Page 102 - Grow from Within Mastering Corporate Entrepreneurship and Innovation

Ne w Business Design 89

that was seeking applications for a technology that had originally
been designed for the shipping industry. It ended up being suc-
cessfully commercialized in the beef industry, and the business
system the company used wasn’t a “product” per se, but rather
a pay-by-the-use diagnostic system accessed by its clients online.
This was truly a new business design, far beyond the original
product, use, and market concept. No one on the new business
design team was even close to guessing where the path would
take them at the outset, but they followed where their investiga-
tions took them and recognized the opportunities along the way.
New business design is an iterative process with many inter-
dependencies. Product and service design might affect how
you need to go to market, and your go-to-market strategy
might affect your product or service design. The way you cap-
ture value or the way people pay you might influence how you
service and support your customers, and so on. Keeping the
dimensions of a complete business system in mind along the
way, as well as knowing when to lock some elements down
and when to keep them flexible, is one of the most challenging
aspects of succeeding at corporate entrepreneurship.

Summary

New business creation should be approached as a new business
design challenge. There are 12 dimensions that need to be con-
sidered and combined into a complete definition of your new
business, or at least the range of solutions that might develop
into an operational new business:

1. Offerings
2. Platform
3. Solutions