Verfügbarkeit: Transformative strategic thinking | Technische Universität München

Transformative strategic thinking: the art of disciplined business creativity

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Bibliographische Detailangaben
Beteiligte Personen:	Simoni, Michele (VerfasserIn), Panetti, Eva (VerfasserIn), Ferretti, Marco 1962- (VerfasserIn)
Format:	Elektronisch E-Book
Sprache:	Englisch
Veröffentlicht:	New York BEP Business Expert Press 2024
Ausgabe:	First edition
Links:	https://portal.igpublish.com/iglibrary/search/BEPB0001380.html https://portal.igpublish.com/iglibrary/search/BEPB0001380.html https://portal.igpublish.com/iglibrary/search/BEPB0001380.html https://portal.igpublish.com/iglibrary/search/BEPB0001380.html https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31503718 https://portal.igpublish.com/iglibrary/search/BEPB0001380.html https://portal.igpublish.com/iglibrary/search/BEPB0001380.html
Umfang:	1 Online-Ressource (208 Seiten)
ISBN:	9781637427354

Internformat

MARC


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245	1	0	\|a Transformative strategic thinking \|b the art of disciplined business creativity \|c Michele Simoni, Eva Panetti, and Marco Ferretti
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264		1	\|a New York \|b BEP Business Expert Press \|c 2024
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300			\|a 1 Online-Ressource (208 Seiten)
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505	8		\|a Front cover -- Half title -- Title -- Copyright -- Description -- Contents -- Acknowledgments -- Introduction -- The TST tool -- The TST Elements -- The TST Practices -- The TST Challenge -- Who Should Read This Book? -- CHAPTER 1 Shaping the Meaning -- What Will You Learn? -- Element #1 the Meaning: A Product Love Story -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Meaning -- Step 1. Defne the End-Use -- Design Tips -- Step 2. Delimit the Usage Context -- Design Tips -- Step 3. Unveil the Symbolic Signifcance -- Design Tips -- So What? -- TST Challenge -- TST Practice #1 Transforming the Business Model Logic by Shaping the Meaning -- Shaping by Repurposing the Meaning End-Use -- Shaping by Moving the Meaning Usage Context -- Shaping by Changing the Meaning Symbolic Signifcance -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 2 Stretching the Experiential Performance -- What Will You Learn? -- Element #2 the Experiential Performance: Creating a Memorable Customer Experience -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Experiential Performance -- Step 1. List the Experiential Building Blocks -- Design Tips -- Step 2. Find the Experiential Benchmark -- Design Tips -- Step 3. Qualify the Experiential Building Block -- Design Tips -- So What? -- TST Challenge -- TST Practice #2 Transforming the Business Model Logic by Stretching the Experiential Performance -- Stretching by Introducing or Removing Experiential Building Blocks -- Stretching by Altering the Experiential Quality -- Stretching by Shifting the Experiential Benchmark -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 3 Sharing the Resources -- What Will You Learn? -- Element #3 the Resources: Learning How to Win -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Resources -- Step 1. Identify the Key Resources
505	8		\|a Step 2. Identify the Resource Regime -- So What? -- TST Challenge -- TST Practice #3 Transforming the Business Model Logic by Sharing the Resources -- Insharing the Resources -- Outsharing the Resources -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 4 Switching the Roles -- What Will You Learn? -- Element #4 the Roles: A Matter of Responsibilities -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Roles -- Step 1. Identify the Flow of Key Activities -- Design Tips -- Step 2. Map the Flow of Key Activities -- Step 3. Identify the Key Roles -- So What? -- The TST Challenge -- TST Practice #4 Transforming the Business Model Logic by Switching the Roles -- Switching by Changing the Flow of Activities -- From Backstage to Onstage activities (KBA &gt -- KOA) -- From Onstage to Backstage (KOA &gt -- KBA) -- From Support to Backstage (KSA &gt -- KBA) -- From Backstage to Support (KBA &gt -- KSA) -- Switching by Changing the Key Actors -- Company to Customers and Vice Versa -- Company to Partners and Vice Versa -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 5 Swapping the Value Equation -- What Will You Learn? -- Element #5 Value Equation: No Pain, No Gain -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Value Equation -- Step 1 . Assess the Benefts Provided -- Customer-Related Benefts -- Society-Related Benefts -- Environment-Related Benefts -- Step 2. Assess Required Effort -- Customer-Related Efforts -- Society-Related Efforts -- Environment-Related Efforts -- Step 3. Evaluate the Value Delivered -- So What? -- TST Challenge -- Design Tips -- Step 1. Assess the Benefts Provided -- Step 2. Assess the Required Efort -- Step 3. Evaluate the Value Delivered -- TST Practice #5 Transforming the Business Model Logic by Swapping the Value Equation -- Remove and Add Benefts/Efforts
505	8		\|a Reverse Benefts and Efforts -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 6 Disruptive Innovations -- What Will You Learn in This Chapter? -- Challenge #1 Disruptive Innovation: From the Fringe to the Mainstream -- Key Takeaways -- Understanding How Disruptive Innovation Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Vulnerable Element -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Disruptive Innovation: The Case of Hyper Crunch -- Hyper Crunch Before Being Disrupted -- Hyper Crunch Meaning-Before Disruptive Innovation -- Hyper Crunch Experiential Performance-Before Disruptive Innovation -- Hyper Crunch Resources-Before Disruptive Innovation -- Hyper Crunch Roles-Before Disruptive Innovation -- Hyper Crunch Value Equation-Before Disruptive Innovation -- Hyper Crunch Faces the Disruption -- Hyper Crunch After the Disruption -- Hyper Crunch Roles-After Disruptive Innovation -- Hyper Crunch Experiential Performance-After Disruptive Innovation -- Hyper Crunch Resources-After Disruptive Innovation -- Hyper Crunch Value Equation-After Disruptive Innovation -- Hyper Crunch Meaning-After Disruptive Innovation -- So What? -- Chapter Overview -- CHAPTER 7 Black Swan Events -- What Will You Learn in This Chapter? -- Challenge #2 Black Swan Events: Decoding the Unexpected -- Key Takeaways -- Understanding How Black Swan Events Affect Business Model Logics -- Step 1 . Understanding the Impact of the Black Swan Event -- Step 2. Analyze the Business Model Logic and Identify Vulnerable Element(s) -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Black Swan Events Technology: The Case of MoreNFT -- MoreNFT Before the Black Swan -- MoreNFT Meaning-Before Black Swan
505	8		\|a MoreNFT Experiential Performance-Before Black Swan -- MoreNFT Resources-Before Black Swan -- MoreNFT Roles-Before Black Swan -- MoreNFT Value Equation-Before Black Swan -- MoreNFT Faces the Black Swan -- MoreNFT After the Black Swan -- MoreNFT Resources After the Black Swan -- MoreNFT Roles After the Black Swan -- MoreNFT Experiential Performance After Black Swan -- MoreNFT Value Equation After the Black Swan -- MoreNFT Meaning After the Black Swan -- So What? -- Chapter Overview -- CHAPTER 8 Paradox Management -- What Will You Learn in This Chapter? -- Challenge #3 Paradox Management: Bridging Contradictions for Business Success -- Key Takeaways -- Understanding How Paradox Management Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Polarized Elements -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Managing Paradoxes: The Case of Congo Clothing Company (CCC) -- CCC Before Managing the Paradoxes -- CCC Meaning Before Managing the Paradoxes -- CCC Experiential Performance Before Managing the Paradoxes -- CCC Resources Before Managing the Paradoxes -- CCC Roles Before Managing the Paradoxes -- CCC Value Equation Before Managing the Paradoxes -- CCC Deals With the Paradoxes -- CCC After Managing the Paradoxes -- CCC Meaning After Managing the Paradoxes -- CCC Experiential Performance After Managing the Paradoxes -- CCC Resources After Managing the Paradoxes -- CCC Roles After Managing the Paradoxes -- CCC Value Equation After Managing the Paradoxes -- So What? -- Chapter Overview -- Conclusions -- Competitiveness Beyond Products -- Thriving Through Transformation -- Understanding Assumptions for Change -- Elemental Transformation -- Goal 1: Understanding Assumptions Behind a Business Model -- Goal 2: Experiment with Alternative Business Model Logic Transformations
505	8		\|a When Should You Use the TST Tool? -- Business Model Diagnosis -- Generation and Selection of Alternative Business Model Scenarios -- Business Model Validation -- Bibliography -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- About the Authors -- Index -- OTHER TITLES IN THE SERVICE SYSTEMS AND INNOVATION FOR BUSINESS AND SOCIETY COLLECTION -- Concise and Applied Business Books -- Back cover
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Datensatz im Suchindex

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author	Simoni, Michele Panetti, Eva Ferretti, Marco 1962-
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contents	Front cover -- Half title -- Title -- Copyright -- Description -- Contents -- Acknowledgments -- Introduction -- The TST tool -- The TST Elements -- The TST Practices -- The TST Challenge -- Who Should Read This Book? -- CHAPTER 1 Shaping the Meaning -- What Will You Learn? -- Element #1 the Meaning: A Product Love Story -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Meaning -- Step 1. Defne the End-Use -- Design Tips -- Step 2. Delimit the Usage Context -- Design Tips -- Step 3. Unveil the Symbolic Signifcance -- Design Tips -- So What? -- TST Challenge -- TST Practice #1 Transforming the Business Model Logic by Shaping the Meaning -- Shaping by Repurposing the Meaning End-Use -- Shaping by Moving the Meaning Usage Context -- Shaping by Changing the Meaning Symbolic Signifcance -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 2 Stretching the Experiential Performance -- What Will You Learn? -- Element #2 the Experiential Performance: Creating a Memorable Customer Experience -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Experiential Performance -- Step 1. List the Experiential Building Blocks -- Design Tips -- Step 2. Find the Experiential Benchmark -- Design Tips -- Step 3. Qualify the Experiential Building Block -- Design Tips -- So What? -- TST Challenge -- TST Practice #2 Transforming the Business Model Logic by Stretching the Experiential Performance -- Stretching by Introducing or Removing Experiential Building Blocks -- Stretching by Altering the Experiential Quality -- Stretching by Shifting the Experiential Benchmark -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 3 Sharing the Resources -- What Will You Learn? -- Element #3 the Resources: Learning How to Win -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Resources -- Step 1. Identify the Key Resources Step 2. Identify the Resource Regime -- So What? -- TST Challenge -- TST Practice #3 Transforming the Business Model Logic by Sharing the Resources -- Insharing the Resources -- Outsharing the Resources -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 4 Switching the Roles -- What Will You Learn? -- Element #4 the Roles: A Matter of Responsibilities -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Roles -- Step 1. Identify the Flow of Key Activities -- Design Tips -- Step 2. Map the Flow of Key Activities -- Step 3. Identify the Key Roles -- So What? -- The TST Challenge -- TST Practice #4 Transforming the Business Model Logic by Switching the Roles -- Switching by Changing the Flow of Activities -- From Backstage to Onstage activities (KBA &gt -- KOA) -- From Onstage to Backstage (KOA &gt -- KBA) -- From Support to Backstage (KSA &gt -- KBA) -- From Backstage to Support (KBA &gt -- KSA) -- Switching by Changing the Key Actors -- Company to Customers and Vice Versa -- Company to Partners and Vice Versa -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 5 Swapping the Value Equation -- What Will You Learn? -- Element #5 Value Equation: No Pain, No Gain -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Value Equation -- Step 1 . Assess the Benefts Provided -- Customer-Related Benefts -- Society-Related Benefts -- Environment-Related Benefts -- Step 2. Assess Required Effort -- Customer-Related Efforts -- Society-Related Efforts -- Environment-Related Efforts -- Step 3. Evaluate the Value Delivered -- So What? -- TST Challenge -- Design Tips -- Step 1. Assess the Benefts Provided -- Step 2. Assess the Required Efort -- Step 3. Evaluate the Value Delivered -- TST Practice #5 Transforming the Business Model Logic by Swapping the Value Equation -- Remove and Add Benefts/Efforts Reverse Benefts and Efforts -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 6 Disruptive Innovations -- What Will You Learn in This Chapter? -- Challenge #1 Disruptive Innovation: From the Fringe to the Mainstream -- Key Takeaways -- Understanding How Disruptive Innovation Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Vulnerable Element -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Disruptive Innovation: The Case of Hyper Crunch -- Hyper Crunch Before Being Disrupted -- Hyper Crunch Meaning-Before Disruptive Innovation -- Hyper Crunch Experiential Performance-Before Disruptive Innovation -- Hyper Crunch Resources-Before Disruptive Innovation -- Hyper Crunch Roles-Before Disruptive Innovation -- Hyper Crunch Value Equation-Before Disruptive Innovation -- Hyper Crunch Faces the Disruption -- Hyper Crunch After the Disruption -- Hyper Crunch Roles-After Disruptive Innovation -- Hyper Crunch Experiential Performance-After Disruptive Innovation -- Hyper Crunch Resources-After Disruptive Innovation -- Hyper Crunch Value Equation-After Disruptive Innovation -- Hyper Crunch Meaning-After Disruptive Innovation -- So What? -- Chapter Overview -- CHAPTER 7 Black Swan Events -- What Will You Learn in This Chapter? -- Challenge #2 Black Swan Events: Decoding the Unexpected -- Key Takeaways -- Understanding How Black Swan Events Affect Business Model Logics -- Step 1 . Understanding the Impact of the Black Swan Event -- Step 2. Analyze the Business Model Logic and Identify Vulnerable Element(s) -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Black Swan Events Technology: The Case of MoreNFT -- MoreNFT Before the Black Swan -- MoreNFT Meaning-Before Black Swan MoreNFT Experiential Performance-Before Black Swan -- MoreNFT Resources-Before Black Swan -- MoreNFT Roles-Before Black Swan -- MoreNFT Value Equation-Before Black Swan -- MoreNFT Faces the Black Swan -- MoreNFT After the Black Swan -- MoreNFT Resources After the Black Swan -- MoreNFT Roles After the Black Swan -- MoreNFT Experiential Performance After Black Swan -- MoreNFT Value Equation After the Black Swan -- MoreNFT Meaning After the Black Swan -- So What? -- Chapter Overview -- CHAPTER 8 Paradox Management -- What Will You Learn in This Chapter? -- Challenge #3 Paradox Management: Bridging Contradictions for Business Success -- Key Takeaways -- Understanding How Paradox Management Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Polarized Elements -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Managing Paradoxes: The Case of Congo Clothing Company (CCC) -- CCC Before Managing the Paradoxes -- CCC Meaning Before Managing the Paradoxes -- CCC Experiential Performance Before Managing the Paradoxes -- CCC Resources Before Managing the Paradoxes -- CCC Roles Before Managing the Paradoxes -- CCC Value Equation Before Managing the Paradoxes -- CCC Deals With the Paradoxes -- CCC After Managing the Paradoxes -- CCC Meaning After Managing the Paradoxes -- CCC Experiential Performance After Managing the Paradoxes -- CCC Resources After Managing the Paradoxes -- CCC Roles After Managing the Paradoxes -- CCC Value Equation After Managing the Paradoxes -- So What? -- Chapter Overview -- Conclusions -- Competitiveness Beyond Products -- Thriving Through Transformation -- Understanding Assumptions for Change -- Elemental Transformation -- Goal 1: Understanding Assumptions Behind a Business Model -- Goal 2: Experiment with Alternative Business Model Logic Transformations When Should You Use the TST Tool? -- Business Model Diagnosis -- Generation and Selection of Alternative Business Model Scenarios -- Business Model Validation -- Bibliography -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- About the Authors -- Index -- OTHER TITLES IN THE SERVICE SYSTEMS AND INNOVATION FOR BUSINESS AND SOCIETY COLLECTION -- Concise and Applied Business Books -- Back cover
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edition	First edition
format	Electronic eBook
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Identify the Key Roles -- So What? -- The TST Challenge -- TST Practice #4 Transforming the Business Model Logic by Switching the Roles -- Switching by Changing the Flow of Activities -- From Backstage to Onstage activities (KBA &gt -- KOA) -- From Onstage to Backstage (KOA &gt -- KBA) -- From Support to Backstage (KSA &gt -- KBA) -- From Backstage to Support (KBA &gt -- KSA) -- Switching by Changing the Key Actors -- Company to Customers and Vice Versa -- Company to Partners and Vice Versa -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 5 Swapping the Value Equation -- What Will You Learn? -- Element #5 Value Equation: No Pain, No Gain -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Value Equation -- Step 1 . Assess the Benefts Provided -- Customer-Related Benefts -- Society-Related Benefts -- Environment-Related Benefts -- Step 2. Assess Required Effort -- Customer-Related Efforts -- Society-Related Efforts -- Environment-Related Efforts -- Step 3. Evaluate the Value Delivered -- So What? -- TST Challenge -- Design Tips -- Step 1. Assess the Benefts Provided -- Step 2. Assess the Required Efort -- Step 3. Evaluate the Value Delivered -- TST Practice #5 Transforming the Business Model Logic by Swapping the Value Equation -- Remove and Add Benefts/Efforts</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Reverse Benefts and Efforts -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 6 Disruptive Innovations -- What Will You Learn in This Chapter? -- Challenge #1 Disruptive Innovation: From the Fringe to the Mainstream -- Key Takeaways -- Understanding How Disruptive Innovation Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Vulnerable Element -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Disruptive Innovation: The Case of Hyper Crunch -- Hyper Crunch Before Being Disrupted -- Hyper Crunch Meaning-Before Disruptive Innovation -- Hyper Crunch Experiential Performance-Before Disruptive Innovation -- Hyper Crunch Resources-Before Disruptive Innovation -- Hyper Crunch Roles-Before Disruptive Innovation -- Hyper Crunch Value Equation-Before Disruptive Innovation -- Hyper Crunch Faces the Disruption -- Hyper Crunch After the Disruption -- Hyper Crunch Roles-After Disruptive Innovation -- Hyper Crunch Experiential Performance-After Disruptive Innovation -- Hyper Crunch Resources-After Disruptive Innovation -- Hyper Crunch Value Equation-After Disruptive Innovation -- Hyper Crunch Meaning-After Disruptive Innovation -- So What? -- Chapter Overview -- CHAPTER 7 Black Swan Events -- What Will You Learn in This Chapter? -- Challenge #2 Black Swan Events: Decoding the Unexpected -- Key Takeaways -- Understanding How Black Swan Events Affect Business Model Logics -- Step 1 . Understanding the Impact of the Black Swan Event -- Step 2. Analyze the Business Model Logic and Identify Vulnerable Element(s) -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Black Swan Events Technology: The Case of MoreNFT -- MoreNFT Before the Black Swan -- MoreNFT Meaning-Before Black Swan</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">MoreNFT Experiential Performance-Before Black Swan -- MoreNFT Resources-Before Black Swan -- MoreNFT Roles-Before Black Swan -- MoreNFT Value Equation-Before Black Swan -- MoreNFT Faces the Black Swan -- MoreNFT After the Black Swan -- MoreNFT Resources After the Black Swan -- MoreNFT Roles After the Black Swan -- MoreNFT Experiential Performance After Black Swan -- MoreNFT Value Equation After the Black Swan -- MoreNFT Meaning After the Black Swan -- So What? -- Chapter Overview -- CHAPTER 8 Paradox Management -- What Will You Learn in This Chapter? -- Challenge #3 Paradox Management: Bridging Contradictions for Business Success -- Key Takeaways -- Understanding How Paradox Management Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Polarized Elements -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Managing Paradoxes: The Case of Congo Clothing Company (CCC) -- CCC Before Managing the Paradoxes -- CCC Meaning Before Managing the Paradoxes -- CCC Experiential Performance Before Managing the Paradoxes -- CCC Resources Before Managing the Paradoxes -- CCC Roles Before Managing the Paradoxes -- CCC Value Equation Before Managing the Paradoxes -- CCC Deals With the Paradoxes -- CCC After Managing the Paradoxes -- CCC Meaning After Managing the Paradoxes -- CCC Experiential Performance After Managing the Paradoxes -- CCC Resources After Managing the Paradoxes -- CCC Roles After Managing the Paradoxes -- CCC Value Equation After Managing the Paradoxes -- So What? -- Chapter Overview -- Conclusions -- Competitiveness Beyond Products -- Thriving Through Transformation -- Understanding Assumptions for Change -- Elemental Transformation -- Goal 1: Understanding Assumptions Behind a Business Model -- Goal 2: Experiment with Alternative Business Model Logic Transformations</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">When Should You Use the TST Tool? -- Business Model Diagnosis -- Generation and Selection of Alternative Business Model Scenarios -- Business Model Validation -- Bibliography -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- About the Authors -- Index -- OTHER TITLES IN THE SERVICE SYSTEMS AND INNOVATION FOR BUSINESS AND SOCIETY COLLECTION -- Concise and Applied Business Books -- Back cover</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Panetti, Eva</subfield><subfield code="e">Verfasser</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Ferretti, Marco</subfield><subfield code="d">1962-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1127345567</subfield><subfield code="4">aut</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe, Paperback</subfield><subfield code="z">978-1-63742-734-7</subfield></datafield><datafield tag="856" ind1="4" ind2="0"><subfield code="u">https://portal.igpublish.com/iglibrary/search/BEPB0001380.html</subfield><subfield code="x">Verlag</subfield><subfield code="z">URL des Erstveröffentlichers</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-191-BEX</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035439559</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://portal.igpublish.com/iglibrary/search/BEPB0001380.html</subfield><subfield code="l">DE-1046</subfield><subfield code="p">ZDB-191-BEX</subfield><subfield code="x">Verlag</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://portal.igpublish.com/iglibrary/search/BEPB0001380.html</subfield><subfield code="l">DE-92</subfield><subfield code="p">ZDB-191-BEX</subfield><subfield code="x">Verlag</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://portal.igpublish.com/iglibrary/search/BEPB0001380.html</subfield><subfield code="l">DE-863</subfield><subfield code="p">ZDB-191-BEX</subfield><subfield code="x">Verlag</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://portal.igpublish.com/iglibrary/search/BEPB0001380.html</subfield><subfield code="l">DE-862</subfield><subfield code="p">ZDB-191-BEX</subfield><subfield code="x">Verlag</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31503718</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://portal.igpublish.com/iglibrary/search/BEPB0001380.html</subfield><subfield code="l">DE-706</subfield><subfield code="p">ZDB-191-BEX</subfield><subfield code="x">Verlag</subfield><subfield code="3">Volltext</subfield></datafield></record></collection>
id	DE-604.BV050102397
illustrated	Not Illustrated
indexdate	2025-05-15T10:01:35Z
institution	BVB
isbn	9781637427354
language	English
oai_aleph_id	oai:aleph.bib-bvb.de:BVB01-035439559
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physical	1 Online-Ressource (208 Seiten)
psigel	ZDB-30-PQE ZDB-191-BEX ZDB-30-PQE HWR_PDA_PQE
publishDate	2024
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spelling	Simoni, Michele Verfasser aut Transformative strategic thinking the art of disciplined business creativity Michele Simoni, Eva Panetti, and Marco Ferretti First edition New York BEP Business Expert Press 2024 © 2025 1 Online-Ressource (208 Seiten) txt rdacontent c rdamedia cr rdacarrier Front cover -- Half title -- Title -- Copyright -- Description -- Contents -- Acknowledgments -- Introduction -- The TST tool -- The TST Elements -- The TST Practices -- The TST Challenge -- Who Should Read This Book? -- CHAPTER 1 Shaping the Meaning -- What Will You Learn? -- Element #1 the Meaning: A Product Love Story -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Meaning -- Step 1. Defne the End-Use -- Design Tips -- Step 2. Delimit the Usage Context -- Design Tips -- Step 3. Unveil the Symbolic Signifcance -- Design Tips -- So What? -- TST Challenge -- TST Practice #1 Transforming the Business Model Logic by Shaping the Meaning -- Shaping by Repurposing the Meaning End-Use -- Shaping by Moving the Meaning Usage Context -- Shaping by Changing the Meaning Symbolic Signifcance -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 2 Stretching the Experiential Performance -- What Will You Learn? -- Element #2 the Experiential Performance: Creating a Memorable Customer Experience -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Experiential Performance -- Step 1. List the Experiential Building Blocks -- Design Tips -- Step 2. Find the Experiential Benchmark -- Design Tips -- Step 3. Qualify the Experiential Building Block -- Design Tips -- So What? -- TST Challenge -- TST Practice #2 Transforming the Business Model Logic by Stretching the Experiential Performance -- Stretching by Introducing or Removing Experiential Building Blocks -- Stretching by Altering the Experiential Quality -- Stretching by Shifting the Experiential Benchmark -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 3 Sharing the Resources -- What Will You Learn? -- Element #3 the Resources: Learning How to Win -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Resources -- Step 1. Identify the Key Resources Step 2. Identify the Resource Regime -- So What? -- TST Challenge -- TST Practice #3 Transforming the Business Model Logic by Sharing the Resources -- Insharing the Resources -- Outsharing the Resources -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 4 Switching the Roles -- What Will You Learn? -- Element #4 the Roles: A Matter of Responsibilities -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Roles -- Step 1. Identify the Flow of Key Activities -- Design Tips -- Step 2. Map the Flow of Key Activities -- Step 3. Identify the Key Roles -- So What? -- The TST Challenge -- TST Practice #4 Transforming the Business Model Logic by Switching the Roles -- Switching by Changing the Flow of Activities -- From Backstage to Onstage activities (KBA &gt -- KOA) -- From Onstage to Backstage (KOA &gt -- KBA) -- From Support to Backstage (KSA &gt -- KBA) -- From Backstage to Support (KBA &gt -- KSA) -- Switching by Changing the Key Actors -- Company to Customers and Vice Versa -- Company to Partners and Vice Versa -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 5 Swapping the Value Equation -- What Will You Learn? -- Element #5 Value Equation: No Pain, No Gain -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Value Equation -- Step 1 . Assess the Benefts Provided -- Customer-Related Benefts -- Society-Related Benefts -- Environment-Related Benefts -- Step 2. Assess Required Effort -- Customer-Related Efforts -- Society-Related Efforts -- Environment-Related Efforts -- Step 3. Evaluate the Value Delivered -- So What? -- TST Challenge -- Design Tips -- Step 1. Assess the Benefts Provided -- Step 2. Assess the Required Efort -- Step 3. Evaluate the Value Delivered -- TST Practice #5 Transforming the Business Model Logic by Swapping the Value Equation -- Remove and Add Benefts/Efforts Reverse Benefts and Efforts -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 6 Disruptive Innovations -- What Will You Learn in This Chapter? -- Challenge #1 Disruptive Innovation: From the Fringe to the Mainstream -- Key Takeaways -- Understanding How Disruptive Innovation Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Vulnerable Element -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Disruptive Innovation: The Case of Hyper Crunch -- Hyper Crunch Before Being Disrupted -- Hyper Crunch Meaning-Before Disruptive Innovation -- Hyper Crunch Experiential Performance-Before Disruptive Innovation -- Hyper Crunch Resources-Before Disruptive Innovation -- Hyper Crunch Roles-Before Disruptive Innovation -- Hyper Crunch Value Equation-Before Disruptive Innovation -- Hyper Crunch Faces the Disruption -- Hyper Crunch After the Disruption -- Hyper Crunch Roles-After Disruptive Innovation -- Hyper Crunch Experiential Performance-After Disruptive Innovation -- Hyper Crunch Resources-After Disruptive Innovation -- Hyper Crunch Value Equation-After Disruptive Innovation -- Hyper Crunch Meaning-After Disruptive Innovation -- So What? -- Chapter Overview -- CHAPTER 7 Black Swan Events -- What Will You Learn in This Chapter? -- Challenge #2 Black Swan Events: Decoding the Unexpected -- Key Takeaways -- Understanding How Black Swan Events Affect Business Model Logics -- Step 1 . Understanding the Impact of the Black Swan Event -- Step 2. Analyze the Business Model Logic and Identify Vulnerable Element(s) -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Black Swan Events Technology: The Case of MoreNFT -- MoreNFT Before the Black Swan -- MoreNFT Meaning-Before Black Swan MoreNFT Experiential Performance-Before Black Swan -- MoreNFT Resources-Before Black Swan -- MoreNFT Roles-Before Black Swan -- MoreNFT Value Equation-Before Black Swan -- MoreNFT Faces the Black Swan -- MoreNFT After the Black Swan -- MoreNFT Resources After the Black Swan -- MoreNFT Roles After the Black Swan -- MoreNFT Experiential Performance After Black Swan -- MoreNFT Value Equation After the Black Swan -- MoreNFT Meaning After the Black Swan -- So What? -- Chapter Overview -- CHAPTER 8 Paradox Management -- What Will You Learn in This Chapter? -- Challenge #3 Paradox Management: Bridging Contradictions for Business Success -- Key Takeaways -- Understanding How Paradox Management Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Polarized Elements -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Managing Paradoxes: The Case of Congo Clothing Company (CCC) -- CCC Before Managing the Paradoxes -- CCC Meaning Before Managing the Paradoxes -- CCC Experiential Performance Before Managing the Paradoxes -- CCC Resources Before Managing the Paradoxes -- CCC Roles Before Managing the Paradoxes -- CCC Value Equation Before Managing the Paradoxes -- CCC Deals With the Paradoxes -- CCC After Managing the Paradoxes -- CCC Meaning After Managing the Paradoxes -- CCC Experiential Performance After Managing the Paradoxes -- CCC Resources After Managing the Paradoxes -- CCC Roles After Managing the Paradoxes -- CCC Value Equation After Managing the Paradoxes -- So What? -- Chapter Overview -- Conclusions -- Competitiveness Beyond Products -- Thriving Through Transformation -- Understanding Assumptions for Change -- Elemental Transformation -- Goal 1: Understanding Assumptions Behind a Business Model -- Goal 2: Experiment with Alternative Business Model Logic Transformations When Should You Use the TST Tool? -- Business Model Diagnosis -- Generation and Selection of Alternative Business Model Scenarios -- Business Model Validation -- Bibliography -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- About the Authors -- Index -- OTHER TITLES IN THE SERVICE SYSTEMS AND INNOVATION FOR BUSINESS AND SOCIETY COLLECTION -- Concise and Applied Business Books -- Back cover Panetti, Eva Verfasser aut Ferretti, Marco 1962- Verfasser (DE-588)1127345567 aut Erscheint auch als Druck-Ausgabe, Paperback 978-1-63742-734-7 https://portal.igpublish.com/iglibrary/search/BEPB0001380.html Verlag URL des Erstveröffentlichers Volltext
spellingShingle	Simoni, Michele Panetti, Eva Ferretti, Marco 1962- Transformative strategic thinking the art of disciplined business creativity Front cover -- Half title -- Title -- Copyright -- Description -- Contents -- Acknowledgments -- Introduction -- The TST tool -- The TST Elements -- The TST Practices -- The TST Challenge -- Who Should Read This Book? -- CHAPTER 1 Shaping the Meaning -- What Will You Learn? -- Element #1 the Meaning: A Product Love Story -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Meaning -- Step 1. Defne the End-Use -- Design Tips -- Step 2. Delimit the Usage Context -- Design Tips -- Step 3. Unveil the Symbolic Signifcance -- Design Tips -- So What? -- TST Challenge -- TST Practice #1 Transforming the Business Model Logic by Shaping the Meaning -- Shaping by Repurposing the Meaning End-Use -- Shaping by Moving the Meaning Usage Context -- Shaping by Changing the Meaning Symbolic Signifcance -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 2 Stretching the Experiential Performance -- What Will You Learn? -- Element #2 the Experiential Performance: Creating a Memorable Customer Experience -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Experiential Performance -- Step 1. List the Experiential Building Blocks -- Design Tips -- Step 2. Find the Experiential Benchmark -- Design Tips -- Step 3. Qualify the Experiential Building Block -- Design Tips -- So What? -- TST Challenge -- TST Practice #2 Transforming the Business Model Logic by Stretching the Experiential Performance -- Stretching by Introducing or Removing Experiential Building Blocks -- Stretching by Altering the Experiential Quality -- Stretching by Shifting the Experiential Benchmark -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 3 Sharing the Resources -- What Will You Learn? -- Element #3 the Resources: Learning How to Win -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Resources -- Step 1. Identify the Key Resources Step 2. Identify the Resource Regime -- So What? -- TST Challenge -- TST Practice #3 Transforming the Business Model Logic by Sharing the Resources -- Insharing the Resources -- Outsharing the Resources -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 4 Switching the Roles -- What Will You Learn? -- Element #4 the Roles: A Matter of Responsibilities -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Roles -- Step 1. Identify the Flow of Key Activities -- Design Tips -- Step 2. Map the Flow of Key Activities -- Step 3. Identify the Key Roles -- So What? -- The TST Challenge -- TST Practice #4 Transforming the Business Model Logic by Switching the Roles -- Switching by Changing the Flow of Activities -- From Backstage to Onstage activities (KBA &gt -- KOA) -- From Onstage to Backstage (KOA &gt -- KBA) -- From Support to Backstage (KSA &gt -- KBA) -- From Backstage to Support (KBA &gt -- KSA) -- Switching by Changing the Key Actors -- Company to Customers and Vice Versa -- Company to Partners and Vice Versa -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 5 Swapping the Value Equation -- What Will You Learn? -- Element #5 Value Equation: No Pain, No Gain -- Wrap-Up Questions -- Warm-Up Task -- Understanding the Value Equation -- Step 1 . Assess the Benefts Provided -- Customer-Related Benefts -- Society-Related Benefts -- Environment-Related Benefts -- Step 2. Assess Required Effort -- Customer-Related Efforts -- Society-Related Efforts -- Environment-Related Efforts -- Step 3. Evaluate the Value Delivered -- So What? -- TST Challenge -- Design Tips -- Step 1. Assess the Benefts Provided -- Step 2. Assess the Required Efort -- Step 3. Evaluate the Value Delivered -- TST Practice #5 Transforming the Business Model Logic by Swapping the Value Equation -- Remove and Add Benefts/Efforts Reverse Benefts and Efforts -- Key Takeaways -- Business Case Example -- Chapter Overview -- CHAPTER 6 Disruptive Innovations -- What Will You Learn in This Chapter? -- Challenge #1 Disruptive Innovation: From the Fringe to the Mainstream -- Key Takeaways -- Understanding How Disruptive Innovation Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Vulnerable Element -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Disruptive Innovation: The Case of Hyper Crunch -- Hyper Crunch Before Being Disrupted -- Hyper Crunch Meaning-Before Disruptive Innovation -- Hyper Crunch Experiential Performance-Before Disruptive Innovation -- Hyper Crunch Resources-Before Disruptive Innovation -- Hyper Crunch Roles-Before Disruptive Innovation -- Hyper Crunch Value Equation-Before Disruptive Innovation -- Hyper Crunch Faces the Disruption -- Hyper Crunch After the Disruption -- Hyper Crunch Roles-After Disruptive Innovation -- Hyper Crunch Experiential Performance-After Disruptive Innovation -- Hyper Crunch Resources-After Disruptive Innovation -- Hyper Crunch Value Equation-After Disruptive Innovation -- Hyper Crunch Meaning-After Disruptive Innovation -- So What? -- Chapter Overview -- CHAPTER 7 Black Swan Events -- What Will You Learn in This Chapter? -- Challenge #2 Black Swan Events: Decoding the Unexpected -- Key Takeaways -- Understanding How Black Swan Events Affect Business Model Logics -- Step 1 . Understanding the Impact of the Black Swan Event -- Step 2. Analyze the Business Model Logic and Identify Vulnerable Element(s) -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Deal With Black Swan Events Technology: The Case of MoreNFT -- MoreNFT Before the Black Swan -- MoreNFT Meaning-Before Black Swan MoreNFT Experiential Performance-Before Black Swan -- MoreNFT Resources-Before Black Swan -- MoreNFT Roles-Before Black Swan -- MoreNFT Value Equation-Before Black Swan -- MoreNFT Faces the Black Swan -- MoreNFT After the Black Swan -- MoreNFT Resources After the Black Swan -- MoreNFT Roles After the Black Swan -- MoreNFT Experiential Performance After Black Swan -- MoreNFT Value Equation After the Black Swan -- MoreNFT Meaning After the Black Swan -- So What? -- Chapter Overview -- CHAPTER 8 Paradox Management -- What Will You Learn in This Chapter? -- Challenge #3 Paradox Management: Bridging Contradictions for Business Success -- Key Takeaways -- Understanding How Paradox Management Affects Business Model Logics -- Step 1. Analyze the Current Business Model Logic -- Step 2. Pinpoint the Polarized Elements -- Step 3. Experiment With a New Business Model Logic -- Applying TST to Managing Paradoxes: The Case of Congo Clothing Company (CCC) -- CCC Before Managing the Paradoxes -- CCC Meaning Before Managing the Paradoxes -- CCC Experiential Performance Before Managing the Paradoxes -- CCC Resources Before Managing the Paradoxes -- CCC Roles Before Managing the Paradoxes -- CCC Value Equation Before Managing the Paradoxes -- CCC Deals With the Paradoxes -- CCC After Managing the Paradoxes -- CCC Meaning After Managing the Paradoxes -- CCC Experiential Performance After Managing the Paradoxes -- CCC Resources After Managing the Paradoxes -- CCC Roles After Managing the Paradoxes -- CCC Value Equation After Managing the Paradoxes -- So What? -- Chapter Overview -- Conclusions -- Competitiveness Beyond Products -- Thriving Through Transformation -- Understanding Assumptions for Change -- Elemental Transformation -- Goal 1: Understanding Assumptions Behind a Business Model -- Goal 2: Experiment with Alternative Business Model Logic Transformations When Should You Use the TST Tool? -- Business Model Diagnosis -- Generation and Selection of Alternative Business Model Scenarios -- Business Model Validation -- Bibliography -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- About the Authors -- Index -- OTHER TITLES IN THE SERVICE SYSTEMS AND INNOVATION FOR BUSINESS AND SOCIETY COLLECTION -- Concise and Applied Business Books -- Back cover
title	Transformative strategic thinking the art of disciplined business creativity
title_auth	Transformative strategic thinking the art of disciplined business creativity
title_exact_search	Transformative strategic thinking the art of disciplined business creativity
title_full	Transformative strategic thinking the art of disciplined business creativity Michele Simoni, Eva Panetti, and Marco Ferretti
title_fullStr	Transformative strategic thinking the art of disciplined business creativity Michele Simoni, Eva Panetti, and Marco Ferretti
title_full_unstemmed	Transformative strategic thinking the art of disciplined business creativity Michele Simoni, Eva Panetti, and Marco Ferretti
title_short	Transformative strategic thinking
title_sort	transformative strategic thinking the art of disciplined business creativity
title_sub	the art of disciplined business creativity
url	https://portal.igpublish.com/iglibrary/search/BEPB0001380.html
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