Strategy renewal : breaking the mould with new business models

Purpose: Repeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. To combine the understanding of history necessary for strategic thinking with the ability to think outside the box requires a certain flexibility of mind, which can be called cognitive strategic ambidexterity. Design/methodology/approach: Based on an analysis of the strategic processes of eight small- or medium-sized enterprises, this paper shows that it is not because of business modelling that top managers may renew their strategic approach and think outside the box. Findings: Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. Originality/value: A lot of research has been conducted in the fields of strategy as practice and business model. The newness added by this article is the interlinkage between the two fields of research. Looking at the process of strategy through the lens of business modelling has so far not been covered. Cognitive strategic ambidexterity is the key.