Lost in the canvases: Managing uncertainty in lean global startups

Marcus Borseman, Stoyan Tanev, Michael Weiss, Erik Stavnsager Rasmussen

Publikation: Bidrag til bog/antologi/rapport/konference-proceedingKonferencebidrag i proceedingsForskningpeer review

Resumé

The main objective of this paper is to suggest a dynamic double canvas approach to business model development that would reduce ambiguity during the adoption of a specific business model canvas by executive managers of technology-based lean global startups. We start with a conceptual analysis and continue with empirical research approach based on four technology-based startups, two in Denmark and two in Canada, in order to justify the need for managers to start with the lean canvas, suggested by Ash Maurya (2012), and then shift to the business model canvas, suggested by Osterwalder and Pigneur (2010). The logic of such shift was conceptualized by focusing on the key differences between the lean canvas (problem, customer segment, solution, value proposition, key metrics and unfair advantage) and business model canvas (key partners, value propositions, key activities, resources, customer relationships). The second contribution consists in examining the application of business model canvases to the context of lean global startups by emphasizing the importance of relationships with global partners, the adaptation of the value proposition to different global markets, and the activities and resources specific to a particular global market. The third contribution is to provide a comprehensive categorization of risk that could be used within the context of lean global startups. The findings would be relevant for entrepreneurship scholars, researchers focusing on business model innovation and entrepreneurs. It should help entrepreneurs to adopt a dynamic approach to business model development that would reflect the realities of their competitive business environment.
OriginalsprogEngelsk
TitelThe Proceedings of The 2016 ISPIM Forum Boston : Charting The Future Of Innovation Management
Antal sider17
ForlagISPIM
Publikationsdatomar. 2016
ISBN (Elektronisk)978-952-265-927-9
StatusUdgivet - mar. 2016
BegivenhedISPIM Innovation Forum: Charting the Future of Innovation Management - Hiltom Boston Back Bay Hotel, Boston, USA
Varighed: 13. mar. 201616. mar. 2016
http://forum.ispim.org/

Konference

KonferenceISPIM Innovation Forum
LokationHiltom Boston Back Bay Hotel
LandUSA
ByBoston
Periode13/03/201616/03/2016
Internetadresse

Fingeraftryk

Uncertainty
Start-ups
Business model
Value proposition
Global market
Model development
Entrepreneurs
Resources
Managers
Empirical research
Business model innovation
Entrepreneurship
Business environment
Denmark
Logic
Canada
Customer relationship

Bibliografisk note

Proceedings from the ISPIM Innovation Forum 2016: Charting The Future Of Innovation Management, Boston, Massachusetts, USA, March 13-16, 2016, ISBN 978-952-265-927-9.

Citer dette

Borseman, M., Tanev, S., Weiss, M., & Rasmussen, E. S. (2016). Lost in the canvases: Managing uncertainty in lean global startups. I The Proceedings of The 2016 ISPIM Forum Boston: Charting The Future Of Innovation Management ISPIM.
Borseman, Marcus ; Tanev, Stoyan ; Weiss, Michael ; Rasmussen, Erik Stavnsager. / Lost in the canvases : Managing uncertainty in lean global startups. The Proceedings of The 2016 ISPIM Forum Boston: Charting The Future Of Innovation Management. ISPIM, 2016.
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abstract = "The main objective of this paper is to suggest a dynamic double canvas approach to business model development that would reduce ambiguity during the adoption of a specific business model canvas by executive managers of technology-based lean global startups. We start with a conceptual analysis and continue with empirical research approach based on four technology-based startups, two in Denmark and two in Canada, in order to justify the need for managers to start with the lean canvas, suggested by Ash Maurya (2012), and then shift to the business model canvas, suggested by Osterwalder and Pigneur (2010). The logic of such shift was conceptualized by focusing on the key differences between the lean canvas (problem, customer segment, solution, value proposition, key metrics and unfair advantage) and business model canvas (key partners, value propositions, key activities, resources, customer relationships). The second contribution consists in examining the application of business model canvases to the context of lean global startups by emphasizing the importance of relationships with global partners, the adaptation of the value proposition to different global markets, and the activities and resources specific to a particular global market. The third contribution is to provide a comprehensive categorization of risk that could be used within the context of lean global startups. The findings would be relevant for entrepreneurship scholars, researchers focusing on business model innovation and entrepreneurs. It should help entrepreneurs to adopt a dynamic approach to business model development that would reflect the realities of their competitive business environment.",
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author = "Marcus Borseman and Stoyan Tanev and Michael Weiss and Rasmussen, {Erik Stavnsager}",
note = "Proceedings from the ISPIM Innovation Forum 2016: Charting The Future Of Innovation Management, Boston, Massachusetts, USA, March 13-16, 2016, ISBN 978-952-265-927-9.",
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Borseman, M, Tanev, S, Weiss, M & Rasmussen, ES 2016, Lost in the canvases: Managing uncertainty in lean global startups. i The Proceedings of The 2016 ISPIM Forum Boston: Charting The Future Of Innovation Management. ISPIM, ISPIM Innovation Forum, Boston, USA, 13/03/2016.

Lost in the canvases : Managing uncertainty in lean global startups. / Borseman, Marcus ; Tanev, Stoyan; Weiss, Michael ; Rasmussen, Erik Stavnsager.

The Proceedings of The 2016 ISPIM Forum Boston: Charting The Future Of Innovation Management. ISPIM, 2016.

Publikation: Bidrag til bog/antologi/rapport/konference-proceedingKonferencebidrag i proceedingsForskningpeer review

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AU - Borseman, Marcus

AU - Tanev, Stoyan

AU - Weiss, Michael

AU - Rasmussen, Erik Stavnsager

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N2 - The main objective of this paper is to suggest a dynamic double canvas approach to business model development that would reduce ambiguity during the adoption of a specific business model canvas by executive managers of technology-based lean global startups. We start with a conceptual analysis and continue with empirical research approach based on four technology-based startups, two in Denmark and two in Canada, in order to justify the need for managers to start with the lean canvas, suggested by Ash Maurya (2012), and then shift to the business model canvas, suggested by Osterwalder and Pigneur (2010). The logic of such shift was conceptualized by focusing on the key differences between the lean canvas (problem, customer segment, solution, value proposition, key metrics and unfair advantage) and business model canvas (key partners, value propositions, key activities, resources, customer relationships). The second contribution consists in examining the application of business model canvases to the context of lean global startups by emphasizing the importance of relationships with global partners, the adaptation of the value proposition to different global markets, and the activities and resources specific to a particular global market. The third contribution is to provide a comprehensive categorization of risk that could be used within the context of lean global startups. The findings would be relevant for entrepreneurship scholars, researchers focusing on business model innovation and entrepreneurs. It should help entrepreneurs to adopt a dynamic approach to business model development that would reflect the realities of their competitive business environment.

AB - The main objective of this paper is to suggest a dynamic double canvas approach to business model development that would reduce ambiguity during the adoption of a specific business model canvas by executive managers of technology-based lean global startups. We start with a conceptual analysis and continue with empirical research approach based on four technology-based startups, two in Denmark and two in Canada, in order to justify the need for managers to start with the lean canvas, suggested by Ash Maurya (2012), and then shift to the business model canvas, suggested by Osterwalder and Pigneur (2010). The logic of such shift was conceptualized by focusing on the key differences between the lean canvas (problem, customer segment, solution, value proposition, key metrics and unfair advantage) and business model canvas (key partners, value propositions, key activities, resources, customer relationships). The second contribution consists in examining the application of business model canvases to the context of lean global startups by emphasizing the importance of relationships with global partners, the adaptation of the value proposition to different global markets, and the activities and resources specific to a particular global market. The third contribution is to provide a comprehensive categorization of risk that could be used within the context of lean global startups. The findings would be relevant for entrepreneurship scholars, researchers focusing on business model innovation and entrepreneurs. It should help entrepreneurs to adopt a dynamic approach to business model development that would reflect the realities of their competitive business environment.

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Borseman M, Tanev S, Weiss M, Rasmussen ES. Lost in the canvases: Managing uncertainty in lean global startups. I The Proceedings of The 2016 ISPIM Forum Boston: Charting The Future Of Innovation Management. ISPIM. 2016