1395 square feet (130 Square Meter) Single story Kerala model house design by A-CUBE Builders & Developers Thrichur, Kerala. Today we are showcasing a house for budget, a 950 square feet (88 square meter) (105 square yards) , 2 bedroom attached modern house plan.
750 square feet (70 square meter) (83 square yard) small budget North Indian style single floor house architecture.
2983 Square Feet (277 Square Meter) (331 Square yards) modern style painted home architecture.
Your use of the MIT OpenCourseWare site and course materials is subject to our Creative Commons License and other terms of use. 2509 Square Feet (233 Square meter) (279 Square Yards) 2 story contemporary Kerala home design by Abdul Rahiman S.P (Shade IN Designers), Kasaragod, Kerala. Architect designed contemporary styled three storied independent villa in a premium residential colony off Kumaranasan road in Panorama residency, Kadavanthara. 2592 Square Feet (241 Square Meter) (288 Square Yards) Contemporary villa in Kerala design by Green Architects, Kozhikode,Kerala. 2185 Square feet (203 Square Meter) (243 Square Yards) Contemporary India house plan by Sanjay Doshi (Rachana Architect), Godhra,Gujarat - India. 1582 Square feet (147 Square Meter) (176 Square Yards) India house plan design by Sanjay Doshi (Rachana Architect), Godhra,Gujarat - India. 2390 square feet (222 square meter) (266 Square Yards) Modern Sloping roof house design by Greenline Architects, Calicut, Kerala.
1800 square feet (167 Square Meter) (200 Square Yards) Contemporory Kerala home design by A-CUBE Builders & Developers Thrichur, Kerala. 1923 Square Feet (179 Square Meter) (214 Square Yards) low cost home in Kerala by Triangle Homez, Trivandrum, Kerala.
2520 Square Feet (234 Square Meter) (280 Square Yards) Kerala model modern home design by Sandhya & Sanilkumar (Design Gallery) Kerala. 2222 Square Feet (206 Square Meter) (247 Square Yards) Kerala model home design by Green Homes, Thiruvalla, Kerala. 2350 Square Feet (218 Square Meter) (261 Square Yards) Kerala style sloped roof house design by Green Homes, Thiruvalla, Kerala. 2800 Square Feet (260 Square Meter) (311 Square Yards) Kerala model single story house design by Green Homes, Thiruvalla, Kerala. 2400 square feet (223 square meter) (267 Square Yards) Contemporary 2 story Kerala home design by Greenline Architects, Calicut, Kerala. 2380 Square Feet (221 Square Meter) (264 Square Yards) Kerala style home design by Vismaya 3D Visuals, Ambalapuzha, Alappuzha, Kerala. Regardless what wording we use, what we need is a process that helps companies to develop innovative business models that customers, employees and the owners love. Today, two processes exit in companies that could be used: the innovation process and the strategic planning process.
Regardless how much you plan, you will not predict the future because neither customers nor companies can anticipate what is possible. Agility: Agility is not velocity (speed in a given direction) but finding fast the right way to go. Business Model Thinking:  The building blocks of a business model are your new boxes to think in. Open and Focus: Your process has to force you to open your mind at the beginning, to let you  see things differently, but the process also needs to force you to take decisions on what you want to focus on and how you can test your assumptions. The process is not linear: There are pivots where you have to jump back when a core assumption has proved to be wrong.


Beware that we are humans: A business is not Lego blocks that you can rearrange according to your will. Unlearning:  As we all know, unlearning is not possible for humans, since we have no delete button in our head.
Customer Insights: Taken the jobs-to-be-done approach, you have to develop insights into your customers and their badly or unsolved jobs. Technology Insights: Understand technology, very deeply but not the technological features but what its business idiosyncrasies are and what are repercussions your business but also for your customers are.
The business model canvas gives you the right boxes for new and fresh ideas, the process helps you to fill the boxes. I like the fact that the diagram above has been designed using the Input-Process-Output (IPO) Model. Once this is done, the next step is to go out (Getting Out of the Building -as Steve Blank would say) and validate the need statement. Contrary to Steve Blanks, I prefer to have validated customer insights BEFORE we start with ideas.
In fact, your approach is quite similar to ours…in that we start by going out to observe and understand the problems, challenges and opportunities. I agree, innovation must be a collaboration that takes a holistic approach to solving problems, encompassing the interaction between people (skills and performance levels), processes, and infrastructure (IT systems and technology).
By focusing strictly on the “process” of innovation without understanding the interaction between people (skills and performance levels), process, and infrastructure (IT systems and technology), innovation is less likely to succeed. My experience tells me that the normal employees usually has to do the least of rethinking. Before this post, I had already another title in my mind for another post: The title is: Who is in charge of business model innovation? Processes are a means to an end and need to cater for human values and the culture that an organization has or likes to establish.
First of all, I must congratulate you on writing a great article on the importance of business model agility. In the world of NGOs and development assistance, many donors require very careful and precise planning.
I have experience with startups as well as consulting for large companies, and have seen firsthand how hard it is for large companies, with their institutional structures and biases, to innovate on business models and respond to or even anticipate the changes that affect them in order to create shareholder value.
Wonder if you have any thoughts on how a large company can create the kind of culture where such agility and innovation are part of daily life, instead of an afterthought.
His big idea is business agility and he is so right since the missing part in business model innovation is the process moving from your current business model to a better future. The names of the processes suggest that they could be useful, however in reality the opposite is the case. Business model innovations have a disruptive character and focus on the whole business model. The only way to push for radical innovation is to accept the uncertainty and thereby accepting that with more traditional planning we can not predict the future. So you circumvent the problem to always start with the classical points of innovation like products or processes. But with the jobs-to-be-done approach and the business model canvas you can unhide your tacit assumptions about your business. Together with your customer insights you can come up with solutions you have never dreamed of.
But even then, most factual know-how in business are human believes and not scientifically proven natural laws that never change.


The business model canvas Patrick has developed is the only one that has an explicit dimension for it. They are concerned that without such planning there will not be enough accountability; this is of course a valid concern.
Really resonated with me, and I must say that LEARNING and failing fast is really at the heart of any entrepreneurial venture. Both processes have the hidden assumption that with more and better planning you can anticipate the future. There is a need for business model innovations in any industry due to the Internet, the demand for clean energy, globalization, and due to the rise of Asia. The aim should not be to predict the future but to plan a creative process how to shape the future. So focus on the human side of business. Humans are the biggest source of creative solutions but also the biggest impediment for new solutions.
The team & the values of an organization are the foundation in any business model innovation process. Developing innovation in your business model is working in a SES or Social Ecological System and the rules of nature apply. There are 6 business models emerging for the mobile and digital age – SaaS, usage, eCommerce, Advertising, Marketplace and Licence.
However the typical planning approach used is the Logical Framework, which I think fails to take into account the complex, non-linear nature of interventions in human societies.
This blog is a blog about business model innovation and not my personal blog, so any great articles are welcomed. Most of the time is thinking in the whole business model and not just in components like the supply chain.
We use insights from customers and technologies to create cognitive dissonances in order to create discomfort with the current situation. We can use these models to link together operations, numbers and value so that investors, entrepreneurs and analysts have the same understanding of how a start up business operates and makes money. Top-management knows they have to do something but they are so focused on their current business. These tacit assumptions might be right for a world of sustaining innovations, in a world of more-of-the-same. The supply chain is a fantastic starting point for sustaining innovation however, you mostly optimize the current business model and here the value architecture. In general we put a lot of effort on customer insights before we start in detail with the solution. We have trainings with high potentials but as soon as we approach the core of a firm, the management becomes reluctant. We have the strong belief that we should not have a change management after strategizing but the strategy process is THE change process for the management. Bringing focus to the business innovation process as your list does means we can be more likely to find and meet needs and values in a real way. And usually, my clients are well run firms that excel in their current business so it is easier for management to concentrate on the current business model.



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