However, this has already begun to change fundamentally for a number of years. “Question marks” and vague visions dominate more and more often. We also encounter saturated markets in many places. So-called outside-in considerations<\/strong> are advantageous for this, as they support companies in thinking beyond the existing business and promoting creativity.<\/p>\n The first strategic concepts that are helpful for such considerations have already passed their 20th birthday; e.g. Competitive Nightmare (Montante, 1991; Gordon, 2002) and Judo Strategy (Yoffie, Kwak, 2001). More were added later; e.g. Business Model Generation (Osterwalder, 2010), Kill Your Company (Kirsh, 2012), Blue Ocean Strategy (Kim, Mauborgne, 2015) and Innovator’s Dilemma (Christensen, 2016).<\/p>\n So that this post does not become too extensive, I would like to focus on three main areas:<\/p>\n As already indicated, evolutionary business model developments and change management based on them are often no longer sufficient to ensure sustainable success. Instead, we fundamentally question business models, act disruptively and initiate transformation management programs. Transformation is not just another term for change! Transformation management aims to reinvent a company or a business model. It’s more unpredictable, iterative, and experimental, and therefore involves far more risk than change management initiatives.<\/p>\n The digital business transformation matrix<\/strong> supports companies that deal systematically with change and transformation management. Bergamin\/Braun\/Glaus<\/a> examined nine Swiss companies from different industries along this matrix: current positioning (blue), development paths (green) and possible nightmare competitors (red, more on this in a moment):<\/p>\n The authors summarized their findings in eight key points based on the following key questions and “underlined” them with a toolbox:<\/p>\n Nightmare Competitors<\/strong> – marked in red in the graphic above – have consistently developed and implemented their digital business models from the customer’s perspective. In this way, you challenge traditional market leaders. The Nightmare Competitors often have the advantage that they can attack a high-margin product segment with pinpoint accuracy without having to take account of existing customers and legacy systems.<\/p>\n Basically, a Nightmare Competitor first analyzes the customers addressed by the established providers and uses specific solutions to target those customer groups that are not perfectly served by the existing providers. In contrast to the Business Model Canvas and the Blue Ocean Strategy, the customer is \u201coutside the equation\u201d, i.e. not an integral part of the business model. With the Nightmare Competitor approach, the business model must serve the customer (customer-centric business model)! Following this approach, Grothe & Lock<\/a> distinguish five types, so-called archetypes, of Nightmare Competitors based on their experience and apply the procedural steps of the approach with the help of a Business Model Radar<\/strong> in several companies and different industries:<\/p>\n There are many ways to get to a different business model. With the help of Business Model Constituents – part of step 2 -, such as the range of services, suppliers and income model, or the canvas modules, you can check whether the most important components of a business model have been taken into account.<\/p>\n\n
Basic considerations for digital business transformation<\/span><\/h2>\n
![\"\"](\"https:\/\/www.strimgroup.com\/wp-content\/uploads\/2021\/10\/Digital-Business-Transformation-Matrix-NC-en.png\"){kind=spacer}
<\/a><\/p>\n\n
The 4 steps of a Nightmare Competitor approach<\/span><\/h2>\n
\n
![\"\"](\"https:\/\/www.strimgroup.com\/wp-content\/uploads\/2021\/10\/Digital-Transformation-Management-Phasen.png\"){kind=spacer}
<\/a><\/p>\n