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This article presents a strategic decision-making tool to assist corporate management in analyzing the trajectory of their business model portfolio. The tool provides a robust means of assessing the trajectory of a business model portfolio through the evolution of inter-business model complementarity and intra-business model complexity. The article illustrates the use of the tool through the example of the radical restructuring of Hewlett Packard's (HP) business model portfolio in 2015, which resulted in two smaller, more adaptive corporate entities with distinct business models that could pursue redefined growth opportunities after the split.

The increasing digitization of the economy means that a new digital resource-a digital twin of an organization-is now feasible. We suggest five principles that assist in the construction of an organizational digital twin and show how they combine into a dynamic evolutionary process that builds and maintains the digital twin incrementally. We also discuss the organizational implications of implementing a digital twin and how digital twins create value in an organization.