4-Horizon Product Portfolio: Build an Ambidextrous Innovation (AI) Ecosystem Like Apple/Steve Jobs

•

2 likes•1,344 views

The 4-Horizon Product Portfolio is a template that outlines how to build an Ambidextrous Innovation (AI) Ecosystem. The AI Ecosystem of Apple in 2002 is featured as an example.

Business

Similar to 4-Horizon Product Portfolio: Build an Ambidextrous Innovation (AI) Ecosystem Like Apple/Steve Jobs

This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup. The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.

LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups

Rod King, Ph.D.

The presentation features a Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa. The project, which is being done by high school students taking part in the 2012 Innovate Salone Challenge, is presented using the Disruptive Innovation Canvas. The Innovate Salone Program is the brainchild of David Sengeh, a graduate of Harvard and currently a PhD student at MIT. The Innovate Salone Program involves a National High School Innovation Challenge where students are required to invent products that solve problems in local communities.

Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an ...

Rod King, Ph.D.

Open Innovation

Alar Kolk

"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory. To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method. Have fun! http://goo.gl/zsgl4k ### P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?

The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...

Rod King, Ph.D.

Leadership Style Lifecycle: Choose the Right Leadership Style for the Right E...

Rod King, Ph.D.

We have heard about “the global economy” and the impact on a global scale of decisions made centrally and “globalization” using global methods locally. Both of these terms use the word “global” in the sense of taking something from a central location or headquarters facility and rolling it out globally. But what about taking local best practices and leveraging them to customers and clients globally? In this workshop, we will look at how best practices can emerge locally but are often ignored in a global perspective due to their local origin. Many of these best practices are developed “below the radar” and work very well for a local market; however small changes or adaptations could make them of global significance. We will examine cases of local best practices and they were promoted to improve business performance globally. We will also look at things that can go wrong if this is not done correctly and finally, we will highlight ways that a company can discover and apply these practices.

Transforming Local Best Practices to a Global Competence by Marcus Tennant an...

ISA Marketing & Sales Summit

GE’s Ambidextrous Growth Strategy: 3 Simple Tools for Accelerating FastWorks...

Rod King, Ph.D.

Respond to the following in a minimum of 175 words new products

aryan532920

We love corporate identity

Bertrand Massanes

The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...

Rod King, Ph.D.

Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy. Your insights and questions are welcomed. http://goo.gl/Ml98y0

THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...

Rod King, Ph.D.

The secrets of powerful B2B communications| Ed Field - Maverick Marketing

Enterprise Ireland

5 Archetypal Strategies for Designing Winning Business Models

Rod King, Ph.D.

This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).

The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...

Rod King, Ph.D.

The Innovation Academy

guest5daa105

If you want to build what matters, you can't move forward blindly. But to make progress, you can't let things slow to a crawl while you focus resources on gathering data. This is where continuous discovery and experimentation come in. Join Teresa Torres (Product Discovery Coach, Product Talk), David Bland (Founder, Precoil), and Hope Gurion (Product Coach and Advisor, Fearless Product) in a panel discussion as they cover how - and why - to build a culture of discovery and experimentation in your organization.

Old Products, New Tricks: Driving Discovery and Experimentation in Your Organ...

Aggregage

Old Products, New Tricks: Driving Discovery and Experimentation in Your Organ...

BrittanyShear

Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...

Board of Innovation

If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup. In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model. This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune. Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies. Rod.

3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...

Rod King, Ph.D.

Dauphin Company Profile CPT

Rouline Combrinck

Similar to 4-Horizon Product Portfolio: Build an Ambidextrous Innovation (AI) Ecosystem Like Apple/Steve Jobs (20)

LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups

Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an ...

Open Innovation

The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...

Leadership Style Lifecycle: Choose the Right Leadership Style for the Right E...

Transforming Local Best Practices to a Global Competence by Marcus Tennant an...

GE’s Ambidextrous Growth Strategy: 3 Simple Tools for Accelerating FastWorks...

Respond to the following in a minimum of 175 words new products

We love corporate identity

The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...

THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...

The secrets of powerful B2B communications| Ed Field - Maverick Marketing

5 Archetypal Strategies for Designing Winning Business Models

The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...

The Innovation Academy

Old Products, New Tricks: Driving Discovery and Experimentation in Your Organ...

Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...

3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...

Dauphin Company Profile CPT

More from Rod King, Ph.D.

This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity." Way to go lifelong EPIC Learner! And good long in your journey.

FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...

Rod King, Ph.D.

This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale. PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.

Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...

Rod King, Ph.D.

Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible. But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.

APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...

Rod King, Ph.D.

The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders? This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.

SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...

Rod King, Ph.D.

"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com. This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.

Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...

Rod King, Ph.D.

You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing." 1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes) 2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide 3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.

STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...

Rod King, Ph.D.

THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.” The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone. In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology. So, what do you think?

2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...

Rod King, Ph.D.

Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.

BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...

Rod King, Ph.D.

Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...

Rod King, Ph.D.

Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...

Rod King, Ph.D.

This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas. The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.

12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...

Rod King, Ph.D.

This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.

Universal Business Modeling Template & Language for Venture Capitalists, Scal...

Rod King, Ph.D.

Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.

Integrate One Line Business Modeling & Customer-First Process Improvement: Th...

Rod King, Ph.D.

Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...

Rod King, Ph.D.

The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas? Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/ I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas. In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.

Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?

Rod King, Ph.D.

This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.

Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...

Rod King, Ph.D.

Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...

Rod King, Ph.D.

The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder. The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas. The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network. In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases. By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.

Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS

Rod King, Ph.D.

Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms. This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.

Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...

Rod King, Ph.D.

Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS

Rod King, Ph.D.

More from Rod King, Ph.D. (20)