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BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopolizing Market Spaces

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The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly."

BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.

Published in: Business
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BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopolizing Market Spaces

  1. 1. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results        TEAM/LEARNING   DescripAon                 DescripAon   CUSTOMER   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results         FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?  
  2. 2. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results        TEAM/LEARNING   DescripAon                 DescripAon   CUSTOMER   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results         FINANCIAL  MODEL   BSC  Monopoly  for  Apple’s  Classic  iPod   MISSION/VISION/VALUES/SUCCESS  CRITERIA:   Create  Insanely  Great  Customer  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past   Apple  -­‐  Classic  iPod   STRATEGY   DifferenHaHon;  Blue  Ocean  Strategy:   “A  Thousand  Songs  in  Your  Pocket”   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?  
  3. 3. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results        TEAM/LEARNING   DescripAon                 DescripAon   CUSTOMER   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results         FINANCIAL  MODEL   STRATEGY   DifferenHaHon;  Blue  Ocean  Strategy:   “A  Thousand  Songs  in  Your  Pocket”   Apple  -­‐  Classic  iPod   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   BSC  Monopoly  for  Apple’s  Classic  iPod   MISSION/VISION/VALUES/SUCCESS  CRITERIA:   Create  Insanely  Great  Customer  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past  
  4. 4. Create  Awesome  Customer  Experiences  (ACEs)   Or   Die  
  5. 5. The  Default  Mission/Vision   Of  the  BSC  Monopoly  Game  is  to   Create  Awesome  Customer  Experiences  (ACEs)   For   [Any  AcHvity]  
  6. 6.   GAME  GUIDE   FOR   BSC  MONOPOLY     AGE   8+   2-­‐4   PLAYERS   Create  Awesome  Customer  Experiences   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing  
  7. 7. Balanced  Scorecard  (BSC)  Monopoly  is   An  “End-­‐Means”  Game   As  Well  As     A  MulA-­‐Sided  Project  Management  Roadmap   For   Rapidly  Discovering  and  Solving   Customer  Problems  in  any  Domain     BSC  Monopoly     Create  Awesome  Customer  Experiences  
  8. 8. The  Gameboard  of     The  Balanced  Scorecard  (BSC)  Monopoly  Has   Two  Main  Parts:     q     Banner  -­‐  Shows  the  END:  “Mission/Vision/Values”                    (in  the  past,  present,  or  future)   q     Playing  Field  -­‐  Shows  the  MEANS:                      a  Quadrangle  (with  an  Arena  or  Central                      Whitespace  Rectangle)  That  Illustrates  4  PerspecHves     BSC  Monopoly     Create  Awesome  Customer  Experiences  
  9. 9. Balanced  Scorecard  (BSC)  Monopoly   Presents,  on  the  “Banner,”   1  Set  of  QuesHons:   q     What  is  the  Project’s  Mission/              Vision/Set  of  Values              (in  the  Past,  Present,  or  Future)?   BSC  Monopoly     Create  Awesome  Customer  Experiences  
  10. 10. Balanced  Scorecard  (BSC)  Monopoly   Usually  Presents,  on  the  “Playing  Field,”   4  Sides  or  PerspecHves:   q     Customer  PerspecHve   q     Financial  Model  PerspecHve   q     Team  PerspecHve   q     Process  PerspecHve   BSC  Monopoly     Create  Awesome  Customer  Experiences  
  11. 11. Balanced  Scorecard  (BSC)  Monopoly   Usually  Presents,  on  the  “Playing  Field,”   4  Sides  or  PerspecHves:   q     Customer  PerspecHve   q     Financial  Model  PerspecHve   q     Team  PerspecHve   q     Process  PerspecHve   “Out  of  Enterprise”   (Demand)   “In  Enterprise”   (Supply/   Core  Capability)   BSC  Monopoly     Create  Awesome  Customer  Experiences  
  12. 12. BSC  Monopoly     Create  Awesome  Customer  Experiences   The  Quadrangle  or  Playing  Field  for     the  Balanced  Scorecard  (BSC)  Monopoly     Answers   4  Main  QuesHons:   q     Customer  PerspecHve                -­‐  What  is  our  customer  problem  or  job  to  get  done?   q     Financial  Model  PerspecHve                -­‐  How  do  we  capture/share  value  or  happiness?   q     Team  PerspecHve                -­‐  How  do  we  create  value  or  happiness?   q     Process  PerspecHve                -­‐  How  do  we  deliver  value  or  happiness?  
  13. 13. BSC  Monopoly     Create  Awesome  Customer  Experiences   The  Arena  or  Central  Whitespace  of     the  Playing  Field  (Quadrangle)  for     the  Balanced  Scorecard  (BSC)  Monopoly   Answers   1  QuesHon:   q     Strategy:  How  Best  to  Win?  
  14. 14. 4  Levels  of  Mission  for     BSC  Monopoly  Game     q     Level  1-­‐Mission:  Problem-­‐SoluAon  Fit   q     Level  2-­‐Mission:  Product-­‐Market  Fit   q     Level  3-­‐Mission:  Business  Model  Fit/Scaling   q     Level  4-­‐Mission:  Renewal  
  15. 15. STRATEGY,   VALUE  PROPOSITION,  AND   BUSINESS  MODEL  GAMES   for   Visual  Profit  Modeling   RAPIDLY  DISCOVER  AND  SOLVE  CUSTOMER  PROBLEMS  
  16. 16. VALUE  MAP   (+):  OBJECTIVE   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  CONSTRAINT   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  17. 17. (+):  DELIGHT:  DifferenAaAon  (Revenue)   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  PAIN:  Cost   BLUE  OCEAN   Game   RED  OCEAN   Game   DISRUPTION  SPOT   Game   LUXURY  SPOT   Game   STRATEGY,  VALUE  PROPOSITION,  AND  BUSINESS  MODEL  GAMES  FOR  PROFIT  MODELING   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..   SWEET  SPOT  GAME   Game  
  18. 18. Balanced  Scorecard  (BSC)   Monopoly   RAPIDLY  DISCOVER  AND  SOLVE  CUSTOMER  PROBLEMS  
  19. 19. The  Playing  Field   of   BSC  Monopoly   Usually  Has  4-­‐Plan  PerspecAves   That  Form  an  “Arena”  or    “White  Space”   Rectangle   In  the  Center.   Each  Plan-­‐PerspecHve   Is   A  Project  Roadmap.   4  PerspecAves  of   BSC  Monopoly   q  Team/Learning   q  Process   q  Customer   q  Financial  Model  
  20. 20. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Project  Roadmap  for:  .………….…………..…….      Date:  ………………   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Item   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/Results   To  Do   Doing   Done                               PerspecAve/Stakeholder:  ………………………………………………………………                Sheet  ………  of  ………   Strategy:  ……………………………………………………………………………………………………………………..……….        
  21. 21. PROCESS       TEAM/LEARNING                           CUSTOMER     FINANCIAL  MODEL      
  22. 22. PROCESS       TEAM/LEARNING             STRATEGY               CUSTOMER     FINANCIAL  MODEL      
  23. 23. The  4  “Corner  Rectangles”   Have  the  Following  Labels:    q  “Go”   q  “In  Enterprise”   q  “Persevere  or  Pivot?”   q  “Get  Out  Of  Enterprise”  
  24. 24. PROCESS       TEAM/LEARNING                           CUSTOMER     FINANCIAL  MODEL      
  25. 25. PROCESS       TEAM/LEARNING                           CUSTOMER     FINANCIAL  MODEL       IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?  
  26. 26.                                           BANNER       PLAYING  FIELD  (QUADRANGLE)   Arena   (White  Space)   Corner   Rectangle  Track  
  27. 27.                                           BANNER       PLAYING  FIELD  (QUADRANGLE)   Arena   (White  Space)   Corner   Rectangle  Track  
  28. 28.                                           BANNER       PLAYING  FIELD  (QUADRANGLE)   Arena   (White  Space)   Corner   Rectangle  Track  
  29. 29. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                           CUSTOMER     FINANCIAL  MODEL       BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  30. 30. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING             HOW  BEST  TO  WIN?               CUSTOMER     FINANCIAL  MODEL       BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  31. 31. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS     How  do  we  deliver  value  or  happiness?   TEAM/LEARNING         How  do  we  create  value  or   happiness?             HOW  BEST  TO  WIN?       What  is  our  customer  problem   or  job  to  get  done?         CUSTOMER   How  do  we  capture/share  value  or  happiness?   FINANCIAL  MODEL       BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  32. 32. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS     How  do  we  deliver  value  or  happiness?   TEAM/LEARNING         How  do  we  create  value  or   happiness?             HOW  BEST  TO  WIN?       What  is  our  customer  problem   or  job  to  get  done?         CUSTOMER   How  do  we  capture/share  value  or  happiness?   FINANCIAL  MODEL       BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  33. 33. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  34. 34. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  35. 35. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  36. 36. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  37. 37. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  38. 38. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS        TEAM/LEARNING                 CUSTOMER       FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  39. 39. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results        TEAM/LEARNING   DescripAon                 DescripAon   CUSTOMER   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results         FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  40. 40. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results        TEAM/LEARNING   DescripAon                 DescripAon   CUSTOMER   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/   Results         FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  41. 41. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS   q  Descrip-­‐ Aon   q  Obj./ Constr.   q  Mea-­‐ sures   q  Targets   q  Init./              Results   TEAM/LEARNING   q  DescripAon                 q  DescripAon   CUSTOMER   q  ObjecAves/ Constraints   q  ObjecAves/   Constraints   q  Measures   q  Measures   q  Targets   q  Targets   q  IniAaAves/ Results   q  IniAaAves/ Results   q  Descrip-­‐ Aon   q  Obj./ Constr.   q  Mea-­‐ sures   q  Targets   q  Init./              Results      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   GO   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  42. 42. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   GO   STRATEGY   (Organiza,on)   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  43. 43. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   STRATEGY   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  44. 44. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   PROCESS       TEAM/LEARNING                 CUSTOMER      FINANCIAL  MODEL   BSC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  45. 45. Business  Model  Canvas/Court  (BMC)   Monopoly   RAPIDLY  DISCOVER  AND  SOLVE  CUSTOMER  PROBLEMS  
  46. 46. 4  Levels  of  Mission  for     BMC  Monopoly  Game     q     Level  1-­‐Mission:  Problem-­‐SoluAon  Fit   q     Level  2-­‐Mission:  Product-­‐Market  Fit   q     Level  3-­‐Mission:  Business  Model  Fit/Scaling   q     Level  4-­‐Mission:  Renewal  
  47. 47. The  Playing  Field   of   BMC  Monopoly   Has  4  PerspecAves   That  Form  an  Arena  or  a  “White  Space”   Rectangle   In  the  Center.   Each  PerspecHve   Has   A  Project  Plan.   4  PerspecAves  of   BMC  Monopoly   q  Key  Resources   q  Key  AcHviHes   q  Customer  Segment   q  Profit  Model  
  48. 48. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Project  Plan  for:  .………….…………….      Date:  ………………   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Item   No.   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/Results   To  Do   Doing   Done                               PerspecAve/Stakeholder:  …………………………………………………………………………………………..……….   Strategy:  ……………………………………………………………………………………………………………………..……….        
  49. 49. KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                           CUSTOMER  SEGEMENT  (CS)       PROFIT  MODEL  (P$)      
  50. 50. The  4  “Corner  Rectangles”   Have  the  Following  Labels:    q  “Go”   q  “In  Enterprise”   q  “Persevere  or  Pivot?”   q  “Get  Out  Of  Enterprise”  
  51. 51. KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                           CUSTOMER  SEGEMENT  (CS)       PROFIT  MODEL  (P$)       GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?  
  52. 52. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                           CUSTOMER  SEGMENT  (CS)       PROFIT  MODEL  (P$)       BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  53. 53. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)           HOW  BEST  TO  WIN?                 CUSTOMER  SEGMENT  (CS)       PROFIT  MODEL  (P$)       BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  54. 54. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)     How  do  we  deliver  value  or  happiness?   KEY  RESOURCES  (KR)         How  do  we  create  value  or   happiness?             HOW  BEST  TO  WIN?       Who  is  our  customer  problem   or  job  to  get  done?         CUSTOMER  SEGMENT  (CS)   How  do  we  capture/share  value  or  happiness?     PROFIT  MODEL  (P$)       BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  55. 55. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)     How  do  we  deliver  value  or  happiness?   KEY  RESOURCES  (KR)         How  do  we  create  value  or   happiness?             HOW  BEST  TO  WIN?       Who  is  our  customer  problem   or  job  to  get  done?         CUSTOMER  SEGMENT  (CS)   How  do  we  capture/share  value  or  happiness?     PROFIT  MODEL  (P$)       BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  56. 56. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                 CUSTOMER  SEGMENT  (CS)           PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   Enterprise   Galaxy  
  57. 57. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                 CUSTOMER  SEGMENT  (CS)           PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  58. 58. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                 CUSTOMER  SEGMENT  (CS)           PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  59. 59. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                 CUSTOMER  SEGMENT  (CS)           PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  60. 60. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                 CUSTOMER  SEGMENT  (CS)           PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  61. 61. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results     KEY  RESOURCES  (KR)   DescripAon                 DescripAon   CUSTOMER  SEGMENT  (CS)   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results         PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  62. 62. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results     KEY  RESOURCES  (KR)   DescripAon                 DescripAon     CUSTOMER  SEGMENT  (CS)   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results         PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  63. 63. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)   q  Descrip-­‐ Aon   q  Obj./ Constr.   q  Mea-­‐ sures   q  Targets   q  Init./              Results   KEY  RESOURCES  (KR)   q  DescripAon                 q  DescripAon   CUSTOMER  SEGMENT  (CS)   q  ObjecAves/ Constraints   q  ObjecAves/ Constraints   q  Measures   q  Measures   q  Targets   q  Targets   q  IniAaAves/ Results   q  IniAaAves/ Results   q  Descrip-­‐ Aon   q  Obj./ Constr.   q  Mea-­‐ sures   q  Targets   q  Init./              Results      PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  64. 64. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)       KEY  RESOURCES  (KR)                 CUSTOMER  SEGMENT  (CS)           PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  65. 65. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results     KEY  RESOURCES  (KR)   DescripAon                 DescripAon     CUSTOMER  SEGMENT  (CS)   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results         PROFIT  MODEL  (P$)   BMC  Monopoly   MISSION/VISION/VALUES/SUCCESS  CRITERIA:  …………………………………………..………………………..      q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   (Organiza,on)   GO  IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   Enterprise   Galaxy  
  66. 66. EXAMPLE  
  67. 67. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results     KEY  RESOURCES  (KR)   DescripAon                 DescripAon     CUSTOMER  SEGMENT  (CS)   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results         PROFIT  MODEL  (P$)   GO   VALUE  PROPOSITION  (VP)   “A  Thousand  Songs  in  Your  Pocket”   Apple   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   BMC  Monopoly  for  Apple’s  Classic  iPod   MISSION/VISION/VALUES/SUCCESS  CRITERIA:   Create  Insanely  Great  Customer  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past  
  68. 68. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   KEY  ACTIVITIES  (KA)   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results     KEY  RESOURCES  (KR)   DescripAon                 DescripAon     CUSTOMER  SEGMENT  (CS)   ObjecAves/ Constraints   ObjecAves/ Constraints   Measures   Measures   Targets   Targets   IniAaAves/ Results   IniAaAves/ Results   DescripAon   ObjecAves/ Constraints   Measures   Targets   IniAaAves/ Results         PROFIT  MODEL  (P$)   GO   VALUE  PROPOSITION  (VP)   “A  Thousand  Songs  in  Your  Pocket”   IN     ENTERPRISE   GET  OUT  OF   ENTERPRISE   PERSEVERE   OR  PIVOT?   BMC  Monopoly  for  Apple’s  Classic  iPod   MISSION/VISION/VALUES/SUCCESS  CRITERIA:   Create  Insanely  Great  Customer  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past  
  69. 69. One  More  Thing  …  
  70. 70. Industry  (Strategic)  CompeAAon  
  71. 71. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   How  do  complementors   typically  deliver  value  or  happiness?   SUPPLIERS     What  capabiliAes  are  in  place?     What  management  systems   are  required?             HOW  BEST  TO  WIN?       Where  to  play?           MARKET  SEGMENTS   How  does  industry   typically  capture/share  value  or  happiness?   COMPETITORS  (Incumbents;  Insurgents/New  Entrants)       Red  Ocean  DisrupAon  (ROD)  Monopoly   WHAT  IS  OUR  WINNING  ASPIRATION?  …………………………………………..………………………..      q  Present   q  Future  q  Past   IN     INDUSTRY   GET  OUT  OF   INDUSTRY   GO   PERSEVERE   OR  PIVOT?   (Organiza,on)   Industry   Galaxy  
  72. 72. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   SUPPLIERS               HOW  BEST  TO  WIN?         MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   IN     INDUSTRY   GET  OUT  OF   INDUSTRY   GO   PERSEVERE   OR  PIVOT?   Red  Ocean  DisrupAon  (ROD)  Monopoly   WHAT  IS  OUR  WINNING  ASPIRATION?  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   Industry   Galaxy  
  73. 73. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   SUPPLIERS               HOW  BEST  TO  WIN?         MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   Red  Ocean  DisrupAon  (ROD)  Monopoly   WHAT  IS  OUR  WINNING  ASPIRATION?  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   Industry   Galaxy  
  74. 74. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   SUPPLIERS               HOW  BEST  TO  WIN?         MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   Red  Ocean  DisrupAon  (ROD)  Monopoly   WHAT  IS  OUR  WINNING  ASPIRATION?  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   Industry   Galaxy  
  75. 75. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   SUPPLIERS               HOW  BEST  TO  WIN?                   MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)       Red  Ocean  DisrupAon  (ROD)  Monopoly   WHAT  IS  OUR  WINNING  ASPIRATION?  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   Industry   Galaxy  
  76. 76. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   SUPPLIERS                               MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)       Red  Ocean  DisrupAon  (ROD)  Monopoly   WHAT  IS  OUR  WINNING  ASPIRATION?  …………………………………………..………………………..      q  Present   q  Future  q  Past   (Organiza,on)   Industry   Galaxy  
  77. 77. Example  
  78. 78. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   Big  Box   Retailers   SUPPLIERS             HOW  BEST  TO  WIN?       MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   IN     INDUSTRY   GET  OUT  OF   INDUSTRY   GO   PERSEVERE   OR  PIVOT?                  Red  Ocean  DisrupAon  (ROD)  Monopoly  for  Apple’s  iPod   WHAT  IS  OUR  WINNING  ASPIRATION?   Create  Insanely  Great  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   “A  Thousand  Songs  in  Your  Pocket”  
  79. 79. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   Big  Box   Retailers   SUPPLIERS             HOW  BEST  TO  WIN?       MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   IN     INDUSTRY   GET  OUT  OF   INDUSTRY   GO   PERSEVERE   OR  PIVOT?                  Red  Ocean  DisrupAon  (ROD)  Monopoly  for  Apple’s  iPod   WHAT  IS  OUR  WINNING  ASPIRATION?   Create  Insanely  Great  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   “A  Thousand  Songs  in  Your  Pocket”   $75                        $300                          $150                          $150    
  80. 80. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   Big  Box   Retailers   SUPPLIERS             HOW  BEST  TO  WIN?       MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   IN     INDUSTRY   GET  OUT  OF   INDUSTRY   GO   PERSEVERE   OR  PIVOT?                  Red  Ocean  DisrupAon  (ROD)  Monopoly  for  Apple’s  iPod   WHAT  IS  OUR  WINNING  ASPIRATION?   Create  Insanely  Great  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   “A  Thousand  Songs  in  Your  Pocket”   $75                        $300                          $150                          $150    
  81. 81. World-­‐class  Coaching  on  Applying  the  Ambidexterity  Principle,  Strategy  Pale7e,  and  Ambidextrous  Leadership  Galaxy   Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   COMPLEMENTORS   Big  Box   Retailers   SUPPLIERS             HOW  BEST  TO  WIN?       MARKET  SEGMENTS       COMPETITORS  (Incumbents;  Insurgents/New  Entrants)   IN     INDUSTRY   GET  OUT  OF   INDUSTRY   GO   PERSEVERE   OR  PIVOT?                  Red  Ocean  DisrupAon  (ROD)  Monopoly  for  Apple’s  iPod   WHAT  IS  OUR  WINNING  ASPIRATION?   Create  Insanely  Great  Experience  for  Listening  to  Music       q  Present   q  Future  q  Past   VALUE  PROPOSITION  (VP)   “A  Thousand  Songs  in  Your  Pocket”   $75                        $300                          $150                          $150    

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