Business Model Canvas

The Business Model Canvas is a framework designed by Alexander Osterwalder to describe a business model in 9 blocks on a single page. It allows a group to make visible the logic of an activity: customers, value created, revenue, organisation, partners, and costs. In the workshop, the canvas is displayed in large format and filled with post-its, one element per post-it. It serves to map out an existing model, then collaboratively imagine variations.

Walkthrough

1. 1

   Frame the objective and scope

   10 min

   The facilitator opens by precisely naming the model to be worked on: an offer, an activity, a service, an organisation, or a project. They say: 'Today, we will describe this business model on a single page, without immediately judging it.' The participants collectively validate the scope and level of detail expected. This step prevents mixing multiple different models on the same canvas.

   Tip — If the group goes off in all directions, write a simple phrase at the top of the canvas such as 'The model being studied is...' and have this phrase validated before starting.

2. 2

   Present the 9 blocks of the canvas

   10 to 15 min

   The facilitator shows the large format canvas and presents the 9 blocks. On the customer side, to the right: customer segments, value propositions, channels, customer relationships, revenue streams. On the organisation side, to the left: key resources, key activities, key partners, cost structure. They specify the working rule: 'One element per post-it, formulated briefly, readable from a distance.'

   Tip — Physically guide the participants to point to the right and then to the left of the canvas: this helps them distinguish between customer logic and organisational logic.

3. 3

   Identify customer segments

   10 to 15 min

   The facilitator starts with the customer segments block, as is customary with the canvas. They ask: 'For whom are we creating value? What groups of customers, users, or beneficiaries do we distinguish?' Participants write their ideas on post-its, one segment per post-it, and then place them in the block. The group consolidates duplicates and clarifies overly vague formulations.

   Tip — Prohibit catch-all formulations like 'everyone': systematically ask 'which specific subgroup?' to obtain actionable segments.

4. 4

   Formulate value propositions

   10 to 20 min

   The facilitator then moves to the value propositions block. They say: 'For each customer segment, what value do we deliver? What problem do we help solve or what benefit do we provide?' Participants produce post-its, linking each proposition as much as possible to a segment. The goal is to clearly highlight what justifies the existence of the model.

   Tip — Place the value proposition post-its opposite the relevant segments, even approximately: inconsistencies become immediately visible.

5. 5

   Complete the right side: access, relationship, revenue

   15 to 25 min

   The facilitator has the group fill in the channels, customer relationships, and revenue streams. They guide with three prompts: 'Through which channels do we reach customers? What type of relationship do we maintain with them? Where do the revenues come from?' Participants add one element per post-it in the corresponding block. The group checks that each element remains consistent with the segments and value propositions already placed.

   Tip — When a post-it hesitates between two blocks, ask: 'Is it a means of access, a way to interact, or a source of money?' This question quickly clarifies.

6. 6

   Complete the left side: organisation, partners, costs

   15 to 25 min

   The facilitator now has the group fill in the key resources, key activities, key partners, and cost structure. They say: 'What do we need, what must we do, with whom must we work, and what costs does this generate?' Participants place their post-its block by block. This step connects the promise made to the customer with the means necessary to fulfil it.

   Tip — Start from the value propositions and ask 'without which would this promise become impossible?': this helps distinguish what is truly key from what is secondary.

7. 7

   Review the current model and identify tensions

   10 to 20 min

   The facilitator invites the group to step back and look at the complete canvas. They say: 'We will read the model from right to left and then from left to right: customers, value, revenue, then means, partners, and costs.' Participants identify unclear areas, isolated post-its, contradictions, or strong dependencies. The goal is to transform the canvas into a shared understanding of the current model.

   Tip — Ask someone outside the production to explain the model in two minutes: gaps and ambiguities become apparent very quickly.

8. 8

   Imagine variations of the model

   15 to 25 min

   The facilitator suggests exploring variations based on the existing canvas. They say: 'If we changed a customer segment, a value proposition, a channel, or a revenue stream, what would need to be adjusted elsewhere?' Participants create new post-its, ideally in a different colour, without erasing the current model. The group compares the variations and selects those that deserve further exploration.

   Tip — Do not let the group modify the entire canvas at once: change one trigger block, then work through the consequences block by block.

Variants

• Mapping the current model only: use the workshop to create a shared understanding, without seeking to generate alternatives during the session.
• Innovation workshop: first fill in the current model, then produce several variations by changing a trigger block such as a customer segment, a value proposition, or a revenue stream.
• Scenario comparison: use different colours of post-its to distinguish the current model and one or more variations on the same canvas.
• Remote: use a collaborative whiteboard with a canvas visible to all, digital post-its, and the same rule of one element per post-it.