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

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The Linear Business Model Canvas is a simpler, more versatile, and powerful form of the Business Model Canvas, which is non-linear and was created by Alexander Osterwalder. The Linear Business Model …

The Linear Business Model Canvas is a simpler, more versatile, and powerful form of the Business Model Canvas, which is non-linear and was created by Alexander Osterwalder. The Linear Business Model Canvas avoids the complexity and non-linear logic of the original Business Model Canvas. No specific graphic layout or canvas is needed for the Linear Business Model Canvas. Consequently, the Linear Business Model Canvas can be applied anywhere and everywhere as well as for all projects in performance improvement, business/strategic planning, and performance management.

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  • @RodKing
    Rod, you added to my dictionary a new word. Thanks for educating me. I had doubts that you meant it. That is why I refrained from using funnier or playful. I am going to use this example in a presentation I am writing now on the creativity of using words. For example, and I have already finished the slide, we say flying time and time flies. They generate two different concepts in my mind. Your comment encourages me to finish the presentation.
    I wish this presentation would be ranked by SS Team as Presentation of the Day.
    Good work, Rod
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  • @Ali: I like and agree with your comment about a new generation of infographics. My aim is to deeply engage the total brain: both the right and left sides of the brain. It was in that spirit that I deliberately used the word 'funner' rather than 'more fun.' Actually, 'funnier' has an implication of more funny, comedy, and laughter, emotions of which I did not target in my presentation. I intended to say that using the Linear Business Model Canvas on the Disruptor's Arrow of Time would be more fun and enjoyable. The enjoyment may or may not include comedy. Incidentally, 'funner' is now an acceptable word in the Merriam-Webster dictionary which also includes 'funnest.' In my presentation and on Slide 16, I put 'funner' in quotation marks to indicate it as an unusual (but funner) word. I hope these comments clarify my use of the word 'funner.' Finally, thanks for your comment that helps people to download the document. What more can I say? You are and have been of tremendous help!
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  • Save file downloads the presentation
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  • @RodKing

    Dear Rod, let me first alert you to the misspelling of Funnier on the first slide. It is typed funner.
    Great presentation. To me it provides a new generation of infographics. Simplicity mixed with fun and joy surely reduce the painful cost of easily understanding this presentation. Surely, this presentation deserves to be the Presentation of the Day.

    I do not find the download button. Apparently, SS dispensed with it
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  • 1.        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 
  • 2.   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 
  • 3.   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 
  • 4. 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 
  • 5. 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 
  • 6.   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 $8. Visit http://goo.gl/6NFFE 
  • 7. The Linear Business Model Canvas  Is Essentially A Chain of the 9 Topics on The Business Model Canvas:  KP  KR  KA VP   CH CR CS R$ 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 
  • 8. 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 
  • 9. 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 
  • 10. 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 $8. Visit http://goo.gl/6NFFE 
  • 11. The Linear Business Model Canvas: An Outline of 9 Topics   KP     Key Partnerships (Partners/Alliances/Complementors)   KR     Key Resources (Supplies/Inputs/Employees/Machinery/Tool)   KA     Key Activities (Process/Strategy/Business Job‐To‐Be‐Done)   VP     Value Proposition (Product/Service)       CH  Channels (Distribution)       CR  Customer Relationships (Engagement/Acquisition/Retention)       CS  Customer Segments (Problems/Needs/Job‐To‐Be‐Done)       R$  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 
  • 12. 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 
  • 13.    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 
  • 14.  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 
  • 15. 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 
  • 16. 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 
  • 17. 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 
  • 18. 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 $8. Visit http://goo.gl/6NFFE 
  • 19. Logic of Sequence on The Linear Business Model Canvas   KP     Key Partnerships  (Supply/  Upstream Left Brain ‐ Evaluate  Key Resources  Input)  E   KR    HOW?  SUPPLY INFRASTRUCTURE  [D]esign  (Inside the Enterprise)  C   KA     Key Activities (Processing)  ‐ Input/Processing/Output (System)  O   VP     Value Proposition (Product)  Product‐Market Fitness      S  (Feedback)       Y  CH  Channels (Distribution)  Midstream Right Brain ‐ Explore      WHAT?  S  CR  Customer Relationships  DEMAND INFRASTRUCTURE  [N]eeds  (Outside the Enterprise)       T  CS  Customer Segments  ‐ Local Environment       E  Downstream Total Brain ‐ Envision R$  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 
  • 20.   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 
  • 21. 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 $8. Visit http://goo.gl/6NFFE 
  • 22. Linear BMC‐Arrow of Time (LBMC‐AT): …………………………..…………………………………….. Client/Customer: ………………………………….……  Objective: Business Model Documentation, Improvement, Innovation, and Presentation    Date:  ………………………………….……  PRESENT SYSTEM –  VALUE DISRUPTION STRATEGY –  FUTURE SYSTEM –  Linear Business Model Canvas (LBMC)  Evolve, Plan, or Disrupt: E.R.I.C.  Linear Business Model Canvas (LBMC)  (Eliminate/Reduce/Increase/Create)  KP – Key Partners    KP      KR – Key Resources      KR    KA – Key Activities      KA    DREAM/  VP – Value Proposition    VP    VISION/    Ideal  CH – Channels    CH    Final    Result  CR – Customer Relationships    CR    (IFR):    CS – Customer Segments      Value        CS  (+/‐)    R$ – 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 $8. Visit http://goo.gl/6NFFE 
  • 23. Linear BMC‐Arrow of Time (LBMC‐AT) for “Business Model Generation” Project         Client/Customer: ………………………………….……  Objective: Business Model Documentation, Improvement, Innovation, and Presentation    Date:  ………………………………….……  PRESENT SYSTEM – 2008  VALUE DISRUPTION STRATEGY –  FUTURE SYSTEM – 2009  Linear Business Model Canvas (LBMC)  Evolve, Plan, or Disrupt: E.R.I.C.  Linear Business Model Canvas (LBMC)  For Traditional Book Publishers  (Eliminate/Reduce/Increase/Create)  For “Business Model Generation” Project  KP – Key Partners  Eliminate Publishers  KP  The Movement (Design); Ning Platform;  Publishers  Amazon.com; 3rd Party Logistics Company  KR – Key Resources    Blog and Visibility on the Web; Business  KR    Model Hub; Powerful Methodology  KA – Key Activities  Eliminate Logistics &  Shipping  Content Production; Hub Management;  Logistics & Shipping  KA  Guerilla Marketing and Word‐of‐Mouth  VP – Value Proposition    Visual, Practical, and Beautiful Handbook;  DREAM/  VP    Co‐creation; Personalized Book  VISION/  CH – Channels  Eliminate Intermediation  Hub Members; Word‐of‐Mouth; Amazon.  Ideal  CH  Intermediation Through Publishers  Through Publishers  com; BusinessModelHub.com; Book Stores  Final  CR – Customer Relationships    CR  Businessmodelhub.com;  Result    Business Model Event (Amsterdam)  (IFR):  CS – Customer Segments    CS  Visionaries, Game Changers, and Challeng‐ Value          ers; Entrepreneurs, Execs, etc.; Companies  (+/‐)  R$ – 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 
  • 24. 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 
  • 25.     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 
  • 26. “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 
  • 27. 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 
  • 28.     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 
  • 29. 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 
  • 30.     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 
  • 31. “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