Business Models

MICHAEL PORTER on Strategic Innovation – Creating Tomorrow's Advantages

An Innovation Excellence Classic: From an interview with Rowan Gibson AS WE ENTER the twenty-first century, there is a pressing need for clear strategies. Because unless companies have a clear vision about how they are going to be distinctly different and unique, offering something different than their rivals to some different group of customers, they are going to get eaten alive by the intensity of competition.

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KIN's Role as Force-Multiplier at Cisco Systems

My avocational role within Cisco effectively became that of a proactive evangelist for innovation history, concepts, trends, case studies, practice and thinking, thereby becoming a force-multiplier for the KIN community.  The ultimate utility of interacting with various audiences is to educate and challenge status quo thinking, through introducing an awareness of the potential of innovation, provides context and sparks imagination for discovering new ways to create value.

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Innovation and Efficiency – Opposing Forces

I'm big on irony, so it's always exasperating yet amusing when my clients realize that attributes or characteristics they've thought of as strengths are revealed as barriers or weaknesses. As organizations grow and mature, they stop trying to evaluate their business models and the factors that sustain those models, and begin to take factors within the business model for granted - or argue in their defense.

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Large Organizations and the Business Model Canvas

Recently I was having a ‘conversation’ with Alexander Osterwalder concerning the limited adoption of the Business Model Canvas within large organizations. I was asking him if he agreed and if he had any thoughts on this. Now if you know Alex, he is either jetting off to somewhere in the world to keep spreading his Business Model gospel, or about to get immersed in his next idea associated with it, so these conversations are grabbing him through twitter or short email exchanges.

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