ABSTRACT
In the preceding chapter, I introduced the idea of the capabileome: an organisation’s full complement of capabilities that allow it to function and compete in its habitat. Using the biological analogue of the proteome, I argued that the capabileome, a reifi ed business model’s particular set of hygiene, differentiating and dynamic capabilities, is specifi c to and characteristic of that business model. The capabileome of any business model can and does overlap greatly with other, closely related models and, to a lesser extent, with more distant life science models. But it is a business model’s capabileome that makes it what it is.
