Business Models

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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Aware, Exploit and Sustain Innovation Framework

I have a secret confession to make, I collect innovation frameworks, there I’ve admitted to it, and feel just that little bit better that one of my innovation secrets is out. This collection has built up over eight or so years and I have certainly seen some really excellent ones but also some seem pretty thin, those “oh dear” moments!

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Four Things I Learned from Steve Jobs

To quote the President, Steve Jobs put the internet in our pocket – and with it the gateway to most human knowledge and connectivity in something that costs about the same as a pair of shoes or a good bottle of wine. I think of four things that stay with me and I think will stay with me for the rest of my life as loyal member of the Apple community:

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Don't Let Yourself Be Netflixed

The nuclear industry measures how long a radioactive material will retain its potency by its half-life — the time it takes for the material to lose half of its radioactivity. The half-life of Uranium-235 is 700 million years, for example. During the industrial era the half-life of a business model was typically measured in generations.

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Set University Innovation Free

So what’s the problem? The problem is that innovative university research is not set free. Currently, university technology commercialization strategies rest on the assumption that university research is most commercially appealing when managed as potentially lucrative, university-owned intellectual property. The current approach to commercializing university inventions is due for an overhaul.

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