CAPÍTULO III ANÁLISIS Y DISCUSIÓN DE RESULTADOS
3.3 Logros significativos del programa
Controllability in the analysis the tool is if the process of designing the business model is controllable. Questioned is if the decisions and assumptions are noted during the process.
Decisions
Controllability: Decisions
Company id: Result based on interview:
Construction The decisions are based on human, equipment and financial resources. And the use of human resources is depending on the level of complexity of the idea under development.
Sustainability
advice Not specifically mentioned in the interview. Innovation
management The decisions are made by the organization. If someone pitches an idea to a room of adopters, and no adopter is willing to participate or invest in the idea, it is not a good idea for our organization. The idea will be killed. This organization does not have money specially for innovations. This is on purpose, because if the organization is not adding value to the idea, it is not a good idea. The organization may be not ready for it; the idea owner can present his idea after two years or so. There is another option to invest in the idea, namely, venture capitalist. At the moment there is no innovation running on venture capital. But maybe in the future it might be an option. This strategy we use to go in a certain direction based on the power of the organization. According to
management this is a good strategy. But we could be wrong.
It integrator The decisions and assumptions to design the BMC are depending on the responsibilities and function of the participants. In other words it depends on their reference framework. Furthermore, experience is very important in designing a new business model. Because of this experience you can make different combination for different objectives.
Sustainability consultant
The foundation to make decisions for the BMC is an
environmental analysis, where the aim is on trends at macro, meso and micro level. It is also important to identify the potential competitors and possible partners. Next to this a big source in business model development is the 'gut feeling'.
Infrastructural
Construction Not specifically mentioned in the interview. Table 40: Controllability: Decisions
The decisions are based on different sources. The Construction Company stated that the decisions are based on human, equipment, financial resources as criteria. Sustainability Consultant mentioned decisions are based on environmental analysis; however, a big source of the business model development is the gut feeling. Furthermore, in the organization of the Innovation Management Company, the emphasis of decision to execute a business model is based on the interest of the organization in an idea. Is the business model not adopted, the business model will be killed. So, decisions are based on different sources, the BMC is not stimulating to make decisions based on specific criteria.
Assumptions
Controllability: Assumptions
Company id: Result based on interview:
Construction Assumptions are needed to make decisions about designing an initial business model. After approval of the management the assumptions need to be researched.
Sustainability
advice Not specifically mentioned in the interview. Innovation
management Not specifically mentioned in the interview.
It integrator Sometimes assumptions need to be made. Not all the
assumptions can be tested during one BMC workshop. This is not immediate a problem because assumptions are based on experience. So, the assumptions are already tested in
practice. Assumptions about the future are off course tricky. You are not able to fill-in the future. However, assumptions are often about the chances of success. Therefore, awareness is needed for wrong assumptions which are based on
experience and about valuating assumptions. There is a chance that the customers expect or valuate something else. To cover strategic choices and assumptions you need to tell a story next to the filled-in BMC.
Sustainability
consultant Not specifically mentioned in the interview. Infrastructural
Construction Not specifically mentioned in the interview. Table 41: Controllability: Assumptions
Assumptions are needed during the process of designing a business model based on the BMC. During the process assumptions should be investigated. However, awareness should be given to the source of the assumptions; assumptions are based on experience, mentioned by the IT Integration Company and are about the chances of success. Business model designers should be aware that the assumptions are covered in the story next to the BMC.
Argumentation
Controllability: Argumentation
Company id: Result based on interview:
Construction The sources for making decisions and assumptions are not documented in the BMC but in a side document. This will keep the BMC clear.
Sustainability
advice Not specifically mentioned in the interview. Innovation
management Not specifically mentioned in the interview.
It integrator I do not note the assumptions; I only discuss them and
critically assess them. If the business model based on the BMC is developed to a business, these assumptions should be
investigated. In my opinion the BMC is not motivating to mention the assumptions. It is depending on the level of experience of the process leader or facilitator, if these are listed.
Sustainability
consultant It is very hard to structure the administration of the design process of the BMC. Every workshop or meeting new BMCs are created, new paintings are produced and so on. The big
question is how to manage this. The BMC is not helping in to administer the process and note the assumptions and
decisions. And I have not found a methodology yet. With a big group continuous alignment is needed between sessions and between participants. An option is to send after every
workshop session the latest version of the BMC.
Infrastructural
Construction Not specifically mentioned in the interview. Table 42: Controllability: Argumentation
The BMC is not motivating users to note decisions and assumptions made during the process. However, the Construction Company annotated sources, decisions and assumptions in a side document. In contrary to the Construction Company, the Sustainability Consultant is experiencing trouble with structuring the
argumentation of the decisions and assumptions. To conclude the BMC is not motivating or providing a structure to provide argumentation about the decisions, sources and assumptions made during the development process.