Looking to the past, considering the present and preparing for the future: digital technologies and the business model canvas

Abstract

Purpose This paper aims to propose a reconfiguration of the business model canvas (BMC) to highlight the relevant, and often critical, role of digital technologies (DTs). Design/methodology/approach The authors review the business model literature to further clarify its dynamic nature (expressed by innovation, adaptation and experimentation) and the factors that may affect it. Ultimately, to better capture the role of DTs, the authors posit a new iteration of the BMC (namely, the digital business model canvas [DiBMC]). Findings Historically, DTs were not clearly represented in the BMC, often resulting in them being disparately woven into other boxes or not clearly captured at all. By reconfiguring the nine original building blocks, and adding two new ones related to DTs, the DiBMC supports a more complete visualization of how value is created and the role of DTs. Originality/value DTs are too relevant in today’s business environment to not more formally model them on BMCs. The proposed reconfiguration of the BMC into the DiBMC improves the utility of the tool for practitioners, scholars and students alike.