Drawing on the idea that any business model is essentially a set
of key decisions that collectively determine how a business earns its revenue,
incurs its costs, and manages its risks, the authors view innovations to the
model as changes to those decisions: What mix of products or services should
you offer? When should you make your key decisions? Who are your best decision
makers? and Why do key decision makers choose as they do? In this article they
present a framework to help managers take business model innovation to the
level of a reliable and improvable discipline. Companies can use the framework
to make their innovation processes more systematic and open so that business
model reinvention becomes a continual, inclusive process rather than a series
of isolated, internally focused events. [ABSTRACT FROM AUTHOR]