Sustainability innovations are characterized by a systemic nature, and require that multiple organizations act in an orchestrated fashion. To jointly identify opportunities and plan sustainability innovations, new methods and approaches are needed. In this article we describe a case study where 8 firms have collaborated to envision and create new business models in the energy industry. After describing this collaborative business modelling (CBM) approach, we discuss its strengths and limitations and compare it to two alternative methods of strategy and innovation planning: scenario technique and roadmapping. We find that CBM has its particular strengths in promoting creativity, dealing with uncertainty, and providing a platform for both strategic discussions and planning the future architecture of an emerging market.
International Journal of Technology Management, 2013, Vol 63, Issue 1-2, p. 4-23
business model; business modelling; innovation management; new business field exploration