Interesting point. I'm currently working on it. My impression is that it takes as much effort to design and implement the business model than to design and implement the product (idea). Another conclusion I draw from this effort is that it requires different skills and competence. It would be unusual to be good (or preferably the best) in all domains, but I believe it is possible.
My rule of thumb, to be successful in each domain, is to explore zones left in the shade (disregarded) and find something new and profitable. This applies to the idea (solving a problem) as well as to the business model.
A good strategy to be creative is to identify the assumptions we make, check their validity and see what comes out when you change them. Combine this with the appropriate combination and exploitation of the fundamental forces in play (assuming one has taken the time to properly identify them), and you can come up with a revolutionary and disruptive business model. If you manage to be very objective, rational and exhaustive in the exploration and evaluation process, this can work. (I hope I can prove it soon :] )
I see the startup community as an ant colony, following main tracks as a flock and just explore a bit away from the main paths. If one wants to increase the chance to discover something really new and disruptive, one has to follow orthogonal paths which means calling back into question common assumptions and habits. Otherwise you'll be in competition with zillions other ants, most of them being much more efficient and competent than we are.
Exactly. Thinking outside the box is usually not easy; you have to be able to abstract yourself from the domain you are considering, otherwise you are biased from start and might miss obvious information.
My rule of thumb, to be successful in each domain, is to explore zones left in the shade (disregarded) and find something new and profitable. This applies to the idea (solving a problem) as well as to the business model.
A good strategy to be creative is to identify the assumptions we make, check their validity and see what comes out when you change them. Combine this with the appropriate combination and exploitation of the fundamental forces in play (assuming one has taken the time to properly identify them), and you can come up with a revolutionary and disruptive business model. If you manage to be very objective, rational and exhaustive in the exploration and evaluation process, this can work. (I hope I can prove it soon :] )
I see the startup community as an ant colony, following main tracks as a flock and just explore a bit away from the main paths. If one wants to increase the chance to discover something really new and disruptive, one has to follow orthogonal paths which means calling back into question common assumptions and habits. Otherwise you'll be in competition with zillions other ants, most of them being much more efficient and competent than we are.