The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly." BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.

1. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
TEAM/LEARNING
DescripAon
DescripAon
CUSTOMER
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?

2. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
TEAM/LEARNING
DescripAon
DescripAon
CUSTOMER
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
FINANCIAL
MODEL
BSC
Monopoly
for
Apple’s
Classic
iPod
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Insanely
Great
Customer
Experience
for
Listening
to
Music
q Present
q Future
q Past
Apple
-­‐
Classic
iPod
STRATEGY
DifferenHaHon;
Blue
Ocean
Strategy:
“A
Thousand
Songs
in
Your
Pocket”
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?

3. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
TEAM/LEARNING
DescripAon
DescripAon
CUSTOMER
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
FINANCIAL
MODEL
STRATEGY
DifferenHaHon;
Blue
Ocean
Strategy:
“A
Thousand
Songs
in
Your
Pocket”
Apple
-­‐
Classic
iPod
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
BSC
Monopoly
for
Apple’s
Classic
iPod
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Insanely
Great
Customer
Experience
for
Listening
to
Music
q Present
q Future
q Past

4. Create
Awesome
Customer
Experiences
(ACEs)
Or
Die

5. The
Default
Mission/Vision
Of
the
BSC
Monopoly
Game
is
to
Create
Awesome
Customer
Experiences
(ACEs)
For
[Any
AcHvity]

6.
GAME
GUIDE
FOR
BSC
MONOPOLY
AGE
8+
2-­‐4
PLAYERS
Create
Awesome
Customer
Experiences
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

7. Balanced
Scorecard
(BSC)
Monopoly
is
An
“End-­‐Means”
Game
As
Well
As
A
MulA-­‐Sided
Project
Management
Roadmap
For
Rapidly
Discovering
and
Solving
Customer
Problems
in
any
Domain
BSC
Monopoly
Create
Awesome
Customer
Experiences

8. The
Gameboard
of
The
Balanced
Scorecard
(BSC)
Monopoly
Has
Two
Main
Parts:
q
Banner
-­‐
Shows
the
END:
“Mission/Vision/Values”
(in
the
past,
present,
or
future)
q
Playing
Field
-­‐
Shows
the
MEANS:
a
Quadrangle
(with
an
Arena
or
Central
Whitespace
Rectangle)
That
Illustrates
4
PerspecHves
BSC
Monopoly
Create
Awesome
Customer
Experiences

9. Balanced
Scorecard
(BSC)
Monopoly
Presents,
on
the
“Banner,”
1
Set
of
QuesHons:
q
What
is
the
Project’s
Mission/
Vision/Set
of
Values
(in
the
Past,
Present,
or
Future)?
BSC
Monopoly
Create
Awesome
Customer
Experiences

10. Balanced
Scorecard
(BSC)
Monopoly
Usually
Presents,
on
the
“Playing
Field,”
4
Sides
or
PerspecHves:
q
Customer
PerspecHve
q
Financial
Model
PerspecHve
q
Team
PerspecHve
q
Process
PerspecHve
BSC
Monopoly
Create
Awesome
Customer
Experiences

11. Balanced
Scorecard
(BSC)
Monopoly
Usually
Presents,
on
the
“Playing
Field,”
4
Sides
or
PerspecHves:
q
Customer
PerspecHve
q
Financial
Model
PerspecHve
q
Team
PerspecHve
q
Process
PerspecHve
“Out
of
Enterprise”
(Demand)
“In
Enterprise”
(Supply/
Core
Capability)
BSC
Monopoly
Create
Awesome
Customer
Experiences

12. BSC
Monopoly
Create
Awesome
Customer
Experiences
The
Quadrangle
or
Playing
Field
for
the
Balanced
Scorecard
(BSC)
Monopoly
Answers
4
Main
QuesHons:
q
Customer
PerspecHve
-­‐
What
is
our
customer
problem
or
job
to
get
done?
q
Financial
Model
PerspecHve
-­‐
How
do
we
capture/share
value
or
happiness?
q
Team
PerspecHve
-­‐
How
do
we
create
value
or
happiness?
q
Process
PerspecHve
-­‐
How
do
we
deliver
value
or
happiness?

13. BSC
Monopoly
Create
Awesome
Customer
Experiences
The
Arena
or
Central
Whitespace
of
the
Playing
Field
(Quadrangle)
for
the
Balanced
Scorecard
(BSC)
Monopoly
Answers
1
QuesHon:
q
Strategy:
How
Best
to
Win?

14. 4
Levels
of
Mission
for
BSC
Monopoly
Game
q
Level
1-­‐Mission:
Problem-­‐SoluAon
Fit
q
Level
2-­‐Mission:
Product-­‐Market
Fit
q
Level
3-­‐Mission:
Business
Model
Fit/Scaling
q
Level
4-­‐Mission:
Renewal

15. STRATEGY,
VALUE
PROPOSITION,
AND
BUSINESS
MODEL
GAMES
for
Visual
Profit
Modeling
RAPIDLY
DISCOVER
AND
SOLVE
CUSTOMER
PROBLEMS

16. VALUE
MAP
(+):
OBJECTIVE
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
CONSTRAINT
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

17. (+):
DELIGHT:
DifferenAaAon
(Revenue)
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
PAIN:
Cost
BLUE
OCEAN
Game
RED
OCEAN
Game
DISRUPTION
SPOT
Game
LUXURY
SPOT
Game
STRATEGY,
VALUE
PROPOSITION,
AND
BUSINESS
MODEL
GAMES
FOR
PROFIT
MODELING
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..
SWEET
SPOT
GAME
Game

18. Balanced
Scorecard
(BSC)
Monopoly
RAPIDLY
DISCOVER
AND
SOLVE
CUSTOMER
PROBLEMS

19. The
Playing
Field
of
BSC
Monopoly
Usually
Has
4-­‐Plan
PerspecAves
That
Form
an
“Arena”
or
“White
Space”
Rectangle
In
the
Center.
Each
Plan-­‐PerspecHve
Is
A
Project
Roadmap.
4
PerspecAves
of
BSC
Monopoly
q Team/Learning
q Process
q Customer
q Financial
Model

20. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Project
Roadmap
for:
.………….…………..…….
Date:
………………
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Item
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/Results
To
Do
Doing
Done
PerspecAve/Stakeholder:
………………………………………………………………
Sheet
………
of
………
Strategy:
……………………………………………………………………………………………………………………..……….

21. PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL

22. PROCESS
TEAM/LEARNING
STRATEGY
CUSTOMER
FINANCIAL
MODEL

23. The
4
“Corner
Rectangles”
Have
the
Following
Labels:
q “Go”
q “In
Enterprise”
q “Persevere
or
Pivot?”
q “Get
Out
Of
Enterprise”

24. PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL

25. PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?

26.
BANNER
PLAYING
FIELD
(QUADRANGLE)
Arena
(White
Space)
Corner
Rectangle
Track

27.
BANNER
PLAYING
FIELD
(QUADRANGLE)
Arena
(White
Space)
Corner
Rectangle
Track

28.
BANNER
PLAYING
FIELD
(QUADRANGLE)
Arena
(White
Space)
Corner
Rectangle
Track

29. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

30. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
HOW
BEST
TO
WIN?
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

31. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
How
do
we
deliver
value
or
happiness?
TEAM/LEARNING
How
do
we
create
value
or
happiness?
HOW
BEST
TO
WIN?
What
is
our
customer
problem
or
job
to
get
done?
CUSTOMER
How
do
we
capture/share
value
or
happiness?
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

32. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
How
do
we
deliver
value
or
happiness?
TEAM/LEARNING
How
do
we
create
value
or
happiness?
HOW
BEST
TO
WIN?
What
is
our
customer
problem
or
job
to
get
done?
CUSTOMER
How
do
we
capture/share
value
or
happiness?
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

33. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

34. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

35. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

36. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

37. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

38. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

39. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
TEAM/LEARNING
DescripAon
DescripAon
CUSTOMER
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

40. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
TEAM/LEARNING
DescripAon
DescripAon
CUSTOMER
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

41. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
q Descrip-­‐
Aon
q Obj./
Constr.
q Mea-­‐
sures
q Targets
q Init./
Results
TEAM/LEARNING
q DescripAon
q DescripAon
CUSTOMER
q ObjecAves/
Constraints
q ObjecAves/
Constraints
q Measures
q Measures
q Targets
q Targets
q IniAaAves/
Results
q IniAaAves/
Results
q Descrip-­‐
Aon
q Obj./
Constr.
q Mea-­‐
sures
q Targets
q Init./
Results
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
GO
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

42. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
GO
STRATEGY
(Organiza,on)
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

43. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
STRATEGY
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

44. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROCESS
TEAM/LEARNING
CUSTOMER
FINANCIAL
MODEL
BSC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

45. Business
Model
Canvas/Court
(BMC)
Monopoly
RAPIDLY
DISCOVER
AND
SOLVE
CUSTOMER
PROBLEMS

46. 4
Levels
of
Mission
for
BMC
Monopoly
Game
q
Level
1-­‐Mission:
Problem-­‐SoluAon
Fit
q
Level
2-­‐Mission:
Product-­‐Market
Fit
q
Level
3-­‐Mission:
Business
Model
Fit/Scaling
q
Level
4-­‐Mission:
Renewal

47. The
Playing
Field
of
BMC
Monopoly
Has
4
PerspecAves
That
Form
an
Arena
or
a
“White
Space”
Rectangle
In
the
Center.
Each
PerspecHve
Has
A
Project
Plan.
4
PerspecAves
of
BMC
Monopoly
q Key
Resources
q Key
AcHviHes
q Customer
Segment
q Profit
Model

48. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Project
Plan
for:
.………….…………….
Date:
………………
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Item
No.
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/Results
To
Do
Doing
Done
PerspecAve/Stakeholder:
…………………………………………………………………………………………..……….
Strategy:
……………………………………………………………………………………………………………………..……….

49. KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGEMENT
(CS)
PROFIT
MODEL
(P$)

50. The
4
“Corner
Rectangles”
Have
the
Following
Labels:
q “Go”
q “In
Enterprise”
q “Persevere
or
Pivot?”
q “Get
Out
Of
Enterprise”

51. KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGEMENT
(CS)
PROFIT
MODEL
(P$)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?

52. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

53. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
HOW
BEST
TO
WIN?
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

54. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
How
do
we
deliver
value
or
happiness?
KEY
RESOURCES
(KR)
How
do
we
create
value
or
happiness?
HOW
BEST
TO
WIN?
Who
is
our
customer
problem
or
job
to
get
done?
CUSTOMER
SEGMENT
(CS)
How
do
we
capture/share
value
or
happiness?
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

55. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
How
do
we
deliver
value
or
happiness?
KEY
RESOURCES
(KR)
How
do
we
create
value
or
happiness?
HOW
BEST
TO
WIN?
Who
is
our
customer
problem
or
job
to
get
done?
CUSTOMER
SEGMENT
(CS)
How
do
we
capture/share
value
or
happiness?
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

56. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Enterprise
Galaxy

57. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

58. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

59. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

60. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

61. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
KEY
RESOURCES
(KR)
DescripAon
DescripAon
CUSTOMER
SEGMENT
(CS)
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

62. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
KEY
RESOURCES
(KR)
DescripAon
DescripAon
CUSTOMER
SEGMENT
(CS)
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

63. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
q Descrip-­‐
Aon
q Obj./
Constr.
q Mea-­‐
sures
q Targets
q Init./
Results
KEY
RESOURCES
(KR)
q DescripAon
q DescripAon
CUSTOMER
SEGMENT
(CS)
q ObjecAves/
Constraints
q ObjecAves/
Constraints
q Measures
q Measures
q Targets
q Targets
q IniAaAves/
Results
q IniAaAves/
Results
q Descrip-­‐
Aon
q Obj./
Constr.
q Mea-­‐
sures
q Targets
q Init./
Results
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

64. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
KEY
RESOURCES
(KR)
CUSTOMER
SEGMENT
(CS)
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

65. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
KEY
RESOURCES
(KR)
DescripAon
DescripAon
CUSTOMER
SEGMENT
(CS)
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
PROFIT
MODEL
(P$)
BMC
Monopoly
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
(Organiza,on)
GO
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
Enterprise
Galaxy

66. EXAMPLE

67. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
KEY
RESOURCES
(KR)
DescripAon
DescripAon
CUSTOMER
SEGMENT
(CS)
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
PROFIT
MODEL
(P$)
GO
VALUE
PROPOSITION
(VP)
“A
Thousand
Songs
in
Your
Pocket”
Apple
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
BMC
Monopoly
for
Apple’s
Classic
iPod
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Insanely
Great
Customer
Experience
for
Listening
to
Music
q Present
q Future
q Past

68. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
KEY
ACTIVITIES
(KA)
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
KEY
RESOURCES
(KR)
DescripAon
DescripAon
CUSTOMER
SEGMENT
(CS)
ObjecAves/
Constraints
ObjecAves/
Constraints
Measures
Measures
Targets
Targets
IniAaAves/
Results
IniAaAves/
Results
DescripAon
ObjecAves/
Constraints
Measures
Targets
IniAaAves/
Results
PROFIT
MODEL
(P$)
GO
VALUE
PROPOSITION
(VP)
“A
Thousand
Songs
in
Your
Pocket”
IN
ENTERPRISE
GET
OUT
OF
ENTERPRISE
PERSEVERE
OR
PIVOT?
BMC
Monopoly
for
Apple’s
Classic
iPod
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Insanely
Great
Customer
Experience
for
Listening
to
Music
q Present
q Future
q Past

69. One
More
Thing
…

70. Industry
(Strategic)
CompeAAon

71. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
How
do
complementors
typically
deliver
value
or
happiness?
SUPPLIERS
What
capabiliAes
are
in
place?
What
management
systems
are
required?
HOW
BEST
TO
WIN?
Where
to
play?
MARKET
SEGMENTS
How
does
industry
typically
capture/share
value
or
happiness?
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
Red
Ocean
DisrupAon
(ROD)
Monopoly
WHAT
IS
OUR
WINNING
ASPIRATION?
…………………………………………..………………………..
q Present
q Future
q Past
IN
INDUSTRY
GET
OUT
OF
INDUSTRY
GO
PERSEVERE
OR
PIVOT?
(Organiza,on)
Industry
Galaxy

72. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
IN
INDUSTRY
GET
OUT
OF
INDUSTRY
GO
PERSEVERE
OR
PIVOT?
Red
Ocean
DisrupAon
(ROD)
Monopoly
WHAT
IS
OUR
WINNING
ASPIRATION?
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
Industry
Galaxy

73. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
Red
Ocean
DisrupAon
(ROD)
Monopoly
WHAT
IS
OUR
WINNING
ASPIRATION?
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
Industry
Galaxy

74. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
Red
Ocean
DisrupAon
(ROD)
Monopoly
WHAT
IS
OUR
WINNING
ASPIRATION?
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
Industry
Galaxy

75. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
Red
Ocean
DisrupAon
(ROD)
Monopoly
WHAT
IS
OUR
WINNING
ASPIRATION?
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
Industry
Galaxy

76. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
Red
Ocean
DisrupAon
(ROD)
Monopoly
WHAT
IS
OUR
WINNING
ASPIRATION?
…………………………………………..………………………..
q Present
q Future
q Past
(Organiza,on)
Industry
Galaxy

77. Example

78. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
Big
Box
Retailers
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
IN
INDUSTRY
GET
OUT
OF
INDUSTRY
GO
PERSEVERE
OR
PIVOT?
Red
Ocean
DisrupAon
(ROD)
Monopoly
for
Apple’s
iPod
WHAT
IS
OUR
WINNING
ASPIRATION?
Create
Insanely
Great
Experience
for
Listening
to
Music
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
“A
Thousand
Songs
in
Your
Pocket”

79. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
Big
Box
Retailers
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
IN
INDUSTRY
GET
OUT
OF
INDUSTRY
GO
PERSEVERE
OR
PIVOT?
Red
Ocean
DisrupAon
(ROD)
Monopoly
for
Apple’s
iPod
WHAT
IS
OUR
WINNING
ASPIRATION?
Create
Insanely
Great
Experience
for
Listening
to
Music
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
“A
Thousand
Songs
in
Your
Pocket”
$75
$300
$150
$150

80. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
Big
Box
Retailers
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
IN
INDUSTRY
GET
OUT
OF
INDUSTRY
GO
PERSEVERE
OR
PIVOT?
Red
Ocean
DisrupAon
(ROD)
Monopoly
for
Apple’s
iPod
WHAT
IS
OUR
WINNING
ASPIRATION?
Create
Insanely
Great
Experience
for
Listening
to
Music
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
“A
Thousand
Songs
in
Your
Pocket”
$75
$300
$150
$150

81. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
Big
Box
Retailers
SUPPLIERS
HOW
BEST
TO
WIN?
MARKET
SEGMENTS
COMPETITORS
(Incumbents;
Insurgents/New
Entrants)
IN
INDUSTRY
GET
OUT
OF
INDUSTRY
GO
PERSEVERE
OR
PIVOT?
Red
Ocean
DisrupAon
(ROD)
Monopoly
for
Apple’s
iPod
WHAT
IS
OUR
WINNING
ASPIRATION?
Create
Insanely
Great
Experience
for
Listening
to
Music
q Present
q Future
q Past
VALUE
PROPOSITION
(VP)
“A
Thousand
Songs
in
Your
Pocket”
$75
$300
$150
$150