The business model canvas adapted for the digital economy

Adapted by InfoSight Partners, LLC for the digital economy, © 2018
THE BUSINESS MODEL CANVAS
As adapted for the Digital Economy by InfoSight Partners
Materials for
completing a
Business Model Canvas
through a
Working Session
As adapted for the
Digital Economy
By InfoSight Partners

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KEY PARTNERS KEY ACTIVITIES
KEY RESOURCES
VALUE PROPOSITION CONSUMERS
COST REVENUE
CONTENT
THE BUSINESS MODEL CANVAS

WHAT IS THE BUSINESS MODEL CANVAS
As Adapted for the Digital Economy by InfoSight Partners

COMPONENTS EACH PAGE IN THIS TEMPLATE IS FOCUSED ON A COMPONENT OF
THE BUSINESS MODEL CANVAS ADAPTED FOR THE DIGITAL ECONOMY.
QUESTIONS EACH TARGETED QUESTIONS ARE PRESENTED ON EACH COMPONENT TO
ASSIST IN COMPLETING A BUSINESS MODEL CANVAS ADAPTED FOR THE
DIGITAL ECONOMY.
TEMPLATES TEMPLATES TO ADDRESS
5 BOLD MOVES,
5 KEY RISKS,
5 KEY PLATFORMS THAT FACILITATE THE REALIZATION OF
THE 5 BOLD MOVES AND MITIGATE THE 5 KEY RISKS AND
5 KEY ACTIONS YOU PLAN ON TAKING
IMMEDIATE ACTIONS TO BE TAKEN
ARE PROVIDED
WHAT IS IN THIS PACKAGE

PLATFORMS THE DIGITAL ECONOMY IS BUILT ON PLATFORMS, EACH SERVING A FUNCTION
TO INTERACT WITH CONSUMERS, DELIVER CONTENT TO CONSUMERS OR
MANAGE THE REALIZATION OF TRANSACTIONS OR REFERRALS.
CONTENT IN THE DIGITAL ECONOMY, THE APPROPRIATE CONTENT, AS PRESCRIBED
THROUGH CONSUMER INTELLIGENCE TO BEST SERVE THE WANTS, NEEDS
AND DESIRES OF CONSUMERS IS PROVIDED TO CONSUMERS THROUGH A
NUMBER OF CHANNELS. A PERCENTAGE OF THAT CONTENT IS MONETIZED.
CATALYST INFORMATION SERVES AS THE CATALYST TO SERVE AND INFLUENCE
CONSUMER WANTS, NEEDS AND DESIRES. BOTH CATALYST AND CONSUMER
INSIGHT TOPICS ARE COVERED.
ROBOTS AUTONOMOUS BUT ORCHESTRATED COMPONENTS OF INTELLIGENT SOFTWARE,
USED TO MANAGE THE EXECUTION OF BUSINESS PROCESSES AS DEFINED IN
INTERACTION SCRIPTS (DIGITAL STORYBOARDS) THAT INTERACT WITH
CONSUMERS, GENERATE ORGANIZATIONAL VALUE AND EXPOSE RISKS.
WHAT WAS ADDED FOR THE DIGITAL ECONOMY

THE DIGITAL ECONOMY IS BUILT ON PLATFORMS
WE LIVE IN A WORLD WHERE “THE PLATFORM ECONOMY”
ISN’T JUST DISRUPTIVE, IT’S KILLING OFF THE VIABILITY OF
LONG LASTING BUSINESS MODELS. PLATFORM BASED
STRATEGIES ARE MORE NIMBLE AND FOSTER ACCELERATED
INNOVATION AND GROWTH.
A PLUG AND PLAY APPROACH TO
PLATFORMS SHOULD BE A KEY
COMPONENT OF YOUR DIGITAL
STRATEGY
• Retail, Platforms (AWS)
• Many (Music, AppStore, Smartphone, Tablets)
• Movie Rentals
• Advertising
Amazon
Apple
Netflix
Google

THE DIGITAL ECONOMY USES INFORMATION AS A CATALYST
THOSE THAT SURVIVE THE DIGITAL AGE WILL POSSESS
THREE KEY FACETS OF THEIR OVERALL STRATEGY
1–
YOUR DIGITAL STRATEGY SHOULD ENSURE
• A RELENTLESS FOCUS ON THE
MONETIZATION OF INFORMATION USED
AS THE CATALYST TO ACHIEVE VALUE,
• A RELENTLESS FOCUS ON THE EFFECTIVE
MANAGEMENT AND PROTECTION OF
MONETIZABLE INFORMATION AND
• TREATING THIS MONETIZABLE
INFORMATION AS A MEASURABLE
ORGANIZATIONAL ASSET
2 –
3 –
BECOME A MASTER OF ATTENTION MANAGEMENT.
WELL DEVISED INTELLIGENT ROBOTIC SOFTWARE
DOESN’T SUFFER FROM ATTENTION DEFICIT.
REACH A BALANCE BETWEEN INFORMATION AND
JUDGEMENT, WITH FACT BASED DECISIONS REACHED
USING ANALYSIS AND ARTIFICIAL INTELLIGENCE BEING
GIVEN PRIORITY IN MOST CIRCUMSTANCES.
INFORMATION IS MONETIZED THROUGH ACTIONS
TAKEN AFTER CAREFUL ANALYSIS. THE UBIQUITY OF
INFORMATION DEMANDS A CAREFUL BALANCE OF
AQUIRING AND SHARING INFORMATION AND THE
DEMANDS OF PROTECTING THE PRIVACY OF
INFORMATION AVAILABLE FOR INSIGHT.

THE DIGITAL ECONOMY DEPENDS ON VISIONARY LEADERS
YOUR DIGITAL LEADERS SHOULD BE READY
TO ACCEPT CHANGE AND POUNCE ON
OPPORTUNITIES
THE BIGGEST CHALLENGE A VISIONARY
DIGITAL LEADER WILL HAVE IS A KEEN
ABILITY TO CONTINUALLY REFOCUS ON
THAT WHICH REQUIRES ATTENTION AT THE
ACCELERATED PACE OF DIGITAL COMMERCE
DIGITAL VISIONARY
Innovative
DIGITAL LAGGARD
Status Quo Focused
Resistant to Change
Stuck in Legacy Practices
Rarely Probing
Generally impatient for results
Demands Continued improvement
Continuously tests new approaches
Portfolio approach to mitigating risks
Introduces improvements through change
management programs
Patient for results
Disruptive
Targets middle of the pack
Consensus based management
Command and control
Highly bureaucratic
Constructively contrarian
Fosters accountable individuals
Thrives amidst ambiguity
Infectiously entrepreneurial
Highly impatient with beauracracy
Risk Deeply Risk Adverse
Style
Paralyzed by uncertainty
Requires teams to come to consensus
Lack of independent initiative
Uncomfortable with the unknown
Highly decisive
Compelling vision
Prioritizes innovation
Adaptive and pushes boundaries
DIGITAL LEADER
Managed Approach to risk
The pace of the digital economy will demand leaders to have the ability to continually refocus
on that which demands their attention and be able to prioritize on the actions that will make
a difference. Robotics improve the chances of avoiding attention deficit disorder.

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KEY PARTNERS KEY ACTIVITIES
KEY RESOURCES
VALUE PROPOSITION CONSUMERS
COST REVENUE
CONTENT
THE BUSINESS MODEL CANVAS COMPONENTS

KEY PARTNERS
• What role do key partners serve in your business
model? Are your partnerships strategic differentiators?
• How will you validate that partners are doing what you
expected?
• How will you attract and maintain partners?
• Why would someone want to be your partner?

KEY RESOURCES
• What are the key resources you need to make the
organization profitable / self sustaining?
• How do you plan on effectively using those
resources?
• What do you do when key resources are not
serving the anticipated roles?
• What do you do when key resources negatively
impact cash flow?
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• What are the key activities?
• What are the interfaces used to monitor key
activities and related activities?
• Which of the key activities run autonomously and
which require human intervention?
• Are there storyboards developed for key interactions
within key activities and are they available digitally
for controlling the orchestration of key activities?
KEY ACTIVITIES

• What business functions are the platforms
serving? Which of the functions are unique?
• What information do you receive from platforms
which can be used for key platform activity
orchestration?
• How do you validate that the key platforms are
effective at serving the role you envisioned?
• What risks are associated with engaging key
platforms for specific business roles?
KEY PLATFORMS

VALUE PROPOSITION
• What is your value proposition, and why do your
consumers align to your value proposition?
• How do you monetize information to reap the
benefits of your value proposition?
• How do you monitor the realization of your value
proposition?
• How do you course correct when the realization
of your value proposition is compromised?
• Do you have autonomous software specifically devised
to monitor unexpected results that potentially
compromise the realization of your value propositions?

CONSUMERS
• What do you do to ensure new consumers find it
compelling to interact with you?
• What do you do to convert consumers into
customers or refer consumers for referral income?
• How do you ensure you keep customers?
• What do you do to collect and analyze the
information necessary to serve the wants, needs
and desires of consumers?

• What processes will you utilize to obtain consumers,
form lasting relationships, convert a portion of
those consumers to customers and a portion of
those customers to repeat customers?
• What differentiates you from your competition
when it comes to consumer relationships, customer
relationships and relationships with repeat
customers?
CONSUMER RELATIONSHIPS
• What do you do to facilitate repeat visits from
consumers, convert consumers to customers and
cement relationships with customers?
• Why will customers want to work with you instead
of your competition?
Sales Funnel
Customer Loyalty
Customer Service

• What information do you need to effectively understand the wants, needs and desires of consumers, and deliver
content, goods and services and referrals to satisfy those needs?
• What steps have you taken to earn
the trust of consumers so they feel
assured that the information they
share with you to better serve
them will remain private and not
be misused or mishandled by
either you or the platforms and
partners having access to their
information?
CONSUMER INSIGHT
• How do you ensure that you optimize the use of the information you have at your disposal to provide content
and convert a percentage of provided content into transactions or referrals?
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Privacy Insight

CHANNELS (how you interact with consumers and customers)
• Do you have a unified, cohesive plan to
address the channels consumers and
customers will use interchangeably to
interface with your digital persona?
• Do you have the necessary nimbleness to
add and/or alter channels as they morph
in the markets you participate in?
• Do you define interactions with consumers in such a
way that the channels used to interface with you,
digitally, in a physical storefront, or through a complex
channels (e.g., through Internet of Things (IoT) devices,
through Extended Reality (XR) facilities or some other
complex interaction channel) so that the inter-mix of
interactions across channels can be analyzed
collectively as one stream?

CONTENT
• How do you dynamically optimize
content to serve the wants, needs and
desires of consumers?
• How do you measure the
effectiveness of content and
course correct as necessary?
• How do you ensure that
content is continually crisp
and relevant?
• How do you ensure that the
appropriate content reaches the
right consumers?
• What intelligence do you need to
dynamically optimize content?
Message Video
Search Social
• How do you ensure that you can
monetize content into either
transactions or referrals?
Content is King
• What makes you
different?

COST (describe the key cost components)
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• Are the cost components associated with your digital
presence as comprehensively defined as those used for
your physical presence?
• Do you allocate an information cost and the associated
necessities of your digital presence (e.g., Data Privacy,
Information used in analysis to prescribe actions,
information used to orchestrate interactions, etc.) to
your overall costs?
• Do you compute a portion of organizational value to
the information used to derive that value as a
means to compute an Information ROI?
• Do you include the cost of enlisting a team
dedicated to ensure that the processes, algorithms
and artificial intelligence is at all times relevant to
the market forces you address every day?

REVENUE (what are the revenue streams)
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• Do you define the revenue streams available
through the delivery of reimbursed content, the
execution of commercial transactions and the
referral of interactions to other parties as
comprehensively as you do for your physical
interactions?
• Do you define your revenue streams across your
interaction channels used for realizing your value
propositions?
• Do you have autonomous means to identify risks to
your defined revenue streams?

ROBOTS (the orchestrated software augmented with AI)
• Is the software orchestrated to interact with
consumers digitally capable of making many
decisions through artificial intelligence (AI)?
• Is the time necessary to modify the software
and associated analytics sufficiently nimble to
be changed at the speed of changes witnessed
in the marketplace?
• Is the a team accountable for ensuring the relevance
of software used to orchestrate the organization’s
digital business processes?
• Is the software used to orchestrate the business
processes of the organization continually tested for
misalignment with market forces?
• Are the maps detailing interactions (digital
storyboards) and the maps detailing the information
available for these interactions (IPA maps)
continually updated?
• Typically, how many business cycles are required to
retrofit the software used to orchestrate the
organization’s digital business processes?

CATALYST (how you use information as a value catalyst)
• Do you adapt your strategies based on market circumstances? How do you identify adaptable opportunities? Is the
identification process autonomous and effective?
• What prevents you from allowing more components of your business model to be adaptable?
• Do you maintain a list of the information that is monetized? Are processes managing this monetization fully
autonomous and effective? Do you manage this monetizable information similarly to other organizational assets?
• Have you devised metrics to continually improve the business benefits will be enjoyed by increasing the
adaptability of components of your business model? Are the metrics used competitively?

LEADERSHIP (how you steer your organization to leverage your digital differentiation)
• Do you test that your organization is poised to accept the onslaught of change occurring and anticipated in the
digital economy?
• Have you encouraged leaders to have the necessary patience to give strategic innovative programs time to achieve
their intended results before changing direction?
• Do you have leaders accountable for leading the charge to identify and monetize information available to the
organization?
• Have you incented your leaders to take intelligent chances that will leverage your digital differentiation?

SUPPORTING TEMPLATES
5 BOLD MOVES
5 KEY RISKS*
MONETIZED INFORMATION
5 KEY PLATFORMS
* Described as Unexpected Outcomes
BOLD MOVES
KEY RISKS
5 FOCUSED ACTIONS

5 BOLD MOVES
In the 5 Bold Moves template you will be asked to describe the
five bold moves that will help solidify your value propositions as
depicted in this Digital Business Model Canvas (DBMC).
Each of the 5 Bold Moves will then be prioritized to their
importance of solidifying your value propositions.

5 BOLD MOVES
BOLD MOVE PRIORITY TIMELINE COST RISK

5 UNEXPECTED OUTCOMES
In the 5 Unexpected Outcomes template you will be asked to
describe the five most likely activities that will either derail your
business plan as depicted in this Digital Business Model Canvas
or marginalize the value propositions.
Each of the 5 Unexpected Outcomes will then be prioritized to
their risk of damaging the potential for successfully realizing the
value propositions as depicted in the Digital Business Model
Canvas.

5 POTENTIAL UNEXPECTED OUTCOMES
POTENTIAL UNEXPECTED
OUTCOME
POTENTIAL
DAMAGE
CYCLE TIME LOST
VALUE

5 KEY PLATFORMS
The digital economy is a platform economy. The 5 Key Platforms
template is the vehicle you will use to convey which functions of
your Digital Business Model Canvas will depend on platforms and
their flawless execution of these functions vital to the success
defined in the Digital Business Model Canvas
Candidate platforms will be identified to serve the functions
listed in the 5 Key Platforms template.

5 KEY PLATFORMS
FUNCTION SERVED BY THE
PLATFORM
WHY IT IS
CRITICAL
HOW WILL IT BE
MONITORED
CANDIDATE
PLATFORMS

CRITICAL INFORMATION MONTEIZATION
The digital economy uses information as a catalyst, through
analytics and the optimization of content which is then converted
to either transactions or referrals. Without key information, the
serving of consumer wants, needs and desires will be
marginalized. The Critical Information Monetization template is
the vehicle used to identify the information monetized, the
management process to ensure the availability and optimization
of monetized information and what the differentiators are in the
approach or information you use and is monetized.

CRITICAL INFORMATION MONETIZATION
Your Information Asset
Management Plan is
Focused on Information
you Monetize
INFORMATION THAT IS
MONETIZED
HOW IS IT
MONETIZED?
HOW IS IT
MANAGED?
DIFFERENTIATORS

KEY ACTION PLAN
WINNING ACTIONS
1
Customer
Focused
Innovative
Impactful
Compatible
With Core
Values
WHAT YOU WILL DO HOW LONG
WILL IT TAKE
HOW MUCH
WILL IT COST
WHAT IS THE
VALUE

IMMEDIATE ACTIONS
IMMEDIATE MINOR ACTIONS
IMMEDIATE MAJOR ACTIONS
* Described as Unexpected Outcomes
30 DAY
60 DAY
DISRUPTION INTERVENTION
MARKET ACCEPTANCE ISSUES
OPPORTUNISTIC ACTIONS

IMMEDIATE MINOR ACTIONS
WHAT I NEED TO
DO IMMEDIATELY
CRITICAL
INTERACTIONS
CRITICAL
PLATFORMS
STORY
BOARDS
VALUE
PROPOSITION
WHAT I AM
MISSING
SWIFT BUT MINOR
COURSE
CORRECTIONS

IMMEDIATE MAJOR ACTIONS
WHAT I NEED TO
DO WITHIN 30 DAYS
CRITICAL
INTERACTIONS
CRITICAL
PLATFORMS
STORY
BOARDS
VALUE
PROPOSITION
WHAT I AM
MISSING
SWIFT SIGNIFICANT
COURSE
CORRECTIONS

DISRUPTION CYCLE INTERVENTION
DISRUPTION
PHASE
BRACKET:
TYPE AND SCOPE
ACTIONS TAKEN MONITORING
AIDS
MARKET
REACTION
DISRUPTION
DISCOVERY
THE BIG BANG
THE BIG
CRUNCH
NEW
EQUILIBRIUM
ALIGNMENT TO
EQUILIBRIUM
YOU HAVE
ENCOUNTERED
UNEXPECTED
CHRONIC OUTCOMES

MARKET ACCEPTANCE ISSUES
WHY ARE YOU
NOT ACCEPTED
WHAT WILL YOU
DO ABOUT IT
WHAT DO YOU
NEED TO SUCCEED
WHAT STORYBOARDS
NEED MODIFICATION
TIME TO
ACCEPTANCE
YOUR APPROACH IS
NOT ALIGNING WITH
THE WANTS, NEEDS
AND DESIRES OF
CONSUMERS

OPPORTUNISTIC ACTIONS
WHAT IS THE
OPPORTUNITY
IS IT
SYSTEMIC?
WHAT ACTIONS ARE
AVAILABLE
WHAT REWARDS
ARE AVAILABLE
TIME AND
EFFORT
WHAT
OPPORTUNITIES ARE
AVAILABLE TO
POUNCE ON
CAPITALIZED

INNOVATIONS
WHAT IS THE
INNOVATION
HOW
DISRUPTIVE
HOW WILL YOU
INTRODUCE IT
WHAT PROMOTION
IS REQUIRED
TIME AND
EFFORT
WHAT INNOVATIONS
CAN YOU LAUNCH
AND DISRUPT
EVERYTHING
INNOVATION

TO CONTACT THE AUTHOR
InfoSight Partners, LLC offers this
template, which you are free to use
within your organization, use our
application devised to collect the
information or ask us to facilitate a
working session.
Our mission is to facilitate defining
how information will be monetized
and managed similarly to other assets
directly utilized for obtaining value.

The business model canvas adapted for the digital economy

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