In the boardrooms of market-leading companies around the world, management teams are hotly debating an existential challenge: how to strengthen their organizations’ business models — or devise new ones — so that they can exploit the opportunities presented by new, often digitally driven, market dynamics while withstanding the attack of nimbler entrants to their industry. And getting those models right will determine whether the incumbents of today’s boardrooms are able to sustain their leadership.
Alex Osterwalder，咨询战略联合创始人以及洛桑大学的管理信息系统教授以及洛桑教授，高度被认为是商业模式的思想领导者。雷竞技投注他们的同名书在2010年发布，一直是数以万计的高管的手册。Indeed, the business model canvas it lays out — a framework of interdependent building blocks such as Key Partners, Value Propositions and Customer Segments — is used as by more than five million people as a template to define, reaffirm and reset their organizations’ business models.
Osterwalder, who works with many of the world’s top management teams, including those at Mastercard, Fujitsu, SAP, 3M and Gore, cites several multinationals that are moving towards innovation-led business models in the vein of Amazon with pioneering innovation cultures, where they are investing in 40 to 80 innovation teams per year.
“其他人可能在技术上失败了，但他们失败了很便宜，”Osterwalder说。“And it’s important that the senior executives in those companies, who understand that it’s extremely hard to get from idea to real business, then tell these innovation groups that they haven’t failed but should appreciate that it’s an exploration journey that is part of the business model.” 创建创新引擎找到“下一个大型事情” - 成功的后续行动与公司早期的创新有很大的区别 - 并创造了一个创新的商业模式和文化，提供了一个可持续的地标创新系列。
“当公司在信仰中感到安全时，他们发现了下一个大事，他们与立于不败之地相反。Amazon is a great illustration of an ‘invincible company.’ Just look at the attitude of CEO Jeff Bezos, who says outright that Amazon is destined to ‘go bankrupt and fail.’ If you aren’t committed to continuously innovate while you’re successful, then the end is inevitable and on the horizon.
商业模式生成3.0 ‘The Invincible Company,’ the third major publication by Alex Osterwalder and Yves Pigneur, published in April 2020, enhances the methodologies of their 2010 management classic Business Model Generation for the digital age by covering the creation of perpetual innovation portfolios, business model mechanics, new growth engines and more.