Powerful improved business models are created more often by organizations that have continually processes for developing them. Selecting such a process is an important strategic leadership task. Those who check for the enthusiasm such processes generate and pilot how easy they are to use will make better choices of processes to use.
Enthusiasm is the spark of inspiration that leads to the best business model innovations. Think back to your company's greatest successes. Were they surrounded in gloom or excitement? Chances are that there was gloom along the way interrupted by bursts of excitement from temporary successes.
Yet, the perceived potential of succeeding was probably more than strong enough to lighten the spirits of those working on the eventual successes. If you can inspire that sort of belief and faith in those working on your next business model innovations, you will have a much greater chance of success.
Effectiveness in being creative and employing the results of that creativity are aided by having a feeling of control over the creative process. When you let your colleagues help select your business model innovation process, you create the potential to build on that sense of participation and control. Also, almost everyone in an organization will spend more time on activities that he or she likes doing. If the selected process brings enjoyment, as well, you have added another important advantage.
Although you probably have lots of ways you can improve your business model development process, the ones favored by those who will be working on the process will be your best choices.
Once you know which processes excite the people in your organization, you are ready to find out more about the practical pitfalls that might await you. Let's consider what you can learn from some controlled practice.
Most children fall down while they are learning to walk. Each time they do, they improve their walking. Such temporary setbacks, as long as they are not too painful, are the fastest way to learn essential tasks.
Have you ever seen someone hold planning meetings to prepare their child for walking? Probably not, yet that approach is the way that most companies try to organize much of their innovation.
Advance planning of infrequently used processes always leaves a lot to be desired. Past experience may be so remote in time as to be largely forgotten or misunderstood. As a result, key elements for the process may be missing. Preparation may be sketchy. Understanding of what to do may be incomplete.
After using the pilot process, ask those who participated and those who observed what occurred for their ideas about improvements. A brief experience will greatly speed progress over doing more advanced planning.
Copyright 2008 Donald W. Mitchell, All Rights Reserved
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