Business Model Alchemist Innovation Leadership Network Ralph Ohr revisits the key issues today in innovation management. When we have a great new idea, we want to move fast with it. But we also want impact, and to get that, we need to make sure that we don’t accelerate before we’ve gotten the idea nailed first. When starting a lean startup process, our first hypotheses are often too precise. When we’re in discovery mode, we actually need to have pretty vague hypotheses to start – here’s how to build them. People often use tools as a substitute for the underlying skills that you need to be good at something. According to Tom Peters, whoever tries the most stuff wins. Wile E. Theaster Gates is an artist, and these days he is revitalising neighbourhoods through an artistic process. There is randomness and uncertainty in innovation. One of the goals of lean startup is to find your early adopters – here are some practical ideas for doing that. If we wait for something to be perfect before we launch it, we’ll never launch.
Accueil « Business Model Fab What is core in your Business Model? Focusing on what a business does best, is often argued the easiest and most efficient way for companies to grow and be profitable. In the 1980s Tom Peters and Robert Waterman referred to this as "sticking to your knitting" in their classic book In Search of Excellence, a decade later Gary Hamel and C.K. Prahalad described the concept as focusing on "core competencies" in the Harvard Business Review article The Core Competence of the Corporation. The core is not only unique competences For me working primarily in intellectual asset and intellectual property management, the core is very often a set of innovations, unique technology, patents or developed software. Increasing levels of collaboration The trends in many industries are that markets show high dynamics in rapid development of new products, rapid commoditization of products and high price erosion. Questions to find the core Identifying what is core and what is not, is a great starting point for business model innovation. Also:
Business Model Innovation Hub - ... where visionaries, game changers, and challengers discuss business models Startup Biz Model Prêt à la création d'entreprise (PCE) Faciliter le financement de la création ou de la reprise d'entreprise. Bénéficiaires Personnes physiques ou morales en phase de création (n° Siren attribué) ou PME créées depuis moins de 3 ans, quel que soit leur secteur d’activité1 et n’ayant pas encore bénéficié d’un financement (égal ou supérieur à 2 ans). Les entrepreneurs ne peuvent être déjà installés dans une autre affaire ou contrôler une autre société. Finalité Faciliter le financement de la première installation. Dépenses financées La trésorerie de départ, les investissements immatériels tels que les frais commerciaux, publicité et les aléas de démarrage à l'intérieur d'un programme de 45 000 euros HT. Modalités d'intervention Prêt sans garantie ni caution personnelle, de 2 000 à 7 000 euros, d’une durée de 5 ans avec 6 mois de différé d’amortissement du capital et de paiement des intérêts. Dans les ZUS et les DOM, le montant du concours bancaire peut être simplement équivalant à celui du PCE. 1.
SaaS Metrics - A Guide to Measuring and Improving What Matters | This blog post looks at the high level goals of a SaaS business and drills down layer by layer to expose the key metrics that will help drive success. Metrics for metric’s sake are not very useful. Instead the goal is to provide a detailed look at what management must focus on to drive a successful SaaS business. For each metric, we will also look at what is actionable. There is an updated (re-written) version of this post available here: SaaS Metrics 2.0. Before going any further, I would like to thank the management team at HubSpot, and Gail Goodman of Constant Contact, who sits on the HubSpot board. Let’s start by looking at the high level goals, and then drill down from there: Key SaaS Goals Profitability: needs no further explanation. Two Key Guidelines for SaaS startups The above guidelines are not hard and fast rules. In the next sections, we will drill down on the high level SaaS Goals to get to the components that drive each of these. Three ways to look at Profitability Other Metrics
Business Models Inc. BeyeNETWORK: The Future Role of Business Intelligence within the Depending on who you ask, there are 195 countries in the world today. While the majority of economic resources are controlled by a small, yet very powerful subset of global corporations and sovereign nations, the impact of their actions is felt by the entire world community. That the recent economic crisis was triggered by a variety of factors including faulty assumptions, greed, malfeasance, ineptitude, lack of oversight and a host of other causes is not surprising in retrospect. One of the most important revelations is how interconnected our world has become in the past 50 years. In his speech to the Council on Foreign Relations on March 10, 2009, FRB Chairman Ben Bernanke highlighted the significance of managing the systemic risk of the global financial system. If the global financial system were characterized as a living organism, the recent crisis would be depicted as a series of rapidly forming blood clots that disrupted the life force and risked the mortality of the patient.
Business process management Business process management (BPM) is a field in operations management that focuses on improving corporate performance by managing and optimising a company's business processes. It can therefore be described as a "process optimization process." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach. These processes can impact the cost and revenue generation of an organization. Changes in Business Process Management Although BPM initially focused on the automation of business processes with the use of information technology, it has since been extended[by whom?] to integrate human-driven processes in which human interaction takes place in series or parallel with the use of technology. More recent variations such as "human interaction management" are concerned with the interaction between human workers performing a task. BPM life-cycle