Managing strategic change by creating unique business models of enterprises

A business model describes the architecture of how a company creates and delivers value to its customers to capture a part of that value. This is a matched set of elements that covers the flows of costs, revenues, and profits (Teece 2018). However, classic business models and their typical results are no longer expected by a new dimension of managers, creators, and business innovation creators (Foss and Saebi 2018). A business model must surprise even their creators themselves. This surprise should be the result of creative, passionate, and expressive work on the configuration of a new business model. Business models constitute activity models, which reveal relationships between activities that serve and constitute some kind of a value creation system (Beynon-Davies 2018). A business model should be surprisingly unique, its configuration should provide a geometric increase in value, and it needs to contribute to multiple and multi-source monetisation. It then constitutes a force for effective strategic management (Shafer et al. 2005). For this, it is necessary for the company itself to trigger a strategic change, which is defined in the space of business operations. These days, strategic change is taking on particular importance in view of the strong aggregation of the existing streams of many variables, which are in mm influencing business. These streams are of a different nature, often disordered, which makes it very difficult for managers to make decisions. It seems that one of the key instruments of strategic change management may be the creation of and ability to create unique business models of enterprises. This is not an easy task. Most effective business models with high rates of return are technological and digital business models. Business models are fundamentally linked to technological innovation, but the design of a business model is fundamentally separable from technology (Baden-Fuller and Haefliger 2013). The process of focusing on the sector and its conditions alone is no longer sufficient. What is needed is the ability to invent creative business models with a high ability to monetise them. Monetisation and its prospects are definitely displacing the focus on profit itself, which is still important for business itself and its survival, yet its interpretation is different. Today, monetisation through digital business models can arise from different business dimensions, in various forms and on different scales. Therefore, change must be based on radical innovations saturated with digital technological solutions. At the same time, it is worth remembering the servitisation of businesses and their models, which is opening the door to a new logic of the business value chain, its creation, configuration, and management. Radical innovations have the advantage of an enormous impact. They may change not only business models, strategies, processes, and projects, but also the behaviour of entire communities. It is then that we come to the creation of digital business models from the perspective of the development of social values. Therefore, the change itself is a consequence of new needs in the community, new spaces in business, new technological possibilities, and new ideas about the dynamics of the world and solving its real problems, which are often of a global nature. Such a trajectoiy of strategic thinking triggers the processes of an inventive creation of the current reality through the creation of unique business models, as well as their unique conceptualisation and dynamic operationalisation, with a rapid effect. This is when these unique business models surprise even the creators themselves as well as their users and clients. This surprise is frequently very acute because the effect achieved may be viewed as an uncontrolled and unimaginable success. The result of this success, for example, is definitely a veiy high capitalisation of the business of an enterprise that possesses a unique digital business model. This is primarily due to a complete change in the form and method of delivering value and, above all, the use of another medium, which is the digital medium. Furthermore, digitalisation certainly eliminates both the limitations and the veiy borders of modern business. The access to the value proposed by organisations is basically unlimited, and it has an immediate effect with very fast monetisation and a very fast use of this value by users and clients. Therefore, there is no time delay between the delivery of the value and the possibility to use it. This is already a strategic change for the creators of these business models as well as for users and customers. Business model creators and architects are currently outdoing one another in creating business models based on geometric dynamics, where those mechanisms that dynamise and accelerate the rates of return in these models in various fields of business, economy, and society are important. It is worth mentioning that such concepts are also changing the current rules that are adopted on the labour market. A consequence of changing business models is also changes in the principles, ways, and methods of providing work by employees operating in these business models. Therefore, new models of work and new models of using leisure time are being created. In this case, one aspect that is becoming particularly important is coworking, i.e. an interesting method of individual or group work in a rented room, used mainly by freelancers, remote workers that follow the rules of teleworking, high-class specialists carrying out difficult projects on commission, micro-entrepreneurs and self-employed earners. In this work ecosystem, innovative business models of enterprises may be created. If we combine a form of work based on coworking with the concept of open innovations (Chesbrough 2003), a specific ecosystem is indeed created that significantly supports the possibility of generating strategic changes for the requirements of the conceptualisation of new business models. It is then much easier to induce a strategic change by creating surprising business models. What we then receive is a tailored, , and friendly ecosystem and its attributes with a suitable environment and competences for the creation of unique and innovative business models (Sousa and Rocha 2019,257-263). Following this, the effect can be unique, and this is the essence of achieving results particularly based on technology and specific intellectual capital. It should be borne in mind that it is business models that may cause strategic changes, yet the opposite situation may also be true. This is what happens when an uncontrollable global crisis occurs. This is, among other things, the case with the global issue of microbiological threats such as coronavirus, which may significantly change (and is already changing) the logic of business, the logic, methods and forms of employment with the possible triggering of a crisis, one that will possibly be of a global nature.

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