�ݺ�ߣshows by User: henningbreuer

�ݺ�ߣshows by User: henningbreuer / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: henningbreuer / Sat, 15 Nov 2014 12:26:57 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: henningbreuer 2014_Normative_Innovation_ISPIM_UxBerlin /henningbreuer/140526-ispim-normativeinnovation-41598099 140526ispimnormativeinnovation-141115122657-conversion-gate01
While business model innovation has been widely accepted as an innovation category on its own, its problem-solving potential is still unexplored. We argue that business model innovation can be applied beyond single firms, i.e. on the value network level, to find systemic solutions to “wicked” problems. A framework and method for sustainable business model innovation for value networks are proposed: the former building on the concept of normative management, the latter on a “mainstream” business modelling tool. This method was applied and evaluated in a workshop series on regional energy networks in Germany. We review the literature on sustainable business models, provide the theoretical background of normative innovation management, describe the workshops, and reflect on the lessons learned from theory and practice. We conclude that the best starting point for systemic sustainability innovations lies beyond single firms within networks built on shared goals and normative values.]]>
While business model innovation has been widely accepted as an innovation category on its own, its problem-solving potential is still unexplored. We argue that business model innovation can be applied beyond single firms, i.e. on the value network level, to find systemic solutions to “wicked” problems. A framework and method for sustainable business model innovation for value networks are proposed: the former building on the concept of normative management, the latter on a “mainstream” business modelling tool. This method was applied and evaluated in a workshop series on regional energy networks in Germany. We review the literature on sustainable business models, provide the theoretical background of normative innovation management, describe the workshops, and reflect on the lessons learned from theory and practice. We conclude that the best starting point for systemic sustainability innovations lies beyond single firms within networks built on shared goals and normative values.]]> Sat, 15 Nov 2014 12:26:57 GMT /henningbreuer/140526-ispim-normativeinnovation-41598099 henningbreuer@slideshare.net(henningbreuer) 2014_Normative_Innovation_ISPIM_UxBerlin henningbreuer While business model innovation has been widely accepted as an innovation category on its own, its problem-solving potential is still unexplored. We argue that business model innovation can be applied beyond single firms, i.e. on the value network level, to find systemic solutions to “wicked” problems. A framework and method for sustainable business model innovation for value networks are proposed: the former building on the concept of normative management, the latter on a “mainstream” business modelling tool. This method was applied and evaluated in a workshop series on regional energy networks in Germany. We review the literature on sustainable business models, provide the theoretical background of normative innovation management, describe the workshops, and reflect on the lessons learned from theory and practice. We conclude that the best starting point for systemic sustainability innovations lies beyond single firms within networks built on shared goals and normative values. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/140526ispimnormativeinnovation-141115122657-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> While business model innovation has been widely accepted as an innovation category on its own, its problem-solving potential is still unexplored. We argue that business model innovation can be applied beyond single firms, i.e. on the value network level, to find systemic solutions to “wicked” problems. A framework and method for sustainable business model innovation for value networks are proposed: the former building on the concept of normative management, the latter on a “mainstream” business modelling tool. This method was applied and evaluated in a workshop series on regional energy networks in Germany. We review the literature on sustainable business models, provide the theoretical background of normative innovation management, describe the workshops, and reflect on the lessons learned from theory and practice. We conclude that the best starting point for systemic sustainability innovations lies beyond single firms within networks built on shared goals and normative values.

2014_Normative_Innovation_ISPIM_UxBerlin from Henning Breuer

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0 2014_Normative_Innovation_CSR_Conference_UXBerlin /slideshow/141009-csr-normativeinnovationcompressed/41597837 141009csrnormativeinnovationcompressed-141115121439-conversion-gate01
To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.]]>
To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.]]> Sat, 15 Nov 2014 12:14:39 GMT /slideshow/141009-csr-normativeinnovationcompressed/41597837 henningbreuer@slideshare.net(henningbreuer) 2014_Normative_Innovation_CSR_Conference_UXBerlin henningbreuer To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/141009csrnormativeinnovationcompressed-141115121439-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.

2014_Normative_Innovation_CSR_Conference_UXBerlin from Henning Breuer

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0 Business Modeling Starter Kit UxBerlin /slideshow/2014-businessmodelingstarterkit-tub2014uxberlin/41597438 2014businessmodelingstarterkittub2014uxberlin-141115115423-conversion-gate01
The Business Innovation Kit modifies and extends the basic version of the Business Modeling Starter Kit. Both enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. Where the Starter Kit ends the Business Innovation Kit goes into depth: Exploring revenue models or the customer journey in depth, or competitive advantages that may be achieved through normative orientations such as sustainability. Results provide the basis for business model implementation that proceeds through iterative exploration, elaboration, evaluation, experimentation and evolution of assumptions.]]>
The Business Innovation Kit modifies and extends the basic version of the Business Modeling Starter Kit. Both enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. Where the Starter Kit ends the Business Innovation Kit goes into depth: Exploring revenue models or the customer journey in depth, or competitive advantages that may be achieved through normative orientations such as sustainability. Results provide the basis for business model implementation that proceeds through iterative exploration, elaboration, evaluation, experimentation and evolution of assumptions.]]> Sat, 15 Nov 2014 11:54:23 GMT /slideshow/2014-businessmodelingstarterkit-tub2014uxberlin/41597438 henningbreuer@slideshare.net(henningbreuer) Business Modeling Starter Kit UxBerlin henningbreuer The Business Innovation Kit modifies and extends the basic version of the Business Modeling Starter Kit. Both enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. Where the Starter Kit ends the Business Innovation Kit goes into depth: Exploring revenue models or the customer journey in depth, or competitive advantages that may be achieved through normative orientations such as sustainability. Results provide the basis for business model implementation that proceeds through iterative exploration, elaboration, evaluation, experimentation and evolution of assumptions. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2014businessmodelingstarterkittub2014uxberlin-141115115423-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> The Business Innovation Kit modifies and extends the basic version of the Business Modeling Starter Kit. Both enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. Where the Starter Kit ends the Business Innovation Kit goes into depth: Exploring revenue models or the customer journey in depth, or competitive advantages that may be achieved through normative orientations such as sustainability. Results provide the basis for business model implementation that proceeds through iterative exploration, elaboration, evaluation, experimentation and evolution of assumptions.

Business Modeling Starter Kit UxBerlin from Henning Breuer

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0 2014 nutzerzentrierte geschaeftsmodellierung_uxberlin https://de.slideshare.net/slideshow/2014-nutzerzentrierte-geschaeftsmodellierunguxberlin/41597190 2014nutzerzentriertegeschaeftsmodellierunguxberlin-141115114140-conversion-gate01
The Business Innovation Kit (www.facebook.com/businessinnovationkit) and related tools (Strongly Sustainable Business Model Canvas, Stakeholder and Value Mapping) enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. The “Business Modeling Starter Kit” (Breuer 2013) highlights the normative foundations of business through an initial exercise called “grounding”. Starting into the process, participants create a common ground for their endeavour by explicating their fundamental goals and values. With respect to sustainability, business model patterns are used to stimulate thinking in terms of particular models and model elements; e.g. the two patterns “substitute with renewables and natural processes” and “repurpose the business for society and environment”. Stakeholder segments as a basic component and “challenger cards” serve as an initial check of new business model assumptions.]]>
The Business Innovation Kit (www.facebook.com/businessinnovationkit) and related tools (Strongly Sustainable Business Model Canvas, Stakeholder and Value Mapping) enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. The “Business Modeling Starter Kit” (Breuer 2013) highlights the normative foundations of business through an initial exercise called “grounding”. Starting into the process, participants create a common ground for their endeavour by explicating their fundamental goals and values. With respect to sustainability, business model patterns are used to stimulate thinking in terms of particular models and model elements; e.g. the two patterns “substitute with renewables and natural processes” and “repurpose the business for society and environment”. Stakeholder segments as a basic component and “challenger cards” serve as an initial check of new business model assumptions.]]> Sat, 15 Nov 2014 11:41:40 GMT https://de.slideshare.net/slideshow/2014-nutzerzentrierte-geschaeftsmodellierunguxberlin/41597190 henningbreuer@slideshare.net(henningbreuer) 2014 nutzerzentrierte geschaeftsmodellierung_uxberlin henningbreuer The Business Innovation Kit (www.facebook.com/businessinnovationkit) and related tools (Strongly Sustainable Business Model Canvas, Stakeholder and Value Mapping) enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. The “Business Modeling Starter Kit” (Breuer 2013) highlights the normative foundations of business through an initial exercise called “grounding”. Starting into the process, participants create a common ground for their endeavour by explicating their fundamental goals and values. With respect to sustainability, business model patterns are used to stimulate thinking in terms of particular models and model elements; e.g. the two patterns “substitute with renewables and natural processes” and “repurpose the business for society and environment”. Stakeholder segments as a basic component and “challenger cards” serve as an initial check of new business model assumptions. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2014nutzerzentriertegeschaeftsmodellierunguxberlin-141115114140-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /><br> The Business Innovation Kit (www.facebook.com/businessinnovationkit) and related tools (Strongly Sustainable Business Model Canvas, Stakeholder and Value Mapping) enable entrepreneurial teams to explore the range of ideas and viable business models for a new or existing business. The “Business Modeling Starter Kit” (Breuer 2013) highlights the normative foundations of business through an initial exercise called “grounding”. Starting into the process, participants create a common ground for their endeavour by explicating their fundamental goals and values. With respect to sustainability, business model patterns are used to stimulate thinking in terms of particular models and model elements; e.g. the two patterns “substitute with renewables and natural processes” and “repurpose the business for society and environment”. Stakeholder segments as a basic component and “challenger cards” serve as an initial check of new business model assumptions.

from Henning Breuer

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0 https://cdn.slidesharecdn.com/profile-photo-henningbreuer-48x48.jpg?cb=1606047513 https://cdn.slidesharecdn.com/ss_thumbnails/140526ispimnormativeinnovation-141115122657-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds henningbreuer/140526-ispim-normativeinnovation-41598099 2014_Normative_Innovat... https://cdn.slidesharecdn.com/ss_thumbnails/141009csrnormativeinnovationcompressed-141115121439-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/141009-csr-normativeinnovationcompressed/41597837 2014_Normative_Innovat... https://cdn.slidesharecdn.com/ss_thumbnails/2014businessmodelingstarterkittub2014uxberlin-141115115423-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/2014-businessmodelingstarterkit-tub2014uxberlin/41597438 Business Modeling Star...