Organizing For Sustainability Av Jan Jonker, Niels Faber

<p> The ten chapters in which we discuss the building blocks of the BMT are all of a similar structure but may vary in size (for example Chapters 3-12). After a short introduction, we offer some (concise) theory followed by tools and techniques (invariably referred to as ''instruments''), and then examples in the form of brief case study summaries. The case studies presented here predominantly come from cases done by students who have worked with the BMT, which have been edited to increase readability. Because we wished to keep the book as concise as possible, these cases do not always cover 100% of the ideas described in the chapter concerned. Each chapter is introduced with several quotes from companies, organisations and institutions to illustrate the chapter''s building block. The quotes come from public sources (the internet, LinkedIn, company websites, etc). Where possible, the source is given. We cannot guarantee the accuracy of the sources nor how up to date they are (see

The ten chapters in which we discuss the building blocks of the BMT are all of a similar structure but may vary in size (for example Chapters 3-12). After a short introduction, we offer some (concise) theory followed by tools and techniques (invariably referred to as ''instruments''), and then examples in the form of brief case study summaries. The case studies presented here predominantly come from cases done by students who have worked with the BMT, which have been edited to increase readability. Because we wished to keep the book as concise as possible, these cases do not always cover 100% of the ideas described in the chapter concerned. Each chapter is introduced with several quotes from companies, organisations and institutions to illustrate the chapter''s building block. The quotes come from public sources (the internet, LinkedIn, company websites, etc). Where possible, the source is given. We cannot guarantee the accuracy of the sources nor how up to date they are (see Disclaimer). Unfortunately, experience also shows that many digital sources cease to be operational after a relatively short time (''broken link''). The other chapters - Chapters 1 and 2, and 13, 14, and 15 - have no fixed structure. That is because of the freer nature of those chapters.CHAPTER 1  SPEAKING OF TRANSITIONKEYWORDS: transition, major challenges, changing value-creation, redefine the value propositionSYNOPSIS: The deliberate designing and organising of transactions and the value they create form the basis for the development of every business model. A central point of departure in this book is working on new forms of value creation. A business model shows how value creation is achieved and the resulting transactions. Transactions are those actions in which two or more parties make an exchange, which is experienced as the creation of value. The BMT distinguishes itself by providing a system to enable users to develop a sustainable business model based on multiple value creation. But ultimately what happens in the template is up to the users themselves. After all, a template by itself is an ''empty'' thing. It prescribes the form, consisting of stages and building blocks. The user(s) themselves must develop the content in a clear, logical, and coherent fashion, and connect it to a value proposition accordingly. The challenge is to create an infrastructure that enables users to come up with a concept that organises multiple value creation in a step-by-step manner: this is the gap that the BMT seeks to address.1.1 The triple transition - climate, energy, and circularity1.2 A new model for organising multiple value creation1.3 Measuring performance1.4 The Business Model TemplateCHAPTER 2 BUSINESS MODELLINGKEYWORDS: logic of value creation, the modelling process, sustainable business model archetypesSYNOPSIS: In essence, a business model is a description of how value creation between parties or partners - based on certain principles - is organised, at a particular moment, in a specific context, and given available resources. There are an unlimited number of combinations of factors that influence the design and function of a business model within a particular natural and institutional context, so it is inevitable that entrepreneurs and intrapreneurs make choices. Collectively, these choices reflect a certain logic. We move from organisation-centred to network-centred or loop-centred value creation, retention, and capture, which leads to a fundamental revision of the logic of value creation, and therefore the composition of business models.2.1 A short history of business modelling2.2 The modelling process2.3 Key business model archetypes2.4 Horizontal and vertical organisation2.5 Summary: E