Normally, I wouldn't bother very much about ploughing through business management books unless necessary. Not even inclined to use emergenetics or any sort of personality profiling as a guide to managing my team. But I'm not blind to the theories or the demands of running a business. The family has done a fantastic job in showing me the ropes. School has done an excellent emphasis to drill it in. Work has somehow pounded in the importance of drafting and defining roadmaps to whatever planned. We learn the strategies in an academic environment, and decide which to adopt or abandon.
For the good of Pekoe & Imp, I decided to chew on 'Business Model Generation'. Written by Alexander Osterwalder and Yves Pigneur, and designed by Alan Smith, the illustrations and the models are what I focused on, not so much of the words. The book is intended to jog the memory, or inspire new thoughts in order to tweak our prototypes versus actual business model(s).
Honestly, the information in the book isn't groundbreaking or new. Its value, is in its case studies, examples of feasible corporate strategies, and especially in the organization and presentation of neat-sized chunks of concepts, and in how every other sentence, it asks the reader "For whom are we creating value?" Reading this book with random interest last year and poring over it now with a purpose makes a difference to the interpretation of the paragraphs. On design attitude, it'll do us well to remember why a prototype is such, and why we're refining it to the actual model, and accepting uncertainty to retain the essence of the idea. It reminds us that "design attitude demands changing one's orientation from making decisions to creating options from which to choose."
If you freeze an idea too quickly, you fall in love with it. If you refine it too quickly, you become attached to it and it becomes very hard to keep exploring, to keep looking for better. The crudeness of the early models in particular is very deliberate.
~ Jim Glymph, Gehry Partners
Scenarios, model environment, context, design drivers and constraints. Figured out as best as we can to get Pekoe & Imp started. We didn't even know we're going to do this. There wasn't like, a grand plan. It simply happened, organically. Y and I realized we could work well together. We know what we want out of it, and it certainly isn't to run a retail shop or a cafe. The model is unique, and we want to keep it that way. As we doodle, converse, debate and pool resources, we're thrilled to also have found an ideal partner in each other. She's as anal as I am when it comes to work, even more exacting. Perfect. The idea of this partnership has been born out of a shared passion (like all businesses); we're certain this project isn't going to make profits, and we absolutely intend to keep it simply sustainable.