This lesson will focus on capabilities central to transforming the business model, across key elements, commonly known as “go-to-market”. It will highlight how the work from prior lessons impacts the foundations of business design to innovate the business model. It will demonstrate an orderly decision process, returning to the Costco example from Module 1 Lesson 1. There are two other lessons from Module 1 Lesson 1 that will have implications for this lesson. I invite you to return to those and review the D.I.C.E. model. It explains the impact of digital on value creation, as well as the risks to a pipeline business model that reaches market saturation and collides with exponential platform business models. Consider these lessons, they are critical for strategic choice making for the business model, whether a pipeline business undergoes a complete transformation into a platform or pauses along its innovation journey.
This lesson will focus on capabilities central to transforming the business model, across key elements, commonly known as “go-to-market”. It will highlight how the work from prior lessons impacts the foundations of business design to innovate the business model. It will demonstrate an orderly decision process, returning to the Costco example from Module 1 Lesson 1. There are two other lessons from Module 1 Lesson 1 that will have implications for this lesson. I invite you to return to those and review the D.I.C.E. model. It explains the impact of digital on value creation, as well as the risks to a pipeline business model that reaches market saturation and collides with exponential platform business models. Consider these lessons, they are critical for strategic choice making for the business model, whether a pipeline business undergoes a complete transformation into a platform or pauses along its innovation journey.
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