Modeling with System Archetypes

2011 ◽  
pp. 249-262
Author(s):  
Mahendran Maliapen
Keyword(s):  
Strategic Behavior ◽  
Business Models ◽  
Real Life ◽  
Simulation Models ◽  
Software Applications ◽  
New Business ◽  
Patterns Of Behavior ◽  
System Archetypes ◽  
Insight Into ◽  
Gaining Insight

This chapter examines the application of system archetypes as a systems development methodology to create simulation models. Rapid organizational change and need to adapt to new business models limits the lifespan of both the databases and software applications. With the information representation permitted by archetypes, diagnostic analysis and can help to evolve generic classes and models for representing the real world. Archetypes do not describe any one problem specifically. They describe families of problems generically. Their value comes from the insights they offer into the dynamic interaction of complex systems. The case of a healthcare system is discussed here. As part of a suite of tools, they are extremely valuable in developing broad understandings about the hospital and its environment, and contribute more effectively to understanding problems. They are highly effective tools for gaining insight into patterns of strategic behavior, themselves reflective of the underlying structure of the system being studied. Diagnostically, archetypes help hospital managers recognize patterns of behavior that are already present in their organizations. They serve as the means for gaining insight into the underlying systems structures from which the archetypal behavior emerges. In the casemix model of the hospital, the investigation team discovered that some of the phenomena as described by these generic archetypes could be represented. The application of system archetypes to the strategic business analysis of the hospital case reveals that it is possible to identify loop holes in management’s strategic thinking processes and it is possible to defy these fallacies during policy implementation as illustrated by the results of the archetype simulation model. In this research study, hospital executives found that policy modification with slight variable changes helps to avoid such pitfalls in systems thinking and avoid potentially cost prohibitive learning had these policies been implemented in real life.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

scholarly journals Digitalization – quo vadis?

2018 ◽  
Vol 44 ◽  
pp. 00056
Author(s):  
Juho Mäkiö ◽  
Andrey Miroliubov ◽  
Valeria Zhgun
Keyword(s):  
Business Models ◽  
Industrial Revolution ◽  
Global Business ◽  
Business Ecosystem ◽  
New Business ◽  
Modern Business ◽  
Quo Vadis ◽  
Insight Into ◽  
Future Business ◽  
Practical Recommendations

Digitalization is changing the global business ecosystem at an unimaginable speed. Although previous industrial revolutions took dozens of years to transform the existing markets, internet-based companies like Google, Amazon and Uber have done it in less than ten years. Business models in the nearest future – how will they look like? Where will the extensive process of the fourth industrial revolution take us? How will our role as entrepreneurs, managers or consumers change in the new business ecosystem? In this paper we consider the changes concerning the process of digitalization as the main prerequisites for transformation of business models. We combine them into three main aspects that influence modern business modeling approaches: technological, social and economic. This prospective gives insight into the way the future business models will look like and leads us to practical recommendations for companies to follow when digitizing their business.

scholarly journals Living Lab as an Ecosystem for Development, Demonstration and Assessment of Autonomous Mobility Solutions

2019 ◽  
Vol 11 (15) ◽  
pp. 4095 ◽  
Author(s):  
Andreja Pucihar ◽  
Iztok Zajc ◽  
Radovan Sernec ◽  
Gregor Lenart
Keyword(s):  
Autonomous Vehicles ◽  
Large Scale ◽  
Business Models ◽  
Real Life ◽  
Road Accidents ◽  
Innovation Ecosystem ◽  
Living Lab ◽  
Industry Environment ◽  
New Business ◽  
Autonomous Mobility

Autonomous vehicles (AV) have the potential to disrupt the entire transport industry. AV may bring many opportunities as for example reduction of road accidents, less congestion on the roads, and a lower number of vehicles that are better utilized. Full AV also brings new social element as they enable mobility for all. In addition, the use of digital technologies in combination with AV introduces new business models in transportation, where the lines between car ownership, rental, and lease modes are more and more blurred. To explore the potential of AV in a smart city context, the AV Living Lab was created on the premises of BTC City in Ljubljana, Slovenia, in 2017. The AV Living lab was created to test and to learn about real-life solutions for implementation of AV. The underlying concept is BTC City as a Living lab innovation ecosystem, where the latest advanced technologies, business models, and services are tested with real users, real cars, on real roads over the real interactions in a cross-industry environment. In this paper, we describe the AV Living Lab concept and provide details of a specific use case—a large-scale pilot demonstration of AV and future mobility solutions. During the event, users participated in a survey and expressed their attitudes towards autonomous mobility. The results offer the first insights into the readiness of citizens for AV implementation and directs future actions needed for faster adoption of AV and future mobility solutions.

scholarly journals Digital Creativity: Upgrading Creativity in Digital Business

2020 ◽  
pp. 165-182
Author(s):  
Edin Smailhodžić ◽  
Denis Berberović
Keyword(s):  
Work Environment ◽  
Creative Process ◽  
Business Models ◽  
Real Life ◽  
Digital Transformation ◽  
Existing Problems ◽  
Business Environments ◽  
Business Operations ◽  
Creative Solutions ◽  
New Business

AbstractCreativity has become one of the most important driving factors of today’s digital business environments. Businesses are increasingly looking for creative employees who can offer new and out-of-the-box solutions to existing problems. Companies go through the process of digital transformation by increasingly changing the ways in which they employ digital technologies and develop new digital business models that help to create and to capture value. Combined with a creative approach, companies have experienced a surge in creative digital solutions. However, the creative process is not a self-perpetuating mechanism. It must be initiated and supported by organizations. This is done by understanding the creative process itself and by making small but fruitful adjustments to the work environment and the overall management of the workforce. As three chosen real-life examples will illustrate, such approach results in unleashing powerful creative energy that offers new services to the market, new approaches to solving existing problems, or as seen in the case of Uber—bringing in a completely new business model based on creative solutions and innovative approaches to different aspects of business operations.

Legal and Ethical Aspects of CSR

2020 ◽  
pp. 200-223
Author(s):  
Ewa Barbara Wójcik ◽  
Katarzyna Olejko
Keyword(s):  
Business Models ◽  
Business Activity ◽  
Ethical Aspects ◽  
Socially Responsible ◽  
New Business ◽  
State Of Affairs ◽  
Further Development ◽  
New Business Models ◽  
Insight Into

The increasingly important role of sustainability issues and CSR in business activity has been widely recognized. In order to promote socially responsible decisions, changes in the macro- and micro-environment should be examined. The study offers insight into different aspects of CSR and defines those whose importance is growing, discusses trends, reasons for the state of affairs, and formulates conclusions of possible effects. The focus is on ethical values, in particular trust, and their changing perception which may lead to new business models strengthening and further development.

scholarly journals Workplace-based assessment: how to use case-based discussion as a formative assessment

Breathe ◽  
2019 ◽  
Vol 15 (3) ◽  
pp. 163-166 ◽  
Author(s):  
Rob Primhak ◽  
Neil Gibson
Keyword(s):  
Formative Assessment ◽  
Real Life ◽  
European Countries ◽  
Use Case ◽  
Workplace Based Assessment ◽  
And Training ◽  
Insight Into ◽  
Case Based ◽  
Gaining Insight

Workplace-based assessments are increasingly used as a way of gaining insight into clinician performance in real-life situations. Although some can be used to inform a summative (pass/fail) assessment, many have a much greater role in the formative assessment of trainees, and can be used as tools for teaching and training and in identifying the development needs of trainees. There is considerable variation between different European countries in the use of formative, workplace-based assessment, such as a structured case-based discussion (CbD), during training. This article gives an overview of how to use CbD as a formative assessment for higher specialist trainees, and gives access to a downloadable record form which can be used by trainers.

Story-making as a method for business modelling

2019 ◽  
Vol 26 (1) ◽  
pp. 59-79
Author(s):  
Meyer Haggège ◽  
Anne-Lorène Vernay
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Design Thinking ◽  
Real Life ◽  
Innovation Process ◽  
System Thinking ◽  
Content Type ◽  
Business Modelling ◽  
New Business ◽  
Shed Light

Purpose Imagining a new business model is a creative process that requires entrepreneurs to define how a firm can create and capture value with a new activity. The literature emphasises various tools and approaches for prototyping business models. The purpose of this paper is to investigate the suitability of story-making as a means of designing new business models and to shed light on its potential for stimulating creative entrepreneurial thinking. Design/methodology/approach This paper tests the use of story-making for business modelling in a real-life case to show its usefulness and shed light on its potential for stimulating creative entrepreneurial thinking. Findings The authors argue that story-making should be recognised as an approach to business modelling that can foster creativity and empathy. Building on insights from design thinking literature, the paper shows that planning for a long exploratory phase is necessary to allow system thinking. It also shows that anchors can act as intermediary stopping rule and help manage complexity. Originality/value The paper introduces an original method for crafting business models during early stages of the innovation process and argues that this method could also be used to design business processes, especially when they are not already formalised.

scholarly journals Patterns of Circular Transition: What Is the Circular Economy Maturity of Belgian Ports?

2020 ◽  
Vol 12 (21) ◽  
pp. 9269
Author(s):  
Elvira Haezendonck ◽  
Karel Van den Berghe
Keyword(s):  
Circular Economy ◽  
Business Models ◽  
Transition Process ◽  
Port Authorities ◽  
Lack Of Information ◽  
New Business ◽  
Lock In ◽  
Depth Interviews ◽  
New Business Models ◽  
Insight Into

Large seaport hubs in Northwestern Europe are aiming to develop as circular hotspots and are striving to become first movers in the circular economy (CE) transition. In order to facilitate their transition, it is therefore relevant to unravel potential patterns of the circular transition that ports are currently undertaking. In this paper, we explore the CE patterns of five Belgian seaports. Based on recent (strategy) documents from port authorities and on in-depth interviews with local port executives, the circular initiatives of these ports are mapped, based on their spatial characteristics and transition focus. The set of initiatives per port indicates its maturity level in terms of transition towards a circular approach. For most studied seaports, an energy recovery focus based on industrial symbiosis initiatives seems to dominate the first stages in the transition process. Most initiatives are not (yet) financially sustainable, and there is a lack of information on potential new business models that ports can adopt in view of a sustainable transition. The analysis of CE patterns in this paper contributes to how ports lift themselves out of the linear lock-in, as it demonstrates that ports may walk a different path and at a diverging speed in their CE transition, but also that the Belgian ports so far have focused too little on their cargo orchestrating role in that change process. Moreover, it offers a first insight into how integrated and sustainable the ports’ CE initiatives currently are.

Demographic Studies in Southwestern Prehistory

1975 ◽  
Vol 30 ◽  
pp. 94-103 ◽  
Author(s):  
Fred Plog
Keyword(s):  
Data Base ◽  
Simulation Models ◽  
Data Bases ◽  
The World ◽  
Insight Into ◽  
Significant Data ◽  
Gaining Insight

In this Essay, I will focus on inferences about the size of prehistoric populations based on estimates of the quantity of space utilized by those populations. I wish to recognize at the outset that there are many other data bases that have been employed by archaeologists in making inferences about prehistoric demography. While I do not intend to question the validity of alternative data bases for making paleo-demographic inferences, there are reasons why I believe that utilized space is potentially our most significant data base. Let us consider some of the alternatives. (1) Simulation models. Simulation models are powerful tools for gaining insight into the demography of prehistoric populations. Yet, if the implications of such models are to be tested, a means of making direct inferences about the population of prehistoric groups is needed.(2) Burial populations. Burial populations are likely to remain the data base from which the most comprehensive demographic inferences can be made. However, there are many areas of the world in which burial populations are so rare that one cannot count on using this data base. In addition, Cook (1972) and Baker and Sanders (1973) have identified a number of significant limitations on the utility of burial data.

Sign in / Sign up

Export Citation Format

Share Document