Modelling Impact: GFSC May 29 2010
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On a sunny day a group of 25 Game Changers met in a less than sunny conference room to figure out a way to model impact within a business framework. These slides are taken from various presentations given by Alex Osterwalder. Please check out more at http://slideshare.net/alex.osterwalder
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Modelling Impact: GFSC May 29 2010
- 1. Modelling Impact businessmodelsbeyondprofit.com Patrick Keenan pat@themovement.info Most slides credited to Alex Osterwalder slideshare.net/alex.osterwalder Monday, May 31, 2010
- 2. Monday, May 31, 2010
- 3. The world used to be divided Monday, May 31, 2010
- 4. The world used to be divided Monday, May 31, 2010
- 5. giving…! Monday, May 31, 2010
- 6. …and taking! Monday, May 31, 2010
- 7. + potential profit Old School Corporation - + potential impact Old School Non-Profit - 7 Monday, May 31, 2010
- 8. + potential profit Old School Corporation - + potential impact Old School Failure Non-Profit - 8 Monday, May 31, 2010
- 9. 9 Monday, May 31, 2010
- 10. “ Business must be for profit but profit must also be for purpose! ” ! Mads Kjaer! co-founder MYC4 10 Monday, May 31, 2010
- 11. + potential profit Old School Corporation - + potential impact Old School Failure Non-Profit - 11 Monday, May 31, 2010
- 12. + potential profit Old School Corporation Success? - + potential impact Old School Failure Non-Profit - 12 Monday, May 31, 2010
- 13. + potential profit New School Old School of Corporation Entrepreneurs - + potential impact Old School Non-Profit - 13 Monday, May 31, 2010
- 14. Interesting? 14 Monday, May 31, 2010
- 15. Interesting? YES! 15 Monday, May 31, 2010
- 16. But... We need new tools to model businesses with impact 16 Monday, May 31, 2010
- 17. businessmodelsbeyondprofit.com •Tools are valuable •Be very visual •Stories & Conversations •Definitions are stifling 17 Monday, May 31, 2010
- 18. Monday, May 31, 2010
- 19. in 5 minutes What is apple’s business model? Describe it! buzz group 19 Monday, May 31, 2010
- 20. Monday, May 31, 2010
- 21. Monday, May 31, 2010
- 22. Monday, May 31, 2010
- 23. Business Model Canvas Monday, May 31, 2010
- 24. Monday, May 31, 2010
- 25. to describe, challenge, design, and invent business models more systematically Monday, May 31, 2010
- 26. 9 building blocks Monday, May 31, 2010
- 27. CUSTOMER SEGMENTS images by JAM Monday, May 31, 2010
- 28. VALUE PROPOSITIONS images by JAM Monday, May 31, 2010
- 29. CHANNELS images by JAM Monday, May 31, 2010
- 30. CUSTOMER RELATIONSHIPS images by JAM Monday, May 31, 2010
- 31. REVENUE STREAMS images by JAM Monday, May 31, 2010
- 32. KEY RESOURCES images by JAM Monday, May 31, 2010
- 33. KEY ACTIVITIES images by JAM Monday, May 31, 2010
- 34. KEY PARTNERS images by JAM Monday, May 31, 2010
- 35. COST STRUCTURE images by JAM Monday, May 31, 2010
- 36. customer key activities value proposition relationships customer key partners segments revenue streams cost structure key resources channels images by JAM Monday, May 31, 2010
- 37. images by JAM Monday, May 31, 2010
- 38. CANVAS OVERLAY KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS images by JAM Monday, May 31, 2010
- 39. CANVAS OVERLAY KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS images by JAM Monday, May 31, 2010
- 40. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS Monday, May 31, 2010
- 41. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS building building block block building building building block building block block block KEY CHANNELS RESOURCES building block building block building block COST STRUCTURE REVENUE STREAMS buildin g building block building block block Monday, May 31, 2010
- 42. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS building building block block building building building block building block block block KEY CHANNELS RESOURCES building block building block building block COST STRUCTURE REVENUE STREAMS buildin g building block building block block Monday, May 31, 2010
- 43. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS building building block block building building building block building block block block KEY CHANNELS RESOURCES building block building block building block COST STRUCTURE REVENUE STREAMS buildin g building block building block block Monday, May 31, 2010
- 44. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS building building block block building building building block building block block block KEY CHANNELS RESOURCES building block building block building block COST STRUCTURE REVENUE STREAMS buildin g building block building block block Monday, May 31, 2010
- 45. The Business Model Canvas KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS building building block block building building building block building block block block KEY CHANNELS RESOURCES building block building block building block COST STRUCTURE REVENUE STREAMS buildin g building block building block block Monday, May 31, 2010
- 46. Monday, May 31, 2010
- 47. 41 Monday, May 31, 2010
- 48. in 10 minutes Let’s try it out! What is the business model of a Bank? buzz group Monday, May 31, 2010
- 49. A Bank KEY KEY OFFER CUSTOMER CUSTOMER PARTNERS ACTIVITIES RELATIONSHIPS SEGMENTS KEY CHANNELS RESOURCES COST STRUCTURE REVENUE STREAMS Monday, May 31, 2010
- 50. “the banker's confidence rests upon the will and capacity of the borrowers to succeed in their undertakings” Monday, May 31, 2010
- 51. Grameen Bank www.grameen-info.org KEY KEY rning fro Lea OFFER CUSTOMER CUSTOMER m PARTNERS ACTIVITIES text local con RELATIONSHIPS SEGMENTS Manage Re-payment Community , Poorest of the Central Bank ns Super vision of Poor financial inst itutio Groups Centres small-scale, no-collateral loans Field Worker s Small groups, Encourage Self- mutual guarantee monitoring Aid organizations KEY Solidarity CHANNELS Participat & Quick pay-off RESOURCES or Interactio y activities n Women Field Workers Brand / laterines, irrigation, Trust Federated Group agricultural inputs Credit Rec Centres or Database d COST STRUCTURE REVENUE STREAMS Investment Supervisors Weekly Capital 16% Interest Installments Monday, May 31, 2010
- 52. Reduce Infrastructure KEY KEY rning fro Lea OFFER CUSTOMER CUSTOMER m PARTNERS ACTIVITIES text local con RELATIONSHIPS SEGMENTS Manage Re-payment Community , Poorest of the Central Bank ns Super vision of Poor financial inst itutio Groups Centres small-scale, no-collateral loans Field Worker s Small groups, Encourage Self- mutual guarantee monitoring Aid organizations KEY Solidarity CHANNELS Participat & Quick pay-off RESOURCES or Interactio y activities n Women Field Workers Brand / laterines, irrigation, Trust Federated Group agricultural inputs Credit Rec Centres or Database d COST STRUCTURE REVENUE STREAMS Investment Supervisors Weekly Capital 16% Interest Installments Monday, May 31, 2010
- 53. Reduce Infrastructure KEY KEY rning fro Lea OFFER CUSTOMER CUSTOMER m PARTNERS ACTIVITIES text local con RELATIONSHIPS SEGMENTS Manage Re-payment Community , Poorest of the Central Bank ns Super vision of Poor financial inst itutio Groups Centres small-scale, no-collateral loans Field Worker s Small groups, Encourage Self- mutual guarantee monitoring Aid organizations KEY Solidarity CHANNELS Participat & Quick pay-off RESOURCES or Interactio y activities n Women Field Workers Brand / laterines, irrigation, Trust Federated Group agricultural inputs Credit Rec Centres or Database d COST STRUCTURE REVENUE STREAMS Investment Supervisors Weekly Capital 16% Interest Installments Monday, May 31, 2010
- 54. Impact Financial Viability? KEY KEY rning fro Lea OFFER CUSTOMER CUSTOMER m PARTNERS ACTIVITIES text local con RELATIONSHIPS SEGMENTS Manage Re-payment Community , Poorest of the Central Bank ns Super vision of Poor financial inst itutio Groups Centres small-scale, no-collateral loans Field Worker s Small groups, Encourage Self- mutual guarantee monitoring Aid organizations KEY Solidarity CHANNELS Participat & Quick pay-off RESOURCES or Interactio y activities n Women Field Workers Brand / laterines, irrigation, Trust Federated Group agricultural inputs Credit Rec Centres or Database d COST STRUCTURE REVENUE STREAMS Investment Supervisors Weekly Capital 16% Interest Installments Monday, May 31, 2010
- 55. Impact Financial Viability? KEY KEY rning fro Lea OFFER CUSTOMER CUSTOMER m PARTNERS ACTIVITIES text local con RELATIONSHIPS SEGMENTS Manage Re-payment Community , Poorest of the Central Bank ns Super vision of Poor financial inst itutio Groups Centres small-scale, no-collateral loans Field Worker s Small groups, Encourage Self- mutual guarantee monitoring Aid organizations KEY Solidarity CHANNELS Participat & Quick pay-off RESOURCES or Interactio y activities n Women Field Workers Brand / laterines, irrigation, Trust Federated Group agricultural inputs Credit Rec Centres or Database d COST STRUCTURE REVENUE STREAMS Investment Supervisors Weekly Capital 16% Interest Installments Monday, May 31, 2010
- 56. Impact doesn’t factor into our understanding of business models Monday, May 31, 2010
- 57. 49 Monday, May 31, 2010
- 58. 50 Monday, May 31, 2010
- 59. 51 Monday, May 31, 2010
- 60. 52 Monday, May 31, 2010
- 61. 53 Monday, May 31, 2010
- 62. 54 Monday, May 31, 2010
- 63. 55 Monday, May 31, 2010
- 64. 56 Monday, May 31, 2010
- 65. “Building business models that merely pursue profits almost pale as a hedonistic or pecuniary quest aside the grand challenge of building business models that matter” alex osterwalder 57 Monday, May 31, 2010
- 66. Monday, May 31, 2010
- 67. in 15 minutes Create an innovative model to spread the peepoople bag around the developing world. 59 Monday, May 31, 2010
- 68. in 15 minutes Let’s get sticky! What businesses/ organizations are having an big impact? 60 Monday, May 31, 2010
- 69. does... 61 Monday, May 31, 2010
- 70. ! ...have a business model? … have a business model? 62 Monday, May 31, 2010
- 71. ! ...have a business model? … have a business model? 63 Monday, May 31, 2010
- 72. ! ...have a business model? … have a business model? 64 Monday, May 31, 2010
- 73. ! ...have a business model? … have a business model? 65 Monday, May 31, 2010
- 74. ! ...have a business model? … have a business model? 66 Monday, May 31, 2010
- 75. Sticker Voting Form groups around the business model that interests you most. 67 Monday, May 31, 2010
- 76. Working Lunch Take you business model to lunch and get to know her. 68 Monday, May 31, 2010
- 77. Modelling is an ongoing process of exploration, variation, and improvement Monday, May 31, 2010
- 78. uncertainty/patterns/insight clarity/focus research designing business model business model design to & understand prototypes be implemented [Source: adapted from Damien Newman, Central] 70 Monday, May 31, 2010
- 79. Monday, May 31, 2010
- 80. Monday, May 31, 2010
- 81. Monday, May 31, 2010
- 82. Monday, May 31, 2010
- 83. Monday, May 31, 2010
- 84. businessmodels beyondprofit .com businessmodelsbeyondprofit.com Patrick Keenan pat@themovement.info Monday, May 31, 2010