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GE’s	
  Ambidextrous	
  Growth	
  Strategy:	
  
3	
  Simple	
  Tools	
  for	
  Accelera>ng	
  FastWorks	
  Projects	
  
...
GE’s	
  Ambidextrous	
  Growth	
  Strategy	
  
Ambidextrous	
  Organizer	
  Framework	
  for	
  Sustainably	
  Managing	
 ...
FastWorks	
  refers	
  to	
  
General	
  Electric	
  (GE)’s	
  Framework	
  
For	
  
Con>nuous	
  and	
  Rapid	
  Innova>o...
Why	
  FastWorks?	
  
7	
  Reasons	
  Why	
  GE	
  is	
  Deploying	
  FastWorks	
  Projects	
  Everywhere	
  
	
  
Shorten	
  >me	
  to	
  marke...
What	
  Environment?	
  
In	
  Today’s	
  World	
  of	
  Globaliza8on,	
  
Organiza>ons	
  Are	
  Living	
  in	
  an	
  
Ambidextrous	
  Environmen...
ORGANIZATION	
  
Ambidextrous	
  Environment	
  
	
  
	
  
Choose	
  the	
  Right	
  Customer	
  Segment	
  for	
  the	
  ...
Low	
  
Uncertainty/	
  
Risk	
  
ORGANIZATION	
  
Ambidextrous	
  Environment	
  
	
  
	
  
Choose	
  the	
  Right	
  Cus...
Low	
  
Uncertainty/	
  
Risk	
  
ORGANIZATION	
  
Rou8ne	
  Problems	
  
Con>nuous	
  
Improvement	
  
Culture/Habit	
  
...
Changing	
  
Environment	
  
Stable	
  
Environment	
  
Low	
  
Uncertainty/	
  
Risk	
  
ORGANIZATION	
  
Rou8ne	
  Probl...
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
ORGANIZATION	
  
Rou8ne	
  Problems	
  
Con>nuous	...
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Novel	
  Problems	
  
Con>nuous	
  
Innova5on	
  
...
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Novel	
  Problems	
  
Con>nuous	
  
Innova5on	
  
...
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Novel	
  Problems	
  
Con>nuous	
  
Innova5on	
  
...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Ambidextrous	
  Environment	
  
E...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Ambidextrous	
  Environment	
  
E...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Ambidextrous	
  Environment	
  
E...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Ambidextrous	
  Environment	
  
E...
World-­‐class	
  Coaching	
  on	
  Lean	
  Startup	
  &	
  Customer	
  Growth	
  Hacking	
  for	
  Less	
  Than	
  $10/Mon...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Problem-­‐
Solu>on	
  
Fit	
  
Bu...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Problem-­‐
Solu>on	
  
Fit	
  
Bu...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Problem-­‐
Solu>on	
  
Fit	
  
Bu...
ORGANIZATION	
  
Low	
  
Uncertainty/	
  
Risk	
  
Extreme	
  
Uncertainty/	
  
Risk	
  
Problem-­‐
Solu>on	
  
Fit	
  
Bu...
Explore	
  
GE’s	
  Ambidextrous	
  Growth	
  Strategy	
  
Ambidextrous	
  Organizer	
  Framework	
  for	
  Sustainably	
 ...
How	
  to	
  Execute	
  
Ambidextrous	
  Growth	
  Strategy?	
  
FastWorks	
  Wheel	
  
TOOL	
  
Source:	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
FastWorks	
  Whee...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
PROBLEM/	
  
CUST...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
PROBLEM/	
  
CUST...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
PROBLEM/	
  
CUST...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
PROBLEM/	
  
CUST...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
	
  
STRATEGY	
  ...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
	
  
STRATEGY	
  ...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
	
  
STRATEGY	
  ...
Source:	
  Based	
  on	
  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf	
  
	
  
STRATEGY	
  ...
OTHER	
  Loop	
  
TOOL	
  
Reflect	
  
Observe	
  
Think	
  
Hypothesize	
  Experiment	
  
OTHER	
  Loop	
  
Rapidly	
  Discover	
  and	
  Solve	
  Pr...
 
Reflect	
  
(Learn)	
  
Observe	
  
Think	
  
Hypothesize	
  
	
  
	
  
Experiment	
  
(Build;	
  
Measure)	
  
OTHER	
  ...
 
Reflect	
  
(Learn)	
  
Observe	
  
	
  
Think	
  
(Orient)	
  
	
  
Hypothesize	
  
(Decide)	
  
	
  
	
  
Experiment	
 ...
OTHER	
  Loop	
  
Rapidly	
  Discover	
  and	
  Solve	
  Problems	
  Everywhere	
  
O
T
HE
R OTHER	
  Loop	
  for	
  Scien...
OTHER	
  Loop	
  
Mother	
  Of	
  All	
  Tools	
  (MOAT)	
  for	
  Problem	
  Discovery	
  and	
  Solving	
  
	
  
	
  
Ra...
OTHER	
  Loop	
  
Mother	
  Of	
  All	
  Tools	
  (MOAT)	
  for	
  Problem	
  Discovery	
  and	
  Solving	
  
	
  
	
  
Ra...
A	
  Holis8c	
  Way	
  to	
  
Rapidly	
  Discover	
  and	
  Solve	
  Problems	
  
Especially	
  
in	
  Environment	
  of	
...
4Q-­‐Business	
  Model	
  Strip	
  
Universal	
  Problem	
  Solving	
  (UPS)	
  Stack	
  
	
  
Rapidly	
  Discover	
  and	...
4Q-­‐Business	
  Model	
  Strip	
  
Universal	
  Problem	
  Solving	
  (UPS)	
  Stack	
  
	
  
Rapidly	
  Discover	
  and	...
 
	
  
	
  	
  	
  	
   	
  
	
  
Problem	
  
Solving	
  Business	
  Modeling	
  Strategy	
  
4Q-­‐Business	
  Model	
  St...
 
	
  
	
  
	
  
4Q-­‐Business	
  Model	
  Strip	
  
Universal	
  Problem	
  Solving	
  (UPS)	
  Stack	
  
	
  
Rapidly	
 ...
 
	
  
	
  
	
  
4Q-­‐Business	
  Model	
  Strip	
  
Universal	
  Problem	
  Solving	
  (UPS)	
  Stack	
  
	
  
Rapidly	
 ...
 
	
  
	
  
	
  
4Q-­‐Business	
  Model	
  Strip	
  
Universal	
  Problem	
  Solving	
  (UPS)	
  Stack	
  
	
  
Rapidly	
 ...
From	
  4Q-­‐Business	
  Model	
  Strip	
  
To	
  GE-­‐Business	
  Model	
  Strip	
  
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  Discover	
  and	
  Solve...
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  ...
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  ...
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  ...
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Minimum	
  Business	
  Model	
  
	
  
Rapidly	
  Discover	
  a...
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Performance	
  Management	
  (“EAARRR”)	
  Metrics	
  
	
  
Ra...
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Performance	
  Management	
  (“EAARRR”)	
  Metrics	
  
	
  
Ra...
GE-­‐Business	
  Model	
  Strip	
  
Performance	
  Management	
  (“EAARRR”)	
  Metrics	
  
	
  
Rapidly	
  Discover	
  and...
Appendix	
  
CUSTOMER	
  PRODUCT	
  
GE-­‐Business	
  Model	
  Strip	
  
Based	
  on	
  GE’s	
  Fastworks	
  Cycle	
  
	
  
Rapidly	
  ...
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GE’s Ambidextrous Growth Strategy: 3 Simple Tools for Accelerating FastWorks Projects

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This presentation contains a toolkit for accelerating FastWorks project especially at General Electric (GE).

Published in: Business
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  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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GE’s Ambidextrous Growth Strategy: 3 Simple Tools for Accelerating FastWorks Projects

  1. 1.   GE’s  Ambidextrous  Growth  Strategy:   3  Simple  Tools  for  Accelera>ng  FastWorks  Projects   BUSINESS  MODEL  STORYTELLING  &  ECONGINEERING  
  2. 2. GE’s  Ambidextrous  Growth  Strategy   Ambidextrous  Organizer  Framework  for  Sustainably  Managing  Transient  Compe>>ve  Advantage             Chasm   (Transi8on)   AMBIDEXTROUS   GROWTH   STRATEGY   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT   Job  To  Get  Done   Changing  Environment   Stable  Environment       FASTWORKS  –   Innova>on  Program   (EXPLORATION  CULTURE)       SIX  SIGMA  –   Improvement  Program   (EXPLOITATION  CULTURE)   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  3. 3. FastWorks  refers  to   General  Electric  (GE)’s  Framework   For   Con>nuous  and  Rapid  Innova>on     which  is  based  on   Eric  Ries’s  Lean  Startup  Method  
  4. 4. Why  FastWorks?  
  5. 5. 7  Reasons  Why  GE  is  Deploying  FastWorks  Projects  Everywhere     Shorten  >me  to  market  for  innova>ve  products/services/projects:  “speed  and  agility  as   compe>>ve  advantage”   More  closely  align  product  features  with  customer  needs  and  aspira>ons   Rapidly  deliver  products  that  customers  love  and  buy  at  low  cost  or  premium  price     Facilitate  a  culture  of  con>nuous  itera>on  as  well  as  rapid  scien>fic  problem  solving   and  decision-­‐making   Rapidly  develop  highly  innova>ve  and  profitable  business  models  as  well  as   pla`orms  for  innova>ve  products   Significantly  reduce  investment  risks  as  well  as  learning  cost  for  disrup>ve  innova>ons   Rapidly  increase  revenue,  profit,  and  market  share  especially  in  emerging  markets   1   2   3   4   5   6   7   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  6. 6. What  Environment?  
  7. 7. In  Today’s  World  of  Globaliza8on,   Organiza>ons  Are  Living  in  an   Ambidextrous  Environment:   A  Global  Environment  That  is     Stable  and   Rapidly  Changing   (Vola>le,  Uncertain,  Complex,  and  Ambiguous)   in   Space  and  Time  
  8. 8. ORGANIZATION   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  9. 9. Low   Uncertainty/   Risk   ORGANIZATION   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  10. 10. Low   Uncertainty/   Risk   ORGANIZATION   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  11. 11. Changing   Environment   Stable   Environment   Low   Uncertainty/   Risk   ORGANIZATION   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Plan  &  Execute   (Six  Sigma/Planning  Project)   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  12. 12. Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   ORGANIZATION   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Plan  &  Execute   (Six  Sigma/Planning  Project)   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  13. 13. Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   ORGANIZATION   O.T.H.E.R.  Loop   Plan  &  Execute   (Six  Sigma/Planning  Project)   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  14. 14. Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   ORGANIZATION   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  15. 15. Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   ORGANIZATION   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING   Ambidextrous  Environment       Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  16. 16. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Ambidextrous  Environment   Evolu>on  of  Strategy     Choose  the  Right  Strategy  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING       COMPANY       STARTUP   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  17. 17. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Ambidextrous  Environment   Evolu>on  of  Strategy     Choose  the  Right  Strategy  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  18. 18. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Ambidextrous  Environment   Evolu>on  of  Strategy     Choose  the  Right  Strategy  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  19. 19. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Ambidextrous  Environment   Evolu>on  of  Strategy     Choose  the  Right  Strategy  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  20. 20. World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  hTp://twiTer.com/RodKuhnKing   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Ambidextrous  Environment   Evolu>on  of  Strategy     Choose  the  Right  Strategy  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   Problem-­‐ Solu>on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Changing   Environment   Stable   Environment  
  21. 21. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu>on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Shaping   Strategy   Adap>ve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy   Ambidextrous  Environment   Evolu>on  of  Strategy     Choose  the  Right  Strategy  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   MAPPING   PLANNING       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  22. 22. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu>on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   EARLY   Adopters   Innovators   (“EARLY-­‐ VANGELISTS”)   EARLY   Majority   LATE   Majority   CHASM   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   MAPPING   PLANNING   Ambidextrous  Environment   Evolu>on  of  Customer  Segment     Choose  the  Right  Customer  Segment  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  23. 23. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu>on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Shaping   (Prototype)   Product   Adap>ve   (Pretotype)   Product   Visionary   (Pilot)   Product   Classic   (Full-­‐scale)   Product   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   Ambidextrous  Environment   Evolu>on  of  a  Scalable  Product     Choose  the  Right  Product  for  the  Right  Stage  of  Business  Model  in  the  Right  Environment       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   MAPPING   PLANNING   CHASM   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  24. 24. ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu>on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Shaping   Project   Plan   Adap>ve   Project   Plan   Visionary   Project   Plan   Classic   Project   Plan   Renewal   Project   Plan   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua>on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Novel  Problems   Con>nuous   Innova5on   Culture/Habit   Rou8ne  Problems   Con>nuous   Improvement   Culture/Habit   Ambidextrous  Environment   Evolu>on  of  Project  Plan     Choose  the  Right  Project  Plan  for  the  Right  Stage  of  Product/Business  Model  in  the  Right  Environment       STARTUP   (Minimum   Viable  Product/   Business  Model)       COMPANY   (Maximum   Awesome  Product/   Business  Model)   MAPPING   PLANNING   Changing   Environment   Stable   Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  25. 25. Explore   GE’s  Ambidextrous  Growth  Strategy   Ambidextrous  Organizer  Framework  for  Sustainably  Managing  Transient  Compe>>ve  Advantage       Source  of  8  Tac>cs:  Mainly  Based  on  Rita  Gunther  McGrath’s  book,  “The  End  of  Compe>>ve  Advantage”   Chasm   (Transi8on)   RED  OCEAN  STRATEGY   IMPROVED  PRODUCTS/ SERVICES/BUS.  MODELS:   Defend  and  Extend  Core   or  Commodi>zed   Products/Services   BLUE  OCEAN  STRATEGY   INNOVATIVE  PRODUCTS/   SERVICES/BUS.  MODELS:   Build  Blue  Ocean/   Disrup>ve  Products:   Lean  Startups   “Stability”   Sustaining  Innova>on   (Evolu>on:  Improve;     Preserve  the  Core:   Values;  Purpose)   “Change  (Agility)”   Disrup>ve   Innova>on   (Revolu>on:  Invent;   S>mulate  Progress:   Vision;  Goals)   Ramp  up   Reconfigure   Pretotype   Prototype       FASTWORKS  –   Innova>on  Program   (EXPLORATION  CULTURE:   Minimum  Value  Prop./   Viable  Product/   Business  Model/   Resources)   AMBIDEXTROUS   GROWTH   STRATEGY   Exploit       SIX  SIGMA  –   Improvement  Program   (EXPLOITATION  CULTURE:   Maximum  Value  Prop./   Awesome  Product/   Business  Model/   Resources)   Posi5oning/Scou5ng   Op5ons   Core  Enhancements   Stepping  Stones   PlaOorm  Launches   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT   Job  To  Get  Done   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  26. 26. How  to  Execute   Ambidextrous  Growth  Strategy?  
  27. 27. FastWorks  Wheel   TOOL  
  28. 28. Source:  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf  
  29. 29. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 2 34 5
  30. 30. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf   PROBLEM/   CUSTOMER   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 2 34 5
  31. 31. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf   PROBLEM/   CUSTOMER     VISION   (Leap  of  Faith;   Key  Assump8ons)   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 2 34 5
  32. 32. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf   PROBLEM/   CUSTOMER       PRODUCT   (Minimum  Viable   Product/   Business  Model)   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 34 5   VISION   (Leap  of  Faith;   Key  Assump8ons)   2
  33. 33. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf   PROBLEM/   CUSTOMER   LEARNING   METRICS   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 4 5     PRODUCT   (Minimum  Viable   Product/   Business  Model)   3   VISION   (Leap  of  Faith;   Key  Assump8ons)   2
  34. 34. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf     STRATEGY   (Pivot  or   Persevere)   PROBLEM/   CUSTOMER   LEARNING   METRICS   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 4 5     PRODUCT   (Minimum  Viable   Product/   Business  Model)   3   VISION   (Leap  of  Faith;   Key  Assump8ons)   2
  35. 35. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf     STRATEGY   (Pivot  or   Persevere)   PROBLEM/   CUSTOMER   LEARNING   METRICS   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 4 5 D:  Define   M:  Measure   A:  Analyze   I:  Improve          (Build)   C:  Control            (Measure)       PRODUCT   (Minimum  Viable   Product/   Business  Model)   3   VISION   (Leap  of  Faith;   Key  Assump8ons)   2
  36. 36. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf     STRATEGY   (Pivot  or   Persevere)   PROBLEM/   CUSTOMER   LEARNING   METRICS   FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 4 5 D:  Define   M:  Measure   A:  Analyze   G:  Generate   I:  Improve          (Build)   C:  Control            (Measure)   -­‐  Decide      (Learn)       PRODUCT   (Minimum  Viable   Product/   Business  Model)   3   VISION   (Leap  of  Faith;   Key  Assump8ons)   2
  37. 37. Source:  Based  on  hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf     STRATEGY   (Pivot  or   Persevere)   PROBLEM/   CUSTOMER   LEARNING   METRICS   Successful  FastWorks  Wheel   Rapidly  Discover  and  Solve  Problems  Everywhere   1 4 5 D:  Define   M:  Measure   A:  Analyze   G:  Generate   I:  Improve          (Build)   C:  Control            (Measure)   -­‐  Decide      (Learn)   OTHER   Loop       PRODUCT   (Minimum  Viable   Product/   Business  Model)   3   VISION   (Leap  of  Faith;   Key  Assump8ons)   2
  38. 38. OTHER  Loop   TOOL  
  39. 39. Reflect   Observe   Think   Hypothesize  Experiment   OTHER  Loop   Rapidly  Discover  and  Solve  Problems  Everywhere   O T HE R OTHER  Loop  for  Scien8fic  Problem  Solving   O:  Observe   T:  Think   H:  Hypothesize   E:  Experiment  (Build;  Measure)   R:  Reflect  (Learn)  
  40. 40.   Reflect   (Learn)   Observe   Think   Hypothesize       Experiment   (Build;   Measure)   OTHER  Loop   Rapidly  Discover  and  Solve  Problems  Everywhere   O T HE R OTHER  Loop  for  Scien8fic  Problem  Solving   O:  Observe   T:  Think   H:  Hypothesize   E:  Experiment  (Build;  Measure)   R:  Reflect  (Learn)  
  41. 41.   Reflect   (Learn)   Observe     Think   (Orient)     Hypothesize   (Decide)       Experiment   (Build;   Measure)   OTHER  Loop   Rapidly  Discover  and  Solve  Problems  Everywhere   O T HE R OTHER  Loop  for  Scien8fic  Problem  Solving   O:  Observe   T:  Think   H:  Hypothesize   E:  Experiment  (Build;  Measure)   R:  Reflect  (Learn)  
  42. 42. OTHER  Loop   Rapidly  Discover  and  Solve  Problems  Everywhere   O T HE R OTHER  Loop  for  Scien8fic  Problem  Solving   O:  Observe   T:  Think   H:  Hypothesize   E:  Experiment  (Build;  Measure)   R:  Reflect  (Learn)  
  43. 43. OTHER  Loop   Mother  Of  All  Tools  (MOAT)  for  Problem  Discovery  and  Solving       Rapidly  Translate  Vision  into  Reality   OTHER  Loop   (Universal   Problem   Solving)   Problem  Solving  Cycle  (Gap-­‐Elimina>on  Heuris>cs:  Con>nuous  Itera>on)   OODA  Loop     (John  Boyd)   BML  Cycle     (Eric  Ries)   HETI  Loop     (Steve  Blank)   FastWorks  Cycle     (General  Electric)   DMAIC  Cycle     (Motorola)   O:  Observe   O:  Observe   Problem   (Customer)   D:  Define   M:  Measure   T:  Think   O:  Orient   A:  Analyze   H:  Hypothesize   D:  Decide     H:  Hypothesis   Leap  of  Faith   (Vision)   E:  Experiment   A:  Act       B:  Build   M:  Measure   E:  Experiment   T:  Test   Minimum  Viable   Product  (MVP);   Learning  Metrics   I  :  Improve   R:  Reflect     L:  Learn   I:  Insight   Pivot  or  Persevere   C:  Control     Sheet  1  of  2   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  44. 44. OTHER  Loop   Mother  Of  All  Tools  (MOAT)  for  Problem  Discovery  and  Solving       Rapidly  Translate  Vision  into  Reality   OTHER  Loop   (Universal   Problem   Solving)   Problem  Solving  Cycle  (Gap-­‐Elimina>on  Heuris>cs:  Con>nuous  Itera>on)   Crea>ve  Web     (Rod  King)   Scien>fic   Method   (Francis  Bacon)   DMADV   Cycle     PDCA    Cycle   (Deming)   Design  Thinking   Process   (Stanford  Uni)   O:  Observe     PROBLEM  Space   Iden8fy  or  Define   Exis8ng  Problem/ Situa8on  (Bus  Model)   D:  Define   M:  Measure         P:  Plan   Empathize   Define   T:  Think     METHOD  Space   Explore/Make  Sense/   Ques8on/Categorize:   Root-­‐cause  Analysis   A:  Analyze   H:  Hypothesize   SOLUTION  Space   Theorize:  Solu8ons/ Assump8ons/   Predic8ons   D:  Design   Ideate   E:  Experiment   IMPLEMENTATION   Space   Collect,  Analyze,  and   Present  Data  Using   Specimens/Samples   (Min.  Viable  System)   V:  Verify   D:  Do   C:  Check   A:  Act   Prototype   Test   R:  Reflect     CREATIVE   LIFESPACE  (Env.)   Conclude:  Validate/ Reject  Hypotheses;   To  Do  or  Not  To  Do   Sheet  2  of  2   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  45. 45. A  Holis8c  Way  to   Rapidly  Discover  and  Solve  Problems   Especially   in  Environment  of  Extreme  Uncertainty   4Q-­‐BUSINESS  MODEL  STRIP     TOOL  
  46. 46. 4Q-­‐Business  Model  Strip   Universal  Problem  Solving  (UPS)  Stack     Rapidly  Discover  and  Solve  Problems  Everywhere           Problem   Solving   Opera>onal   Level   Strategic   Level   Conceptual   Level   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  47. 47. 4Q-­‐Business  Model  Strip   Universal  Problem  Solving  (UPS)  Stack     Rapidly  Discover  and  Solve  Problems  Everywhere           Problem   Solving  Business  Modeling  Strategy   Strategic   Level   Conceptual   Level   Opera>onal   Level   Performance   Management   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  48. 48.                 Problem   Solving  Business  Modeling  Strategy   4Q-­‐Business  Model  Strip   Universal  Problem  Solving  (UPS)  Stack     Rapidly  Discover  and  Solve  Problems  Everywhere   Strategic   Level   Conceptual   Level   Opera>onal   Level   Performance   Management   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  49. 49.         4Q-­‐Business  Model  Strip   Universal  Problem  Solving  (UPS)  Stack     Rapidly  Discover  and  Solve  Problems  Everywhere   Problem   Solving  Business  Modeling  Strategy   Strategic   Level   Conceptual   Level   Opera>onal   Level   Performance   Management   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  50. 50.         4Q-­‐Business  Model  Strip   Universal  Problem  Solving  (UPS)  Stack     Rapidly  Discover  and  Solve  Problems  Everywhere   Strategic   Strip   Conceptual   Strip   Opera>onal   Strip   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  51. 51.         4Q-­‐Business  Model  Strip   Universal  Problem  Solving  (UPS)  Stack     Rapidly  Discover  and  Solve  Problems  Everywhere   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  52. 52. From  4Q-­‐Business  Model  Strip   To  GE-­‐Business  Model  Strip  
  53. 53. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere                   Problem   Solving  Business  Modeling  Strategy   Performance   Management   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  54. 54. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere       VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  55. 55. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere       VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  56. 56. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere       VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling   CUSTOMER  PRODUCT  SUPPLIER   (Minimum  Viable   Product)   (Minimum  Viable   Team)   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  57. 57. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere       VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling  Strategy   CUSTOMER  PRODUCT   (Minimum  Viable   Product)   (Minimum  Viable   Team)   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  58. 58. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere       VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling  Strategy   CUSTOMER  PRODUCT   (Minimum  Viable   Product)   (Minimum  Viable   Team)   STRATEGY   (Pivot/Persevere)   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  59. 59. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere       VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling  Strategy   CUSTOMER  PRODUCT   (Minimum  Viable   Product)   (Minimum  Viable   Team)   STRATEGY   (Pivot/Persevere)   Performance   Management   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  60. 60. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling  Strategy   CUSTOMER  PRODUCT   (Minimum  Viable   Product)   (Minimum  Viable   Team)   STRATEGY   (Pivot/Persevere)   Performance   Management   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  61. 61. GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   Problem   Solving  Business  Modeling  Strategy   CUSTOMER  PRODUCT   (Minimum  Viable   Product)   (Minimum  Viable   Team)   STRATEGY   (Pivot/Persevere)   Opera>onal   Level   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   SUPPLIER   Performance   Management   Strategic   Level   Conceptual   Level   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  62. 62. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   STRATEGY   (Minimum  Viable   Product)   (Minimum  Viable   Team)   (Pivot/Persevere)   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  63. 63. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   STRATEGY   (Minimum  Viable   Product)   (Minimum  Viable   Team)   (Pivot/Persevere)   SUPPLIER   OTHER  Loop   O:  Observe   T:  Think   H:  Hypothesize   E:  Experiment  (Build;  Measure)   R:  Reflect  (Learn)   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  64. 64. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   STRATEGY   1 1 2 3 4 (Minimum  Viable   Product)   5 (Minimum  Viable   Team)   (Pivot/Persevere)   0 SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  65. 65. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Minimum  Business  Model     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)  1 1 2 3 4 (Pivot/Persevere)   C:   Customer   S:   Supplier   Channel/   Market   Feedback   (Response;  Experience)    Value   Proposi5on       (Minimum   Viable  Product)   STRATEGY  5 0 Core   Competence     SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  66. 66. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Performance  Management  (“EAARRR”)  Metrics     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)  1 1 2 3 4 C:   Customer   S:   Supplier   STRATEGY  5 0 E:  Engagement   A:  Acquisi5on   A:  Ac5va5on   R:  Reten5on   R:  Revenue   R:  Referral   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  67. 67. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Performance  Management  (“EAARRR”)  Metrics     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   STRATEGY   SUPPLIER   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  68. 68. GE-­‐Business  Model  Strip   Performance  Management  (“EAARRR”)  Metrics     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  
  69. 69. Appendix  
  70. 70. CUSTOMER  PRODUCT   GE-­‐Business  Model  Strip   Based  on  GE’s  Fastworks  Cycle     Rapidly  Discover  and  Solve  Problems  Everywhere   PAIN   (Cost/Structure)   VALUE   (Profit/Margin)   DELIGHT   (Revenue/Streams)   VISION   (Leap  of  Faith)        LEARNING   METRICS               PROBLEM   (un/known)   STRATEGY   1 1 2 3 4 (Minimum  Viable   Product)   5 (Minimum  Viable   Team)   (Pivot/Persevere)   0 SUPPLIER   D:  Define   M:  Measure     A:  Analyze   I:  Improve   C:  Control   World-­‐class  Coaching  on  Business  Model  Storytelling  &  Econgineering  for  Less  Than  $10/Month:  hWp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hTp://businessmodels.ning.com  &  @rodKuhnKing  

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