Personal Case Experience

Development of Innovative & Disruptive Business Models

When I launched my own venture in 2000, we were about the first to offer Sofware as a Service for a monthly rental, versus selling the soft- & hardware. We took the decision based on a clear analysis of competitors, current market behaviors, new technical developments and - most important - customer constraints and frustrations. 

Breaking the rules of the current industry players, i.e. breaking your own rules, should not only be a reaction to upcoming disruptors - it should become a regular strategic exercise where you challenge the fundamentals of your current business. Particularly when you are successful, which implies the highest risk of being blind to attacks from disruptors in stealth mode.

Over time, we have developed a structured process for developing innovative business models: it starts with the externalization of the current business models which have often developed organically over time, as well as of their underlying assumptions. Subsequently we systematically challenge those assumptions with a "what-if"-mindset, before introducing the new possibilities of emerging technologies into the picture. Adopting a cross-industry perspective is also particularly helpful in order to challenge the thinking within the current segments.