Innovation & Business Model

Innovation & Business Model Design

Innovation and business model design: adjacent business model design, platform strategy, productization, ventures and incubation, S-curve management.

Schedule a Working Session
30+
Innovation Programs
40%
Avg New Revenue
12-24 Mo
Pilot to Scale
4.7/5
CIO NPS

Innovation That Compounds Beyond the Core

Established companies struggle to build adjacent businesses inside core operating models. Mature innovation programs combine business model design, platform strategy, productization (turning services into products), ventures and incubation, and S-curve management. The output: a portfolio of horizon-2 and horizon-3 bets that compound the core rather than disrupt it.

Capabilities

What this practice delivers.

01.

Adjacent Business Models

New business model design within or beyond the core.

02.

Platform Strategy

Platform business model design with two-sided economics.

03.

Productization

Service-to-product transformation with packaging and pricing.

04.

Ventures & Incubation

Internal ventures, accelerators, partnerships, CVC strategy.

05.

S-Curve Management

Horizon 1/2/3 portfolio management with capital allocation.

06.

Innovation Operating Model

Innovation team, governance, stage-gate, capability uplift.

Deep dives

Specialized articles in this practice.

Horizon 1/2/3 Innovation Portfolio Management

Three Horizons. One Portfolio.The McKinsey Three Horizons framework remains the most useful tool for innovation portfolio management. Horizon 1 defends the core.

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Platform Strategy & Two-Sided Market Design

Platform Economics: When They Work, They CompoundPlatform business models with strong network effects are among the most valuable businesses in history. Successful

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Productization: Service to Product Transformation

The Productization Transformation Most Services Companies NeedServices companies hit scalability ceilings because revenue scales linearly with headcount. Productization breaks the linkage by

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Corporate Venturing & CVC Strategy

CVC When Done Right: Strategic OptionalityCorporate venture capital has grown to 25%+ of all VC funding. Done right, CVC delivers strategic optionality:

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Process

How we deliver.

01
Phase 1

Innovation Audit

Current innovation portfolio and capabilities.

02
Phase 2

Strategy

Innovation strategy with horizon allocation.

03
Phase 3

Design

Business model design for adjacent or platform plays.

04
Phase 4

Pilot

Pilot ventures with stage-gate.

05
Phase 5

Scale

Scale successful pilots, sunset failures.

Outcomes

Outcomes you can measure.

Adjacent Revenue

New business models add 30-50% revenue over 5-7 years.

Platform Economics

Platform business models deliver superior LTV/CAC.

S-Curve Management

Portfolio approach prevents single S-curve dependence.

Innovation Discipline

Stage-gate and metrics prevent innovation theater.

FAQ

Common questions, answered.

Innovation theater?
Real risk without governance. Stage-gate, metrics, executive scorecards prevent vanity innovation.
CVC worth it?
For strategic option value yes. Pure financial return rarely justifies. Strategic CVC outperforms.
Platform vs product?
Platform for two-sided markets and network effects. Product for linear value chains.
Adjacent vs disruptive?
Adjacent compounds the core. Disruptive replaces it. Most companies should focus on adjacent.

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