Typologies

Which approach is fit for you?

For many entrepreneurs, the energy transition is a business opportunity. If you are one of them, or if you are thinking about becoming one of them, take some time to reflect on your proposition.

If you are a public principal, facilitating or regulating the energy transition in your country or municipality, you should also reflect on your contribution?

Who are your (potential) users and what value does your offer bring to your users? Who do you collaborate with, and what is your choice of partners based on? Can you improve your business model, to make it more resilient to the dynamics of the market? Can you maybe even improve your own skills?

We have identified four different typologies. They describe the extent to which they are fit to serve the transition. The pushing harder types, the reframing / matching types and the servicing types.

* Of course these profiles are a strong simplification of reality. The purpose of these descriptions is to clarify the patterns and show the opportunities to improve.

Pushing harder

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Smart matcher

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Serving the system

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Changing the system

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Pushing harder

The Pusher very often has a technological background and offers a -more or less- high tech value proposition. Don’t underestimate their indisputable expertise, that would be a real mistake. Pushers have trouble understanding some of their partners aren’t as interested in specs like they are.

Background | specialists like legal, technical.

Thinking in services

The pusher doesn’t think in services. The value proposition is described in specs and features. The customer value journey is not in place. The user isn’t supported during the orientation – or the use phase. The focus is the transaction (output).

TiS Pushing harder@2.png

Service capabilities

Sensing: 3

Conceptualising: 2

Orchestrating:

Scaling: 1

Skills Pushing harder@2x.png

Context / system

Primarily collaboration and network activities in value chain. No efforts in cross boundary collaboration. Might be a leader in technical issues which should not be overlooked. Due to underdeveloped sensing and conceptualization skills high chances of paradigm conflicts.

Challenge

Start with consumer research.

Business model

The main focus of the business is to increase the sales and minimize the costs. If market uptake is too slow, marketing and sales effort is increased (pushing harder).  The choice of partners is based on the traditional value chain.

BM Pushing harder@2x.png

Cases

 

Smart matcher

Sometimes matchers start their business with a technological push proposition, but when setbacks in scaling their propositions are experienced, they are wiling to adjust their proposition. This leads them to reframe their proposition- using the words that resonate with their users, or even further, becoming a problem solver instead of a seller. The value proposition then is the result an interaction with the user, designing various touchpoints as well as becoming aware of serving a diverse group of users, with a variety of needs.

Service capabilities

Sensing: 8

Conceptualising: 7

Orchestrating: 6

Scaling: 6

Skills Pushing harder kopie 3@2x.png

Context / system

Entrepreneurs of this type deal with complexity until they encounter their own market boundaries. They tend to engage with partners who can improve their offer, but avoid partnerships that  require adjustments in their solutions to deal with context problems. Not likely to take leadership in larger projects. In fact, they expect and need others to take the lead.

Challenge

Lower or remove the barriers that hinder scaling, like new partnerships and development of new innovations.

Business model

The main focus of the business is to increase the sales and minimize the costs. If market uptake is too slow, marketing and sales effort is increased (pushing harder).  The choice of partners is based on the traditional value chain.

BM Smart Matcher@2x.png

Cases

1
2
 

Thinking in services

Key characteristics of this type is to match the orientation-buying process of the users, and very often ends with the transaction.

TiS Smart matcher@2.png
 

Serving the system

These servicing types are the frontrunners in the energy transition market. Their value proposition very often is designed around, or even with the users. 

Service capabilities

Sensing: 8

Conceptualising: 7

Orchestrating: 6

Scaling: 6

Skills Serving the system@2x.png

Context / system

Entrepreneurs of this type are very much aware of the collaboration problems they encounter. They might even put them on the agenda of their local network. However, they don’t think of themselves as frontrunners in the transition agenda. Even more, when they experience setbacks due to their innovative or radical transformative ideas, they will to go back to business as usual,  applying a more traditional approach. They lack time, influence, vision and networking skills to do persevere their innovative course.

Challenge

These servicing types are important to engage in transition programs. They could benefit from new partnership or engaging in multidisciplinary teams. These types can be an inspiration to their collaboration partner in programs, supporting them to become more fit to serve.

Business model

The viability of the businessmodel rests on maximising value for the end user, serving the uses to achieve their desired outcomes.  The value is stated in outcomes and experience. The focus is to establish and maintain a valuable relation with the user, which implies that activities are aimed to realise this focus. The choice of partners is directed by the customer value journey.

BM Serving the system@2x.png

Cases

1
2

Thinking in services

This value proposition is serving the end user throughout the complete user journey, starting even before the first orientation steps. The provider establishes a long term relation with the user, offering value and inspiring the user with new innovative value during the use phase.

TiS Serving the system@2.png

Changing the system

These are the real  pioneers. They show many similarities with the servicing types, but they differ when it comes to their abilities to change or define the system for broader benefits then just their own.  These entrepreneurs are capable of delivering business models and services that do contribute to the energy transition. What characterizes these entrepreneurs, or entrepreneurial teams (some of these are consortia or energy communities) is first of all that they have a business model that supports their ‘transition supporting’ energy service.

Service capabilities

Sensing: 9

Conceptualising: 9

Orchestrating: 9

Scaling: 9

Skills Serving the system@2x.png

Transition skills / agency

These savvy entrepreneurs demonstrate a very distinct set of additional capabilities which help them dealing with the system pitfalls other entrepreneurs experience as unsurmountable.

Resources: Intellectual, economical and authoritative resources

Discourses: The ability to create narratives that align various beliefs,, interests, expectations and vision.

Social position: Informal, organisational, institutional

Context / system

Due to their well developed skills this type is a frontrunner in transformative work. They take leadership, even though some of them would rather see someone else taking up this task. They’re comfortable engaging in open ended pilots, even more they initiate new pilots. They act as boundary spanners, establishing new, cross boundary partnerships that might lead to new innovations. A setback is welcomed as a learning experience, although they feel that too large an part of the risk rests on their shoulders.  

Challenge

Most institutional entrepreneurs organise the support they need themselves. It is important to identify them, not to loose sight of them, and log their lessons as much as possible. 

Transition Business model

These entrepreneurs go beyond creating a service supporting business model, they create a transition supporting business model to deliver a transformative innovation as a service. Viability of the BM rests on maximising value for the end-user as well as other system actors, such as grid operators, policymakers, society at large, the planet, future generations of end-users.. User centeredness is aligned with system (societal/ or transition) centeredness.

BM Changing the system@2x.png

Cases

Thinking in... transitions

These are the real  pioneers. They show many similarities with the servicing types, but they differ when it comes to their abilities to change or define the system for broader benefits then just their own.  These entrepreneurs are capable of delivering business models and services that do contribute to the energy transition. What characterizes these entrepreneurs, or entrepreneurial teams (some of these are consortia or energy communities) is first of all that they have a business model that supports their ‘transition supporting’ energy service.

TiS Changing the system@2.png