Came across a video this morning of Bruce Mau, the well known designer and planner talking about his Center for Massive Change. Much of this is very resonant with where 21inc is going. Like the Center, we're developing a "methodology and expertise to be constantly innovative, to deal with challenges that will emerge in the future." We're focused on building a community of "entrepreneurial learners." Because change is happening so fast, people need to know how to "explore possibilities as they're evolving."
His analogy about being lost in the forest is brilliant and incredibly relevant to Atlantic Canada. I may "borrow" it.
Friday, February 11, 2011
Wednesday, February 2, 2011
Making Models
Our quarterly board meeting is this Saturday and it's more anticipated than usual. (Aren't board meetings always hotly anticipated??)
I've been devouring the book, Business Model Generation, over the past few weeks. Unlike most business books, this one is useful. Very. A business model is a description of how an organization creates, captures and deliver value. BMG shows how a combination of nine building blocks (eg. value proposition, key activities, customers) that all organizations have work interdependently to create, capture, and deliver value.
On Saturday we're developing the 21inc business model. We do each of the building blocks to some extent. Some better than others. But we've never put them together and see where we need to focus for future success and sustainability. There's so many benefits from doing this, including understanding where we need systems, what we should stop doing, and where we need to double down.
The picture above is from our practice session (prototyping for the design thinkers out there) with the Executive Committee this Monday.