Frameworks such as the Business Model Canvas, devised by Alexander Osterwalder and Yves Pigneur, have a lot of knowledge or wisdom ‘baked in’. It is often not at all clear why elements of the framework have been designed the way they have. It is also not clear which bits of business model canvas are safe to alter and customise to meet particular needs and which ought to be left as they are.
In my lastest LinkedIn article, Making sense of the Business Model Canvas, I look at three examples of variations of the business model canvas, such as Steve Blank’s Mission Model Canvas and the CASE Knowledge Alliance’s Sustainable Business Model Canvas. I also explore how elements of the canvas can cluster, such as in Alexander Osterwalder’s three zones (desirability, feasibility and viability), and present my own take on this for business performance with zones for marketing, operations and finance.
Read the full article on Making sense of the Business Model Canvas, or see my previous LinkedIn articles on:
- Turning Strategy into a Manageable Process with Strategy Mapping
- Four Benefits of Strategy Mapping
- Six Secrets of Strategy Mapping
Alternatively, find out more about our services to facilitate your in-house strategy management.