A User Experience Business of One – Thnxz to @uxbooth

The story behind what we today know as the Business Model Canvas is an interesting one. Originally created as a conceptual framework for Alexander Osterwalder’s PhD project, it later became the subject of an entire book calledBusiness Model Generation, co-authored with Yves Pigneur. Today, both the book and the canvas allow those of us without business training (including yours truly) to better understand sustainable business practices.

Vía uxbooth.com

My application of the Business Model Canvas is likely atypical, though. Instead of using the canvas to aid clients, I wondered: what if I looked at my role as a business itself? After all, I need resources to operate (a budget, my supervisors’ time, my colleagues’ expertise); I have customers (people to whom I provide value); I have costs (my time, materials, stress). Could understanding all these things help me design more efficiently?

Full article HERE 🙂 !


To follow my logic, it’s useful to first understand how the business model canvas is laid out.

Personal Business Model Canvas Worksheet. Source: http://www.businessmodelyou.com

Divided into nine parts, it includes:

  • Key partners – Who supports you?
  • Key activities – What do you do to create value?
  • Key resources – What do you require?
  • Customers – For whom do you create value?
  • Value – What problems do you solve? What needs do you address?
  • Channels – How do you communicate your value?
  • Customer relationships – How you interact with customers?
  • Revenue – What do you get?
  • Costs – What do you give?Full article HERE 🙂 !

Using the original book’s sequel (Business Model You) as a guide, I thought critically about my role within my organization. Rather than rigorously weigh all nine considerations here, though – something for which the book is much better suited – let’s look at three in particular: customers, value provided, and key channels.

Customers: not just the end-user

While it’s relatively easy to assume that our customers are the same as the customers of the company for which we work, this isn’t strictly the case. As the book defines them, customers are anyone for whom we’re creating value, including:

  • Clients and stakeholders, who rely on us for our expertise;
  • End-users, who rely on us to represent their needs;
  • Software developers, who rely on us to clarify interactions and interfaces;
  • Other members of the design team, who rely on us for user research; and, finally,
  • Colleagues in quality assurance, who rely on us for specifications and clarifications.

Notice that end-users are only one item on the list. Notice, also, thatcolleagues are customers too. Couple this with the fact that we practice user-centered design and it becomes increasingly obvious why it’s part of our job to consider our team and their benefit.

User experience design isn’t limited to human-computer interaction; it includes human-human interaction as well. Before filling out the canvas, I instinctively knew this – that my responsibility did not end with “end users” – however, I didn’t know what I could do to serve them more effectively. That’s when I considered value propositions.

Full article HERE 🙂 !

About the Author

Evgenia (Jenny) Grinblo

Evgenia (Jenny) Grinblo is a user experience practitioner at London-based mobile agency, Future Workshops. A native Russian-Israeli, she approaches her practice with a sociological mind and a passion for facilitating team work. When away from her iMac, she is a foosball apprentice and an occasional speaker on empathy in design.

The Value Elevator Speech for your Innovation | innovationexcellence.com

The Value Elevator Speech for your Innovationby Stephan Liozu

Are you able to clearly articulate the value proposition for your innovation, your business model, or your startup? Can you recite in one quick minute this value proposition and two to three value drivers that illustrate its power and monetized differential value? If you are a business leaders in the trenches, a multi-tasking entrepreneur or a busy innovator, chances are that you have not gone through the exercise and are not ready for it.

I was recently participating in a top management conversation at a fairly large high tech start up and I asked leaders around the room if they were able to articulate the business model value proposition and their critical value drivers. The question took them by surprise and generated some interesting internal discussions. I was invited to speak with them about their potential pricing problems but we quickly realized that the problem resided in the business model fundamentals and the overall value proposition. The conversation uncovered internal disagreements, some frustration among the various executives, and a real need to take a step back and reflect.

Case closed! How can one have a creative and constructive discussion on pricing models without have a clear idea of what your innovative business model is all about and what types of differentiating features you bring to your customers? This is fundamental exercise that every marketing manager, business manager, innovator,  and entrepreneur should go through to create a crisp value story that will create excitement and interest for customer, investors and partners.

There are three critical elements to work as shown in the figure below.

Seguir leyendo “The Value Elevator Speech for your Innovation | innovationexcellence.com”

The Promise of Innovation Management Standardization | innovationmanagement.se


Previously in the Standardization Series, we argued that the worth of a management standard addressing innovation will chiefly rest on its ability to provide guidance on how to achieve sustained success through new product, service or business model development. But how will this “guidance” be generally received and which are the key drivers for the adoption of innovation management standards? The following article explains.

Much like the practice of innovation, the process of standardization too has been with us for quite some time. In terms of management system standards, one of the most successful applications to date is seen in Quality Management (QM), where the famous ISO 9001 has generated over 1 million certifications worldwide over the past decade.

Whether a standard in Innovation Management (IM) will follow the same trend is certainly a question of credibility and especially time. One frequent dilemma is whether QM accounts for the systematic part of innovation. Why does one need a separate IM system to guide this part?stakeholders frequently ask, signaling a potential contact area that needs to be explored further. KTH Royal Institute of Technology for example, is currently in the process of establishing a project that will take a closer look at this parallel and attempt to shed some light from different perspectives.

What is an Innovation Management System

 “a set of interrelated or interacting elements of an organization to establish innovation policies and objectives, and processes to achieve those objectives” [CEN/TC 389 N 106, 2012]

Finally, whereas QM standardization has reached maturity, IM is still in an early phase. For practitioners to engage and acknowledge the usefulness of an innovation management standard, benefits need to be clear, and deliverables need to be at hand. Yet as of today, IM standardization is moving from an inception to an elaboration phase, with the first document finalized (a “Technical Specification” in standardization language) and scheduled for publication in mid-2013.

Key drivers for innovation management standards adoption

With an official document under way, it is equally important to cast a critical eye upon the complex dynamics and drivers that will influence the adoption of innovation management standards.

Diver #1 –organizational pull >>>      Seguir leyendo “The Promise of Innovation Management Standardization | innovationmanagement.se”

The Innovation Matrix | via timkastelle.org

One of the exciting trends in innovation right now is the lean startup idea.  The basic premise is that when ventures are starting out, building a scalable business model needs to be a top priority.  People like Steve BlankEric ReisAsh Maurya and Alex Osterwalder are all doing great work in this area.

I’m all for lean startups, and if you’re building a new venture, this is an essential approach.  However, the area that I keep focusing on is this: how can we make established firms more innovative?  One of the reasons that I love the lean startup movement is this: it embeds the innovation DNA into the venture from the word go.

I’ll use The Innovation Matrix to illustrate:

As I’ve said before, most startups begin as accidental innovators.  They have to successfully execute an innovation, or they won’t survive, but they don’t have any kind of innovation infrastructure in place.  The problem is that if they don’t think about how to embed innovation, then even if they are successful, they are likely to become less innovative over time. Seguir leyendo “The Innovation Matrix | via timkastelle.org”

Herramienta para crear tu Modelo de Negocio: Business Model Canvas


Ya te hicimos una introducción al Modelo de Negocios y las preguntas principales que necesitas responderte para poder comenzar a construirlo. También te dimos tips para crear unaproposición de valor con buenos resultados y que identifique las ventajas de tu negocio. Hoy queremos introducirte una herramienta comprobada en el mundo del emprendimiento, que muchos utilizan en la construcción de sus empresas y que te permite de manera simple e interactiva ir armando paso a paso las bases de tu idea de negocio, estructura empresarial y propuesta de valor.

Recuerda que esta labor es sumamente necesaria y es parte de los cimientos de un negocio bien estructurado. Detalle no menor, como ya te hemos contado, es que cuando prepares tu pitch de empresa o te presentes ante tus posibles inversores, los datos que has descubierto y enumerado en este proceso, formaran parte esencial del proceso. Por eso pon atención y cuidado en cómo lo realizas.

La herramienta se conoce como Business Model Canvas y no es más que un archivo de una sola hoja (poster) en formato editable, generalmente pdf que contiene 9 recuadros distintos. En ellos deberás “rellenar” la información requerida, preferentemente en este orden:

  1. Segmentos de clientes
  2. Propuesta de valor
  3. Canales
  4. Relación con el consumidor
  5. Canales de ingresos
  6. Recursos clave
  7. Actividades Clave
  8. Asociaciones Clave
  9. Estructura de costos Seguir leyendo “Herramienta para crear tu Modelo de Negocio: Business Model Canvas”

15 Critical Business Success Tips after Five Years in Business

Via Scoop.ithuman being in – perfección

15 Critical Business Success Tips for Startups and Small Businesses

As we’ve grown CMI, I’ve leaned on many critical resources and keep them pinned to my office wall, such as Mark Fletcher’s 15 Startup Commandments, Dharmesh Shaw’s Startup Triplets, and Fast Company’s 10 Common Mistakes Startups Make. Although it’s hard to clearly identify what the most critical success factors have been during our “road less traveled”, here are the ones that I believe have made the most impact on me, on our company, our amazing employees, and most of all, our valued customers.

Be the Leading Informational Provider for Your Industry – Content marketing works. We have tremendous flexibility in our business model simply because we deliver valuable and compelling industry information to our customers and prospects. Our daily updates, our weekly enewsletters, our quarterly magazine, and our annual research all helps to position us as the go-to resource for content marketing information. Without all this, I cannot imagine how difficult it would be to grow our business, not to mention the sheer cost of sales.
Invest in the Right People – Although our people are some of the leading experts in the entire industry, we hire first based on attitude and flexibility. People with great attitudes who are fun to work with can learn and do just about anything.
Give Employees Permission To Fail – We tell all our employees the following: “Do what you have to do to be successful. Don’t wait for permission. Ask for forgiveness later.” Whether this is a solid policy or not, it helps our employees to take risks and become leaders.
If You Partner, Plan the Exit Strategy First – I cannot express how critical this is. If you partner with anyone, plan that someday the divorce will happen.

…Or Just Don’t Partner – In my experience, most partnerships simply don’t work and hamper the creativity of the organization. Just be careful.
Risk Everything, Everyday – One of our advantages is that we are willing to try anything if we believe in what it can provide for our customers or that we can gain a competitive advantage. We reach decisions quickly, and change these decisions slowly if and when they are changed.
Success Is Impossible without Failure – I saw this statement on Kansas basketball player Thomas Robinson’s arm (tattoo) and I couldn’t agree more. There were moments when I didn’t believe the business was going to make it. Looking back, it was those moments that have defined our organization. I’m no longer afraid of failure, but keenly aware of what new opportunities arise because of it.
Don’t Fall in Love with Your Product or Service – This almost cost us the entire business. Although our content marketing matching service, Junta42, was working and profitable, we weren’t growing the business at a rate that was acceptable. But Junta42 was my baby and, although I knew it needed to evolve, it took everything I had to pivot the business in a new direction. Discarding the product we began the business with was the best business decision, and hardest one, I ever made.

Get a Good Attorney and Accountant – Never do any of this yourself… let’s take a look! Seguir leyendo “15 Critical Business Success Tips after Five Years in Business”

No Bullshit Social Media

| http://theideabrand.com

A few months ago I was lucky enough to attend a social media conference where Jason Falls spoke as the keynote speaker. Not only did he spread a little humor throughout the room, but he also shared some pretty intriguing thoughts about social media marketing today and why it should be part of your overall marketing strategy.

I spoke with Falls after the conference and it was clear he is passionate about the subject. He believes in the power of the discipline as a potential vehicle for business development, customer service and yes, driving sales. That’s right folks, social media marketing, referred to in the book No Bullshit Social Mediacan be an invaluable tool for your company to use for research and development, customer relations and lead generation.  All of this, my friends, can be your result if you have the proper strategy in place that suits your respective brand and business model.

So I give you my main takeaways from No Bullshit Social Media, as they will help further explain how to best integrate social media marketing into your overall business model.

Know the facts and how they relate to your brand

The fact of the matter is that social media is not going away. It’s here to stay, so the smart thing to do is to figure out how you can strategically integrate social into your marketing program. There’s no one-size-fits-all strategy or plan, so knowing what your business needs to accomplish ahead of time is crucial in determining how you willmeasure social media marketing for your brand. Only you can determine what success looks like for your business and set goals accordingly.

Social Media vs. Social Media Marketing:

We’re past the point of joining the conversation and engaging. If you’re ready for the big leagues, it’s time to start talking strategy and how you can affect your brand’s business with social media marketing. Falls and Deckers simply sum it up with “Social Media is for Hippies. Social Media Marketing is for Business.” Well-said.

Social media and public relations work together: Seguir leyendo “No Bullshit Social Media”

Motivational Clips For Entrepreneurs: “At The End Of Pain Is Success” | ***POST DESTACADO***


by Scott Edward Walker

“People often say that motivation doesn’t last.  Well, neither does bathing – that’s why we recommend it daily.” – Zig Ziglar

Welcome to our weekly series “Motivational Clips for Entrepreneurs.”  Each week, we post a favorite video clip to inspire and motivate entrepreneurs.  Why?  Because we know how tough it is being an entrepreneur; and whether you’re launching a venture, trying to execute your business model or raising funds, you need a little juice to help you push the ball forward.  I hope these videos are a little juice.  Cheers, Scott

“If You Don’t Love It, You’re Going To Fail” (Via Steve Jobs)… Seguir leyendo “Motivational Clips For Entrepreneurs: “At The End Of Pain Is Success” | ***POST DESTACADO***”




Javier Megias.com


herramientas-modelos-de-negocio-business-model-toolbox-board-of-innovationSi hay una herramienta que ha levantado pasiones en los últimos tiempos es el Business model canvasherramienta de la que hablamos hace algún tiempo. Sin embargo, no se trata de la única herramienta útil para plasmar un modelo de negocio, ni mucho menos. Existen otras, como la que nos ocupa en éste post, que lo complementan de forma brillante.

Si hacemos memoria, recordaremos que a pesar de ser una estupenda herramienta para focalizar el pensamiento estratégico, el lienzo de modelos de negocio de Osterwalder también tenía varios problemas:

  • El lienzo opera a muy alto nivel, lo que implica que los detalle concretos de la operativa del modelo de negocio no quedan correctamente reflejados
  • Al tratarse de una herramienta conceptual no resulta autoexplicativa, lo que implica que un canvas per se aporta poca información
  • Aunque se encuentran recogidos los principales actores involucrados en el modelo de negocio, la realidad es que no existe información sobre las interacciones entre los mismos

En resumen, aunque el lienzo de modelos de negocio es una herramienta estupenda para potenciar la reflexión estratégica se queda muy corta a la hora de tangibilizar el modelo de negocio y sus implicaciones, lo que yo llamo el modelo de operaciones. Se entiende mucho mejor con un ejemplo, extraído de la vida real:

¿Has probado alguna vez a intentar explicar en una frase tu startup o línea de negocio? Si lo has hecho, sabrás lo complicado que es explicar el modelo de negocio, cómo funciona la empresa y cuáles son los actores que involucra. Cuando se trata de una presentación corta enviada por email la cosa es mucho peor. Si además has tenido la brillante idea de “plantar” un lienzo de modelos de negocio en tu presentación, lo mas probable es que lo único que hayas recogido es estupor y desconocimiento, aunque el lector conociese la operativa del canvas Seguir leyendo “HERRAMIENTAS: BUSINESS MODEL TOOLBOX ***POST DESTACADO***”

How to reduce innovation risk

posted by Jeffrey Phillips

Every day when I come to work I scan my Twitter stream and get insights from hundreds of people who have excellent perspectives on innovation.  There are people who write about open innovation.  There are people who write about business model innovation.  There are people who write about new products, innovations in specific industries and topics like reverse innovation.  The diversity of insights and range of topics demonstrates how valuable innovation can be.  But while there is great diversity of opportunity, there also remains a great distribution of success and failure, which creates innovation risk.  And while there are many types of innovation, one common factor in all innovation efforts is risk.As I’ve written in Relentless Innovation, innovation is fraught with risk.  There is risk that an innovator won’t identify important needs.  Risks that innovation teams disrupt the regular operations of a business.  Risks that even a promising idea isn’t accepted by the customerswhose need it was meant to address.  Instead of the scarlet “A” from Hawthorne’s novel, every innovator and every innovative idea wears the black “R” for risk.  And in the modern business model, risk is to be avoided at all costs.Risk introduces uncertainty, costs, variability and unpredictability.  These factors run in opposition to business as usual – the work most firms have done to streamline operations, create predictable short term results, eliminate unnecessary costs and reduce or eliminate variability.  Innovation introduces the snake of risk back into the garden of efficient, effective business operations.  And yes, that snake whispers sweetly to some executives about the mythical risk/reward tradeoffs.

Clearly, if our highly efficient, productive business models are to become more innovative, they need to believe that innovation risk can be reduced or controlled.  Either that or the operating models must become far more comfortable with risk and its costs and variances.  I suspect the latter requires far more cultural change than many firms will sustain.  If the tradeoff is trying to reduce innovation risk or reduce the resistance of the culture to risk, I think the former is the place to start.

How does a firm reduce or eliminate innovation risk?  I think there are at least five actions that can dramatically reduce innovation risk.  Note that I didn’t say eliminate risk.  I doubt that is possible, but I do believe innovation risk can be dramatically reduced through the following actions… Seguir leyendo “How to reduce innovation risk”

Change Is Sexy, Until it Costs


Brass Tack Thinking - Change Is Sexy, Until It Costs“I’d like to better use social to build my business.

But I don’t want to spend anything because we don’t have a budget, and we can’t cut anything else. I don’t want to have to hire anyone or spend any extra time on this, and no one else can take it on right now, so we’ll need to outsource it or perhaps put the intern in charge of it. We like our culture the way it is and don’t see anything wrong with it, and we’ve always done things this way so we’re not really keen to change any of our processes or people. Some rhetoric around developing a positive culture would be great, but we really don’t have any intention of putting any of that into practice if it involves significant effort or any kind of substantial change that might disrupt the way that we work or how we work with our customers currently.

So we’re really looking for some free strategy guidance, but we’d like to reserve the right to reject it outright if it feels uncomfortable or unfamiliar. We’d like some viral content that’s easy and cheap to create, and we’re really not interested in investing any time or people long term on this. Just looking for some some proven, guaranteed best practices that we can implement immediately, get immediate return on, set on autopilot, call ourselves “social” and not worry about integrating into the rest of our business because we’re looking for a quick win here that doesn’t really require much from us.

Can you help?” Seguir leyendo “Change Is Sexy, Until it Costs”

In case you missed them, see which articles were most popular with our readers in the third quarter of this year.

Clouds, big data, and smart assets: Ten tech-enabled business trends to watch graphic 1. BUSINESS TECHNOLOGY
Clouds, big data, and smart assets: Ten tech-enabled business trends to watch
Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment. In a set of accompanying podcasts, leading experts offer their views on how these trends will evolve and change business models.
Why good bosses tune in to their people graphic 2. GOVERNANCE
Why good bosses tune in to their people
Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.
Global forces: An introduction graphic 3. STRATEGY
Global forces: An introduction
Five crucibles of change will restructure the world economy for the foreseeable future. Companies that understand them will stand the best chance of shaping it. In a related video commentary, McKinsey director Peter Bisson discusses the importance of spotting trends and building them into corporate strategy.
Seguir leyendo “In case you missed them, see which articles were most popular with our readers in the third quarter of this year.”

From The Magazine “MIT Sloan Management Review”

Global delivery system business model
When Staff Shape Facts to Fit Decisions

Many managers think they’ve committed their organizations to evidence-based decision making, when in reality, they practice decision-based evidence making. In the MIT SMR  summer issue, Peter Tingling and Michael Brydon explore the downside of having subordinates shape evidence to meet perceived expectations of company leaders — and what can be done to lessen the negative impact.


The challenge of finding just the right trust level with partners, in “Why Too Much Trust Is Death to Innovation.”


What to Do Against Disruptive Business Models

Constantinos C. Markides and Daniel OyonFighting a disruptive business model by rolling out a second business model is one option for companies under fire. The risk, though, is getting stuck in the middle.

Feature: Sustainability

Sustainability Leadership’s 3 Phases

Christoph Lueneburger and Daniel GolemanSustainability initiatives can’t be driven through an organization like other changes. They have three distinct stages, each requiring different organizational capabilities and leadership competencies.

How to Smash Your To Do List When You’re Your Own Boss

How to Smash Your To Do List When You’re Your Own Boss

An insidious curse haunts all business owners and it doesn’t matter what business model they use or how large or small their company might be. The curse is freedom.

You’d think freedom was a blessing, and it is. It’s the ultimate goal of the successful entrepreneur. They want to enjoy freedom from someone else’s schedule, from corporate bureaucracy and from some lame manager’s to do list. They have the freedom to do work that counts, to blow off on a Tuesday afternoon to spend time with family, or to play by day and work at night.

All entrepreneurs chase freedom. We have our personal reasons to want it, but we share the same goal.

But freedom comes at a price. The curse kicks in and the universe demands payback for the gift we’ve created for ourselves.

Freedom is a curse precisely because it’s freedom. Freedom runs away from structure and hides in the bushes while discipline marches by. Freedom rejects fixed schedules and doesn’t answer when your inner deadline bailiff calls.

Yet if you’re an entrepreneur, you need structure, schedules and organization. It takes discipline to build the kind of business that allows you to blow off afternoons or take month-long holidays without the house of cards tumbling down.

You won’t stay your own boss for long if you don’t harness discipline in your life and business.

How to harness discipline and ride it hard

Trust me, I’m the last person to suggest you adopt discipline as a permanent state of mind. Discipline and I have a tenacious relationship at best. I hold on because she’s valuable to me; she barely concedes to put up with me. (Yes, discipline is a she. I have no idea why. Freud might).

Discipline isn’t some unseen cosmic force. Months of meditation aren’t required. No one is disciplined all the time, but being able to switch it on at the times we need it is the skill the forges business empires. It’s just a state of mind we enter and leave at will, just like any other state: feeling happy, being sad, and so forth. Here are three techniques that focus on cultivating a state of discipline that I’ve road-tested often with clients, with fantastic results. Seguir leyendo “How to Smash Your To Do List When You’re Your Own Boss”

Open Innovation – The relationship between competence and motivation

Open Innovation Model of the book

Motivations and skills on Open Innovation.

When we talk about Open Innovation, we spoke of the “intentional use of inflows and outflows of knowledge to accelerate internal innovation and expanding markets for external use of innovation, respectively. [This paradigm] assumes that firms can and should use external ideas as well as internal ideas, and internal and external paths to market, as they look to advance their technology. ” – Henry Chesbrough

When we talk about Open Innovation we talk about outside innovators that often are busy focusing on their own economic interests, which often results in fierce competition and little cooperation among them.

Companies that wish use external ideas , apart from knowing what kind of innovation is at stake and what the business model to follow, naturally have a concern whether, who provides these ideas is the possessor of certain skills.

Of course, one of those powers is the technical training, like that which is normally required for R & D. This is necessary to facilitate the communication processes and provide flexibility for innovation teams. There is a common language that is important and a necessary basis of trust.

For example, one of the major difficulties that arise in open innovation, when establishing protocols with universities is the ability to match the look of the business to the academic perspective. Seguir leyendo “Open Innovation – The relationship between competence and motivation”