MODEL, Part 2: Pattern, Design, and Strategy
39657GOAL: Build on your work with your business model canvas by discussing the patterns, the design, and the overall business strategy that it illustrates.
Introduction: Using the week 5 Readings and Resources in the Lessons area (coupled with the other resources of the course), examine and discuss the observable patterns, designs, and strategies seen in your business model. You should also integrate metaphors (Morgan’s) and framing (Bolman & Deal) into the discussion of your organization/business. This paper will serve as an investigative tool to inform you further about your business model so that you will be prepared to comprehensively diagnose/assess your model and propose recommendations in your final project for the course. You could say that this week’s work lays the groundwork for moving into the substantive diagnosis and assessment expected in your final paper. You may also benefit from conducting an Internet search of the Business Model Canvas to become comfortable with how it works, particularly in the investigation of patterns, design, and strategy. There are also various YouTube-type videos on the web that demonstrate the use of the canvas for this phase of your work with your canvas.
Instructions: Write a 600-750 word paper that presents your conclusions about the pattern(s), design(s), and overall business strategy depicted by your canvas. Metaphoric and framing applications should also be discussed. The paper should be written in third person and is not reflective (first person not acceptable). A title page and references page with a minimum of three sources is required (no abstract needed).
IMPORTANT NOTE: One of the common errors that students make in the writing of this paper is to limit the discussion of the “frames” (Bolman & Deal) and “metaphors (Morgan). Do not merely mention these items, but discuss the implications of them. What “frame” best depicts your organization and why? What does it tell you about the effectiveness of the context/perspective of the interactivity within of your model? Make the same sort of consideration in relation to the most appropriate metaphor that describes the functionality of your organization/business. Look for the “so what” in your consideration of pattern, design, and strategy. This is where the consideration and reflection based on your model—with added insight via the frames and metaphors—provides you a substantive understanding of the implications of the pattern, design, and strategy. Consideration of change, or confirmation of direction—will be revealed in this process.
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