Diseño de Modelos de Negocio

BusinessModelDesign

Sin lugar a dudas, cada vez que hablamos de Modelos de Negocio estamos hablando de patrones de comportamiento y ejecución para que un negocio tenga resultados. Una combinación de muchos factores que nos ayudan a evolucionar estratégica y económicamente.

Sin embargo no es tan simple como sólo generar resultados económicos.

Hoy por hoy los resultados que se esperan de un modelo de negocio tienen un alcance mucho mas amplio. El modelo de negocio debe reforzar la marca, potenciar el valor diferencias y el intercambio de valor con nuestros partners y stakeholders, optimizar al máximo los recursos de producción y distribución y además generar un impacto positivo en la sociedad para que los clientes lo entiendan como parte de sus vidas.

Es sin duda un diseño complejo y lleno de detalles que en muchas empresas evoluciona desprevenidamente, con impactos colaterales que generan gastos y problemas de muchos tipos y que nunca nadie calculó. En otras empresas, genera crecimiento en muchos sentidos y aporta a la expansión y el crecimiento tanto de la empresa como de su masa critica de seguidores.

Los Modelos de Negocio Sostenibles se convierten cada vez más en el standard de la actividad económica y comercial alrededor del mundo, implicando una dedicación mayor en el diseño y la implementación de todos los factores, detalles y mecanismos, que actúan sincronizados a la hora de intervenir un mercado, o lanzar un nuevo producto o servicio por pequeño que sea el negocio.

El próximo Jueves 28 de Abril discutiremos y practicaremos de la mano de Xavi Amores de Acció de la Generalitat de Catalunya las principales nociones y conceptos que conforman los modelos de negocio desde su experiencia trabajando con empresas Medianas y Pequeñas. Saulius Buivys de la Rotterdam Business School nos guiara sobre la aplicación de Modelos de negocio sostenibles a través de estudios de caso  y Jorge Rodríguez de DesignThinkers Group Spain facilitará un ejercicio práctico con  algunas herramientas y tips para diseñar los propios modelos en nuestra empresa.

Los tickets están disponibles en Eventbrite haciendo click en este link

The Value of being a Network Company

Beyond corporations, multinationals and outsourcing a sustainable formula for the future may be the network companies. Is you company a network company?

For the last two years, our colleagues from different countries have come to Barcelona for our DesignThinkers Group annual global meeting. It is a great feeling to get together with very talented people that share your values, ideas and dreams and who are also are willing to share their experiences during the year to bring to life new collaborations and projects.

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Big energy moves the gathering. Future projects, business proposals and great ideas pop up all the time with some of them becoming part of our yearly plan. All this happens framed in an interesting set of values only Network Companies currently activate.

But before we go too far, we should define what a Network Company is.  NC’s grow from the collaboration between startups and entrepreneurs who enjoy working together, keep their individuality but commit to a community of peers to walk a similar path. We could say it is a next step for collaborators that go really well together and share strong values.

It would be fair to say NC’s are born from active networks (as it is their vital structure) but not grown into a network from a single initiative.

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These are some of the values we explored for Network Companies revisiting the Think like a StartUp Game, one of our favorite tools:

  1. No Center or Hierarchy: One of the big evolutions of NC’s is about leadership. Members of NC’s don´t need a single leader or VIP group. They seem to be able to wisely rotate leadership according to the circumstances and trust all members for their experience and knowledge and not for their “power” positions. Hierarchy does not make any sense in a live network that is capable of adapting organically to different challenges and situations, it would make it rigid, slow and at the same time, vulnerable. Having no center or hierarchy is the key for NC’s to evolve and become sustainable in every sense.
  2. Autonomy and Entrepreneurship: One of the most powerful values to share in any organization is the capability of self-determination towards interdependence. Interdependence relates to the possibility of growing and taking risks together with one or more entrepreneurial partners. In this case, Autonomy helps make internal agreements possible, knowing that each unit decisions may have positive or negative consequences on the other partner(s).
  3. Mutual support and unlimited expertise: Networks have the amazing power of connecting people who have very valuable expertise. In NC’s, that expertise is offered to all the network in the form of support to projects, big contracts and major commitments. As the network grows, this wide catalog of capabilities helps cover most (if not all) clients needs and requests from within the NC.
  4. Collective Brand Expansion through Global Team Presence: Either if the territory is regional, national or global, this is a very useful form of brand positioning through the effort of multiple teams and enthusiasts at a very low cost. The investment in brand positioning is distributed in many small contributions from the participants of the network. The Brand awareness is a Storytelling told by many and based on their own experiences and perceptions. An initial guidance and design is required, but once the viral the effect is activated, the presence of the brand is perceived as a big multinational company. When the brand becomes a collective property, it generates a strong sense of belonging and commitment.
  5. Constant Methodological Innovation and Permanent Knowledge Growth:  Knowledge management is a huge opportunity and poses  challenges for NC’s. Having no center allows NC’s to research and improve methods from very different points of view  or using many types of different resources. When this knowledge runs across the network, each unit´s expertise and environment transforms it,  improving it and enriching the contents and methods. Innovation methods per se require research and implementation to improve and refine, so NC’s offer a perfect structure that allows circulation and constant learning when applying and perfecting methods simultaneously by different members of the network. When this information is documented and spread inside the network, new methods and tools appear as result of projects and discussion.  Innovating methods and tools appears to be spontaneous and natural in this environment. The opportunities for growth and change are also related to the fact that most members of NC’s are entrepreneurs and Startups where change happens more rapidly than in larger corporations.
  6. Multiple Business Models: Generation and growth of business opportunities may come from any member of the network and can be replicated or even scaled by any other member. In contrast to  Franchising systems, the mutual support in Business Model creation and escalation benefits the whole network and not just the creator of the model. These models can evolve and improve freely inside the network and adaptation of the model to new markets and customer segments happens under the control of the members with the support of their local stakeholders. Business development and internal hirings are decided on a collective basis where two or multiple members agree on an specific business model for each project or set of services. Multiple Sub-network Collaboration Schemes: Sub-networks help organic systems evolve in terms of adaptability and implementation. Like subcultures do, sub-networks encourage the specific interaction of members around common interests and business opportunities in different moments. Sub-networks open the possibility of specific lines of business, long term projects with government institutions and corporations, internal financial support and hiring, talent exchange and stronger response to complex endeavors.

Screenshot 2015-12-27 16.42.28Being an Inclusive Organic Ecosystem, NC’s tend to be open for enthusiast’s participation in the form of clients, online fans, event attendees, information replicators, and other forms of engagement. This factor rapidly creates a sense of community and reinforces the feeling of creating a Movement. All these emotional connections with individual participants help building resilience and cohesion, especially in the first stages of the company.

Many different values are  shared and exchanged in this kind of ecosystems, where personal interaction and professional connection are the most exciting parts of day-by-day work.

Which do you think are the challenges NCs find on their journeys ?