Sunday, September 19, 2021


Any excellent business model innovation is to solve a set of existing or emerging problems, with making profit as a desired side effect.

Innovation is a journey and is therefore not possible to pre-describe how it will work out, it involves science & art, trials and errors, research & experimentation, analysis & synthesis, tools and methodologies; tests & debugging, lucks & serendipities. 

Business model development in an well-established organization is an intrapreneurship activity; intrapreneurship has been seen as a business model innovation which can improve organizational growth and profitability by willing to take risks to create new revenue streams and satisfy customers effectively.

Depict business model innovation as a system: Every corporate venture comes with a business model, it’s about how the business makes the profit. Such corporate intrapreneurship activities need to be rigorous and systematic, to depict innovation as a system with very loose processes on purpose, rather than an overly rigid traditional process. It involves a logical sequence of business strategy, architecture, business model, operational model for generating value-added solutions to customers. Business Modeling is structural and can be both created and changed very quickly. To improve the success rate of business model innovation, the innovation management needs to ponder: who are your target customers and what’s their future needs? What offers will you provide to address that need? Who are your competitors or potential partnership? Which capabilities/competencies to make you stand out as a niche player, Etc. Such clarity helps the organizational management ride learning curre and explore innovation as an organic system which keeps evolving.

A system is a set of interrelated and interdependent things that collaborate with each other for achieving common purpose. Nowadays, either business models or any other types of innovation are often the collective activities that need complementary mindsets and integral processes and technologies. Thus, innovation management requires the highest risk-taking at a strategic value chain, including organization, investments, and assets. Innovative organizations deploy a range of different management practices, technology, process, and structural solutions, create a disciplined, managed space for developing and testing new models, products, and business approaches to generate multifaceted business value continuously.

The more tangible the business model innovation becomes in a visual form, the more it becomes evaluated on the execution alone: Regardless of how structured stages of innovation are, stakeholders possess mental models, faulty as they may be of 'how' innovation works in their ways. It’s seemingly simple to clarify the logic behind business model innovation, but when different innovation practitioners interpret such abstract messages, they get lost with wrong sequences, to cause the consequence they do not want to see. No wonder innovation overall has a very lower success rate. Seeing is believing, sometimes, visualization is crucial yet largely overlooked in innovation strategizing and implementing.

Many innovations can arise from combining old ideas, design requires an ability to articulate and reflect - which both are greatly assisted by visualizations to make clarity and drive tangible progress. To debunk innovation serendipity, there’s introspective, retrospective, or technopective logic behind business model innovation, to clarify such interwoven logical threads behind complex innovation activities, efficient visualization tools such as design canvas, strategic roadmap, compelling stories, or performance scorecard, are all great to understand the object-relationships morphing through space-time, and to see the "gaps" between object relationships and map these into the future. The very goal is to shape an innovative mindset, optimize innovation processes and track the innovation journey in a visible way.

The science of business model innovation has both systemic and systematic perspective: Business model innovation as a complex system which is greatly influenced by both internal business factors and external circumstances; it’s neither static nor unstructured; it enables the robust processes and tools that enable any entity generate winning concepts on the consistent basis, which is the prerequisite for sustaining business growth and advantage. For many companies, innovation is still serendipity because there are quite a lot of “soft” ingredients which decide the effectiveness of innovation. "Systemic" aspect of business model innovation relates to "from within" or the genes of the organization, tier to communication, cultural and leadership aspects of intrapreneurship. Systematic aspect of intrapreneurship focuses on the hard success factors of innovation such as resource, process, technology or overall capacity to innovate.

Innovative leaders systematically address the innovation strategy agenda, encouraging themselves and subordinates to practice out of the box thinking for bringing fresh perspectives, but also strengthen a structural discipline to enhance intrapreneurship. A comprehensive innovation framework enables structural business model innovation management. From idea generation to implementation, plan, design, implement, test, verify, etc, are not linear steps, but an iterative continuum. Innovation implies high risk and high return on investment, compared to other business activities. Besides structural opportunity management, an innovation system enables the business to manage multilayer risks: financial risks, operational risks, or regulation risks strategically, systemically, and systematically.

Intrapreneurial activities help companies develop new businesses that create revenue streams, and depending on the company’s competitive business environment, their impact will increase over time. Any excellent business model innovation is to solve a set of existing or emerging problems, with making profit as a desired side effect. A strong business model is hard to copy because it focuses attention on how all the critical (internal and external business elements of the system fit into a working whole to make it differentiated in the marketplace. A corporation needs great problem-solvers with strong intrapreneur leadership to sustain cross-boundary engagement for addressing root causes of problems, identifying blind-spots, fixing root causes, and shifting from risk mitigation to risk intelligence.