Structural Governance Shortcomings in Business Model Canvas Use

The Business Model Canvas (BMC) is widely used to structure strategic dialogue, yet recurring problems with the organisation and continuity of BMC initiatives remain under-theorised. This study examines structural governance shortcomings in BMC practice and their implications for organisational learning. Drawing on twenty-three semi-structured interviews across multiple sectors, the analysis identifies recurring breakdown patterns characterised by episodic use, fragmented ownership, limited feedback routines, weak validation practices, and insufficient technological support. These shortcomings reflect governance misalignments rooted in coordination dynamics, accountability structures, and interpretive processes rather than in the artefact’s technical limitations. The study contributes an empirically grounded typology of governance shortcomings and outlines a minimal governance configuration to embed BMC processes more sustainably within organisational routines.