5/5 (1)

I would like to reflect on my use of GenAI in the corporate space. During my gap year, I participated in two internships and I feel like I got to experience the full range of AI adoption in companies. In my first internship, Copilot was barely accessible because you first had to complete a 3-hour training session before you could use it. AI was treated as this thing that you have to touch with silk gloves, otherwise there might be huge irreparable damage. On the other hand, in my second internship, I was told that I could use any GenAI with the only rule being “Just don’t put any sensitive information in there”.

That difference was striking to me. Although these companies operated in completely different industries, it really felt like Company 1 artificially slowed themselves down. In Company 2 however, I was very much encouraged to use it and my colleagues were open about how they use it as well.

I have noticed big productivity gains for myself and the work I produced when I was able to use GenAI freely. Although it was usually smaller things the AI helped with, such as reformulating a sentence, these efficiencies added up and made my work seemingly much easier.

One example that comes to mind is the note-taking function during meetings. During a quite technical meeting where a colleague explained the inner workings of a system, I was able to concentrate on what was being said rather than trying to jot down everything as quickly as possible in order to not miss anything. Afterwards, I was able to go through the notes again for details and things I might have missed.

So, from my own experience, I would say that companies need to make sure that they don’t lose themselves in bureaucracy and rules. While yes, it is important that especially sensitive information is kept safe, being overly cautious can also lead to productivity losses for the company and its employees.

Have you made any similar experiences during your work experience? I’m looking forward to reading about it!

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Nowadays, shared scooters have become a common sight in cities all around the world. Lime was one of the first companies to offer shared scooters in the micromobility industry and it has by now become a household name.

But did Lime really transform the industry? Let’s take a look at the six factors from Kavadias, Ladas & Loch (2016) that define whether or not a company’s business model is transformative and apply them to Lime.

A more personalized product or service

Lime has achieved personalization by offering their scooters when and where people need them. This has been made possible by a wide distribution of the scooters, especially in bigger cities where they can often be found on every corner. Customers can easily check for the nearest scooter on the app and decide which one they want to use.

Closed-loop process

While Lime has introduced sustainability initiatives such as circular battery recycling (Lime, 2025), it is not a defining factor and the average consumer probably is not aware of them. Therefore, I would not count it towards a factor that has been defining for Lime’s success and their transformation of the industry.

Asset sharing

Asset sharing is at the core of Lime’s business model. Multiple people use the same scooter daily which reduces the costs for both the customer (as they don’t have to buy their own scooter) and Lime itself.

Usage-based pricing

Customers pay for the minutes they use the scooter. Similar to asset sharing, the usage-based pricing is an integral part of the company’s business model. Customers only have to pay for the amount of time they actually use the scooter.

More collaborative ecosystem

Lime is part of a collaborative ecosystem, though primarily on the customer-facing side (such as their integration into Google Maps) rather than within its own value chain. Therefore, I would not say that Lime fulfills this criterion.

An agile and adaptive organization

While Lime has been able to successfully adapt their business model in the past (for example by quickly introducing shareable scooters when the market called for it) it will be interesting to see how the company handles future threats, for example the rise of electric moped-sharing companies such as Check.

Looking across all six factors, Lime clearly embodies many aspects of a transformative business model. It fulfills 4 out of the 6 criteria presented by Kavadias, Ladas & Loch (2016).  Therefore, it can be said that Lime has been truly transformative for its industry.

I think it would be interesting to think about how the future of micromobility might look and what the next big transformation will be. Feel free to let me know what your predictions are!

References:

Kavadias, S., Ladas, K. and Loch, C., 2016. The transformative business model. Harvard business review, 94(10), pp.91-98.

Lime. (2019). Enhanced Lime, Google Maps integration sets sights on improving city commutes. Lime. https://www.li.me/blog/enhanced-lime-google-maps-integration-improving-city-commutes 

Lime. (2025). Powering a sustainable future: Lime partners with Redwood Materials for circular battery recycling. Lime. https://www.li.me/blog/powering-a-sustainable-future-lime-partners-with-redwood-materials-for-circular-battery-recycling