Quelles sont les sources communes et les signes de résistance des parties prenantes à l’innovation des modèles d’affaires?

Stakeholder resistance in Business Model Innovation often stems from a complex interplay of psychological, cultural, and strategic factors. Fear of losing power or status can be particularly pronounced in hierarchical organizations, where changes threaten established power dynamics. Lack of trust or alignment underscores the importance of transparent communication and inclusive decision-making processes. Uncertainty and complexity can be mitigated through phased implementation and clear articulation of the vision and benefits. Inertia and complacency are often rooted in a culture resistant to change, necessitating a shift towards a more dynamic, learning-oriented mindset.

In my consulting practice, I often find that innovators assume stakeholders don’t fully understand the benefits of their innovation. However, stakeholders typically grasp these benefits as well as, if not better than, the innovators. Resistance usually stems from the challenges of operationalizing the innovation. I use Kosta Peric’s metaphor: "How do you move your cool sandbox back to the castle while keeping it cohesive?" This is a chance to use business model generation to illustrate potential challenges and how old and new value propositions can synergize. Stakeholders’ resistance should be seen as engagement, not obstruction. Work with them to address their concerns.

I believe the 1st questions that need to be answered is where is the culture at? How are the leadership team engaging with the business? Every business is different, people, culture, operations, customers and market place.. A deep current state analysis must be done to get specific with the issues relating to the business in question. Culture and sub cultures are a living breathing thing, the must be steered and influenced accordingly. Along with that, its natural to resist Business Model Innovation, people don't like change, they like routines. Learning how to engage with a specific audience is crucial, there is no 1 size fits all. And Leaders must play the long game with this, there is no short term fix for it

Eines der häufigsten Anzeichen warum sich Stakeholder wehren ist die Angst vor Veränderung und Unsicherheit. Viele Stakeholder fürchten sich vor dem Unbekannten und den potenziellen Risiken, die mit einer Geschäftsmodellinnovation einhergehen. Sie haben Bedenken, dass die Veränderung ihre Rolle, ihren Status oder ihre Sicherheit gefährden könnte. Das äußert sich dann oft in Skepsis, Ablehnung oder sogar aktivem Widerstand gegen die geplanten Neuerungen. Darum gilt immer! Kommuniziert von Anfang an mit euren Stakeholdern, aber vor allem Informiert Sie über die Ziele und Vorteile der Geschäftsmodellinnovation und bindet sie mit ein, dann fühlen sie sich nicht übergangen und entwickeln auch weniger Widerstand.

Resistance to Business Model Innovation (BMI) is indeed a multifaceted challenge, reflecting the complexity of organizational dynamics. It's crucial to recognize that such resistance often stems from a deep-seated fear of change and the unknown, rather than mere opposition to the innovation itself. Addressing these fears through transparent communication, inclusive decision-making, and a clear articulation of the benefits and risks associated with the BMI can be effective strategies.

I personally believe that pointing out flaws or uncertainties doesn’t necessarily indicate resistance; rather, it shows that stakeholders are engaged and care enough to voice their concerns about operationalizing. For an innovator, mindset is crucial. Resistance is a symptom—it can mean 'no, I don't want this innovation' or it could signify 'yes, but...'. Instead of focusing solely on identifying symptoms of resistance, concentrate on understanding the underlying causes and what truly matters to your stakeholders. Align your approach with their top priorities.

Tools and analytical frameworks provide structure but can't fully grasp the complexities of human behavior. Each individual's unique experiences and perspectives make every situation distinct. Being adaptable, actively listening, and tailoring approaches to meet each stakeholder's needs are crucial. Admittedly, this task can be daunting—I've experienced the frustration myself—but it's also deeply rewarding. Navigating the complex landscape of individual behaviors with empathy, patience, and skill not only boosts strategy effectiveness but also builds invaluable trust and cooperation among stakeholders

It's important to recognize that this is not a one-off endeavor but a continuous, iterative journey. Both your innovation project and the stakeholders' acceptance of change are ongoing. Adopt this mindset and let it guide your engagement activities. Start with a strong understanding of the 'why' behind each action, using this as your anchor. With this mindset, you'll handle stakeholder engagement more effectively, maintaining poise and staying grounded when misalignments occur in communication, stakeholders show conflicting attitudes or a pivot in strategy is necessary... This approach will help you navigate complexities and foster a collaborative environment.

One strategy is to communicate clearly and transparently with customers throughout the process, providing regular updates on the status of the project and engaging in open dialogue around any concerns or questions. By keeping customers informed and involved, entrepreneurs can build trust and credibility with their stakeholders, which can help to reduce resistance to the changes. Another strategy is to incentivize customers to participate in the new business model. This can be achieved through rewards programs, exclusive access to new products or services, or other incentives that encourage customers to try out the new model and provide feedback on their experience.

it's crucial to emphasize the nuanced understanding of stakeholder motivations and fears. Educating stakeholders is fundamental, but it's equally important to tailor this education to their specific concerns and backgrounds. Co-creation is a powerful tool, fostering a sense of ownership and alignment with the BMI objectives.

I think reducing resistance during business model innovation requires clear communication, early stakeholder involvement, and a shared vision aligned with organizational goals. Providing education, addressing concerns proactively, and showcasing quick wins with aligned incentives help build confidence and motivation. Cultivating a positive organizational culture, offering support systems, encouraging feedback, and implementing pilot programs contribute to a smoother transition. Leadership endorsement further legitimizes the innovation, creating an environment conducive to successful business model changes.

I think it should be clear communication to show "what is there for me" and every step should have a long-term plan/actions. In the nutshell, instead of forcing people to things they don't like, we should do step by step to make sure things work. Thank you.

It often signifies deeper insights or unaddressed concerns. Engaging with this resistance is crucial. It provides a platform to scrutinize and evolve your hypotheses, ensuring they are not just theoretically sound but also practically viable. This interaction often reveals hidden risks or blind spots in your initial plan. Moreover, resistance can be a catalyst for uncovering alternative pathways or opportunities that were not initially apparent. It encourages a more holistic view, considering various stakeholder perspectives, which is essential for a robust and resilient business model.

I believe that leveraging resistance during business model innovation is crucial for positive transformation. Recognizing root causes, fostering open communication, and actively involving stakeholders are key steps. Education, aligned incentives, and successful pilots demonstrate benefits, while adaptive leadership and a change coalition provide essential support. Celebrating achievements and maintaining flexibility turn resistance into a catalyst for positive organizational change, in my opinion.

Forcing a new business model on an old one can be risky, disrupting established processes, relationships, and revenue streams. Kodak is an example of this, as they invested heavily in digital cameras and printers, neglecting their traditional film business. Kodak lost their dominant position in the market and filed for bankruptcy. This highlights the importance of understanding customer needs, assessing potential risks, and engaging with stakeholders during a business model change. Organizations should ensure new models align with their strengths and values. Daimler did not make the same mistake. They recognized car2Go was a very different business and kept it seperate from their other business, allowing it to grow profitably on its own.

More examples of companies that successfully innovated their old business models are: IBM - IBM started as a manufacturer of tabulating machines, but has since innovated on its business model by becoming a leading provider of enterprise software and services. LEGO - LEGO started as a manufacturer of wooden toys, but has since innovated on its business model by becoming a leading provider of plastic building blocks and branded merchandise. These examples highlight the importance of staying agile and adaptable in the face of changing market conditions and customer needs, and the potential benefits of innovating on an old business model.

There are many examples of businesses that have successfully innovated on their old business models to adapt to changing market conditions and customer needs. Here are a few examples: Apple - Apple started out as a computer company, but has since innovated on its business model by expanding into other areas such as smartphones, tablets, and wearables. Amazon - Amazon started as an online bookseller, but has since innovated on its business model by expanding into other areas such as cloud computing, streaming services, and retail. Netflix - Netflix started as a DVD rental company, but has since innovated on its business model by shifting to a subscription-based model for streaming video content.

Inadequate understanding among stakeholders fuels resistance to business model innovation. When individuals lack clarity about the proposed changes, uncertainty and skepticism prevail. This can lead to resistance due to ambiguity regarding the rationale, benefits, and implications of the new model. To overcome this challenge, transparent communication is crucial, ensuring stakeholders are well-informed and able to actively contribute to the adaptation process.