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1. Not knowing: What is a business As an Internet marketer for 15 years I’ve Within large multinationals it is key to On an organizational level, the biggest Oftentimes, companies design an
model? What is business model innova- seen new business models live and die. create cross-functional understanding obstacle for a large, successful company innovative business model, but do a
tion? 2. Not able: How to innovate a The key for the and synergies. Business model innova- is a reluctance to risk doing anything poor job of constructing a compensation
business model? 3. Not willing: Why tion does not hold itself to the organiza- that may jeopardize their current model. structure that is properly aligned with
should I innovate my business model? winners was tional constraints that the people in On a leader/personal level, their very the model and its objectives.
Is there a sense of urgency? it experience. For successful execution success was likely a product of the Andrew Jenkins, Canada
4. Combinations of the above. that the major it is key to have all disciplines on board current business model...
stakeholders CURRENT
and interconnected!
Jeffrey Murphy, United States
Ray Lai, Malaysia
Bas van Oosterhout, Netherlands
completely
In my experience,
don't fix it”
the biggest obstacle understood “If it ain’t broke, SUCCESS
is failure to change and advanced thinking. Established companies stick prevents companies from asking them- 195
selves how their business model could
the thinking process the model. FUG: to current ways of doing business until be innovated. Organizational structures
from the traditional Stephanie Diamond, United States it is obvious that the customers want are not typically designed for new busi-
ness models to emerge.
linear way to holistic FEAR, something else. Howard Brown, United States
Ola Dagberg, Sweden
and systemic. THE MENTAL
Entrepreneurs need to make a concerted UNCERTAINTY The companies that are the most
effort to develop the capability to envi- STRENGTH
sion the model as a system whose parts MODELS & GREED OF LEADERSHIP successful in continuously improving
interact with each other and affect each of executives and the board. the efficiency of their current business
model often get blinded by
other in a holistic and non-linear manner. The lack of candor and fear of deviating of the people vested in the current can be an obstacle. Risk management
Jeaninne Horowitz Gassol, Spain from the status quo sets in groupthink. business model. . . and due diligence color the perceived “this is the
Executives are comfortable with exploit Frontier Service Design, LLC, purpose of many boards. Where innova- way things
phase and not ‘explore’ phase, which is United States tion is assessed as a risk issue it's easy
unknown and hence risky. to relegate it to tokenism, especially are done in
Cheenu Srinivasan, Australia A lack of within cultural institutions that tend
not to have championing cultures. Here
entrepreneurship innovation often dies the death of a our business"
and fail to see the emergence of
In my experience as an Internet thousand cuts inflicted by entrenched innovative business models.
entrepreneur and investor, the biggest in the organization. critical business processes, instead of Wouter van der Burg, Netherlands
obstacles are lack of vision and bad Innovation is about taking risks, wisely. being placed front and center as the fuel
governance. Without good vision and If there is no room for creative insights for future strategy.
governance a company will miss the or if people can’t think and act outside Anne McCrossan, U.K.
emerging industry paradigm and avoid the boundaries of the existing model,
reinventing the business model in time. don’t even try to innovate: you will fail.
Nicolas De Santis, U.K. Ralf de Graaf, Netherlands

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