Is this Business-Models-for-Innovation ? Or innovative Business-Models ? Even innovation of (in) Business-Models ?
Rethinking Business Model for Innovation : Lessons from entrepreneurial cases is an e-book, edited by Valérie Chanal in late 2010. For teasing, copyrighting and coherent editing issues, the proposition is to release few focused excerpts. Here is the introductive part of the chapter written by Olivier Lavoisy, Markus Eurich, Sigmund Akselsen and Pål Ytterstad.
& :
– To download the full book for free (shortcut : from HAL-SHS, France’s academic publication platform).
– The conclusion of this chapter | To unfold the chapter Sportganizer and the use of sponsoring in a Web 2.0. platform (Chanal, Giannelloni, Parent).
– Business model ? (webOL).
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Ecosystem modelling to imagine the future of business within R&D partnerships :
The SENSEI European consortium, building the “Future Internet”
| Introduction
Business models are usually described for a single firm. But innovation is not a “do-it-alone” activity. Firms participate in a vast range of collaborative projects. They gather to mutualize capacity and expertise but also for the benefits that they can each obtain to serve their own strategies.
These projects share the common motivation of imagining new devices or services, and for some the aim of paving the way for new industry standards. In Information Communication Telecommunications (ICT), the unspoken dream of many actors (amongst them the European Commission) is to relive the advent of the GSM, when a standard for global mobile telephony emerged from Europe. The telecoms industry is interesting to look at when considering new ways of doing business, insofar as the innovations produced by the industry itself address so many different domains, from health and transport to housing and logistics.
Taking the case of the SENSEI project, which ran from 2008 to 2010, the business dimension of innovation is looked at in a very specific manner. The issue here is not to have a market description of an innovation, as the market and the innovation are still a long way off (between 5 years and 10 years according to the stakeholders involved) but rather to foresee the possible futures for business.
The purpose of this chapter is to present the design of an approach which takes the business perspective into account throughout the duration of R&D projects. The retained approach involves creating a “business model framework ” based on the abstract notion of “roles”, amongst which one particular role is notably important: that of “broker”.
First, we will present the main issues of the SENSEI project to introduce the challenge involved in the business approach. Then, a scenarios based methodology will be presented involving a field enquiry and development of cases. The following phase emphasises and explains the mapping of the global business environment which is the main outcome of the business side of the project. Finally, the zoomingout underlines the actual motivations of stakeholders, their various roles and the implications.
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Lavoisy/Net 