The Risk-Driven Business Model
Four Questions That Will Define Your Company
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- USD 34.99
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- USD 34.99
Descripción editorial
How to outsmart risk
Risk has been defined as the potential for losing something of value. In business, that value could be your original investment or your expected future returns.
The Risk-Driven Business Model will help you manage risk better by showing how the key choices you make in designing your business models either increase or reduce two characteristic types of risk—information risk, when you make decisions without enough information, and incentive-alignment risk, when decision makers’ incentives are at odds with the broader goals of the company. Leaders who understand how the structure of their business model affects risk have the power to create wealth, revolutionize industries, and shape a better world.
INSEAD’s Karan Girotra and Serguei Netessine, noted operations and innovation professors who have consulted with dozens of companies, walk you through a business model audit to determine what key decisions get made in a business, when they get made, who makes them, and why we make the decisions we do.
By changing your company’s key decisions within this framework, you can fundamentally alter the risks that will impact your business.
This book is for entrepreneurs and executives in companies involved in dynamic industries where the locus of risk is shifting, and includes lessons from Zipcar, Blockbuster, Apple, Benetton, Kickstarter, Walmart, and dozens of other global companies.
The Risk-Driven Business Model demystifies business model risk, with clear directives aimed at improving decision making and driving your business forward.
PUBLISHERS WEEKLY
Professors at the international graduate business school INSEAD, Girotra and Netessine identify two new types of risk created by an organization's business model: information risk, which requires decision making without sufficient information; and incentive-alignment risk, which leads to actions that clash with the interests of a value chain. The authors stress that being mindful of these risks and making small modifications to an existing business model can create significant competitive differences. To that end, they present the four W's for designing better business models, which examine what decisions are made, when they are made, who makes them, and why they are made. Girotra and Netessine also explore the decisions that constitute a business, what a business is about, and its attitude about risk. They provide numerous examples of corporations that have made minor changes and garnered significant results, such as Diapers.com, Minute Clinic, Kickstarter, and Benetton. In addition, they follow a startup venture called Terrapass from rough idea through emerging concept and experimentation to early success and eventual evolution, to demonstrate a business model in action. Executives seeking to maximize opportunities while minimizing risk will find substantive ideas.
