CEO及高管团队并不热衷于商业模式创新,他们对当前的模式很满意,希望组织中的其他人都集中精力来优化它。每当提到新的商业模式或者颠覆性的技术时,他们一般仅仅视为威胁。产品为王,其他皆不重要。现在,产品和服务的界限正趋于模糊。只专注于产品的商业模式是脆弱的,那些融合了产品和服务的新模式以新的价值主张对其形成颠覆性挑战,苹果公司的iPod是一个典型的案例。工业时代的思维 CEOs and executive teams are not keen on business model innovation, they are very satisfied with the current model, and hope that everyone else in the organization will focus on optimizing it. Whenever new business models or disruptive technologies are mentioned, they are generally considered threats only. Product is king, the other is not important. The boundaries of products and services are now blurring. The focus on the product’s business model is fragile, and new models that combine products and services create disruptive challenges with new value propositions. Apple’s iPod is a classic case. Industrial age thinking