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

HEROES

Compete Different

UNDERDOG TO TOP DOG
How Leaders Like Steve Jobs and Apple Create Disruptive Business Models

Rod King, Ph.D.
&
Over 50 Collaborative Heroes From Around The World

We Are in the Industry
Of
Inspiring People A P Organizations
and
To
Systematically Achieve Greatness

This is a Visual Handbook
Of
Business Modeling Tools
AP

For
Systematically Achieving
Greatness

Our Ideal User
Is
A Value Disruption Designer
AP

Or
Business Model Disruptor

Is Typically
An Underdog
AP

That Aims to Disrupt
A Top Dog’s Business Model

Is Also
An Ideals-Driven Living System
– Leader, Coach, Organization,
AP
Professional, Strategist, Entrepreneur, Employee,
Rural Area, City, Region, Country, or World –
That Aspires to be Greater and Lives
The Credo for Value Disruption Design

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

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 is
the human spirit. able a living system.
We believe that the survival and
We believe that people matter and We believe in the ideal of Infinite prosperity of every living system
can 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 by
differently. CREDO our customers and partners.
We believe in looking inside and
outside the box for inspiration.
FOR We believe in radically improving
We 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 her
We believe in employees, customers, highest potential. We believe in disrupting the status
and partners being treated as heroes quo, conventions, and top dogs.
in a disruptive journey to achieve We believe that excellence is a right
their ideals and dreams of greatness. and not a privilege. We believe that together, we can
make this world a greater place.


“UNDERDOG VS. TOP DOG” STRUGGLE FOR GREATNESS
The Top Dog Dilemma: Survival of the Greatest

TOP DOG

AP

Underdog
(Potential Hero) Villain

Ideal-Solutions Management
1630 East Shaw Avenue, Suite 163
CA 93710
USA

Copyright 2012 by Rod Kuhn King: Version 1.0

All rights reserved, including the right to reproduce this book or portions
thereof 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.

DEDICATION

This Book

Is Dedicated to
AP

All Underdogs
(Over 5 Billion People in the World
Who Would Like to be Greater)

FOREWORD

I Especially
Would Like to Thank
Nina and Ecy King
For ATheir
P

Great Patience, Love, and Understanding.

I Also Wish to Thank Everyone
For
Believing in and Supporting the Vision.

Also, A Big “Thank You”
To
The Many Collaborators
Around the World.
AP

Your Feedback and Support
Are
Very Much Appreciated.

Nevertheless,
Responsibility for Errors and Omissions
AP
is
Entirely Mine.

MY STORY AND MISSION
Radically Improve the World’s Level of Greatness

Year 2003 … I’m thinking of starting a Early 2004: I register a startup called Mid-2004: I enroll in a business
business that’s based on my passions “Ideal-Solutions Management (ISM)” incubator and take an eight-week
of Visual Problem Solving, Innovation, course on writing a Business Plan. I
and Information Management produce a well-written business plan
which has annual projections of
revenue and cost

Late 2004: I “receive” an insight that ITENNWH
MY STORY 2005 - Early 2007: I manage the
information in the whole universe development of a prototype of the
could be visually summarized on a Galaxy software which can be used
single screen or sheet of paper. Based HEROES for visually managing information,
on that insight, I develop a paper- solving problems, and fractally
based model (“Galaxy”) for visually displaying results from multiple
managing ideas and solving problems Compete Different search engines on the Internet

Latter 2007: I discover that there is 2007 – Date: I start studying why and
Early 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 existing
Engine startup, Galaxy IT. As CEO and
businesses. Product-centric innovat- innovation theories and tools do not
Innovation Architect, I lead develop-
ion tools are not effective. Many adequately explain Apple’s success. I
ment of a prototype of the visual
promising scalable businesses are develop the theory and methodology
search 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 …

WHAT IS THIS VISUAL HANDBOOK ABOUT?
Business Modeling Tools for the Systematic Pursuit of Greatness

At its Core, this Book is About
Business Modeling Tools for The Mission of
“Radically Improve
AP
The World’s Level of Greatness”
While Starting and Encouraging
Conversation About Disruptive Models for
Eliminating the High Failure Rate of
Product and Business Launches

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 at
Business Inspiration & Risk Management,
Innovation, Branding, and
Storytelling

WHAT IS THIS VISUAL HANDBOOK FINALLY ABOUT?

Using 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

WHAT IS A DISRUPTIVE ORGANIZATION?

A Disruptive Organization
Is
A Living System Aor Potential Hero
P

That Disrupts or Topples a Top Dog’s
Business Model in an Existing Ecosystem
Or Becomes the New Top Dog
In a “Blue Ocean” Ecosystem

DOES “DISRUPTION” MEAN ANARCHY?

“Disruption is Not Anarchy.
ItA P
is
A Strategically Directed Shake-up.”
Jean-Marie Dru

A NOTE

I Have Used the Word “Hero”
To Refer to
AP
A Hero (Masculine Living System)
As Well As
A Heroine (Feminine Living System)

TABLE OF CONTENTS - Overview
UNDERDOG TO TOP DOG

Introducing 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 380

Part 2: Intermediate Business ITENNWH Application of Intermediate Business
ModelingTools of Value Disruption
UNDERDOG TO TOP DOG Modeling Tools
Design
How Leaders
Like Steve Jobs and Apple
Page 388 Create Disruptive Business Models Page 392

One More Thing … One Last Thing … Collaborators

Page 398 Page 404 Page 407

TABLE OF CONTENTS - Details
UNDERDOG TO TOP DOG

Introducing Value Disruption Design Part 1: Basic Business Modeling Application of Basic Business
(VDD) Page 35 Tools of Value Disruption Design Modeling Tools Page 380
Big Picture of VDD 36 Page 336
The Disruptor’s Arrow of Time 60 The Hero’s Experience Journey
Detailed Picture of VDD 124 & Dashboard 341
Business DNA Modeling 146 Roles, Personas, and Tactics for
The Underdog/Hero’s Journey 196 Underdogs 372
Steve Jobs/Apple’s Journey 209

Part 2: Intermediate Business ITENNWH Application of Intermediate
Modeling Tools of Value Disruption UNDERDOG TO TOP DOG Business Modeling Tools Page 392
Design Page 388
How Leaders
Like Steve Jobs and Apple
Create Disruptive Business Models

One More Thing … Page 398 One Last Thing … Page 404 Collaborators Page 407
Business Model Warfare 399

WHAT’S UNIQUE ABOUT THIS VISUAL HANDBOOK?

This Book Introduces the Strategy of
Business Inspiration & Risk Management
(BIRM)
AP
- That Is, Value Disruption Strategy -
Especially Through
The Lens and Achievements
Of Steve Jobs and Apple

ONE MORE UNIQUE THING …

The Foundation of Tools for
Value Disruption Design in This Book
is
AP

Arthur Eddington’s “Arrow of Time”
Where
Time Stretches From Zero (“Big Bang”) to Eternity
And
Space Stretches From Zero to Infinite Space

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
AP
That is Struggling to Inspire Heroes and
Disruptors to Achieve Greatness in
A Highly Volatile, Competitive, and Risky
Environment (Nightmare Ocean) of
Launching Products and Businesses

THE OPERATONAL USER

This Book Targets
Potential Heroes and In Particular,
Value Disruption Designers:
AP
Underdogs 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

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

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 Collate
Notecards to Form Personal “Playbooks:”
A Cool Collection of Thematic Notecards
Such As On Topics of
Disruption, Business Models, or Apple

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.

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


WHAT WOULD YOU DO

IF YOU WERE THREATENED
AP

BY A TOP DOG?

OUR UNIQUE PROMISE
You Would Become Greater

Create Great Products,
Services, and Business Models
That
Reinvent Industries
And
Change The World

INTRODUCING …

VALUE DISRUPTION DESIGN
AP

(VDD)

THE BIG PICTURE

OF
AP


THE VISIBLE HAND:
Business Modeling Tools
For
AP

Systematically
Achieving Greatness

Value Disruption Design
Is
Synonymous with
Scalable
Business Model Disruption:
Up to Level of the Universe

Unlike in
Classic Business Model Disruption,
Is Based on
The Unique Framework of
“Cosmic Evolution and Disruption (CED)”

Introduces

A Living Systems Paradigm

For

Engaging and Inspiring the Human Spirit

Is
A Living System Methodology:
Like in a Living System or Body,
All Parts of the Methodology
Are Related and Dynamic

The Mission of
Value Disruption Design is
AP
“Radically Improve
The World’s Level of Greatness”

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 MODELS


“We Can’t Solve Problems
By Using
The Same Kind of Thinking
We Used
When We Created Them”

Albert Einstein

CHAOS IS THE ORDER OF THE UNIVERSE

In Our Universe,
Entropy (Chaos/Disruption)
Is
The Rule While
Negentropy (Order/Stability)
Is
The Exception

THE BIG DISRUPTION

Our Universe
Is
A Living Space-Time Fabric
Whose Birth
Started With
A “Big Bang”

BUSINESS MODEL VISUALIZATION

We Owe, to Disruption, the Birth of our Universe

The Living Space-Time Fabric of the Universe
As Well As
Business Models
Can be Visualized Using Fractal Graphic Organizers:
Arrow of Time DNA Model 3x3 Fractal Grid (“Tic-Tac-Toe”)

CATEGORIES AND MAIN APPLICATIONS OF VALUE DISRUPTION DESIGN
Business Modeling Tools for
Organizational and Personal Greatness, Innovation, Change Management, Disruption, and Transformation

ORGANIZATIONAL VALUE DISRUPTION DESIGN PERSONAL VALUE DISRUPTION DESIGN
Build 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
AND
Tool: Organizational Arrow of Time (OAT) MAIN APPLICATIONS
Tool: Personal Arrow of Time (PAT)
OF

Transformations in Organizational Model Transformations in Personal Model
o Pain - Delight o Pain - Pleasure
o Red Ocean – Blue Ocean o Stuck – Unstuck; Fearful - Fearless
o Underdog – Top Dog o Chaos – Order
o Convention – Positive Disruption o Poor – Rich
o Crisis – Opportunity o Insecurity – Confidence
o 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


The Dream or Fractal Goal
Of
Is
To Radically Improve
The World’s Level of Greatness

ELEMENTS OF GREATNESS

Complementary Elements for Determining “Level of Greatness”

FUN & HAPPINESS FREEDOM & SUSTAINABILITY CONNECTEDNESS & LOVE

PRIDE & JOY ELEMENTS OF GREATNESS ELEGANCE & BEAUTY

8 Ideals for
Engaging and Inspiring
The Human Spirit

DISCOVERY & ENLIGHTENMENT GAME-CHANGE PHYSICAL GREATNESS
 Food
 Housing; Clothing
 Travel
 Health; Safety/Defense
 Financial Wealth

“If You Do Not Know
How to
Ask the Right Question,
You Discover
Nothing”

Edwards Deming

Focuses on Answering
Two Existential
(“Greatness”) Questions
About Space and Time:
1. Who are we?
2. How to be great?

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 Great

WHO ARE WE? HOW TO BE GREAT?
HIERARCHY OF
Always Use the Business Modeling Tools of
LIVING SYSTEMS

Underdog TOP DOG
Disruptor’s
Arrow of Time
a
VALUE DISRUPTION DESIGN’S
RESPONSES
A Unique Approach to Defining TO THE TWO
Who 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)


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?


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 activities

I: 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 justice

F: 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


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 Designer


PRAGMATIST vs. VISIONARY

Zooming In vs. Zooming Out for Achieving Greatness

PRAGMATIST: 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


LAW OF GREAT LIVING SYSTEMS
A Pillar of Value Disruption Design for Great Business Models, Products, Services, and Organizations

A Sustainable and Great
Living System
Continuously Maximizes Greatness
- Minimizes Pain and Maximizes Delight -
In its Ecosystem. Greatness =
Value =

Otherwise, Delight/Pain =
1/Trade-off

the Living System Declines or Dies.

THE DISRUPTOR’S

ARROW OF TIME
AP

A Visual Tool for
Zoomable Business Modeling,
Storytelling, Presentation,
Planning, Problem Solving, Innovation, and
Performance Management

The Ubiquitous Tool
Of
Is
The Disruptor’s Arrow of Time
(An Invention of Rod Kuhn King)

The Intuitive Tool
Of
Is the Culmination of
20 Years of Post-doctoral
Research and Synthesis of
Ideas and Tools for Problem
Solving in Multiple Disciplines

In Essence,
Is
A Novel Segmentation of
The Classic Timeline

A Visual Explanation:
Disruptor’s Arrow of Time
=
Vision
Classic Timeline +
Board

Value Disruption Designers
Such As
Steve Jobs and Apple
Intuitively Use the Logic of

Will Help You to Understand
“Cosmic Evolution and Disruption”
While You
Make Great Positive Change
In
Business, Personal Life, and
The World at Large

Provides a Visual Platform for the
Emerging “Gamification” of
Strategic Planning and Management
As Well As
Business Model Disruption
And
Business Intelligence

From a Human-centered View,
Provides 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

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

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 Beliefs


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


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


OPERATIONAL BENEFITS AND VALUE OF THE DISRUPTOR’S ARROW OF TIME

Advantages

FUNCTONALITY & 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 time

PERSONALIZATION 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 projects

TOTAL 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


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

Use
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

INTERESTING EXERCISE ON USING THE DISRUPTOR’S ARROW OF TIME

Value Disruption Design in Practice

1. Choose
Any 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

Visual Templates
Of
AP

Master
The Art and Science of
Zooming Out and Zooming In
On Frames In Space and Time

“Leaders Need
Multiple Perspectives
To
Get a Complete Picture.
AP

Effective Leaders
Zoom In and Zoom Out.”
Rosabeth Moss Canter

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 RESULT

Pragmatist; Visionary;
Analyst; Engineer: Zooming
Designer; Artist:
Logic; Facts Emotion; Feelings


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 Systems

PAST 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


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 Systems

PAST 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; Fiction

HOW? WHY?


BASIC QUESTIONS FOR THE DISRUPTOR’S ARROW OF TIME

A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living Systems

PAST (“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: Threats

HOW? WHY?


NESTED SYSTEMS FOR THE DISRUPTOR’S ARROW OF TIME

Evolution 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


JOB (ACTIVITY) PLAN AND EVOLUTION: Overview

In 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


ARCHETYPAL STORY OF THE AMERICAN DREAM


PAST PRESENT FUTURE
AMERICAN
UNDERDOG TOP DOG
IDEALS/DREAMS/
GREATNESS
 Life GREAT PERSON/HERO

 Liberty

 Pursuit of
Happiness

HOW? WHY?


DRAMATIC EVOLUTION FROM UNDERDOG TO TOP DOG

Elements of a Dramatic Underdog/Hero’s Journey

PAST PRESENT FUTURE

Villain Underdog Top Dog IDEALS/DREAMS/
GREATNESS

GREAT PERSON/HERO

HOW? WHY?


“BAD-GOOD-GREAT” ARROW OF TIME

Elements of a Transformation-to-Greatness Cycle in a Complex Adaptive System

BAD GOOD GREAT

IDEALS/DREAMS/
GREATNESS

GREAT SYSTEM/RESULT

HOW? WHY?
Left Brain: Right Brain:


STORYTELLING AND WRITING USING THE DISRUPTOR’S ARROW OF TIME

Surprise vs. Suspense Scenarios and Presentations

PAST PRESENT FUTURE

 Short-term IDEALS/DREAMS/
GREATNESS
 Medium-term
GREAT SYSTEM/HERO
 Long-term

HOW? “Zig” “Zag” WHY?
Story of Story of
SURPRISE SUSPENSE


DISRUPTIVE VISION PRESENTATION: President John F. Kennedy


PAST 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-term

HOW? WHY?


DISRUPTIVE VISION PRESENTATION: Rev. Dr. Martin Luther King


PAST PRESENT FUTURE

 Short-term
IDEALS/DREAMS/
GREATNESS
 Medium-term
GREAT AMERICA/WORLD
 Long-term
“I HAVE A DREAM”

HOW? WHY?


ANALOGICAL PROBLEM SOLVING ON ARROW OF TIME

Problem-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 Analogy

HOW? WHY?


SYSTEM PLAN AND EVOLUTION: Overview

In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future


 Short-term
IDEALS/DREAMS/
GREATNESS
 Medium-term
IDEAL SYSTEM/RESULT
 Long-term
(IDEAL ANTI-SYSTEM)

Zooming


SYSTEM PLAN AND EVOLUTION: Fractal Grid Map (Zooming In/Out)



 Short-term
IDEALS/DREAMS/
GREATNESS
 Medium-term
IDEAL FINAL GREATNESS:
 Long-term
(Benefit: +)


SYSTEM PLAN AND EVOLUTION: Living DNA Model


PAST DNA PRESENT DNA FUTURE DNA

 Short-term
IDEALS/DREAMS/
 Medium-term GREATNESS
 Long-term IDEAL DNA/RESULT:
D N A D N A D N A  INFINITE DELIGHT
(Benefit: +)

Key
D Design N Needs A Aspirations


SYSTEM PLAN AND EVOLUTION: Concept/Mind Map


PAST 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: -)
D D D
(Benefit: +)

Key
D Design N Needs A Aspirations


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

 Short-term
 Medium-term
IDEALS/DREAMS/
 Long-term
GREATNESS
Impact (Result:-/+) Impact (Result:-/+) Impact (Result:-/+)
IDEAL LIVING SYSTEM:
Environment Environment Environment
System System System  INFINITE DELIGHT
(Benefit: +)

Zooming


TECHNICAL SYSTEM PLAN AND EVOLUTION: Multi-level Zooming

The 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:
System/ System/ System/  INFINITE DELIGHT
Elements Elements Elements
(Benefit: +)

[ANTI-
SYSTEM]
Zooming


ASPIRATION MAP ON DISRUPTOR’S ARROW OF TIME

Engaging and Inspiring the Human Spirit for Inventive Problem Solving

PAST 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 (-)


DISRUPTION ADVERTISING, MARKETING, AND BRANDING


PAST PRESENT FUTURE
CONVENTION DISRUPTION
 Short-term
IDEALS/DREAMS/
GREATNESS
 Medium-term
VISION
 Long-term
GREAT BRAND

Zooming


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 Model


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)


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)


3D-INDUSTRY MODEL: Picture Frame (With Forces/Linkages/Relationships)
A Force Can Be a Strength (Bargaining Power) , Weakness, Opportunity, or Threat

GLOBAL ENVIRONMENT/

(Complementors)

INDUSTRY,
COMPANY,
Suppliers Customers
(Inbound) SYSTEM, OR YOU (Buyers/Users)
(SUPPLY/VALUE CHAIN;  Delighters
VALUE NET)  Satisfiers
 Dissatisfiers
 Unserved

Competitors
(Substitutors)


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/

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


3D-INDUSTRY MODEL: Fractal Picture Frame (“Picture Frame-in-Picture Frame”)

How Attractive or Great is the Industry (Company, System, or You)?

GLOBAL ENVIRONMENT/

(Complementors)

LOCAL ENVIRONMENT/
Complementors
Suppliers INDUSTRY, Customers
Suppliers COMPANY, Customers
(Inbound) SYSTEM, OR YOU
(Buyers/Users)
 Delighters
Competititors  Satisfiers
 Dissatisfiers
 Unserved
Competitors
(Substitutors)


BUSINESS MODEL PLAN: Overview

In 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:
 Long-term  INFINITE DELIGHT
(Benefit: +)

Zooming


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- Shared
Inputs/ Culture/ Technol./ Strategy (Product/ Channels/ Customer Rel. ment: Greatness
Partners Brand/IP Infra’ Service) Distributors Management Global (Profit)


PAST, PRESENT, AND FUTURE BUSINESS MODELS: Checklist of Questions

States of Business Models in Time

PAST (“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: -)
(Benefit: +)

Zooming


PHASES OF DISRUPTOR’S ARROW OF TIME

Ticking of Biological Clock Towards Greatness

PHASE 1 PHASE 2 PHASE 3
(FRAME 1) (FRAME 2) (FRAME 3)
IDEALS/DREAMS/
GREATNESS
(“Timeless”)

GREAT SYSTEM/RESULT

Zooming


STATES OF DISRUPTOR’S ARROW OF TIME

Frames or Snapshots at Points in Time

STATE 1 STATE 2 STATE 3
(FRAME 1) (FRAME 2) (FRAME 3)
IDEALS/DREAMS/
GREATNESS
(“Timeless”)

GREAT SYSTEM/RESULT

Zooming


STAGES OF DISRUPTOR’S ARROW OF TIME

All the Universe is a Stage for Greatness

STAGE 1 STAGE 2 STAGE 3

IDEALS/DREAMS/
GREATNESS
(“Timeless”)

GREAT SYSTEM/RESULT

Zooming


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