c. What if we, add customers jobs-to be and macro structures?

In this transformation, we balance the interweaved Business Model Canvas in two ways.

Firstly, we add "Key Customer Activities" and "Key Customer Resources" themes in addition to "Customer Segment(s)" to match the organisation's and partner's activities and resources.
Secondly, we add a "Partner Network" theme to align with customer segment(s).

Then, we add a "Governance and Management System" theme to support Roger Martin's "Playing to Win" approach to strategy.

Enable: The "Key Customer Activities" and "Key Customer Resources" enable deeper discussions about ...
• what customers do and have access to,
• customer's jobs-to be,
• the distribution of who does what in the value stream,
• co-design and engineering to order.

Enable: The "Partner Network" enables discussions about the selection and organisation of partners on a larger scale.

Theory: The "Playing to Win" strategy approach by Roger Martin is now supported by the "Governance and Management System".

• What is our winning aspiration? [added in later transformation]
• Where will we play? [by Channels, Customer Segments, and Partners Network]
• How will we win? [by Value Propositions]
• What capabilities must be in place? [by Activities and Resources]
• What management systems are required? [by Governance and Management System]

Theory: The Capability and Resource-based views of the firms are now supported by the addition of "Key Activities" and "Key Resources"

Graphics: The "Governance and Management System" theme is positioned in the intersection of "Key Activities", "Partner Network" and "Customer Segments". This is not a logically correct position since the theme does not group or cluster the organisation and its activities. The position results from a trade-of between graphics, value ladder logic and support for the Playing to Win" approach.

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