Blockbuster's executives saw Netflix coming. Yet in the face of the growing threat of a disruptive competitor they stuck with their bricks and mortar business model ultimately losing billions in shareholder value. They were netflixed. Blockbuster knew there was a better way to create, deliver, and capture value but were incapable of changing their business model. Business models don't last as long as they used to. Historically CEO's have managed a single business model over their entire careers. Today companies must be capable of designing, prototyping, and experimenting with new business models. CEO's will have to launch two to three new business models over their careers. They are not prepared, and corporate innovation efforts focus only on improving performance of existing business models. This book will provide business executives with the tools and survival skills to create a pipeline of new business models in the face of disruptive markets and competition. It will provide an actionable roadmap for CEO's and workers at all levels to avoid being netflixed by doing R&D for new business models.
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