While meeting with the CEOs and senior executives of many companies that have provided extra value at the same price, I was impressed with the large variety of ways that more value can be added. Even more impressive was that organizations who were good at this were ignoring most choices that others were finding to be helpful.
Seeing the many choices and single organization myopia about...
In the last twenty years, business has focused primarily on doing what it has always done, except in applying less expensive, higher quality methods and installing very expensive information technology. That focus means that many opportunities to create better business models have been missed.
It takes a lot of time, money, and attention to make those fundamental changes in business...
How many times have you been told about a new "unstoppable" trend, only to see the trend totally disappear soon thereafter? The dot-com boom was based in part on a surplus of venture capital and business models that assumed that advertising could be sold to new dot-com start-ups. That approach obviously wasn't going to last. In assessing how important business model innovation is for you, you...
Most companies see acquisitions as the primary path to industry leadership. Yet seldom are such acquiring companies innovative with business models.
Will acquiring continue to be the best, fastest and cheapest path to competitive insulation? If acquiring survives as a path to industry leadership, how will it change?
Goldcorp makes an interesting study example. The company turned the...
Many people are unconvinced that business model innovation can revolutionize any business. Perhaps if we consider an example from a tradition-bound business, you'll be persuaded that the barriers have all fallen for creating more powerful business models.
Let's consider the impact of business model innovation on the geological thinking behind underground gold mining, an industry that has had...
Since 1900, business model innovation shifts have been accelerating at an increasingly rapid pace. As a result, business models that once could serve for decades now may be threatened after only a year or two.
What can you do?
This acceleration of shifts presents an important challenge for companies of all sizes, in all industries, and in all countries. Being outstanding at what is...
Let me ask you an important question: How do you see your life in 2035?
If we see light at the end of the tunnel,
It's the light of an oncoming train.
- Robert Lowell
If you are over the age of 60, you may assume you won't be around in 2035. Read on anyway. I have some surprises for you.
If you are younger than 60, you might focus on threats and describe your life in 2035 in dire...
Here's a question I'll bet you've never asked yourself: What could your life be like in 2035 with normal progress?
Opportunities multiply as they are seized.
-Sun-Tzu
First let's consider what life is apt to be like in the year 2035 if we make improvements at the normal pace. Then in the next guide we'll imagine how things could be if improvements occur much more rapidly.
Let's...
Will your company still be independent and operating in its current form in seven years? The odds are against it.
Chances are that your industry will experience three significant, business model improvements in that time. These business model improvements have the potential to help you when you make them first or best soon thereafter, and to hurt you when others do.
As a result, your...
Perhaps the biggest limit on any organization's rate of progress is that it can absorb relatively few changes at one time. Accomplish more with each change, and you will out pace the competition.
Working only on improving performance measures has several potential problems in this regard.
First, improvements in one area may hurt performance in another area. So the gain may not be as...
