Digital transformation involves developing and establishing digital business models. To this end, you will find many helpful methods in this book to assist you in various scenarios.<\/p>\n\n
In the context of developing digital products & services, many companies often have problems in practice with combining these methods in a meaningful and holistic way in order to generate an idea, design a successful business model from it, and acquire the first customers.<\/p>\n\n
In order to successfully develop digital business models, an interdisciplinary team and the appropriate environment for free, creative work are required on the one hand. On the other hand, the right tools\/methods and a corresponding process are also needed. The framework “DELAG+” offers a proposal for the holistic process with a pre-selected toolbox.<\/p>\n\n
“Standing on the shoulders of giants.”<\/p>\n\n
The methods used in the framework and developed by experts are by no means new and most of them are described in this book. The framework brings these into a common framework to develop digital business models. <\/p>\n\n
This includes the following macro methods in particular:<\/p>\n\n
– Design thinking is to ensure that we focus on the right problems in a customer-centric way<\/p>\n\n
– Lean Startup is designed to ensure that we work lean, challenge our assumptions, and continuously learn and improve through mistakes<\/p>\n\n
– Agile methods are designed to ensure that we remain flexible during implementation and can respond to changing requirements<\/p>\n\n
– Growth Hacking is to ensure that we also transfer the above methods to marketing in order to acquire customers in a creative, lean, agile and data-driven way<\/p>\n\n
– + Strategizing is to ensure that we can work on a common vision, build a scalable business model, and that the methods can be intertwined<\/p>\n\n
“Lag” means “to lag,” “to crawl along,” or “to pass slowly.” The artificial word DELAG+, formed as an acronym, is intended to counteract this as a framework in that business models can be developed leanly and quickly through the methods and thus delays can be avoided by integrating the various phases and methods.<\/p>\n\n
The DELAG+ phases<\/p>\n\n
Unlike a project, a product does not have a fixed end date. Therefore, there are recurring activities in the development of digital business models, which are run through continuously and iteratively as long as the product exists, it is successful and you want to actively develop it further.<\/p>\n\n
The cycle can be divided into different phases. These phases can be run through in sprints according to the agile approach. Each phase brings with it certain goals that this phase focuses on. To achieve these goals, certain methods are carried out, which in turn produce artifacts or results (“deliverables”). The methods are selected in DELAG+ in such a way that the resulting artifacts can be passed through and reused continuously between phases. They are tangible deliverables, such as personas, designs, user stories, or a prototype. Artifacts are thus in DELAG+ quasi the links between the phases.<\/p>\n\n
The sprints of the phases can be linked and combined as desired. At the beginning, the focus is usually on Strategy Sprints and Discovery Sprints. When implementation begins, there will likely be multiple delivery sprints. But the different sprints can also be used for example. combined in the form of “Dual-Track Agile” (described in the book) and run synchronously or sequentially. This always depends on the organization, team, context, environment, framework and product. What is constant in DELAG+, however, is an overarching flow of value through the creation of reusable artifacts between phases. This can ideally be recorded in a Kanban Board:<\/p>\n\n
But what phases does DELAG+ go through to develop holistic business models – from idea generation to implementation and marketing?<\/p>\n\n
To do this, let’s look at the definition of a business model according to Alexander Osterwalder:<\/p>\n\n
“A business model describes the rationale by which an organization creates, communicates, and captures value.”<\/p>\n\n
But what exactly is a value, a value proposition? And how can we create, mediate and deliver this? A value proposition is created when we bring together customer, problem and solution. We need to validate that a particular target group has a problem and that we can address this problem with a solution or value proposition. This milestone is called “Problem-Solution- Fit”.<\/p>\n\n
But this is not enough for a sustainable business model – a value proposition alone is not enough. We must therefore additionally validate that the relevant target group is interested in this solution, prefers it to other solutions, and is willing to pay something for it (creation of a “unique value proposition”). This milestone is called “product-market fit.”<\/p>\n\n
We have identified a relevant problem of a target group, we can address it and the target group is willing to pay money for it. However, in addition to the value proposition, we still lack the business model itself in which we can embed this value proposition so that we can also create, communicate and deliver it in a scalable manner and the revenue is greater than the costs in the end. This milestone is called “business model fit.”<\/p>\n\n
With the business model in combination with the Unique Value Proposition, we must therefore ensure that we can create this value in a scalable manner (“Desirability”), convey “Feasibility” and capture it (“Viability”).<\/p>\n\n
Desirability” refers to the creation of value: a target group has a problem, which we address with our value proposition (problem-solution-fit). This step is also called “Customer Discovery<\/p>\n\n
The target group is interested in the solution, prefers it over other solutions, and is willing to pay something (product-market fit). This step is also called “customer validation”.<\/p>\n\n
Feasibility refers to communicating the value: we must be able to create and deliver the solution and value in a scalable way.<\/p>\n\n
Viability” refers to capturing value: we need to ensure that we can be profitable and that costs are lower than revenues in the long term.<\/p>\n\n
When we have ensured the “Feasibility” and “Viability” of the business model together with the “Desirability”, we call this step “Customer Creation” (Business Model Fit).<\/p>\n\n
These various steps and milestones are mapped into the following phases in DELAG+:<\/p>\n\n
1. discovery sprint with focus on “desirability<\/p>\n\n
2. delivery sprint with focus on “feasibility<\/p>\n\n
3. growth sprint with focus on “viability<\/p>\n\n
4. strategy sprint with focus on long-term planning and overarching synchronization<\/p>\n\n
An overarching value stream may look like this:<\/p>\n\n
– Discovery: Hypothesis \u2192 Test \u2192 Validated\/falsified result<\/p>\n\n
– Strategy: prioritization and refinement of results and documentation of requirements for implementation <\/p>\n\n
– Delivery: Documented requirements from validated results \u2192 implementation \u2192 review \u2192 completed<\/p>\n\n
– Growth: Completed results \u2192 Marketing in the funnel \u2192 Acquisition of customers<\/p>\n","protected":false},"excerpt":{"rendered":"
Describes how to go from Discovery to
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