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

1. 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

2. “All
Death
is
Non-­‐Problem-­‐Solving”
Rod
King

3.
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

4. 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)

5. Customers
Hire
Products,
Services,
Businesses,
OrganizaFons,
and
Tools
To
Rapidly
Discover
and/or
Solve
Problems:
Big
Urgent
Market
Problems
(BUMPs)

6. In
Short,
The
Most
Successful
Organiza4ons
Rapidly
Discover
and
Solve
BUMPs:
Physical/Intellectual/EmoFonal/Spiritual

7. But
…
How
to
Rapidly
Discover
and
Solve
BUMPs?

8. 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)

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. ROD
Personality
Test
for
Red
Ocean
Disrup4on
(ROD)
Teams

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. BONUS
TOOL
Trade-­‐off
Map
One-­‐Page
Worksheet
That
OperaFonalizes
The
Methodology
of
The
6
Jobs
of
Highly
InnovaFve
Entrepreneurs

32. 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)

33. 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