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Dr. Stephen A. Di Biase served as the Chief Executive Officer of Laser Applications Technology (LAT) LLC and as currently President of Premier Insights, LLC. He is an entrepreneur, building businesses and capabilities from emerging technology.  In leading LAT, Dr. Di Biase developed the business model and go to market strategies for introducing a disruptive technology for labeling produce.  With Premier Insights, Dr. Di Biase teaches leaders how to become more innovative by making innovation a discipline they can refine.

During his 40 year career, Dr. Di Biase has become accomplished in using innovation to create value in a global commercial setting.  He has over 20 patents, mentored technical professionals, and taught innovation and human resource management in both corporate and university settings. He has guest lectured at several academic institutions and has authored books, patents and corporate publications. 

Dr. Di Biase graduated from The Pennsylvania State University and sits on the Science Advisory Board for The Pennsylvania State University. He is also a retired member of the Board of Trustees for the Mt. Union College, and has served on the Board of Directors of the Industrial Research Institute, a leading experienced based innovation management association.

Prior to joining JohnsonDiversey, Dr. Di Biase spent 26 years with the Lubrizol Corporation, where he held a variety of leadership positions, including general management roles and those with profit and loss responsibility for emerging businesses derived from technology platforms.  These global assignments often involved business development from strategy conception to execution managing teams of Sales, Marketing, and Business Development professionals.

Prior to accepting the assignment in business development Dr. Di Biase was the Vice President – Research, Development, and Engineering where he was responsible for the global technical and scientific leadership for a centralized R&D function comprising of 700 professionals, an operating budget of $120+ million, and a capital budget of $10+ million. 

In this role Dr. Di Biase fostered innovation and delivered results using processes such as stage gates, project and portfolio management, 6-Sigma, and advanced statistics while introducing a variety of IT based tools such as data mining and predictive modeling.

Dr. Di Biase has served as chairman of The Lubrizol Foundation Scholarship Committee, Chairman of the Northeastern Ohio Section of the American Chemical Society, Board member of the Cleveland Area Research Directors (CARD) and in The Boy Scouts of America where he served in a variety of posts.   Dr. Di Biase has been honored by The Pennsylvania State University College of Science with its 2007 Distinguished Alumni Award and serves as an adjunct professor at Benedictine University in Naperville IL.






Food for Thought

Business Model Innovations

Stephen Di Biase

Abstract 5:     Business Model Innovation

Business models are the framework by which the enterprise links ideas, market change forces and technologies to yield a favorable economic outcome. Every company has a business model be it articulated or latent. Further each business model ahs certain unique characteristics to the enterprise that can create competitive advantage or be a liability.  Sometimes both occur depending on circumstances and timing.

Historically business models have been “closed” in that they evolved over time from within the enterprise in response to opportunities and threats.  With the advent of the information age and the “Silent Revolution” internally derived business models are losing effectiveness and are being shaped by external forces under the umbrella of “open models”.

All business models have 6 basic and often critical elements including the:

  1. Value Proposition
  2. Market Segmentation
  3. Value Chain
  4. Cost Structure  and Profit Potential descriptions
  5. Value Network
  6. Competitive Strategy

The Value Proposition and Market Segmentation describe what value will be created and for whom – the customer(s).  The Value Chain describes how that value will be delivered with the Cost Structure and Profit Potential estimates assessing how much it will be worth to the enterprise.  The Value Network holds who are the direct and indirect stakeholders in the market and how they’ll be considered or linked facilitating the enterprise in being successful. Finally, the Competitive Strategy describes how the enterprise will create and defend their competitive advantage.

Depending on the nature of the business, and the enterprise within in it, these 6 basic elements can describe a simple undifferentiated business (e.g., Mom and Pop restaurant) to one that defines the marketplace (e.g., Wal*Mart).

The fully developed business model, sometimes called a Platform Player, which shapes the market, has the following characteristics:

  1. Directs the evolution of the market in their favor
  2. Encourages those in the value network to fit their business models to the Platform Player’s model.
  3. Drives investment in furthering the Platform Players model and strategy
  4. Integrates their business model with customers and suppliers
  5. Uses the business model as a driver of innovation
  6. Partners share risks and investments with the Platform Player’s innovation process
  7. IP is managed as a strategic asset
  8. Innovation and IP management is embedded in every business unit