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A business model is only worth what is relevant to a market. This is why it is essential to continuously improve upon your existing work. Some parts may remain to have value, while others will not. The important thing is to be able gauge what is timely and what should be shifted.
There are boundaries to how much iteration is needed, as you don’t want to continuously mend something that doesn’t need it. When you get proficient at the craft, it’l become more and more apparent how and when to change.
While the reason for improvement is what grows your concept, it’s also required that the format that you are using is a constant. This way the methodology that frames your existing and new ideas is a way for the person relating to the model, to become familiar with just the content, not the tools. As is learning, a model is never finished.
The typical format for a business model canvas is both circular and grid based. The grid acts as the structure for input. Circular reasoning is what is the catalyst for the greater conceptual understanding. While one is more apparent then the other, they are both needed to help conduction within the modelling environment.
Who is to say whether you should start thinking circularly or use the grid as your base. Like the concept and model, they are intertwined. It can become easy to dispose of circular reasoning because there are only a few canvases that highlight such a shape. However, this often is the final result of completing the rest of most grids.
Combining these into a unified form, as far as the understanding of how to engage with each space, could be the next generation business model canvas that is sought. For now, accepting circular transfer of information, from a grid to another, is the way forward.