Yves Pigneur

Conférence sur “Business models et universités” à l’Université de Namur

Les objectifs de cette présentation sont de découvrir le BMGEN canvas et l’attitude Design thinking pour décrire, remettre en question et esquisser de nouveaux business models pour les universités.

Quelques références sur les changements en cours :

King, Gary, and Maya Sen. 2013. The Troubled Future of Colleges and Universities. Political Science and Politics 46 (1): 81-113. (PDF)

Imagining the universities of the future, World Economic Forum (web)

University of the future, Ernst & Young (PDF)

MOOCS: an alternative business model for higher education, Gilfus Education Group (web)

Finally, a business model for MOOCS. The EvoLLLution (web)

Christensen, C., Eyring, H. (2011) The Innovative University: Changing the DNA of Higher Education from the Inside Out. Harvard Business Press (amazon)

Coursera (web) > see also the blogpost “Coursera: the online revolution” (post)

Panel sessions complement the ECIS (web) conference program (Utrecht, June 5-8 2013), by allowing for the discussion of emerging or controversial issues as well as new research ideas.

The following proposals have been accepted by the program committee:

The Incredible Shrinking Pipeline: Refashioning IS participation in the 21st Century (gender focus)
with Cathy Urquhart, Jenine Beekhuyzen, Deborah Armstrong, Jason Thatcher and Jane Fedorowicz

IS History: The Origin of IS in Different Regions
with Ping Zhang, Carol Saunders , Phillip Ein-Dor, Niels Bjørn-Andersen and Frank Land

Political consultancy: an area for information systems academicians to create value?
with Claudia Loebbecke, Nicole Dewandre, Georgios Doukidis, Stefan Schepers, Sarah Spiekerman and Edgar Whitley

Meet the editors
organised by Janice Sipior

The CIO Forum

Jan Peeters uses Lego Serious Play (LSP) for stimulating business model innovation using the BMGEN canvas, as illustrated in one of his slide deck on slideshare (web)

(blog)

a last meeting with Pieter Kemps, Business Development & Venture Capital, Amazon Web Services, Singapore, on “BM economics” issues.

The discussion concerned BM economics, based on a document issued after our last meeting (previous post) “A guide for founders, startups, and investors into the key economics that drive Business Model profitability”. The initial idea aims to make the Business Model more actionable by answering some key questions:

- What are the key drivers that impact Volume/Costs/Revenues within a Business Model? How can one focus my actions to achieve Profitability?

- What are the key metrics that impact these drivers? Which are ’vanity metrics’ and which are ’high-impact’?

- How are these metrics similar for a given Business Model pattern? And how does this align to startups in, e.g., SaaS, Mobile, E-commerce?

- How can we device a growth strategy to drive the high-impact metrics in the right direction, that is, towards Profitability?

REFERENCES

Two interesting references on assessing a potential business model:

Hamermesh, R., Marshall, P, Pirmohamed, T. (2012) Note on Business Model Analysis for the Entrepreneur, Harvard Business School, 9-802-048 (PDF)

The note suggests techniques for assessign on how likely is a business model to turn cash flow positive, how much time is required to ramp-up the revenue in order to turn cash flow positive, and how large the investment is required to pursue the business model.

Mullins, J., Komisar, R. (2009) Getting to Plan B: Breaking Through to a Better Business Model. Harvard Business Review Press. (web) (abstract) (SMR)

Every business model needs to quantitatively address five key elements:

revenue model: Who will buy? How often? How soon? At what cost? How much money will you receive each time a customer buys? How often will they send you another check?
gross margin model: How much of your revenue will be left after you have paid the direct costs of what you have sold?
operating model: Other than the cost of the goods or services you have sold, what else must you spend money on to keep the lights on?
working capital model: How early can you encourage your customers to pay? Do you have to tie up money in lots of inventory waiting for customers to buy? Can you pay your suppliers later, after the customer has paid?
investment model: How much cash must you spend up front before enough customers give you enough business to cover your costs?

A FaberNovel report on Amazon.com

The same day an interesting report entitled “Amazon.com, The Hidden Empire – Three digital engines to reshape and dominate retail” has been released by Faber Novel (web), on Techrunch (web) and slideshare:

meeting with Clavin Chu and Mark Lee, partners of Eden Strategy Institute (web), on research issues in social business, business models and financing social innovation

“Eden helps leading global corporations, governments, and non-profit organizations profitably achieve social impact by aligning their growth platforms, operations, products, and services with market forces and developmental opportunities (more)

Several research issues have been explored, such as the interlinkages between new sets of stakeholders and funding sources; their dynamics and player incentives; the multi-sided benefits of various social business models …

meeting and lunch with Prof. Thompson Teo (web) Prof. Wei Kwok Kee ’?’?’? (web), City University of Hong Kong and on sabbatical at NUS this year. Discussion on the place of IS in the bschools’ curricula (undergrads, master & MBA) at CityU, NUS and Lausanne, interests of students and employers in IT, placement on job market, role of faculty, …

very interesting meeting with Dr. Pan Shan Ling (web), Prof. & Deputy Head of the IS dpmt, School of Computing at NUS (introduced by Felix Tan, The University of New South Wales)

“Dr. Pan has developed a keen interest in the IT and eCommerce industry of China, especially on how some of the best practices can enrich our understanding of IT management, business models and innovation. In the last 5 years, he has conducted in-depth studies with organizations in China. Some of these enterprises include Alibaba.com, China Mobile, COFCO, Haier, Tencent, NeuSoft, SAP China, Jeanwest, XuGong Group, Damai.com; Shanghai Tobacco, and 360buy.com. The main objective of these studies is to understand issues related to the fluidness and fluidity of Chinese organisations. (more)

Shan is also coordinating the China IT Research Centre (CiTRC). More recently, he has emerging research interest in the role of ICT in design thinking for social innovation.

“Les mécanismes de l’économie” (2012) par Charles Jaumotte, prof. aux FUNDP à Namur en Belgique est une initiation à l’économie (mon premier prof. d’économie, il y a fort longtemps: cours extraordinaire …)

“Ouvrage magistral. Le livre présente les différents aspects de la théorie économique: micro, comptes nationaux, macro, théorie monétaire. Ses exposés tout au long de l’ouvrage sont judicieusement illustrés par des exemples relatifs à politique économique, à la gestion des entreprises, au marketing, à la gestion des administrations publiques” – François Bodart

“Outre l’analyse classique des théories économiques, la cinquième partie est entièrement consacrée à la crise actuelle, à ses origines, à sa généralisation ainsi qu’aux solutions envisagées (more)

A collection of amusing drawings of business models using BMGEN, tracked on Pinterest by Estelle Metayer (Competia)

highly interesting meeting with Kristine and Marieke, founders of Business Model Innovation Culture (BIC).

BIC helps businesses drive innovation culture, based on a modern fusion of Western and Eastern wisdom. BIC is the original inventor of the ICAT, the first diagnostic tool for measuring business innovation culture in Asia. BIC also invented ICONs, a method to classify and understand the different personalities needed for a successful innovation process. (more)

Their tools are thought well and nicely designed!