• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
The 6 Mindsets of Red Ocean Disruption Teams: Tools for Rapidly Discovering and Solving BUMPs Everywhere
 

The 6 Mindsets of Red Ocean Disruption Teams: Tools for Rapidly Discovering and Solving BUMPs Everywhere

on

  • 2,438 views

http://goo.gl/TBDCfi ...

http://goo.gl/TBDCfi


***
Why do people, organizations, societies, and other living systems die?

There’s only one answer as to why an object dies. My hypothesis is that living organisms die or become extinct when their supersystems (ecosystems) fail to create and manage Red Ocean Disruption teams that rapidly discover and solve BUMPs. In simple terms, organisms die because of “non-problem solving.” The late science philosopher, Karl Popper, expressed this point succinctly when he said, “All life is problem solving.” Popper was a strong proponent of the Scientific Method of problem solving.

Unlike in Science and Engineering, the fields of Business Planning and Strategy have made limited use of the Scientific Method. It’s no wonder that about 9 out of 10 startups fail or prematurely die. To iterate, startups are failing because they do not rapidly discover and solve BUMPs. In other words, failing or failed startups do not have teams that systematically and rapidly discover as well as solve BUMPs. But, there’s a revolution underway in the startup world … a revolution that focuses on helping startups to rapidly discover and solve BUMPs. The pioneer of the startup revolution is the “Lean Startup Movement.” Silicon Valley is the epicenter of the Lean Startup Movement.

So what’s the approach advocated by the Lean Startup Movement? As with any revolution in progress, there is as yet no standard approach that a startup can use to rapidly discover and solve BUMPs under conditions of great uncertainty. However, there is consensus that every Lean Startup must continuously use the problem solving cycle of the Scientific Method: hypothesis formulation; sample testing; validated learning. Nevertheless, two related but different methodologies stand clear in the world of Lean Startups: Steve Blank’s Customer Development Stack and Eric Ries’s Lean Startup Method. The question is: How effective is the Customer Development Stack or Lean Startup Method in rapidly discovering and solving BUMPs under conditions of great uncertainty?

Although I’ve not formally investigated the effectiveness of tools in the world of Lean Startups, there’s a lot of anecdotal evidence that, compared to the traditional approach of Waterfall Business Planning, the Customer Development Stack and Lean Startup method are faster and more cost effective at identifying and solving BUMPs. In spite of signs of their early success, the Customer Development Stack and Lean Startup method are neglecting a critical building block in the successful evolution of any organization. And that building block is “team:” team formation/synergy, deployment, and management. Shouldn’t we first ask, “What are the problem solving styles of members of

Statistics

Views

Total Views
2,438
Views on SlideShare
2,062
Embed Views
376

Actions

Likes
8
Downloads
87
Comments
8

5 Embeds 376

http://www.digitalhungary.hu 176
http://www.scoop.it 167
https://twitter.com 29
http://www.linkedin.com 3
http://plus.url.google.com 1

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NonCommercial LicenseCC Attribution-NonCommercial License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

18 of 8 previous next Post a comment

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • @RodKing Dr- I responded to your first comment, but the response disappeared. I am writing again to say that you convinced me with the rational of using Pattern of Performance rather than performance alone. I have strong feelings that digging into what pattern you look into or search for shall reveal hidden patterns. I like also your standardization of nomenclature in line with what is practised. Of particular importance to me in your response is what you wrote 'One advantage of the description of 'Patterns of Performance' is its idea of performance over time, which is dynamic'. That is a core issue. Disruptive performance shall not be linear and the use of pattern of performance is valid. Here is the possibility of making great discoveries.
    Rod- your responses are simply illuminating to my mind and heart.
    Are you sure you want to
    Your message goes here
    Processing…
  • @RodKing Rod- I have been honored to make the journey with you. I knew my comment will draw a great response from you. I liked very much your idea of what you ended your second comment with 'Or what Chris Anderson may call, a 'Red Long Tail'.'
    Equally impressive is your thought as expressed elegantly by you ' In a way, I've been using this platform approach to develop a 'Problem Solving Platform' for rapidly discovering and solving BUMPs: Big Urgent Market Problems. Developing a platform product, however, is extremely difficult'. This offers me the opportunity to continue with my thread of discussion on LinkedIn with new perspectives.
    One side comment is that I find your comments very expressive. This makes me suggest to add one or two slides to your presentation to offer these elegant explanations for interested readers. We try to minimize texts on slides; however I feel we need to add two or more slides to clarify the presentation.
    I leave tomorrow morning (10 hours from now) on a 25 days trip starting with Turkey. I assure you I shall keep abreast with your treasure presentations, dear Rod.
    Are you sure you want to
    Your message goes here
    Processing…
  • @hudali15: Ali, Thanks for sharing your insightful ideas about the Long Tail Distribution. Please go ahead with discussing related ideas in LinkedIn Social Capital subgroup. You are always welcome. Regarding evolution of Chris Anderson's Long Tail, markets are becoming increasingly fragmented as the ability to customize offerings increases and customers demand personalized goods. As Gilmore and Pine observed at the dawn of this century, businesses increasingly are having to deal with 'Markets of One.' In retrospect, the concept of Market of One is a forerunner to Anderson's Long Tail. You ask, 'Will companies develop long tail of products to strip them off to competitors and drive their attention away from the main products?' My answer is: No, companies will not develop a long tail of products. It's simply not cost effective. Rather, what I see is a lot of companies developing 'Platform-Products:' highly customizable products from which secondary products and applications can be launched. Apple's iPhone is an excellent example of a platform product that launched its Blue Ocean ecosystem. Microsoft's Windows Operating System, a platform product, shows how long tail distributions will be controlled by 'landlords' of the platform product. In a way, I've been using this platform approach to develop a 'Problem Solving Platform' for rapidly discovering and solving BUMPs: Big Urgent Market Problems. Developing a platform product, however, is extremely difficult. But in my view, the delight of being a landlord ('keystone player') of a platform product ecosystem greatly outweighs the pain. I feel that I'm almost there. And you've been with me for a large part of my journey in building a Problem-Solving Platform, which hopefully would have an extremely long tail. In conclusion, I feel that a platform-product or service (that launches its own ecosystem) is the most effective way of creating a Blue Ocean which would eventually have red tributaries, streams, and ponds. Or what Chris Anderson may call, a 'Red Long Tail.' Have a great day.
    Are you sure you want to
    Your message goes here
    Processing…
  • @hudali15: Ali, Good observation regarding the description of 'Pattern of Performance.' I'm with you that it should be simply described as 'Performance.' However, as I note on Slide 13, the '5Ps of a clinical microsystem' is a framework that is widely used in healthcare systems to improve performance and productivity. I decided to wholly import the 5Ps since my ideal customer is a 'healthcare system team' to which the framework of the 5Ps would be known or familiar. In case, a healthcare system team is not familiar with the 5Ps framework, they would feel comfortable in learning or using it knowing that its use is well established in healthcare systems. Just to recap the 5Ps refer to the upper part of the ROD Map and describe the following parameters especially of a healthcare microsystem: Purpose; Patients; Patterns of Performance; Processes; Professionals. One advantage of the description of 'Patterns of Performance' is its idea of performance over time, which is dynamic. As you know, more insight can be gained from the performance of a system over time. A description of 'Performance' tends to generate a static view, that is, of a performance at a given point in time. Thus, the 5P-framework facilitates dynamic thinking. I'd like to note that the descriptions adjacent to those of the 5Ps are my original descriptions. I was happy to later discover that those descriptions match those of the 5P-framework which was developed at Dartmouth Medical School. Thanks for asking.
    Are you sure you want to
    Your message goes here
    Processing…
  • Rod, your title inspired me with an idea that I am sharing on LinkedIn Social Capital Subgroup. I feel it is appropriate to share it here as well. If not, I shall delete it. I hope this comment triggers some ideas in your vivid mind and your readers as well.
    New Perspectives on the Long-Tail Distribution
    I am trying to read things before they happen. The advent of the long tail distribution was coined by Chris Anderson in 2004 opened our eyes to new realities. Will this tail distribution remain the same or what changes it would experience? What emerging needs would lead to reshaping the long tail of business?
    Long tails in animals function so that they may satisfy certain needs. For example, Geckos use rip off their tail to escape predators. They can later grow a second tail to keep the predators away. Will companies develop long tail of products to strip them off to competitors and drive their attention away from the main products?
    Some geckos are able to spray an irritating liquid from the end of their tails. Will businesses resolve to this strategy to kill off their competition?
    Will companies strategize the long tail to match the phase of businesses? For example, in flying birds (flying businesses) the tail improves the aerodynamics when flying. Marine birds use their tails when swimming to change directions.
    In marine animals, tails are extremely important. Powerful thrusts of the dolphin's tail push it forward more quickly. In many fish species, it also promotes better and faster swimming and directional capabilities.
    Will the tail be the determining factor in moving some businesses from the Red Ocean to the Blue Ocean?
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    The 6 Mindsets of Red Ocean Disruption Teams: Tools for Rapidly Discovering and Solving BUMPs Everywhere The 6 Mindsets of Red Ocean Disruption Teams: Tools for Rapidly Discovering and Solving BUMPs Everywhere Presentation Transcript

    • The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Solu4on   Builder   Problem   Measurer   Object     (Topic)   Value   Learner   Solu4on   Improver   Problem   Analyzer  
    • “All  Death  is  Non-­‐Problem-­‐Solving”     Rod  King  
    •       ROD  U       Rapidly  Discover  and  Solve  BUMPs   Helping  Organiza4ons  to   Create  and  Manage  Red  Ocean  Disrup4on  (ROD)  Teams   Prepared  by   Red  Ocean  Disrup4on  (ROD)  University   h8p://businessmodels.ning.com     And  please  send  us   your  feedback  
    • The  World’s  Most  Successful   Businesses  and  Non-­‐Profit  Organiza4ons   Create  and  Manage   Red  Ocean  Disrup4on  (ROD)  Teams  That     Rapidly  Discover  and  Solve  Problems:   Big  Urgent  Market  Problems  (BUMPs)  
    • Customers   Hire   Products,   Services,   Businesses,   OrganizaFons,  and   Tools   To  Rapidly  Discover  and/or  Solve  Problems:   Big  Urgent  Market  Problems  (BUMPs)  
    • In  Short,   The  Most  Successful  Organiza4ons   Rapidly  Discover  and  Solve  BUMPs:   Physical/Intellectual/EmoFonal/Spiritual  
    • But  …   How  to  Rapidly  Discover  and  Solve  BUMPs?  
    • 6  Problem  Solving  Heroes     I  keep  six  problem  solving  heroes   (they  teach  me  all  I  know  about  rapidly  discovering  and  solving  BUMPs);   Their  names  are   Problem  Definer;  Solu4on  Builder;  Problem  Measurer;   Problem  Analyzer;  Solu4on  Improver;  Value  Learner.   I  send  them  over  land  and  sea,   I  send  them  east  and  west,   I  send  them  north  and  south.   I  send  them  in  zig-­‐zags,   I  send  them  in  endless  circles,   I  send  them  all  over  the  world.   But  aPer  they  have  worked  hard  for  me,   I  give  them  all  a  well  deserved  rest.     (Rod  King’s  adaptaFon  of   Rudyard  Kipling’s  classic  poem,  Six  Honest  Serving  Men)  
    • The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Solu4on   Builder   Problem   Measurer   Object     (Topic)   Value   Learner   Solu4on   Improver   Date:  ………………………………....   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Solu4on   Builder   Problem   Measurer   Object     (Topic)   Value   Learner   Solu4on   Improver   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   Object   Summarize   Prototype  tool;  Pilot     (Topic)   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Portable  Music  Players   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Listen   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   to  Music   Analogize;  Experiment   Summarize   Prototype  tool;  Pilot   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Mouse  Traps   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Trap   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   a  Mouse   Analogize;  Experiment   Summarize   Prototype  tool;  Pilot   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Shopping  Carts   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Transport   Analogize;  Experiment   Tell  stories;  “Pitch”   Groceries   Prototype  tool;  Pilot   Summarize   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Washing  Machine   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Clean     Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   Clothes   Summarize   Prototype  tool;  Pilot   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Lawnmowers   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Lawn-­‐   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   mower   Summarize   Prototype  tool;  Pilot   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Mosquitoes   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   Summarize   Prototype  tool;  Pilot   Mosquitoes   Improve  Solu4on   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • Rapidly  Discover  and  Solve  BUMPs  of  Department/Unit/OrganizaJon   The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Problem   Definer   Value   Learner   Solu4on   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            QuesFon  ecosystem                       Learn  What’s  Valued  Explore  in   Build  Solu4on                   What  to  learn/share        space/Fme   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   Department/   Prototype  tool;  Pilot   Summarize   Unit/   Improve  Solu4on   Measure  Problem   Org.   Resolve  trade-­‐offs   Measure  impacts   Do  mulFlevel  thinking   Collect  data/info   Transform;  Disrupt   QuanFfy  relaFonships      Role-­‐play;  Simplify   Confirm  channels          Implement  tacFcs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  criFcal  thinking   Solu4on   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • The  6  Jobs  of  Highly  Innova4ve  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Date:  ………………………………....   Solu4on   Builder   Define  Problem   Learn  What’s  Valued   Value   Learner   Improve  Solu4on   Build  Solu4on   Object     (Topic)   Measure  Problem   Problem   Measurer    Analyze  Problem   Solu4on   Improver   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Map  for  6  Problem  Solving  Heroes   Rapidly  Discover  and  Solve  BUMPs       Introduc4on   The  tool  of  ROD  Map  for  6  Problem  Solving  Heroes  describes  six  archetypal  heroes  in  a  problem-­‐solving  spectrum  or  cycle.   Based  on  the  DB-­‐MAIL  Cycle  as  well  as  the  5Ps  of  a  Clinical  Microsystem,  the  ROD  Map  for  6  Problem  Solving  Heroes  is   presented  in  the  format  of  a  tabular  worksheet.  The  ROD  Map  is  structured  into  two  parts:  an  upper  part  and  a  lower  part.   The  upper  part  provides  general  informaFon  based  on  the  5  Ps  of  a  clinical  microsystem  while  the  lower  part  contains  a  table   for  applying  the  6  Problem  Solving  Heroes.       Objec4ve   The  tool  of  ROD  Map  for  6  Problem  Solving  Heroes  is  especially  useful  for  iteraFvely  documenFng  and  solving  customer   problems.  By  using  parallel  or  tollgate  thinking  in  the  secFon  on  6  Problem  Solving  Heroes,  the  Fme  taken  to  solve  problems   and  resolve  conflicts  especially  in  meeFngs  and  projects  is  considerably  reduced.     Delight   The  ROD  Map  can  be  used  for  systemaFcally  solving  both  rouFne  (“tame”)  and  non-­‐rouFne  (“wicked”)  problems.  The  porta-­‐ bility,  simplicity,  and  versaFlity  of  the  ROD  Map  facilitate  accelerated  learning  as  well  as  rapid  achievement  of  project  goals.     Procedure   1.  2.  3.  4.  5.  Form  a  Red  Ocean  DisrupFon  (ROD)  team,  Problem  Solving  Team,  or  Clinical  Microsystem  Team   Make  a  large  printout  or  drawing  of  the  template  for  the  ROD  Problem  Solving  Styles  and  place  it  on  a  table  or  wall   Complete  and  validate  the  5Ps  in  the  upper  part  of  the  ROD  Map:  Purpose;  PaJents  (Customers);  PaNerns  of   Performance;  Processes;  Professionals  (Staff/Team)   SystemaFcally  complete  and  validate,  one  column  at  a  Fme,  the  lower  part  of  the  ROD  Problem  Solving  Styles  which   contains  the  6  Problem  Solving  Heroes:  Problem  Definer  ;  SoluJon  Builder;  Problem  Measurer;  Problem  Analyzer;   SoluJon  Improver;  Value  Learner   Decide,  at  the  end  of  cycle,  iteraFon,  or  experiment,  whether  to  conFnue  or  end  the  project   References   De  Bono,  E.  (1999)  Six  Thinking  Hats.  USA:  Back  Bay  Books.     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Map  for  6  Problem  Solving  Heroes   Rapidly  Discover  and  Solve  BUMPs   Date:  ………………………………....   Purpose  (Aim/Vision/Outcome):  ……………………………………………………………………………………………………………………..…………………..…..……   Pa4ents  (Customer):  …..…………………………………………………………………………………………….….……….………..……………………………..…………..……   Pa`erns  of  Performance  (Goal/Strategy/Job-­‐To-­‐Get-­‐Done/Targets):  ……..…………..……..……………..…….…………………………….……   Processes  (Product/Service/Business  Model):  ………………………………..…….……………………………….…………………………………………………..   Professionals  (Staff/Team):  ………………………………..…….…………..…….……………………...………………………….……………………………………………..     PROBLEM   DEFINER   SOLUTION   (PROTOTYPE)   BUILDER   PROBLEM   MEASURER   PROBLEM   ANALYZER   SOLUTION   IMPROVER   VALUE   LEARNER                         Customer  Story   Provider  Story   Learning  Story   (ROD  Problem)   (ROD  SoluJon)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Map  for  6  Problem  Solving  Heroes   Rapidly  Discover  and  Solve  BUMPs   Date:  ………………………………....   Purpose  (Aim/Vision/Outcome):  ……………………………………………………………………………………………………………………..…………………..…..……   Pa4ents  (Customer):  …..…………………………………………………………………………………………….….……….………..……………………………..…………..……   Pa`erns  of  Performance  (Goal/Strategy/Job-­‐To-­‐Get-­‐Done/Targets):  ……..…………..……..……………..…….…………………………….……   Processes  (Product/Service/Business  Model):  ………………………………..…….……………………………….…………………………………………………..   Professionals  (Staff/Team):  ………………………………..…….…………..…….……………………...………………………….……………………………………………..     PROBLEM   DEFINER   SOLUTION   (PROTOTYPE)   BUILDER   PROBLEM   MEASURER   PROBLEM   ANALYZER   SOLUTION   IMPROVER   VALUE   LEARNER   Who?                       What?   Where?   When?   How?   Why?   Customer  Story   Provider  Story   Learning  Story   (ROD  Problem)   (ROD  SoluJon)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Personality  Test   for     Red  Ocean  Disrup4on  (ROD)  Teams  
    • ROD  Personality  Test  for  Red  Ocean  Disrup4on  (ROD)  Teams   Rapidly  Discover  and  Solve  BUMPs     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD Personality Test for High Performance Teams Strongly  Agree          Agree      Somewhat  Agree/Disagree          Disagree              Strongly  Disagree   11/11/13 12:40 PM 10) I like to keep track of interesting situations and events 11) I am usually critical of the status quo 12) I enjoy trying out new things 13) I like to logically breakdown and analyze problems 14) I know a lot of people/organizations that are like my target customer 15) I like to document problems and things that go wrong 16) I like to build prototypes or mock-ups of ideas 17) I like to use systematic or formal tools for solving complex problems 18) I like to verify that products are as advertised 19) I like to listen and learn from other people's problems 20) I like to look for patterns in problems 21) I look at things from multiple perspectives 22) I like sharing ideas, knowledge, and life lessons 23) I like asking other people for ideas and suggestions   Page 2 of 3 #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   https://docs.google.com/forms/d/1Gr5RM32tVyFjx-LVKxo4R0FwXdNy9d5tbd8ebNoalx8/printform
    • Strongly  Agree          Agree      Somewhat  Agree/Disagree          Disagree              Strongly  Disagree   Key   For  Score   Strongly  Agree          Agree      Somewhat  Agree/Disagree          Disagree              Strongly  Disagree                              5                                          4                                                                3                                                                    2                                                            1     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Map  for  6  Problem  Solving  Heroes   Rapidly  Discover  and  Solve  BUMPs   Date:  ………………………………....   Purpose  (Aim/Vision/Outcome):  ……………………………………………………………………………………………………………………..…………………..…..……   Pa4ents  (Customer):  …..…………………………………………………………………………………………….….……….………..……………………………..…………..……   Pa`erns  of  Performance  (Goal/Strategy/Job-­‐To-­‐Get-­‐Done/Targets):  ……..…………..……..……………..…….…………………………….……   Processes  (Product/Service/Business  Model):  ………………………………..…….……………………………….…………………………………………………..   Professionals  (Staff/Team):  ………………………………..…….…………..…….……………………...………………………….……………………………………………..     PROBLEM   DEFINER   SOLUTION   (PROTOTYPE)   BUILDER   PROBLEM   MEASURER   PROBLEM   ANALYZER   SOLUTION   IMPROVER   VALUE   LEARNER   Empathizes  with   and  discovers   people’s  problems     Looks  at  the   problems,   obstacles,  and   pains  of  customers     CreaFvely  defines   or  frames   problems     Observes  things   that  are  going   wrong   Generates  ideas       Develops  rough   soluFons     Loves  novelFes     Open  to  change   Looks/documents   facts  and  informaFon   that  confirm   problems     Determines  possible   impacts  of  soluFons   or  tools  on  other   people       Reviews  exisFng   data  and   informaFon     Deeply  under-­‐ stands  pa8erns   and  trends  of   problems     IdenFfies  the   weakest  link  in  a   ‘chain’  of   problems     Spots  fatal  flaws   Refines  or  build  on   the  ideas  of  others     Sees  the   advantages  and   disadvantages  of   alternaFve   soluFons     Loves  disrupFve  or   lateral  thinking     OpFmizes  and   implements   soluFons   Learns  quickly   especially  by   reflecFon     Weighs  risks  of   opFons     Manages  progress   of  project     Determines  the   value  or  viability  of   a  project         Average  of  scores:   1;  8;  11;  14;  19   Average  of  scores:   4;  5;  12;  16;  17   Av.  of  scores:   2;  7;  9;  13;  20   Average  of  scores:   21;  28;  23;  29;  26   Average  of  scores:   24;  25;  27;  22;  30     Average  of  scores:   3;  6;  10;  15;  18     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Map  for  6  Problem  Solving  Heroes   Rapidly  Discover  and  Solve  BUMPs   Date:  ………………………………....   Purpose  (Aim/Vision/Outcome):  ……………………………………………………………………………………………………………………..…………………..…..……   Pa4ents  (Customer):  …..…………………………………………………………………………………………….….……….………..……………………………..…………..……   Pa`erns  of  Performance  (Goal/Strategy/Job-­‐To-­‐Get-­‐Done/Targets):  ……..…………..……..……………..…….…………………………….……   Processes  (Product/Service/Business  Model):  ………………………………..…….……………………………….…………………………………………………..   Professionals  (Staff/Team):  ………………………………..…….…………..…….……………………...………………………….……………………………………………..     PROBLEM   DEFINER   SOLUTION   (PROTOTYPE)   BUILDER   PROBLEM   MEASURER   PROBLEM   ANALYZER   SOLUTION   IMPROVER   VALUE   LEARNER                         Customer  Story   Provider  Story   Learning  Story   (ROD  Problem)   (ROD  SoluJon)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Personality  Test  for  Red  Ocean  Disrup4on  (ROD)  Teams   Rapidly  Discover  and  Solve  BUMPs   Value  Learner   Problem  Definer   10   8   6   4   2   0   Solu4on  Improver   Solu4on  (Prototype)   Builder   Problem  Measurer   Problem  Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • ROD  Personality  Test  for  Red  Ocean  Disrup4on  (ROD)  Teams   Rapidly  Discover  and  Solve  BUMPs   Value  Learner   Problem  Definer   10   8   6   4   2   0   Solu4on  Improver   Solu4on  (Prototype)   Builder   Problem  Measurer   Problem  Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing  
    • BONUS  TOOL   Trade-­‐off  Map   One-­‐Page  Worksheet  That  OperaFonalizes   The  Methodology  of   The  6  Jobs  of  Highly  InnovaFve  Entrepreneurs  
    • TRADE-­‐OFF  MAP   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN: High   (10)  
    • Visual  Tools  for  Value  Posi4oning,  Market  Segmenta4on,  and  Compe44ve  Analysis     CHARACTERISTICS                                                                                            TOOLS   (TASKS/FUNCTIONS)   Tradi4onal  X/Y-­‐ Compe44ve  Graph   1)      Market  (Brand)  PosiFoning;  Perceptual  Mapping   ü      2)      Classic  Market  SegmentaFon  (ExisJng  Market/Customers)   ü      Petal  Diagram   Trade-­‐off  Map   (Steve  Blank)   (Rod  King)   ü      ü      ü      3)      Job-­‐To-­‐Be-­‐Done  Market  SegmentaFon  (Future  Market)   ü      4)      Fractal  Market  SegmentaFon  (Customer  Personas)   ü      5)      Adjacencies/Adjacent  Markets:  Red  Ocean/Blue  Ocean   6)      Players  (OrganizaFons)  in  CompeFFve  Landscape   7)      Investments  in  CompeFFve  Landscape   ü      ü      ü      ü      ü      ü      ü      8)      Industry  (Value)  Benchmarking;  (Value  Curves)   ü      9)      Business  Model  Archetypes  or  Pa8erns   ü      10)    Value  ProposiFon  Design;  Strategy  Canvas   ü      11)  Classic  CompeFFve  (3  Generic)  Strategies   ü      12)  DisrupFve  InnovaFon  Strategy   ü      13)  Blue  Ocean  Strategy  (Value  InnovaFon)   ü      14)  Red  Ocean  DisrupFon  (ROD)  Strategy/TacFcs  (4  AcFons)   ü      15)  Ideal  Final  Result  (IFR);  Ideal  Min.  Valuable  Product  (MVP)   ü      16)  Trends  of  EvoluFon  (Moore’s  Law)   ü      17)  Analogical  Tools:  Product  Analogs/AnFlogs   ü      18)  ResoluFon  of  Trade-­‐offs/Conflicts/ContradicFons   ü      19)  Brand  DisrupFon:  DisrupFve  Value  Factors   ü      20)  ExisFng/Expected  Price  Line  (Price-­‐Benefit  Map)   ü