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© Starcher Group LLC
Business Models
Schools of thought
© Starcher Group LLC
The evolution of business model thinking
1990 2000 2005 2010 20151995
Adrian Slywotzky / Mercer / Olyver WymanBusiness Design, Profit Models, Value Migration
Rotman
DesignWorks
OsterwalderBusiness Model Canvas
Joan Magretta: Why Business Models Matter
Deloitte: Deconstructi
ng the Formula for
Business Model
Innovation
MIT: Do Some Business Models Perform Better than Others? Gerry Lameiro: A
Guidebook forDesigning
Business Models
HBR: How to
map your
industry profit pools
KPMG: Rethinkin
g the business model
Christensen: Skate to where the money
will be
Chesbrough: The role of the business models in capturing the value of
innovationAfuah: Business Models: A Strategic Management Approach Chesbrough: Open
Business Models
Schools of thought
MajorContributions
© Starcher Group LLC
Adrian Slywotzky
1995 - 2013
To expand your strategic
options, think business issues first, technology
second
Reengineering is dead.
Focus on the customer
Value flows to the business design best matched to customer priorities
Reinvention and profit-
centric thinking are the keys to sustained
value growth
Pattern thinking helps executives see tomorrow’s
profit zones before the
competition
Winning business designs in the next economy
will be dynamically assembled
around customer priorities
Explore the many ways that profit happens
1995 1996 1998 1999 2000 2000 2002 2004
Where does
demand come from
20112007
Growth breakthroug
h through risk
management
Find additional profit by mining the margins of
existing revenue
categories
© Starcher Group LLC
Rotman School of Design
2006 - 2013
GEAR 1: EMPATHY & DEEP HUMAN UNDERSTANDING- WHAT’S THE OPPORTUNITY?Business Design starts with a deep and meaningful understanding the people who matter and what matters to them. Stakeholder mapping and ethnographic techniques for need-finding process leads to a valuable reframe of the opportunity to better serve unmet needs.GEAR 2: CONCEPT VISUALIZATION- WHAT’S THE BREAKTHROUGH SOLUTION?Generating breakthrough ideas calls for open exploration of new possibilities, including those that are outside your current set of considerations. Visualizing a richer and more distinct customer experience through iterative prototyping methods and co-creation with users results in a powerful and concrete refresh of your vision.GEAR 3: STRATEGIC BUSINESS DESIGN- WHAT’S THE STRATEGY TO DELIVER AND WIN?Gear 3 is an essential extension of the innovation process – defining your strategy to make big ideas valuable and viable to both the market and to the enterprise. Visualization and system-mapping techniques equip you to design a winning strategy for all stakeholders and refocus your enterprise resources to set you on a path for long-term, market-inspired value-creation.Business Design is best practiced collaboratively across disciplines – having many sharp minds on the project, working openly and iteratively through every gear, and using the most appropriate tools to get the most out of each gear.
© Starcher Group LLC
Alex Osterwalder Business Model Canvas
2010 - 2013
© Starcher Group LLC
Business Model Thinking Assessment
Consumers
Technology Business
Slywotzky
Rotman
Osterwalder
Each school of thought has its strengths and seeks to cover the intersection of consumers, technology and business
© Starcher Group LLC
Starcher Group LLC
Consumers
Technology Business
Slywotzky
Rotman
Osterwalder
Starcher Group
The Starcher Group has been delivering on business model designs and advisory services since 2002, leveraging the best thinking across contributors and schools of thought, developing differentiated expertise where needed. All in
support of growing enterprise value.
© Starcher Group LLC
Bruce StarcherStarcher Group LLC
Office: 708 406 [email protected]
www.starchergroup.com
