Top

Published in:

2018 | OriginalPaper | Chapter

5. Develop a Balanced Portfolio of Business Models

Author : Benoit Gailly

Published in: Navigating Innovation

Publisher: Springer International Publishing

Activate our intelligent search to find suitable subject content or patents.

search-config

AI-assisted search

Off

Abstract

Most innovation ideas do not lead to robust business opportunities, and most organizations try to pursue more business opportunities than they can actually successfully handle. In order to effectively manage innovation, firms must therefore select the opportunities for which a convincing business model can be designed and which collectively form a balanced and consistent portfolio.

The fourth innovation management challenge is therefore to focus on the right portfolio of innovative business models: asking the right questions, designing competitive business models and mobilizing the right resources, valuing those business models and combining them to build a consistent and balanced portfolio.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

previous chapter Identify Attractive Innovation Opportunities

next chapter Nimble Execution: Fail Fast and Win Big

An extended bibliography is available at www.NavigatingInnovation.org

Adner, R., & Levinthal, D. A. (2004). What is not a real option: Considering boundaries for the application of real options to business strategy. Academy of Management Review, 29(1), 74–85.CrossRef

Cooper, R., Edgett, S., & Kleinschmidt, E. (2001). Portfolio management for new product development: Results of an industry practices study. R&D Management, 31(4), 361–380.CrossRef

Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures? Strategic Management Journal, 24(12), 1165–1185.CrossRef

Dierickx, I., & Cool, K. (1989). Asset stock accumulation and sustainability of competitive advantage. Management Science, 35(12), 1504–1511.CrossRef

Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227.CrossRef

Haynie, J. M., Shepherd, D. A., & McMullen, J. S. (2009). An opportunity for me? The role of resources in opportunity evaluation decisions. Journal of Management Studies, 46(3), 337–361.CrossRef

Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2), 172–194.CrossRef

Title: Develop a Balanced Portfolio of Business Models
Author: Benoit Gailly
Publisher: Springer International Publishing
Book: Navigating Innovation
Print ISBN: 978-3-319-77190-8

Electronic ISBN: 978-3-319-77191-5

Copyright Year: 2018
DOI: https://doi.org/10.1007/978-3-319-77191-5_5