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The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Business Stories Using the Power of Fairy Tales

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When you were a kid, what was your favorite fairy tale? Cinderella? Pied Piper of Hamelin? Little Red Riding Hood? Pinocchio? Imagine for a moment … Imagine … What made your favorite fairy tale so memorable? I guess that in every case, our answer is in one word: Drama!

In today’s world of information explosion and big data, stories are becoming ever important for people to quickly make sense out of a deluge of information. As I noted a while ago, people quickly forget about presentations that contain detailed information and data. However, the memories and feelings of engaging stories could last for a lifetime. In today’s world of hyper-competition, information explosion, and big data, our best chance of standing out in the crowd is to create and present memorable stories. But, how can one simply create dramatic and memorable business stories?

W. Chan Kim and Renee Mauborgne, in their bestselling business book “Blue Ocean Strategy,” provide entertaining stories of how Blue Ocean startups disrupted established Red Ocean companies. Who can forget Kim & Mauborgne’s intriguing stories of Cirque du Soleil vs. Ringling Brothers & Barnum and Bailey Circus; Southwest Airlines vs. Established Long Haul Airlines; Yellow Tail Wine vs. Premium and Budget Wines? At the heart of every Blue Ocean story is the archetypal conflict of Top Dog (“Villain” in Red Ocean) vs. Underdog (“Hero” in Blue Ocean); in biblical terms: Goliath vs. David. At the heart of every Blue Ocean story is the archetypal Hero’s Journey which involves transformation or disruption of the Red Ocean.

In Blue Ocean stories, the Top Dog and Underdog initially compete for the attention and wallet of Dissatisfied Customers and/or Non-customers. Consequently, the Top Dog, Underdog, and Dissatisfied Customer constitute a triangle which I am referring to as the “War Triangle.” In short, the Top Dog, Underdog, and Dissatisfied Customer are engaged in a Business War Game. The War Triangle underscores the importance of strategy and tactics of players to deliver awesome customer experiences in a business war game.

The War Triangle (Dissatisfied Customer-Top Dog-Underdog) is directly inspired and corresponds to Stephen Karpman’s Drama Triangle (Victim-Persecutor-Rescuer) for illustrating the dynamics of relationships in dysfunctional teams. In his seminal publication on “Fairy Tales and Script Drama Analysis”, Karpman argues that the memorability of fairy tales such as in Little Red Riding Hood, Cinderella, and Pied Piper of Hamelin is driven by the conflict, dysfunctionality, or chaos that is inherent in the Drama Triangle. Here, the inevitable conclusion is that the inherent dynamics and surprise of the Drama Triangle as well as War Triangle account for the engagement and memorability of Blue Ocean stories.

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  • @Richard Platt: Thanks for your feedback. I'm glad that you found the presentation useful.
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  • Well done Rod, this gave me some ideas that I hadn't previously formulated, keep up the ground breaking work.
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  • Rod, that is precisely what made me rethink the scale. I am in total agreement. To violate international standards made me hesitant. Your logic resonates with me. I appreciate the depth of dialogue with you, as always I do.
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  • Ali, If I were you I would redefine the pH scale for storytelling. Although the traditional pH scale ranges from 0 to 14 in Physical Chemistry, I do not find the scale intuitive for storytelling. For instance, in the traditional pH scale we see that 'neutral' has a value of 7. 'Strongly acidic' has a value of 0 while 'Strongly alkaline' has a value of 14. Emotionally, the values from 0 to 14 on the traditional pH scale do not resonate with me. In a world of storytelling and emotions, I would prefer that 0 indicates 'neutral:' that is, neither positive nor negative. In contrast, Strongly acidic would be highly negative so that it would have a value of -7. Although a strongly alkaline substance it unpleasant, I consider a strongly acidic substance as more harmful. Consequently and in relative terms, alkalinity would be presented on the positive side of the emotional pH spectrum with 'Strongly alkaline' having a maximum value of +7. Please note that the range of values on this negative-to-positive pH scale is still 14. I took a look at Slide 19 of your presentation on Visual Storytelling and the 'emotional' pH scale (with values from -7 through 0 to +7) more accurately describes the attributes that you have presented such as on Behavior, Attitudes, Beliefs, Feelings, and Thoughts. I hope you find useful the aforementioned comments.
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  • Rod, no question about the depth of your responses as they reflect your profound knowledge.
    One reason I got interested in this discussion is my use of pH scale in my presentation on Visual Storytelling. The range is 0-14, with zero being most acidic (sour) personalities. I wonder if this scale should be reviewed. Sometimes, people are reluctant to discuss long-established practices.
    Again, thanks Rod for enhancing my knowledge.
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The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Business Stories Using the Power of Fairy Tales

  1. 1. Customers  “Hire”  Tools,  Products,  and  Services   To  Ideally  Get  Their  Problems  Solved:   FREE,  PERFECT,  AND  NOW  
  2. 2.  DRAMATIC  STORY  CANVAS:  Space-­‐Timeline  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  3. 3.  DRAMATIC  STORY  CANVAS:  Space-­‐Timeline  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  4. 4.  DRAMATIC  STORY  CANVAS:  Space-­‐Timeline  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   Disruptor’s  Arrow  of  Time   (Space-­‐Timeline)   Past/Present:  PROBLEM  DISCOVERY  (FINDING)   Future:  SOLUTION  VALIDATION   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  5. 5.  DRAMATIC  STORY  CANVAS:  Problem-­‐Solu=on  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  6. 6.  DRAMATIC  STORY  CANVAS:  Storyboard  Template     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model             Before     AFer     Adap&ve  Storyboard   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  7. 7. The  Children  and  Many  Faces   Of   The  DramaXc  Story  Canvas  
  8. 8.  PROBLEM-­‐SOLVING  PLATFORM  OF  THE  DRAMATIC  STORY  CANVAS     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   DRAMATIC  STORY   CANVAS   Hollywood  Story   Canvas   Karpman’s   Drama  Triangle   Brand  DisrupXon   Canvas   Dru’s  DisrupXon   Template   Good  Strategy   Canvas   Rumelt’s  Good   Strategy   Business  Model   VisualizaXon   Canvas   Lean                               Canvas   Business  Model   Canvas   Business  Model   Storyboard   Product   InnovaXon   Canvas   TRIZ   HolisXc         Problem  Solving             Canvas   Problem-­‐ SoluXon   Template   AdapXve   Storyboard   Tempalte  
  9. 9.  DRAMATIC  STORY  CANVAS  FOR  “HOLLYWOOD”  STORYTELLING     Source:  Based  on  Karpman  Drama  Triangle:  hVp://en.wikipedia.org/wiki/Karpman_drama_triangle     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   PERSECUTOR   (Villain/Top  Dog)   VICTIM   (Survivor)   RESCUER   (Hero/Underdog)   STORY  PLOT  (THEME/ENVIRONMENT)       Hollywood  Story  Canvas   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  10. 10.  DRAMATIC  STORY  CANVAS  FOR  BRAND  DISRUPTION  STRATEGY     Source:  Based  on  Dru,  J.-­‐M.  (1997)  Disrup0on.  John  Wiley  &  Sons:  New  York.     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   CONVENTION     DISRUPTION  CYCLE   (Pretotyping.  Prototyping.  Pilo&ng.  Execu&ng)   VISION   BRAND  PROPOSITION       Brand  Disrup&on  Canvas   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  11. 11.  DRAMATIC  STORY  CANVAS  FOR  DEVELOPING  “GOOD  STRATEGY”     Source:  Based  on  Rumelt,  R.P.  (2011)  Good  Strategy.  Bad  Strategy.  Crown  Business:  New  York.     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   CHALLENGE   DIAGNOSIS   POLICY     ACTION  PLAN  (TO  DO)         Before     AFer     “Good  Strategy”  Canvas   Strategic     Problem  Solving   Targets  (Metrics)         ExecuXon   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  12. 12.  DRAMATIC  STORY  CANVAS  FOR  VISUALIZING  A  BUSINESS  MODEL     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   BUSINESS  MODEL  ENVIRONMENT   (Compe==ve/Unfair  Advantage)     Business  Model  Visualiza&on  (BMV)  Canvas   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  13. 13.  DRAMATIC  STORY  CANVAS  FOR  PRODUCT  INNOVATION     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     TRADE-­‐OFF  of  Product   (CONTRADICTION)   METHOD  SPACE   (TOOLS:  Analogies;  Principles;  ...)   OUTCOME/RESOLUTION   (IDEAL  FINAL  RESULT)   IMPLEMENTATION  SPACE   (PRETOTYPE/PROTOTYPE/PILOT/FULL-­‐SCALE  PRODUCT)     Product  Innova&on  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  14. 14.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   Before     AFer     PROBLEM  SPACE     METHOD  SPACE     SOLUTION  SPACE     IMPLEMENTATION  SPACE       Holis&c  Problem  Solving  (HPS)  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  15. 15.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)       Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   D.                 Simple   (Tame/   Closed)   Problem   B.     Complex   Problem     C.     Complicated   Problem                     A.     ChaoXc   (Wicked/   Open)   Problem   PROBLEM  SPACE:  4  Problem  Archetypes   Problem   Archetypes   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  16. 16.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)       Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model  D.       Improving/   Disrup=ng   B.     Prototyping     C.     Pilo=ng/   Building       A.     Pretotyping       Measuring;    Learning   Before     AFer     METHOD  SPACE:  4  Problem-­‐Solving  Strategies   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  17. 17.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)       Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model  D.       Improving/   Disrup=ng   B.     Prototyping     C.     Pilo=ng/   Building       A.     Pretotyping       Measuring;    Learning   Before     AFer     Holis=c   (PaUern/Non-­‐linear/   System/Crea=ve)   Thinking,  Design,  and   Problem  Solving   Reduc=onist   (Fragmented/Linear/   Analy=cal/Cri=cal)   Thinking,  Design,  and   Problem  Solving   METHOD  SPACE:  4  Problem-­‐Solving  Strategies   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  18. 18.  DRAMATIC  STORY  CANVAS  FOR  CUSTOMER  EXPERIENCE  MAPPING     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life   0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness   WAR  ARENA   (War  Triangle)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Experience  Radar   (Emo&onal  Factors)   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  19. 19.  DRAMATIC  STORY  CANVAS  FOR  CUSTOMER  EXPERIENCE  MAPPING     Holis&cally  Document,  Present,  and  Manage  Organiza&onal  Success  (Failure)  in  Business  and  Life   0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  20. 20. “OrganizaXons   Succeed  or  Gain  CompeXXve  Advantage   Because   They  Rapidly  IdenXfy  and  Solve  BUMPs:   Big  Urgent  Market  Problems”   R.O.D.’s  Law  of  OrganizaXonal  Success   P.S.   R.O.D.  is  an  acronym  for  “Red  Ocean  Disrup=on”  
  21. 21. Linear  and  Fragmented  Tools  for  DocumenXng,   PresenXng,  and  Managing  Business  Success  (Failure)   TradiXonal  Business  &  Mission  Planning   q  (Waterfall)  Business  Plan  &  Tools   q  One-­‐Page  Business  Plan   q  Marke=ng  Plan  &  Tools       Strategic  Planning   q  Strategic  Plan  &  Tools   q  Compe==ve  Advantage  Strategy  &  Tools     q  Blue  Ocean  Strategy  &  Tools       TacXcal  (Product)  Planning  and  Performance  Management   q  Agile  (Product)  Development  &  Tools   q  Customer  Development  &  Tools   q  Lean  Startup  Method  &  Principles   q  Business  Model  Canvas   q  Lean  Canvas   q  Balanced  Scorecard  
  22. 22. Document   Organiza=onal   Success             (Failure)   Manage   Organiza=onal   Success   (Failure)   Present   Organiza=onal   Success   (Failure)   DSC   Drama0c  Story  Canvas   HolisXc  Tool  for  IteraXvely  DocumenXng,  PresenXng,   and  Managing  Business  Success  (Failure)  
  23. 23. DocumenXng,  PresenXng,  and  Managing   Spectacular  Startup  Failure  
  24. 24. 0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known    DRAMATIC  STORY  CANVAS  FOR  WEBVAN     Holis&cally  Understand  Why  and  How  Webvan  Failed  in  the  Business  of  Online-­‐Home  Delivered  Grocery   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  25. 25. 0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known    DRAMATIC  STORY  CANVAS  FOR  BETTER  PLACE     Holis&cally  Understand  Why  and  How  BeVer  Place  Failed  in  the  Business  of  Electric  Powered  Transporta0on   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  26. 26. DocumenXng,  PresenXng,  and  Managing   Extraordinary  Startup  Success  
  27. 27.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   CONVENTION     DISRUPTION  CYCLE   (Pretotyping.  Prototyping.  Pilo&ng.  Execu&ng)   VISION           “Blue  Ocean”  Shoe  Store             Online  Shoe  Store   BRAND  PROPOSITION   “Delivering  Happiness”     Zappos’  Brand  Disrup&on  Canvas   DRAMATIC  STORY  CANVAS  FOR  OFFLINE  SHOE  SHOPPING  VS.  ZAPPOS     Holis&cally  Understand  Why  and  How  Zappos  Succeeds  in  the  Business  of  Shoe  Selling   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  28. 28. 0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known   DRAMATIC  STORY  CANVAS  FOR  OFFLINE  SHOE  SHOPPING  VS.  ZAPPOS     Holis&cally  Understand  Why  and  How  Zappos  Succeeds  in  the  Business  of  Shoe  Selling   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  29. 29.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   CONVENTION     DISRUPTION  CYCLE   (Pretotyping.  Prototyping.  Pilo&ng.  Execu&ng)   VISION   Tradi=onal  Portable  Music  Player         “Blue  Ocean”  Music  Player             Apple’s  iPod   BRAND  PROPOSITION   “Think  Different”   A  Thousand  Songs  in  Your  Pocket   Apple’s  Brand  Disrup&on  Canvas   DRAMATIC  STORY  CANVAS  FOR  PORTABLE  MUSIC  PLAYER  VS.  APPLE’S  IPOD     Holis&cally  Understand  Why  and  How  Apple’s  iPod  Succeeds  in  the  Business  of  Music  Entertainment   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  30. 30. 0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known   DRAMATIC  STORY  CANVAS  FOR  PORTABLE  MUSIC  PLAYER  VS.  APPLE’S  IPOD     Holis&cally  Understand  Why  and  How  Apple’s  iPod  Succeeds  in  the  Business  of  Music  Entertainment   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  31. 31.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   CONVENTION     DISRUPTION  CYCLE   (Pretotyping.  Prototyping.  Pilo&ng.  Execu&ng)   VISION   Tradi=onal  Movie  Rental         “Blue  Ocean”  Movie  Rental   BRAND  PROPOSITION   The  most  expansive  selec=on  of  DVDs;  easy  way  to  choose  movies;  fast  and  free  delivery;  no  late  fees.     Nehlix’s  Brand  Disrup&on  Canvas    DRAMATIC  STORY  CANVAS  FOR  BLOCKBUSTER  VS.  NETFLIX     Holis&cally  Understand  Why  and  How  Nehlix  Succeeds  in  the  Business  of  Movie  Rental   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  32. 32. 0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   SoluXon   Gain:  (Un)Known    DRAMATIC  STORY  CANVAS  FOR  BLOCKBUSTER  VS.  NETFLIX     Holis&cally  Understand  Why  and  How  Nehlix  Succeeds  in  the  Business  of  Movie  Rental   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  33. 33.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   SoluXon   Gain:  (Un)Known   Business   Model   Business   Model   CONVENTION     DISRUPTION  CYCLE   (Pretotyping.  Prototyping.  Pilo&ng.  Execu&ng)   VISION   Tradi=onal  Circus         “Blue  Ocean”  Circus  Theater   BRAND  PROPOSITION   “We  Reinvent  the  Circus”     Cirque  du  Soleil’s  Brand  Disrup&on  Canvas    DRAMATIC  STORY  CANVAS  FOR  RINGLING  BROS.  VS.  CIRQUE  DU  SOLEIL     Holis&cally  Understand  Why  and  How  Cirque  du  Soleil  Succeeds  in  the  Business  of  Live  Theatrical  Entertainment   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  
  34. 34. 0   10   Revenge   DELIGHT   HOPE   JOY   Fear   Grudge  (Frustra=on)   Anger   Sadness     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hQp://businessmodels.ning.com  &  hQp://twiQer.com/RodKuhnKing   SoluXon   Gain:  (Un)Known    DRAMATIC  STORY  CANVAS  FOR  RINGLING  BROS.  VS.  CIRQUE  DU  SOLEIL     Holis&cally  Understand  Why  and  How  Cirque  du  Soleil  Succeeds  in  the  Business  of  Live  Theatrical  Entertainment   Villain   (Compe&tor/ Persecutor)     Hero   (Disruptor/ Rescuer)       Customer     (Dissa&sfier/   Vic&m)   RED  OCEAN   BLUE  OCEAN   Business   Model   Business   Model   Problem   Pain:  (Un)Known   Before     AFer     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu=on)  

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