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In my work with non-profit organiza- I have found that the management In my experience with a large archive,

WHAT tions, the biggest obstacles to business and key employees in many SME the biggest hurdle was to make them
model innovation are 1. inability
companies lack a common framework
understand that even an archive has a
to understand the existing business
business model. We overcame this by
and language for discussing business
starting a small project and showed
model, 2. lack of a language to talk
model innovation. They do not have the
theoretical background, but they are
them this would affect their current
about business model innovation,
STANDS and 3. counterproductive constraints essential to the process because they model.
are the ones who know the business.
on imagining the design of new
Harry Verwayen, Netherlands
business models.
Michael N. Wilkens, Denmark

Jeff De Cagna, United States
GET EVERYBODY

IN YOUR The management of an SME (wood METRICS INVOLVED
manufacturing industry-WMI) did not
and keep up the speed of change. For
194 begin changing its business model OF SUCCESS: our disruptive meeting concept Seats-
until the bank no longer wanted to give
2meet.com we trained the staff almost
They can direct the scope and ambition
them credit. The biggest obstacle to
daily for a period of four months just
WAY? business model innovation (in the WMI of behavior. At best they can allow on communicating this new business
for the agility that brings truly disruptive
case and likely every case) is the people
model to all stakeholders.
innovation; at worst they reduce vision
who resist any changes until problems
Ronald van Den Hoff, Netherlands
to near term iterative cycles of
appear and need corrective actions.
evolution that fail to take opportunity
Danilo Tic, Slovenia
from changing environments. 1. Organizational antibodies that attack
EVERYONE Nicky Smyth, U.K. a project as resources drawn from
their area conflict with their business
Fear to take risks. As a CEO you need objectives. 2. Project management
processes that can’t deal with risks/
courage to take a business model
LOVES innovation decision. In 2005, Dutch uncertainties associated with bold
INNOVATION telecom provider KPN decided to ideas so leaders decline or claw ideas
back to existing comfort zones.
UNTIL IT AFFECTS migrate proactively to IP and thus to John Sutherland, Canada
cannibalize its traditional business. KPN
is now internationally recognized as an
THEM. outperformer in the telco industry. The biggest obstacle is a belief that
The biggest obstacle to business Kees Groeneveld, Netherlands models must contain every detail—
model innovation is not technology: experience shows that clients ask for
it is we humans and the institutions a lot but settle for simplicity once they
we live in. Both are stubbornly resistant have insight into their business.
to experimentation and change. David Edwards, Canada
Saul Kaplan, United States

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