explore sustainability innovations Lars Konnertz, René Rohrbeck, Sebastian Knab

XXII ISPIM Conference 12 – 15 June 2011

Hamburg

Collaborative Business Modelling René Rohrbeck

Associate Professor

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Relevance

› Sustainability innovation have a systemic nature and often requies multiple actors to work together (De Laat, 1999)

› Multiple companies working together to pool complementary assets are particular important for sustainability innovation (Chesbrough et al., 2006; McDowall & Eames, 2006)

› Major sustainability goals require radical innovation to explore and develop new business fields (Hellström, 2007)


Hamburg


Associate Professor

HOW TO EXPLORE NEW BUSINESS FIELDS THAT HAVE A SYSTEMIC NATURE?

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Hamburg


Associate Professor

Approaches to explore new business fields have already been used collaborativley

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Scenario technique Roadmapping Business Modelling

•  useful to enable strategic discussions

•  less suited for planning

Suited to create common ground in a collaborative innovation setting (Cairns et al., 2006)

Usage with external part-ners allows integration of open innovation processes (Lichtenthaler, 2008)

Further developed to collaborative business modelling and tested in our project

•  strengths in planning and decision making

•  Identifies interdepen-dencies between market and technology

•  Integration of customer‘s perspective with the provider‘s perspective

•  strengths in planning and enabling discussion


Hamburg


Associate Professor

Using Osterwalds business model ontology as a basis.

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Osterwalders business model ontology ...


Hamburg


Associate Professor

Using Osterwalds business model ontology as a basis.

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... and its visualisation as a canvas


Hamburg


Associate Professor

WHAT WE DID IN OUR COLLABORATIVE INNOVATION PROJECT

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Hamburg


Associate Professor

Context and project facts

› German energy sector ›  Changing heaviliy due to liberalization, sustainability requirements,

new legislation and emerging technologies

› 8 participating companies ›  6 energy utilities of different size, offer and geographical reach ›  1 telecommunications provider ›  1 telecommunications research institution

› Spans over 6 months with 3 workshops conducted 8


Hamburg


Associate Professor

Idea generation as the first step of the CBM process

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Goa

l Create a multitude of business models for the developing smart energy market.

App

roac

h •  Building trust among participants •  Brainstorming building blocks •  Creating business models •  Supporting creativity and allowing „crazy“ ideas

Res

ult

21 drafts of smart energy business models


Hamburg


Associate Professor

Priorisation forces participants to make decisions about the business models

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Goa

l Create a common understanding of the future energy market and use it as a basis for priorisation of the business models.

App

roac

h •  Discussion of future market & business models

•  Prioritisation according to „attractiveness“ and „effort“

Res

ult 21 prioritised business

models, 6 of high and 8 of medium interest


Hamburg


Associate Professor

Validation of business models as the last step to support implementation

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Goa

l Validate the highest-ranked business models

App

roac

h •  Desk research •  Group discussion on

business models & next steps

Res

ult

7 validated smart energy business models

Building Block T

Key Partners Key Activities Value Propositions Customer Relationships

Customer Segments

Cost Structure Revenue Streams

Key Resources Channels

Building Block A Building

Block N Building Block O

Building Block D

Building Block S

Building Block H

Building Block C

Building Block K

Building Block U

Building Block J

Bilding Block R

Building Block V

Building Block G

Building Block F

Building Block M

Building Block L Building

Block Q

Building Block B

Building Block E

Building Block P

green Available/realistic yellow Uncertain/to be developed red Not available/show stopper


Hamburg


Associate Professor

CONCLUSION

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Hamburg


Associate Professor

The collaborative business modelling approach to explore new business fields

Goa

l G

roup

le

vel

Prac

tica

l lev

el

Idea generation Priorisation Validation

Forming a group / building trust

Creating common

understanding

Next Steps / follow-up

Enhancing Creativity Forcing Decisions

Preparing Implementation

Unlocking barriers of innovation

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Hamburg


Associate Professor

Conclusion

› CBM can support joint development of business models, particularly for sustainability innovations, where pooling of complementary skills, technologies and assets is needed.

› CBM between actors along the value chain can contribute to create a common understanding of drivers and barriers and define common goals

›  Integration of different frameworks can help to explore new business fields, especially in situations of high uncertainty

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Collaborative business modeling to explore new business fields

Education

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