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Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
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Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models

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We are in the industry of inspiring people and organizations to systematically achieve Greatness. "Underdog to Top Dog" is a visual handbook of ideas, quotes, and business modeling tools for …

We are in the industry of inspiring people and organizations to systematically achieve Greatness. "Underdog to Top Dog" is a visual handbook of ideas, quotes, and business modeling tools for systematically achieving greatness. Using the model of leaders like Steve Jobs and Apple, this unique handbook illustrates how any individual or organization can systematically achieve greatness while creating disruptive business models.
This presentation is a preview of the visual ebook, “Underdog to Top Dog”, which has over 500 pages. The complete book can be obtained from the weblink: http://goo.gl/YXGLo
Please feel free to share the book’s preview. Also, you can join the online university that specializes in the “Underdog to Top Dog” methodology which is formally called “Value Disruption Design (VDD).”

Published in: Education, Business, Technology
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  • @pushUP: Thanks for your comment. Your support is greatly appreciated.
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  • Hi Rod,
    This is really great...with some great outside thinking! Will spread the words.

    G
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  • @RodKing
    Thanks for your visionary response. I agree with your vision on publishing. I sense that the real eBook will be available for sale so that people may thrive on its new feel. Who is the publishing house?
    I plan to write a presentation on this book once I buy the eBook. The title of the presentation would be 'The Visionary Rectangular Onion of Rod King'. Something around this title
    I wish all readers read this presentation. It is disruptively different
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  • Ali, Thanks for your feedback. I'm glad that you like the fractal approach, which I believe should be the basis of visualizing business and industry models. The traditional publishing industry is currently a 'Top Dog' with high entry barriers especially for new authors and people without the 'right' contacts. As I usually say, underdogs need to compete differently in order to survive and prosper. The visual format of the above book is a demonstration of a new, modular, and fun approach that 'underdogs' can use to collaboratively publish books. Hopefully, this visual ebook will help inspire more people to pursue their dreams. Since we are obtaining most of our information from screens on desktop computers and smart mobile devices, I see the end of traditional textbooks which are heavy with text and not suitable for those media. In the new visual world of information where time is scarce, I see the dominance of visual presentations as reflected in the ebook. Thanks for your vote of confidence in our attempt to disrupt conventional publishing. You are an inspiration!
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  • Dear Rod,
    This is a great presentation. I enjoyed every slide of it. It stretched my time from the logical thinking of what happened yesterday to the future time and envisioning it. I love your fractal approach. You know I feel like having a rectangular onion (just to disrupt you), and I am peeling it in every quadrant. I am repeating the process; but new insights keep emerging. I promoted this presentation and believe strongly SS should opt it as the Top Presentation of the Day. Will be back. Rod, congratulations for writing such a great visual book using a new approach. Are you after disrupting conventional publishing? If so, you succeeded greatly
       Reply 
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  • 1. HEROES Compete Different UNDERDOG TO TOP DOGHow Leaders Like Steve Jobs and Apple Create Disruptive Business Models Rod King, Ph.D. & Over 50 Collaborative Heroes From Around The World
  • 2. We Are in the Industry Of Inspiring People A P Organizations and ToSystematically Achieve Greatness
  • 3. This is a Visual Handbook OfBusiness Modeling Tools AP ForSystematically Achieving Greatness
  • 4. Our Ideal User IsA Value Disruption Designer AP Or Business Model Disruptor
  • 5. A Value Disruption Designer Is Typically An Underdog AP That Aims to DisruptA Top Dog’s Business Model
  • 6. A Value Disruption Designer Is Also An Ideals-Driven Living System – Leader, Coach, Organization, APProfessional, Strategist, Entrepreneur, Employee, Rural Area, City, Region, Country, or World – That Aspires to be Greater and LivesThe Credo for Value Disruption Design
  • 7. HALL OF FAME FOR VALUE DISRUPTION DESIGNERS “Compete Different” Steve Jobs Apple Edwards Deming GREAT VALUE DISRUPTION DESIGNERS Rev. Dr. Martin Luther King Dream the Undreamable Southwest Airlines Google Bill Gates Sir Richard Branson (Virgin)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 8. CREDO FOR VALUE DISRUPTION DESIGN HEROES “Compete Different”We believe in engaging and inspiring We believe in dreaming the undream- We believe that every organization isthe human spirit. able a living system. We believe that the survival andWe believe that people matter and We believe in the ideal of Infinite prosperity of every living systemcan be inspired to do greater things. Shared Greatness. depends on the wellness of its parts (subsystems) and supersystem.We believe in thinking and competing We love to inspire and be inspired bydifferently. CREDO our customers and partners.We believe in looking inside andoutside the box for inspiration. FOR We believe in radically improvingWe are inspired by technologists as VALUE DISRUPTION DESIGN the world’s level of greatness.well as artists.We believe in shifting paradigms. We believe in the right of every We believe in underdogs. individual to achieve his or herWe believe in employees, customers, highest potential. We believe in disrupting the statusand partners being treated as heroes quo, conventions, and top dogs.in a disruptive journey to achieve We believe that excellence is a righttheir ideals and dreams of greatness. and not a privilege. We believe that together, we can make this world a greater place. Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 9. “UNDERDOG VS. TOP DOG” STRUGGLE FOR GREATNESS The Top Dog Dilemma: Survival of the Greatest TOP DOG AP Underdog (Potential Hero) Villain
  • 10. Ideal-Solutions Management1630 East Shaw Avenue, Suite 163CA 93710USACopyright 2012 by Rod Kuhn King: Version 1.0All rights reserved, including the right to reproduce this book or portionsthereof in any form whatsoever.For more information, contact Dr. Rod Kuhn King, 1630 East Shaw Avenue,Suite 163, CA 93710, USA. rodkuhnking@sbcglobal.net ‘Underdog To Top Dog’ is in no way authorized,ISBN-978-0-9838251-1-1 prepared, approved, or endorsed by Steve Jobs and is not affiliated with or endorsed by any of his past or present organizations.
  • 11. DEDICATION This Book Is Dedicated to AP All Underdogs(Over 5 Billion People in the World Who Would Like to be Greater)
  • 12. FOREWORD I Especially Would Like to Thank Nina and Ecy King For ATheir PGreat Patience, Love, and Understanding. I Also Wish to Thank Everyone For Believing in and Supporting the Vision.
  • 13. Also, A Big “Thank You” To The Many Collaborators Around the World. APYour Feedback and Support Are Very Much Appreciated.
  • 14. Nevertheless,Responsibility for Errors and Omissions AP is Entirely Mine.
  • 15. MY STORY AND MISSION Radically Improve the World’s Level of GreatnessYear 2003 … I’m thinking of starting a Early 2004: I register a startup called Mid-2004: I enroll in a businessbusiness that’s based on my passions “Ideal-Solutions Management (ISM)” incubator and take an eight-weekof Visual Problem Solving, Innovation, course on writing a Business Plan. Iand Information Management produce a well-written business plan which has annual projections of revenue and costLate 2004: I “receive” an insight that ITENNWH MY STORY 2005 - Early 2007: I manage theinformation in the whole universe development of a prototype of thecould be visually summarized on a Galaxy software which can be usedsingle screen or sheet of paper. Based HEROES for visually managing information,on that insight, I develop a paper- solving problems, and fractallybased model (“Galaxy”) for visually displaying results from multiplemanaging ideas and solving problems Compete Different search engines on the Internet Latter 2007: I discover that there is 2007 – Date: I start studying why andEarly 2007 - 2008: I obtain Venture no robust and reliable roadmap to how Steve Jobs/Apple achieves extra-Financing to launch a Visual Search guide the development of scalable ordinary success. I discover existingEngine startup, Galaxy IT. As CEO and businesses. Product-centric innovat- innovation theories and tools do notInnovation Architect, I lead develop- ion tools are not effective. Many adequately explain Apple’s success. Iment of a prototype of the visual promising scalable businesses are develop the theory and methodologysearch engine which is highly and failing or have stunted growth in of “Value Disruption Design (VDD).”internationally acclaimed. But, … customers and revenue. This book illustrates my findings …
  • 16. WHAT IS THIS VISUAL HANDBOOK ABOUT? Business Modeling Tools for the Systematic Pursuit of Greatness At its Core, this Book is AboutBusiness Modeling Tools for The Mission of “Radically Improve AP The World’s Level of Greatness” While Starting and EncouragingConversation About Disruptive Models for Eliminating the High Failure Rate of Product and Business Launches
  • 17. WHAT IS THIS VISUAL HANDBOOK OPERATIONALLY ABOUT? Helping Underdogs to Systematically Achieve Greatness This Book Is Further About Reinventing a Simpler Way for AP The Majority of the World to Excel atBusiness Inspiration & Risk Management, Innovation, Branding, and Storytelling
  • 18. WHAT IS THIS VISUAL HANDBOOK FINALLY ABOUT? Radically Improve the World’s Level of GreatnessUsing a Fractal Notecard (Notecard of Notecards),This Book Presents Unique Business Modeling Tools - “Cosmic Evolution andA Disruption” Framework, P Business DNA Model, and “Underdog vs. Top Dog” Disruption Theory - For Systematically Achieving Greatness
  • 19. WHAT IS A DISRUPTIVE ORGANIZATION? Radically Improve the World’s Level of Greatness A Disruptive Organization Is A Living System Aor Potential Hero P That Disrupts or Topples a Top Dog’sBusiness Model in an Existing Ecosystem Or Becomes the New Top Dog In a “Blue Ocean” Ecosystem
  • 20. DOES “DISRUPTION” MEAN ANARCHY? “Disruption is Not Anarchy. ItA P isA Strategically Directed Shake-up.” Jean-Marie Dru
  • 21. A NOTE I Have Used the Word “Hero” To Refer to AP A Hero (Masculine Living System) As Well AsA Heroine (Feminine Living System)
  • 22. TABLE OF CONTENTS - Overview UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business ModelsIntroducing Value Disruption Design Part 1: Basic Business Modeling Application of Basic Business Model-(VDD) Tools of Value Disruption Design ing Tools Page 35 Page 336 Page 380Part 2: Intermediate Business ITENNWH Application of Intermediate BusinessModelingTools of Value Disruption UNDERDOG TO TOP DOG Modeling ToolsDesign How Leaders Like Steve Jobs and Apple Page 388 Create Disruptive Business Models Page 392One More Thing … One Last Thing … Collaborators Page 398 Page 404 Page 407
  • 23. TABLE OF CONTENTS - Details UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business ModelsIntroducing Value Disruption Design Part 1: Basic Business Modeling Application of Basic Business(VDD) Page 35 Tools of Value Disruption Design Modeling Tools Page 380Big Picture of VDD 36 Page 336The Disruptor’s Arrow of Time 60 The Hero’s Experience JourneyDetailed Picture of VDD 124 & Dashboard 341Business DNA Modeling 146 Roles, Personas, and Tactics forThe Underdog/Hero’s Journey 196 Underdogs 372Steve Jobs/Apple’s Journey 209Part 2: Intermediate Business ITENNWH Application of IntermediateModeling Tools of Value Disruption UNDERDOG TO TOP DOG Business Modeling Tools Page 392Design Page 388 How Leaders Like Steve Jobs and Apple Create Disruptive Business ModelsOne More Thing … Page 398 One Last Thing … Page 404 Collaborators Page 407Business Model Warfare 399
  • 24. WHAT’S UNIQUE ABOUT THIS VISUAL HANDBOOK? This Book Introduces the Strategy ofBusiness Inspiration & Risk Management (BIRM) AP - That Is, Value Disruption Strategy - Especially Through The Lens and Achievements Of Steve Jobs and Apple
  • 25. DESIREDRESULT
  • 26. ONE MORE UNIQUE THING … The Foundation of Tools for Value Disruption Design in This Book is AP Arthur Eddington’s “Arrow of Time” WhereTime Stretches From Zero (“Big Bang”) to Eternity And Space Stretches From Zero to Infinite Space
  • 27. WHO IS THE STRATEGIC USER FOR THIS VISUAL HANDBOOK? Ideally, This Book Is For A Challenged But Inspiring Mentor: A Leader, Coach, or an Organization APThat is Struggling to Inspire Heroes and Disruptors to Achieve Greatness inA Highly Volatile, Competitive, and Risky Environment (Nightmare Ocean) of Launching Products and Businesses
  • 28. THE OPERATONAL USER This Book Targets Potential Heroes and In Particular, Value Disruption Designers: APUnderdogs Who Want to Positively Disrupt the Status Quo and Systematically Achieve Greatness – Business Model Disruptors, Planners & Performance Managers Disruptive Product Inventors & Innovators Disruptive Business Valuators Disruptive Marketers and Advertisers Disruptive Brand Experts & Strategists Disruptive Storytellers & Presenters
  • 29. HOW YOU CAN SERIOUSLY USE THIS VISUAL HANDBOOK”Greatnesspedia:” A Collaborative Encyclopedia of Business Modeling Tools for Systematically Achieving Greatness This Unique 3-in-1 Visual Handbook Can Be Used As AP  A Book of Cutting-edge Business Ideas  A Book of Business Quotes  A Book of Business Modeling Tools For Achieving Greatness
  • 30. CREATE YOUR OWN “PLAYBOOKS” OUT OF THIS VISUAL HANDBOOK Systematically Achieve Greatness This Visual Handbook Is A Fractal Book: A Book of Books of Notecards Based on Themes or Topics of Interest, AP You Can Select, Print, and CollateNotecards to Form Personal “Playbooks:”A Cool Collection of Thematic Notecards Such As On Topics of Disruption, Business Models, or Apple
  • 31. A FUN AND CREATIVE WAY TO USE THIS VISUAL HANDBOOK Creative Ideas Can Be Obtained From Anywhere Steps for Using This Handbook In a Fun and Creative Way:1. AP Write Down a Tough “Open-ended” Problem or Question.2. Choose a Random Page or “Notecard” of This Visual Handbook.3. Use the Content of the Randomly Selected Page or Notecard as an “Idea Prompter” and Creatively Generate Ideas for Solving the Problem or Answering the Question.
  • 32. THE UMBRELLA AND MARKET OF UNDERDOGS Underdogs Come in Many Guises. Every Underdog is a Potential Hero (Top Dog). David; Robin Hood; Spider-Man  Challenger  Startup; Upstart Cinderella; Potential Hero(ine)  Contender  Adventurer; Explorer; Pioneer Ugly Duckling; Rudolf (Reindeer)  Potential/Actual Loser  New Entrant; Powerless; Weak Dark Horse; Rocky Balboa  Disadvantaged; Marginalized  Beginner; “Caterpillar” Stone Which the Builders Rejected  Underling; Dwarf  Novice; Baby; Child; Infirm Tortoise  Weakling; Lower Class  Amateur; Experimenter Disruptor; Rule-breaker ITENNWH  Game-changer; Rule-maker Disruptive Innovator/Innovation  Paradigm Shaper; Questioner Rebel; Anarchist; Rascal  Paradigm Shifter; Free Thinker Revolutionary; Revolter UNDERDOGS  Rule-breaker; Unbeliever Non-conformist; Heretic  Contrarian; Dissenter; Doubter Insurgent; Guerilla; Pirate  Change Agent; Cynic; Skeptic Outlier; Outsider; Minority  Outlaw; Renegade; Iconoclast  Black Swan; Contrarian; Island Deviant; Fringe; Edgy  Dissident; Anti-establishment  Butterfly’s Wings Odd; Anomaly; “Crazy One”  Unpopular; Unattractive  Silent Majority; Masses; Hoi Polloi Banished; Prisoner; Blacksheep  Poor; Disenfranchised; Abused  Despised; Untouchables Servant; Slave; Sufferer  “Struggler”; Unemployed; Lost  Bottom of the Pyramid; Scorned Stranger; Deserter; Rejected  “Asymmetrical Thinker”  Underprivileged; Wretched Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 33. WHAT WOULD YOU DOIF YOU WERE THREATENED AP BY A TOP DOG?
  • 34. OUR UNIQUE PROMISE You Would Become Greater Create Great Products,Services, and Business Models That Reinvent Industries And Change The World
  • 35. INTRODUCING …VALUE DISRUPTION DESIGN AP (VDD)
  • 36. THE BIG PICTURE OF APVALUE DISRUPTION DESIGN
  • 37. THE VISIBLE HAND:Business Modeling Tools For AP Systematically Achieving Greatness
  • 38. Value Disruption Design Is Synonymous with ScalableBusiness Model Disruption:Up to Level of the Universe
  • 39. Unlike in Classic Business Model Disruption, Value Disruption Design Is Based on The Unique Framework of“Cosmic Evolution and Disruption (CED)”
  • 40. Value Disruption Design Introduces A Living Systems Paradigm ForEngaging and Inspiring the Human Spirit
  • 41. Value Disruption Design IsA Living System Methodology:Like in a Living System or Body, All Parts of the Methodology Are Related and Dynamic
  • 42. The Mission of Value Disruption Design is AP “Radically ImproveThe World’s Level of Greatness”
  • 43. IMPROVING THE WORLD’S LEVEL OF GREATNESS Frames or Stages in the Evolution and Disruption of Global Economy Models (GEMs) Extraction Industry Manufacturing Industry Service Industry Experience Industry Agriculture/ Gamifica- Mining tion/ Immersion GLOBAL ECONOMY MODELSCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 44. “We Can’t Solve Problems By UsingThe Same Kind of Thinking We UsedWhen We Created Them” Albert Einstein
  • 45. Greatness IsRelative
  • 46. CHAOS IS THE ORDER OF THE UNIVERSE In Our Universe,Entropy (Chaos/Disruption) Is The Rule WhileNegentropy (Order/Stability) Is The Exception
  • 47. THE BIG DISRUPTION Our Universe IsA Living Space-Time Fabric Whose Birth Started With A “Big Bang”
  • 48. BUSINESS MODEL VISUALIZATION We Owe, to Disruption, the Birth of our Universe The Living Space-Time Fabric of the Universe As Well As Business ModelsCan be Visualized Using Fractal Graphic Organizers: Arrow of Time DNA Model 3x3 Fractal Grid (“Tic-Tac-Toe”)
  • 49. CATEGORIES AND MAIN APPLICATIONS OF VALUE DISRUPTION DESIGN Business Modeling Tools for Organizational and Personal Greatness, Innovation, Change Management, Disruption, and TransformationORGANIZATIONAL VALUE DISRUPTION DESIGN PERSONAL VALUE DISRUPTION DESIGNBuild Great Organizational Models Build Great Personal Models Business Greatness; Product/Service Greatness  Employee Greatness Non-Profit Organizational Greatness  Individual Greatness Rural/Urban/Regional Greatness  Team Greatness National/Global Greatness a  Family Greatness CATEGORIES ANDTool: Organizational Arrow of Time (OAT) MAIN APPLICATIONS Tool: Personal Arrow of Time (PAT) OF VALUE DISRUPTION DESIGNTransformations in Organizational Model Transformations in Personal Modelo Pain - Delight o Pain - Pleasureo Red Ocean – Blue Ocean o Stuck – Unstuck; Fearful - Fearlesso Underdog – Top Dog o Chaos – Ordero Convention – Positive Disruption o Poor – Richo Crisis – Opportunity o Insecurity – Confidenceo Low Profitability – High Profitability; Poverty-Wealth o Uncreative – Highly Creative o Low Performance – High Performance o Slow Learner – Fast Learner o Lowly Innovative – Highly Innovative o Sadness – Happiness Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 50. The Dream or Fractal Goal Of Value Disruption Design Is To Radically ImproveThe World’s Level of Greatness
  • 51. ELEMENTS OF GREATNESS Complementary Elements for Determining “Level of Greatness”FUN & HAPPINESS FREEDOM & SUSTAINABILITY CONNECTEDNESS & LOVEPRIDE & JOY ELEMENTS OF GREATNESS ELEGANCE & BEAUTY 8 Ideals for Engaging and Inspiring The Human SpiritDISCOVERY & ENLIGHTENMENT GAME-CHANGE PHYSICAL GREATNESS  Food  Housing; Clothing  Travel  Health; Safety/Defense  Financial Wealth
  • 52. “If You Do Not Know How toAsk the Right Question, You Discover Nothing” Edwards Deming
  • 53. Value Disruption Design Focuses on Answering Two Existential (“Greatness”) Questions About Space and Time:1. Who are we?2. How to be great?
  • 54. VALUE DISRUPTION DESIGN’S RESPONSES TO THE TWO GREATNESS QUESTIONS People Make Decisions Based On Their Perception of Who They Are and How They Want to Be GreatWHO ARE WE? HOW TO BE GREAT? HIERARCHY OF Always Use the Business Modeling Tools of LIVING SYSTEMS Value Disruption DesignUnderdog TOP DOG Disruptor’s Arrow of Time a VALUE DISRUPTION DESIGN’S RESPONSESA Unique Approach to Defining TO THE TWOWho We Are GREATNESS QUESTIONS Our Place in the Universe or Cosmos Level of Strategic Greatness or Actualization - Quality of Living: Physical; Intellectual; Emotional; Spiritual Greatness or Value Level of Tactical Greatness or Utility - Pain: Cost; Inaccessibility; Complexity; Time - Delight: Functionality; Quality; Brand; Customization (Personalization) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 55. QUESTIONS RELATING TO “WHO ARE WE?” Elements of Identity, Culture, and Human-centered Business Models What is our Identity?  What business are we in?  Are we underdogs or top dogs? What is our culture?  What is our positioning?  How to make ourselves, society, and the world greater? What is our brand/cause?  What is our core message or Identity Value Proposition (IVP)? What are our core values? Where do we come from?  Where must we go? QUESTIONS RELATING TO  What is our mission/vision/ “WHO ARE WE?” core purpose? How must we get there?  What are our SWOTs:  What is our next journey? - S: Strengths? What are obstacles, barriers, - W: Weaknesses?  What are our aspirations and or constraints? - O: Opportunities? needs? - T: Threats? What are our passions, unique gifts, talents, and resources?  How to be great? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 56. 8 BASIC PERSONAS FOR ACHIEVING GREATNESS Who are we: physically, emotionally, intellectually, and spiritually?J: JUDGE (1-10) P: PERCEPTOR (1-10) E: EXTRAVERT (1-10) Prefers to deal with structured  Prefers to deal with open options  Externally/Outwardly oriented situations; Goal-oriented  Flexible with respect to deadlines  Sociable; Outgoing; Talkative Seriously establishes deadlines  Prefers adaptation & spontaneity  Multiplicity of relationships Weighs evidence before deciding  Likes to ‘treasure-hunt’  Expends a lot of physical energy Plans ahead; Seeks closure  Likes to wait and see; Easygoing  Interested in external activitiesI: INTROVERT (1-10) ITENN 8 BASIC PERSONAS T: THINKER (1-10) Internally/Inwardly oriented FOR  Likes objectivity, principles, Territorial; Quiet; Reflective ACHIEVING GREATNESS criteria, and logical analysis Limited relationships with people  Impersonal approach Conserves energy; Reserved ------------------------  Good at argumentation/critique Interested in internal activities Key: 1 – Low; 10 - High  Values competence and justiceF: FEELER (1-10) S: SENSOR (1-10) N: INTUITIONIST (1-10) Likes subjectivity and value  Prefers facts; Detail-thinking  Values hunches and inspirations More personal approach to  Focuses on present  Focuses on visions of future people and projects; caring  Realistic; Practical  Speculative; Big picture-thinking Appeals to emotions; Empathetic  Down-to-earth  Imaginative; Innovative Values harmony  Believes in actualities  Believes in possibilities/varieties Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 57. GREATNESS CHART FOR VALUE DISRUPTION DESIGNERS Self-Assessment Greatness Chart: Where currently are you? Where must you go? Mission/Goal/Vision/Value Proposition/Job To Be Done: ………..…………………………………………………………………….……... Passion in Domain 10 8 Salesmanship Vision (Trends) in (Competitiveness) 6 Domain 4 2 0 Engaging Focus Presentation (Concentration) (Storytelling) • R: Review • Q: Question • O: Observe; Disrupt; Prototype Creativity/Design • N: Network with Validated Execution (Content/Useability) • E: Experiment with (Prototype) • S: Synthesize Great Value Disruption Designer Challenged Value Disruption DesignerCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 58. PRAGMATIST vs. VISIONARY Zooming In vs. Zooming Out for Achieving GreatnessPRAGMATIST: Worm’s Eye View VISIONARY: Bird’s Eye View Likes to zoom in and see the details  Likes to zoom out and see the big picture (worm’s eye view) (bird’s eye or panoramic view) Brings operational situations into sharp focus  Maps the big picture, vision, and strategy Focuses on problem and execution PRAGMATIST  Focuses on solution and strategy a vs. Deals with facts, analysis, and logic VISIONARY  Deals with intuition and feelings ------------------------ Likes to look for root-causes  Driven by trends and patterns “WHO ARE WE?” Disdains Strategic/Business Plans  Favors Long-term Vision Uses local (detailed) thinking  Uses global (big picture) thinking Pursues incremental improvements  Pursues disruption and game-change May miss the context, environment, or big picture  May miss the details or “nuts and bolts“  Thrives in business model improvement  Thrives in businesss model disruption Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 59. LAW OF GREAT LIVING SYSTEMS A Pillar of Value Disruption Design for Great Business Models, Products, Services, and Organizations A Sustainable and Great Living SystemContinuously Maximizes Greatness- Minimizes Pain and Maximizes Delight - In its Ecosystem. Greatness = Value = Otherwise, Delight/Pain = 1/Trade-offthe Living System Declines or Dies.
  • 60. THE DISRUPTOR’S ARROW OF TIME AP A Visual Tool for Zoomable Business Modeling, Storytelling, Presentation,Planning, Problem Solving, Innovation, and Performance Management
  • 61. The Ubiquitous Tool Of Value Disruption Design IsThe Disruptor’s Arrow of Time (An Invention of Rod Kuhn King)
  • 62. The Intuitive Tool OfThe Disruptor’s Arrow of Time Is the Culmination of 20 Years of Post-doctoral Research and Synthesis of Ideas and Tools for ProblemSolving in Multiple Disciplines
  • 63. In Essence,The Disruptor’s Arrow of Time Is A Novel Segmentation of The Classic Timeline
  • 64. A Visual Explanation:Disruptor’s Arrow of Time = Vision Classic Timeline + Board
  • 65. Value Disruption Designers Such As Steve Jobs and Apple Intuitively Use the Logic ofThe Disruptor’s Arrow of Time
  • 66. The Disruptor’s Arrow of Time Will Help You to Understand“Cosmic Evolution and Disruption” While You Make Great Positive Change In Business, Personal Life, and The World at Large
  • 67. The Disruptor’s Arrow of Time Provides a Visual Platform for the Emerging “Gamification” ofStrategic Planning and Management As Well As Business Model Disruption And Business Intelligence
  • 68. From a Human-centered View, The Disruptor’s Arrow of TimeProvides a Shared Visual Language And Tool For Becoming Greater: A Greater … Leader, Coach, Organization, Professional, Strategist, Entrepreneur, Employee, Citizen,Rural Area, City, Region, Country, or World
  • 69. In Theory,The Disruptor’s Arrow of Time Is A Living Space-Time Fabric (Space-Time Omniscope) That Envelopes All Objects And Contains All Knowledge In The Universe: Past, Present, and Future
  • 70. LIVING SPACE-TIME FABRIC FOR VALUE DISRUPTION DESIGN Cosmic Evolution and Disruption (CED) Framework: Zooming In and Out of Space and Time MACROCOSMIC SYSTEMS & DISRUPTION Creative Destruction Universe Law of Entropy Big Bang Theory Religious Stories of Disruption and Creation Cosmos MESOCOSMIC SYSTEMS & DISRUPTION Galaxies Law of Great Living Systems MICROCOSMIC SYSTEMS & DISRUPTION Solar System Earth Undreamable Nations Dreams Regions Stars Disruptor’s Arrow of Time Universal Organizations Ideals/ Living Systems Localities BeliefsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 71. PEOPLE WHO TACITLY USE THE DISRUPTOR’S ARROW OF TIME Customer Segments for The Disruptor’s Arrow of Time: Space-Time Thinker VISIONARIES  DESIGNERS  BUSINESS MODEL DISRUPTORS PLANNERS/SCHEDULERS  INNOVATORS  ENGINEERS/PROBLEM SOLVERS ARCHITECTS  INVENTORS  ANALYSTS/SYSTEM THINKERS IDEA GENERATORS  VISUALIZERS/IDEA MANAGERS  PROCESS MANAGERS MARKETERS/BRANDING AGENTS  STRATEGISTS PEOPLE GAME-CHANGERS WHO  DEVELOPERS/VALUATORS TACITLY USE CHANGE AGENTS  POLICY MAKERS THE DISRUPTOR’S COACHES/TRAINERS ARROW OF TIME  DECISION-MAKERS EVOLUTIONARY BIOLOGISTS/  WRITERS/COMMUNICATORS MISCELLANEOUS ECONOMISTS  REVOLUTIONARIES/SEERS  THERAPISTS/MOTIVATORS COSMOLOGISTS  PUPILS/STUDENTS/TEACHERS/  ANTHROPOLOGISTS LECTURERS FUTURISTS/FORECASTERS/ TREND WATCHERS  HISTORIANS/“TIME TRAVELERS”  PATTERN THINKERS Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 72. THE MANY “FACES” OF THE DISRUPTOR’S ARROW OF TIME Static and Dynamic Forms of the Disruptor’s Arrow of Time (Space-Time Grid) Timeline; Evolutionary Timeline  Value Chain  SIPOC Diagram Plan; Sequence of Plans  Supply Chain  Fishbone Diagram Calendar; Diary; Journal  Business DNA Model  Balanced Scorecard Storyboard; Story; Storyline  Business Model Canvas  Gantt Chart; Swimlane Diagram Golden Circle  Strategic Plan THE MANY “FACES” Journey  Business Plan; Action Plan OF Space-Time Grid THE DISRUPTOR’S  Development/Growth Plan ARROW OF TIME Time Machine  Travel Plan: Land; Sea; Air Lifecycle ; DNA  Behavior over Time  System Hierarchy Space-Time Grid  Performance Over Time  Space Hierarchy 9 Windows Diagram  Time-based Graphs  Nested Spaces: Russian Dolls; Chinese Boxes 3x3 Fractal Grid  Dynamic Models  Movie Frames Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 73. OPERATIONAL BENEFITS AND VALUE OF THE DISRUPTOR’S ARROW OF TIME AdvantagesFUNCTONALITY & VERSATILITY QUALITY BRAND/IMAGE Used to organize ideas about the  Highly visual and brain-friendly  “Best of both worlds” - Can be evolution of objects in space/time  Incredibly logical and rich used effectively by underdogs Personal/Business/Org. Greatness structure as well Top Dogs Versatile: easy to use at various  Efficient organizer of ideas and  Fun to use levels of an organization objects in space and timePERSONALIZATION ITENNWH OPERATIONAL BENEFITS ZOOMABLE PAGE SIZE & ZERO COST AND Customizable: Can easily be  Fits on one page VALUE personalized and made unique  One can zoom in or zoom out of OF items on a single page THE DISRUPTOR’S  Template is freely available ARROW OF TIME  Saves money in projectsTOTAL ACCESSIBILITY SIMPLICITY ZERO TIME Freely available on the Internet:  Simple to understand and use  Can instantly be prepared can be accessed from anywhere  Easy to work through past,  Can be learned and applied present, and future situations or instantly at a basic level evolution of models  Saves time in generating, organiz- ing and analyzing ideas in projects Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 74. The Disruptor’s Arrow Is The Tacit/Explicit Framework for Power Tools in Domains Such As Creativity: Brainstorming; Envisioning; Vision Board Innovation/Problem Solving: TRIZ; Theory of Constraints Planning: Five Forces; Value Chain; Value Net; SWOT Analysis Analysis: Fishbone Diagram; SIPOC Diagram; Root-cause Design: Disruption; Business Model Design; Product Design Scenario-Making: Affinity Diagram Writing/Presentation: Storyboarding
  • 75. Use The Disruptor’s Arrow of Time To Gain Insights On Past, Present, and Future Systems In the Universe: You; Your Job/Career/Activity; Family; Society Products; Services; Process; Market; Industry Enterprise/Business; Organization; Government Locality; Region; Nation; World Personal Model; Business Model; Industry Model
  • 76. INTERESTING EXERCISE ON USING THE DISRUPTOR’S ARROW OF TIME Value Disruption Design in Practice 1. ChooseAny System, Frame, Situation, or Problem: You, Product, Service, or Organization. 2. Explore Scenarios Such as for Great “You’s, Products, Services, Organizations, or Business Models” Using The Lens or Business Modeling Tool of The Disruptor’s Arrow of Time
  • 77. Visual Templates OfThe Disruptor’s Arrow of Time AP Master The Art and Science of Zooming Out and Zooming In On Frames In Space and Time
  • 78. “Leaders Need Multiple Perspectives ToGet a Complete Picture. AP Effective LeadersZoom In and Zoom Out.” Rosabeth Moss Canter
  • 79. DISRUPTOR’S ARROW OF TIME (DAT) Logic of Zooming In and Out of the Four Frames (Spaces, Blocks, Zones, or “Boxes”) of Time PAST PRESENT FUTURE (“As Was”) (“As Is”) (“To Be”) IDEALS/DREAMS/ GREATNESS (“Timeless”) GREAT RESULTPragmatist; Visionary;Analyst; Engineer: Zooming Designer; Artist:Logic; Facts Emotion; Feelings Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 80. DISRUPTOR’S ARROW OF TIME: Detailed View of a “Space-Time Omniscope”Visual Timeline and Frames for Organizing and Managing Information for All Living and Non-living SystemsPAST PRESENT FUTURE  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term GREAT RESULT  Long-term Big Bang (“Cosmic Egg”)HOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 81. CATEGORIZATION OF STATES AND EVENTS USING DISRUPTOR’S ARROW OF TIME A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living SystemsPAST FRAME PRESENT FRAME FUTURE FRAME Past Reality  Present Reality  Future Reality  Future States IDEALS/DREAMS/ History  Current Affairs  Visions; Plans GREATNESS  Predictions Past States  Existing States  Forecasts GREAT RESULT  Scenarios Past Scene(s),  Present Scenes,  Bets; Projections Stories, and Events Events, and Processes  Fantasies; FictionHOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 82. BASIC QUESTIONS FOR THE DISRUPTOR’S ARROW OF TIME A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living SystemsPAST (“As was”) PRESENT (“As is”) FUTURE (“To be”)Where were we? Where are we? Where will/must we IDEALS/DREAMS/ go? GREATNESS  S: Strengths  O: Opportunities GREAT RESULT  W: Weaknesses  T: ThreatsHOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 83. NESTED SYSTEMS FOR THE DISRUPTOR’S ARROW OF TIMEEvolution of Nested (Multi-level) System at the Level of a Nation: The Greatness of the Internal and External Varies PAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM  Short-term IDEALS/DREAMS/ National GREATNESS Regional  Medium-term Local IDEAL SYSTEM  Long-term (IDEAL ANTI-SYSTEM) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 84. JOB (ACTIVITY) PLAN AND EVOLUTION: OverviewIn Theory, the Job (Activity) Plan is a Universe and Frame of All Job (Activity) Plans: Past, Present, and Future PAST JOB (Activity) PRESENT JOB (Activity) FUTURE JOB (Activity)  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term IDEAL JOB (ACTIVITY)  Long-term (IDEAL ANTI-JOB) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 85. ARCHETYPAL STORY OF THE AMERICAN DREAM Engaging and Inspiring the Human SpiritPAST PRESENT FUTURE AMERICAN UNDERDOG TOP DOG IDEALS/DREAMS/ GREATNESS  Life GREAT PERSON/HERO  Liberty  Pursuit of HappinessHOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 86. DRAMATIC EVOLUTION FROM UNDERDOG TO TOP DOG Elements of a Dramatic Underdog/Hero’s JourneyPAST PRESENT FUTURE Villain Underdog Top Dog IDEALS/DREAMS/ GREATNESS GREAT PERSON/HEROHOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 87. “BAD-GOOD-GREAT” ARROW OF TIME Elements of a Transformation-to-Greatness Cycle in a Complex Adaptive SystemBAD GOOD GREAT IDEALS/DREAMS/ GREATNESS GREAT SYSTEM/RESULTHOW? WHY?Left Brain: Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 88. STORYTELLING AND WRITING USING THE DISRUPTOR’S ARROW OF TIME Surprise vs. Suspense Scenarios and PresentationsPAST PRESENT FUTURE  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term GREAT SYSTEM/HERO  Long-termHOW? “Zig” “Zag” WHY? Story of Story of SURPRISE SUSPENSE Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 89. DISRUPTIVE VISION PRESENTATION: President John F. Kennedy Engaging and Inspiring the Human SpiritPAST PRESENT FUTURE  Short-term  Medium-term: “I believe that this nation IDEALS/DREAMS/ should commit itself to GREATNESS achieving the goal, before this decade is out, of landing a man on the moon and return- GREAT AMERICA/HERO ing him safely to the earth.”  Long-termHOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 90. DISRUPTIVE VISION PRESENTATION: Rev. Dr. Martin Luther King Engaging and Inspiring the Human SpiritPAST PRESENT FUTURE  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term GREAT AMERICA/WORLD  Long-term “I HAVE A DREAM”HOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 91. ANALOGICAL PROBLEM SOLVING ON ARROW OF TIMEProblem-Solution Journey That Systematically Uses Analogies as in TRIZ (“Theory of Inventive Problem Solving”) SITUATION (SYSTEM) PROBLEM SOLUTION Description  Specific Problem/  Specific Solution/ IDEALS/DREAMS/ Contradiction (-/+) Contradiction (-/+) GREATNESS/ IDEAL FINAL RESULT (IFR)  ZERO PAIN (Cost: -)  Generic Problem/  Generic Solution/  INFINITE DELIGHT Contradiction (-/+)/ Contradiction (-/+)/ (Benefit: +) Problem Analogy Solution AnalogyHOW? WHY?Left Brain: Zooming Right Brain:Logic; Cause Emotion; Effect Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 92. SYSTEM PLAN AND EVOLUTION: Overview In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and FuturePAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term IDEAL SYSTEM/RESULT  Long-term (IDEAL ANTI-SYSTEM) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 93. SYSTEM PLAN AND EVOLUTION: Fractal Grid Map (Zooming In/Out) In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and FuturePAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term IDEAL FINAL GREATNESS:  Long-term  ZERO PAIN (Cost: -)  INFINITE DELIGHT (Benefit: +) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 94. SYSTEM PLAN AND EVOLUTION: Living DNA Model In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and FuturePAST DNA PRESENT DNA FUTURE DNA  Short-term IDEALS/DREAMS/  Medium-term GREATNESS  Long-term IDEAL DNA/RESULT:  ZERO PAIN (Cost: -) D N A D N A D N A  INFINITE DELIGHT (Benefit: +)KeyD Design N Needs A Aspirations Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 95. SYSTEM PLAN AND EVOLUTION: Concept/Mind Map In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and FuturePAST BUS. DNA PRESENT BUS. DNA FUTURE BUS. DNA  Short-term  Medium-term IDEALS/DREAMS/  Long-term GREATNESS A A A Bus. Bus. Bus. IDEAL BUSINESS DNA: DNA N DNA N DNA N  ZERO PAIN (Cost: -)  INFINITE DELIGHT D D D (Benefit: +)KeyD Design N Needs A Aspirations Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 96. LIVING SYSTEM PLAN AND EVOLUTION: Nested Map (Multi-level Zooming)In Theory, the Living System Plan is a Universe and Frame of All Living System Plans: Past, Present, and Future PAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM  Short-term  Medium-term IDEALS/DREAMS/  Long-term GREATNESS Impact (Result:-/+) Impact (Result:-/+) Impact (Result:-/+) IDEAL LIVING SYSTEM: Environment Environment Environment  ZERO PAIN (Cost: -) System System System  INFINITE DELIGHT (Benefit: +) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 97. TECHNICAL SYSTEM PLAN AND EVOLUTION: Multi-level ZoomingThe Most Effective Problem Solvers, Inventors, and Innovators Zoom In and Zoom Out of a Given Frame or System PAST PRESENT FUTURE TECHNICAL SYSTEM TECHNICAL SYSTEM TECHNICAL SYSTEM  Short-term  Medium-term IDEALS/DREAMS/  Long-term GREATNESS Result:-/+ Result:-/+ Result:-/+ Supersystem Supersystem Supersystem IDEAL FINAL RESULT:  ZERO PAIN (Cost: -) System/ System/ System/  INFINITE DELIGHT Elements Elements Elements (Benefit: +) [ANTI- SYSTEM] Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 98. ASPIRATION MAP ON DISRUPTOR’S ARROW OF TIME Engaging and Inspiring the Human Spirit for Inventive Problem SolvingPAST SYSTEM: PRESENT SYSTEM: FUTURE SYSTEM:  PAIN (Disadvantages: -)  Problem; Complexity  Short-term  Waste; Defects; Errors IDEALS/DREAMS/  Cost; Size; Friction GREATNESS  Inconvenience; Delay  Medium-term Result: -/+  Constraints; Obstacles IDEAL FINAL GREATNESS: Bus. Ecosystem  Contradictions; Death ...  Long-term  DELIGHT (Advantages: +)  ZERO PAIN Enterprise  Revenue; Accessibility  INFINITE DELIGHT  Functonality ... Delight(+) Pain (-) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 99. DISRUPTION ADVERTISING, MARKETING, AND BRANDING Engaging and Inspiring the Human SpiritPAST PRESENT FUTURE CONVENTION DISRUPTION  Short-term IDEALS/DREAMS/ GREATNESS  Medium-term VISION  Long-term GREAT BRAND Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 100. GLOBAL ECONOMY MODEL (GEM) PLAN: Overview Frames or Stages in the Development of Dominant Paradigms and Industries in Global Economy Extraction Manufacturing Service Industry Model Industry Model Industry Model IDEALS/DREAMS/ GREATNESS Agriculture/ Physical Service/ Experience Mining Product Knowledge Industry Industry Industry Industry ModelCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 101. GLOBAL ECONOMY MODEL (GEM) PLAN: Zooming In (Exploded View) Frames or Stages in the Development of Dominant Paradigms and Industries in Global Economy Extraction Manufacturing Service Industry Model Industry Model Industry Model IDEALS/DREAMS/ GREATNESS Agriculture/ Physical Service/ Experience Mining Product Knowledge Industry Industry Industry Industry Model New or Potential Entrants (Complementors) Suppliers INDUSTRY, COMPANY, OR SYSTEM Customers (Inbound) (Supply/Value Chain; Value Net) (Buyers) Competitors (Substitutors)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 102. 3D-INDUSTRY MODEL: Picture Frame (Center-Periphery Format) How Attractive or Great is the Industry (Company, System, or You)?GLOBAL ENVIRONMENT/SHARED GREATNESS (RESULT: -/+) New or Potential Entrants (Complementors) INDUSTRY, COMPANY, Suppliers Customers (Inbound) SYSTEM, OR YOU (Buyers/Users) (SUPPLY/VALUE CHAIN;  Delighters VALUE NET)  Satisfiers  Dissatisfiers  Unserved Competitors (Substitutors) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 103. 3D-INDUSTRY MODEL: Picture Frame (With Forces/Linkages/Relationships) A Force Can Be a Strength (Bargaining Power) , Weakness, Opportunity, or ThreatGLOBAL ENVIRONMENT/SHARED GREATNESS (RESULT: -/+) New or Potential Entrants (Complementors) INDUSTRY, COMPANY, Suppliers Customers (Inbound) SYSTEM, OR YOU (Buyers/Users) (SUPPLY/VALUE CHAIN;  Delighters VALUE NET)  Satisfiers  Dissatisfiers  Unserved Competitors (Substitutors) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 104. 3D-INDUSTRY MODEL: External Players and Greatness Factors Main Source: Based on Porter, M. (1998) Competitive Advantage. New York: The Free Press. Porter, M. (1998) Competitive Strategy. New York: The Free Press.GLOBAL ENVIRONMENT/SHARED GREATNESS (RESULT: -/+) Channel/distributor concentration Differentiation of channels/distributors Cost New or Potential Entrants Price/ relative to Backward Integration Forward Integration total purchases (Complementors) Virality Volume/ Cost advantages Trends/Patterns Total purchase Supplier concentration ROI Government policy Tipping point Buyer concentration Differentiation of inputs Product differentiation INDUSTRY, Backward/Forward Backward Integration COMPANY, Integration Suppliers Customers/Users Forward Integration SYSTEM, OR YOU Switching costs Impacts of input on cost & (SUPPLY/VALUE CHAIN; Impacts of differentiation quality/performance VALUE NET) Importance of volume and Incentives for speed to supplier decision-makers Diversity Relative price performance of substitutes Presence of Competitors Product differences Overcapacity Buyer info’ substitute inputs Access to distribution (Substitutors) Buyer Capital requirements Fixed costs/value added Information complexity profits Economies of scale Brand identity Buyer propensity to substitute Entry barriers Exit barriers Switching costs Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 105. 3D-INDUSTRY MODEL: Fractal Picture Frame (“Picture Frame-in-Picture Frame”) How Attractive or Great is the Industry (Company, System, or You)?GLOBAL ENVIRONMENT/SHARED GREATNESS (RESULT: -/+) New or Potential Entrants (Complementors) LOCAL ENVIRONMENT/ SHARED GREATNESS (RESULT: -/+) Complementors Suppliers INDUSTRY, Customers Suppliers COMPANY, Customers (Inbound) SYSTEM, OR YOU (Buyers/Users)  Delighters Competititors  Satisfiers  Dissatisfiers  Unserved Competitors (Substitutors) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 106. BUSINESS MODEL PLAN: OverviewIn Theory, the Business Model Plan is a Universe and Frame of All Business Models: Past, Present, and Future PAST PRESENT FUTURE Business Model Business Model Business Model IDEALS/DREAMS/  Short-term GREATNESS  Medium-term IDEAL BUSINESS MODEL:  ZERO PAIN (Cost: -)  Long-term  INFINITE DELIGHT (Benefit: +) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 107. BUSINESS MODEL PLAN: DNA Model (Exploded View)In Theory, the Business Model Plan is a Universe and Frame of All Business Models: Past, Present, and Future PAST PRESENT FUTURE Business DNA Model Business DNA Model Business DNA Model IDEALS/DREAMS/ GREATNESS/GREAT MODEL D Design N Needs A Asp.Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy (Product/ Channels/ Customer Rel. ment: GreatnessPartners Brand/IP Infra’ Service) Distributors Management Global (Profit) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 108. PAST, PRESENT, AND FUTURE BUSINESS MODELS: Checklist of Questions States of Business Models in TimePAST (“As Was”) PRESENT (“As Is”) FUTURE (“To Be”)Business Model Business Model Business Model HOW was it done? IDEALS/DREAMS/  HOW to do it?  HOW will it be done? GREATNESS WHAT was done?  WHAT to do?  WHAT will be done? IDEAL BUSINESS MODEL: WHY was it done?  WHY do it?  WHY will it be done?  ZERO PAIN (Cost: -)  INFINITE DELIGHT (Benefit: +) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 109. PHASES OF DISRUPTOR’S ARROW OF TIME Ticking of Biological Clock Towards GreatnessPHASE 1 PHASE 2 PHASE 3(FRAME 1) (FRAME 2) (FRAME 3) IDEALS/DREAMS/ GREATNESS (“Timeless”) GREAT SYSTEM/RESULT Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 110. STATES OF DISRUPTOR’S ARROW OF TIME Frames or Snapshots at Points in TimeSTATE 1 STATE 2 STATE 3(FRAME 1) (FRAME 2) (FRAME 3) IDEALS/DREAMS/ GREATNESS (“Timeless”) GREAT SYSTEM/RESULT Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 111. STAGES OF DISRUPTOR’S ARROW OF TIME All the Universe is a Stage for GreatnessSTAGE 1 STAGE 2 STAGE 3 IDEALS/DREAMS/ GREATNESS (“Timeless”) GREAT SYSTEM/RESULT Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 112. ACTS IN THE JOURNEY OF LIFE Normative Stages in a Natural LifecycleACT 1 ACT 2 ACT 3Birth/Infancy Growth Maturity/Death IDEALS/DREAMS/ GREATNESS/ Mission/Vision GREAT BUSINESS MODEL:  ZERO PAIN (Cost: -)  INFINITE DELIGHT (Benefit: +)Creative Idea (“Egg/Sperm”) Threshold Ordeal (“Cleft”; Objections) (“Chasm”; Complications) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 113. BUSINESS MODEL METAMORPHOSIS Normative Stages in the Greatness of a Business ModelACT 1 ACT 2 ACT 3Infant Growing MaturedBusiness Model Business Model Business Model IDEALS/DREAMS/ GREATNESS/ Mission/Vision GREAT BUSINESS MODEL:  ZERO PAIN (Cost: -)  INFINITE DELIGHT (Benefit: +)Business Idea (“Egg”) Threshold Ordeal (“Cleft”; Objections) (“Chasm”; Complications) Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 114. CATEGORIES OF UNDERDOGS WHO ARE WE? Where do we come from? Where currently are we? Where must we go? Blue Ocean Sweet Spot Luxury Spot Big UNDERDOG UNDERDOG UNDERDOG Dream (Pure Luxury Spot Visionary/Inspirer) Disruption Spot/Lean Oasis Volcano UNDERDOG (‘Stuck-in-the-middle’) UNDERDOG Disruption Spot UNDERDOG (+): DELIGHT: Minimum Viable Dream Ability to Dream (MVD) Green Ocean No-Man’s-Island Red Ocean Small UNDERDOG UNDERDOG UNDERDOG Dream Strategic ChoiceKeyPotential Top Dog (Hero) Strong Execution Average Execution Weak ExecutionUnsuccessful Underdog (-): PAIN: Failure to Execute Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 115. MANTRA FOR UNDERDOGSDream the Undreamable. Then, TranslateThat Dream Into Reality.
  • 116. “The Biggest Adventure You Can Ever Take Is To LiveThe Life of Your Dreams” Oprah Winfrey
  • 117. Dream in Circles Undreamable Dream Realistic Dream Minimum Viable Dream Project
  • 118. You May Start An Experiment WithA Minimum Viable Dream (MVD) For Achieving A Great Result
  • 119. “Every Act of Creation Is FirstAn Act of Destruction” Pablo Picasso
  • 120. Our Destiny IsTo Become Greater
  • 121. Greatness IsOur Universal North Star
  • 122. Adam Smith’s “Invisible Hand” DescribesA Self-organizing Mechanism For Achieving Greatness
  • 123. Sustainable Greatness Is AboutSelflessly Serving Humanity
  • 124. COLLABORATORS
  • 125. A Universe of Collaborative Heroes … AP 56 Collaborative HeroesFrom 20 Different Countries Around the World Who Helped With Their Feedback
  • 126. COLLABORATIVE HEROES ON Sheet 1 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models Alan Michaels, USA Ali Anani, Jordan Andreas Schweitzer, Switzerlandwww.industrybuildingblocks.com www.phenomena.jo www.borawind.ch ITENNWH COLLABORATIVE HEROES Angelo Richiello, Switzerland Beth Bridges, USA www.clovischamber.com Carlo Clementi, Italy Cedric Salibi, Canada Claudia Kuzma, USA
  • 127. COLLABORATIVE HEROES ON Sheet 2 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models Craig Scharton, USA David Kaiser, USA David “Dr G” Williams, Hong Kong www.darkmatterconsulting.com ITENNWH COLLABORATIVE HEROES Dennis King, Sierra Leone Donovan Johnson, USA Francesca Bonner, USA Hope May-Cole, Sierra Leone Iain Acton, Englandwww.bonnerpublications.com
  • 128. COLLABORATIVE HEROES ON Sheet 3 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models Ilan Sinai, Israel James Leveille, USA Jimmy Johnston, Scotland ITENNWH COLLABORATIVE HEROES John Griffin, USA John Kowa, Uganda www.greenenergyconsultants.bizKamal Hassan, United Arab Emirates Ken Dailey, USA Leigh Cowan, Australia www.launchengineering.com
  • 129. COLLABORATIVE HEROES ON Sheet 4 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models Leslie Koroma, USA Lilach Goren, USA Lordson Ohi, Nigeria www.africansportstv.com ITENNWH COLLABORATIVE HEROES Lynnea Quinn Hagen, USA Marijn Mulders, Netherlands www.abundancecoaching.net www.tolobranca.nlMario Luis Tavares Ferreira, Brazil Mark Barkan, USA Mark Jones, USA www.tcjanitorial.com
  • 130. COLLABORATIVE HEROES ON Sheet 5 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business ModelsMartin Kaczynski, Canada Mitu Shah, India Paul Culmsee, Australia www.sevensigma.com.au ITENNWH COLLABORATIVE HEROES Pope Moore, England Prince Kamanda, England http://blogs-design.comRicardo de Carvalho, Brazil Rudi Kruger, South Africa Rowan Norrie, Scotland www.espial.co.za www.truenorthinnovation.co.uk
  • 131. COLLABORATIVE HEROES ON Sheet 6 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business ModelsRudi Burkhard, Switzerland Sadegh Babaii, USA Sami Atig, France www.card4net.com ITENNWH COLLABORATIVE HEROESSandra Pickering, England Scott McIntyre, USA Sidney Clouston, USA Stan Kirkwood, USA Stephen Eyring, USA
  • 132. COLLABORATIVE HEROES ON Sheet 7 of 7 UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models Suzanne Pollock, Australia Thomas Chalmers, Scotland Tiffany Massa, USAwww.masterplanyourbrand.com www.idealifeinternational.com ITENNWH COLLABORATIVE HEROES Tushar Kanikdale, India Victor Armaselu, Romania Vietanh Ngyuen, USA Yavi Madurai, South Africa Yunchuan Sun, China http://graspingfish.com
  • 133. WHAT WORLDWIDE COLLABORATORS SEPARATELY SAY ABOUT THIS VISUAL HANDBOOK OF BUSINESS MODELING TOOLS FOR VALUE DISRUPTION DESIGN (BUSINESS MODEL DISRUPTION)
  • 134. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”Alan S. Michaels Thomas ChalmersBusiness Owner Leadership & Organizational Dev. CoachThe book is a great read because of its impact-rich content. Firstly, I love your Credo. It captures so much more thanDr. King has done an excellent job in two ways. First, Dr. King just a set of values. My reaction to the Credo was that itbrings forward the best practices of many of the greatest aligns very well with a living-working-growing-thrivingbusiness gurus; and second, he uses his remarkable insights organism/organisation. Excellent work.in building a holistic “Value Disruption Design” methodologywhich leverages the best practices of our Unfortunately there are no new WHATbest thinkers, including the late Steve Jobs. a superlatives to describe your work Rod. WORLDWIDE As you have done all your life, you have COLLABORATORS taken the abstract and made it accessibleIf you want to improve results, then readdifferent, learn different and do different – SEPARATELY SAY ABOUT for all underdogs everywhere.starting with reading Dr. King’s book, THE VISUAL HANDBOOK: You are the top dog in disruptive thinking.Underdog to Top Dog: How Leaders Like “UNDERDOG TO TOP DOG”Steve Jobs and Apple Create Disruptive Business Models.
  • 135. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”Mario Luis Ferreira Ken DaileyProject Director Category Management ConsultantThe only thing that I can add is that it is an amazing work! Tremendous effort and research are well evident from theIt is the broadest systemic vision that I have read. start to the finish. Intellectually it is a terrific source ofAs the “old saying” goes: Fortune favors the bold. various business methodologies and explanations.It was not easy and for sure it was not painless.Great tools and concepts: ODDE wheel, Business DNA Model, It would make a great framework for a curriculum in a3 “DIM” risks, EAR, BIRM, VDD, DLS, and so on. business school and the theoretical WHAT explanations would stimulate and beAmazing collection of different approaches a the basis for endless thought-provokingthat absolutely make the whole greater than WORLDWIDEthe sum of the parts! COLLABORATORS conversations. SEPARATELY SAY ABOUT THE VISUAL HANDBOOK: “UNDERDOG TO TOP DOG”
  • 136. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”Stan Kirkwood Yunchuan Sun, Ph.D.Consultant on Innovative Perf. Management University ProfessorI can see from the content that this has been a labor of love. I’m glad that you’ve done a great and amazing work.There is an extraordinary amount of detail which had tocome from research. I am humbled by what you haveproduced. WHAT a WORLDWIDE COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK: “UNDERDOG TO TOP DOG”
  • 137. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”Pope Moore Rowan NorrieEntrepreneur Entrepreneur & MentorThanks for giving me the opportunity to read the draft of your Many thanks for sending this through. Some reallyebook - I really appreciate that. Ive read through it, and Im great stuff here!very impressed by both its content and presentation, and Imin no doubt that any aspiring business person who is privileged Overall – a great methodology , and one that I canenough to apply even just a small percentage of the content absolutely relate to! Great job.will do well to improve their chances of WHATsuccess. Ill definitely apply much of the astrategies you outlined. The point that Apple WORLDWIDEfor instance, treated customers as a potential COLLABORATORShero is so valid, unfortunately not many SEPARATELY SAY ABOUTbusinesses apply that. THE VISUAL HANDBOOK: “UNDERDOG TO TOP DOG”I recently came across a short video by a guy called SimonSinek. He spoke about how great leaders and innovators think(Martin Luther King, Steve Jobs and the Wright Brothers weresome of the examples he used), their total convictions in whatthey believed in, and how they applied the concept of "Why,How, What" to positively influence the emotions of people who listened to them. Your interpretation of it as a DNA is brilliant.
  • 138. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”Beth Bridges Scott McIntyreNetworking Motivator Chief Strategy OfficerAs the Networking Motivator, I know that networking is all It feels like a series of lectures/discussions/classes than aabout disrupting the status quo. Networking opens doors book, per se. It certainly would spark questions.previously locked, creates shortcuts to success and provideseveryone involved with great value. What I didnt know washow I could consciously developed a process and aphilosophy which puts this kind of disruptive WHATvalue creation in the hands of everyone. aFrom lending an EAR (engagement, acquisi- WORLDWIDEtion, retention) to networking to COLLABORATORSknowing how to use your V.O.I.C.E. this book SEPARATELY SAY ABOUTprovides a blueprint for anyone looking to go THE VISUAL HANDBOOK:from underdog to creative, game-changing “UNDERDOG TO TOP DOG”industry leader.
  • 139. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”Vietanh Nguyen Iain ActonAnalyst & Adjunct Faculty Member University LecturerYour theory of the disruptors journey appears to offer an I think you have some great ideas and unique thinking oninteresting and plausible take on the strategy behind the business development frameworks and market disruption"Think Different" ad campaign of Apple - inspiring customers approaches.to envision themselves as personal heroes while living outthe technologist-artist archetype. DeLorean tried the same Great work!strategy and almost pulled it off with its WHAT"Live the Dream" ad campaign. a WORLDWIDE COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK: “UNDERDOG TO TOP DOG”
  • 140. “UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”John Griffin Ali Anani, Ph.D.Adjunct University Professor Managing DirectorThis is an impressive piece of work. I have just read your great and insightful book. It is a great joy to read. You applied your DNA approach creatively to disrupt my mind and I end up with the happiness of learning, fulfilment and wanting the pleasure of reading more. Your creative approach of blending many WHAT a areas of thinking on one space or canvas WORLDWIDE is a tribute to your ability to see beyond COLLABORATORS the known boundaries. Your explanations SEPARATELY SAY ABOUT of the success stories of Apple and other THE VISUAL HANDBOOK: companies are recipes for all companies “UNDERDOG TO TOP DOG” to move on the right track. I invite all readers to invest their time in reading this great E-Book.
  • 141. THE MAIN AUTHOR Engage and Inspire the Human Spirit HEROES Dr. Rod King, Inventor of Value Disruption Design Speaker & Consultant on  B. Eng. (Hons) in Civil Eng.  Founder and former CEO of “Underdog To Top Dog”  Master of Infrastructure Planning Galaxy IT, Inc., a venture-financed “The Greatnesspedia Project”  Ph.D. in Regional Dev. Planning visual search engine business Inventor of “Value Disruption  Postgraduate Certificate in  Major contributor on creativity to Design,” a Visual Platform of Advanced Academic Studies the multi-author book, “Research Business Modeling Tools for  Over 20 years of experience in Methods for Postgraduates” Systematically Achieving creative problem solving for  Former Lecturer Greatness multi-disciplinary projectsInventor of over 40 Power Tools for Founder of the WisdomsourcingValue Disruption Design Group, an online Global Think Tank(“Radically Improve the World’s Level for collaboratively improvingof Greatness”) – customer experiences and resolvingFacilitating work in the areas of tough dilemmas Business DNA Modeling Organizer & Coordinator of Wisdom- Product & Service Innovation Dr. Rod King, sourcing survey involving over 200 Greatness Management Inventor of Value Disruption Design professionals from over 30 countriesInventor of “The Fractal Grid”  Inventor of first software that CONTACTThis technology, which has US and wholly invents magic tricksInternational patent-pending, can be  Inventor of several magic tricks Dr. Rod King: California, USAused for visually organizing and  Author of “Trickanalyzing the Cell: (559) 248-6230prioritizing massive amounts of Close-up Magic of Davidinformation such as in search Copperfield” & several articles rodkuhnking@sbcglobal.netengines, social networks, and  Winner of several championships http://twitter.com/RodKuhnKingInfinite Business Playbook (IBP) in chess and table-tennis
  • 142. ABOUT ROD KINGProf. Dr. McSam Dixon-Fyle Beth BridgesDePauw University Chief Networking Officer, Clovis Chamber of CommerceDr. King is one of the most innovative thinkers around today,with great capacities at conceptualizing phenomena in Rod has the unique skill of being an extremely deep andunfamiliar terrain, and proffering new approaches to the detailed thinker who can create simple, visual conceptssolution of some of our most intractable societal challenges. that give the layperson a confident place to stand. I feelHis gift in moving the mathematically abstract into the smarter just listening to him ... because I have these bigempirical realm is uncanny, and his devotion concepts that I can use as a frameworkto cutting-edge, yet society-friendly, a for more and more detailed thinking.innovation is his burning passion. ABOUT ROD KING Im very glad that he will be using hisIn all this, he wears his learning very lightly, ideas to help small to mediumand makes research and development Author of businesses grow and thrive.a fun-filled activity. “UNDERDOG TO TOP DOG”
  • 143. BIBLIOGRAPHY Sheet 1 of 7Ackerman, L. (2005) The Identity Code. New York: Random House.Adams, B. (2002) Complete Business Plan With Software. Massachusetts: Adams Media Corp.Adner, R. (2012) The Wide Lens. USA: Portfolio/Penguin.Akerlof, G.A.; Kranton, R.E. (2010) Identity Economics. New Jersey: Princeton University Press.Anthony, S.; Johnson, M.W.; Sinfield, J.V.; Altman, E.J. (2008) The Innovator’s Guide to Growth. Massachusetts: Harvard Business Press.Bakke, D.W. (2005) Joy at Work. Seattle: PVG.Bates, S.M. (2012) The Social Innovation Imperative. New York: McGraw-Hill.Berry, T. (2008) The Plan-As-You-Go Business Plan. Canada: Entrepreneur Press.Blank, S.G. (2007) The Four Steps To The Epiphany. USA: Quald/Graphics.Blank, S.G. (2007) The Startup Owner’s Manual. California: K & S Ranch.Brandenburger, A.M.; Nalebuff, B. (1998) Co-opetition. New York: Currency Doubleday.Branson, R. (2011) Screw Business As Usual. New York: Portfolio.Brown, T. (2009) Change By Design. New York: HarperCollins.Burns, B.C.; Snyder, T.U. (2010) Selling in a New Market Space. New York: McGraw-Hill.Byrne, J.A. (2011) World Changers. New York: Portfolio.Calhoon, J. (2011) The One Hour Plan for Growth. New Jersey: John Wiley & Sons.Calonius, E. (2011) Ten Steps Ahead. New York: Portfolio.
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  • 150. INDEXApple, 7, 24, 65, 164, 192, Dashboard, 134, 337, 341, Innovation, 15, 17, 74, 134, Newtonian, 218, 287217, 227-229, 263, 274, 360-366, 382, 391, 477 450306, 312, 383, 406, David, 32, 374 iPod, 208, 306, 346, 381, ODDE Wheel, 134, 304-328,Archetype, 269, 270 DIM Risks, 139, 240 383, 385, 394, 406 481-490Arrow, 48, 54, 60-113, 189, Disruptive Organization, 19 iTunes, 208, 306, 383, 395,373, 389-392, 405, 477, 485 Disruptor, 4, 27, 32, 71, 141 406 Paradigm, 8, 32, 40, 100,Aspirations Map, 267-275, 333 Dream, 70, 85, 114 Inspiration, 8, 17, 24, 56, 218, 231, 236, 245, 286 282 Plan, 15, 56, 58, 67Blank, Steve, 217 Experience, 193, 226, Polarities, 288-290Branson, Richard, 7 252-255, 292, 300, 306, P Jobs, Steve, 7, 15, 24, 65, A Popper, Karl, 278BUMP, 199 313, 319, 338 141, 144, 164, 207, 208, Porras, Jerry, 217 Evolution, 18, 39, 43, 70, 81-97 209-306, 319, 338, 406 Porter, Michael, 104, 287Campbell, Joseph, 304, 350, 189-190, 247, 276, 286, 371 Journey, 8, 55, 81-112, 140, Preferences, 364, 377, 384,405 196, 209, 212, 252, 255, 487Challenge, 27, 32, 57, 199, 203 Failure, 451-454, 456, 501 279, 286, 292, 297, 304, Principle, 56, 130, 132,Christensen, Clayton, 217, 286 324-330, 491 133, 291Collaboration, 193, 195, 290 Google, 7, 164, 192, 266 Program, 310-313, 403,Collins, James, 217 Goliath, 165-166, 374 King, Martin, Luther, 7, 90 490Credo, 6, 8, 134 Promise, 34Curve, Value,364 Hamel, Gary, 217 Level of Greatness, 15, 43, 54Customer Acquisition, 361, 367, Heroship, 130, 132, 291 Question, Existential, 53,376-377, 487, 492 Hierarchy, 54, 72, 134, 161, Mentor, 27, 130, 141, 147 439, 441, 442Cycle, 163, 164, 342, 444, 461, 486 Metrics, 359, 361 Hype, 241-242 Hub, 194, 262, 306, 402 Moore, Geoffrey, 217
  • 151. INDEXRevenue, 98, 191, 227, 306, Underdog, 5, 9, 19327, 361Ries, Eric, 217 Value Disruption Design, 35ff. Virgin, 7, 164, 374,SEMPORCES, 183Southwest Airlines, 7, 164, 266 War, 159, 247, 319, 320, 399,Spot, 400 Disruption, 266-267, 269-276 Luxury, 266-267, 269-276 Yin-Yang, 25 Sweet, 266-267, 269-276 APStory, 15, 17, 28, 72, 321Swan, 32SWOT, 55, 197, 259, 465, 466,479, 480Team, 49, 206, 280, 369, 370, 442, 482Technologist-Artist, 8, 226, 227, 228, 248, 263, 264, 340, 381Tipping Point, 104, 189, 190, 245
  • 152. OUR MISSION We Exist AP “To Radically ImproveThe World’s Level of Greatness”
  • 153. “IF IT AIN’T BROKE, FIX IT!”
  • 154. THE WORLD NEEDSMORE VALUE DISRUPTORS
  • 155. HEROES Compete Different Join The Value Disruption Design (VDD) University to Radically Improve the World’s Level of Greatness. Let us Spread Knowledge on How to HeInspire and Help Underdogs to Systematically Achieve Greatness. Use Just 4 Disruption Questions for Eliminating the High Failure Rate (HFR) of Product & Business Launches (For Your Twitter Messages, Please Use the Hashtag #VDD) Come Join us and Build a Disruptive University http://businessmodels.ning.com
  • 156. COMPETE D I F F E R E N T MASTERVALUE DISRUPTION DESIGN
  • 157. THE GREAT DISRUPTION COMETH“Recent Advances Throughout the Sciences Suggest That All Organized Systems Share Generic Phenomena Characterizing Their Emergence, Development, and Evolution.Whether They are Physical, Biological, or Cultural Systems, Certain Similarities and Homologies Pervade Evolving Entities Throughout An Amazingly Diverse Universe.” Eric Chaisson
  • 158. THE DISRUPTOR’S ARROW OF TIME WILL CHANGE EVERYTHING. There Will Be An Explosion of Creativity and Innovation In Every Field of Knowledge.
  • 159. AS A VALUE DISRUPTION MENTOR, WE HAVEAN UNBELIEVABLE OPPORTUNITY TO MAKE THE WORLD GREATER
  • 160. WE BELIEVE THAT WE CAN HELP TO ELIMINATE THE HIGH FAILURE RATE (HFR)OF PRODUCT & BUSINESS LAUNCHES INOUR COMMUNITIES AND THE WORLD
  • 161. LET’S SHARE OUR STORIES OF HOW UNDERDOGS (POTENTIAL HEROES)UNDERSTAND, DISCOVER, AND SOLVE CRISES IN BUSINESS, PERSONAL LIFE, AND THE WORLD
  • 162. JOINTHE GREATNESS REVOLUTION USINGVALUE DISRUPTION DESIGN
  • 163. JOINTHE PHENOMENON AND MOVEMENT OF “UNDERDOG TO TOP DOG”
  • 164. WELCOME TOTHE GREATNESS ECONOMYWhere Value Disruption Designers Are The New Heroes
  • 165. “Be Not Afraid of Greatness, Some Men Are Born Great,Some Achieve Greatness, and Some Have Greatness Thrust Upon Them.” William Shakespeare

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