“Business Models, Service Design, Doing more with less” are things that you might have heard of and which stick in your mind. Who does not want to be more succesful, who does not want to be his or her company to be more successful?
Read more on: www.c4bmi.com
New workshop dates:
18 April – Full
16 May – 14.00 – 17.00 h in Seat2Meet Utrecht
20 June – 14.00 – 17.00h in Seats2Meet Utrecht
Center for Business Model Innovation helps you to gain insights in how you can apply different business modelling tools, but more than that how those tools can actually help you not only analyzing your current model but also to see opportunities in your model.
We will go through various business models which were successful in the past and are not successful anymore, we will dig into some stae-of-the-art models and we will be able to discuss your own business model.
This workshop is designed for business owners, entrepreneurs, senior management in SME and larger corporations.
To prepare yourself for the session you can read:
Business Model Generation by Alex Osterwalder, which is translated in different languages.
The workshops will be interactive and practical. Each workshop takes 3 hours with optional dinner afterwards. the session will be delivered in Dutch or English.
Some time ago I decided to follow my heart and look for other opportunities next to my dompany Parthen. I like Parthen a lot and I want to continue to add value and bring this company towards the vision we created for 2020.
I am on the quest for energy. I love to put energy in my work (ad professional and volunteer) and I need energy in return. Everybody knows that feeling; after a day of hard work you realize on your way home that this was perfect day. You worked your ass of, excuse my French, and you still feel like the day has only just begun. These days … I only want to work these specific days.
I decided to work only for companies or associations which reward my input with new energy.
I realized that that was up to me to decide, but more important to follow up and do it. I showed that I was able to think outside the box, now I need to act outside the box.
From November on I have been working officially for myself. Involved in several companies as non-executive and next to Parthen where I’ll remain MD, I will primarily focus on business model innovation. Redesigning and implementing to save a company or to prepare it for the next decade. As a business owner I will help other business owners to find their ultimate way out and their sustainable business model. That would be a next step in living my mission: leaving a legacy and leaving people better than I found them.
Every company needs a Value Proposition. That is the base, the fundament, there is no company without it. Without it, there is no company.
Even if you are running a company and you don’t know what the proposition of your company is, don’t panic, it is there, the only thing is you have not thought of it this way.
In the section Doing Business on this site I try to describe Business Model Innovation. To be able to craft your model, existing or new, the proposition is the beginning. It is hard to really grasp the key elements of what your company offers, adds, brings to others, impacts others. It has to be concise and then again it has to comprise everything.
So far about definition of the value proposition, what about creating one? Here’s how Alex Osterwalder approaches it. Alex talks about pain relievers and gain creators. Because that is what we do: we create gains for clients and we relieve pain for clients. A nice approach visualized in a very nice way. Soon more on this topic.
Here’s the PDF. Source: Businessmodelalchemist.com by Alex Osterwalder
It must have been January when a close friend and MPI colleague Ruud Janssen and myself were talking about the association model MPI had in place and how we would craft it when it was in our hands. We talked over the phone over a day and crafted a new model for MPI in Europe. Exactly answering the needs of Europe and formulating ambition to grow.
MPI has been in Europe for 20 years and back then the association-chapter model was copied and pasted across the Atlantic. That worked well, but Europe is a different continent. Ruud and myself worked as a volunteer leader on chapter level and on international level in MPI and we felt that we could help this organization when redesigning the model
The model acknowledges that chapters are different, because markets are different, because their sizes are different, their potential developments are different. The model appeals to a certain aspiration of chapters to grow, to do remarkable business, to leave a legacy. The model provides different kinds of support to different chapters and clubs. Support adjusted to the need of the chapter. In order to make that scalable, a new models hs been designed for Europe by Europe. MPI has developed 4 phases.
It is great when something which is only existing in your mind, comes to live, is embraced by stakeholders and gets traction. Of course we need to refine and process feedback, and it will probably look different in some years from now. This weekend that all happened. And this is what makes me proud.
For the first time in its history MPI is deeply revisiting its way of structuring its chapters to accommodate the realities of different markets. This represents a tremendous opportunity for European Chapter Leadership to take ownership of the chapter future, making them more relevant, valuable and ultimately successful.