Transformation of existing business models

The speed with which business models turn out to be outdated causes headaches for management teams. Denying that one’s own business model is subject to change has had disastrous consequences in a number of cases.

The new situation also offers opportunities.


Transparency, technological development and the ability to excel at making new connections mean that newcomers do not have the burden of an existing infrastructure. Finding a balance between going along at the cost of the existing set up or defending the current position is an issue of continuity.

  • Historic burdens and insecurity about the future lead to apathy in many organizations. The technology for progress is often available, but humans determine the pace at which it is taken on board.
  • The Netherlands has a small home base and Dutch is not spoken in many other places. Without a strategy for internationalization and knowledge of foreign languages these disadvantages of scale are hard to compensate.
  • Cost reduction: it is realistic to accept that jobs will be lost. Fighting this poses a continuity threat, which supersedes individual interests. Good leadership, if necessary with appropriate outside support, is crucial.
  • Revenue effects: In many sectors a worldwide roll out is possible at a much earlier stage due to technological possibilities. It is important to include scenarios of increased scale in the business plan. Ongoing innovation provides a defendable position.
  • Increased wellbeing: Modern technology enables applying ideas such as ‘Increase satisfaction through mobility in the labor market’, ‘What are specific needs (for care)?’ and ‘Direct liquidity to that part of the value chain where it adds most value’ …  This is an area where technology makes dreams come true.