Red	
  Ocean	
  Disrup/on	
  (R.O.D.)	
  Scorecard:	
  4	
  ROD	
  Qu...
VISION:	
  INSANELY	
  GREAT	
  CUSTOMER	
  EXPERIENCE:	
  Seamless	
  Music	
  Experience	
  (Everywhere);	
  	
  	
  	
 ...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Zoom-­‐in	
  View	
  of	
  Red	
  Ocean	
  Disrup/on	
  (R.O.D.)	
  Scorecard	
  ...
Present	
  	
  
Performance:	
  
Products	
  That	
  “Suck”	
  -­‐	
  
Red	
  Ocean	
  Specifica*ons	
  
	
  
	
  
	
  
	
 ...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Benefits	
  of	
  Using	
  a	
  Red	
  Ocean	
  Disrup/on	
  (R.O....
Templates	
  
For	
  
Rapidly	
  and	
  Itera*vely	
  Answering	
  
The	
  4	
  Red	
  Ocean	
  Disrup/on	
  (ROD)	
  
Que...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Red	
  Ocean	
  Disrup/on	
  (R.O.D.)	
  Scorecard:	
  4	
  ROD	
  To...
Red	
  Ocean	
  Disrup/on	
  (R.O.D.)	
  Scorecard:	
  4	
  ROD	
  Topics	
  (Annotated)	
  
	
  
Cost-­‐effec*vely	
  Impr...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Red	
  Ocean	
  Disrup/on	
  (R.O.D.)	
  Scorecard:	
  4	
  ROD	
  Qu...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Red	
  Ocean	
  Disrup/on	
  (R.O.D.)	
  Scorecard:	
  	
  4	
  ROD	
  De...
 	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	...
Present	
  	
  
Performance:	
  
Products	
  That	
  “Suck”	
  -­‐	
  
Red	
  Ocean	
  Specifica*ons	
  
	
  
	
  
	
  
	
 ...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hQp://businessmodels.ning.com	
  &	
  hQp://twiQer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hQp://businessmodels.ning.com	
  &	
  hQp://twiQer.com/R...
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The Red Ocean Disruption (ROD) Scorecard: How Steve Jobs Differently Answered the 4 ROD Questions and Rapidly Disrupted the Music Industry

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In last month’s publication of the Wall Street Journal (online) – Cesare Mainardi - the CEO of Management Consulting firm Booz & Co. – noted in an article that in 2012, innovation expenditure reached a record level of US$600 billion among the top 1000 spenders; that is, an average of US$600 million per top innovation spender. However, only a quarter of those spenders say that they are highly effective at innovation. The conclusion is that a large number of companies are spending hundreds of millions of dollars on innovation but getting poor results. In other words, business innovation projects are mostly not cost effective.

But, what are Cesare Mainardi’s suggestions for improving innovation? Mainardi lists three points:

#1: Know exactly where you need to innovate most
#2: Innovation is nothing more than new combinations of old elements
#3: Crack the “innovation immune system” in your organization

To me, the above points seem more like platitudes than as stratagems on how to make innovation projects more cost-effective in organizations. To put things in context, I wonder what the late Steve Jobs’ would have said after reading Mainardi’s points on improving business innovation. “The points suck!” would have been Jobs’ likely response. Just imagine the year 2000 when Jobs was desperately looking for ways to help Apple rapidly escape out of its financial abyss. How helpful would have been Mainardi’s three points to Steve Jobs?

Existing tools for business improvement and innovation projects are complex, fragmented, time consuming, costly, and ineffective. There’s a paucity of holistic tools for business improvement and innovation projects. It’s interesting to note that Steve Jobs neither used business innovation consultants nor used explicit business innovation tools. So, what tools did Steve Jobs use?

For over 10 years, I’ve been studying the works of world-class entrepreneurs such as Steve Jobs, Jeff Bezos, and the magician David Copperfield as well as highly innovative organizations such as Apple, Google, and Amazon. Irrespective of background and domain, world-class innovators formulate and iteratively answer just 4 Red Ocean Disruption (ROD) Questions: the Vision question; Present Performance question; Strategy-Business Model-Execution Cycle question; Future Performance question. These 4 ROD Questions comprise a simple holistic framework that can be used for collaboratively organizing ideas, principles, and tools for business improvement as well as innovation projects in any domain; see http://goo.gl/kwcu3W.

Your feedback is appreciated.

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  • @bogosimatsheka: Hi Bogosi, Thanks for your feedback. I must admit that I'm not formally familiar with the concepts of intersensory and multi-sensory branding. After reading your comment, I did a quick research on mult-sensory branding. In my framework, multi-sensory branding would relate to Physical Experiences. The multi-level framework which I'm using for customer experience has four levels: Physical, Intellectual, Emotional, and Spiritual Levels. These levels reflect Maslow's Hierarchy of Needs. My hypothesis is that to create an 'insanely great experience,' organizations should focus not only on Physical Experiences but also on Intellectual, Emotional, and Spiritual Experiences. Some people may have doubts about the role of Spiritual Experiences. But from what I read about Steve Jobs, Zen Philosophy - which is spiritual - had a lot of influence on Jobs' design aesthetics. Basically, I've tried to provide some feedback to your response. Nevertheless, I would appreciate it if you could provide me with some references on the concepts of intersensory and multi-sensory branding. Apple's store is surely the epitome of multi-sensory branding. But, I'm struggling to find information on intersensory branding. I look forward to your response especially regarding intersensory branding experiences.
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  • @RodKing
    As always, I'm inspired by your insights.
    Thank you for sharing.

    With reference to Great Customer Experience - would it be safe to say the 'Inter-Sensory Brand' versus the 'Multi-Sensory Brand', would be the best way to describe the points you've highlighted?
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  • @RodK- Rod, I just woke up and read your telepathy. I have to be honest as I haven't thought of writing a presentation on the ROD Scorecard of emotions; simply I was thinking of extending the areas of its application to intangibles. So, you are the leader and I am the follower. You may find my two presentations here on SS useful. These are entitled Movement of Emotions and Social Network Analysis of Intangibles.
    One day I shall honor myself to publish on this great topic.
    I have ideas such as feeling guilty is painful; not correcting for the guilt is even more painful. What is the journey on this painful path is like? The ROD Scorecard is amazing in many ways including its accidental abbreviation of ROD, which is your first name.
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  • @hudali15: Ali, You must be a mind reader (:-)! I have developed a framework for the ROD Scorecard that covers 'Emotional Specifications' for Present and Future Performances. I had planned to release the presentation this Wednesday. However, my list of Emotional Specifications is not arranged into categories of 'Painful' and 'Delightful' Emotions. I am therefore looking forward to seeing your list of emotions. In the to-be-released presentation, I consider 4 categories of specifications which are summarized using the acronym, 'P.I.E.S.:' Physical; Intellectual; Emotional; Spiritual. Here's my working list of Emotional Specs:
    * Attractiveness; Aesthetics; Design; Art
    * Coolness; Trendiness; Style; Fashion; Fame
    * Friendliness; Ambience; Community; Pride
    * Humor; Joy; Fun; Adventure; Delight
    * Surprise; Thrill; Tension; Danger; Shock
    * Sadness; Anger; Fear; Pain
    Steve Jobs considered his innovation goal as creating 'Insanely Great Customer Experiences.' I'm pretty sure that of the four categories of specifications (Physical/Intellectual/Emotional/Spiritual), Emotional Specs or Performance Factors would have had a lot of weight in his decision-making framework. I'm looking forward to seeing your ROD Scorecard of Emotions.
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  • @RodKing
    Rod- reading your enriching responses fills me with joy to learn more. I agree with your conclusion that the ROD Scorecard is universal and that it is extensible to many systems. In fact, I was thinking an hour ago how to extend it to emotions. Some emotions are delight; others are pain. Can we think of the ROD Balanced scorecard for emotions? I feel the sky is the limit.
    Looking prospectively gives us choices of paths in which some small changes may throw us into different ones. I loved the you you explained this.
    All in all, this is the ROD Scorecard for comments.
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The Red Ocean Disruption (ROD) Scorecard: How Steve Jobs Differently Answered the 4 ROD Questions and Rapidly Disrupted the Music Industry

  1. 1.                            Red  Ocean  Disrup/on  (R.O.D.)  Scorecard:  4  ROD  Ques*ons                                    Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   Date:  ………………………………..   VISION  (“LEAP  OF  FAITH”):  What  do  customers  &  non-­‐customers  (stakeholders/“tribes”)  ul*mately   want  or  need  from  the  system/business  model?         PRESENT  PERFORMANCE  (“RED  OCEAN”):  What  is  the  present  performance,  conven*on,  or   paradigm,  given  the  func*on  (job-­‐to-­‐get-­‐done)  of  the  system/business  model?           STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:  How  must  the  present   performance,  conven*on,  paradigm,  or  “Red  Ocean”  of  the  system/business  model  be  disrupted  while   geSng  to  the  future  performance,  conven*on,  paradigm,  or  “Blue  Ocean”?         FUTURE  PERFORMANCE  (“BLUE  OCEAN”):  What  is  the  desired  future  performance,   conven*on,  or  paradigm,  given  the  func*on  (job-­‐to-­‐get-­‐done)  of  the  system/business  model?               4 1 3 2   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing  
  2. 2. VISION:  INSANELY  GREAT  CUSTOMER  EXPERIENCE:  Seamless  Music  Experience  (Everywhere);                                                             “A  Thousand  Songs  in  Your  Pocket”  -­‐  Luxury  SpoUers     PRESENT  PERFORMANCE:  Listen  to  Music  (System/Product:  Portable  Music  Player)   Pain  of  Tradi*onal  Portable  Music  Players   u  Limited  Song  Storage   u  “Ugly”  Design   u  Limited  BaUery  Life   u  Bulky/Thick  (Not  Pocketable);  Skipped  Songs   Delight  of  Tradi*onal  Music  Players   u  Portable  Music     STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:   u  Red  Ocean  Disrup*on  (R.O.D.)  Strategy  including  E.R.I.C.  (Eliminate;  Reduce;  Increase;  Create)  Tac*cs   u  Business  Model  Disrup*on/Paern/Resources:  Luxury  Spot;  Asset  Sale   u  Lean  Startup  Project  Execu*on  (LSPE):  DB-­‐MAIL  (Define;  Build;  Measure;  Analyze;  Improve;  Learn)  Cycle   &  Business  Model  Storyboard   FUTURE  PERFORMANCE:  Listen  to  Music  (System/Product:  Digital  Portable  Music  Player)   Delight  of  Classic  iPod   u  “A  Thousand  Songs  in  Your  Pocket”   u  AUrac*ve  “Cool”  Design/Long  BaUery  Life/As  Thin  As  a  Deck  of  Playing  Cards   u  Seamless  Music  Catalog  Organiza*on  and  Experience     4 1 3 2                                                        Red  Ocean  Disrup/on  (R.O.D.)  Scorecard  for  Apple’s  iPod  (2001)                           How  Steve  Jobs/Apple  Answered  the  4  ROD  Ques*ons  and  Rapidly  Disrupted  the  Music  Industry     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing  
  3. 3.                      Zoom-­‐in  View  of  Red  Ocean  Disrup/on  (R.O.D.)  Scorecard  for  Apple’s  iPod                           How  Steve  Jobs/Apple  Answered  the  4  ROD  Ques*ons  and  Rapidly  Disrupted  the  Music  Industry                                                                    VISION:  Seamless  Music  Experience  (Everywhere);  “A  Thousand  Songs  in  Your  Pocket”   E:  Eliminate   •  Control  BuUons   •  Gray/Black  Color   •  On-­‐off  Switch   R:  Reduce   •  Size/Weight   •  Thickness   •  Complexity  of  Use   I:  Increase   •  Price   •  Song  Storage   •  BaUery  Life   C:  Create   •  LCD  Screen   •  Scroll  Wheel   •  Packaging   •  Fast  Download   •  Unique  Ads   •  Disrup*ve  Business   Model                       E.R.I.C.  Tac/cs   Limited  Song  Storage   Limited     BaQery  Life   “Ugly”  Design   Skipped   Songs   Bulky/Thick   Portable  Music   Pain   Pain   Delight  Delight   Red  Ocean   Specifica/ons   (Features/Metrics)   Blue  Ocean   Specifica/ons   (Features/Metrics)   PRESENT  PERFORMANCE   (Customer  Experience:  Pain/Delight)   FUTURE  PERFORMANCE   (Customer  Experience:  Pain/Delight)   Job  To  Get  Done:  Listen  to   Music  (with  Zero  Pain)   Job  To  Get  Done:  Listen  to   Music  (with  Zero  Pain)   4 1 3 2   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing  
  4. 4. Present     Performance:   Products  That  “Suck”  -­‐   Red  Ocean  Specifica*ons             Future   Performance:   Insanely  Great  Product/ Service/Business  Model  -­‐   Blue  Ocean  Specifica*ons   1         Strategy,  Business  Model,  and  Execu/on   Cycle     (ERIC  Tac*cs;  DB-­‐MAIL  Cycle):   Red  Ocean  Disrup7on-­‐Lean  Startup  Project  Execu7on   To  Do          Zoom-­‐out  View  of  Red  Ocean  Disrup/on  Scorecard  for  Apple’s  iPod  (2001)            How  Steve  Jobs/Apple  Answered  the  4  ROD  Ques*ons  and  Rapidly  Disrupted  the  Music  Industry   Vision  (Ideal  Final  Result):   UNCONTESTED  MARKET  SPACE     IN  THE  MUSIC  INDUSTRY-­‐            Ideal  Bus.  Model  Specifica*ons            *    “Seamless  Music            Experience  (Everywhere)”            *  “A  Thousand  Songs                  in  Your  Pocket”   Short/Medium/Long-­‐term   Doing  Done   Past     Performance   (Analog/An*log)  -­‐   Black  Ocean  Specifica*ons             Key   MVP  is  an  acronym  for  “Minimum  Viable  Product”   ERIC  is  an  acronym  for  “Eliminate;  Reduce;  Increase;  Create”   DB-­‐MAIL  is  an  acronym  for  “Define;  Build;  Measure;  Analyze;  Improve;  Learn”   Business  Model  (Baseline/Prototype:  MVP)                       0 3 42 1 3   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing  
  5. 5.                              Benefits  of  Using  a  Red  Ocean  Disrup/on  (R.O.D.)  Scorecard                                        Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   q  The  Red  Ocean  Disrup*on  (R.O.D.)  Scorecard  is  a  portable,  holis*c,  dynamic,  and   extremely  versa*le  tool/roadmap:  use  it  to  describe/develop/rate  stories  for   planning,  improvement,  marke*ng,  and  innova*on  projects     q  Simpler  to  understand  and  use  especially  in  an  environment  of  great  uncertainty     q  Common  visual  language  and  shared  understanding  for  planners,  strategists,   improvers,  marketers,  and  innovators  in  various  disciplines   q  Accelerated  learning  in  improvement,  marke*ng,  and  innova*on  projects   q  Rapid  formula*on  and  implementa*on  of  ideas  as  well  as  plans  and  strategies   q  Seamless  knowledge  transfer  within  and  between  domains   q  Can  be  customized  or  adapted  for  specific  domains   q  Solu*on  of  apparently  impossible  problems  and  trade-­‐offs     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing  
  6. 6. Templates   For   Rapidly  and  Itera*vely  Answering   The  4  Red  Ocean  Disrup/on  (ROD)   Ques/ons  
  7. 7.                            Red  Ocean  Disrup/on  (R.O.D.)  Scorecard:  4  ROD  Topics  (General)                                      Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   VISION  (“LEAP  OF  FAITH”):           PRESENT  PERFORMANCE  (“RED  OCEAN”):             STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:             FUTURE  PERFORMANCE  (“BLUE  OCEAN”):             #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Date:  ………………………………..   4 1 3 2
  8. 8. Red  Ocean  Disrup/on  (R.O.D.)  Scorecard:  4  ROD  Topics  (Annotated)     Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   VISION  (“LEAP  OF  FAITH”):   q  Vision  Statement  (Ul*mate  Want  or  Need)     q       Customer  Segment  (“Tribe”)     PRESENT  PERFORMANCE  (“RED  OCEAN”):   q  Job-­‐To-­‐Get-­‐Done  &  Product/Service/Tool/System     q  Pain     q  Delight     STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:   u  Red  Ocean  Disrup*on  (R.O.D.)  Strategy  including  E.R.I.C.  (Eliminate;  Reduce;  Increase;  Create)  Tac*cs   u  Business  Model  Disrup*on/Paern/Resources:     u  Lean  Startup  Project  Execu*on  (LSPE):  DB-­‐MAIL  (Define;  Build;  Measure;  Analyze;  Improve;  Learn)  Cycle   &  Business  Model  Storyboard     FUTURE  PERFORMANCE  (“BLUE  OCEAN”):   q       Job-­‐To-­‐Get-­‐Done  &  Product/Service/Tool/System     q  Pain     q  Delight           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Date:  ………………………………..   4 1 3 2
  9. 9.                            Red  Ocean  Disrup/on  (R.O.D.)  Scorecard:  4  ROD  Ques*ons                                    Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   Date:  ………………………………..   VISION  (“LEAP  OF  FAITH”):  What  do  customers  &  non-­‐customers  (stakeholders/“tribes”)  ul*mately   want  or  need  from  the  system/business  model?         PRESENT  PERFORMANCE  (“RED  OCEAN”):  What  is  the  present  performance,  conven*on,  or   paradigm,  given  the  func*on  (job-­‐to-­‐get-­‐done)  of  the  system/business  model?           STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:  How  must  the  present   performance,  conven*on,  paradigm,  or  “Red  Ocean”  of  the  system/business  model  be  disrupted  while   geSng  to  the  future  performance,  conven*on,  paradigm,  or  “Blue  Ocean”?         FUTURE  PERFORMANCE  (“BLUE  OCEAN”):  What  is  the  desired  future  performance,   conven*on,  or  paradigm,  given  the  func*on  (job-­‐to-­‐get-­‐done)  of  the  system/business  model?               4 1 3 2   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing  
  10. 10.                          Red  Ocean  Disrup/on  (R.O.D.)  Scorecard:    4  ROD  Descrip*ons                                        Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   VISION  (“LEAP  OF  FAITH”):  Brief  statement  or  tagline  that  describes  a  dream  benefit,  trade-­‐off,   ul*mate  want/need,  apparently  impossible  goal,  or  ideal  final  result  of  a  system  (project/business  model/ product/service)  for  a  targeted  customer  segment  (“tribe”)         PRESENT  PERFORMANCE  (“RED  OCEAN”):  Current  level  of  outcomes,  results,  trade-­‐offs,   specifica*ons  of  a  business  model  (system/product/service)  from  business  (internal)  and  customer   (external)  perspec*ves  for  a  product/service/business  model/tool/system         STRATEGY,  BUSINESS  MODEL,  AND  EXECUTION  CYCLE:  Set  of  itera*ve  processes  and   ac*vi*es  as  well  as  business  model  disrup*on  for  winning  customers  in  a  compe**ve  environment  as  well   as  detailed  tac*cs  and  experimental  ac*ons  for  the  business  model  (system/product/service)  to  achieve   future  performance  specifica*ons       FUTURE  PERFORMANCE  (“BLUE  OCEAN”):  Desired,  proposed,  or  hypothe*cal  level  of   outcomes  (results,  trade-­‐offs,  or  specifica*ons)  in  the  short/medium/long-­‐term  from  business  (internal)   and  customer  perspec*ves  for  a  product/service/business  model/tool/system       4 1 3 2   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Date:  ………………………………..  
  11. 11.                                                                        Zoom-­‐in  View  of  Red  Ocean  Disrup/on  (R.O.D.)  Scorecard            Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models                                                                    VISION:  ……………………………………………………………………….…….……….                       E.R.I.C.  Tac/cs   R:  Reduce   I:  Increase   C:  Create     E:  Eliminate   Pain   Pain   Delight  Delight   Red  Ocean   Specifica/ons   (Features/Metrics)   Blue  Ocean   Specifica/ons   (Features/Metrics)   PRESENT  PERFORMANCE   (Customer  Experience:  Pain/Delight)   FUTURE  PERFORMANCE   (Customer  Experience:  Pain/Delight)   q  PRODUCT   q  SERVICE   q  BUSINESS  MODEL   q  TOOL/SYSTEM   q  PRODUCT   q  SERVICE   q  BUSINESS  MODEL   q  TOOL/SYSTEM   4 1 3 2 Job  To  Get  Done:   …………………………………….   Job  To  Get  Done:   …………………………………….     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Date:  ………………………………..  
  12. 12. Present     Performance:   Products  That  “Suck”  -­‐   Red  Ocean  Specifica*ons             Future   Performance:   Insanely  Great  Product/ Service/Business  Model  -­‐   Blue  Ocean  Specifica*ons           To  Do   Vision  (Ideal  Final  Result):   UNCONTESTED  MARKET  SPACE     IN  ……………  INDUSTRY  -­‐            Ideal  Bus.  Model  Specifica*ons   Short/Medium/Long-­‐term   Doing  Done   Past     Performance   (Analog/An*log)  -­‐   Black  Ocean  Specifica*ons             Key   MVP  is  an  acronym  for  “Minimum  Viable  Product”   ERIC  is  an  acronym  for  “Eliminate;  Reduce;  Increase;  Create”   DB-­‐MAIL  is  an  acronym  for  “Define;  Build;  Measure;  Analyze;  Improve;  Learn”   0 42 1 Business  Model  (Baseline/Prototype:  MVP)                       3                                                  Zoom-­‐out  View  of  Red  Ocean  Disrup/on  (R.O.D.)  Scorecard                                                                    Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   Strategy,  Business  Model,  and  Execu/on   cycle     (ERIC  Tac*cs;  DB-­‐MAIL  Cycle):   Red  Ocean  Disrup7on-­‐Lean  Startup  Project  Execu7on   3   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Date:  ………………………………..  
  13. 13.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   PRESENT   PERFORMANCE   (“RED  OCEAN”)   STRATEGY,   BUSINESS  MODEL,  AND   EXECUTION  CYCLE   FUTURE   PERFORMANCE   (“BLUE  OCEAN”)                                                                                         Red  Ocean  Disrup/on  (ROD)  Storyboard   Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   VISION  (“LEAP  OF  FAITH”)   (Customer  Segment/“Tribe”):   4 1 32
  14. 14.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   PRESENT   PERFORMANCE   (“RED  OCEAN”)   STRATEGY,   BUSINESS  MODEL,  AND   EXECUTION  CYCLE   FUTURE   PERFORMANCE   (“BLUE  OCEAN”)       STRATEGY                 BUSINESS  MODEL/RESOURCES                 EXECUTION  CYCLE                         PRODUCT/SERVICE/TOOL                    PAIN  (-­‐)         DELIGHT  (+)         PRODUCT/SERVICE/TOOL         PAIN  (-­‐)         DELIGHT  (+)         Red  Ocean  Disrup/on  (ROD)  Storyboard  -­‐  Annotated    Cost-­‐effec*vely  Improve  and  Innovate  on  Products,  Services,  and  Business  Models   4 1 32 VISION  (“LEAP  OF  FAITH”)   (Customer  Segment/“Tribe”):  
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