0
Red 
Ocean 
Disrup/on 
(ROD) 
Deck 
Dr. 
Rod 
King 
@rodkuhnking
A 
Business 
Model 
Deck 
For 
Red 
Ocean 
Disrup1on 
#BMDeck. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
h@p://business...
Rapidly 
Master 
A 
Quartet 
of 
Business 
Tools: 
* 
(Blue 
Ocean) 
Strategy 
* 
Design 
Thinking 
* 
Business 
Model 
In...
Every 
Card 
or 
“Element” 
In 
a 
Red 
Ocean 
Disrup1on 
(ROD) 
Deck 
Can 
Be 
Considered 
As 
The 
Center 
of 
a 
Cluste...
The 
ROD 
Deck 
is 
Designed 
For 
Holis/c 
Problem 
Solvers 
q 
Brainstormers 
(Idea 
Generators) 
q 
Planners 
q 
Str...
RED 
OCEAN 
DISRUPTION 
(ROD) 
DECK 
A 
Business 
Periodic 
Table 
of 
Over 
50 
Elements 
for 
… 
Rapidly 
Mastering 
Des...
Enterprise
Who 
is 
the 
customer/ 
user?
What 
is 
the 
product/ 
service?
How 
is 
the 
product/ 
service 
delivered 
to 
customers?
What 
is 
the 
customer’s 
main 
goal 
(Job 
to 
Get 
Done)?
What 
are 
problems/ 
pains/ 
barriers/ 
obstacles?
What 
is 
the 
big 
urgent 
problem/ 
pain 
(solu/on/ 
benefit)?
What 
are 
key 
inputs/ 
partners/ 
suppliers?
What 
are 
internal 
resources 
(people; 
infra’; 
technology)?
What 
are 
the 
key 
ac/vi/es 
or 
processes 
(strategy) 
of 
organi-­‐ 
za/on?
What 
are 
solu/ons/ 
gains/ 
benefits 
(value 
proposi1on)?
What 
is 
the 
Cost 
(Structure)?
What 
are 
the 
Revenue 
(Streams)?
What 
is 
the 
Profit 
(Margin)?
Environment
What 
is 
the 
industry/ 
market 
of 
product 
or 
service?
What 
are 
subs/tute 
or 
alterna/ve 
products 
or 
services?
Who 
are 
direct 
compe/tors?
Who 
are 
indirect 
compe/tors?
Who 
are 
new 
entrants 
or 
startups?
Who 
are 
comple-­‐ 
mentors?
What 
is 
the 
(regional) 
geographical/ 
online 
loca/on?
What 
are 
influen/al 
media, 
influencers, 
and 
other 
stakeholders?
Who 
are 
non-­‐ 
customers 
or 
prospects 
of 
product/ 
service?
What 
are 
trends 
and 
events: 
PESTLIED?
What 
is 
financial 
value 
(trade-­‐off)?
What 
is 
economic 
value 
(trade-­‐off)?
What 
is 
social 
value 
(trade-­‐off)?
Risk 
Analysis
What 
are 
forces 
for 
the 
system 
(enterprise)?
What 
are 
forces 
against 
the 
system 
(enterprise)?
What 
are 
the 
strengths?
What 
are 
the 
weaknesses?
What 
are 
the 
opportuni-­‐ 
/es?
What 
are 
the 
threats?
What 
is 
the 
bargaining 
power?
What 
is 
the 
rivalry 
or 
level 
of 
compe//on?
What 
is 
the 
a@rac/ve-­‐ 
ness?
What 
is 
the 
compe//ve 
advantage?
Who 
is 
top 
dog/ 
market 
leader?
Who 
is 
the 
underdog?
Who 
is 
the 
disruptor?
Ac/ons
Understand 
(Review)
Observe 
(Define/ 
Measure/ 
Analyze)
Ideate 
(Generate)
Build 
(Pretotype/ 
Prototype/ 
Pilot/ 
Full 
Scale)
Measure 
(Test)
Learn 
(What 
works/ 
What 
does 
not 
work/ 
Lessons)
Eliminate
Reduce
Increase
Create
(Mission/Vision/ 
Goals/ 
ObjecIves/ 
Strategies/ 
TacIcs/Tasks)
Appendix
Every 
Great 
Idea 
Sails 
Thro 
ugh 
a 
Lifecycle 
of 
5 
Stages 
1. 
CONCEPT 
(PROBLEM/IDEA) 
2. 
PRETOTYPE 
3. 
PROTOTY...
1 
2 
3 
4 
5 
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
………………………………..…………………. 
#BMYacht. 
Dr. 
Rod 
King. 
...
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
………………………………..…………………. 
RED 
OCEAN 
1 
2 
3 
4 
5 
BLUE 
OCEAN 
Sol...
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
………………………………..…………………. 
RED 
OCEAN 
1 
2 
3 
4 
5 
BLUE 
OCEAN 
Sol...
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
………………………………..…………………. 
RED 
OCEAN 
1 
2 
3 
4 
5 
BLUE 
OCEAN 
(To...
ATOM 
ICON 
DESCRIPTION 
SYMBOL 
QUESTION 
CUSTOMER 
CS 
Who 
is 
the 
customer? 
PRODUCT 
PS 
What 
is 
the 
product/serv...
ATOM 
ICON 
DESCRIPTION 
SYMBOL 
QUESTION 
CUSTOMER 
CS 
PRODUCT 
PS 
CHANNEL 
CH/CR 
GOAL/JOB 
JTGD 
PROBLEM 
Prob 
VALUE...
ATOM 
ICON 
DESCRIPTION 
SYMBOL 
QUESTION 
INDUSTRY 
Ind 
What 
is 
the 
industry/market/sector/niche 
of 
product? 
SUBST...
ATOM 
ICON 
DESCRIPTION 
SYMBOL 
QUESTION 
INDUSTRY 
Ind 
SUBSTITUTE 
Sub 
DIRECT 
COMPETITOR 
DC 
INDIRECT 
COMPETITOR 
I...
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Proj...
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Proj...
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Proj...
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Proj...
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Proj...
Upcoming SlideShare
Loading in...5
×

The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Project

1,079

Published on

To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology.

Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology.

This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U .

http://goo.gl/0tVWqd

Published in: Business
2 Comments
8 Likes
Statistics
Notes
  • Ali, I was delighted to read your insightful comment about the Red Ocean Disruption (ROD) Deck. In retrospect, I'd say that it took me over 15 years to develop the framework and instruments of the ROD Deck. I'm glad that I was able to develop this 'Periodic Table' of business elements. At a general level, the ROD Deck can be used to creatively improve the V.I.P. (Value. Innovation. Performance.) of any system such as a product, service, or business. So many tools of business planning, strategy, business model innovation, and product innovation are hidden inside those ROD playing cards. And all these activities can be carried out in a fun and interactive manner. Of all the tools and other products that I've invented, I'm most proud of the Red Ocean Disruption (ROD) Deck. I'm so glad that you like it.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Rod, making business a fun game is surely attractive. Your card game is smashing. Color coding of cards takes the problem out for the players even if we shuffle the cards. The assignment of cards logically to a well worked out model is exciting. The sequence of the Ws questions makes the game attractive to play.
    I really wish to applaud your effort in writing such a refreshing presentation.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
1,079
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
47
Comments
2
Likes
8
Embeds 0
No embeds

No notes for slide

Transcript of "The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage an Awesome Customer Experience for any Project "

  1. 1. Red Ocean Disrup/on (ROD) Deck Dr. Rod King @rodkuhnking
  2. 2. A Business Model Deck For Red Ocean Disrup1on #BMDeck. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  3. 3. Rapidly Master A Quartet of Business Tools: * (Blue Ocean) Strategy * Design Thinking * Business Model Innova1on * Lean Startup Methodology
  4. 4. Every Card or “Element” In a Red Ocean Disrup1on (ROD) Deck Can Be Considered As The Center of a Cluster Diagram
  5. 5. The ROD Deck is Designed For Holis/c Problem Solvers q Brainstormers (Idea Generators) q Planners q Strategists q Design Thinkers q Business Modelers q Innovators q Lean Startups q Project Managers
  6. 6. RED OCEAN DISRUPTION (ROD) DECK A Business Periodic Table of Over 50 Elements for … Rapidly Mastering Design Thinking, (Blue Ocean) Strategy, Business Model InnovaIon, and Lean Startup Methodology Red Ocean Disrup/on (ROD) Deck ITENN Enterprise (13 Atoms) Environment (13 Atoms) Risk Analysis (13 Atoms) Ac/ons (13 Atoms) #BMDeck. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  7. 7. Enterprise
  8. 8. Who is the customer/ user?
  9. 9. What is the product/ service?
  10. 10. How is the product/ service delivered to customers?
  11. 11. What is the customer’s main goal (Job to Get Done)?
  12. 12. What are problems/ pains/ barriers/ obstacles?
  13. 13. What is the big urgent problem/ pain (solu/on/ benefit)?
  14. 14. What are key inputs/ partners/ suppliers?
  15. 15. What are internal resources (people; infra’; technology)?
  16. 16. What are the key ac/vi/es or processes (strategy) of organi-­‐ za/on?
  17. 17. What are solu/ons/ gains/ benefits (value proposi1on)?
  18. 18. What is the Cost (Structure)?
  19. 19. What are the Revenue (Streams)?
  20. 20. What is the Profit (Margin)?
  21. 21. Environment
  22. 22. What is the industry/ market of product or service?
  23. 23. What are subs/tute or alterna/ve products or services?
  24. 24. Who are direct compe/tors?
  25. 25. Who are indirect compe/tors?
  26. 26. Who are new entrants or startups?
  27. 27. Who are comple-­‐ mentors?
  28. 28. What is the (regional) geographical/ online loca/on?
  29. 29. What are influen/al media, influencers, and other stakeholders?
  30. 30. Who are non-­‐ customers or prospects of product/ service?
  31. 31. What are trends and events: PESTLIED?
  32. 32. What is financial value (trade-­‐off)?
  33. 33. What is economic value (trade-­‐off)?
  34. 34. What is social value (trade-­‐off)?
  35. 35. Risk Analysis
  36. 36. What are forces for the system (enterprise)?
  37. 37. What are forces against the system (enterprise)?
  38. 38. What are the strengths?
  39. 39. What are the weaknesses?
  40. 40. What are the opportuni-­‐ /es?
  41. 41. What are the threats?
  42. 42. What is the bargaining power?
  43. 43. What is the rivalry or level of compe//on?
  44. 44. What is the a@rac/ve-­‐ ness?
  45. 45. What is the compe//ve advantage?
  46. 46. Who is top dog/ market leader?
  47. 47. Who is the underdog?
  48. 48. Who is the disruptor?
  49. 49. Ac/ons
  50. 50. Understand (Review)
  51. 51. Observe (Define/ Measure/ Analyze)
  52. 52. Ideate (Generate)
  53. 53. Build (Pretotype/ Prototype/ Pilot/ Full Scale)
  54. 54. Measure (Test)
  55. 55. Learn (What works/ What does not work/ Lessons)
  56. 56. Eliminate
  57. 57. Reduce
  58. 58. Increase
  59. 59. Create
  60. 60. (Mission/Vision/ Goals/ ObjecIves/ Strategies/ TacIcs/Tasks)
  61. 61. Appendix
  62. 62. Every Great Idea Sails Thro ugh a Lifecycle of 5 Stages 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE Product-­‐ Market Fit: Build-­‐ Measure-­‐ Learn 1 2 3 4 5 #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  63. 63. 1 2 3 4 5 Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  64. 64. Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. RED OCEAN 1 2 3 4 5 BLUE OCEAN Solu/on Gain: (Un)Known Problem Pain: (Un)Known Method (Strategy) #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  65. 65. Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. RED OCEAN 1 2 3 4 5 BLUE OCEAN Solu/on Gain: (Un)Known Problem Pain: (Un)Known Where currently are we? Where must we go? Method (Strategy) #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  66. 66. Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. RED OCEAN 1 2 3 4 5 BLUE OCEAN (To Do/Vision) Solu/on Gain: (Un)Known (Done) Problem Pain: (Un)Known Where currently are we? Where must we go? (Doing) #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing
  67. 67. ATOM ICON DESCRIPTION SYMBOL QUESTION CUSTOMER CS Who is the customer? PRODUCT PS What is the product/service? CHANNEL CH/CR How is the product/service delivered to customer? GOAL/JOB JTGD What is the customer’s main goal (Job To Get Done: Physical/Intellectual/Emo/onal/Spiritual Hierarchy)? PROBLEM Prob What are problems/pains/barriers/obstacles? VALUE VP What is the big urgent problem/pain (solu/on/benefit)? INPUT KP What are key inputs/partners/suppliers? INTERNAL RESOURCES KR What are internal resources (people; infra’; technology)? PROCESS KA What are key ac:vi:es or processes of the organiza:on? SOLUTION Soln What are solu/ons/gains/benefits? #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing 1 2 3 4 5 6 7 8 9 10
  68. 68. ATOM ICON DESCRIPTION SYMBOL QUESTION CUSTOMER CS PRODUCT PS CHANNEL CH/CR GOAL/JOB JTGD PROBLEM Prob VALUE VP INPUT KP INTERNAL RESOURCES KR PROCESS KA SOLUTION Soln #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h@p://businessmodels.ning.com & h@p://twi@er.com/RodKuhnKing 1 2 3 4 5 6 7 8 9 10
  69. 69. ATOM ICON DESCRIPTION SYMBOL QUESTION INDUSTRY Ind What is the industry/market/sector/niche of product? SUBSTITUTE Sub What are subs/tute or alterna/ve products/services? DIRECT COMPETITOR DC Who are direct compe/tors: enterprises having products with similar func1onality and shape/form? INDIRECT COMPETITOR IC Who are indirect compe/tors: enterprises having products with similar func1onality but different shape/form? NEW ENTRANT NE Who are new entrants or startups? COMPLEMEN-­‐ TORS Compl Who are complementors: enterprises that provide accesso-­‐ ries or to which given product/service serves as input? LOCATION Locn What is the geographical loca:on of given enterprise? INFLUENTIAL MEDIA IM What are influen:al media, influencers, and other stakeholders in the loca:on? NON-­‐ CUSTOMERS NC Who are non-­‐customers or prospects of product/service? TRENDS Trnd What are trends and events related to industry: PESTLIED -­‐ PoliIcal/Economic/Social/Technological/Legal/ InternaIonal/Environmental/Demographic? 1 2 3 4 5 6 7 8 9 10
  70. 70. ATOM ICON DESCRIPTION SYMBOL QUESTION INDUSTRY Ind SUBSTITUTE Sub DIRECT COMPETITOR DC INDIRECT COMPETITOR IC NEW ENTRANT NE COMPLEMEN-­‐ TORS Compl LOCATION Locn INFLUENTIAL MEDIA IM NON-­‐ CUSTOMERS NC TRENDS Trnd 1 2 3 4 5 6 7 8 9 10
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×