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Integrated Business Model
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Enterprises throughout the ages have always had to deal with processes of change. The invention of printing with movable type almost wholly superseded the medi- eval business model of—usually monastic—scriptoria in the space of just a few decades. Change, therefore, is not a modern phenomenon. Yet what is new is the number and growth of influencing factors that now determine business actions. Increasing globalization, more intense competition, ever shorter innovation cycles and growing expectations on the part of stakeholders are just some of the parameters that have a decisive effect on the success of business players.
Change, and increasingly dynamic change, is now more than ever the key factor in management decisions. The complexity arising from this very dynamism is
becoming a defining characteristic of today’s markets. Traditional methods and business models can deliver less than ideal results in this difficult environment.
Such a situation places the enterprises of today under direct pressure to act. There is now a much greater need for flexibility and innovation, and for effective
solutions that fully equip an enterprise to meet political, legal, economic, socio- cultural, technological and ecological challenges.
New approaches to business development are needed. To master complexity,
these approaches must fully integrate all of the many and diverse aspects and demands of normative, strategic and operational management. The practical St. Gallen Management Concept offers a good conceptual framework for development: the St. Gallen Concept could be termed the DNA of the Integrated Business Model that is developed and detailed on the following pages.
Oliver D. Doleski - Personal Name
1st Edtion
978-3-658-09698-4
NONE
Integrated Business Model
Management
English
Springer Fachmedien Wiesbaden
2015
USA
1-50
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