Dr. Alexander Osterwalder is the lead author of the international bestseller Business Model Generation, passionate entrepreneur, and demanded speaker. He co-founded Strategyzer, a software company specializing in tools and content for strategic management and innovation.
Dr. Osterwalder invented the “Business Model Canvas,” the strategic management tool to design, test, build, and manage business models, which is used by companies like Coca Cola, GE, P&G, Mastercard, Ericsson, LEGO, or 3M. He is a frequent keynote speaker in leading organizations and top universities around the world, including Stanford, Berkeley, MIT, IESE and IMD. Follow him online @alexosterwalder.
In this episode of CXOTALK, we speak with two experts on the intersection of transformation, culture, and business models.
There are implications for entrepreneurship when everyone is focusing on the valuations that VCs are placing on unicorn startups.
Innovative thinking and technology have led to new business models. But, rather than follow the pack, we should question our assumptions and ways of doing things.
A company's business situation determines whether it needs a new value proposition, a new business model, or both. Companies must know what the change entails.
Startups can be a source of innovation for a large company, but things don’t always work out for one or both parties. Here’s how to make the arrangement work.
Knowing that your value proposition is flawed as early as possible gives you ample space to pivot and re-pivot. This increases your chance of success.
Getting the value proposition right is an iterative process and critically important.
The Value Proposition Canvas helps you map out how your company’s offerings will create value for a type of customer based on specific customer jobs and tasks.
Every body’s talking about product market fit. What is product market fit and why should you care?
A value proposition should be part of every business model. Successful companies strive to create value for both the customer and itself.
Identifying a true value proposition requires understanding things from the customer’s point of view, not your company’s.
As the business world changes, new business models are needed. Creating new business models is about experimentation -- exploration.
A startup is not a tiny version of an established company. Whether you partner with or purchase a startup, achieving success depends on understanding this.
Improving value propositions and creating better business models entails a blend of new and old school methods. Digital technologies is part of the toolkit.
"Innovation Program" is the hot word in executive suites these days. But how can established companies succeed at business model innovation?
Companies must learn to balance operating an existing business with cultivating innovation spaces. This is especially true for large companies.
News Flash to startups! Finding the right business model is more important than the right idea.
Today, many industries are facing the expiration of their current business models. They must rejuvenate or reinvent their business to create a new competitive advantage.
There are many benefits to succinctly mapping out the nine core elements of a business model.
A business model maps out how a company will create, deliver, and capture value for itself and its customers.
Alex Osterwalder explains what a business model is, and why they matter to companies even more today.
Business models are the foundation of successful innovation for both startups and large organizations. In this special edition of CXOTalk, we ask Dr. Alexander Osterwalder a series of rapid-fire questions on topics related to business models, transformation, and innovation.
Dr. Alexander Osterwalder is the lead author of the international bestseller Business Model Generation, passionate entrepreneur, and in-demand speaker.