business models neither in their organisation nor in a wider context of collaboration with customers and partners. However, in the following citations, concrete business model opportunities are requested for reduction of LCOE: N6: ‘It is a question of doing the right thing – not the cheapest. It is about using the right tools and the right manpower in the right places. It can mean that a task can cost 1.5 times the cheapest offer, but if it means that performance can be improved, it may still pay off’. N10: ‘When you are offshore, it can be difficult to get access to the wind turbine; therefore, crossover collaboration on tasks regarding the wind turbine can be beneficial. However, it means that you cannot “shop around” for the cheapest price because the people you need for crossover actions need to be experienced people. It is therefore necessary to choose the 1-2 partners you want to collaborate with for growth in your businesses’. N8: ‘It could be possible for us to collaborate on tasks on the wind turbine. However, we have not done this yet. It could be interesting for enhancement of our business development’. Actually, it seems that a range of opportunities are present in the development of beneficial business models. Therefore, it is strange that BMI is so scarcely used in wider collaboration within the offshore wind farm industry. Based on these citations, the interviewees do not perceive BMI as important in a wider context in the wind farm industry. An opportunity is here revealed for enhancing collaboration through application of some of the easy and fast versions of BMI. Some focus is hereby set on the opportunities for value creation without too much time spent on the issue. Opportunities for business model innovation are actually revealed from the citations. Proposition 3 is thus supported by the interviewees with regard to the need for business model innovation as a tool for connection, inspiration and transformation on both the organisational and ecosystem level. However, at present, barriers are detected due to perceptions of no time and limited value from business model innovation. If these barriers are reduced, it seems that opportunities can develop for enhanced reduction of LCOE. Examples of initiatives on business models regarding strategic innovation can be derived from the interviewees’ comments as follows: • Utilise the BMG approach for elaborating concrete opportunities for new business models in own organisation. Utilise the BMG approach for creation of opportunities between organisations in the network. • SUMMARIZATION OF THE PROPOSITIONS ON STRATEGIC INNOVATION Proposition 3 highlights the necessary conditions for strategic innovation in the offshore wind farm industry. The findings show a high relevance for strategic innovation in the offshore wind farm industry. In particular, the following opposing forces play an important role: • • • MWh exploration versus MWh exploitation. Solutions customised versus standardized. Solutions on technical issues versus maritime issues. Some of these opposing forces can also be integrated due to standardisation of modules, where the integration of interfaces between modules is customised and modules as such are standardised. Alignment of forces between construction of offshore wind farms and the following service solutions for O&M activities connected to the offshore wind farms also play an important role for reduction of LCOE. Strategic positions on focused innovation initiatives need to be taken for these opposing forces. Innovation management in the offshore wind industry is therefore highly complex and needs specific strategic enhancement regarding several issues according to the citations. First, openness and knowledge flows are important to reap opportunities for innovation. Second, the perception of ecosystems and innovation platforms for co-creation provide enhanced opportunities 55
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