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Designing for Disruption: Strategic business model innovation

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Julian JENKINS and Tim FIFE


In today’s world, organisations across multiple sectors are facing the

likelihood of significant disruption to their existing business models, driven

primarily by the pace of technological change and innovation, but also by

changing expectations on the part of their customers. Drawing on recent

case studies, we will showcase two main modes of strategic business model

innovation, drawing on two different sources of inspiration which we use as

catalysts for innovation:


1. deeper understanding of the customer and their current needs,

for businesses that need new business models for today’s

operating environment; and


2. visualisation of future operating environments based on

emerging social, environmental and technological trends that

may come to fruition over the next 20 or so years.


Our case studies will outline the strategic context of the organisations

concerned, the process we went through to stimulate new thinking about

innovative business models, and the outcomes in terms of strategic decisionmaking

and organisational capability building. We will highlight how we

have applied design thinking methodologies and approaches to these new

strategic problem spaces, and also evaluate the challenges and opportunities

of leading Executive teams along the pathway of transformational change in

the face of current or potential future disruption.


PUBLISHED: Proceedings from the The 19th DMI: Academic Design Management Conference, 2014


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