Designing the Human Business Leveraging Design Thinking to Craft Powerful and Innovative Business Models
Launch new ventures and grow existing businesses by discovering innovative solutions and business models that resonate with your customer's needs Key Features Learn how to dissect business models and create new ones that unlock maximum value Discover how to use Design Thinking to deliver soluti...
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Birmingham, England :
Packt Publishing
[2024]
|
| Edición: | First edition |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009859318406719 |
Tabla de Contenidos:
- Intro
- Title Page
- Copyright and Credits
- Dedication
- Contributors
- Table of Contents
- Preface
- Part 1 - The World of Business Model Innovation
- Chapter 1: The Value Machine - What a Business Model Is
- What is the purpose of a business?
- What is a business model?
- What makes for a viable business model?
- Why is getting our business model right so important?
- How does a business model get used?
- Our case study - Intensifi
- Summary
- Further reading
- Chapter 2: Cogs in The Machine - What Makes Up a Business Model?
- Understanding the structure of a business model
- Introducing the Future Lens Business Model Framework
- Framing out the key anchor points of our business model
- Breaking our business model down into its constituent parts
- Understanding the points of differentiation
- Applying our points of differentiation
- Understanding the interchangeability of the parts and ensuring the congruity of the whole
- Interchangeability of the parts
- Congruity of the whole
- Examples of novel business models using this interchangeability and congruity
- Recognizing and applying standardized business model typologies
- Back to Intensifi - What about its business model?
- Summary
- Further reading
- Chapter 3: Going a New Route - What Business Model Innovation Is
- Doing business in a new way
- What is innovation?
- What is business model innovation?
- What makes a business model truly innovative?
- Appreciating the history of business model innovation
- Recognizing the roots of a movement
- What's changed now?
- Why has this changed?
- Why does business model innovation matter so much today?
- The fading allure of product, service, and experience innovation in isolation
- Society's growing comfort with - and expectation of - new business models.
- The pace and scale of technological transformation
- The implications for business organizations
- Embracing technology as a key enabler
- Using digital technology as the key enabler for a business model
- Addressing the evolving UX situation around us
- Ensuring the ongoing scalability of our business
- Never lose sight of the human experience - it's what makes or breaks the technology
- Back to Intensifi - what are they talking about now?
- Summary
- Further reading
- Chapter 4: A Matter of Reasons - When, Where, and Why Business Model Innovation Is Needed
- Anchoring our setting - the two key scenarios
- Scenario one - countering an imminent threat - the defensive action
- Scenario two - capturing a new opportunity - the offensive action
- Visualizing these scenarios
- On disruption - a new breed of disruption powered by business model innovation
- On strategy - the relationship between strategy and business model
- Unlocking greater value - the Business Model Meta Formula
- Why - and for who's sake - do we leverage business model innovation?
- The elements of value
- Defining our meta formula - the seven functions of a business model
- Unlocking value - a better business model
- Back to Intensifi - what's happening over there now?
- Summary
- Further reading
- Chapter 5: The Master Designer - How to Dissect Business Models and Develop New and Better Ones
- Understanding the process workflow
- Defining our goal - our starting point
- Exploring our surrogates to create a baseline
- Is our goal aspirational enough?
- Optional - but not really
- Moving on
- Moving forward
- Dissecting, deconstructing, and critiquing our surrogates
- The trick - two different, yet complimentary, perspectives… structural and functional
- Our goal - to understand and critique what has been done before.
- The inter-dynamics - our great effort yields truly powerful new insights
- Abandoning the past - reframing our situation and reimagining a better future!
- Starting over - reconstructing a far better business model
- Step 1 (our starting point) - first principles and trends
- Step 2 - building out our new business model options
- The "secret formula" that we must always keep in mind
- The tools - using them
- Stress testing our options
- Developing our customer scenarios
- Running our (simulated) stress tests
- What we're looking for
- Rinse and repeat
- Finished - at least for the moment
- What really matters
- What if this doesn't work and we don't find a winner?
- Executing our business model
- Facing the music
- How to - corporates and start-ups
- Understanding our business model versus having a business plan
- Back to Intensifi - where are they now (given all of this)?
- Summary
- Chapter 6: The Business Model Toolbox - An Evolution of Tools for Business Model Innovation
- The Business Model Wheel - 2005
- The Innovation Radar - 2006
- The Business Model Canvas - 2010
- Take 1 - the Business Model Canvas
- Take 2 - the Value Proposition Canvas
- Lean Canvas - 2010
- Tool 1 - the Lean Canvas
- Tool 2 - the Experiment Canvas
- Business Model Innovation Factory - 2012
- The Peter Thomson Value Proposition Canvas - 2013
- The Ten Types of Innovation - 2013
- The Future Lens Business Model Framework - 2015
- The Business Model Meta Formula Canvas - 2015
- The GInI Business Model Canvas - 2016
- A comparison of tools
- Our takeaway
- Back to Intensifi - where are they at this point?
- Summary
- Further reading
- Part 2 - The World of Design Thinking
- Chapter 7: Thinking Like a Designer
- Design Thinking defined - key insights and why they're important
- Defining Design Thinking.
- The trouble with traditional innovation practices
- Our Problem Space always precedes our Solution Space
- One historical meaning - design "thinking" versus design "doing"
- Yet another meaning - "thinking like a Designer"
- Human-centered design - the philosophical foundation
- Design Thinking's superpower - reframing problems
- Understanding and achieving our intermediate goal - empathy and the empathic understanding
- Pursuing our intermediate goal - human empathy
- Achieving our intermediate goal - empathic understanding
- Understanding and achieving our ultimate goal - a reframed problem
- Reframing - seeking a more fundamental level of outcome need
- Our momentary win - the reframed problem
- The takeaway - what Design Thinking means to us
- Some important sidenotes on Design Thinking
- A bit of history on Design Thinking
- Documented successes of Design Thinking
- Applying Design Thinking properly - with no suppositions about the solution
- The criticisms of Design Thinking
- A broader conceptualization - Humanity-Centered Design
- Back to Intensifi - where are they now in all this?
- Summary
- Further reading
- Chapter 8: Thinking Like a Scientist - Centering Our Design around Humans
- Becoming a Design Thinking Behavioral Scientist
- Our task as Design Thinking Behavioral Scientists
- Turning Behavioral Science into our secret weapon
- Dealing with human irrationality
- The Human-Centered Design Hierarchy - Understanding Human Needs
- Psychological insights - the science of human motivation
- Applying the HCD hierarchy
- The final caveat
- Understanding the real outcome - the job to be done
- Outcome-Driven Innovation® and Jobs-to-Be-Done
- The Job Story
- Demographics versus psychographics - the roles they play (and don't play)
- Supply side versus demand side innovation - an interview with Bob Moesta.
- Breaking down jobs - functional / emotional / social / transformational
- Principle one - outcomes are the only thing that matters to our customer
- Principle two - there are four types of jobs we have to satisfy
- Principle three - each job plays a specific role and has a particular significance
- User benefits versus product attributes
- Becoming the hero of our own story - an interview with Lisa Rose
- The Transformation Economy
- Our takeaway
- Meanwhile, back at Intensifi…
- Summary
- Further reading
- Chapter 9: Acting Like a Designer - The Design Thinking Process in Application
- The Design Thinking process - stages, steps, and micro-learning cycles
- Exploring and understanding the five stages of Design Thinking
- The five discovery skills
- From process to methods
- The Design Methods - powerful ways to observe, study, and understand
- Categorizing the Design Methods
- Sequencing the Design Methods
- Applying the Design Methods
- A deeper look at the Observe Methods
- A deeper look at the Question Methods
- A deeper look at the Experiment Methods
- A deeper look at the Study Methods
- Embracing the value Design Methods offer
- Knowing how to select the right Design Methods to use
- Creating our Insights Plan
- Prototyping in Design Thinking - a critical element in the process
- Making prototyping inherent to how we operate in Design Thinking
- Understanding the different purposes of prototyping
- Two important considerations about prototyping
- Understanding the different types of prototypes
- Prototype application and fidelity
- When in doubt, prototype and test - the undeniable power of prototyping
- A little help - how Generative AI can help us
- As a resource for more comprehensive insights
- As a stimulus for enhanced imagination
- Not as a direct resource for novel ideation.
- AI hypothesis testing - a new era for lean startups.
