CEO | BU-Head
When the new business model must be a direct hit —
not in the workshop, but in the market.
How systematic is your path from idea to an anchored business model — and where do the transitions break today?
For CEOs and BU heads of B2B industrial companies who want to broaden their growth base — and must translate innovation systematically into revenue, not into workshop outputs.
Validated business model
Live & scaled
in the market
in the market
Anchored in the operating model
01
How to tell this decision is still open
Typical symptoms
- Your growth base must broaden — board or mid-term plan demand new revenue streams, but a robust path to them is missing.
- There are hypotheses or first pilots — but no validated models and no end-to-end path all the way into the market.
- Pilot models have started — but without validation, market tests, scaling, operating model and growth unit.
Risk if nothing is decided
- Business-model innovation gets stuck between workshop idea and scaled model — with too many breaks at the transitions.
- Without an end-to-end path from validated hypothesis to scaled business, innovation energy drains away without revenue.
- Without stop/go discipline at every transition, investment continues without deciding what to scale, adapt or stop.
02
Decision value
In the end you have a new, successful business model — live in the market, with paying customers and recurring revenue that contributes measurably to your growth.
You’re then not deciding on an innovation project, but on an additional, viable pillar of your business — anchored in an operating model and a growth unit for the next wave.
