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2nd CBSM Conference and 8th SKM Symposium2013 (Magdeburg)
Speaker
Prof. Dr. Christoph Rasche
Christoph.rasche@uni-potsdam.de
www.management-potsdam.de
Speaker
Andreas Schmidt
Andreas.schmidt@uni-potsdam.de
www.management-potsdam.de
Corporate Morphing by Means of Business Model CompetenceTrack V: Business Model Innovation
Content
2Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
1. Appetizer: Business Models – A New Mantra for Management?
2. Linking Business Model Research to Competence-based Management (Theory)
3. Business Modell Competence as a Source of Profit and Value Creation
4. Corporate Morphing Through Business Models: Portfolio-Strategy Revisited
5. Outlook: Strategizing and Economizing on Business Model Competence
1. Business Models – A New Mantra for Management?Competing for and through Business Models
3Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
End productcompetition
Processcompetition
Technologycompetition
Competencecompetition
Human capitalcompetition
Business modelcompetition
Networkcompetition
Complexity ofcompetition
Strategic impact
Quality, service, design advantages
Cost and speediness advantages
Skill roadmaps
War for talent
Value innovation
Shareconomy
Technology roadmaps/ portfolios
Marketing
1. Business Models – A New Mantra for Management?Semantic confusion: Different Business Model Logics in Several Disciplines
4Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Source: Schmidt (forthcoming in 2014)
Content
5Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
1. Appetizer: Business Models – A New Mantra for Management?
2. Linking Business Model Research to Competence-based Management (Theory)
3. Business Modell Competence as a Source of Profit and Value Creation
4. Corporate Morphing Through Business Models: Portfolio-Strategy Revisited
5. Outlook: Strategizing and Economizing on Business Model Competence
2. Linking Business Model Research to Competence-based ManagementHow to Co-align Business Models with SBUs and Core Competences?
6Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Source: Rasche & Schmidt (2013)
Strategic business units(1980 – 1990)
Core competences(1990 -2000)
Business models(2000 – now)
Steering logic
Characteristics
Product-/market-combinations
Competence-/taskcombinations
Skill-/process-/value-/margin combinations
Core feature
Market-based viewIndustrial organization
Resource-based viewInstitutional economics
Emergent ‘mesh-up’theories/ presumptions
Theoryfoundation
Markets, customers andcompetitors
Unique hard-, soft-, brain-peopleware deployments
Entrepreneurial blueprintsand profit regimes
Dominantfocus
Superb industry positions/unique value propositions
VRIO-paradigm +asset renewability
Implementation focusand business development
SCAfoundation
Growth, risk, returnadjusted SBU portfolio
Competence share beatsmarket/customer share
Translate competencesinto actions and results
Managerialimplication
Encapsulated talents, lostsynergies, strategy myopia
Strong inside-out impetus(customer alienation?)
Semantic fuzziness andplethora of meanings
Criticism/caveats
Competitive strategyCompetitive advantage
The core competence ofthe corporation
Business ModelCompetition
Breakthroughimpetus
Source: Demil/Lecoq (2010), p. 234, modificated7
Magdeburg, 18.09.2013 SKM & CBSM Conference 2013
© by C. Rasche / A. Schmidt
2. Linking Business Model Research to Competence-based ManagementDynamic Consistency: A Steady Process of Astute Business Model Development
How do fit business models with the logic of dynamic capabilities?
VRIO-Paradigm
Sustainable profits
(Perceived ) Customer Value
Value netArchitecture/Coordination
2. Linking Business Model Research to Competence-based ManagementWanted: A Coherent Concept for Embedding into BMs into General Management
Source: Rasche (2013) 8Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Hardware Software
Peopleware Brainware
Competence-basedView
Finance-basedView
Market-basedView
Relational-based View
Content
9Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
1. Appetizer: Business Models – A New Mantra for Management?
2. Linking Business Model Research to Competence-based Management (Theory)
3. Business Modell Competence as a Source of Profit and Value Creation
4. Corporate Morphing Through Business Models: Portfolio-Strategy Revisited
5. Outlook: Strategizing and Economizing on Business Model Competence
3. Business Modell Competence as a Source of Profit and Value CreationValue Creation Is Key to Business Model Strategies
Source: Rasche (2013) 10Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Low Medium High
Low
Medium
High
Comparative price position
Co
mp
arat
ive
val
ue
po
siti
on
Middle-of-road
Innovation leader
Price breaker
Customer value
• Product quality
• Product design
• 24/7 availability
• Warranties
• Service quality
• Brand image
• Consulting services
• Value for money
• Ease of use
• Sales force skills
• Reputation
• …
Stakeholder value
Value processes
Employee value
Shareholder value
What value position is affordable?
What costposition is
compelling?
Space forOutpacing?
How to avoid obvious value
destruction?
Competing for value and pricecompetences
Content
11Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
1. Appetizer: Business Models – A New Mantra for Management?
2. Linking Business Model Research to Competence-based Management (Theory)
3. Business Modell Competence as a Source of Profit and Value Creation
4. Corporate Morphing Through Business Models: Portfolio-Strategy Revisited
5. Outlook: Strategizing and Economizing on Business Model Competence
4. Corporate Morphing Through Business Models: Portfolio-Strategy RevisitedHow to Create a Parental Advantage (by Means of Business Models)?
12Version 1.0 | 13-11-11
© by Prof. Dr. Christoph Rasche
How to create corporate value?How to create parental advantages?
Corporate
SBU SBU SBU
?
?
?
?
?
What are core areas?
Where and when tocooperate?
What are sound reasons for outsourcing?
What can be sources of newbusinesses alongside the valuechain/system?
Are the SBU'ssoundly defined?
What is the core logicof our portfolio strategy?
Is our portfolio logic
still appropriate?
??
Corecomp.
Corecomp.
Corecomp.
Corecomp.
Corecomp.
Corecomp.
Bus.mod.
Bus.mod.
Bus.mod.
Bus.mod.
Bus.mod.
Bus.mod.
4. Corporate Morphing Through Business Models: Portfolio-Strategy RevisitedHow to Handle Corporate Business Model Management?
13
Coporate holdingHealthInvest
Clinic holdingMedCare
HospitalsSBU ABC …
Med. CentersABC …
Med. DepartmentABC …
Med. specialty areasABC …
Therapy classesABC …
DRGsABC …
Macro Perspective
Customerportfolio
Competenceportfolio
Resource portfolios(Upstream focus)
Market portfolios(Downstream focus)
Regions (i.e. BRICS) Market targets KSFs, mega trends Core service areas Business development
Customer satisfaction Waiting times Case Mix Patient mix Convenience
Core competences Core technologies Core knowledge Rocket science Therapy innovations
Personnel, HRM Equipment Sourcing partner Supply chain mgmt. Inventory mgmt.
Supply-side excellence Demand-side excellence
Factor market Customer market
Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Retailportfolio
Productportfolio
Componentportfolio
Technologyportfolio
Micro Perspective
4. Corporate Morphing Through Business Models: Portfolio-Strategy RevisitedBusiness Model Research Highlights the Business and Functional Level
14Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Corporate Strategy
Business Strategy
Functional Strategy
B C
A
Where to compete?
How to compete?
How to implement?
Source: own illustration
4. Corporate Morphing Through Business Models: Portfolio-Strategy RevisitedBusiness Model Competences: Grass Root BM-Competence as a Source of Profit
Source: own illustration 15Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Corporate Strategy
Business Strategy
Functional trategy
B C
A
BM portfolio BM simulation BM replication BM venturing
Development & sustainability Dissection & scaling Consolidation & weight Split and grow
Automation Operational
excellence Exploitation BM value capture
Nurturing and tapping the BM competence of dispersed
micro-units by means of ‘corporate syntegration‘
4. Corporate Morphing Through Business Models: Portfolio-Strategy RevisitedHow Morph the Strategic Core by Means of Competence Roadmaps?
Source: Rasche (2013) 16Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Anwendung ParkingSolutions
TicketingSolutions
MobileSolutions
NFC, Micro-payment
Problem solutions
Parkingbusiness
Sports &entertainment
Logistics &transport
Infrastructureservices
RetailingFMCG
…
Neues ProduktNeue Dienstleistung
Neuer ProzessNeuer Worklfow
Neues GeschäftsmodellNeue Wertarchitektur
Neue DienstleistungP
Neuer GeschäftszweckNeues Strategiedesign
New productsNew services
New processesNew workflows
New business logicNew value propositions
New technologiesNew key assets
New business missionStrategy innovation
Neue DienstleistungPNew customers, chann.New regions (BRICS)
Inn
ovatio
n
H &Wstart position
Competence Roadmaps forcustomer problems
Competence Roadmaps forkey industries
Competence Roadmaps forbusiness innovation
4. Corporate Morphing Through Business Models: Portfolio-Strategy RevisitedThe Conventional Consulting Logic: IT Resembles an Appendix of Strategy
Quelle: Rasche (2011). 18
Leadershipconsulting
Strategyconsulting
Organizationconsulting
Processconsulting
IT-Consulting
McKinsey, BCG, Bain, Booz, Oliver Wyman
Roland Berger, Bearing Point, IBM consulting
Deloitte, Mummert, SAP, Ernst & Young
Accounting, taxation, legal advice and financial matters
Human resource consulting
Earnings per consultant
Project size
Envision strategiesEnvision strategies Execute conceptsExecute concepts
Magdeburg, 18.09.2013 SKM & CBSM Conference 2013
© by C. Rasche / A. Schmidt
5. Outlook: Strategizing and Economizing on Business Model CompetenceBusiness Model Check in a Nut Shell: The consulting case
21
Degree of competence and knowledge
Degree of capital commitment
Professionalism
Risk, uncertainty, complexity
Cat herding phenomenon
Protection of stockholders
Moral duties and commitments to clients
Degree of market regulation/ competition
Variety of incentive and compensation models
Expert autonomy
Standardization of inputs, processes, otucomes
Organizational slack, agility und anti-fragility
Relational co-value creation
Personalization, individualization, localization
Degree of outsider governance
1
15
2
3
4
5
6
7
8
9
10
11
12
13
14
Features of expert organizations
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
-3 -2 -1 0 +1 +2 +3
Low/few
High/many
Strategyconsulting
BPO-, ERP-consulting
Magdeburg, 18.09.2013 SKM & CBSM Conference 2013
© by C. Rasche / A. SchmidtSource: Rasche (2013)
Content
22Magdeburg, 18.09.2013 SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
1. Appetizer: Business Models – A New Mantra for Management?
2. Linking Business Model Research to Competence-based Management (Theory)
3. Business Modell Competence as a Source of Profit and Value Creation
4. Corporate Morphing Through Business Models: Portfolio-Strategy Revisited
5. Outlook: Strategizing and Economizing on Business Model Competence
5. Outlook: Strategizing and Economizing on Business Model CompetenceBusiness Model Check in a Nut Shell: Test yourself!
Source: Rasche (2013) 23Magdeburg, 18.09.2013
SKM & CBSM Conference 2013 © by C. Rasche / A. Schmidt
Strategic market coverage: Where to compete?What are our global ambitions? What about niche occupation? Which product / market segments?
2
Strategic positioning: How to compete and on which core items?What makes us unique? What differentiates us? Quality, price, service, innovation, flexibility, …
3
Strategic timing: When to compete? How identify and seize windows of opportunity?Technology entry, product & market entry? When to drop out of (saturated) markets?
4
Strategic value chain configuration: How to control for cost-efficient value delivery? Make, buy or cooperate? Where to locate value chains and functional units?
5
Strategy implementation: How to execute and achieve financial results? How to allocate scarce resource and budgets? How to control for results? How to use BSCs?
6
Strategic decision making process: How to achieve an approved strategy?What are the decision rules? Which authorities are involved? Which leadership style is dominant?
7
Strategic intent: How to define the relevant market and business model?What are our core aspirations? How define technology, competence and market roadmaps?
1
Strategic performance control: How to meet milestones and project targets?How to transform strategic ambitions into operational excellence?
8
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