Business model patterns

"Business Model Generation" is a book by Alexander Osterwalder and Yves Pigneur which introduces the Business Model Canvas, a visual tool for creating and analysing business models.

The book is divided into five parts:

1. Canvas: section introduces the Business Model Canvas and explains how to use it to design, test, and iterate on business models.
2. Patterns:  section describes business models with similar characteristics, similar arrangements of business model building blocks or similar behaviours. Theses similarities are referred to as Business model patterns.
3. Design: section delves into various design techniques which one can use to better create a value added business model
4. Strategy: section deals with reinterpreting business strategy through the lens of the business model canvas, it helps constructively question established business practices while examining the environment in search of new opportunities.
5. Processes: section proposes a generic business model design process, which is adaptable to to an organisations specific needs.

Overall, "Business Model Generation" is a practical guide for entrepreneurs, innovators, and business leaders who want to design and optimise their business models to create value for customers and achieve sustainable growth. 

Patterns

This section describes business models with similar characteristics, similar arrangements of business model building blocks or similar behaviours. Theses similarities are referred to as Business model patterns.

Unbundling pattern

The first pattern represents the three traditional business models, some organisations span a single one of these, but they can cover all three.

Product Innovation		Customer relationship	Infrastructure Management
Economics	Early market entry enables charging premium prices and acquiring large market share: speed is key	High cost of customer acquisition makes it imperative to gain large wallet share; economies of scope are key	High fixed costs make large volumes essential to achieve low unit costs; economies of scale are key
Competition	Battle for talent; low barriers to entry; many small players	Battle for scope; rapid consolidation a few big players dominate	Battle for scale; rapid consolidation; a few big players dominate
Culture	Employee centered; coddling the creative stars	Highly service oriented; customer comes-first mentality	Cost focused; stress standardisation predictability and efficiency

• Product innovation: you are bringing a physical thing to market
• Customer relation: you are providing a service of some sort to the market
• Infrastructure Management: you are managing a platform that other parties leverage.

The Unbundling pattern is often used by organisations that operate in industries with established product or service categories, such as media, telecommunications, financial and consulting services. By breaking apart these traditional offerings and creating new products or services, businesses can differentiate themselves and appeal to customers who may not be interested in the full suite of offerings provided by competitors.

The long tail pattern

The second pattern is the Long Tail pattern, which is a business model that targets a large number of niche markets rather than a smaller number of large markets. The term "long tail" refers to the shape of a graph that represents the distribution of demand for products or services in a given market.

Traditionally, businesses focused on selling a small number of popular products or services to a large number of customer. However, the rise of the internet and digital distribution has made it possible for businesses to sell a much larger number of niche products or services to a more dispersed customer base. This creates a "long tail" of demand that is often overlooked by traditional business models.

The Long Tail pattern is characterised by a few key elements:

• Focus on niche markets: Rather than targeting a large, general audience, businesses that use the Long Tail pattern focus on smaller, more specialised markets.
• Large selection of products or services: To appeal to a wide range of niche markets, businesses must offer a large selection of products or services.
• Digital distribution: The Long Tail pattern relies heavily on digital distribution channels, such as the internet, to reach a dispersed customer base.
  

Overall, the Long Tail pattern allows businesses to tap into a large and often overlooked market of niche customers, creating new opportunities for growth and differentiation. By offering a large selection of products or services and leveraging digital distribution channels, businesses can reach customers they may not have been able to reach through traditional means.

Multi sided platforms

The Multi-Sided Platform pattern is a business model that connects multiple groups of customers or users, enabling transactions or interactions between them. This type of platform is sometimes called a "two-sided" or "multi-sided" marketplace.

The Multi-Sided Platform pattern is characterised by a few key elements:

• Multiple customer or user groups: Multi-Sided Platforms connect two or more distinct groups of customers or users, each with their own needs and preferences.
• Network effects: Multi-Sided Platforms rely on network effects, where the value of the platform increases as more users or customers join.
• Transactions or interactions: Multi-Sided Platforms enable transactions or interactions between the different customer or user groups, creating value for all parties involved.

Overall, the Multi-Sided Platform pattern is a powerful way to create value by connecting different groups of customers or users. By enabling transactions or interactions between these groups, Multi-Sided Platforms can create new opportunities for growth and innovation.

Freemium Pattern 

Free as a Business Model" is a pattern in which businesses offer their products or services free of charge, however generate revenue through some other means. This pattern is sometimes referred to as "freemium" or "advertising-supported" business models.

The "Free as a Business Model" pattern is characterised by a few key elements:

• Free products or services: The business offers a basic version of its product or service for free, often with limited features or functionality.
• Premium features or services: The business offers additional features or services for a fee, often targeted at users who need more advanced functionality.
• Advertising or sponsorship: The business generates revenue through advertising or sponsorship deals, often by selling access to its user base.

Overall, the Free as a Business Model pattern can be an effective way to attract a large user base and generate revenue through other means. By offering a free version of their product or service, businesses can attract users who may not be willing to pay upfront, but who may be interested in premium features or services later on. Additionally, by leveraging advertising or sponsorship deals, businesses can generate revenue from their user base without relying on direct payments from users.

Bait and hook pattern

The Bait and Hook pattern is a business model that involves offering a product or service at a low or discounted price, with the goal of generating additional revenue from related products or services. This pattern is sometimes referred to as the "razor and blades" or "loss leader" model.

The Bait and Hook pattern is characterised by a few key elements:

• Low-priced or discounted product: The business offers a product or service at a low or discounted price, often below cost, to attract customers and generate interest.
• Related products or services: The business then offers related products or services that are required to use or enhance the initial product, often at a higher price point.
• Repeat purchases: The goal is to generate repeat purchases of the related products or services, which provide a higher profit margin than the initial low-priced product.

Overall, the Bait and Hook pattern can be an effective way to attract customers and generate additional revenue from related products or services. By offering a low-priced or discounted product, businesses can entice customers to try their products or services, and then generate additional revenue from related offerings that provide a higher profit margin.

Open business models

Open business models are models that focus on collaboration and sharing of information as well as idle assets with external stakeholders such as customers, suppliers, and even competitors. These models are based on the idea that businesses can create more value by tapping into the collective knowledge and resources of a broader network.

Open vs Closed Mindset
Closed mentality	Custoemr relationship
The smart people in our field work for us	We need to work with smart people both inside and outside our orgnaisation
To profit from R&D we must discover it, develop it and ship it ourselves	External R&D can create significant value; internal R&D
If we conduct most of the best research in the industery, we will win	We don't have to originate the research to benefit from it
If we create the most or the best ideas in the industry, we will win	If we make the best use of internal and external ideas, we will win
We should control our innovation process, so that competitor don't profit from our ideas	We should profit from other's use of our innovations, and we should buy other's IP whenever it advances our own intrests

There are several types of open business models, including:

• Open innovation: This refers to the practice of using external ideas and resources to develop new products, services, or processes. Open innovation can involve collaborating with customers, suppliers, or even competitors to create new solutions.
• Open source: This refers to the practice of making source code for software or technology freely available for others to use, modify, and distribute. This can lead to greater collaboration and innovation as developers and users work together to improve and customize the technology.
• Crowdsourcing: This refers to the practice of using an online platform to solicit ideas, feedback, or contributions from a large group of people, often in exchange for recognition or compensation. Crowdsourcing can be used for a range of activities, from product development to marketing campaigns.
• Collaborative consumption: This refers to the practice of sharing or renting goods and services, often facilitated by online platforms. Collaborative consumption can provide more affordable and sustainable options for consumers, while also creating new revenue streams for businesses.

Overall, open business models can provide a range of benefits, from increased innovation and collaboration to new revenue streams and business models. By tapping into the collective knowledge and resources of a broader network, businesses can create more value for themselves and their stakeholders.

One caveat, in the actual book, there are a number of examples which tie the above Business models to real life examples and the Canvas.

Business Model canvas

"Business Model Generation" is a book by Alexander Osterwalder and Yves Pigneur which introduces the Business Model Canvas, a visual tool for creating and analysing business models.

The book is divided into five parts:

1. Canvas: section introduces the Business Model Canvas and explains how to use it to design, test, and iterate on business models.
2. Patterns:  section describes business models with similar characteristics, similar arrangements of business model building blocks or similar behaviours. Theses similarities are referred to as Business model patterns.
3. Design: section delves into various design techniques which one can use to better create a value added business model
4. Strategy: section deals with reinterpreting business strategy through the lens of the business model canvas, it helps constructively question established business practices while examining the environment in search of new opportunities.
5. Processes: section proposes a generic business model design process, which is adaptable to to an organisations specific needs.

Overall, "Business Model Generation" is a practical guide for entrepreneurs, innovators, and business leaders who want to design and optimise their business models to create value for customers and achieve sustainable growth. 

The Canvas

the Canvas section of "Business Model Generation" introduces the Business Model Canvas, which is a visual tool that consists of nine building blocks which represent key elements of a business model. 

The nine building blocks are:

1. Customer Segments: The specific groups of customers that a business targets and serves.
• Mass Market: Focus on one large group of customers with broadly similar needs and problems.
• Niche Market: Cater to specific, specialised customers.
• Segmented: Cater to different types of customers, but who share a similar need.
• Diversified: Very different types of customer with unrelated needs.
• Multi-sided: Acts as the man in the middle between multiple groups, facilitating interaction between the two.
  
  
2. Value Proposition: The products or services that a business offers to meet the needs and solve the problems of its target customers.
• Newness: aim to satisfy a completely new set of needs that customers were previously unaware of.
• Performance: Improve a products or services performance, make it faster, quieter, make some overall improvement.
• Customisation: Tailoring a product or service for a particular customer or group of customers.
• Getting the job done: Providing a support service, helping customers maintain purchased products.
• Design: Provide a superior design, functionally and/or aesthetically
• Brand/Status: Creating a brand identity, specific customer segments want to be associated with the established reputation.
• Price: Offering a substitute product or service at a lower price point.
• Cost reduction:Offer a service or product that helps customers reduce their costs.
• Risk reduction: offer customers a way of reducing risk when purchasing a product or service, often times in the form of a warranty or service level agreement.
• Accessibility: Providing services or products to customers or customer segments who previously could not access such products or services, either due to price or availability.
• Convenience/usability: Making things that were previously complicated to do or use, simple and convenient 
  
  
3. Channels: The ways in which a business reaches and interacts with its customers to deliver its value proposition.

Channel types			Channel phases
Own	Direct	Sales force	Awareness How do we raise awareness about our organisations products and services?	Evaluation How dow we help customers evaluate our organisation value proposition?	Purchase How dow we allow customers to purchase specific products and services?	Delivery How dow we deliver a value proposition to customers?	After sales How do we provide post-purchase customer support?
		Web Sales
	Indirect	Own stores
Partner		Partner stores
		Wholesaler



4. Customer Relationships: The types of relationships that a business establishes and maintains with its customers.
• Personal Assistant: The customer can reach out to a real human who will help them throughout the sales journey as well as post purchase.
• Dedicated assistant: A specific agent who will always interact with their specific client
• Self-service: The company provides all the necessary means for a customer to help themselves
• Automated services: highly tailored online support, providing, context aware chatbots. 
• Communities: Administrated online community in which customers can help one another, also an excellent source of customer insights.
• Co-creation: Create an avenue for customers to interact with organisations, in multisided platforms, providing ways for customers to create content,
5. Revenue Streams: The sources of revenue that a business generates from its value proposition.
• Asset sale: Selling a physical product for a onetime payment.
• Usage Fee: Revenue is generated by the use of a service, the more the customer uses it, the more expensive it becomes.
• Subscription fee: Revenue is generated by selling continuous access to a service.
• Lending/Renting/Leasing: Temporarily granting a customer the exclusive rights to use an asset for a fee.
• Licensing: Allowing customers to use protected intellectual property to generate revenues, common in the music and media industries.
• Brokerage fees: An organisation charges one ore more parties for intermediation services, for example credit card companies.
• Advertising:  Revenue is generated from advertising fees for a particular product service or brand, traditionally the media industry relies heavily on advertising.
  
  

Pricing Mechanisms
Fixed menu pricing Predefined prices are based on static variables		Dynamic pricing Predefined prices are based on static variables
List price	Fixed Prices for individual products, services, or other value propositions	Negotiation (bargaining)	Price negotiated between two or more partners depending on negotiation power and/or negotiation skills
Product feature dependent	Price depends on the number or quality of value proposition features	Yield management	Price Depends on inventory and time of purchase (normally used for perishable resources such as hotel rooms or airline seats)
Customer segment dependent	Price depends on the type and characteristics of customer segment	Real-time-market	Price is established dynamically based on supply and demand
Volume dependent	Price as a function of the quantity purchased	Auctions	Price determined by outcome of competitive bidding



6. Key Resources: The assets and resources that a business needs to deliver its value proposition and create value for customers.
• Physical: Tangible assets such as manufacturing facilities, buildings vehicles, Machines and so one. Anything that an organisation owns.
• Intellectual: Resources such as Brands, proprietary knowledge, patents, and copyrights, customer databases, non physical assets that are valuable.
• Human: The employees with unique and rare skills who provide value to the company.
• Financial: Access to capital, for investments, Financial guarantees, stock options etc.
7. Key Activities: The actions and processes that a business performs to deliver its value proposition and operate its business model.
• Production: Designing, making and delivering a product in substantial quantities and/or of superior quality.
• Problem solving: Coming up new and innovative solutions to customer problems, this is traditionally the domain of Consultancies, hospitals and other service organisations.
• Platform/Network: Organisations such as ebay or uber, provide platforms for customers to engage with one another, such key activities are dominated by maintaining and improving these platforms/networks
8. Key Partnerships: The external partners and alliances that a business forms to enhance its capabilities, reduce risk, or increase efficiency.
• Optimisation & Economy of scale: The simples relationship is that of supplier and purchaser,  it is illogical for an organisation to own all resources and perform all activities. Optimisation & economies of scale partnerships are formed to reduce cost and often involve Outsourcing or sharing of infrastructure.
• Reduction of risk and uncertainty: Strategic Alliances, Companies can form shared subsidiaries to develop a risky technological product, a joint venture by direct competitors which they will both benefit from.
• Acquisition of particular resources and activities: Many organisations extend their own capabilities by relying on other firms to furnish particular resources or perform certain activities, sometimes it makes sense to acquire the partners and expand vertically.
9. Cost Structure: The costs and expenses that a business incurs to operate its business model and deliver its value proposition.
• Cost-driven: models focus on minimising costs, and maintaining the leanest possible cost structure.
• Value-driven: Opposite to cost-driven structures, value driven organisations, are more focused on providing maximum value to their customers, rather than keeping costs low, they aim to provide high value, high cost products or services.
• Fixed costs: Costs that stay the same regardless of products or services sold, things such as salaries, factories, office space.
• Variable costs: Costs which increase or decrease based on products produced or services rendered.
• Economies of scale: As the organisation expands the gain cost-advantages in the form of negotiating/purchasing power.
• Economies of scope: In larger organisations cost advantages can be attained through shared services between product and service lines. 

These nine fundamental building blocks interact with one another other in one of five ways: 

Building Block	Cust Segments	Value Props	Channels	Cust Relations	Revenue Streams	Key Resources	Key Activities	Key Partnerships	Cost Structure
Customer Segments	-	Impacted by	Impacted by	Impacted by	Impacts	Requires	Requires	Requires	Impacts
Value Proposition	Impacts	-	Impacts	Impacted by	Drives	Requires	Requires	Requires	Impacts
Channels	Impacted by	Impacts	-	Impacted by	Drives	Requires	Requires	Impacted by	Impacts
Customer Relationships	Impacted by	Impacts	Impacted by	-	Drives	Requires	Requires	Impacted by	Impacts
Revenue Streams	Drives	Driven by	Drives	Driven by	-	Impacted by	Impacted by	Impacted by	Requires
Key Resources	Requires	Requires	Requires	Requires	Impacted by	-	Drives	Impacted by	Drives
Key Activities	Requires	Requires	Requires	Requires	Impacted by	Driven by	-	Driven by	Drives
Key Partnerships	Requires	Requires	Impacted by	Impacted by	Impacted by	Impacted by	Driven by	-	Drives
Cost Structure	Impacts	Impacts	Impacts	Impacts	Requires	Drives	Drives	Drives	-

• Impacts: This means that the building block in the row has an effect on the building block in the column. For example, "Customer Segments" may impact "Revenue Streams" by influencing which products or services the company offers.
  
  
• Impacted by: This means that the building block in the row is affected by the building block in the column. For example, "Channels" may be impacted by "Customer Segments" if the company needs to use specific channels to reach their target customers.
  
  
• Drives: This means that the building block in the row is a primary driver of the building block in the column. For example, "Revenue Streams" may be driven by the "Value Proposition" of the company, as customers are willing to pay for a product or service that they perceive as valuable.
  
  
• Driven by: This means that the building block in the row is primarily driven by the building block in the column. For example, the "Customer Segments" of a company may be driven by the "Value Proposition" that the company offers, as the company needs to appeal to a specific group of customers in order to provide a valuable product or service.
  
  
• Requires: This means that the building block in the row requires the building block in the column in order to function effectively. For example, "Key Resources" may require "Key Activities" in order to effectively utilize those resources.

Digital ecosystem

To succeed in the digital economy, organisations must leverage scale, scope, and speed to their advantage. Just as in the pre-digital age, this can prove to be quite the challenge for all but the largest of industrial giants. During the industrial-age, it was common for industry-leaders to have the strongest vertical integration within their market. In today's digital economies, the leaders are the organisations with the best virtual integration. Companies which assemble and manage the best network of products and service providers.

An important distinction between traditional verticals and integrated ones is that suppliers, manufacturers, and distributors act independently, when not integrated. A supplier contributes its products and services to a manufacturer and earns profits from that sale. It repeats that process with other manufacturers but has no special interest in the final product or in consumers’ experience. With virtual integration, companies are interdependent and connected. Together, they create and nurture products and services that give all of them a competitive advantage. They aim to increase the value of the products and services so that each of them can claim a larger part of that profit. That’s the value of working in ecosystems.

There are four primary digital business models:

Product: These are the tangible items that we know from the industrial era, such as computers, washing machines, and lightbulbs. In the digital era, these products are fitted with sensors and software to capture data and link them to other products and services.

Service: These are the intangible actions that are performed to fill a need or satisfy a demand, such as education, banking, and hotel accommodation. In the digital era, they are supported, shaped, and delivered by digital technologies. The services get smarter as the data about them gets richer.

Platform: These are the computer operating systems, smartphones, and search engines that connect companies transacting with customers. As platforms connect more individual companies, the value to consumers of their products and services is increased. Why? Because they gain scale, scope, and speed together that none of them could achieve on their own.

Solutions: These are customizable products, or a mix of products and services, that solve specific problems through data and analytics. As the machines get smarter, they observe, understand, and make recommendations. 

Every ecosystem has leaders (orchestrators) and followers (participants). Companies of all sizes and phases of transformation can benefit from participating in or orchestrating digital ecosystems. The first step to success is knowing when to participate and when to orchestrate.

Participation means contributing something important to the ecosystem that makes it unique. To participate successfully, a company must identify its core strength and what business model drives value for the company. By allowing others to link to create greater value, a company can learn from other members, observe competitors, and stay current with new technologies.

Orchestration means bringing together companies with different strengths and connecting them across traditional boundaries. Digital giants may have an initial advantage due to their size, but all companies can earn the right to orchestrate. The key is to start by creating mini-ecosystems within a larger one or partnering with a digital giant to bring unique value to the group.

Orchestrators need to meet six criteria to earn the support of participants: 

• Vision: compelling vision to solve important customer (or societal problems
• Distinctiveness: unique critical capability required by participants and by customers 
• Complementarity: ability to attract a diverse range of partners that enhance the value of the ecosystem
• Respect: ability to co-opt and retain the confidence of participants during periods of uncertainty
• Governance: ability to consistently apply the stated rules and to manage conflicts fairly and transparently
• Dynamics: ability to keep pace with digital developments, adapting the vision of the ecosystem and leading change as necessary

Failing to meet these expectations can result in losing the support of participants.

Three phases of transformation

When it comes to digital transformation, there are three phases, regardless of organisation or industry, from tech giants, to startups and industry incumbents; all three are going to have to move between these phases to digitally transform themselves in with the goal of maintaining relevancy in tomorrows market:

Experimentation: organisations investigate with cutting edge technologies, some may seem far fetched others more practical. During the experimentation phase organisations are searching for digital technologies which may lead to a competitive advantage. During this phase there are no fundamental changes to business models or processes, this is an investigation into potential technologies which may or may not lead to enhancing existing capabilities or creating new ones with the aim of integration into existing business models and process or the invention of new ones.

Integration: during this phase the digital transformation team narrows down the options from the experimentation phase to a few probabilities that could generate genuine value for the business and its customers. Once a viable candidate is selected the organisation defines a digital business model and tests it. 

Reinvention: In the third phase the organisation takes a validated business model from the previous phase, and reinvents themselves by it. This change could be minor, or it could fundamentally change the business the organisation is in.

	Experimentation	Integration	Reinvention
Digital Giants	use experiments to expand their reach into new industries. They are willing to take risks with new technology because even if they fail, they can learn something useful.	embrace strategies and structures that put digitization at their core.	determine what business they’re really in. Old boundaries dissolve, and new business models emerge at the intersection of traditional industries. What drives the digital business is successfully solving problems that affect large segments of society.
Startups	in the tech industry are always experimenting because they don't know if their business idea will be successful. They look at experiments that match or challenge their business idea so they know when to change their strategy.
Industry Incumbents	look at experiments that either complement or challenge their current business model. Complementary experiments show what new technologies are available and how to use them to enhance existing capabilities.	feel this phase more acutely than tech entrepreneurs and digital giants; integration involves challenges to a company’s business model and organizational structure. Organisations which are not digital by nature, generally have more uncertainty during this phase than their tech savvy counter parts

Experimentation

To successfully transform into a digital organisation,  experimentation must be conducted with an open mind in search of new technologies which could either enhance existing capabilities or create new ones. There are two stages of experimentation: Observation and Commitment.

In the first stage, the organisation must observe digital trends within their own industry, as well as the broader technological landscapes in search of value added technologies. A team dedicated to collecting and filtering relevant information from digital innovation, such as Palo Alto as well as direct competitors within the organisations markets. This digital team's overall goal would be to develop a compelling narrative for discussions within their organisation of how to leverage existing as well as upcoming technologies to strengthen their capabilities as well as potentially develop new ones.

In the second stage once potential solutions are identified, the transformation team should hold design thinking workshops to challenge assumptions. The team can leverage 'frame storming' sessions to dig deeper into problems and answer pertinent questions such as: 

• What problem are we trying to solve?
• Do we understand the root cause of the problem?
• What will be the impact of solving it?
• Is it worth solving?
• How can we solve this problem?
• Is the solution feasible?

In a frame storming session, we can ask these questions sequentially, get all the participants to list their answers, and vote. Once we can step through each question with unanimous or near unanimous agreement of the group we may very well be looking at a viable value-added technology for our organisation.

Integration

To withstand competitive threats, companies in the digital economy must align their business strategy and their digital structure in order to facilitate rapid and cohesive response to change. The most successful organisations recognize when digital collision is occurring and are able to adapt rapidly to these new market forces. There are two stages to this integration phase: Coexistence and Transition.

In the first stage, the organisation's goal is to leverage the technology identified in the experimental phase to understand how that technology can be incorporated into the existing business model or how it can be leveraged in a new model. This can be accomplished by:

• Sharpening the value-to-cost advantage: Creating value in untapped markets by simultaneously pursuing differentiation and low cost can be an excellent strategy. 
• Examine the possibilities of an alliance advantage: Consider ways to tap into pre-existing relationships to defend the traditional business while incubating a new one.
• Evaluate the possibilities of acquiring other companies: Buying tech entrepreneurs that challenge traditional business models can be a great way to bring in digital talent. 

Once the new digital business model is created and implement the organisation is ready for the second phase. In the second stage the organisation's aim is to transition to the new model, this can be accomplished by:

• Divestment from traditional businesses: If current assets do not support the goal of digitisation, it’s time to get liquify them.
• Absorb digital acquisitions into the core: Integrate the separate digital business unit into the core business. Forcing new learning which will drive changes to the company’s internal business strategy and organisational structure.
• Digital thinking at the core: prioritising relationships, who to ally with to create products and services that bring value to consumers in new ways is the key to using digital technologies most effectively.

At both stages within the collision phase, leverage your team to decide which strategy best fits your organisation, again identify if it's appropriate, feasible and value added, before integration. 

Reinvention

Reinvention is a two-step process, the organisation must ask:
a) What problems are we trying to solve for whom in the world?
b) How are we uniquely solving them by taking advantage of digital technologies?

• Frame the problem. Think like a consumer. Look at the gaps in product lines, the pain points in processes, the frustrations in coordinating tasks. Then, define these possible problems as deeply and widely as possible. Finally, pick the problem that matches your passion.
• Solve the problem. Think outside traditional industry boundaries and disciplines. Use crowdsourcing and artificial intelligence. Assemble a network of partners who are passionate about solving the same problem.