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To Beat the Competition Begin Running Non-Stop Business Model Development

By Donald Mitchell

Republish: EasyPublish™ Published: 08Jan2009 Word count: 409 Viewed: 228 time(s) Get Free Content For Your Site

Do sports teams get better by practicing all the time, or by only practicing when they think they have been losing? Everyone who has played on a winning team knows that regular practice is very critical for improving the group's performance. Working on improving business models is no exception.

The idea is to be constantly reexamining, improving upon, and replacing your business models. As you do, be sure to also constantly reexamine the process you are using for this innovation. Most organizations find that they need to vary the process at least in terms of the questions that are being asked in order to stimulate improved ideas, rather than further development of old ideas down a overly worn track.

After you have begun continually developing new strategic business models, you need to establish measurements of your organization's effectiveness in business model innovation and implementation compared to key competitors and challenges. How are we doing?

Many companies answer based on current profits. That financial performance tends to be a function of the business environment and past actions.

Answering the question about business innovation compared to competitors in determining future competitive advantage is very difficult. The difficulty is similar to answering questions about what will be the most successful new products of five years from now. But the question is critical to creating the ultimate competitive advantage through continuing business strategy innovation.

In such a highly conceptual area, organizations often lose their way. What is the right direction for one time is often the worst for another time. That is what happened to Polaroid as it measured business model innovation in terms of technology rather than by a customer result.

Examining which measurements to use can help steer you in the right direction. Linear Technology has benefited by trying to continually make power supplies of its customers products work longer and better. At some point, however, improving the power supply on portable electronic devices will no longer be the best use of Linear Technology's attention in developing new analog semiconductors.

The company could move instead to establishing a measure of the value it is adding through solving that problem that could be compared to the value of solving other important problems. Then, as other problems rose to challenge power supply management as its primary focus, Linear Technology would see the need to adjust its business model to reflect these other areas.

Copyright 2008 Donald W. Mitchell, All Rights Reserved

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