Knop met shift key

Het is tijd om oude business modellen los te laten

Business model innovatie heeft al lang de aandacht van business leiders over de hele wereld. Het staat op veel agenda’s en is onderdeel van management masterclasses. En toch zijn senior managers en directeuren vaak terughoudend: “als het niet stuk is, repareer het niet”. 

Maar de technologische ontwikkelingen van het moment en de opkomst van bedrijven met compleet nieuwe business modellen (zoals Uber en Airbnb) maakt dat de noodzaak om te veranderen steeds groter wordt. En toch blijft het lastig de gemiddelde CEO van deze noodzaak te overtuigen. Hoe pak je dit aan? En waar begin je? Een artikel van Lindsay Clinton op Greenbiz.

The idea of business model innovation — that a company could launch a new business model never conceived of before, or transform an existing business model — long has captivated business leaders. Leading academics focused on the topic, including Clayton Christensen, Michael Porter and the late C.K. Prahalad, have discussed the merits of disruption, the value to be created and the fortune to be gained by shifting business models. And yet, executives are often held back by vested interests in their current approach: “If it ain’t broke, don’t fix it.”

For sustainability leaders, innovation is key to meeting human needs within planetary limits. They know that many existing business models are predicated on the assumption that natural and social capital are in virtually limitless supply, and that mispriced resources and other market distortions make some models more competitive than they otherwise would be.

Yet, it is a hard sell to convince a CEO to change a business model based on threats or opportunities that have not yet materialized. Innovation, therefore, often remains piecemeal or incremental, rather than transformational, fundamental and system-wide. But as global trends — environmental, social, political, technological — continue to shift the foundations of our current business models, incremental innovation will become less and less effective in enabling companies, industries and whole economies to adapt and succeed. There is an urgent need for fundamentally different approaches to value creation.

Where to start?

Examples of sustainability-related business model innovation abound, with new ones arriving almost daily, but we often find ourselves returning to the usual suspects, such as Zipcar or Airbnb. ….

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