Business. Strategic methodology
1. Formation of the company's Vision, Mission, and Values.

2. Development of customer measurement

3. Defining customer roles

4. Identifying customer role needs. Determining which result for the consumer we are responsible? What task do we solve for the client?

5. Identifying value propositions for customer roles.

6. Development of a technical task at the highest level - how do we implement the value proposition to our client?

The strategic idea is the company's semantic DNA
Ecosystem design :
1. What is the idea of an ecosystem? Choosing ecosystem boundaries.
2. What are the standards of an ecosystem?
3. Identifying ecosystem players: Ecosystem connections. How will they interact? Who is the leader? Selection of participants with the necessary capabilities, resources, competencies, influences.
4. Choosing one's own role in the ecosystem/ecosystems.
5. Visualization of the ecosystem
6. Formation of a strategy of working in the ecosystem.

Ecosystem creation :
1. Involvement of partners
2. Expansion of the ecosystem, inclusion of new players, balance of interests with existing players.
3. Perception of sustainable performance in the ecosystem, efficiency in the ecosystem: Architecture, Platform, Standards.


1. Defining participants and criteria for their selection.

2. Defining the values which we create for partners.

3. Adding values to the customer dimension in customer roles.

4. Integration of partners. Platform - creation, understanding, management.

5. Value Net Management: Making decisions in the organizational structure. Defining roles within the organization, responsibilities, processes.

6. Game rules and standards

7. All participants know their roles, agreed strategies, goals. Participants are interconnected and interdependent.

8. Enhancing each other's results

Value Net design
and implementation

1. Search for business model components. Defining a new core the business, what we will do ourselves, what partners' processes and assets we can include

2. Miscalculations of business model components, their variability.

3. Checking the compliance of the components of the business model with each other - as a single system.

4. Formulation of the meaning and advantages of the new business model - for communication to the owners, partners, capital.

5. Defining business model indicators

6. Organizational design

7. Formulation of risks in the transition to a new model.

8. Formulation of stages of implementation of the new model

Design and implementation
of a new open business model