Paul Broadfoot

About Us

If its about growth, if its about decisions for a future based company and if it’s about the disruption influencing our markets – that is what we are ALL about.

We like to call Paul the Corporate Outsider because sometimes you need an Outside View to accelerate your journey to “NEXT”.

If it’s about business model innovation for growth, if it’s about decisions for a future based company and if it’s about the disruption influencing our markets – that is what we are ALL about.

Sometimes you need an Outside View to accelerate your journey to ‘NEXT’.

Business Model Innovation is about finding new ways to grow for the future. Whether you’re a business that is being proactive for the future or one that is already being impacted by market change we can help you find increased growth. The two major ways we do that is by (1) working on your Business Model to help you make sure it is your best performance option and (2) giving you powerful frameworks to analyse yourselves and your markets to inform decision making.

We believe that frameworks that operate as lenses are much better tools than taking you through one of the many processes that leads to an explosion of choices that ends up as a long list of never to be done actions that are imperfectly prioritised, not segmented into strategic and tactical layers and are not necessarily different business models. Disruptive Innovation can be extremely powerful, we have all seen the examples of startups that have entered markets from outside and taken large market share. We work with incumbent organisations on their Business Models and Revenue Models so they can continue to lead in their industries, well into the future.

Our approach to business model innovation leads organisations through the different types of business models available to them, assisting them and their teams to reach critical insights. These insights can be used to accelerate your company to the next level of performance or to design a new business team to target new growth. Achieving change in larger organisations is tough and there are elements of business models that are easier to change than others. That’s why sometimes we need a new speed boat off the side of the battleship to achieve traction.

We recently conducted some research into ASX listed companies in the period 1975-2015. What we found was that average company lifecycles have declined by half in the past 40 years.  One of the reasons for this is the poor performance Australia has in the commercialisation of invention and innovation. Australia should be punching its weight class of a modern, tech savvy, business savvy population, so we have work to do. Let’s do it together.