The 3-Act Business Model Storyboard for Cinderella's Fairy Godmother, Apple's IPod, and Enterprise Architecture
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The 3-Act Business Model Storyboard for Cinderella's Fairy Godmother, Apple's IPod, and Enterprise Architecture

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This presentation focuses on showing the versatility of the Business Model Storyboard as a tool for visually representing systems such as stories, business models, and enterprise architecture. The ...

This presentation focuses on showing the versatility of the Business Model Storyboard as a tool for visually representing systems such as stories, business models, and enterprise architecture. The Business Model Storyboard allows us to see the similarities and differences between various systems. In the process, the Business Model Storyboard provides the basis of a universal language for storytelling, business model innovation, and enterprise architecture development.

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  • Full Name Full Name Comment goes here.
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  • @RodKing I quote from your response to me 'it's interesting to say that a Convergent Wave - or rather, a Convergent Cycle - consists of a series of convergent and divergent wavelets'. You r comment inspire me with an analogy. Strange attractors form by stretching and folding their structures. I feel your 3-act story structure may behave similarly. The story unfolds and folds, stretches and then folds to give new and emerging structure. So, the structure you suggest, Rod, is like a paste. This is so that it may fold and stretch.
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  • @Manifestao1: Scott, Thanks for your words of encouragement. Such words encourage the creative juices to flow faster and faster. I'll keep on trying to do my best.
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  • @hudali15: I'm inspired by your comment regarding the versatility of the 3-Act Business Model. We are often told that 'One tool does not fit all.' However, if we had magical powers, if we had no limitations, wouldn't it be great to have 'one tool that fits all'? A 'one tool fits all' reflects the ultimate in the Convergent Tool (Platform) Paradigm of which I'm a strong believer; Steve Jobs was also a strong believer of the Convergent Tool (Platform) Paradigm as one sees in a device such as the iPhone. Nevertheless, it's interesting to say that a Convergent Wave - or rather, a Convergent Cycle - consists of a series of convergent and divergent wavelets. In my view, divergence provides a reason or motivation for convergence to occur: discrete objects come together and form a unit (convergence), then the unit reaches a critical mass and disintegrates (divergence), and then convergence re-occurs ... Coming back to the 3-Act Business Model, I believe there's a strong need for an all-in-one-tool because of the many disparate tools in business. The good news is that all tools can be linked using a 3-Act story which is reflected in the structure of the 3-Act Business Model. I'm glad that you like the 3-Act Business Model and appreciate its versatility.
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  • Highly creative application, using a tangible premise to illustrate an otherwise complex process. As always, honored to associate with you, Dr. King. Keep up the good work, please.
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  • @RodKing, Rod, this is an admirable post. The hidden linkage between telling a human story and a business story is neatly uncovered in this presentation. A story is a story, regardless of what type of story it is. If I plan to write a story, including how I got to know Rod King, I shall use this format. Stories act like magnets attracting readers. Presentation authors may find your 3-Act Approach quite relevant to writing attractive presentations. The value of this presentation extends beyond its boundary. Writing each slide (tree) in linked to writing the whole story (forest). I strongly advise readers to try filling Rod King's Canvas and they shall be surprised not only by the ideas that shall emerge, but also by the close knitting of what they write. A great presentation that distils months of hard work into 12 slides. Thanks Dr. Rod King for your inspiration.
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    The 3-Act Business Model Storyboard for Cinderella's Fairy Godmother, Apple's IPod, and Enterprise Architecture The 3-Act Business Model Storyboard for Cinderella's Fairy Godmother, Apple's IPod, and Enterprise Architecture Presentation Transcript

    • Law  of  the  3-­‐Act  Business  Model   Although  Stories,  Businesses,  Living  Systems,  and  Other   Organiza?ons  Appear  Different  on  the  Surface,   Every  Story,  Enterprise,  Living  System,  or  Organiza=on  on  the  Planet   Has  the  Same  Fractal  “DNA”  Structure  Which  Consists  of  3  “Acts”  or   Sub-­‐models:     v     Value  Crea?on  Act   v     Value  Proposi?on  Act   v     Value  Sharing  (Profit)  Act     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing  
    • ENVIRONMENT   3-­‐Act  Business  Model  (3BM)  Storyboard:  Bird’s  Eye  View   Value  Chain  &  Environment     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   3-­‐Act  Business  Model   Create  Value   Deliver  Value   Share  (Capture)  Value  CORE  JOBS:   VALUE   CREATION   MODEL   VALUE   PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)   MODEL   HOW?   WHAT?   WHY?  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   3-­‐ACT  BUSINESS  MODEL  OF   Cinderella’s  Fairy  Godmother   VALUE  CREATION   ACT   VALUE  PROPOSITION   ACT   VALUE  SHARING   ACT   ENVIRONMENT   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   VALUE  CREATION   ACT   VALUE  PROPOSITION   ACT   VALUE  SHARING   ACT   3-­‐ACT  BUSINESS  MODEL  OF   Cinderella’s  Fairy  Godmother   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   VALUE  CREATION   ACT   VALUE  PROPOSITION   ACT   Inputs   q  Pumpkin  (Golden  Carriage)   q  Mice  (Horses)   q  Rat  (Coachman)   q  Lizards  (Footmen)   Internal  Resources   q  Fairy  Godmother   q  Magic  wand   q  Magic  power;  spells         Processes   q  Magical  transforma=on  of  objects   q  Make  apparently  impossible   dreams  come  true       Output   q  Magical  service  (magically  transform-­‐ ing  mundane  objects:  Cinderella’s  rags   are  transformed  into  a  beauTful   jewelled  gown  complete  with  magic   slippers  as  well  as  golden  carriage,   horses,  coachman,  and  footmen)   Channels  &  Rela?onships   q  “Invisible  Teleporta=on  Medium/ Cloud”   q  Magical  Appearance   q  Helper  (On  Demand)     Customer-­‐Protagonist   q  Cinderella:  Beau=ful  girl;              mother  has  died;  now  lives  with              wicked  stepmom  and  2  ugly  stepsisters   q  Cinderella  is  being  badly  treated   q  Goal:  Wants  to  go  to  the  Prince’s  ball   q  If  she  goes  to  ball,  be  back  by  12am   Pain   q  Cinderella’s  daily  suffers  at  hands   of  wicked  stepmother  and  2   stepsisters   q  Sleeps  in  the  kitchen’s  fireplace  to   get  warmth  at  home   q  Has  to  leave  the  ball  by  12am   Delight   q  Cinderella  totally  captures                the  a[en=on  and  heart  of              the  Prince  at  the  ball         q  Cinderella  marries  the  Prince    and   lives  happily  ever  aer  in  a  palace   Value   q  Greater  happiness  for  Cinderella   q  “Beauty  is  a  treasure  but   graciousness  is  priceless”.   q  A  great  help  to  the  disadvantaged   or  people  at  the  boVom  of  the   pyramid   VALUE  SHARING   ACT   3-­‐ACT  BUSINESS  MODEL  OF   Cinderella’s  Fairy  Godmother   Example:   Social  Enterprise   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   VALUE  CREATION   ACT   VALUE  PROPOSITION   ACT                                                                             3-­‐ACT  BUSINESS  MODEL   (Blank  Template  for  MulTlevel  Business  Model)   VALUE  SHARING   ACT   Blank  Template  for  Strategic   Business  Model  Management     Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   VALUE  CREATION   ACT   VALUE  PROPOSITION   ACT   Inputs           Internal  Resources           Processes           Output           Channels  &  Rela?onships           Customer-­‐Protagonist           Pain           Delight           Value           VALUE  SHARING   ACT   Template  for  Strategic   Business  Model  Management     3-­‐ACT  BUSINESS  MODEL   (Annotated  MulTlevel  Business  Model)   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   3-­‐ACT  BUSINESS  MODEL   For  Apple’s  Classic  iPod   VALUE  CREATION   ACT   VALUE  PROPOSITION   ACT   VALUE  SHARING   ACT   ENVIRONMENT   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   3-­‐ACT  BUSINESS  MODEL   For  Apple’s  Classic  iPod   VALUE  CREATION   ACT  (SUB-­‐MODEL)   VALUE  PROPOSITION   ACT  (SUB-­‐MODEL)   VALUE  SHARING   ACT  (SUB-­‐MODEL)   Inputs/Partners   q Original  Equipment  Manu.   q Record  Companies         Internal  Resources   q Staff   q Brand         Processes/Ac?vi?es   q Hardware  Design   q Soware  Design   q Marke=ng       Product/Value  Proposi?on   q iPod  Hardware   q “A  Thousand  Songs  in  Your   Pocket”   Channels  &  Rela?onships   q www.apple.com   q Apple  Retail  Stores   q iTunes  Store   q Big  Box  Retailers     Customer/Job-­‐To-­‐Get-­‐Done   q Luxury  Spo[er   q Mass  Market   q Job:  Listen  to  Music   q Constraints:  Bulky  music  players;   small  storage  for  songs;            difficulty  in  organizing  songs   Pain:  Cost   Items   q Employees   q Manufacturing   q Marke=ng  &  Sales     Delight:  Revenue   Items  (Sources)   q iPod  Hardware   q iTunes  Store   q Commissions     Value:  Profit           Example:   Commercial  Enterprise   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    • APPENDIX       3-­‐Act  Business  Model  Storyboard   For   Enterprise  Architecture  
    •   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   VALUE  CREATION   ACT  (SUB-­‐MODEL)   VALUE  PROPOSITION   ACT  (SUB-­‐MODEL)   Inputs             Internal  Resources             Processes             Output             Channels  &  Rela?onships             Customer-­‐Protagonist             Pain             Delight             Value             VALUE  SHARING   ACT  (SUB-­‐MODEL)   Source  of  Informa=on:   Nick  Malik’s  Enterprise  Business   MoTvaTon  Model;     see  h[p://goo.gl/xSgO0)   Business  Partner  (BP)   Partner  Type  (PT)   3-­‐ACT  BUSINESS  MODEL   For  Enterprise  Architecture   Resource/Asset  (RA)   Required  Competency   (RC)   Value  Proposi=on  (VP)   Products  &  Services  (PS)   Customer  Demands  &   Rela=onships  (CDR)   Channels  (CH)   Customer  (C)   Customer  Type  (CT)   Cost  Model  (CM)   Revenue  Model  (RM)   Profit  Model  (PM)   Universal  (De)Constructor  of   Stories,  Systems,  and     Business  Models  
    • 3-­‐ACT   BUS.   MODEL   VALUE  CREATION  ACT   (SUB-­‐MODEL)   VALUE  PROPOSITION  ACT   (SUB-­‐MODEL)   VALUE  SHARING  ACT   (SUB-­‐MODEL)   PT   BP   RA   RC   VP   PS   CDR   CH   C   CT   CM   RM   PM   PT   -­‐   affects     -­‐>     affects     -­‐>   BP   behaves   as  -­‐>   -­‐   RA   -­‐   impacts     -­‐>     impacts     -­‐>     impacts     -­‐>     RC   demand -­‐>     -­‐   delivers   -­‐>   VP   drives         -­‐>   -­‐   targets         -­‐>   PS   -­‐   saTsfies     -­‐>   targets     -­‐>   CDR   -­‐   CH   -­‐   targets     -­‐>   drives         -­‐>   drives         -­‐>   drives         -­‐>   C   -­‐   behaves   as  à   CT   has     -­‐>     -­‐   CM   -­‐   RM   -­‐   PM   -­‐     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hPp://businessmodels.ning.com  &  hPp://twiPer.com/RodKuhnKing   From    -­‐>  To   3-­‐ACT  BUSINESS  MODEL  STORYBOARD  (“Concept  Map”/Input-­‐Output  Matrix)  for  Enterprise  Architecture   (Source  of  Informa=on:  Nick  Malik’s  Enterprise  Business  MoTvaTon  Model;  see  h[p://goo.gl/xSgO0)  
    • Acknowledgement   Topics  for  Describing  the  Business  Model  in  Enterprise  Architecture  (“yellow   boxes”)  are  obtained  from  Nick  Malik’s  Enterprise  Business  Mo=va=on   Model;  see  h[p://goo.gl/xSgO0     The  topic  of  “Geographies  and  Locales”  has  been  omi[ed  for  clarity.