Business Model Innovation Challenge

Organisations are often well aware that the business in which they operate can be very competitive and earnings are declining. Do "things" better has its limitations, where there comes a time where "things" should be done differently. Organisations should search for new business models that create new customer value and enable new revenue streams.

Often, there are some ideas about business models, made in a one-day workshop, but not embedded within the organization. In addition, it is not seriously developed and tested for its feasibility.

New business models, no "paper tigers:
Business Modellen that will be implemented
Commitment and support for change
Co-creation
Learning and knowledge sharing

The starting point for developing a new business model is still a specific goal and/or an objective that the organization has. This outlines the borders of the challenge.

In addition, it is important that there is a good understanding of what the current business model entails. Perhaps the current business model should be left completely separate, but as an organization you can not avoid taking into account the current business model during the implementation. How does the roadmap look like or does it really become a big bang scenario?

Last but not least, the users/players need to be aware of what a business model is, so that there are no misunderstandings about it. The use of A. Osterwalder's business model canvas (BMC) is used as a common communication tool for a business model. There is a lot of information available about business models in the knowledge base of the innovation platform.

By the users / players (optionally working in teams) a business model option (or even several) are developed and shared in the platform. In each round questions about the shared business model have to be answered by a player (or innovation team members). All players have a budget per round available in the platform with which they can assess the answers to the questions by means of investments and / or feedback. In this way, constructive feedback is received and value is assigned to the business model.

The business model that has received the most investments over all rounds is the business model that can best be implemented by the organization. In addition, the winning business model has the most support within the organization.

In the first round, the different business models are assessed on the basis of common assessment criteria (questions).

In the second round, the different business models are assessed on the basis of business-specific criteria. For example, risk and compliancy will play an important role at a bank and more ecological criteria apply to an organization in the manufacturing industry.

In the third round, the various business model options are specifically assessed for its implementation options. What are the risks to implement the business model? Does the business model fit in with the culture of the organization? Does the organization have the expertise to implement the business model? How can we measure the performance of the new business model? Are there conflicts with the existing business model or is it being phased out?

In the final round, a clear choice is made for the business model that has received the most investments over all rounds and thus has the most support from the stakeholders.

It is important for customers to to actually implement the winning business model in practice. The Business Model Innovation Challenge is a transparent serious game where all users / players have insight into all information, investments, budgets of all users / players.

 Select the best/winning business model for the organisation, which is also supported by the stakeholders
 Understanding different business models that are possible, including alternatives
 Understanding the winning business model in terms of: