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The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World's Best Business Models (The Strategyzer Series) Paperback – 14 April 2020
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About the Author
Dr. Alexander Osterwalder (www.strategyzer.com) is the lead author of the international bestsellers Business Model Generation, and Value Proposition Design, and a passionate entrepreneur, and speaker. He co-founded Strategyzer, a software company specializing in tools and content for strategic management and innovation. Dr. Osterwalder invented the "Business Model Canvas," the strategic management tool to design, test, build, and manage business models, which is used by companies like Coca Cola, GE, P&G, Mastercard, Ericsson, LEGO, or 3M. He is a frequent keynote speaker in leading organizations and top universities around the world, and is a visiting professor for 2018 at Stanford.
Yves Pigneur is co-author of Business Model Generation and a professor of management and information systems at the University of Lausanne. He has held visiting professorships in the United States, Canada, and Singapore. Yves is a frequent guest speaker on business models in universities, large corporations, entrepreneurship events, and international conferences.
Alan Smith helped create the Value Proposition Canvas with Alex Osterwalder and Yves Pigneur, and the breakthrough design for the international bestseller, Business Model Generation. He co-founded Strategyzer.
- Publisher : Wiley; 1st edition (14 April 2020)
- Language : English
- Paperback : 400 pages
- ISBN-10 : 1119523966
- ISBN-13 : 978-1119523963
- Item Weight : 975 g
- Dimensions : 18.8 x 2.54 x 24.13 cm
- Country of Origin : USA
- Best Sellers Rank: #48,314 in Books (See Top 100 in Books)
- Customer Reviews:
About the authors
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I have strongly recommended the earlier book by these authors (Business Model Generation). This book attempts to build on that. However, I found the core diagram on which the book is built contrived and unhelpful. The book itself presents useful examples of new business models that have succeeded, but does not consider why other business models have failed. This supports the impression that their approach is a guarantee of success - which it simply cannot be because business - like life - is probabilistic not deterministic.
If the reader can navigate around the arrogance of the authors there are some invaluable messages and tools in here: exploring a new opportunity requires a different approach than running an established business; investment in new opportunities should be phased with an agile approach; companies need to constantly review the long-term viability of their businesses.