Vulnerable to change
Many business models are built on yesterday’s assumptions and take insufficient account of a world that is changing fast. Social and environmental sustainability are often seen as separate from the business case, instead of as part of it. The model itself also tends to stay close to what already exists, while a fresh, innovative view is exactly what can uncover new revenue models. At the same time resilience is often missing: the model is set up for the current situation, not for the shocks and shifts that come after it. The result is an organisation that performs in the short term, but stays vulnerable and slow to renew in the longer term.
Building a resilient model
First we think beyond the existing model, to discover which innovative revenue models are still untapped. From a sustainable angle we look for synergy between economic, environmental and social sustainability. Where relevant we use our Sustainable Business Model Scan for this, to establish a clear starting point. From a resilient angle we make the model robust against shocks and shifts in a fast-changing world. We translate those insights into a concrete business case that tests the model’s feasibility and impact. This produces a business model that holds up not only now, but also in the longer term.
Future-proof and fully costed
The result is a renewed business model that is innovative, sustainable and resilient at the same time. Not isolated ideas, but a coherent model in which economic, environmental and social value reinforce each other. That model is also backed by a concrete business case, so it is immediately clear what it asks and what it delivers. So the organisation knows not only what it wants to become, but also whether and how that is feasible.
