decision and formulating the future

decision and formulating the future BMIL strategy. They also at the same time have to secure implementation of
the BMIL strategy. It was documented that different BMI strategies are often interrelated with each other and
there is also often a very strong relationship between different building blocks and even BM´s in a Business BM
portfolio. Different BM is related to other BM and this is often built in to SME´s BMIL strategy during the
BMIL process.
On behalf and based on our European and US business cases a first conceptual frame work model of BMIL and
BMIL strategy was developed; where 7 lines of Innovation Leadership (BMI viewpoints) were identified and
then related to the 7 building blocks in the BM. The framework tries to extend, build upon and go beyond
previous existing BMI strategy views, issues and tools.
BMIL focuses on the strategic part of BMI – Question Why, What and how should a business do strategic BMI.
BMIL seeks to optimize the business investment in BMI focusing on both short- and long-term success criteria
of the business – with the aim of moving the business strategically in to “the core of the BMI process” and
hereby get business advantage as a result of BMI.
BMIL focus on strategically innovating the BM both from the external side of the business enterprise – Value
innovation leadership, Customer innovation leadership and Network innovation leadership – and Internal side of
the enterprise –Value chain innovation leadership, Competence innovation leadership. BMIL leadership cover
the whole BMI process - “the tree of innovation” (Taran et al. 2009) - considering all building blocks in the
business model as objects for innovation related to the 7 lines of innovation leadership. BMIL consider both the
leadership and the strategy part of BMI in this context.
BMIL further consider in a time perspective the entire BMI process before, under and after each BMI has(ve)
taken place – process innovation leadership. BMI leadership (BMIL) focuses on Relation innovation leadership
related to each individual BM building block in the enterprise. Finally which was not covered deeply in this
paper BMIL also focus on innovation leadership across different BM both those who are on their way to the
market or are already living their life on the market – the horizontal dimension of BMIL.

Hasil (Bahasa Indonesia) 1:

keputusan dan merumuskan strategi BMIL masa depan. Mereka juga pada saat yang sama harus menjamin pelaksanaanstrategi BMIL. Itu telah didokumentasikan bahwa strategi BMI yang berbeda sering saling terkait satu sama lain danAda juga sering hubungan sangat kuat antara blok bangunan yang berbeda dan bahkan BM´s di BM bisnisportofolio. BM berbeda berkaitan dengan BM lain dan ini sering dibangun strategi SME´s BMIL selamaProses BMIL. Atas nama dan berdasarkan kasus bisnis kami Eropa dan AS pertama konseptual kerangka kerja model BMIL danBMIL strategi dikembangkan; mana 7 baris inovasi kepemimpinan (BMI sudut pandang) telah diidentifikasi dankemudian terkait dengan blok bangunan 7 BM. Kerangka mencoba untuk memperpanjang, membangun di atas dan melampauisebelumnya ada BMI strategi pemandangan, masalah, dan alat-alat. BMIL berfokus pada bagian strategis BMI-pertanyaan mengapa, apa dan bagaimana harus bisnis melakukan strategis BMI.BMIL berusaha untuk mengoptimalkan investasi bisnis di BMI berfokus pada kedua jangka pendek dan panjang kriteria keberhasilanbisnis-dengan tujuan untuk bergerak bisnis strategis dalam "inti dari proses BMI" dandengan ini mendapatkan keuntungan bisnis sebagai akibat dari BMI. BMIL fokus pada strategis dan berinovasi BM kedua dari sisi eksternal perusahaan bisnis-nilaiInovasi Kepemimpinan, pelanggan inovasi kepemimpinan dan Jaringan Inovasi Kepemimpinan – dan sisi Internalthe enterprise –Value chain innovation leadership, Competence innovation leadership. BMIL leadership coverthe whole BMI process - “the tree of innovation” (Taran et al. 2009) - considering all building blocks in thebusiness model as objects for innovation related to the 7 lines of innovation leadership. BMIL consider both theleadership and the strategy part of BMI in this context. BMIL further consider in a time perspective the entire BMI process before, under and after each BMI has(ve)taken place – process innovation leadership. BMI leadership (BMIL) focuses on Relation innovation leadershiprelated to each individual BM building block in the enterprise. Finally which was not covered deeply in thispaper BMIL also focus on innovation leadership across different BM both those who are on their way to themarket or are already living their life on the market – the horizontal dimension of BMIL.