翻訳
The Challenges of an Innovation Journey (an Author's Perspective)
イノベーションの旅という挑戦
by Alex.Osterwalder
Our upcoming book Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (25% pre-purchase discount) is literally on the way to the printing press – time to summarize the experience.
出版される著書『ビジネスモデル創出：ビジョン家、ゲームのルール変更者、挑戦者のための本』（先行購入には25％割引アリ）は、文字通り印刷機に向かう途上にある――私の経験をまとめる時期に来た。
The past 14 months have been an exciting, but also very exhausting innovation journey. From all my experiences with innovation (I have helped build two and sell one organization) this has been by far the most challenging one. It is only thanks to a great team that this project has produced a powerful book (Yves Pigneur: Co-Author, Alan Smith: Design, Tim Clark: Editing, Patrick van der Pijl: Production). So how did the journey look like:
過去14ヶ月間は、刺激的だが、非常に消耗したイノベーションの旅でもあった。イノベーションに関わった私の全経験（二つの組織の起業と、もう一つの組織の売却を手伝った）からいえば、これは、群を抜いて最高にやりがいのあるものだった。このプロジェクトによってすばらしい本が生み出されたのは、ただただ最高のチームのおかげであった(Yves Pigneur: Co-Author, Alan Smith: Design, Tim Clark: Editing, Patrick van der Pijl: Production)。そこで、この旅の様相と言えば：
Starting Point
開始時点
Goal:
目標：
* Produce a book on the topic of business model innovation that stands out in a market where countless strategy and management books are published every year
※無数の戦略や経営に関する本が毎年出版される市場で傑出するような、ビジネスモデルイノベーションというトピックに関する著書を作り出すこと。
Assets:
資産（利点）：
* a “willing” and enthusiastic co-author with the best analytical and structuring skills I can imagine: My former PhD supervisor Prof Yves Pigneur
※考えつける中で最高の分析スキルおよび構成スキルを持つ、「意欲ある」そして熱心な共著者：博士課程時代の指導教授Yves Pigneur
* a reasonably well frequented blog on business models with a global audience
※世界中に読者のいるビジネスモデルに関する適度に更新されるブログ
* a business model innovation approach increasingly practiced around the world, notably in companies such as 3M, Ericsson, Deloitte, and Telenor (based on my PhD dissertation and blog)
※世界中、とりわけ3M, Ericsson, Deloitte, and Telenorのような会社の中で、次第に実行されることが多くなったビジネスモデルイノベーションアプローチ
* a variable income stream from keynote talks and workshops that almost covers the living costs for my little family (invitations for gigs solely through my blog) and allows for writing
※私の家族の生活費をほぼまかなえ、執筆を可能とする収入源――(ブログのみを通じて一回限りの講演の募集による)基調講演やワークショップから得られる変動的収入。
Handicaps:
不利な条件
* “Competing” in a field of big name gurus from Harvard, Insead, Wharton & Co., while I am mainly known through my blog
※ハーバード、インシアド、ウォートンなどの高名なグルがいる分野での「競争」、他方私はブログを通じて知られるだけだ。
Initial Ideas:
当初のアイデア
* Publish the book based on an innovative business model to underline the importance of the concept
※概念の重要性を強調する、ビジネスモデルを基にした著作の出版
* Finance the book through corporate sponsors who would have their logo on the cover
※表紙にロゴを載せる企業スポンサーによる著書出版費の捻出
* Bypass publishers
※出版社を飛び越す。
* Sell mainly through Amazon.com
※アマゾン.comをメインにした販売
Of course things turned out differently than I initially imagined. It was actually much more exciting, though I hadn’t foreseen most of the obstacles. But let’s first look at the end result of the journey.
もちろん、当初予想したものとは異なる事態となった。問題点の多くを見通せたわけではなかったのにもかかわらず、この旅は実に刺激的であった。しかし、旅の最終結果をまず見てみよう。
Outcome:
結果
* a highly visual, full color, beautifully designed, and practical book with 280 pages on business model innovation
※ビジネスモデルイノベーションに関する280ページの、絵や図の多い、いろどり鮮やかな、美しくデザインされ、実用的な著作。
* strong differentiation from traditional strategy & management books
※従来の戦略やマネジメントの本とは根本的にちがうもの
* 470 co-authors who have contributed to making this a better product and who have partially financed the endeavor through their access fees to the Business Model Hub where the co-creation has take place
※この本をもっと良いものにしようと貢献してくれ、共創が生じたビジネスモデルハブへのアクセス料金を支払ってくれてこの取り組みに部分的にであるが資金提供してくれた470名の共著者。
* Pre-sales through our own website www.businessmodelgeneration.com that have contributed to financing the first print run
※第一版の資金調達に貢献した、われわれのウェブサイトでの事前販売。
* Successfully bypassed publishers (I even got an invitation by the German publishing industry to show how we’ve done it)
※うまく出版社を飛び越した（ドイツの出版産業からこれをどうやったのかを明らかにするために招待すらを受けた）
What I realized during the project was that Business Model Generation is spearheading an entirely new generation of management books: designed, visual, co-created, approachable and applicable. We had to create entirely new systems and processes to actually produce such a book.
During the work with our creative director and designer, Alan Smith from The Movement, I realized how powerful design is to create a good management book. It’s not “just” about the content, but also about the form. Management concepts are inherently visual, because they deal with simplifying the complexity of today’s business environment in order to make it manageable. Not using visuals to convey these concepts seems silly.
Good design can make management books much clearer and more functional – and as a side effect also more beautiful. As a result of our project I have become intolerant for old-style text-heavy management and strategy books.
So what are the key lessons learned that I could share with writers of future management books?
Lessons learned:
Pros:
* Co-creating the book in a completely transparent way on an Internet platform has been a wonderful experience. We regularly shared content chunks in a very raw and unedited format with 470 co-authors. In addition we gave insights into our challenges and the design process. The feedback and comments led to a greater product – though responding to every one of the 1’300+ comments and integrating them into the book was extremely time consuming. The positive aspect was to see how enthusiastic the crowd was and how some people started to feel ownership of the product. Rightly so, since they contributed and will have their names printed in the book.
* Designing the book under the creative direction of Alan Smith has been an eye-opening experience. I couldn’t imagine writing a text-only business book anymore. Impossible. It just wouldn’t make sense. Design and visualization is – in my opinion – indispensable to convey business concepts. More importantly even, discussing the design of content with Alan helped crystallize key concepts of the book. Thus, design thinking has become core to producing content rather than just an afterthought to make the book look good.
* Differentiation has been “easier” than expected. What we have done in terms of co-creation and book design is truly unique and has attracted many, many curious people. I think it was the only possible path for us “underdogs” in this field of mostly North American gurus (sometimes with Indian roots ;-) . Sales will tell.
Cons:
* Playing underdog is tough. The players who we hoped could sponsor the book project didn’t see the potential and didn’t understand. Now that it’s done they are showing up. Too late – we covered the risk of the project ourselves and succeeded. The premium to join
now is high!
* Resources were extremely limited. It is only thanks to the “sacrifices” of the entire core book team that we could bring this project to fruition. More money would have made the process much easier, yet it probably wouldn’t have led to a better end product.
* Lacking the infrastructure to do what we wanted to do was a challenge. There is no off-the-shelf platform on the Web where an author can co-create with readers and ask them for a participation fee. We tinkered with Ning and Paypal and my blog to put something workable together.
* Amazon.com is a must-have distribution channel. However, to sell on Amazon we must give them 55% of our sales price. This leaves us with 45% to cover production costs and shipping to their warehouses. We will probably have to charge a much higher price than we want to simply to cover our costs. However, solely selling at a reasonable price through our own website www.businessmodelgeneration.com based on a Dutch fulfillment center is not an option. Amazon has a de-facto monopoly…
Those were some initial thoughts… There is certainly more and I will write more when we have started to deliver books end of September.
Have a look at the “making of” pages coming directly from Business Model Generation to learn more about what we’ve done.
ビジネス・インサイトとは未来の「成功のカギとなる構図」を見通す能力
と、ここ
ポランニーをしっかり読んでいないので何とも言えないが、引用されている部分から見ると、対象への棲み込みは、対象の自己への統合（＝意味ある全体)のように捉えられる。
とすると、見えない構図とは自己と対象との統合・融合であって、未来社会の構図ではない。もちろん、対象と融合された自己が、他のすべて(あるいは大半)の自己とほぼ等しければ、未来の構図となりうるのだが。
このことはポランニー
●何かを説明する、あるいは解決する仕組みを新しく考え出そうとすること(創造への気構え)。
●仕組みを考える際に、部分と全体を絶えず意識すること（仕組みはそれを含む全体の中で意味・意義を持ち、全体はいくつもの仕組みから構成される。さらにその仕組みを全体と捉え、部分との相互作用を検討する）(部分と全体の相互作用)。
●仕組みを見つけ出したら、自分の視点と対立する視点からそれを見て評価すること（反対者から学ぶ）。
●上の三つの作業において、利用できるものはすべて利用すること。ただし、利用したものへの敬意や支払いを忘れずに（勘定済みのブリコラージュ）。
●日頃から上の四つを実行し、本番に備えてリハーサルすること(本番がいつやってくるかはわからないのだが)（リハーサルの繰り返し）。
というようなリストでは不完全だが、とりあえず。ここまで。
ではでは。
翻訳、金融危機――ビジネスモデルイノベーションの好機？
http://business-model-design.blogspot.com/2009/01/financial-crisis-opportunity-for.html
Wednesday, January 28, 2009
Financial Crisis - an Opportunity for Business Model Innovation?
Innovating during an economic downturn might seem counter intuitive at first sight. However, it is precisely the right moment to do so, as long as you already prepared your company for survival during this extremely severe crisis.
経済停滞期でイノベーションを実行するとは、ぱっと見直感に反しているようだ。しかし、そんな時期はまさしく実行するには絶好の時だ、ただし、本当にキツイ危機の時に会社を延命させる準備をこれまでしてきたなら。
This Monday European and US companies announced a brutal 76'000 job cuts in one single day (cf FT article Gloom deepens as 76,000 jobs go in a day). To focus on business model innovation when you just fired a part of your workforce to bring your company through the crisis might seem very strange. Yet, it is the right moment to do so for a number of reasons.
今週の月曜、欧州と米国企業は、たった一日で恐るべきことに7万6千の人員削減を発表した。会社が危機を乗り切るために労働者の一部を解雇するような時に、ビジネスモデルイノベーションに焦点を当てることはちょっと変だと思われるかもしれない。しかし、このようなときが、様々な理由でそうするのに適切な時期なのである。
Business model innovation is difficult to achieve because it affects so many parts of an organization and because it needs the buy-in of so many different people. In addition, it requires the right organizational structures and a sense of urgency to make it happen. All these conditions are, unfortunately, easier to achieve during an economic downturn.
ビジネスモデルイノベーションは、組織のかなりの部分に影響を及ぼすため、そしてきわめて多くの多様な人々の参加を必要とするために、実現するのが困難である。さらに、適切な組織構造とイノベーションを生成させるようとする切迫した気持ちが必要である。不運にも、これらの条件のすべてが、経済不況の際には達成するのが容易となる。
In an economic crisis complacency is gone and everybody feels a sense of urgency to act. People resist change much less when the survival of their company and ultimately their jobs are at stake. We all know how fiercely most people resist change in good times. So when the most urgent issues, such as cash management, are taken care of, a company's management should turn to innovation. This is the best opportunity they will get to position their company for the future of business model innovation.
経済危機の際、自己満足は消え、皆が皆即実行しようと気持ちを抱く。会社の生存そして最終的には仕事が危機的状況になるときには、人の変化への抵抗は減る。そこで、最も喫緊の課題、たとえばキャッシュ管理を処理するときには、会社の経営陣はイノベーションに救いを求める。これこそが、ビジネスモデルイノベーションの方に会社を向けるのに最も良い機会である。
So what is to be done? A good place to start with is building the right organizational structures that allow for business model innovation. With this I don't simply mean a "traditional" restructuring and shifting of people, but deep structural change. An organization that systematically wants to address business model innovation has the following characteristics:
では何をなすべきか？ 手始めに、ビジネスモデルイノベーションを可能にする適切な組織構造を作り上げる。これは、単に「伝統的な」リストラクチャリングや人員の移動を意味しているのではなく、深い構造変革を意図している。体系的にビジネスモデルイノベーションに取り組みたいと考える組織は次のような特徴を持つ；
* its board explicitly gives the management the mandate to continuously examine business model innovation;
※取締役会がビジネスモデルイノベーションを持続的に試みるように指示を経営層に明示的に出す。
* it extensively works with multidisciplinary teams across "departments" and across hierarchies;
※「部門」を超え階層を超える多様な専門を持つチームを広範に機能させる。
* it has mechanisms that allow innovative business model ideas to be evaluated by peers during a first phase, rather than "just by managers";
※イノベーティブなビジネスモデルのアイデアが「マネージャーだけによって」というよりも第一段階では同僚によって評価されるようなメカニズムを用意する。
* it involves the customer in the process of business model innovation
※ビジネスモデルイノベーションのプロセスに顧客を巻き込む。
* it maintains a portfolio of innovative business models that may even cannibalize the existing business model.
※既存のビジネスモデルを解体してしまうようなイノベーティブなビジネスモデルのポートフォリオを持つ。
* it has the right physical space in place to allow multidisciplinary business model project teams to flourish. In other words, it has project/war rooms dedicated to a project during it's entire duration and with lots of whiteboards and walls to post visuals.
※多専門的なビジネスモデルプロジェクトチームが活躍できるように適切な物理的な空間を用意する。言い換えれば、全期間中プロジェクト専用でホワイトボードや写真や絵などを貼り付けられる壁のあるプロジェクトルームを用意する。
Voilà, some "unbaked" thoughts on using the economic downturn as an opportunity to position an organization for the future of business model innovation.
どうです。ビジネスモデルイノベーションの未来に向へて組織を方向付ける機会として経済不況を利用するという「焼き上がっていない」考えは。
If you have any thoughts to add, please don't hesitate. The forum is yours..
