The Linear Business Model Canvas on the Disruptor's Arrow of Time

HEROES Compete Different THE LINEAR BUSINESS MODEL CANVAS ON THE DISRUPTOR’S ARROW OF TIME How to Achieve Performance Improvement and Business Model Innovation Simpler, Faster, and Funner Rod King, Ph.D. Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

For People Who Are Looking For Simpler, More Powerful, and Versatile Tools For Performance Improvement And Business Model Innovation Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Business Model Canvas Was Created by Alexander Osterwalder and Is Basically A Visually Structured Dashboard (“Canvas”) For Documenting Information About The Building Blocks of a Business Model Or The Elements of a Business Ecosystem Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

A Business Model Is A Visual Representation, Story Plot, or Dynamic Simulation of a Living Organization That Viably Pursues and Achieves A Hierarchy of Goals Especially of Increasing the Number of Profitable Customers & Delivering Greater Value in the Ecosystem Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

9 Topics and Layout of The Non‐Linear Business Model Canvas Source: http://en.wikipedia.org/wiki/Business_Model_Canvas Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

From a Kinesthetic Perspective, Creating the Linear Business Model Canvas Involves “Flattening” Or “Thinking Out of the Box” of The Non‐Linear Business Model Canvas Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Linear Business Model Canvas Is Essentially A Chain of the 9 Topics on The Business Model Canvas: KP KR KA VP CH CR CS R$ C$ Cause Effect (Result) On the Linear Business Model Canvas, The 9 Topics Are Arranged in A Linear Sequence That Reflects The Cause‐and‐Effect Chain of an Ecosystem: Input‐Processing‐Output‐Feedback‐Environment‐Result (IPOFER) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

A Unique Characteristic of The Linear Business Model Canvas Is Generalization of the Topics of “Revenue Streams” and “Cost Structure.” “Revenue Streams” has an extended description of “Delight” “Cost Structure” is now described under “Pain” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Inclusion of “Delight” and “Pain” In the Linear Business Model Canvas Allows Value to Be Defined As the Ratio of Delight to Pain (Instead of Just As Profit or the Ratio of Revenue to Cost). Also, the Above Description of Value Means That the Linear Business Model Canvas Can Be Applied to All Types of Projects. Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Ideally, The Maximization of Value Involves … 9 Archetypal Business Models High 1 2 3 DELIGHT (+): 4 5 6 Revenue Low 7 8 9 Low High PAIN (‐): o Maximization of Delight: Revenue (Streams); Cost Performance; Functionality; Quality; Reliability; Brand/Image/Reputation; Differentiation; Customization/Personalization o Minimization of Pain: Cost (Structure); Size; Weight; Waste; Defects; Complexity; Inaccessibility; Inconvenience; Time (Delay); Obstacles/Barriers/Problems; Risks Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Linear Business Model Canvas: An Outline of 9 Topics KP Key Partnerships (Partners/Alliances/Complementors) KR Key Resources (Supplies/Inputs/Employees/Machinery/Tool) KA Key Activities (Process/Strategy/Business Job‐To‐Be‐Done) VP Value Proposition (Product/Service) CH Channels (Distribution) CR Customer Relationships (Engagement/Acquisition/Retention) CS Customer Segments (Problems/Needs/Job‐To‐Be‐Done) R$ Revenue Streams (Delight: +) (Value = Delight/Pain) C$ Cost Structure (Pain: ‐) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

NOW, YOU CAN INSTANTLY AND COLLABORATIVELY USE THE LINEAR BUSINESS MODEL CANVAS FOR PROJECTS ANYWHERE AND EVERYWHERE: No Special Graphic Layout or Canvas Is Required Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

THE MINIMUM LINEAR BUSINESS MODEL CANVAS IS ENTIRELY TEXT‐BASED. This Linear Business Model Canvas Does Not Need Any Special or Dedicated Software Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

THE MINIMUM LINEAR BUSINESS MODEL CANVAS REQUIRES ONLY PEN AND BLANK PAPER OR BASIC TEXT‐EDITING (WORD PROCESING) SOFTWARE Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Background on The Linear Business Model Canvas Rod King Created the Linear Business Model Canvas as A “Minimum Viable Product (MVP)” of the Business Model Canvas Which Was Created By Alexander Osterwalder and Featured in the Book, “Business Model Generation.” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Main Purpose of The Linear Business Model Canvas The Linear Business Model Model Focuses on Ubiquitously Achieving Performance Improvement and Business Model Innovation In Simpler, Faster, and “Funner” Ways Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Universality of The Linear Business Model Canvas The Linear Business Model Canvas Can Also Be Regarded As One of Many Systems [“Minimum Viable Interfaces” or Dashboards] For Portrayal on The Disruptor’s Arrow of TIme Which Integrates All Tools in Strategic Management Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Advantages of The Linear Business Model Canvas Elimination of Complex Graphic Layout (Canvas): Easier to Read Linear Format Simplicity in Form and Structure; Infinitely Long (“DNA” Fractal) Format Intuitive Linear Logic That is Applicable to All Systems: Living and Non‐living Faster Learning and Easier Application; Easier Customization and Extension Direct Linkage to Existing Tools of Business/Strategic Planning, Performance Management, Total Quality Management, Business Process Improvement, Product Innovation, Inventive Problem Solving, and Portfolio Management Collaborative Development of Strategy (Blue Ocean Strategy) and Scenarios Easier Development, Update, and Tracking of Business Model Plan/Dashboard Diversified and Novel Linear Layouts for Topics of the Business Model Canvas Facilitates Comparative Analysis, Benchmarking, and Pattern Identification Can Easily Be Presented as a Game in Many Formats; Facilitates Gamification Outline of Topics Can Easily Be Converted to a Report for a Business Model Plan Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Logic of Sequence on The Linear Business Model Canvas KP Key Partnerships (Supply/ Upstream Left Brain ‐ Evaluate Key Resources Input) E KR HOW? SUPPLY INFRASTRUCTURE [D]esign (Inside the Enterprise) C KA Key Activities (Processing) ‐ Input/Processing/Output (System) O VP Value Proposition (Product) Product‐Market Fitness S (Feedback) Y CH Channels (Distribution) Midstream Right Brain ‐ Explore WHAT? S CR Customer Relationships DEMAND INFRASTRUCTURE [N]eeds (Outside the Enterprise) T CS Customer Segments ‐ Local Environment E Downstream Total Brain ‐ Envision R$ Revenue Streams (Delight) WHY? M SHARED VALUE [A]spirations C$ Cost Structure (Pain) (= Delight/Pain) ‐ Result (Effect) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Usefulness, Areas of Application, and Power Of The Linear Business Model Canvas Are Exponentially Increased When the Linear Business Model Canvas Is Presented on The Disruptor’s Arrow of Time Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Disruptor’s Arrow of Time (DAT): ………………………………………….……………………………….. Client/Customer: ………………………………….…… SEMPORCES Question: What are the most important resources, experiences, and features? Date: ………………………………….…… PRESENT SYSTEM VALUE DISRUPTION STRATEGY – FUTURE SYSTEM (Where currently are we?) Evolve, Plan, or Disrupt: E.R.I.C. (Where must we go?) (Eliminate/Reduce/Increase/Create) DREAM/ VISION/ Ideal Final Result (IFR): Value (+/‐) Notes (e.g., What are obstacles/barriers/problems/constraints that prevent full realization of future system/vision/dream/IFR)? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Linear BMC‐Arrow of Time (LBMC‐AT): …………………………..…………………………………….. Client/Customer: ………………………………….…… Objective: Business Model Documentation, Improvement, Innovation, and Presentation Date: ………………………………….…… PRESENT SYSTEM – VALUE DISRUPTION STRATEGY – FUTURE SYSTEM – Linear Business Model Canvas (LBMC) Evolve, Plan, or Disrupt: E.R.I.C. Linear Business Model Canvas (LBMC) (Eliminate/Reduce/Increase/Create) KP – Key Partners KP KR – Key Resources KR KA – Key Activities KA DREAM/ VP – Value Proposition VP VISION/ Ideal CH – Channels CH Final Result CR – Customer Relationships CR (IFR): CS – Customer Segments Value CS (+/‐) R$ – Revenue Streams (Delight: +) R$ C$ – Cost Structure (Pain: ‐) C$ Notes (e.g., What are obstacles/barriers/problems/constraints that prevent full realization of future system/vision/dream/IFR)? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Linear BMC‐Arrow of Time (LBMC‐AT) for “Business Model Generation” Project Client/Customer: ………………………………….…… Objective: Business Model Documentation, Improvement, Innovation, and Presentation Date: ………………………………….…… PRESENT SYSTEM – 2008 VALUE DISRUPTION STRATEGY – FUTURE SYSTEM – 2009 Linear Business Model Canvas (LBMC) Evolve, Plan, or Disrupt: E.R.I.C. Linear Business Model Canvas (LBMC) For Traditional Book Publishers (Eliminate/Reduce/Increase/Create) For “Business Model Generation” Project KP – Key Partners Eliminate Publishers KP The Movement (Design); Ning Platform; Publishers Amazon.com; 3rd Party Logistics Company KR – Key Resources Blog and Visibility on the Web; Business KR Model Hub; Powerful Methodology KA – Key Activities Eliminate Logistics & Shipping Content Production; Hub Management; Logistics & Shipping KA Guerilla Marketing and Word‐of‐Mouth VP – Value Proposition Visual, Practical, and Beautiful Handbook; DREAM/ VP Co‐creation; Personalized Book VISION/ CH – Channels Eliminate Intermediation Hub Members; Word‐of‐Mouth; Amazon. Ideal CH Intermediation Through Publishers Through Publishers com; BusinessModelHub.com; Book Stores Final CR – Customer Relationships CR Businessmodelhub.com; Result Business Model Event (Amsterdam) (IFR): CS – Customer Segments CS Visionaries, Game Changers, and Challeng‐ Value ers; Entrepreneurs, Execs, etc.; Companies (+/‐) R$ – Revenue Streams (Delight: +) R$ Hub Membership Fees; Advance & Post‐ publication Sales; Giveaways; Royalties; etc. C$ – Cost Structure (Pain: ‐) C$ Design; Content Production; Printing; Distribution Notes (e.g., What are obstacles/barriers/problems/constraints that prevent full realization of future system/vision/dream/IFR)? Reference: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk. Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

BME‐Arrow of Time (BME‐AT): …………………………..………………………………………………….. Client/Customer: ………………………………….…… Objective: Industry and Environmental Analysis; Competitive Advantage Date: ……………………………….…… PRESENT SYSTEM – VALUE DISRUPTION STRATEGY – FUTURE SYSTEM – Business Model Environment (LBME) Evolve, Plan, or Disrupt: E.R.I.C. Business Model Environment (LBME) Global Environment (Eliminate/Reduce/Increase/Create) Global Environment INDUSTRY FORCES DREAM/ MARKET FORCES VISION/ Ideal Final Result MACRO‐ECONOMIC FORCES (IFR): Value (+/‐) PESTLIED FACTORS (KEY TRENDS) Notes (e.g., What are obstacles/barriers/problems/constraints that prevent full realization of future system/vision/dream/IFR)? Key: PESTLIED = Political; Economic; Social; Technological; Legal; International; Environmental; Demographic Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

APPENDIX A More Comprehensive and Universal System Modeling Using the Interface of the “SEMPORCES” Tool Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

“SEMPORCES” Tool for Living & Non‐living Ecosystems S Suppliers/Inputs/Partners Upstream Left Brain ‐ Evaluate E E Employees/Brand/IP/etc. HOW? SUPPLY INFRASTRUCTURE [D]esign (Inside the Enterprise) C M Machinery/Facilities/etc. ‐ Input/Processing/Output (System) O P Process/Strategy Product‐Market Fitness S (Feedback) Y O Output (Product/Service) Midstream Right Brain ‐ Explore S R Retailers/Channels WHAT? DEMAND INFRASTRUCTURE [N]eeds (Outside the Enterprise) T C Customers/Consumers ‐ Local Environment E E Environment (Global) Downstream M WHY? Total Brain – Envision SHARED VALUE S Shared Value (Delight/Pain) [A]spirations ‐ (= Delight/Pain) Result (Effect) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

SEMPORCES‐Arrow of Time (S‐AT): …………………..…..………………………………………..…….. Client/Customer: ………………………………….…… Objective: Business Model Documentation, Improvement, Innovation, and Presentation Date: ………………………………….…… PRESENT SYSTEM – VALUE DISRUPTION STRATEGY – FUTURE SYSTEM – SEMPORCES Evolve, Plan, or Disrupt: E.R.I.C. SEMPORCES (Eliminate/Reduce/Increase/Create) S – Suppliers/Inputs/Partners S E – Employees/Culture/Brand/IP E M – Machinery/Technology/Tool/Infra’ M P – Process/Strategy/Job To Be Done DREAM/ P VISION/ O – Output (Product/Service) Ideal O Final R – Retailers/Distributors/Channels/CRM Result R (IFR): C – Customers/Consumers (Problems) Value C (+/‐) E – Environment (Global) E S – Shared Dream/Mission/Result/ROI S Notes (e.g., What are obstacles/barriers/problems/constraints that prevent full realization of future system/vision/dream/IFR)? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

The Disruptor’s Arrow of Time Is The Main Tool for Business Model Project Management (BMPM) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

LEARN MORE ABOUT BUSINESS MODEL PROJECT MANAGEMENT Introductory Book More Advanced Book “The Business DNA Model for Business Investors, “UNDERDOG TO TOP DOG: How Leaders Like Mentors, and Startups: A Dashboard for Simply Steve Jobs and Apple Create Disruptive Business Organizing and Managing Business Projects” Models” By Dr. Rod King Buy the Only Books on By Dr. Rod King BUSINESS MODEL PROJECT MANAGEMENT Price: $8 Price: $30 Visit http://goo.gl/6NFFE Visit http://goo.gl/6NFFE Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

Plan, Organize, Manage, and Present (Business) Projects In Simpler, Better, Leaner, and Faster Ways Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

“Every Object in the Universe Is A System or an Ecosystem That Can Be Described Using The Same Categories as in A Business DNA Model, Linear Business Model Canvas, and/or Disruptor’s Arrow of Time” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Systems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

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The Linear Business Model Canvas on the Disruptor's Arrow of Time

by Rod King on Aug 09, 2012

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