Exploring Dynamics Within Innovation Landscapes
Most rooms we enter have four sides and are traditionally built on a standard four-pillar design; they provide the structure to build upon.
Presently in many of our economies, particularly in the West, we are struggling to find real growth; we are limited in our wealth-creating possibilities.
Why is that? Our structures seem to be weak, not strong.
Framing the business model needs a compelling story so that it can be quickly and well understood by others. This is absolutely core. So, how do we go about it?
Recently I provided this contribution to Patrick Stähler’s blog that forms part of fluid minds, a think tank and consultancy for strategic and disruptive innovations. They focus discussions on their very distinctive version of the Business Model and its design.
This was on some thoughts on how to explain your business model through a story or your business narrative. The original post is here
The hard part comes after designing your new Business Model when you have to explain it.
In business, the future narrative is becoming vital. We all should care about the future and it becomes so important for us all to identify or not, as this gives us our identification.
I have found that narratives are becoming increasingly important to explain ‘things’. I’m re-learning this ‘art’ to tell a compelling story.
Our stories can combine much, communities can identify or reject, we can begin to explain complex stories by presenting a well-designed narrative that presents the arguments. It can explain the connections and outline the issues, both in terms of risk and opportunity.
I think business narratives will become essential for our organizations to use to explain where they are and what they see as their future.
A good business narrative should fill a real knowledge gap