Alexander Osterwalder shares six patterns of value creation and the Value Stack, a new Strategyzer tool for sharpening your value proposition. Nintendo won with an inferior console. Ford made cars for his factory workers. Diners Club invented the credit card. Hear how each pattern works and how to apply it.
AI writes brilliant sales decks once you feed it the right ingredients. Alex Osterwalder explains the four artifacts teams must build first, how the new Value Stack ranks benefits using Gmail as the example, and why marketers are becoming overseers of AI agents.
Intel’s microprocessor began as a side project nobody at the top asked for. A later RISC chip was shut down. Stanford’s Robert Burgelman explains autonomous strategic behaviour, why leaders back projects that teach the company something new, and how internal entrepreneurs can carry the burden of proof.
David Bland, lead author of Testing Business Ideas, shares how assumptions mapping helped DuPont and Qnity build an award-winning experimentation culture. Across 35 real opportunities, DuPont saved over $12M by stopping weak projects early and earned about $24M from the ideas that passed.
Eight of the ten American trillion-dollar companies started as side projects, according to Shuo Chen’s research. The IOVC general partner and Stanford and Berkeley lecturer explains fractional founders, why the organism rejects the organ, how frontier firms use AI, and why Google bid for Spirit Airlines’ data.
Combinatorial innovation means most new products are recombinations of parts that already exist. Paul Nunes, co-author of Jumping the S-Curve, explains how that logic explains Motorola’s collapse and comeback, why suppliers matter more than your R&D department, and why price deflation may be the hardest strategy problem of the next decade.
Identity addiction is why most behavioural change fails, says Dov Baron, author of The Art of Belonging. In Vancouver, he tells Aidan McCullen about the 1990 climbing fall in which he died five times, the moment a dead cat forced him to choose a new life, and why organisations that want innovation must build community, psychological safety and healthy conflict.
The core business kills everything that looks different. In Part 3 of the Strategyzer series, Alex Osterwalder shows how a business model portfolio and the right governance let leaders explore and exploit at the same time — from SonoSite’s incentives trap to Logitech’s trees, plants and seeds.
Generative AI can formulate a brilliant value proposition — but only if you’ve done the homework it cannot do for you. Alexander Osterwalder returns for Part 2 of our Strategyzer series to share the four evidence-based foundations of value proposition design, the new Value Stack tool, and why growth is a profession, not a creative gift.
Business cases are a fantasy, says Alex Osterwalder. What you can measure is the evidence they could work. The Strategyzer CEO and Business Model Canvas creator shares his evidence-based innovation playbook: five levels of evidence, scored across desirability, feasibility and viability, that show leaders which projects to fund and which to retire. Part one of a three-part series.