Yves Pigneur

[from Alex's blog]
A business model is nothing else than a representation of how an organization makes (or intends to make) money. This can be nicely described through the 9 building blocks illustrated in the graphic below, which we call “business model canvas”.

The business model topic is very popular among business people today because in various industries we can see a proliferation of new and innovative business models (i.e. new ways of making money). In several industries new business models are threatening or even replacing established companies and conventional ways of doing business. Just have a look at the music or airline industry.

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A couple of ideas on design and on the so-called “Managing as designing” proposed by Dick Bolland and Franck Collopy (Case Western Reserve University), initially prepared for an Alliance carrefour on co-design.

[slideshare id=522696&doc=designingalliancejune2008-1216671690271314-8&w=300]

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Objective

This course mainly provides the participants with human-computer interaction concepts, theory, and practice, for analyzing the user requirements, designing interactive software and evaluating usability. The course mainly deals with requirement analysis, design, prototyping, usability evaluation, and documentation.

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SERVICES SCIENCE: NEW KEYS TO SUCCESSFULLY DRIVE BUSINESS INNOVATION
Spiral Luxembourg, November 2007

[from Spiral web site]

This talk “presented a rigorous conceptual framework for defining and designing a business model, its value proposition and the associated services. [It] described an analytical instrument for evaluating the value proposition in its environment and detecting its potential disruptiveness”.

[slideshare id=529018&doc=luxnov07tc-1217079066766029-8&w=300]

Objective

Despite the dot-com bubble burst, e-commerce have redefined the ways of conducting business, providing new business models, and competing in the global marketplace. This course provides the participants with an understanding of e-business from a business perspective, in a Internet-enabled economy. The course integrates principles suggested by the science of design, and mainly concerns business/IT alignment engineering.

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SIKS day 2007
The Netherlands

Today’s business environment is characterized by rapid technological changes that makes disruptive innovations and new business models possible. A ’managing as designing’ approach is suggested for defining and evaluating business models. There are three reasons why researchers attending the SIKS day could be interested in this course:

1. It gives a short overview of a scenario-based approach for assessing a technological (ambient intelligence) environment;
2. It presents a rigorous conceptual framework for defining and designing a business model. It shows how this framework can be applied to design a concrete case study;
3. It describes an analytical instrument for evaluating a business model in its environment and detecting its potential disruptiveness.

MINEMA’07 TUTORIAL
Anzère, Switzerland – February 2007

Identifying how insurgents disrupt established markets is a major challenge. In this tutorial, we study techniques for evaluating the disruptive potential of innovative business models. We illustrate these techniques with the case study of Shockfish.

Our analysis is composed of three parts.

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INTEROP WORKSHOP
University of Geneva (Matis)
with Dr. Eric Dubois (CRPHT Luxembourg) and Dr. Michael Petit (Uni. Namur)

This workshop will deal with the business/IT alignment, its “strategic fit” between the strategic aspects and the organizational or process view, and its “function integration” between the business and the technology sides. The workshop is based on the assumption that an explicit business model and strategy map should help to align the business strategy, the organization structure and business processes, and the IS applications and IT infrastructure.

The workshop is structured according three main concepts, and mappings. The ’business model’ and “strategy map” provide a declarative view of the business in terms of financial aspects, value proposition for customers, and value configurations. The “application requirements” correspond to the user needs and specifications for designing and implementing applications. The ’business processes’ provide a more operational view on the how the business model is implemented in terms of transactions, actors in charge of the execution of these processes, and information flows between these processes. The workshop will also investigate the transformation and mappings between business model, application requirements, and business processes, according to different options related to the type of market, the trust existing between stakeholders, and the associated risk analysis, etc.

[slideshare id=529023&doc=gva10introduction-1217080007502788-9&w=300]