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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