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????邊干邊學(xué)。不斷嘗試新的想法,。學(xué)習(xí),，分享，周而復(fù)始,。世界在不斷變化——時(shí)刻站在時(shí)代的前沿,。擁抱新的發(fā)現(xiàn)。

????我們需要嘗試更多的東西,。創(chuàng)新絕非一招制敵的“銀子彈”,。創(chuàng)新是實(shí)驗(yàn)，是為了創(chuàng)造價(jià)值做出一切努力,，即便試上千遍,。商業(yè)模式創(chuàng)新所需的種種嘗試，遠(yuǎn)遠(yuǎn)超過(guò)通常意義上的努力,。對(duì)現(xiàn)有商業(yè)模式小修小補(bǔ)是行不通的,。科技作為持續(xù)創(chuàng)新,，或許能提高現(xiàn)有商業(yè)模式的效率,，但不會(huì)帶來(lái)我們期待和需要的變革,。我們需要學(xué)習(xí)如何利用技術(shù)推動(dòng)顛覆性創(chuàng)新，以及實(shí)驗(yàn)新的商業(yè)模式,。

????紐約哈林區(qū)的兒童公益組織哈林兒童中心(Harlem Children's Zone)的創(chuàng)始人杰奧夫里?凱納達(dá)提醒我們不斷實(shí)驗(yàn)的重要性,。每個(gè)人都想知道讓哈林兒童中心這樣的項(xiàng)目取得成功的竅門。什么樣的“銀子彈”讓該項(xiàng)目能在全美范圍內(nèi)輕松復(fù)制,？我們總是在找一個(gè)簡(jiǎn)單的答案,。但這個(gè)世界上根本沒(méi)有什么銀子彈，所有商業(yè)模式或社會(huì)體系的改革都非易事,。凱納達(dá)稱,，哈林兒童中心正在以滿腔熱情地做1,000件事來(lái)幫助這些孩子取得成功。以客戶為本——這里的客戶就是住在哈林100個(gè)街區(qū)的孩子——做一切必要的事情來(lái)幫他們獲得一個(gè)光明的未來(lái),。這里沒(méi)有所謂的竅門,。

????商業(yè)模式創(chuàng)新就是實(shí)驗(yàn)，實(shí)驗(yàn),，再實(shí)驗(yàn),。融匯組合各種能力，直到成功,，以全新的方式創(chuàng)造價(jià)值,。從來(lái)都不是一招鮮。從一開(kāi)始有了一個(gè)好想法,，群策群力,，吸引其他有同樣熱情的人們共同來(lái)思考。好想法必須從白板上走下來(lái),，接受現(xiàn)實(shí)世界的檢驗(yàn),，展示出可行性,。從小處著手,、逐步推進(jìn)是關(guān)鍵，慢慢建立外界的信心,，擴(kuò)大感興趣的利益相關(guān)方網(wǎng)絡(luò),。經(jīng)常進(jìn)行小規(guī)模實(shí)驗(yàn)，有些可能很快就無(wú)疾而終,，優(yōu)先推進(jìn)那些具備推廣潛力的嘗試,，這一點(diǎn)很重要。

????同時(shí),，我們還必須更習(xí)慣于“破解”的能力,。能力是創(chuàng)新的氨基酸，是實(shí)現(xiàn)價(jià)值創(chuàng)造的基本單位,。創(chuàng)新是一種更好地創(chuàng)造價(jià)值的方式,，源于對(duì)現(xiàn)有能力運(yùn)用的改變,。將能力封鎖在僵化的組織結(jié)構(gòu)和專有的封閉體系中，阻礙了新價(jià)值源泉的形成,，抑制了解決當(dāng)今諸多重要挑戰(zhàn)的能力,。創(chuàng)新就是對(duì)現(xiàn)有能力的改造型駕馭。當(dāng)隨機(jī)的能力碰撞帶來(lái)新的,、意外的創(chuàng)造價(jià)值方式時(shí),，就得到了商業(yè)模式創(chuàng)新。

????Learn by doing. Constantly test new ideas. Learn, share and repeat. The world is ever changing -- stay ahead of the curve. Embrace the art of discovery.

????We need to try more stuff. Innovation is never about silver bullets. It's about experimentation and doing whatever it takes, even if it means trying 1,000 things, to deliver value. Business model innovation requires a lot more experimentation than we are comfortable with today. Tweaking existing business models won't work. Technology as a sustaining innovation may improve the efficiency of current business models but will not result in the transformation that we all want and need. We need to learn how to leverage technology for disruptive innovation and to experiment with new business models.

????Geoffrey Canada, the inspiring founder of the Harlem Children's Zone in NYC, reminds us of the importance of constant experimentation. Everyone wants to know the one thing that makes a program like Harlem Children's Zone successful. What is the silver bullet that will allow the program to be replicated with ease across the country? We are always looking for an easy answer. There is no silver bullet and it is not easy to transform any business model or social system. According to Canada, at Harlem Children's Zone it is doing 1,000 things with passion to help those children succeed. It is about focusing on the customer, in this case, the children within 100 city blocks in Harlem and doing what ever it takes to help them secure a bright future. There is no one thing.

????Business model innovation is all about experimentation. It is about combining and recombining capabilities from across silos until something clicks and value is delivered in a new way. It is never just one thing. It starts with a big idea that gets the juices flowing and attracts others with similar passion to the new approach. The big idea has to be translated from the white board on to a real world test bed to demonstrate that the idea is feasible. Starting small and demonstrating progress is key to building credibility and expanding a network of interested stakeholders. An ongoing portfolio of small-scale experiments to fail fast on those without merit and to prioritize those with the potential to scale is critical.

????We also must get far more comfortable with hacking capabilities. Capabilities are the amino acids of innovation. They are the building blocks that enable value delivery. Innovation is a better way to deliver value and is often the result of repurposing existing capabilities. Locking capabilities into rigid organization structures and proprietary closed systems gets in the way of unleashing new sources of value and solving many of the important challenges of our time. Innovation is about hacking capabilities. Business model innovation happens when we enable random capability collisions resulting in new and unexpected ways to deliver value.