In his recent talk, Christian Rangen shows the power of business model innovation.
Christian shows how new tools, like Three Levels of Business Models and Business Model Canvas, enable companies to get started on business model innovation. Using examples like Disney, Google and Tesla Motors, Rangen shows how leading firms design not one, but a portfolio of business models.
More importantly, he also shows how our mindset prevents or enables us to come up with new business model designs. The Innovation Thinking Mode steering our fast thinking processes affect our business model innovation to a far greater extent than previously thought. Becoming aware of the enabling or blocking powers of one’s own mindset is a key starting point for any business model adventure.
Christian Rangen is a keynote speaker, workshop facilitator, strategy & innovation consultant, author, entrepreneur and business school lecturer. He holds an MBA from Copenhagen Business school and degrees in political science and marketing from University of Bergen, Norway and BI-Oslo respectively.
Christian is known for his passionate and engaging style, his highly interactive presentation format, deep client and industry insight. He always laces up his presentations with contemporary local news and up-to-date examples. He speaks fluent Scandinavian and English.
Over the past few years, Christian Rangen’s expertise in strategy, innovation and leadership has been vital to business transformations in companies from countries such as Italy, UK, US, Brazil, Kuwait, Norway, Germany, India, Australia, The Netherlands, Denmark, United Arab Emirates and more.
Christian delivers both keynotes and hands-on workshops with innovation tools, which he masterfully adapts to client needs. Examples of his keynotes and workshops are:
- Strategy Tools for Business Model Innovation
- The Architecture of Strategy & Transformation
- Digital business models
- Business Models for Space Industry
- Alphabet’s (Google’s) innovation Strategy – and what you can learn from it
- Learning to Work Differently with Strategy