02420nas a2200253   4500008004100000022001400041245005700055210005700112260004200169300000900211490000600220520173600226653001901962653001601981653001401997653002302011653000802034653001002042653001702052100002102069700001902090700002102109856003602130       2014                        eng d  a1927-032100aDesigning Business Models for the Internet of Things0 aDesigning Business Models for the Internet of Things  aOttawabTalent First Networkc07/2014  a5-140 v43 aThis article investigates challenges pertaining to business model design in the emerging context of the Internet of Things (IOT). The evolution of business perspectives to the IOT is driven by two underlying trends: i) the change of focus from viewing the IOT primarily as a technology platform to viewing it as a business ecosystem; and ii) the shift from focusing on the business model of a firm to designing ecosystem business models. An ecosystem business model is a business model composed of value pillars anchored in ecosystems and focuses on both the firm's method of creating and capturing value as well as any part of the ecosystem's method of creating and capturing value. The article highlights three major challenges of designing ecosystem business models for the IOT, including the diversity of objects, the immaturity of innovation, and the unstructured ecosystems. Diversity refers to the difficulty of designing business models for the IOT due to a multitude of different types of connected objects combined with only modest standardization of interfaces. Immaturity suggests that quintessential IOT technologies and innovations are not yet products and services but a "mess that runs deep". The unstructured ecosystems mean that it is too early to tell who the participants will be and which roles they will have in the evolving ecosystems. The study argues that managers can overcome these challenges by using a business model design tool that takes into account the ecosystemic nature of the IOT. The study concludes by proposing the grounds for a new design tool for ecosystem business models and suggesting that "value design" might be a more appropriate term when talking about business models in ecosystems.10abusiness model10adesign tool10aecosystem10aInternet of Things10aIOT10avalue10avalue design1 aWesterlund, Mika1 aLeminen, Seppo1 aRajahonka, Mervi  uhttp://timreview.ca/article/80701885nas a2200205   4500008004100000022001400041245010500055210006900160260004200229300001000271490000600281520123100287653002801518653002801546653001501574653002101589653001001610100002301620856003601643       2013                        eng d  a1927-032100aA Living Lab as a Service: Creating Value for Micro-enterprises through Collaboration and Innovation0 aLiving Lab as a Service Creating Value for Microenterprises thro  aOttawabTalent First Networkc11/2013  a37-420 v33 aThe need to innovate is increasingly important for all types and sizes of organizations, but the opportunities for innovation differ substantially between them. For micro-, small,- and medium-sized enterprises, innovation activities are both crucial and demanding because of limited resources, competencies, or vision to innovate their offerings. To support these organizations, the concept of living labs as a service has started to emerge. This concept refers to living labs offering services such as designing the idea-generation processes, planning or carrying out real-world tests of innovations, and pre-market launch assessments. In this article, we will present the findings from a study of micro-enterprises operating in the information technology development sector, including the experienced value of services provided to the companies by a research-based living lab. We share experiences from Botnia, our own living lab in northern Sweden. In this living lab, our aim of creating value for customers is of key importance. Our study shows that using a living lab as a service can generate three different types of value: improved innovations, the role the living lab can play, and the support the living lab offers.10aexperience-based values10ainnovation intermediary10aLiving lab10amicro-enterprise10avalue1 aStåhlbröst, Anna  uhttp://timreview.ca/article/744