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Pragmatically speaking, strategy and design are in the same basket. As such, business model conceptualisation allows for the progression of development of any current strategy. This transformative process can help describe the methods and reasoning as to why designers think a certain way.
In business model drafting, if it can be thought of that each building block is a transference of a wider strategy, then it can become more clear about the larger motivations of the canvas and company. This shaping of the designer and customer’s outlook is a good use of resources. Along with how the canvas gets to a sale, there is much to say about which choices of implementation really lead to the success of the company.
Onboarding the strategist designer to the understanding that what they are working on within a canvas and other IP, is improving their mentality and conceptual identity, is what can make or break a venture. When there is a synergy within these practices, the effectiveness of the business model increases substantially. This measured combinatorial approach is what distinguishes a model that works ongoing, and those that fail.
The precursor of the practice of modelling, came in the shape of architecting how a business should operate. But now, design thinking has shown that it can be a methodology that serves today’s entrepreneurs and leaders much more efficiently. All business model designs can be applied within a business architecture structure. This means that at the micro business scale, all the way up to a major corporation, the same building blocks remain relevant.
Business architecture, should however not be displaced, but rather be an integration into the business model modus operandi. The designer’s journey spans from brainstorming to management, and to the next sale of a new product, meaning that business architecture will have relevance in later development stages. But for most people involved in innovating, generating value, before returns are expected, works better, as is in the case of why the business model canvas has taken off, with strategists to executives.
Design thinking may be more conceptual and aligned with modelling, but the real question becomes why draft and iterate, when you can formalise unknown relationships with a myriad of architectures? This can be understood with the notion that communicating visually a new idea in a series of sole artifacts, is going to always be clearer and yield greater results then complexity, especially in a world, in which everyone has a voice.