When we think of strategy, architecture, or design, we often picture tangible outputs: the detailed strategic plan in a binder, the architectural blueprint, or the final design model. However, these documents represent only a fraction of the total knowledge. The real substance of any strategic or design initiative exists in multiple forms, often un...
In this transformation, we introduce the concept of Strategy to the iBMC. More to come soon. . The full article is found here:
In this transformation, we introduce the concept of Circular Economy into the up until now the linear iBMC. More to come soon. . The full article is found here:
In this transformation, we introduce the concept of Triple Bottom Line into the iBMC. The central idea behind the Triple Bottom Line is that organisations should evaluate their performance from a broader perspective, including their social and environmental impacts, in addition to their economic performance—rather than focusing on generating profit...
In this transformation, we generalise the concepts of "Cost Structure" and "Revenue Streams" into an "Outcomes and Impacts" theme and introduce the concepts of "Distribution" and "Subsidisation". Enabling: This opens up discussions about different kinds of positive (+) and negative (-) outcomes and impacts that are considered relevant and that stak...
In this transformation, we generalise the concept of "Value Proposition" into "Stakeholder Values" that are moved up the Value Ladder into a position above the organisation, partners and customer. Enable: This opens up discussions about values and benefits for more stakeholders than the customers. Interweave: The broadening of "Value Propositions" ...
By accepting you will be accessing a service provided by a third-party external to http://workem.com/