3. 1. Sebutkan teknik-teknik design bisnis model?
2. Dalam empathy map, hal-hal apa saja yang
perlu dianalisa untuk mengetahui customer
insight?
3. Apa saja ideation process?
4. Sebutkan epicenters of business model
inovation?
5. Sebutkan teknik story telling?
9. • Pemetaan model bisnis yang ada adalah merancang
model bisnis baru dan inovatif. Yang dibutuhkan
adalah proses kreatif untuk menghasilkan banyak ide
model bisnis.
• Anda dapat menghasilkan ide-ide untuk model bisnis
yang inovatif dari beberapa titik awal yang berbeda.
Dilihat dari episenter dari inovasi model bisnis
menggunakan Model Bisnis Canvas,
dan pertanyaan "bagaimana jika".
10. Pembentukan ide merupakan
proses kreatif untuk
membangun sejumlah ide
model bisnis dan memilih
salah satu diantaranya yang
terbaik.
Yang perlu diperhatikan
adalah:
1. Mengabaikan status quo
2. Hanya memperhatikan isu-
isu operasional
13. Tugas menghasilkan ide-ide baru tidak harus secara
eksklusif, biasa disebut “ kreatif“. Ideation adalah latihan
tim. Bahkan, pada dasarnya model bisnis inovasi
memerlukan partisipasi dari orang-orang dari seluruh
organisasi.
Model bisnis inovasi adalah mencari untuk menciptakan
nilai dengan mengeksplorasi blok bangunan model bisnis
baru dan membangun hubungan inovatif antara blok. Hal ini
dapat melibatkan semua blok dari kanvas, apakah Saluran
Distribusi, atau sumber daya kunci. Sehingga membutuhkan
masukan dan ide-ide dari orang-orang yang mewakili
beberapa daerah.
14. Proses pembentukan
ide sbb:
1. Komposisi Tim
2. Keterlibatan Penuh
3. Memperluas
4. Seleksi Kriteria
5. Prototyping
Aturan-Aturan
Brainstorming:
1. Tetap Terfokus
2. Jalankan
peraturan
3. Berpikir secara
visual
4. bersiap
15.
16. using visual tools to construct and discuss meaning.
to turns its tacit assumptions into explicit information.
a different discussion that give options easily by adding,
removing, or moving pictures around.
to enhances strategic inquiries by making the abstract
concrete, by illuminating relationships between elements,
and by simplifying the complex.
four processes improved by visual thinking:
understanding, dialogue, exploration, and communication.
17. Post-itTM notes function like idea containers that can be
added, removed, and easily shifted between business model
building blocks.
Three simple guidelines: (1) use thick marking pens, (2) write
only one element per Post-itTM note, and (3) write only a few
words per note to capture the essential point
Discussion around which notes to place on or remove from the
Canvas and debate over how one element influences others
give participants a deep understanding of the business model
and its dynamics.
18. people react more strongly to images than to
words. People interpret simple stick figures far
more easily than abstract concepts expressed in
text.
Sketches & drawing is
◦ explaining and communicating your business model
based on simple drawings
◦ sketching out a typical client, their needs and
environment to illustrate one of your Customer
Segments.
19. 1.Visual Grammar: It tells you which pieces of
information to insert in the model, and where.
2.Capturing the Big Picture: The Business Model Canvas
visually simplifies the reality of an enterprise with all
its processes, structures, and systems.
3.Seeing Relationships: requires not only knowing the
compositional elements, but also grasping the
interdependencies between elements.
20. 1.Collective Reference Point: tacit assumptions turns into
explicit information is a way to improve dialogue.
2.Shared Language: it is not only a reference point but
also a vocabulary & grammar that helps people better
understand each other.
3.Joint Understanding: When experts jointly draw a
business model, everybody involved gains an
understanding of the individual components and develops
a shared understanding of the relationships between these
components.
21. 1.Idea Trigger: Ideas placed in the Canvas trigger new
ones. The Canvas becomes a tool for facilitating the idea
dialogue—for individuals sketching out their ideas and
for groups developing ideas together.
2.Play: With the elements of a model visible on a wall in
the form of individual Post-itTM notes, you can start
discussing what happens when you remove certain
elements or insert new ones.
22. 1.Create Company-Wide Understanding: employees need a
shared understanding of the model so they can move in the same
strategic direction.
2.Selling Internally: ideas and plans often must be “sold”
internally at various levels to garner support or obtain funding.
Good imagery readily communicates your organization’s current
status, what needs doing, how it can be done, and what the future
might look like.
3. Selling Externally: entrepreneurs with
plans based on new business models
must sell them to other parties, such
as investors or potential collaborators.
23. A powerful way to explain a
business model is to tell a story one
image at a time.
It’s better to introduce the model
piece by piece. You could do this by
drawing one piece after another, or
by using PowerPoint.
An appealing alternative is to pre-
draw all the elements of a business
model on Post-itTM notes, then put
them up one after another as you
explain the model.
26. Prototipe berperan dalam pra-pelaksanaan yakni
visualisasi dan pengujian. Selain itu juga sebagai
alat penyelidikan untuk mengexplore
kemungkinan-kemungkinan baru.
Prototipe membantu mengembangkan
pemahaman yang lebih baik.
Prototipe jarang menjelaskan semua elemen
dari model bisnis yang nyata. Namun berfokus
hanya pada aspek-aspek tertentu dari model
sehingga bisa menunjukkan arah baru untuk
eksplorasi.
27. Prototyping business model adalah mindset yang
disebut “Design Attitude."
Prototype adalah komitmen untuk menemukan bisnis
baru dan model yang lebih baik dengan membuat
banyak sketsa prototipe (baik yang masih kasar
sampai dengan yang detail akan mewakili
banyak pilihan strategis)
Prototype bukan hanya tentang menguraikan ide-
ide yang direncananakan untuk diterapkan, namun
tentang eksplorasi hal-hal baru yang mungkin tidak
masuk akal, bahkan “imposibble idea” yang ditambah
atau dikurangi dari masing-masing
elemen prototipe.
28.
29. “Tujuan bercerita adalah untuk memperkenalkan
model bisnis baru dengan cara yang menarik dan
nyata”
Mengapa Bercerita:
1. Memperkenalkan
Yang Baru
2. Melempar Ke
Investor
3. Melibatkan
Karyawan
30.
31.
32.
33.
34. Scenarios can be useful in guiding the design
of new business
models or innovating around existing
models. Like visual thinking, prototyping and
storytelling, scenarios render the abstract
tangible.
For our purposes, their primary function is to
inform the business model development
process by making the design context
specific and detailed.
35. The scenario is another thinking tool that
helps us reflect on business models of the
future.
Editor's Notes
visual thinking mean using visual tools such as pictures, sketches, diagrams, and Post-itTM notes to construct and discuss meaning. by visually depicting a business model, one turns its tacit assumptions into explicit information.drawing it will allow you to discuss different options easily by adding, removing, or moving pictures around.Visual thinking enhances strategic inquiries by making the abstract concrete, by illuminating relationships between elements, and by simplifying the complex. four processes improved by visual thinking: understanding, dialogue, exploration, and communication.
During exploratory discussions, some elements might be removed and replaced multiple times to explore new ideas.
- Pictures deliver messages instantly. Simple drawings can express ideas that otherwise require many words.
- The problem is that most of us think we can’t draw. We’re embarrassed lest our sketches appear unsophisticated or childish. The truth is that even crude drawings, sincerely rendered, make things tangible and understandable.
-
1. We all hold tacit assumptions in our heads, and posting an image that turns those implicit assump- tions into explicit information is a powerful way to improve dialogue. It makes a business model into a tangible and persistent object, and provides a refer- ence point to which participants can always return.
2. This is particu- larly valuable in organizations with matrix reporting structures where individuals in a working group or task force may know little about each other’s functional areas. A shared visual business model language powerfully supports idea exchange and increases team cohesiveness.
3.
