Business Process Improvement Case Study Reflection Report - PROJ6009

This reflective report analyzes a BPI case study, focusing on the Cambridge Business Model Innovation Process (CBMIP) framework and its application. The report begins with an overview of the need for business process innovation and the gaps in existing sustainable business models. It explains the CBMIP framework, detailing its eight iterative phases from ideation to adjustment, and how it addresses these gaps. The report then describes the practical application of CBMIP to the social start-up Favalley, highlighting the implementation of the first three steps and the insights gained. It concludes with a discussion of the limitations of the case study, suggesting areas for future improvement and broader implementation to validate the framework's effectiveness. The report references relevant literature on business model innovation and process improvement.

Reflective Report
BPI Case Study
4/6/2020

BPI Case Study
Reflective Report
Before
I have been aware of the requirements of the business process modelling and innovation but
never got the opportunity to read to review the same in much depth. I understand the
requirement and need of innovation for the business firms. The innovation may be in terms of
the social aspects, economic aspects, or others. This has given rise to the sustainable business
models. These sustainable models refer to the easy representation of the elements and the
relationships between them so that the intended sustainable value may be obtained. There are
several tools that have been developed to implement these models; however, there is gap
between the design and the implementation (Geissdoerfer et al., 2017). I was not aware of the
reasons behind these gaps and the measures that shall be taken to fill the gaps.
During
In order to understand the Cambridge model, I wanted to understand the need behind the
same. There are several gaps between the design and the implementation of the sustainable
business models. Most of the tools that have been developed for sustainable business models
focus only on one aspect or one phase of innovation. As a result, there are several tools that
have been developed and are available for sustainable business modelling; however, there are
very limited tools that can actually be implemented to target the overall innovation of the
business processes (Brenner, 2018). This usually results in the implementation errors and the
commercial errors at the time of implementation. The design-implementation gaps led to the
development of the framework as it covers all of the stages from the conceptualization to the
implementation. The model addresses that challenges as it follows a number of phases and
steps to deal with the existing gaps. Also, it has been developed through the conduction of the
literature analysis and the findings. These provide the ability to effectively understand the
best practices and implement the same to achieve the intended outcomes. The framework that
has been developed is robust and capable of meeting the innovation requirements.
I wanted to ensure that I correctly understood the CBMIP and therefore, the use of literature
analysis was done to obtain better understanding. The CBMIP has also been developed on the
basis of the comprehensive literature review and analysis. Apart from the literature analysis,
it also includes the interview responses of the experts along with the survey results. The
development of the framework is done on the basis of the collective information so that the
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BPI Case Study
proper coverage was done and the existing gaps could be filled. There were several keywords
used to find out the literature for analysis, such as business modelling, sustainable business
models, business process innovation, etc. I could find the suitable literature in the form of the
research papers and articles through the same (Sorescu, 2017).
I could gain an understanding of CBMIP through the phases and steps that are involved in the
same. There are a total of eight phases that are included in the CBMIP framework. These
phases and steps are iterative in nature and it is essential that the execution and incorporation
of these steps is effectively done. The first is the ideation step in which the primary purpose
of the business process innovation and the associated stakeholders are determined to develop
the basic idea. The second is the concept design in which the demonstration of the overall
model is done. The third step is virtual prototyping in which there are virtual prototypes
developed and the use of effective reviews and communication is done. The refinement of the
business model is done with this procedure. The experimentation is done next with random
trials and there are certain assumptions that are also considered (Taran et al., 2015). The fifth
step includes the detailed design in which the information from the previous steps is used and
the in-depth design is developed. Piloting is the sixth step in which the first limited version of
the model is carried out with an objective to determine the risks and issues that may emerge.
The next is the launch phase in which the rollout of the business model is done and the target
market is captured for the same. There are adjustments made in the last step as per the
reviews and feedback.
The steps that I have described above enabled me to understand the theoretical aspects of the
CBMIP. I also wanted to gain some practical knowledge and the application of the model to
Favalley provided me the same. Favalley is a social start-up that is based in Cambridge and
the CBMIP was implemented on the organization to understand the applicability and utility
of the framework. Favalley aims at providing the free of cost tutoring services to the youth
living in the slums and also aims to connect them with the organizations hiring as per the
skills of the youth. The organization has been trying very hard to generate the sustainable
value out of the activities that it performs. The application of CBMIP will further add to the
same (Kim & Min, 2015). Initially, there were three steps of CBMIP that were implemented
for Favalley. The application of these processes were considered as valuable for the founders
of Favalley as they believed that the inclusion and generation of sustainable value will
increase with the aid of the framework. The use of workshop was done to make sure that the
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information was collected and the implementation was smooth. There were too man feedback
processes that were integrated which led to considerable number of changes.
After
There were certain limitations that were present in the case and I believe that it will be
possible to improve the same. The testing of CBMIP was done only on Favalley and the
concept design phase was the only one that could be properly analysed in the process. It
would be necessary in the future that the implementation is done at a larger scale so that the
determination of the flaws in the framework can be done (Rayna & Striukova, 2016). This
will also enable the understanding of the numerous strengths and positive aspects which will
be easily utilized in the process. The business process innovation and improvement will be
streamlined as an outcome.
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References
Brenner, B. (2018). Transformative Sustainable Business Models in the Light of the Digital
Imperative—A Global Business Economics Perspective. Sustainability, 10(12), 4428.
https://doi.org/10.3390/su10124428
Geissdoerfer, M., Savaget, P., & Evans, S. (2017). The Cambridge Business Model
Innovation Process. Procedia Manufacturing, 8, 262–269.
https://doi.org/10.1016/j.promfg.2017.02.033
Kim, S. K., & Min, S. (2015). Business Model Innovation Performance: When does Adding a
New Business Model Benefit an Incumbent? Strategic Entrepreneurship Journal,
9(1), 34–57. https://doi.org/10.1002/sej.1193
Rayna, T., & Striukova, L. (2016). 360° Business Model Innovation: Toward an Integrated
View of Business Model Innovation. Research-Technology Management, 59(3), 21–
28. https://doi.org/10.1080/08956308.2016.1161401
Sorescu, A. (2017). Data-Driven Business Model Innovation. Journal of Product Innovation
Management, 34(5), 691–696. https://doi.org/10.1111/jpim.12398
Taran, Y., Boer, H., & Lindgren, P. (2015). A Business Model Innovation Typology.
Decision Sciences, 46(2), 301–331. https://doi.org/10.1111/deci.12128
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