To design a robust business model around your idea is simple but not easy. It is simple because, in the conceptual stage, you don’t need more than your knowledge, experience, and talent to figure out where are the flaws in your business idea. However, it is not easy because we usually aren’t aware of how our mental models condition our understanding and judgements.
Storytelling is a powerful tool to convey the value of our ideas, but it influences negatively our capacity to evaluate different alternatives because of its linear cause-effect structure. When we observe a certain effect, we usually accept the first satisfactory explanation as its right cause, avoiding to consider any other possibilities. Designing our own business ideas, we have the tendency to create our own internal storytelling about how our customer will perceive the value of our product or service, how they will use it, or how much they are willing to pay for it. This internal storytelling builds the frame that limits our ability to introduce and consider new and fresh alternatives.
I’ve seen how this mental process works many times, how this frame influences the assumptions we make, and the logic flows it creates in our analysis. It is easy to avoid these biases being aware of them and developing a systemic analysis approach that allows us to connect all the possible alternatives and explanations.
This systemic analysis allows you to connect your knowledge, experience, and talent to make your business idea more flexible and robust, giving you a perspective over your real chances and preventing the biases of your thinking from limiting your success.