Meta-Tools for Business Model Project Management: Visually Organizing and Managing Systems, Projects, and Trends
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Meta-Tools for Business Model Project Management: Visually Organizing and Managing Systems, Projects, and Trends

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Currently, there are hundreds of tools for business/strategic planning and performance management as well as business model innovation and marketing. This presentation features the Disruptor's......

Currently, there are hundreds of tools for business/strategic planning and performance management as well as business model innovation and marketing. This presentation features the Disruptor's Arrow of Time as the ultimate meta-tool (tool of tools). The Disruptor's Arrow of Time is the only tool you need for business/strategic planning, performance management, business model innovation, and marketing.

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  • 1. HEROES Compete Different META-TOOLS FOR BUSINESS MODEL PROJECT MANAGEMENTUniversal Templates for Visually Organizing and Managing Systems, Projects, and Trends Rod King, Ph.D.
  • 2. DISRUPTOR’S ARROW OF TIME: Blank Template Historical and Planning Framework for All Living and Non-living Systems: Past, Present, and FuturePAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM  Short-term  Medium-term IDEALS/DREAMS/  Long-term GREATNESS Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 3. DISRUPTOR’S ARROW OF TIME: Annotated Historical and Planning Framework for All Living and Non-living Systems: Past, Present, and FuturePAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM  Short-term  Medium-term IDEALS/DREAMS/  Long-term GREATNESS Impact (Result:-/+) Impact (Result:-/+) Impact (Result:-/+) IDEAL LIVING SYSTEM: Environment Environment Environment  ZERO PAIN (Cost: -) System System System  INFINITE DELIGHT (Benefit: +) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 4. BUSINESS MODEL PLAN An Application of the Disruptor’s Arrow of Time (System = Business DNA Model) PAST PRESENT FUTURE Business DNA Model Business DNA Model Business DNA Model IDEALS/DREAMS/ GREATNESS/GREAT MODEL D Design N Needs A Asp.Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy (Product/ Channels/ Customer Rel. ment: GreatnessPartners Brand/IP Infra’ Service) Distributors Management Global (Profit) S E M P O R C E S Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 5. BUSINESS DNA MODEL Semantic Dashboard for a Business Model or an Ecosystem (“S-E-M-P-O-R-C-E-S”) D Design N Needs A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs Culture/ Technol./ Strategy (Product/ Channels/ Customer Rel. ment: Greatness Brand/IP Infra’ Service) Distributors Management Global (Profit) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 6. Logic for the Universality of the Business DNA Model Framework for Unified Strategic Planning & Management S E M P O R C E SSuppliers/ Employees/ Machinery/ Processes/ Output: Retailers/ Customers/ Environ- SharedInputs Culture/ Technology/ Strategies Product/ Distributors/ Consumers ment Greatn./ Brand/IP Infra’ Service Channels (Care/Support) ImpactPartners Key Resources Activities Internal Customer Relationship Industry/ SHARED(Suppliers/ (Processes) Value Management Gov. VALUE/Materials/ Proposition PROFITInfo/Energy) CAPABILITIES: CORE COMPETENCIES LOCAL ENVIRONMENT GLOBAL (Pain: - (Demand) ENV. Delight: + ENTERPRISE (SYSTEM/Supply: Inside the Enterprise) D N A Design Needs Aspiratns ECOSYSTEM GLOBAL COMPE- (PLANET/ECONOMY/FOREST; SPECIES; INDUSTRY/SUPPLY CHAIN/VALUE CHAIN) COMPETI- TITIVE TIVE ADVAN- FORCES TAGEINPUT PROCESSING OUTPUT EXTERNAL ENVIRONMENT RESULT (Impacts/ BUSINESS SYSTEM (Cause) Effects) BUSINESS DNA MODEL Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 7. A ASPIRATION MAP: Template Business Model Archetypes for Trade-off of Pain vs. Delight“Insane” GreatnessIdeal Final GreatnessInfinite Shared Greatness Market Segment (Finite Game/Hero’s Crisis/Goal): ………………..……………….………… ………………………………………………………………………………………..…………….………….…………. Blue Ocean Sweet Spot Luxury Spot (Value Innovation) Model (Differentiated/ Model Luxury Spot Sustaining- [R]evolutionary) Model Disruption Spot/Lean Oasis Volcano (Disruptive Innovation) (‘Stuck-in-the-middle’) Model Disruption Spot Model Model (+): DELIGHT Green Ocean No-Man’s-Island Red Ocean Model Model Model Strategic Choice Key High Level of Greatness Low Level of Greatness (-): PAIN Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 8. A ASPIRATION (TRADE-OFF) MAP FOR COST VS. QUALITY OF PRODUCTS Business Model Archetypes for Trade-off of Cost vs. Quality“Insane” GreatnessIdeal Final GreatnessInfinite Shared Greatness Market Segment (Finite Game/Hero’s Crisis/Goal): ………………..……………….………… ………………………………………………………………………………………..…………….………….…………. 10 Blue Ocean Sweet Spot Luxury Spot (Value Innovation) Model (Differentiated/ Model Luxury Spot Sustaining- [R]evolutionary) Model 6 Disruption Spot/Lean Oasis Volcano (Disruptive Innovation) (‘Stuck-in-the-middle’) Model Disruption Spot Model Model (+): DELIGHT: Quality [Benefit; Revenue] 3 Green Ocean No-Man’s-Island Red Ocean Model Model Model Strategic Choice Key High Level of Profitability 3 6 10 Loss/Low Level of Profitability (-): PAIN: Cost Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing