Description Long

The successful Business Model Canvas (BMC) is commonly used to visualise business models and enables the development of innovative models or the adaptation and structured evaluation of existing ones.

This structured approach, guided by clearly defined categories and indicators, allows for a much more nuanced evaluation of one or more (possibly competing) ideas than, for example, the more intuitive Dotmocracy method.

The process begins with the joint definition of evaluation criteria together with the participants (e.g. profitability, creativity, feasibility). The matrix templates are then distributed or made available online. Each participant assesses the ideas individually by entering scores into the matrix. At the end, the evaluations are compiled and the results discussed to identify the most promising ideas.

Preparation

• Beforehand, it must be clarified which criteria will be used to evaluate the ideas developed during the workshop. The matrix templates are adapted accordingly (criteria and indicators are described). The attached illustration by Nils Bäumer serves as an example.
• A sufficient number of copies must be printed. This includes versions with predefined criteria and indicators, as well as enough blank templates that can be filled in with text.
• Online: It should be ensured that all participants receive (or have received) the evaluation matrix in digital form. If necessary, electronic communication channels can be provided for the evaluation process (e.g. an electronic whiteboard and/or separate breakout rooms).

Execution

1. The facilitator explains the criteria and the evaluation method.
2. Participants assess the ideas, ideally in a quiet and focused environment.
3. The results are then discussed, and the ideas with the greatest potential are identified.

During the "Closing 2" phase, the evaluation of one or more ideas can be carried out using the matrix template.

Hints from experience

• Limit the number of criteria to a maximum of five in order to keep the evaluation manageable.
• Visualise the results, for example using bar charts or heatmaps.
• Ensure that all participants interpret the criteria in the same way.
• Note: If the idea is presented to five people as part of the evaluation, the process may take significantly longer. To save time, passers-by can be asked spontaneously as an alternative.
• In contrast to the sample illustration by Nils Bäumer, a 1-to-6 scale is preferable to the 1-to-10 scale he recommends. A 6-point scale does not include a neutral midpoint, which encourages participants to make a clear decision.

References