Tag Archives: business model innovation

Quality 4.0 and Digital Transformation

The fourth industrial revolution is characterized by intelligence: smart, hyperconnected agents deployed in environments where humans and machines cooperate to achieved shared goals — and using data to generate value. Quality 4.0 is the name we give to the pursuit of performance excellence in the midst of this theme of technological progress, which is sometimes referred to as digital transformation.

The characteristics of Quality 4.0 were first described in the 2015 American Society for Quality (ASQ) Future of Quality Report. This study aimed to uncover the key issues related to quality that could be expected to evolve over the next 5 to 10 years. In general, the analysts expected that the new reality would focus not so much on individual interests, but on the health and viability of the entire industrial ecosystem.

Some of the insights from the 2015 ASQ Future of Quality Report were:

  • A shifting emphasis from efficiency and effectiveness, to continuous learning and adaptability
  • Shifting seams and transitions (boundaries within and between organizations, and how information is shared between the different areas)
  • Supply chain omniscience (being able to assess the status of any element of a global supply chain in real time)
  • Managing data over the lifetime of the data rather than the organization collecting it

Image Credit: WEF DTI Executive Summary, http://reports.weforum.org/digital-transformation/wp-content/blogs.dir/94/mp/files/pages/files/170328-dti-executive-summary-slideshare.pdf (Slide 6)

The World Economic Forum (WEF) has also been keenly interested in these changes for the past decade. In 2015, they launched a Digital Transformation Initiative (DTI) to coordinate research to help anticipate the impacts of these changes on business and society. They recognize that we’ve been actively experiencing digital transformation since the emergence of digital computing in the 1950’s:

 

Because the cost of enabling technologies has decreased so much over the past decade, it’s now possible for organizations to begin making them part of their digital strategy. In general, digital transformation reveals that the nature of “organization” is changing, and the nature of “customer” is changing as well. Organizations will no longer be defined solely by their employees and business partners, but also by the customers who participate – without even explicitly being aware of their integral involvement — in ongoing dialogues that shape the evolution of product lines and new services.

New business models will not necessarily rely on ownership, consumption, or centralized production of products or provision of services. The value-based approach will accentuate the importance of trust, transparency, and security, and new technologies (like blockchain) will help us implement and deploy systems to support those changes.

 

A Chat with Jaime Casap, Google’s Chief Education Evangelist

jaime-casap-head

“The classroom of the future does not exist!”

That’s the word from Jaime Casap (@jcasap), Google’s Chief Education Evangelist — and a highly anticipated new Business Innovation Factory (BIF) storyteller for 2015.  In advance of the summit which takes place on September 16 and 17, Morgan and I had the opportunity to chat with Jaime about a form of business model innovation that’s close to our hearts – improving education. He’s a native New Yorker, so he’s naturally outspoken and direct. But his caring and considerate tone makes it clear he’s got everyone’s best interests at heart.

At Google, he’s the connector and boundary spanner… the guy the organization trusts to “predict the future” where education is concerned. He makes sure that the channels of communication are open between everyone working on education-related projects. Outside of Google, he advocates smart and innovative applications of technology in education that will open up educational opportunities for everyone.  Most recently, he visited the White House on this mission.

jaime-quote-image

The current system educational system is not broken, he says. It’s doing exactly what it was designed to do: prepare workers for a hierarchical, industrialized production economy. The problem is that the system cannot be high-performing because it’s not doing what we need it to for the upcoming decades, which requires leveraging the skills and capabilities of everyone.

He points out that low-income minorities now have a 9% chance of graduating from college… whereas a couple decades ago, they had a 6% chance. This startling statistic reflects an underlying deficiency in how education is designed and delivered in this country today.

So how do we fix it?

“Technology gives us the ability to question everything,” he says.  As we shift to performance-based assessments, we can create educational experiences that are practical, iterative, and focused on continuous improvement — where we measure iteration, innovation, and sustained incremental progress.

Measuring these, he says, will be a lot more interesting than what we tend to measure now: whether a learner gets something right the first time — or how long it took for a competency to emerge. From this new perspective, we’ll finally be able to answer questions like: What is an excellent school? What does a high-performing educational system look (and feel) like?

Jaime’s opportunity-driven vision for inclusiveness  is an integral part of Google’s future. And you can hear more about his personal story and how it shaped this vision next month at BIF.

If you haven’t made plans already to hear Jaime and the other storytellers at BIF, there may be a few tickets left — but this event always sells out! Check the BIF registration page and share a memorable experience with the BIF community this year: http://www.businessinnovationfactory.com/summit/register

Writing about Business Model Innovation: Where Do You Start?

Image Credit: Doug Buckley of http://hyperactive.to

Image Credit: Doug Buckley of http://hyperactive.to

Innovation is what happens when we create new value by meeting needs. Sometimes, this comes in the form of a new process, product, or program. Other times, it comes in the form of reconfiguring the whole ecosystem for creating and sharing that value — also known as “business model innovation.”

A business model is a conceptual tool containing a set of objects, concepts and their relationships with the objective to express the business logic of a specific firm. Therefore we must consider which concepts and relationships allow a simplified description and representation of what value is provided to customers, how this is done and with which financial consequences. — Osterwalder, Pigneur, & Tucci (2005)

But if you’re an academic (or part of the BIF community), where do you find research on business model innovation, and where should you publish research and insights about business model innovation? I have a paper that’s in preparation, and I need to know where I should send it (mostly, just to know how many words I should have before I stop writing). So I went on a little journey to help figure this out, which also yielded a recommendation for three authors that you really should read if you’re publishing in this area.

Step 1: Read Zott, Amit & Massa (2011) – which provides a contemporary literature review of research on business models.

Step 2: Decide whether you’d like to publish in a traditional journal that covers business models and business model innovation, but is not solely dedicated to that pursuit. As its source material, the Zott article drew from 9 academic journals and 3 practitioner journals that meet this criterion. You can start your process by exploring business model research in these journals:

Academic Journals:

Practitioner-oriented journals:

Step 3: Consider journals that are new and/or primarily focused on business model innovation. Here are 3 that I found, with information about their publication and the publishing process. Enjoy exploring.

1. Journal of Business Models
http://journals.aau.dk/index.php/JOBM
Author guidelines at http://journals.aau.dk/index.php/JOBM/about/submissions#authorGuidelines
Sample Issue at: http://journals.aau.dk/index.php/JOBM/issue/view/106
PAGE CHARGES: Yes, but amount not specified

OPEN ACCESS POLICY/Creative Commons (CC BY-NC-ND 3.0)
Audience: Academics and Consultants
Scope: International
Format: 5000-8000 words, MS Word
References: Harvard style (examples in author guidelines)
Accepts: Research paper, viewpoint, technical paper, conceptual paper, case study, lit review, review

The array of perspectives presented above lead to the identification of 10 key theme areas for which the
Journal of Business Models intends to have a special focus:

1. Business Model Design: designing, rejuvenating, innovating and facilitating
2. Implementing business models: the execution process
3. Commercialization and exploitation of ideas through business models: challenging entrepreneurial processes
4. Seeking the true benefits of a globalised world: how internationalization of activities affects business
models
5. Business model archetypes and key components: integrating building blocks and typologies
6. The strategic partnerships of business models: Roles and relationships within and among business models
7. Business models and high-tech ventures
8. The performance of business models: Dilemmas and paradoxes of performance measurement consequences
9. Defining what business models are about: The epistemological and conceptual roots of business models and
their differences with strategy, strategic management, organisation and business planning
10. Tools and techniques

“Soon we are opening a new section on book reviews. If you are interested in making a book review please send
an e-mail to Christian Nielsen (chn@business.aau.dk). The first review is of Osterwalder and Pigneur’s new
book “Value Proposition Design” which will be published soon.”

2. Long Range Planning (an International Journal of Strategic Management)
http://www.journals.elsevier.com/long-range-planning/
Author guidelines at: http://www.elsevier.com/journals/long-range-planning/0024-6301/guide-for-authors
Sample articles at: http://www.journals.elsevier.com/long-range-planning/open-access-articles/
PAGE CHARGES: Yes, $1800 USD, if you want your article to be open access.

OPEN ACCESS OPTION
Audience: Academics
Scope: International
Format: MS Word, length not specified
References: examples in author guidelines
Accepts: Research paper, technical paper

“The areas of work published by LRP include, among others: corporate strategy and governance, business strategy and new business models, international dimensions of strategy, strategies for emerging markets, entrepreneurship, innovation, organizational structure and design, corporate social responsibility, management of technology, methods for strategy research, and business processes.”

3. Open Journal of Business Model Innovation
http://www.scipublish.com/journals/BMI/
Auhor Guidelines at
Sample Article at: http://www.scipublish.com/journals/BMI/papers/1250 (can download PDF)
PAGE CHARGES: YES, but only after 3/31/05

OPEN ACCESS POLICY/IP sharing license not cited
Audience: Academics and Practitioners
Scope: International
Format: MS Word, “approximately 10 pages” with Cover Letter
References: examples in sample article
Accepts: Research papers, issue analysis, rigorous new insights that will advance the field

The Open Journal of Business Model Innovation is a peer-reviewed journal published by Scientific Online
Publishing. It presents current academic research and practical findings in field of business model
innovation. Topics appropriate and related to business model innovation include the role of business models
within corporations, the process and instruments for business model innovation, business models within
several industries, social business models and business models in emerging markets. Topics also include the
quantitative and qualitative evaluation of business models. The journal addresses issues as: What are the
drivers for business model innovation? How companies innovate their business model? How do companies evaluate
existing and new business models? How do companies integrate business models in their corporation? How do
companies manage multiple business models? Disciplinary boundaries that straddle business model innovation
include strategic management, entrepreneurship, innovation management and others.