Business Model Generation

I have often written about how the world is slowly being turned on its head and how Directors need to think long and hard about how robust their own organisations value proposition is within the market place.

Last week Kodak filed for bankruptcy protection; what was the staggering sequence events that such a once proud and innovative company could now crumble and with whom does the blame lie?

Nokia report a 31% decline in sales with fourth quarter performance slumping from an €884m profit in 2010 to a loss of €954m in the same period of 2011. I’m sticking with these guys’s they’ve seen the problem, accepted they need to rethink and ditch their prowess and very firmly grasped the nettle by jumping into bed with Microsoft. The fundamentals of what they offer – quality, reliability, tactility and functionality remain valid for me; it’s only in the latter, that perhaps, they now lag.

I have a mantra that I am oft quoted upon “So what happens on Monday morning at ten o’ clock?” and what I mean is – forget the fancy notions, the clever junk bonds, the offset of toxic debt and any other financial shenanigans – what is my business doing today, this morning and how am I adding value to my Customers so that Monday morning next week- I’ll still be here!”; the market is moving very fast.

I’ve just finished reading an excellent book that should firmly stand beside Michael Porter, Tom Peters and Kotler entitled “Business Model Generation” written by Alexander Osterwalder and Yves Pigneur.

Below is an outline video, I hope you grasp hold of its concepts and enjoy its provocation; I look forward to discussing it further with you.

Wishing you a good week.

 

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About Michael Carr

Specialising in Strategy, Systems and Organisational Design I've had a varied and rewarding career and been fortunate to work for some superb companies such as Courtaulds, Unipart International, Akzo Nobel and more recently Jaguar Landrover, all luminaries of a solid, disciplined and a conservative, though never lacking in innovation, approach to business management and development. Augmenting my career with studying for my MBA at Warwick in the early 90's has given me a balanced and I believe rich resource set to draw upon in my Consultancy Practice. My Clients have been good to me, tolerating my idiosyncrasies, giving me enough rope to go along the journey that I was taking them and hopefully in return I've been able to repay them by raising the bar and their business performance, giving them the results and achievements they were looking for. I really enjoy my work and love the challenge - isn't that what it's all about?
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