Business Model Thinking for Association Leaders

Jeff De Cagna FRSA FASAE, Chief Strategist and Founder Principled Innovation LLC

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“Provoke. Agitate. Question. A stubborn

sense of dissatisfaction is what waters the seeds

of disruption.” --Umair Haque

what will it take for associations to thrive over the next decade

and beyond?

we are experiencing relentless societal

transformation

disruption is everywhere in

our society

“There is one certainty, however. The next decade or two will be defined more

by fluidity than by any new, settled paradigm; if there is a pattern to all this,

it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.”

--Robert Safian Fast Company

relevance is not the answer

creating the future is about connecting

opportunity and responsibility

business model

thinking

“Most [leaders] today have only had to lead their organizations

based on a single business model throughout their careers. The

half-life of a company’s business model is getting shorter.”

--Saul Kaplan Business Innovation Factory

what is a business model?

A business model describes the rationale of

how an organization creates, delivers and

captures value. Source: Alex Osterwalder, Ph.D.

value creation value delivery value capture

thick value

Thick value is deep, meaningful and enduring value created in a manner consistent with purpose.

VALUE COST

Cost elements Value elements

Value propositions (VP)

Key resources (KR) Stakeholder segments (SS) Key activities (KA) Channels (CH) Key partnerships (KP) Stakeholder relationships (SR) Cost structure (C$) Revenue streams (R$)

business model elements

VALUE COST

questions? comments?

use the Business Model Canvas to tell

the story of your association’s current

business model

tools for thinking about new business

model concepts

stakeholder value canvas

VALUE COST

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STAKEHOLDER VALUE CANVAS

VALUE PROPOSITION(Simple succinct statement)

CONNECTIONS(Relationships/Channels)

STAKEHOLDER SEGMENT(Most useful granular description)

THICK VALUE SUPPORT INTENTIONS OUTCOMES

SOLUTIONS CONSTRAINTS

How will the value we o!er help tobuild a meaningful, purposeful andenduring relationship with thisstakeholder segment?

What speci"c solutions can we o!er tohelp our stakeholders overcome theconstraints they face?

What combination of relationships andchannels should we use to deliver ourvalue to stakeholders?

What constraints do our stakeholdersface as they seek to achieve theirimportant outcomes?

What are the most importantoutcomes this stakeholder segmentwants to achieve?

What holistic approaches can we use tosupport our stakeholder’s intentions?

What actions do our stakeholdersintend to take to achieve theirimportant outcomes?

design principles for 21st century business

models of “associating”

biz model design principles

purpose and profit are interdependent intimacy drives value creation

the social layer is digital networks are fluid

collaboration is the new content openness is the default setting

some closing thoughts

what will it take for associations to thrive over the next decade

and beyond?

what will it take for your association to

thrive over the next decade and beyond?

“Provoke. Agitate. Question. A stubborn

sense of dissatisfaction is what waters the seeds

of disruption.” --Umair Haque

jeffpi1@gmail.com www.principledinnovationblog.com

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