1. 12 – 15 June 2011
COLLABORATIVE BUSINESS MODELLING
How it can be used to jointly explore sustainability innovations
Lars Konnertz, René Rohrbeck, Sebastian Knab
pRÆSEN
TATION

2. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Relevance
› Sustainability innovation have a systemic nature and often
requies multiple actors to work together (De Laat, 1999)
› Multiple companies working together to pool complementary
assets are particular important for sustainability innovation
(Chesbrough et al., 2006; McDowall & Eames, 2006)
› Major sustainability goals require radical innovation to
explore and develop new business fields (Hellström, 2007)
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3. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
HOW TO EXPLORE NEW
BUSINESS FIELDS THAT HAVE A
SYSTEMIC NATURE?
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4. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Approaches to explore new business fields
have already been used collaborativley
Scenario technique Roadmapping Business Modelling
• useful to enable strategic • strengths in planning and • Integration of customer‘s
discussions decision making perspective with the
• less suited for planning • Identifies interdepen- provider‘s perspective
dencies between market • strengths in planning and
and technology enabling discussion
Suited to create common Usage with external part-ners Further developed to
ground in a collaborative allows integration of open collaborative business
innovation setting innovation processes modelling and tested in our
(Cairns et al., 2006) (Lichtenthaler, 2008) project
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5. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Using Osterwalds business model
ontology as a basis.
Osterwalders
business
model
ontology ...
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6. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Using Osterwalds business model
ontology as a basis.
... and its
visualisation
as a canvas
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7. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
WHAT WE DID IN OUR
COLLABORATIVE INNOVATION
PROJECT
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8. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Context and project facts
› German energy sector
› Changing heaviliy due to liberalization, sustainability requirements,
new legislation and emerging technologies
› 8 participating companies
› 6 energy utilities of different size, offer and geographical reach
› 1 telecommunications provider
› 1 telecommunications research institution
› Spans over 6 months with 3 workshops conducted
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9. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Idea generation as the
first step of the CBM process
Create a multitude of business models for
Goal
the developing smart energy market.
• Building trust among participants
Approach
• Brainstorming building blocks
• Creating business models
• Supporting creativity and allowing „crazy“ ideas
Result
21 drafts of smart energy business models
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10. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Priorisation forces participants to make
decisions about the business models
Create a common understanding of the future energy market and
Goal
use it as a basis for priorisation of the business models.
• Discussion of future market
Approach
& business models
• Prioritisation according to
„attractiveness“ and „effort“
21 prioritised business
Result
models, 6 of high and 8 of
medium interest
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11. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Validation of business models as the last
step to support implementation
Validate the highest-
Goal
ranked business models Key Partners Key Activities Value Propositions Customer
Relationships
Customer
Segments
Building Building
Block A Block C Building Building Building
Block N Block O Block D
• Desk research
Approach
Building
Building Block B Block P
• Group discussion on Building Block E
Building Block F
Key Resources
Building Block
L
Channels
Building
Bilding
Block R
business models & Building Block Q
Block M
Building Building Block
Building
next steps
V
Block G
Block U
Cost Structure Revenue Streams
Building Building Block K Building Building
Block H Block J Building Block S
Result
Block T
7 validated smart energy green Available/realistic yellow Uncertain/to be developed red Not available/show stopper
business models
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12. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
CONCLUSION
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13. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
The collaborative business modelling
approach to explore new business fields
Unlocking barriers of innovation
Goal
Enhancing Preparing
Forcing Decisions
Creativity Implementation
Creating
Group
Forming a group / Next Steps /
level
common
building trust follow-up
understanding
Practica
l level
Idea generation Priorisation Validation
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14. Collaborative Business Modelling XXII ISPIM Conference
René Rohrbeck 12 – 15 June 2011
Associate Professor Hamburg
Conclusion
› CBM can support joint development of business models,
particularly for sustainability innovations, where pooling of
complementary skills, technologies and assets is needed.
› CBM between actors along the value chain can contribute to
create a common understanding of drivers and barriers and
define common goals
› Integration of different frameworks can help to explore new
business fields, especially in situations of high uncertainty
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