Business Models for Teams MP3 CD – Unabridged, June 27, 2017

There are multiple reasons that this is an extremely important book on how organizations work and how to maximize the productivity of the teams in them. I have chosen five of those reasons to describe in this review.First, it was co-created by 225 professionals from 38 countries. You get a global perspective regarding how to generate positive organizational results.Second, the book provides dozens of real examples from around the world to support the points that have been made. You meet real people who tell their real organizational success stories.Third, the authors “focus on using business models to better serve internal customers. This is operations. Operations is where most people work.” The approach to using these business models is 1. Participants draw personal business models. 2. Participants define their model. 3. Participants map individual contributions onto their team’s model.A foundational part of the learning in this book regards how to create The Business Model Canvas that includes Key Partners and Key Activities as two of the nine elements central to creating impactful teamwork. The author’s and contributors show you, using pictures and graphics and explanations devoid of jargon, exactly how the process works. The nine elements cover all aspects of business operations required to gain positive results from the work of your team.The authors discuss the rationale for their use of graphics and visuals and pictures and the Business Model Canvas this way, “To get people to understand and follow a strategy, it must 1) be explained in easily understood terms, and 2) guide actual behavior.” The charts and visuals in this book make it much easier to accomplish that than if it was a typical business book that is mostly words. The authors further explain this focus when they write, “There is nothing wrong with words of course. But words alone cannot handle the task of explaining or understanding a complex multi-dimensional system such as an organization.”Fourth, this book is extremely practical and actionable. This is not a professor in an ivory tower postulating deep thoughts. These are leaders in a variety of organizations from around the world showing you exactly how they created the kind of change necessary to be successful. The book begins with Defining Your Team’s Why. By page 17 you have drafted your team’s Why Statement. To help you start teambuilding, each chapter in this book ends with Things to Try on Monday Morning.Fifth, any manager at any level can use the business models outlined so clearly in this book to help their team move forward effectively. The author’s state, “You may not be in a position to ensure organization-wide teaching of the enterprise model. But you may be in a position to define your own team’s business model and ensure that every member understands it – and more important, uses that team model to guide everyday action.”Bottom line, this book provides a powerful addition to organizational literature about team building and fills a gap regarding how that subject has been dealt with to date. I have been a leadership development consultant for over thirty years and have helped leaders on five continents improve the quality of the results of the teams they lead. This book comes with the highest possible recommendation.

The originator of the Business Model Canvas and co-author of Business Model Generation wrote the forward for this book. He recounted the story of the discovery and later use of nine business model elements in the canvas. My view follows.Several decades ago, the concept of strategic thinking arose, usually consisting of a half dozen to a dozen elements. The number chiefly depended on the developer’s method of clustering together the components of an organization’s strategy into a value chain, starting with core assets, competencies, customers, and driving force(s). The modern value chain starts with customers.Nine elements are most frequently used in canvas modeling efforts, although a range of options can be found. The nine element canvas is used in this book for all internal operation teams (WE) and individual (ME) canvas types, as well as for hybrid (WE) to (WE) alignment canvases. Connected together, the canvases form a network model of the entire organization.Exercises with teams and individuals help detect the extent to which any or all of the models that comprise the network, can be in or out of alignment with each other. Examples and case studies are provided in the book to demonstrate canvas uses.Executive teams (WE) and individual leaders (ME) usually employ various kinds of coaches, who facilitate optimal leadership behaviors and norms. Coaching sessions can inform the creation of the executive team and leader personal business models.The enterprise network collaboration ecosystem is evolving. Major growth drivers of the market include increased focus of organizations on making business processes efficient and robust. Effective collaboration. communication, knowledge sharing, and employee engagement are needed among various teams, including widespread use of social networks. Team canvas applications support modeling needs.Most readers, teams, and their members will likely not have their own personal business models on hand. However, nearly 500 million users of LinkedIn or other professional social networks, can easily transfer their necessary profile highlights from their professional networks to an initial version of a personal business model canvas.The businessmodelsforteams.com and businessmodelyou.com websites contain several Group/CV/Resume canvas discussions and tools. As a co-creator of the Teams book, I participated in a number of website discussion forums for book chapters.

Good book

This checks all five boxes! 1-Principles and processes developed and used successfully by the authors themselves-CHECK! 2-Built upon the best prior work by the authors and by others in the field-CHECK! 3-Important, original content-CHECK! 4-Going beyond organizational leaders to make ideas truly operational with workers-CHECK! 5-Ideas conveyed in accessible, actionable ways-CHECK! For decades I’ve been compelled by the never ending challenges of senior management and consulting to stay abreast of the flood of new books and articles in the organizational field. To get quickly to what’s worthwhile, I use this five-point checklist. On this basis, BM4T is one of a very few books that I’ve chosen to apply in my own practice. This book extends—literally into a new dimension—the proven Business Model Canvas developed by Osterwalder and Pigneur (Business Model Generation, 2000, etc.). It takes the concepts presented in Mr. Clark’s Business Model You (2012 with Osterwalder and Pigneur) and Mr. Hazen’s Answering the Three Career Questions (2014) to whole new levels of impact. It provides the mechanisms for highly effective conversations and collaborations among managers/supervisors and their subordinates. And it’s presented through language, graphics and examples that make the book’s profound insights easy to grasp, even irresistible. Five out of five! Rare!

In Business Models for Teams Bruce and Tim share real people, real stories, plus tools and strategies that really work. As an Executive Coach in my 26th year, I wish the book had been available long ago. It would have make my job a lot easier and my clients more successful.

Llegó muy maltratado

Parfait

Wonderful book. A must read for all the Entrepreneurs or if you are managing a team. Book delivered in good condition. Print is good, paper quality is good, nicely presented.

The whole series is really good and very different from other stuff on Business Models - fits in well with Service design as a change concept and methodology

If you have read the other books and you work with the approach, than this book is a great further development. Its a pity that trainings are currently not offered in Europe, but the book is full of best practice and therefore helpful.It is absolutely worth reading it.