Business Model You

Dreaming of a new career or life path?

We all do. But most of us lack a structured way to reinvent ourselves, even as changing workplace business models make professional and personal life more challenging than ever.

Replace career uncertainty with career confidence by using the single-page blueprint that's helped reinvent thousands of organixzations worldwide. It's the systematic way to optimize the most important business model of all: business model you.

• Part One: Canvas
  Learn to use the key tool for describing and analyzing organizational and personal business models.
1. Business Model Thinking: Adapting to a Changing World
2. The Business Model Canvas
3. The Personal Business Model Canvas
• Part Two: Reflect
  Revisit your life direction and consider how to align your personal and career aspirations
4. Who Are You?
   
5. Identify Tour Career Puprose
   
• Part Three: Revise
  Adjust — or reinvent — your work life using the Canvas and discoveries from previous sections
6. Get Ready to Reinvent Yourself
   
7. ReDraw Your Personal Business Model
   
• Part Four: Act
  Learn to make it happen
8. Calculate Your Business Value
   
9. Test Your Model in the Market
   
10. What's Next?
    
• Part Five: Extras
  Read more about the people and resources behind Business Model You
• The Business Model You Community
  
• Creator Bios
  
• Notes

Why do all successful authors believe they can apply their core concept on all situations? Usually they can't, and this is no exception. From a great business modeling tool, to a career tool, is a great step, and they show why so many have failed before them. Business Modeling is in many respects a quest to understand how you can fit into the environment or how you may change the environment to fit your model. Career planning (or reinventing) is more about how to understand what the environment expect of you and how you can adopt to that expectations (with all its subjective values and norms). This is two fundamental different approaches, and the same thinking can't be successfully applied to both of them (or we would do Five Forces and PEST analysis on our careers).

This feels like a try to cash in on their previous success, and just push something out there. Nothing wrong with this (see Peters, Hammer, Senge, Reis and Trout etc. who have done the same thing), but normally you try to stay inside your subject expertize. When you don't, this is the result: incoherent, lack of clarity, strange conclusions, and wishful thinking…