PROJ6009: Business Process Improvement Case Study Best Practices

This case study analyzes Business Process Improvement (BPI) best practices, focusing on sustainable innovation for business firms. It explores the combination of technology and innovative business models, emphasizing the Cambridge Business Model Innovation Process (CBMIP) and its eight phases. The study examines design-implementation gaps in sustainable business models, highlighting the need for robust frameworks to achieve goals. It uses Favalley, a social start-up, as a case to illustrate the application of CBMIP, including the limitations and potential for improvement. The research methodology includes literature reviews, interviews, and surveys to develop and refine the CBMIP framework. The analysis covers various stages, from ideation to adjustment and diversification, providing insights into business model innovation and the importance of addressing gaps for effective implementation.

BPI Case Study
Best Practices

 Sustainable innovation for the business firms
 Combination of technology and innovation of
the business models
 Presence of numerous tools and frameworks
 Gaps in the existing tools
 Development of the Cambridge Business
Model Innovation Process
◦ CBMIP
◦ Eight steps/phases
Introduction

 Several aspects associated with innovation
 Amalgamation of all the aspects
 Sustainable business models
◦ SBM
◦ Representation of numerous elements
◦ Relationship between the elements
◦ Obtaining sustainable value from the
combination of the elements and the
relationships
Sustainable Business
Models

 Design-implementation gaps in the sustainable
business models and innovation
 Need to ensure that the gaps are reduced
 Existing gaps may lead to the implementation
errors
 Commercial errors at the implementation time
Design-Implementation
Gaps

 Design-implementation gaps led to the
development of CBMIP framework
 Several stages included in the framework
 Covers conceptualization to implementation
 Targets and resolves the existing
challenges and issues
 Effective understand of the best practices
 Ability to achieve the goals and outcomes
 Robust framework
Need for CBMIP
Framework

 Literature review and analysis to determine
the gaps and the improvements that shall
be made
 Data collected through interviews and one-
on-one discussions
 Use of surveys for the collection of the data
sets
 Compilation of the entire data to develop
the CBMIP framework
 Based on the best practices and concepts
Research Methodology

 Total of eight
phases/stages
◦ Stage 1:
Ideate
◦ Stage 2:
Concept
design
◦ Stage 3:
Virtual
prototyping
◦ Stage 4:
Experimentati
on
CBMIP Stages

 Combination of all the eight stages to
achieve the intended purpose and goals
 Total of eight phases/stages
◦ Stage 5: Detail Design
◦ Stage 6: Piloting
◦ Stage 7: Launch
◦ Stage 8: Adjustment and Diversification
CBMIP Stages

 Favalley
◦ Social start-up
◦ Provides free of cost tutoring services to the
youth living in slums
◦ Connects the youth with the organizations hiring
for jobs
 Generation of sustainable value through
the business processes and mechanisms
 Implementation of CBMIP for Favalley
Application of CBMIP -
Favalley

 Use of workshops to implement, collect
data, and improvise the entire process
 Implementation of the first three stages –
ideate, concept design, and virtual
prototyping
 Excessive feedback during the workshop
 Identification of too many changes in the
feedback that was collected
Implementation of CBMIP for
Favalley

 Limitations in the BPI case study
 Focus on only the concept design phase for
Favalley
 Implementation of CBMIP at larger scale
 Provide the details of the flaws and gaps in
the framework
 Enhancement of the overall understanding
of the business process innovation
 Ability to make effective use of the
strengths and skills
Limitations & Conclusion

 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
References