The risk-driven businees model: four questions that will define your company Karan Girotra, Serguei Netessine
Contributor(s): Netessine, Serguei.Publisher: Boston, Massachusetts Harvard Business Review Press 2014Description: 241 páginas ilustration., figures. 22 cm.Content type: Media type: Carrier type: ISBN: 9781422191538.Subject(s): Planeación estratégica | Cambio organizacional | Planeación empresarialDDC classification: 658.4012
|Item type||Current location||Collection||Call number||Vol info||Copy number||Status||Date due||Barcode||Item holds|
|Book||B. Posgrados En carrito para ordenar en estante||Colección general||658.4012 G527 (Browse shelf)||2014||1||Available||0000056657|
|Book||B. Posgrados Colección general||Colección general||658.4012 G527 (Browse shelf)||2014||2||Available||0000056658|
Enhanced descriptions from Syndetics:
How to outsmart risk
Risk has been defined as the potential for losing something of value. In business, that value could be your original investment or your expected future returns.
The Risk-Driven Business Model will help you manage risk better by showing how the key choices you make in designing your business models either increase or reduce two characteristic types of risk--information risk, when you make decisions without enough information, and incentive-alignment risk, when decision makers' incentives are at odds with the broader goals of the company. Leaders who understand how the structure of their business model affects risk have the power to create wealth, revolutionize industries, and shape a better world.
INSEAD's Karan Girotra and Serguei Netessine, noted operations and innovation professors who have consulted with dozens of companies, walk you through a business model audit to determine what key decisions get made in a business, when they get made, who makes them, and why we make the decisions we do.
By changing your company's key decisions within this framework, you can fundamentally alter the risks that will impact your business.
This book is for entrepreneurs and executives in companies involved in dynamic industries where the locus of risk is shifting, and includes lessons from Zipcar, Blockbuster, Apple, Benetton, Kickstarter, Walmart, and dozens of other global companies.
The Risk-Driven Business Model demystifies business model risk, with clear directives aimed at improving decision making and driving your business forward.
Archimedes´ lever. - - The business model audit. - - The what strategy. - - The when strategy. - - The who strategy. - - The why strategy. - - Business model innovation in action. - - The next business revolution?
"Innovation isn't always about new products or services. In fact, many new ideas are realized--and then brought to market--thanks to a disruptive business model that challenges the conventional operating logic of an industry. In The Risk-Driven Business Model, Karan Girotra and Serguei Netessine--both professors at INSEAD--introduce a toolkit to help innovators better conceive the disruptive business models that create wealth and revolutionize industries. In the book, they outline how to transform a company by revisiting the assumptions around the firm's key decisions. Business model innovation, the authors say, essentially is about WHAT key decisions get made in a business, WHEN they get made, WHO makes them, and WHY those individuals make the decisions they do. So by changing a company's approach to these choices, you can fundamentally alter the risks involved and invent new, superior business models. Girotra and Netessine also describe the kinds of processes companies should have in place to help them imagine and explore these changes. With numerous examples of well-known companies in many different countries that are using the framework, this book serves as a toolkit for anyone--from entrepreneurs to executives--involved in the dynamic decisions that move industries forward"-- Provided by publisher.
Table of contents provided by Syndetics
- Chapter 1 Archimedes' Lever (p. 1)
- Chapter 2 The Business Model Audit (p. 29)
- Chapter 3 the what strategy (p. 57)
- Chapter 4 The When Strategy (p. 87)
- Chapter 5 The Who Strategy (p. 119)
- Chapter 6 The Why Strategy (p. 147)
- Chapter 7 Business Model Innovation in Action (p. 175)
- Chapter 8 The Next Business Revolution? (p. 205)
- Notes (p. 215)
- Index (p. 223)
- Acknowledgments (p. 233)
- About the Authors (p. 239)
Reviews provided by Syndetics
Publishers Weekly ReviewProfessors at the international graduate business school INSEAD, Girotra and Netessine identify two new types of risk created by an organization's business model: information risk, which requires decision making without sufficient information; and incentive-alignment risk, which leads to actions that clash with the interests of a value chain. The authors stress that being mindful of these risks and making small modifications to an existing business model can create significant competitive differences. To that end, they present the four W's for designing better business models, which examine what decisions are made, when they are made, who makes them, and why they are made. Girotra and Netessine also explore the decisions that constitute a business, what a business is about, and its attitude about risk. They provide numerous examples of corporations that have made minor changes and garnered significant results, such as Diapers.com, Minute Clinic, Kickstarter, and Benetton. In addition, they follow a startup venture called Terrapass from rough idea through emerging concept and experimentation to early success and eventual evolution, to demonstrate a business model in action. Executives seeking to maximize opportunities while minimizing risk will find substantive ideas. (July) (c) Copyright PWxyz, LLC. All rights reserved.
Booklist ReviewAcademics Girotra and Netessine contend that significant competitive differences are achieved with seemingly small modifications applied to business models in a systematic way. Based on extensive corporate research, they explain BMI (Business Model Innovation), an improvement over traditional product innovation that is effective for entrepreneurs and new companies; internal resistance often arises in established companies with entrenched business methods. A BMI opportunity encompasses all the ways in which a tangible product is marketed, delivered to customers, or enhanced with services. Inventing or reinventing the business model lies in changing how decisions are made, what decisions are made, when they are made, who makes them, and why they are made. The key choices made in designing business models will either increase or reduce two types of risk: information risk, when decisions are required with insufficient information; and incentive-alignment risk, when the incentives imposed by a business model clash with broader corporate interests. Girotra and Netessine offer excellent ideas and a thought-provoking road map for product innovation.--Whaley, Mary Copyright 2010 Booklist
Author notes provided by SyndeticsKaran Girotra is Professor of Technology and Operations Management at INSEAD. His research has appeared in top academic journals and has been featured by the Financial Times , Businessweek , Sloan Management Review , and Harvard Business Review . A former entrepreneur himself, Girotra continues to engage actively with start-ups, largely as an instigator, adviser, and mentor.
Serguei Netessine is the Timken Chaired Professor of Global Technology and Innovation at INSEAD and the Research Director of the INSEAD-Wharton Alliance. His research has received extensive media coverage in CIO Magazine , the Economist , Forbes , and the New York Times . He consults and advises companies ranging from start-ups to Fortune 100 corporations and US governmental agencies.