Business model
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Chapter 3 - Experiential Growth Method® - Deeper dive - Action field
Back to Action fields or Book content
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Welcome to the Business model page
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What is a business model?
'Business model' consists of interlocking elements, that taken together, create and deliver value:
- customer value proposition
- profit formula
- key resources & processes
Johnson, 2008
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Thinking about the concept
A visual thesaurus search is always an excellent starting point to discuss a concept definition:
| BUSINESS |
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| https://www.freethesaurus.com/Business |
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Relations of Business model within Corporate futuring (and Organisational futuring)
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There exists a close vertical relationship within Corporate futuring:
- Outer focus: Business model
- Other focus: Organisational structure
- Inner focus: Appreciation
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On the Outer focus level, a close relationship exists with:
- Operational Strategy
- Commercial management
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Corporate futuring and Organisational futuring intertwine, on the Outer focus level, through:
- Human capital
- Compliance management
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In concrete terms, this means:
- The trio - 'Appreciation', 'Organisational structure' and 'Business model' - is inextricably linked.
- Your 'Business model' contributes substantially to 'Commercial management' and 'Operational Strategy'.
- To accomplish your 'Business model' in line with your 'Operational Strategy', you need the right 'Human capital'. Even so, to realise your 'Commercial management', you need 'Compliance management'.
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Questions we can ask ourselves when contemplating our Business model
- Is our 'Business model' based on 'Appreciation' and on 'Organisational structure'?
- Is our 'Business model' robust enough to enhance our 'Operational Strategy'?
- Is our 'Business model' keen enough to support our 'Commercial management'?
- Or does our 'Business model' prohibit relations between our 'Operational Strategy' and our 'Commercial management'? (See collider and mediator)
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