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Business Models for Teams
This book will do for teamwork what the cult classic Business Model Generation did for strategy.
In 2010, Tim Clark helped create Business Model Generation, a groundbreaking global bestseller on how enterprises deliver value customers. In 2012, Clark and partner Bruce Hazen followed up with Business Model You, pioneering the personal business model technique for individuals. In their new book, Clark and Hazen turn this sights on teams, showing managers how much better their enterprises function when individuals and teams know their role in creating value for customers.
Even great leaders face management problems every day. Do we have the right people in the right seats? How do they know what is a priority? Are we making it clear to everyone--across meetings, reports, and projects--how the enterprise creates value, and how each team member fits in?
Through case studies, brief exercises and easy-to-follow visuals, Clark and Hazen show how leaders of any group, regardless of size, can help people work independently and passionately toward shared goals without excessive turnover, training, or culture building exercises.
While any leader will benefit from Business Model For Teams, it is the ideal book for those confronting big market changes or overseeing new groups of colleagues.
In 2010, Tim Clark helped create Business Model Generation, a groundbreaking global bestseller on how enterprises deliver value customers. In 2012, Clark and partner Bruce Hazen followed up with Business Model You, pioneering the personal business model technique for individuals. In their new book, Clark and Hazen turn this sights on teams, showing managers how much better their enterprises function when individuals and teams know their role in creating value for customers.
Even great leaders face management problems every day. Do we have the right people in the right seats? How do they know what is a priority? Are we making it clear to everyone--across meetings, reports, and projects--how the enterprise creates value, and how each team member fits in?
Through case studies, brief exercises and easy-to-follow visuals, Clark and Hazen show how leaders of any group, regardless of size, can help people work independently and passionately toward shared goals without excessive turnover, training, or culture building exercises.
While any leader will benefit from Business Model For Teams, it is the ideal book for those confronting big market changes or overseeing new groups of colleagues.
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Published June 5, 2018
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About the author
Tim Clark
9 books24 followersDr. Timothy Clark is an entrepreneur, NEXT-certified entrepreneurship trainer, teacher, and author who leads the global personal business model movement. After selling his startup to a NASDAQ-listed entity in a multi-million-dollar transaction, Tim completed doctoral research in international business model portability and authored or edited five books on entrepreneurship, business models, and personal development, including the international bestsellers Business Model You and Business Model Generation, which together have sold more than a million copies in 30 languages.
Previously Tim served as the author of Japan Entrepreneur Report and Japan Internet Report, as a Senior Fellow for Tokyo-based venture-capital firm Sunbridge, and as a professor of business at the University of Tsukuba.
Previously Tim served as the author of Japan Entrepreneur Report and Japan Internet Report, as a Senior Fellow for Tokyo-based venture-capital firm Sunbridge, and as a professor of business at the University of Tsukuba.
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Displaying 1 - 8 of 8 reviews
January 28, 2018
There are multiple reasons that this is an extremely important book on how organizations work and how to maximize the productivity of the teams in them. I have chosen five of those reasons to describe in this review.
First, it was co-created by 225 professionals from 38 countries. You get a global perspective regarding how to generate positive organizational results.
Second, the book provides dozens of real examples from around the world to support the points that have been made. You meet real people who tell their real organizational success stories.
Third, the authors “focus on using business models to better serve internal customers. This is operations. Operations is where most people work.” The approach to using these business models is 1. Participants draw personal business models. 2. Participants define their model. 3. Participants map individual contributions onto their team’s model.
A foundational part of the learning in this book regards how to create The Business Model Canvas that includes Key Partners and Key Activities as two of the nine elements central to creating impactful teamwork. The author’s and contributors show you, using pictures and graphics and explanations devoid of jargon, exactly how the process works. The nine elements cover all aspects of business operations required to gain positive results from the work of your team.
The authors discuss the rationale for their use of graphics and visuals and pictures and the Business Model Canvas this way, “To get people to understand and follow a strategy, it must 1) be explained in easily understood terms, and 2) guide actual behavior.” The charts and visuals in this book make it much easier to accomplish that than if it was a typical business book that is mostly words. The authors further explain this focus when they write, “There is nothing wrong with words of course. But words alone cannot handle the task of explaining or understanding a complex multi-dimensional system such as an organization.”
Fourth, this book is extremely practical and actionable. This is not a professor in an ivory tower postulating deep thoughts. These are leaders in a variety of organizations from around the world showing you exactly how they created the kind of change necessary to be successful. The book begins with Defining Your Team’s Why. By page 17 you have drafted your team’s Why Statement. To help you start teambuilding, each chapter in this book ends with Things to Try on Monday Morning.
Fifth, any manager at any level can use the business models outlined so clearly in this book to help their team move forward effectively. The author’s state, “You may not be in a position to ensure organization-wide teaching of the enterprise model. But you may be in a position to define your own team’s business model and ensure that every member understands it – and more important, uses that team model to guide everyday action.”
Bottom line, this book provides a powerful addition to organizational literature about team building and fills a gap regarding how that subject has been dealt with to date. I have been a leadership development consultant for over thirty years and have helped leaders on five continents improve the quality of the results of the teams they lead. This book comes with the highest possible recommendation.
First, it was co-created by 225 professionals from 38 countries. You get a global perspective regarding how to generate positive organizational results.
Second, the book provides dozens of real examples from around the world to support the points that have been made. You meet real people who tell their real organizational success stories.
Third, the authors “focus on using business models to better serve internal customers. This is operations. Operations is where most people work.” The approach to using these business models is 1. Participants draw personal business models. 2. Participants define their model. 3. Participants map individual contributions onto their team’s model.
A foundational part of the learning in this book regards how to create The Business Model Canvas that includes Key Partners and Key Activities as two of the nine elements central to creating impactful teamwork. The author’s and contributors show you, using pictures and graphics and explanations devoid of jargon, exactly how the process works. The nine elements cover all aspects of business operations required to gain positive results from the work of your team.
The authors discuss the rationale for their use of graphics and visuals and pictures and the Business Model Canvas this way, “To get people to understand and follow a strategy, it must 1) be explained in easily understood terms, and 2) guide actual behavior.” The charts and visuals in this book make it much easier to accomplish that than if it was a typical business book that is mostly words. The authors further explain this focus when they write, “There is nothing wrong with words of course. But words alone cannot handle the task of explaining or understanding a complex multi-dimensional system such as an organization.”
Fourth, this book is extremely practical and actionable. This is not a professor in an ivory tower postulating deep thoughts. These are leaders in a variety of organizations from around the world showing you exactly how they created the kind of change necessary to be successful. The book begins with Defining Your Team’s Why. By page 17 you have drafted your team’s Why Statement. To help you start teambuilding, each chapter in this book ends with Things to Try on Monday Morning.
Fifth, any manager at any level can use the business models outlined so clearly in this book to help their team move forward effectively. The author’s state, “You may not be in a position to ensure organization-wide teaching of the enterprise model. But you may be in a position to define your own team’s business model and ensure that every member understands it – and more important, uses that team model to guide everyday action.”
Bottom line, this book provides a powerful addition to organizational literature about team building and fills a gap regarding how that subject has been dealt with to date. I have been a leadership development consultant for over thirty years and have helped leaders on five continents improve the quality of the results of the teams they lead. This book comes with the highest possible recommendation.
March 26, 2021
My expectations of this book was for it to be a generalization of the BMC, yet the authors kept returning to the individual BMC & the organization BMC to try to fit in a Team's BMC in-between. On a general note, it's design is impeccable as every BMC book I've encountered so far, but the ideas on this one are quite unimpressive, and somewhat not cohesive.
October 29, 2017
Excelente libro
He leído toda la serie y me parece que este libro le da sentido y consistencia a toda ella
Buenos ejercicios para una aplicación práctica.
He leído toda la serie y me parece que este libro le da sentido y consistencia a toda ella
Buenos ejercicios para una aplicación práctica.
January 2, 2018
Good. But too complex for me.
May 6, 2018
ببساطة: الفريق يلي بيملك لاعبين أفضل هو يلي بيربح، والكلام نفسه بالنسبة للمشاريع والشركات.
كتاب مفيد متل أجزاء السلسلة يلي قبله، ولكنه تخصصي زيادة عن اللزوم ببعض الأمور.
كتاب مفيد متل أجزاء السلسلة يلي قبله، ولكنه تخصصي زيادة عن اللزوم ببعض الأمور.
June 26, 2019
READ JUNE 2019
Nice addition to the genre of business model canvas literature. The focus on alignment is helpful for internal teams.
Nice addition to the genre of business model canvas literature. The focus on alignment is helpful for internal teams.
July 30, 2022
A very good book for start up , entrepreneurs, and all kinda leaders.
June 18, 2025
Really interesting approach to articulate how teams operate and how teams can better collaborate to unlock value for enterprises. looking forward to put this into practice in my own team!
Displaying 1 - 8 of 8 reviews