business model thinking slides (aenc slideshare)
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Business Model Thinking for Association Leaders
Jeff De Cagna FRSA FASAE, Chief Strategist and Founder Principled Innovation LLC
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Making Innovation Happen Survey
www.makinginnovationhappensurvey.com
For association CEOs only Please complete by June 30 at 12 am PDT
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“Provoke. Agitate. Question. A stubborn
sense of dissatisfaction is what waters the seeds
of disruption.” --Umair Haque
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what will it take for associations to thrive over the next decade
and beyond?
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we are experiencing relentless societal
transformation
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disruption is everywhere in
our society
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“There is one certainty, however. The next decade or two will be defined more
by fluidity than by any new, settled paradigm; if there is a pattern to all this,
it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.”
--Robert Safian Fast Company
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relevance is not the answer
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creating the future is about connecting
opportunity and responsibility
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business model
thinking
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“Most [leaders] today have only had to lead their organizations
based on a single business model throughout their careers. The
half-life of a company’s business model is getting shorter.”
--Saul Kaplan Business Innovation Factory
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what is a business model?
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A business model describes the rationale of
how an organization creates, delivers and
captures value. Source: Alex Osterwalder, Ph.D.
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value creation value delivery value capture
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thick value
Thick value is deep, meaningful and enduring value created in a manner consistent with purpose.
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VALUE COST
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Cost elements Value elements
Value propositions (VP)
Key resources (KR) Stakeholder segments (SS) Key activities (KA) Channels (CH) Key partnerships (KP) Stakeholder relationships (SR) Cost structure (C$) Revenue streams (R$)
business model elements
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VALUE COST
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questions? comments?
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use the Business Model Canvas to tell
the story of your association’s current
business model
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tools for thinking about new business
model concepts
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stakeholder value canvas
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VALUE COST
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This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA www.principledinnovation.com
STAKEHOLDER VALUE CANVAS
VALUE PROPOSITION(Simple succinct statement)
CONNECTIONS(Relationships/Channels)
STAKEHOLDER SEGMENT(Most useful granular description)
THICK VALUE SUPPORT INTENTIONS OUTCOMES
SOLUTIONS CONSTRAINTS
How will the value we o!er help tobuild a meaningful, purposeful andenduring relationship with thisstakeholder segment?
What speci"c solutions can we o!er tohelp our stakeholders overcome theconstraints they face?
What combination of relationships andchannels should we use to deliver ourvalue to stakeholders?
What constraints do our stakeholdersface as they seek to achieve theirimportant outcomes?
What are the most importantoutcomes this stakeholder segmentwants to achieve?
What holistic approaches can we use tosupport our stakeholder’s intentions?
What actions do our stakeholdersintend to take to achieve theirimportant outcomes?
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design principles for 21st century business
models of “associating”
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biz model design principles
purpose and profit are interdependent intimacy drives value creation
the social layer is digital networks are fluid
collaboration is the new content openness is the default setting
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some closing thoughts
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what will it take for associations to thrive over the next decade
and beyond?
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what will it take for your association to
thrive over the next decade and beyond?
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“Provoke. Agitate. Question. A stubborn
sense of dissatisfaction is what waters the seeds
of disruption.” --Umair Haque
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[email protected] www.principledinnovationblog.com
www.facebook.com/principledinnovation www.linkedin.com/in/principledinnovation
www.facebook.com/jeff329 Twitter: @pinnovation