Route A
Begin a confidential conversation
Founder to founder. No deck, no pitch.
BUSINESS MODEL INNOVATION
Kiedy to, co działało, zaczyna zawodzić.
Zaczynamy od modelu biznesowego działającego dziś. Siedem wymiarów, stosowanych jako robocza soczewka — diagnoza przed projektem. Zbudowane na praktycznym doświadczeniu z 120+ zleceń i roboczej bibliotece rzeczywistych, działających modeli biznesowych.
THE BMI LENS
Seven dimensions, applied together.
- 01Value Proposition
What the model promises, and to whom. The pieces of value the business actually delivers — and the ones it claims to but doesn't.
- 02Users and Customers
Who pays, who uses, who decides. Often three different people. The cleavage between them is where the model wins or breaks.
- 03Value Chain Functions
What the business does itself, what it buys, what it lets others do for it. Where the work happens — and where it doesn't have to.
- 04Competences
What the business actually knows how to do — and what it merely claims. The difference is the leverage.
- 05Network
Who the business depends on. Suppliers, partners, platforms, regulators. The dependencies you choose are the future you choose.
- 06Value Formula
How the business makes money — and what that money costs. Margin, capital intensity, churn, lifetime value. The arithmetic underneath the story.
- 07Relations
How the model is held together. Contracts, trust, governance, the unspoken arrangements. The thing that breaks first when stress arrives.
The dimensions are not a checklist; the integration is the work. The same lens runs under our M&A, restructuring, and ecosystem work.
References
A few of our cases
Specjalistyczna niemiecka butikowa kancelaria prawna — AI jako trigger BMI — zanonimizowanaAnonymised
Usługi prawne / Specjalistyczny butik prawa pracy skupiony na betriebliche Altersversorgung · 6 prawników plus backoffice · 2025–2026 (w toku)
Rynek usług prawnych jest strukturalnie przekształcany przez AI. Ogólne frameworki prawne stają się towarem. Większe ubezpieczalnie oferują bezpłatne standardowe dokumenty, które konkurują z łańcuchem wartości usług prawnych w jego punkcie wejścia.
Niemiecko-włoska odzież sportowaFully anonymised
Premium sportswear / Active Wear · firma rodzinna, drugie pokolenie · wieloletni przychód i operacyjny Restructuring · 2021–2024
Przychody zmniejszyły się mniej więcej o połowę przez cztery lata pod połączonym wpływem zakłóceń w retailu spowodowanych COVID, strukturalnej fali upadłości w retailu specjalistycznym i narastających wewnętrznych problemów operacyjnych. Linie kredytowe bankowe były w pełni wykorzystane, poręczone osobiście przez 70-letniego założyciela. Relacja między założycielem a jego córką — wchodzącą Geschäftsführerin — stała się strukturalną blokadą dla każdej operacyjnej decyzji.
Webformat → ImpresoftNamed
Oprogramowanie eCommerce · Magento i Adobe Commerce / Integracja systemów · 2022–2023
Owner-CEO stał przed zbiegającymi się strukturalnymi i strategicznymi wyzwaniami. Przejście platformy z Magento na Adobe Commerce przekształcało krajobraz nabywców — projekty były coraz większe, a oczekiwania klientów przesuwały się w kierunku szerszej zdolności partnerów IT. Wiejska lokalizacja firmy utrudniała pozyskiwanie talentów, choć istniejący personel był niezwykle lojalny.
From the field
Frequently asked questions
We already have Big-4 / McKinsey relationships — what is different here?
Three things. First: led by a senior practitioner from the team end to end, with no junior handover — which most large consultancies cannot structurally offer. Second: methodology grounded in established academic business-model research, not in proprietary frameworks invented for marketing. Third: MVP discipline — we propose specific moves with specific scope, not transformation programmes. Different firm, different work, different bill structure. Often complementary rather than substitutive.
What is the seven-dimension business model lens, and why use it?
It treats a business as a portfolio of business models rather than a single value chain. Each model is described across seven dimensions: value proposition, users and customers, value-chain functions, competences, network, value formula, relations. The lens distinguishes systematically between As-Is models (currently in market) and To-Be models (in development), and provides a disciplined route from observed pressure to designed response. The intellectual lineage is in established academic business-model research; we work with clients to apply it to their specific situation rather than ask them to certify it from first principles.
How does this apply to AI-driven disruption in our industry?
Most public commentary on AI in professional services is about efficiency. The harder strategic question is what new business model AI enables alongside the existing core. The seven-dimension lens distinguishes these two questions explicitly. The legal-services boutique case in our published set is an example: AI was the trigger, but the work was redesigning the firm's value chain to extend into a pre-mandate phase that AI itself made possible. The same pattern appears in advisory, accounting, and engineering services.
Can I defend this engagement to a CFO who is sceptical of consultant frameworks?
Yes. The MVP discipline we apply produces tightly bounded first product stages with measurable revenue logic, not transformation budgets. We do not propose work that cannot survive a CFO conversation. The methodology lens is grounded in established academic business-model research applied through 120+ engagements — the working materials are presented at the start of any mandate so the CFO and board see what is being applied and why. We do not propose engagements that depend on the CFO taking a methodology on faith.
What is the difference between the SME Clarity Check and a regular strategy consulting engagement?
Scope, length, depth, and price. The Clarity Check is ten working days from first conversation to written owner memo and 90-day action plan. It answers one question — grow, redesign, sell, restructure, or simplify. Fixed scope; price agreed in the first conversation. A strategy consulting engagement is typically months long, scope expands, and the deliverable is usually a slide deck. We are a different shape of work.
Is BMI for businesses in trouble, or for businesses still doing well?
Both — but the shape of the work differs. When a business is profitable and the next chapter is forming, BMI is exploratory: As-Is mapping, To-Be scenarios, MVP design. When a business is shifting under structural pressure, BMI runs alongside restructuring to inform what's viable to preserve. The lens is the same; the question it answers depends on what the business needs.
Two ways to start
Route B
Read how the lens works
The framework, its lineage, and what it actually does in practice. Plain English, fully attributable.