As rapid changes and fast-moving competition increasingly put pressure on firms, there is a need for businesses to continuously change their Business Model (BM) in order to remain competitive. This raises complex questions that include and depend on many different factors, both inside and outside the firm. There is, however, a lack of understanding of strategies related to the organizational design of BMI and how this contributes to the BMI process and its outcome.

This thesis draws on a multiple case study and compares good and bad BMI processes. In addition, the results from the multiple case study are then applied in a quasi-experimental setting. Based on this I identified factors that are central to profitable growth with BMI and created a normative model that work both as a tool for business leaders and top management and extend previous research on BMI. This model was once again shared with managers involved in the multiple case studies to receive further feedback.

The study identified the importance of medium and large enterprises needing to understand their conditions in the existing BM and that there are supportive strategies. In this work, it is crucial to identify key resources early on and the anchoring of the BMI process among owners, management and the organization concerned. Six themes are developed (strategy, existing business model, customer orientation, management, organizational structure and resources) which together with interviews also clarify the success factors of the BMI process. In my case, my study contributes with the model and thirty identified success factors in six themes.

The comprehensive study and detailed description represent a contribution to further research of BMI strategies related to managing the BMI process and its performance. My toolkit also has a fundamental practical use area and can be used for entire companies, departments or products. It makes visible which themes contribute to a successful BMI process, and how these factors affect the outcome.