It might be challenging to identify your core activities. Everyone wants to believe that what they do is critical to the success of the organisation, business model, and global effect. However, in order to emphasise the main activities in your business model, you must make a dispassionate prioritisation of which activities are truly critical to your company model. This may lead to uncomfortable, but illuminating, talks about what you truly feel drives the value of what you do. It should also lead to fruitful talks about some of your organization’s initiatives. Ask yourself, “Are these activities really necessary?” What kind of value are they creating? Which may be improved by another organization? Could these activities be dropped? If so, what will happen?

Your organisation will not carry out all of the important operations in your business model. Some of them will be carried out by partners who are crucial to the success and long-term viability of your company model. Identifying significant actions carried out by your partners will help you to address the following strategic questions.