Archive for the ‘Business Models’ Category

This post is part of a 5 part series on Business Modelling, Collective Intelligence & Innovation. You can read Part 1 here; and Part 2 here.

In Part 2 of this series on Business models, collective intelligence and its importance in innovation, we discussed the need to understand value chain contexts, and to possess the capability of re-articulating existing assets to seek out new competitive advantage.

In this part of the series, we have presented a case study of Apple – and analysed some of Apple’s biggest and most disruptive successes.

Case 1: Apple | United States of America

Apple iPod:

Here is a brainteaser. Did Apple really invent the iPod? (more…)

This post is 5 part series on Business Modelling, Collective Intelligence & Innovation (read Part 1 of this series here.)

So, what does Re(i)nnovate™ mean? What is its context in the world of business model innovation?

I have been reading, debating, discussing, and advising on innovation for some time now. And in all these interactions, one thing has stood out – that organisations must innovate or they will perish. Put differently, innovate now, or pale into irrelevance.

That ultimatum made me think. It is not as if the big, medium, and small corporations of the world did not innovate. They did get here – somehow. There must be something that they must have done right. And doing things right does not mean that they went into copy-cat mode or simply repeated a successful business model, process, product, service, or a combination thereof. They did something right. And that premise is unshakable.

Yet, how is it that these very organisations are now faced with a threat of survival? Surely, something is wrong with the basic assumption here. Or is it? (more…)

I was re-reading some of CK’s books recently, and rediscovered his sheer genius. The ability of the man to foresee trends in global ecosystems, trade, value chains, customer re-definitions, collaborations, organisational networking etc., was unique.

I consider CK as a futurist with an even more futuristic vision. His ability to take you into a new world, only to show

CK Prahalad. 1941 - 2010 - Eternity

you your present, was, simply put, sensational. I have never had the good fortune of either learning under him, or meeting him, or even having seen him from afar in the flesh – yet, he looms large in my thoughts, pervades every fibre of my learning and thinking faculties and guides me like an ever-luminous light from the heavens. He passed on into his future world, from where I know he must be watching, guiding, mentoring, and teaching the heavens – on how to create a newer earth, a newer planet.

I share with you some of his words – words, that I chanced upon when I was reading the blogs of some mighty management thinkers who have worked with, and shared CK’s presence, and continue to feel his halo shining on them. (more…)

Commented on “HBR Production”

Posted: June 9, 2010 by Ananth in Business Models

The copycat model has also worked effectively in IT services – where almost every player decided to set-up low cost bases in India, South America, Eastern Europe etc. However, the issue that I see in the IT industry is that the follower (the copycat) didn’t really do anything to innovate – he simply adopted the same model – and the only “innovation” (if you can call it that), was to scale their operations – and bring in a multiplier effect to top and bottom line revenues.

With the recession, and with cash drying up, customers are now seeking more from their IT vendor – and that means the IT vendor needs to shore up serious skill sets – in order to provide services relating to improvements in business process, optimisation of the value chain etc. And unfortunately, a host of these IT vendors are caught off-guard – as they simply haven’t planned for the future – and now there is an urgency to BUY innovation. And the issue with such an acquisition is that the organisational fabric simply does not allow for innovative flexibility, and the other problem being the lack of ability to SCALE such buy-outs.

I believe that innovation, lies in contexts. Copycats did copy – but they “contextualised” the copy into their value chains. This contextualisation led to design improvements, process improvements etc. In the end, it is “contextualisation to your and your customer’s value chain” that drives innovation – not merely copying an idea or product, and not merely inventing and idea or product.

Originally posted as a comment
by ananth999
on HBR Production using DISQUS.

In my view, Innovation in today’s accelerating world, be it in tech or non-tech, must happen at the business model level. The ability to see old things in new ways, the ability to re-think, re-work, re-use our existing assets into newer dimensions is where innovation will move into. We have gone through a 100+ years of inventions and not all of them have been used. Do we need more inventions, or do we need an environment where people’s lives can become easier to live in? Any product, process, or service must evidently be used to make life easier. (more…)

Much has been discussed and said about having a local market to spawn innovation. Industry has also said that it is exceedingly difficult for Indian companies to think, ideate, and create a globally fitting solution (and I focus my discussion here to the IT sector). The argument that industry uses is something like – you must innovate only for a local market and in this context, all innovation must be focussed on the Indian market only. We cannot compete with global players!

If the market argument were true, and “global players” HAD adopted the same mantra, then I guess the world would only be a local space! Why is it that a Microsoft, SAP, Oracle, etc, seem to find “global” markets with such systematic impunity, whereas the Indian IT industry, touted as the world’s largest IT workforce, does not seem to find a foot hold in that very space? (more…)

“Companies are actually living organisms, not machines. We keep bringing in mechanics, when what we need are gardeners.” ~ Peter Senge

Sustainable innovation, the endless effort to find a better way, cannot be achieved by robotically lining up best practices and imitating them. The real catalyzing agent for renewable innovation is the ground from which these best practices spring — the confluence of purpose, people, and processes better known as culture.

From where will the next wave of groundbreaking innovation come? Not from organizations mechanically mimicking each other’s best practices, but from organizations with the authentic commitment to take their stand on ground that has been cultivated for breakthrough.

Do you have it in you? Do you live, breathe, and think this culture? Take this survey to find out.