Business Model
business model as judgement
a pre-strategy praxis
It is concerned with how responsibility is exercised in enterprises when rules, models, incentives, and governance arrangements are insufficient. Its focus is judgement — how situations are framed, what is held as material, and who remains answerable for consequences over time.
Before strategy, targets, or execution plans, stewards must exercise judgement about whether the way value is created, captured, and sustained actually makes sense.
This work treats the business model not as a design artefact to be optimised, but as a living hypothesis: a provisional judgement about coherence, viability, and value that must be held open to reality before it is scaled, formalised, or incentivised.
Seen this way, business-model thinking is not a technical exercise. It is an act of stewardship judgement.