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Manage

Adapt and modify the business model
in response to market reaction

activities critical success factors key dangers At least one person on the organizational strategy team—if not a new
258 team—should be assigned responsibility for business models and
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jlZZ\jj# ]X`c`e^ kf X[Xgk their long-term evolution. Consider organizing regular workshops with
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Ylj`e\jj df[\c cross-functional teams to evaluate your business model. This will help
› >fm\ieXeZ\ f] Ylj`e\jj df[\cj you judge whether a model needs minor adjustments or a complete
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overhaul.
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k_\ \ek\igi`j\ Ideally, improving and rethinking the organization’s business model
› DXeX^\ jpe\i^`\j fi ZfeÕ`Zkj should be every employee’s obsession rather than something that
Y\kn\\e df[\cj preoccupies only top management. With the Business Model Canvas
you now have a formidable tool with which to make business models
clear to everybody throughout the enterprise. New business model
For successful organizations, creating a new business model or ideas often emerge from unlikely places within an organization.
rethinking an existing one is not a one-time exercise. It’s an activity
that continues beyond implementation. The Manage phase includes Proactive response to market evolutions is also increasingly important
continuously assessing the model and scanning the environment Consider managing a “portfolio” of business models. We live in the
to understand how it might be affected by external factors over the business model generation, a time when the shelf life of successful
long term. business models is shrinking quickly. As with traditional product life-

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