business model innovation

CAS-HSG - CERTIFICATE OF ADVANCED STUDIES
BUSINESS MODEL INNOVATION
THELEADINGPROGRAMFORTHEDESIGNOFINNOVATIVEBUSINESSMODELS
The leading program for the design of innova3ve business models WELCOME
In this Business Model Innovation Certificate
Program (BMI-CAS) leading experts from
University of St. Gallen, Stanford University and
accomplished practitioners teach you the
necessary knowledge and tools to systematically
innovate your business model. In four different
modules, that take place on the executive campus
of St. Gallen University and in the Silicon Valley as
well as on site in your company, you learn how to
break through the dominant industry logic and how
to rapidly design innovative business model
prototypes.
There are many companies with excellent
technological products. In particular, Europe is
characterized by companies with sophisticated
product innovation and process innovation ability.
Why did many of these firms, that had been well
known for their products for many years, suddenly
lose their competitive edge? Within a short period
of time strong companies such as AEG, Grundig,
Nixdorf Computers, Triumph, Brockhaus, Agfa,
Kodak, Quelle and Schlecker disappeared. What
did they do wrong? The answer, although painful, is
simple: these firms failed to adjust their business
model to a changing external environment.
Two well established methodologies represent a
key role in doing so: The Business Model
Navigator™ and Design Thinking. The Business
Model Navigator, a concept developed in St. Gallen
at the Institute of Technology Management, has
successfully been applied for the creation of new
business models at companies like Bosch, Hilti,
SAP, ABB, Sennheiser and PWC, but also in
several European startups. The concept of Design
Thinking, a human-centered approach targeting the
rapid design and testing of innovation prototypes is
taught by one of its pioneers, Prof. Dr. Larry Leifer
from Stanford University.
In today’s business environment the ability to
develop innovative business models is an essential
condition to maintain long-term competiveness. In a
more and more dynamic and complex market
environment it is not sufficient anymore to build on
innovation mechanisms that are limited to products
and processes. The innovation of business
models is the key element to transform
innovative products into unique customer
value. However, in Europe there are still only a few
companies such as Hilti, LafargeHolcim or Nestlé
that have addressed this perspective and
successfully innovated their business model. Most
inspiring examples are still located in the Silicon
Valley. Amazon, Google, Apple, all of them
continuously overcome established industry
borders by applying new business models.
Additionally, first-hand insights on innovation by
SAP, Autodesk and Tesla gained during
excursions in Silicon Valley and a Design Thinking
& Leadership workshop contribute to a learning
experience that is unique in executive education.
3
Prof. Dr. Oliver Gassmann
Prof. Dr. Larry Leifer
University of St. Gallen
Stanford University
OVERVIEW
VALUE PROPOSITION
Teaching and application of our research backed & industry
Methodology for the structured development of business model innovation
Creating best practice insights through
•  Case Studies
•  Company visits in Europe and in the Silicon Valey
Dialogue with accomplished industry experts and
academic leaders from St. Gallen, Berkeley &
Stanford
Providing a high valuable network of peers and a
forum for discussion
Implementation and assessment of a business
model innovation project in your company
"BASF has been working for more than five years with the Business Model Navigator™.
It has led to concrete business concepts and also created a more open mindset.
We applied the methodology […] in various environments and industries – and it worked
fantastically!"
Dr. Petra Bachem
VP Marketing & Sales
4
A DIVERSE GROUP OF INSPIRING PEERS
Legal
The program is designed for senior
executives and entrepreneurs who have the
Finance/ Accounting
experience and capability to drive business
Sales/ Marketing
model innovation in their team, their project,
Operations
their business unit or company.
Consultant
R&D
We are looking for participants who are
General
Management
MANAGEMENT
FUNCTION
Corporate
Development
Project Manager
responsible for
IT
•  business development
•  strategy and process management
Architecture
•  innovation management
Manufacturing
Marketing
Services
has shown a great diversity of functions and
sectors among course participants - an unique
Retail
chance for exchange of business experience
and perspectives that facilitates to overcome
Software
Logistics
Our experience in existing executive programs
Insurance
INDUSTRY
Transportation
blind spots of an industry.
Energy/
Infrastructure
Consulting
Banking
Asset
Management
Pharmaceuticals
Telecommunication
"We applied the Business Model Navigator™ in a 3-day workshop format with a
customer.
Apart from
jointly
developing
business
model
option,
"Wekey
applied
the Business
Model
Navigator™
in aa promising
3-day workshop
format
with
a key
thecustomer.
common Apart
experience
has also
strengthened
our bonds
for future
intensive
from jointly
developing
a promising
business
model
option, cothe
operation"
common experience has also strengthened our bonds for future intensive co-operation"
5
Dr. Susanne Schröder
Innovation Manager
PROGRAM OVERVIEW
OVERVIEW
Leading experts from academia and industry, dynamic hands-on sessions and real world
implementation, tailored to your individual needs.
This is the broad outline of a systematic program that consists of four modules spread over a period of
five intense months. On the following pages you will find more information about each module.
MODULE I | THE BUSINESS MODEL NAVIGATOR | AUGUST 22-26, 2016 | UNIVERSITY OF ST. GALLEN, CH
MODULE II | DESIGNING BUSINESS MODELS | SEPTEMBER 26-30, 2016 | SILICON VALLEY, USA
MODULE III | IMPACT & IMPLEMENTATION | OCTOBER 3 – NOVEMBER 11, 2016 | REMOTE AT YOUR COMPANY
MODULE IV | LEADING CHANGE | NOVEMBER 14-18, 2016 | UNIVERSITY OF ST. GALLEN, CH
"Working
Business
Model
Navigator™
helped
only
to structure
"Working
withwith
thethe
Business
Model
Navigator™
helped
us us
notnot
only
to structure
our
our internal
internalapproaches
approachesbetter,
better,but
butdrove
droveus
usalso
alsototoanalyse
analyseand
andunderstand
understandour
our
competitors‘
business
and therefore
their
and
our position
in the market
competitors‘
business
modelsmodels
and therefore
their and
our
position
in the market
space"
space"
Dr. Reiner Fageth,
Management Board
6
A DIVERSE GROUP
THE OF
PROGRAM
INSPIRING
JOURNEY
PEERS
LEARN & UNDERSTAND
THE ELEMENTS OF A
BUSINESS MODEL
CREATE NEW BUSINESS
MODEL IDEAS & SELECT
THE MOST PROMISING
ONES
PITCH YOUR IDEAS,
GET EXPERT FEEDBACK
& ANTICIPATE
CHALLENGES
CRITICALLY REFLECT
WEAKNESSES OF YOUR
CURRENT BUSINESS
MODEL
PROTOTYPING TO
TEST THE MOST
CRITICAL HYPOTHESES
OF THE NEW MODEL
IMPLEMENT A NEW
BUSINESS MODEL &
BUILD A COMMUNITY
OF PEERS
"Product innovations alone won't be enough to ensure our company's continuing
success; we want to encourage our people to turn more of their attention to new types
of business models. The Business Model NavigatorTM helps us to foster creativity and
think in other dimensions.”
7
Dr. Volkmar Denner, CEO
Robert Bosch GmbH
Module I
The Business Model Navigator
Dates: August 22 – 26, 2016
Location: University of St. Gallen, Switzerland
OVERVIEW
A dynamic start to the fundamentals of Business Model Innovation. From
the very beginning we encourage you to think critically and to challenge
your own established assumptions: a key element of Business Model
Innovation.
Case studies and group workshops supplement the Business Model
Navigator that serves as the theoretical basis to understand business
models, their interplay and innovation. A closer look is taken on
digital transformation and the potential of IoT and Industry 4.0 for
Business Model Innovation.
KEY BENEFITS
•  Systematically understand business models and their interrelations
inside from theory as well as real world examples
•  Gain sensitivity for the business model of your organization and its
weaknesses
•  Become aware of blind spots that origin from your industry
perspective
•  Learn how to use the tools of the Business Model Navigator to
systematically identify potential new business models
HIGHLIGHTS
Away from daily business the executive campus of the University of St.
Gallen opens the chance for new strategic insights on the different
aspects of your current business model. Get to know the other
participants, a group of inspiring personalities and exchange your
experience.
Business Model Innovation
CAS-HSG - CERTIFICATE OF
ADVANCED STUDIES
8
VIEW
FITS
Module II
Designing Business Models
Designing Designing
Business
Mo
Designing
Bu
Dates: September 26 – 30, 2016
Location: Silicon Valley, USA
Dates: SeptemberDates:
26 –Dates:
30,
2016
September
Septembe
26 –
Location: Silicon Valley,
USA
Location:
Location:
Silicon
Silicon
Valley
OVERVIEW
Hands-on design thinking sessions with one of its most accomplished
OVERVIEW
OVERVIEW
Hands-on
designHands-on
thinking
sessions
wit
Hands-on
design
design
thin
pioneers Professor Dr. Larry Leifer from Stanford University. Design
pioneers Professor
Dr.pioneers
Larry
Leifer
fro
pioneers
Professor
Profess
Dr
Thinking is a human-centered approach that integrates expertise from
Thinking is a human-centered
Thinking
Thinking
is a approach
human-c
is a hum
design, social sciences, business and engineering. It is widely used in
design, social sciences,
business
andscie
en
design,
design,
socialsocial
sciences
the rapid design of prototypes and the development of business model
the rapid design of
and
thepro
do
theprototypes
rapid
the rapid
design
design
of
innovations.
innovations.
The module is being divided into seminars in which the methodological
The module is being
into
semina
Thedivided
module
The module
is being
is be
d
knowledge is imparted and complemented by excursions to some of
knowledge is imparted
and complemente
knowledge
knowledge
is imparted
is imp
the world’s most innovative firms companies such as SAP, Autodesk
the world’s mostthe
innovative
firms
com
world’s
the world’s
mostmost
inno
and Tesla, which act as a transition phase from theoretical knowledge to
and Tesla, which act
a transition
phase
andasTesla,
and
Tesla,
whichwhich
act
asa
real world application. By the end of the module, workshops play a key
real world application.
By
endapplica
of the
real world
realthe
world
application.
role for the development of a business model prototype that you
role for the development
of
athe
busine
role for
rolethe
for developm
deve
continue to drive towards implementation in the subsequent Impact &
continue to drive continue
towards
implementatio
continue
to drive
to drive
towa
Implementation Session.
Implementation Session.
Implementation
Implementation
Session
Se
innovations.
innovations.
KEY BENEFITS
BENEFITS
BENEFITS
•  Experience the university culture and grasp the entrepreneurial
spirit KEYKEY
•  Experience
the• university
culture
Experience
•  Experience
the and
univ
the
interacting with students and faculty members
interacting with students
and faculty
me
interacting
interacting
with stude
with
•  Learn to leverage principles of business model design for your own
•  Learn to leverage
principles
of
•  Learn
•  Learn
to leverage
to busine
levera
p
innovative ideas and get support from sophisticated experts building a
innovative ideas and
getinnovative
support
from
innovative
ideas
idea
and
business model prototype for your organization
business model prototype
for
yourmode
orga
business
business
model
prot
•  Understand and learn how to speed up the verification phase in
business model projects
•  Understand and
how toand
speed
•  learn
Understand
•  Understand
lea
an
business model projects
business
business
modelmode
proje
9
Module III
Impact
Impact &
& Implementation
Implementation
Dates: October
October 3
November 11,
11, 2016
2016
Dates:
Dates:
October
33 –
–– November
November
11,
2016
Location:
Remote
at
your
company
Location:
Remote
at
your
company
Location: Remote at your company
OVERVIEW
OVERVIEW
An intense
intense time
time of
of adaption
adaption &
& implementation.
implementation. Applying
Applying the
the
An
knowledge and
and methods
methods learned
learned in
in the
the previous
previous modules,
modules, this
this
knowledge
phase is
is the
the most
most intensive
intensive but
but also
also aa very
very valuable
valuable part
part of
of the
the
phase
program: You
You develop
develop aa detailed
detailed concept
concept of
of your
your most
most
program:
promising business
business model,
model, test
test the
the most
most critical
critical assumptions
assumptions
promising
and drive
drive towards
towards the
the implementation
implementation in
in your
your company.
company. Here
Here
and
we support
support you
you with
with advice
advice on
on how
how to
to address
address the
the most
most critical
critical
we
challenges occurring
occurring during
during the
the project
project via
via aa virtual
virtual expert
expert sessions.
sessions.
challenges
KEY BENEFITS
KEY BENEFITS
BENEFITS
KEY
•  Transfer and apply the learnings to your company and industry
• •  Transfer
Transfer and
and apply
apply the
the learnings
learnings to
to your
your company
company and
and industry
industry
context
context
context
• 
• • 
Rapidly develop a business model
Rapidly
Rapidly develop
develop aa business
business model
model
company and collect regular feedback
company
company and
and collect
collect regular
regular feedback
feedback
prototype
prototype
prototype
within
within
within
your
your
your
•  Build hypotheses and check your assumptions with your peers
• •  Build
Build hypotheses
hypotheses and
and check
check your
your assumptions
assumptions with
with your
your peers
peers
and colleagues in your company as well as the external
and
and colleagues
colleagues in
in your
your company
company as
as well
well as
as the
the external
external
environment
environment
environment
•  Learn managing and leading your team through your innovation
• •  Learn
Learn managing
managing and
and leading
leading your
your team
team through
through your
your innovation
innovation
challenge
challenge
challenge
• 
• • 
Identify and learn how to overcome barriers to strategic change
Identify
Identify and
and learn
learn how
how to
to overcome
overcome barriers
barriers to
to strategic
strategic change
change
Business Model Innovation
CAS-HSG - CERTIFICATE OF
ADVANCED STUDIES
10
Module IV
Evaluation
& Change
Leading
Change
Dates: November 14 – 18, 2016
Location: University of St. Gallen, Switzerland
After the implementation phase in your organization it is time for
OVERVIEW
reflection and addressing the human side of change. A key
element of this module is the presentation of your innovation project
in front of the course. Receiving feedback from our experts and
other participants with diverse industry backgrounds represents an
essential source for insights about further optimization of your
business model.
The seminar sessions of this module deal with:
•  Leading change for business innovation projects
•  Organizational energy in innovation leadership
•  IP Management: How to effectively leverage and protect
innovation?
•  Understand the drivers of change and apply leaders
•  Receive useful opinions from peers and scholars about your
project progression
•  Learn how to apply the new gained knowledge and methods to
continue with the implementation of your innovation project
11
KEY BENEFITS
COURSE LEADERS
Prof. Dr. Oliver Gassmann is Professor of Technology
and Innovation Management at the University of St.
Gallen. He is Managing Director of the Institute of
Technology Management and is head of the global field
of Entrepreneurship and Innovation at the University of
St. Gallen. Until 2002 he worked for Schindler, leading
its Corporate Research department as VP of
Technology Management. He is co-founder of the BMILab which focuses on Business Model Innovation.
Over a course of five years at the University of St.
Gallen, Oliver and his team studied over 350 business
model innovations which led to a revolutionary and
practical framework of how to design new business
models: The Business Model Navigator™. He also cofounded the advisory group BGW and the think tank
GLORAD Shanghai-St. Gallen on global innovation as
well as the Entrepreneurial BMI Clinic in Berlin which
incubates start-up companies in Europe’s hottest startup scene. He did research at prestigious institutions
like Berkeley (2007), Stanford (2012) and Harvard
(2016) and is author of over 350 publications, of which
several were awarded with prices like the RADMA
Award (1998). In 2014 he was awarded Leading
Researcher by IAMOT in Washington and nominated
for the Scholarly Impact Award by the prestigious
Journal of Management (2014). He advised several
Fortune 500 companies and is frequent Keynote
Speaker. Today he serves as a member in several
academic, economic and political boards, such as a
member of the International Advisory Board of the
Google Research Institute for Internet & Society and
Zühlke.
Prof. Dr. Larry Leifer is a Professor of
Mechanical Engineering in the School of
Engineering at Stanford University. He joined
the faculty in 1976 after serving as an
assistant professor at the Swiss Federal
Institute of Technology, Zurich, and 4 years at
the NASA Ames Research Center’s Human
Information Processing laboratory. He has
served as founding director of the Stanford
Veterans Administration Rehabilitation
Engineering R&D Center; Smart Product
Design Lab; Center for Design Research
(CDR); Stanford Learning Lab; and Hasso
Plattner Design Thinking Research Program
at Stanford. Research themes include: 1)
creating collaborative engineering design
environments for distributed new product
innovation teams; 2) instrumenting that
environment for design knowledge capture,
indexing, reuse, and performance
assessment; and 3) design-for-sustainablewellbeing. His top R&D priorities include,
d.swiss, human-robot teamwork experience
design, and the notion of a pan-disciplinary
PhD program in Design. He has been granted
an honorary doctorate by the Royal Institute
of Technology, Stockholm, and is an honorary
fellow of the Design Society.
Business Model Innovation
CAS-HSG - CERTIFICATE OF
ADVANCED STUDIES
12
PRELIMINARY
SELECTION OFSPEAKERS
SPEAKERSOF THE PROGRAM
Prof. Dr. Karolin Frankenberger is an Assistant Professor at the
Institute of Technology Management of University of St. Gallen and head
of the competence center Business Model Innovation. Dr. Reiner Fageth serves as CTO of
CeWe Color, overseeing the
company's daily operations of the
technical, research and development
divisions. Espen Sivertsen, is CEO of Type A
Machines. Type A Machines produces
a complete 3D ecosystem of digital
design and fabrication solutions. Prof. John Danner, is an UC
Berkeley & Princeton faculty member
where he teaches MBA courses on
entrepreneurship, as well as other
graduate courses on business model
innovation and strategies for startups.
Prof. Dr. Dietmar Griechnik, is
Professor of Entrepreneurship and
director of the Institute of Technology
Management at the university of St.
Gallen.
Dr. Michaela Csik, is co-author of
“The Business Model Navigator”
(Pearson/Financial Times) and works
as a Global Project Manager for New
Business Models at LafargeHolcim. In
her position, she is responsible for
the group-wide set-up and
implementation of Innovation
methods and processes related to the
design and implementation of new
business models.
Prof. Dr. Alexander Ilic is an Assistant Professor at the Institute of
Technology Management of University of St. Gallen and the Director of
the Auto-ID Labs ETH Zürich/University of St. Gallen.
13
The Institute of Technology Management was founded in 1989 as one of
the first institutes in Europe. It operates a research program, focusing
predominantly on the development of real life problems in close interaction
with leading international companies. Its director, Prof. Dr. Gassmann, is one
of the most cited innovation scholars worldwide.
The Business Model Navigator
For more than 100 years the University of St. Gallen has established
published by Hanser and
the international reputation of the city as a center of knowledge and
Financial Times Publishing has
education.
been cited as a ‘sensation’ by
the leading German newspaper
F.A.Z. and rapidly became a
bestseller. Handelsblatt Ranking:
No.1 among German speaking
Business Schools
Financial Times Rankings:
No.1 among Business Schools worldwide with its Master in Strategy and
International Management
14
GENERAL INFORMATION & CONTACT
COURSE DURATION
15 days of attendance divided into three modules plus the
opportunity for the adaption of learnings in your own business during
module III.
MODULE I I
MODULE
AUGUST 22-26, 2016
AUGUST 22-26,
2016
ST. GALLEN, CH
ST. GALLEN, CH
WORKSHOP LOCATIONS
PROGRAM LANGUAGE
PROGRAM FEES
MODULE II II
MODULE
MODULE
III
MODULE
SEPTEMBER 26-30,
SEPTEMBER
26-30,
2016
OCTOBER 3 –
OCTOBER
3–
NOVEMBER
11, 2016
2016
SILICON VALEY, USA
SILICON VALLEY, USA
III
NOVEMBER 11, 2016
AT YOUR COMPANY
AT YOUR COMPANY
MODULE
IV
MODULE
IV
NOVEMBER 14-18,
NOVEMBER 14-18,
2016
2016
ST. GALLEN, CH
ST. GALLEN, CH
Executive Campus, University of St. Gallen
Silicon Valley, Palo Alto, Stanford
St. Gallen: German or English
Silicon Valley: English
19’500 CHF
including lunch, tuition fees, snacks and course material,
not included travel expenses and costs for overnight stays
ACCOMMODATION
We will be happy to recommend you suitable accommodations close
to the center and the course locations in St. Gallen as well as in
Palo Alto
ECTS CREDITS
15
INTEGRABILITY
The Certificate Business Model Innovation can be integrated into the
Executive MBA of the University of St. Gallen
REGISTRATION
For application please visit www.item-executives.com
THOMAS MÖLLERS
Program Manager
Phone: +41 71 224 7227
Mail: [email protected]
For help and information related to this program, please do not
hesitate to contact me. I am welcome to provide assistance for your
individual planning.
15
INSTITUTE OF TECHNOLOGY MANAGEMENT – UNIVERSITY OF ST. GALLEN
www.item-­‐execu+ves.com