One-Page Abundance Plan: How to Transform the Lives of 1 Billion Customers in 10 Years

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On October 10, 2012, I gave a Small Business University (SBU) workshop in Clovis, California on the “One-Page Abundance Plan.” The running theme of my presentation was “Think Big and Different.” Using the vision of the Abundance framework, which is espoused by Peter Diamandis and Steven Kotler in their 2012 book “Abundance,” I presented the One-Page Abundance Plan as a visual tool for systematically translating visions of Abundance into reality.

According to Peter Diamandis and Steven Kotler, we would soon realize a world of abundance due to the impact of exponential technologies that are consistent with Ray Kurzweil’s Law of Accelerating Returns. Kurzweil’s Law of Accelerating Return (which is more robust than Moore’s Law for the evolution of technology) and its expected impacts remind me of Arthur Clarke’s Third Law which states that “Any sufficiently advanced technology is indistinguishable from magic.” Expect apparently impossible or magical things in the Age of Abundance.
Based on Peter Diamandis and Steven Kotler’s book, “Abundance”, the workshop presentation introduces an Abundance Startup as “a lean startup that discovers and solves a Big Urgent Market Problem (BUMP) such as how to transform the lives of 1 billion customers in 10 years.” Apple’s disruptive innovation project on the classic iPod is presented as an example of an Abundance Startup.
Abundance Startups will help make the world a better place much faster. Abundance Startups focus on overcoming the greatest challenges that humanity faces such as the long-term goal of providing a world of 9 billion people with Clean Water, Nutritious Food, Affordable Housing, Personalized Education, Top-tier Medical Care, and Non-polluting, Ubiquitous Energy. The One-Page Abundance Plan will help entrepreneurs, startups, and established organizations to rapidly model, test, and validate ideas for achieving the goals, visions, and missions of Abundance Startup projects.

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One-Page Abundance Plan: How to Transform the Lives of 1 Billion Customers in 10 Years

  1. 1. HEROES Think Big and DifferentONE-PAGE ABUNDANCE PLAN How Steve Jobs/Apple Plan and Execute High Risk Projects. And How You Too Can Do It A Workshop For Simply The Small Business Translate University (SBU) The Vision of Your on Dr. Rod King Lean Startup October 10, 2012 Speaker, Consultant, Trainer, and Author on Into (Version 1.12) “One-Page Abundance Planning” Reality 559-2486230 rodkuhnking@sbcglobal.net
  2. 2. For TraditionalLean Startup Projects AP & ExtremeLean Startup Projects
  3. 3. Welcome To Multilevel AP ProjectManagement
  4. 4. “Don’t Think Small AP And The Same”
  5. 5. “Think Big And APDifferent”
  6. 6. A Startup Is A High Risk Project Is AP An Experiment IsAn Experimental Ecosystem
  7. 7. “Startups Also Have A True North, A Destination in Mind: AP CreatingA Thriving and World-changing Business” Eric Ries In His Book, “The Lean Startup”
  8. 8. What’s Your APTrue North?
  9. 9. “Imagine a World of Nine Billion People With Clean Water, Nutritious Food,Affordable Housing, Personalized Education, Top-tier Medical Care, and Non-polluting, Ubiquitous Energy. Building This Better World Is Humanity’s Grandest Challenge.” Peter Diamandis & Steven Kotler In their Book, “Abundance: The Future is Better Than You Think”
  10. 10. One-Page Abundance Planning Is aMultilevel Project Methodology That Involves AP Thinking Big and Differently To Efficiently OvercomeHumanity’s Grandest Challenges
  11. 11. From a Descriptive Perspective, One-Page Abundance Planning Explains How Nature (Organisms; Ecosystems), All Organizations, and Startups APWork, Experiment, Grow, and Prosper As Well As Fail Especially Under Conditions of High Risk and Uncertainty
  12. 12. From a Prescriptive Perspective, One-Page Abundance PlanningFeatures a Multilevel Project Management Tool (“One-Page Abundance Plan”) That Visually Integrates Best Practice Ideas and Tools forProject Planning, Management, and Execution: AP  Entrepreneurship  Business Planning  Business Strategy  Performance Management  Creative Problem Solving  Innovation  Project Planning and Management  Marketing
  13. 13. The Project Management Methodology of One-Page Abundance Planning Involves Two Macro-Steps: AP1. VISION (End): Create a Shared Vision of Abundance and/or Infinite Shared Happiness.2. PILOT-FULL SCALE-RENEW (Means): Quickly and Iteratively Develop – Using a Learn-Prototype-Measure (LPM) Fitness Cycle – a Customer Design Brief/Canvas as Well as a Natural, Planned, and/or Disruptive Customer Ecosystem for Achieving the Vision. Otherwise, Pivot.
  14. 14. DEFINITION OF “STARTUP” “Think Big and Different”ERIC RIES’S DEFINITION ROD KING’S DEFINITIONSTARTUP STARTUP“A startup is a human institution designed to “A startup is a living organism, organization,create a new product or service under conditions ecosystem, or experimental project that aspiresof extreme uncertainty” to achieve a vision and deliver value in the face of high risk and/or uncertainty” a LEAN STARTUP (Interpretation) DEFINITION Lean startup is a continuous OF innovation, problem-solving, and “STARTUP” project management methodolo- gy that uses rapid evidence-based (validation) fitness loops to translate a risky project’s vision into realityLEAN STARTUP ABUNDANCE STARTUPLean startup (innovation): “the application of “An Abundance startup is a lean startup thatlean thinking to the process of innovation” discovers and solves a Big Urgent Market Problem (BUMP) such as how to transform the lives of 1 billion customers in 10 years” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  15. 15. An Abundance Startup or Abundance Project is An Extreme Lean Startup That Focuses on AP Discovering and SolvingBig Urgent Market Problems (BUMPs)
  16. 16. Also, an Abundance Startup or Abundance Project is An Extreme Lean Startup That Aims AP To Positively Transform, In 10 Years,The Lives Of 1 Billion Customers
  17. 17. There are 3 Levels of Risks InAn Abundance Project AP Vision Risk: Customer Ecosystem Strategy Risk: Business Model Tactical (Operational) Risk: Product/Service/Value Chain
  18. 18. Every Abundance Startup Is A Living Organization or An Ecosystem AP That Has “DNA”: D: Design N: Needs A: Aspirations
  19. 19. DNA OF ONE-PAGE ABUNDANCE PLAN: Logic and Structure of Ecosystem Project “Think Big and Different”The One-Page Abundance Plan Consists of a Stream of 9 Elements or ModulesThat Are Summarized Using the Acronym, “SEMPORCES”: S Suppliers/Inputs/Partners E E Employees/Culture/Brand/IP Upstream (Design: How?) C M Machinery/Equipment/Infrastructure/Technology AP Inside the Enterprise/ Supply Infrastructure O P Process/Strategy/Venture S O Output (Product/Service) Y R Retailers/Channels/Distributors/CRM Midstream S C Customers/Consumers (Needs: What?) Outside the Enterprise/ T E Environment (Global) Demand Infrastructure E Downstream S Shared Dream/Vision/Value/Profit/Experience (Aspirations: Why?) M Effect or Value Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  20. 20. HALL OF FAME FOR ONE-PAGE ABUNDANCE PLANNERS AND ACHIEVERSOne-Page Abundance Planning Comprehensively Explains and Models How People Create a World of Abundance Steve Jobs Bill Gates Oprah Winfrey Physical Abundance Physical Abundance Emotional Abundance ONE-PAGE ABUNDANCE PLANNERS AND ACHIEVERS Each Started With Vision of A World of Abundance & Charlie Chaplin Iteratively Built a Vibrant and Leonardo da Vinci Emotional Abundance Sustainable Customer Ecosystem Intellectual Abundance Sergey Brin & Larry Page Rev. Dr. Martin Luther King Jesus Intellectual Abundance Spiritual Abundance Spiritual Abundance Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  21. 21. ABUNDANCE DIAMOND “Think Big and Different” Where currently are you? Where must you go? How best must you get there? Mission/Goal/Vision/Value Proposition/Job To Be Done: ………..…………………………………………………………………….……... Physical Abundance 10 8 6 4 2 Spiritual Emotional (Social) 0 Abundance Abundance Intellectual Abundance Ideal Diamond of Abundance Worst Diamond of AbundanceCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  22. 22. LEARNING OBJECTIVE: By the End of This Presentation, You Should Be Able To Use TheMinimum Viable Product (MVP) of AP “Visionary” One-Page Abundance Plan For Your Business or Project
  23. 23. OVERVIEW OF PRESENTATION ON “ONE-PAGE ABUNDANCE PLAN” “Think Big and Different”THE ONE-PAGE ABUNDANCE PLANPart 1: WHY? AP Visionary PlanPart 2: WHAT? Strategic Plan Tactical (Operational) PlanPart 3: HOW?
  24. 24. Part 1Visionary Perspective WHY? AP
  25. 25. THE WHY OF “ONE-PAGE ABUNDANCE PLAN” “Think Big and Different”WHY I DEVELOPED WHY YOU SHOULD USETHE “ONE-PAGE ABUNDANCE PLAN” THE “ONE-PAGE ABUNDANCE PLAN” CURIOSITY: Discover and Comprehensively Explain  SIMPLICITY: The One-Page Abundance Plan is Easier The Model of Steve Jobs and Extraordinary Success to Understand and Interpret Than a Traditional of Abundance Projects: iTunes; iPod; iPhone; iPad Business Plan Which Is Voluminous and Complex WASTE ELIMINATION: Reduce Risks as Well as the  TIME SAVINGS: The One-Page Abun- High Failure Rate and Waste in dance Plan Takes Far Less Time to Business Planning and Startup Projects Prepare Than a Traditional Business Especially in High Technology a Plan; Iteration is Also Faster THE WHY ALTRUISM: Help Create a World of OF  COST SAVINGS: The One-Page Abundance and Infinite Shared “ONE-PAGE Abundance Plan Takes Lesser Happiness Especially With Recent ABUNDANCE PLAN” Money and Effort to Prepare Inspiration from Peter Diamandis and Than a Traditional Business Plan Steven Kotler’s Book, “Abundance”  SHARED UNDERSTANDING AND LANGUAGE: OPPORTUNITY FOR ACCELERATED ABUNDANCE: There Every Stakeholder is on the Same Page is No Dedicated or Formal Methodology for Planning &  VERSATILITY: The One-Page Abundance Plan Can Managing Abundance Projects or Abundance Startups Be Used as a Dashboard or Platform for Adaptively ALL-IN-ONE-TOOL FOR PLANNING AND MANAGEMENT: Documenting, Organizing, Analyzing, Managing Use a Single Tool for Planning, Organizing, and Managing and Presenting Ideas in Any Project or Story. Ideas Any Project , Story, Organization, Value Chain,  STUCKNESS ELIMINATION: (Lean) Startups Business Model, or Customer Ecosystem  MAKE A DIFFERENCE IN THE WORLD Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  26. 26. THE WHY OF AN “ABUNDANCE STARTUP (PROJECT)” “Think Big and Different” “Efficiently Discover and Solve Big Urgent Market Problems (BUMPs) AP While Transforming the Lives of 1 Billion Customers In 10 Years”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  27. 27. Part 2Strategic Perspective WHAT? AP
  28. 28. One-Page Abundance Planning IsA Multilevel Project Methodology For AP Efficiently Translating Visions of Abundance Into Reality
  29. 29. What’s Your APVision of Abundance?
  30. 30. DIAMANDIS’S 8 VISIONS OF ABUNDANCE “Think Big and Different”A WORLD OF ABUNDANCE & HAPPINESS Abundant Clean WATER Abundant Nutritious FOOD Abundant Affordable A P HOUSING Abundant Top-tier MEDICAL CARE Abundant Non-polluting ENERGY Abundant Personalized EDUCATION Abundant GAMES/KNOWLEDGE/ENTERTAINMENT Abundant FREEDOMSource: Based on Diamandis, P.H.; Kotler, S. (2012) Abundance.New York: Free Press.Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  31. 31. WHAT IS “ONE-PAGE ABUNDANCE PLAN”? “Think Big and Different” The One-Page Abundance Plan Is The Simplest, Fastest, and Funnest Tool AP For Efficiently Translating Visions of Abundance Into RealityCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  32. 32. THE REAL WHAT OF “ONE-PAGE ABUNDANCE PLAN” “Think Big and Different”What Really is the One-Page Abundance Plan? Designer’s View: “End-Means” Diagram AP Analyst’s View: “Cause-Effect” Diagram Knowldege Manager’s View: “Infinitely Scalable Dashboard” for Documenting, Organizing, and Managing Ideas as Well as Risks in a ProjectCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  33. 33. WHAT ARE LEVELS OF THE “ONE-PAGE ABUNDANCE PLAN”? “Think Big and Different”A Pyramid of Visual Templates forthe One-Page Abundance Plan Visionary One-Page Abundance Plan AP (Bird’s eye view: Big Picture) Strategic One-Page Abundance Plan Tactical One-Page Abundance Plan (Worm’s eye view: Details)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  34. 34. EveryOne-Page Abundance Plan Is AP The Same Visionary Plan And Strategic Plan Tactical Different Plan
  35. 35. “VISIONARY” ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) END (Resources: People/Culture-Process/Strategy-Product/Service) (Value) SHARED DREAM/ VISION ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  36. 36. “STRATEGIC” ONE-PAGE ABUNDANCE PLAN: …………………………………..………………………………………Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..……PAIN/PROBLEM/NEED/GOAL/JOB: ………………….…………………………………………………. Date: …………..………… PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term (“RED OCEAN”)  Learn-Prototype-Measure (LPM) (“BLUE OCEAN”) Fitness Cycle SHARED DREAM/  Value Proposition Factors/ VISION Competitive Features/CriteriaCONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  37. 37. “TACTICAL” ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Prototype (Build) Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  38. 38. ONE-PAGE ABUNDANCE PLAN: Overview of All Realities and Scenarios “Think Big and Different” PAST PRESENT FUTURE SHARED DREAM/VISION/ Customer Ecosystem Customer Ecosystem Customer Ecosystem VALUE/IDEALS/PROFIT D Design N Needs A Asp.Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) S E M P O R C E S How? What? Why? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  39. 39. Part 3Operational Perspective HOW? AP
  40. 40. The One-Page Abundance Plan Focuses on Answering 4 Classic Planning Questions:1. PRESENT: Where currently are we? AP2. FUTURE: Where must we go?3. TRANSFORMATION: How must we get there?4. CONSTRAINTS: What are constraints or obstacles? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  41. 41. Answering The 4 Classic Planning Questions Of The One-Page Abundance Plan Involves Use of the Scientific Experimental ProcessAs Well as Evidence-based Learning That is Reflected in The Learn-Prototype-Measure (LPM) Fitness Cycle AP MEASURE PROBLEM/ CUSTOMER ECOSYSTEM (Business Model; PROTOTYPE Strategy/Value Chain; LEARN (Build) Product/Service) (Insight/ Leap/Pivot) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  42. 42. Eric Ries’s Methodology ofLean Startup-Project Management - As Presented in His Book, “The Lean Startup” - Offers APAn Accelerated Learning Approach For EfficientlyPlanning, Managing, and Executing Any High Risk Project Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  43. 43. ONE-PAGE ABUNDANCE PLAN (Lean Startup)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END LEAN STARTUP (LS) PROJECT MANAGEMENT (Value/  STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP Why?) - Leap (Problem; Vision/Hypotheses/Value (Proposition))  SHARED - Test (Criteria for Problem; Minimum Viable Product(MVP)) DREAM/ - Measure (Actionable Metrics for Customer Growth) - Pivot (or Persevere) ITENN VISION (Strategy/Business Model/Customer Ecosystem) - Start - Define  ACCELERATE: LAUNCH-SCALE - Learn - Experiment - Batch (Size/Version; Time/Cycle) Elimination of - Grow (Engines of Customer Growth) Big Urgent - Adapt (Adaptive Org./5 Whys) Market - Innovate (Disruptive Inno.) Problems (BUMPs)Unique Summary and Template of Eric Ries’s Methodology of Lean Startup (LS) Project Management Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  44. 44. AREAS OF APPLICATION OF THE ONE-PAGE ABUNDANCE PLAN “Think Big and Different” Project Management  Business/Strategic Planning  Discovery-Driven Planning Business Development  Benchmarking  Customer Development (Stack) Product Development  Competitive Strategy  Lean Startup Service Development  Disruptive Innovation Strategy  Lean Thinking Personal/Team Development  Blue Ocean Strategy  Agile Development Spatial Development  Value Chain/Five Forces Analysis  Scrum Methodology Business Storytelling/Presentation  Competitive Intelligence Creative Problem Solving AREAS OF APPLICATION OF  Six Sigma Methodology Brainstorming THE ONE-PAGE ABUNDANCE PLAN  Business Process Improvement Scenario-making Use the One-Page Abundance Plan  Theory of Constraints Wargaming As  Root-cause Analysis/Modeling Conflict Resolution Project Management Worksheet or  Crisis/Subversion Management Value Engineering Template For Achieving Goals,  Risk Analysis and Management Objectives, Strategies, Targets, TRIZ Methodology  Financial Management; Budgeting Visions, and Missions of Projects TARGETED DISCIPLINES Business Model Visualization,  Customer Ecosystem Visualization,  Healthcare Development; Food Analysis, and Improvement Analysis, and Improvement  Software Development; Energy Business Model Innovation  Customer Ecosystem Innovation  Housing; Finance; Coaching Value Innovation  Evolution of Customer Ecosystems  Marketing and Branding  Manufacturing; Education  Abundance Startups and Projects Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  45. 45. Example Steve Jobs/Apple’s One-Page Abundance Plan AP(Extreme Lean Startup Project) For Classic iPod
  46. 46. Every Abundance Startup Must Begin Life AP As A Lean Startup
  47. 47. THE THREE CULTURES OF ABUNDANCE STARTUPS “Think Big and Different” ABUNDANCE STARTUPCulture (Focus; “Entry Points”)WHY? AP Visionary Right-Brain Focus Lean StartupWHAT? Total-Brain Focus Strategic Lean StartupHOW? Tactical (Operational) Left-Brain Focus Lean Startup
  48. 48. Steve Jobs Was An Intuitive Practitioner Of APOne-Page Abundance Planning Or “Extreme Lean Startup (ELS) Project Management”
  49. 49. STEVE JOBS’ APPROACH: One-Page Abundance Planning “Think Big and Different”“One of the things I’ve always found is that you’ve got to start with the customer experience andwork backwards to the technology.” Steve Jobs
  50. 50. VISIONARY ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – END Natural, Planned, and/or Disruptive Customer Ecosystem (Value) For Digital Music Player) SHARED DREAM/ VISION ITENN For Music Player:  Put a Dent in The Universe  Create Insanely Great Customer Experience Prototype (Build) - Measure Learn -Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  51. 51. VISIONARY ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – END Natural, Planned, and/or Disruptive Customer Ecosystem (Value) For Digital Music Player) SHARED DREAM/ VISION ITENN For Music Player:  Put a Dent in The Universe  Create Insanely Great Customer Experience Prototype (Build) - Measure Learn -Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  52. 52. VISIONARY ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players 4 Phases of a Customer Growth Plan or Business Model Cycle (Evolutionary Reality vs. Hypotheses) ENDCustomer Experience, Happiness, or Value (Value) Fault (Line) SHARED DREAM/ VISION = Delight/Pain ITENN Traditional/Hypothetical Ecosystem Demand For Music (Market, Industry, Enterprise, or Technology) Player:  Put a Dent in The Universe  Create Chasm Insanely Great (Traction; Tipping Point; Customer Product-Market Fit) Experience Time Infancy: Napster; Growth: Maturity: Decline: Walkman; MP3-Flash Player MP3; MP3-CD Player CD; CD Player Vinyl; Stereo Deck Evolution of Customer Ecosystem for MUSIC Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  53. 53. APPLE’S ONE-PAGE LEAN STARTUP for iPod  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music playersMEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) ENDCUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECTHypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): SHARED List (Contacts): Persona of High-end Technologist-Artist DREAM/ VISION Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time ITENN Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players For Music Player: - Big/Clunky Size of Music Players  Put a Dent in - Complex Interface and Operations The Universe - Inadequate Battery Life  Create - Ugly Design/Aesthetic/Color Insanely Great - Inadequate Storage for Songs; High Cost of Songs Customer Solution/Minimum Viable Product (MVP): Experience Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs Prototype (Build) - Measure Learn - Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  54. 54. APPLE’S STRATEGIC ONE-PAGE ABUNDANCE PLANClient/Customer (Segment/Persona): High end Technologist-Artist (Luxury Spot)PAIN/ROBLEM/NEED/GOAL/JOB: Reinvent the ecosystem experience of digital music players Date: 2001 PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) PRODUCT (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term What if … we DISRUPT: TRADITIONAL DIGITAL Eliminate: CLASSIC IPOD SHARED • Usual control buttons; On-off switch; DREAM/ MUSIC PLAYERS Traditional gray/black color VISION Reduce: • Seamless music experience For Music • Size/thickness; Weight; Complexity in • Thousand songs in your pocket Player: usage; Learning curve; Manual  Cool design/form/useability  Put a Big/Clunky/Ugly/Difficult-to-use/… Increase:  Simple and easy to use Dent in The  CD Players • Price; Simplicity of use; Battery life;  Ultra-portable; Ultra-light Universe  Flash Players Storage capacity; Functions/Form/Design  Enough skip protection  Create  MP3-CD Players Create:  Long battery life Insanely  Hard Drive Jukebox Players • LCD Screen; Packaging; Scroll wheel;  “Cool” & disruptive ads (on TV) Great Illegal music download from Internet Fast download; Disruption/Unique Ads  Fast and legal music download Cust. Exp.CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  55. 55. APPLE’S ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players D Design Hypotheses N Needs Hypotheses A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)OEMs CEO IT Infra- Obtain 2001 Apple Segments Competi- “Seamless Mngt structure Higher Insanely Retail Technologist- tors/ MusicRecord Staff Profit Great Stores; Artist Entrants/ Experience”Companies Techno- (Margin) Digital apple.com (High-end) Comple- Brand/IP logy Music mentors/ Cost; PAINiTunes Engage, Player: PR/ PROJECTS: Influen- Low “Think Buildings Acquire, Media/ Crises/ cers/ Different” Revenue; and Retain Classic Ads Problems Non-cus- DELIGHT (EAR) iPod * Clunky, tomers/ High More (Features/ ugly, and PESTLIED Profitable Price) complex Trends Profit Customers digital music CD Player (Margin); and (Product players Flash VALUE Partners Sale) * Inadequate MP3-CD High song storage Jukebox Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  56. 56. ONE-PAGE ABUNDANCE PLAN (Metrics)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design Metrics N Needs Metrics A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics IdealNo. of No./Quality Type of No. of No. of No. of No. of No. of CustomerSuppliers/ of Team Technology Interviews Prototypes/ Channels Retentions Contacts/ ExperiencePartners/ Members (Minimum Leads (Delight toContracts/ No. of Viable) Engage- No. of Pain Ratio)Agreements No. of Iterations Product/ ment/ Referrals No. of Major Level of Service No. of Influenc- RevenueNo. of Co- Insights Technology Iteration Prospects Net Promoter erscreators Cycle/ Price of or Visitors Score (NPS) Cost No. of Learning Product/ No. ofCapital Validated Time Service Pain/No. of Direct Revenue toInvestment Patents Learning/ Acquisition/ Bugs/ Competi- Cost Ratio External No. of Delight/ No. of Complaints/ tors/Cash Burn and Internal Pivots No. of Registrants Big Urgent New Bus. ModelRate Per Lessons Unique Market Entrants AnalogMonth Learned Delivery Features Problems Time (BUMPs) Insights Customer Ecosystem Metrics Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  57. 57. ACTUAL SALES CHART FOR EVOLUTION OF THE IPOD-ABUNDANCE PROJECTSteve Jobs’ Question: Why and How to Compete Differently in the Universe of Digital Music Players? Source: http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  58. 58. APPLE’S FRACTAL S-WAVE FOR ECOSYSTEM INNOVATION “Think Big and Different” Classic Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints? Customer Segment/Persona: ∞ Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem …………………………………………...…………… (Supersystem/Economy/Value Network/Supply Chain/Market/ Customer Goal/Job To Be Done/Tool:EXPERIENCE: Industry Trends, Expectations, or Demand) …………….……………………………………….….Shared MaturityHappiness(Experience =Happiness = 3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM InnovationValue = +/- Growth (Ecosystem/Industry/Platform: Shared Value-focus)= Examples: Digital Lifestyle - iPod; iPod Touch; iPhone; iPadDelight/Pain~Revenue/Cost Birth 2nd Wavelet of Innovation: BUSINESS MODEL Innovation= (Business Model/Marketing Engine: Scalable Revenue & Profit-focus)Differentn/Cost Examples: Internet Software – iTunes; eStore; App Store=1/Trade-off) 1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation (Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus) Examples: Personal Computer; Printer – Apple I; Apple II; MacIntosh; iMac; Apple TV ∞ TIME (Arrow of Time: Past/Present/Future) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  59. 59. ExerciseOne-Page Abundance Plan AP For[Your] Business or Project
  60. 60. “Think Big,Start Small,Scale Fast, AP AndBe Flexible” Eric Ries
  61. 61. A Plan or Model Is A Scenario Containing Hypotheses AP And Assumptions That MustContinuously Be Validated
  62. 62. THE ABUNDANCE PROJECT CHALLENGE “Think Big and Different”The Challenge of Building an Abundance Startup(Extreme Lean Startup: Billion-Customer Company)Abundance Challenge APDevelop a One-Page Abundance Plan(in terms of Long/Medium/Short-term Scenarios)for Growing Your Company, Startup, or Project, in10 Years (By 2022), Into a Company That PositivelyTransforms the Lives of 1 Billion Customers Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  63. 63. BIG URGENT MARKET PROBLEM (BUMP) “Think Big and Different” Does The Project Involve AP Discovering, Validating, and SolvingA Big Urgent Market Problem (BUMP)? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  64. 64. ONE-PAGE ABUNDANCE PLAN (Charter)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)Partners/ Project Facility Business Solutions/ Online Customer/ Industry/ Impacts;Alliances/ Sponsor/ Objectives Deliverables Client Sector Viability;Co-creators Champion Competitive Advantage Technology Project Offline Problems/ Scope Profit Manager Start Date Needs/ (Margin); Project Require- VALUE Objectives ments/ Other Team Equipment/ Job-To-Be- External Cost; Members Machinery Done Stakehold- PAIN (-)Capital End Date - Physical ersInvestment - Intellectual - Emotional Revenue; - Spirital Investors DELIGHT (+) Customer Experience Abundance Project Charter Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  65. 65. VISIONARY ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – END Natural, Planned, and/or Disruptive Customer Ecosystem) (Value) SHARED DREAM/ VISION: ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  66. 66. VISIONARY ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – END Natural, Planned, and/or Disruptive Customer Ecosystem) (Value) SHARED DREAM/ VISION: ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  67. 67. VISIONARY ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) ……………………………………. PROJECT: Customer Design Brief/Canvas Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision  Customer/Client: SHARED List (Contacts) DREAM/ VISION  Customer or Client Problem/Goal/Need/Job: ITENN Top 5 Big Urgent Market Problems (BUMPs) of Existing ………………………………………………. - - - - -  Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed ………………………………………………. - - - - - Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  68. 68. STRATEGIC ONE-PAGE ABUNDANCE PLAN: …………………………………..………………………………………Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..……PAIN/PROBLEM/NEED/GOAL/JOB: ………………….…………………………………………………. Date: …………..………… PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term (“RED OCEAN”)  Learn-Prototype-Measure (LPM) (“BLUE OCEAN”) Fitness Cycle SHARED DREAM/  Value Proposition Factors/ VISION Competitive Features/CriteriaCONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  69. 69. OPERATIONAL ONE-PAGE ABUNDANCE PLAN  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Prototype (Build) Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  70. 70. ONE-PAGE ABUNDANCE PLAN (Metrics)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design Metrics N Needs Metrics A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics IdealNo. of No./Quality Type of No. of No. of No. of No. of No. of CustomerSuppliers/ of Team Technology Interviews Prototypes/ Channels Retentions Contacts/ ExperiencePartners/ Members (Minimum Leads (Delight toContracts/ No. of Viable) Engage- No. of Pain Ratio)Agreements No. of Iterations Product/ ment/ Referrals No. of Major Level of Service No. of Influenc- RevenueNo. of Co- Insights Technology Iteration Prospects Net Promoter erscreators Cycle/ Price of or Visitors Score (NPS) Cost No. of Learning Product/ No. ofCapital Validated Time Service Pain/No. of Direct Revenue toInvestment Patents Learning/ Acquisition/ Bugs/ Competi- Cost Ratio External No. of Delight/ No. of Complaints/ tors/Cash Burn and Internal Pivots No. of Registrants Problems New Bus. ModelRate Per Lessons Unique Entrants AnalogMonth Learned Delivery Features Time Insights Customer Ecosystem Metrics Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  71. 71. ONE-PAGE ABUNDANCE PLAN (Targets)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design Targets N Needs Targets A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)Targets Targets Targets Targets Targets Targets Targets Targets Targets Customer Ecosystem Targets Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  72. 72. ONE-PAGE ABUNDANCE PLAN (Risks)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design Risks N Needs Risks A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)Risks Risks Risks Risks Risks Risks Risks Risks Risks Customer Ecosystem Risks Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  73. 73. ONE-PAGE ABUNDANCE PLAN (Pivots)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E SSuppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit)Pivot Pivot Pivot Pivot Pivot Pivot Pivot Pivot Pivot  Techno-  Zoom-in  Channel  Customer  Value logy Pivot Pivot Pivot Segment Pivot Capture Pivot  Platform  Zoom-  Engine of  Customer  Business Pivot out Pivot Growth Need Pivot Architec- Pivot ture Pivot Based on: Eric Ries’s Book, “The Lean Startup” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  74. 74. HEROES Think Big and Different THANKSFOR YOUR ATTENTION Dr. Rod King Speaker, Consultant, Trainer, and Author on “One-Page Abundance Planning” 559-2486230 rodkuhnking@sbcglobal.net
  75. 75. ABOUT THE PRESENTER AP
  76. 76. THE PRESENTER “Think Big and Different” HEROES Dr. Rod King, Inventor of One-Page Abundance Planning  B. Eng. (Hons) in Civil Eng. Speaker & Consultant on  Founder and former CEO of  Master of Infrastructure Planning “One-Page Abundance Planning” Galaxy IT, Inc., a venture-financed  Ph.D. in Regional Dev. Planning “One-Page Abundance Plan” visual search engine business  Postgraduate Certificate in “Abundance Project Dashboard”  Major contributor on creativity to Advanced Academic Studies “Universal Theory of Abundance” the multi-author book, “Research  Over 20 years of experience in “One-Page Lean Startup” Methods for Postgraduates” creative problem solving for Author of “Underdog to TopDog”  Former Lecturer multi-disciplinary projects Founder of the WisdomsourcingInventor of over 40 Power Tools for Group, an online Global Think TankOne-Page Abundance Plan for collaboratively improvingFacilitating work in the areas of customer experiences and resolving Abundance Project Management tough dilemmas Value Chain/Product Innovation Organizer & Coordinator of Wisdom- Business Model Innovation Dr. Rod King, Inventor of sourcing survey involving over 200 Customer Ecosystem Innovation One-Page Abundance Planning professionals from over 30 countriesInventor of “The Fractal Grid”  Inventor of first software that CONTACTThis technology, which has US and wholly invents magic tricksInternational patent-pending, can be  Inventor of several magic tricks Dr. Rod King: California, USAused for visually organizing and  Author of “Trickanalyzing the Cell: (559) 248-6230prioritizing massive amounts of Close-up Magic of Davidinformation such as in search Copperfield” & several articles rodkuhnking@sbcglobal.netengines, social networks, and  Winner of several championships http://twitter.com/RodKuhnKingOne-Page Abundance Planning in chess and table-tennis
  77. 77. ABOUT ROD KINGProf. Dr. McSam Dixon-Fyle Beth BridgesDePauw University Chief Networking Officer, Clovis Chamber of CommerceDr. King is one of the most innovative thinkers around today,with great capacities at conceptualizing phenomena in Rod has the unique skill of being an extremely deep andunfamiliar terrain, and proffering new approaches to the detailed thinker who can create simple, visual conceptssolution of some of our most intractable societal challenges. that give the layperson a confident place to stand. I feelHis gift in moving the mathematically abstract into the smarter just listening to him ... because I have these bigempirical realm is uncanny, and his devotion concepts that I can use as a frameworkto cutting-edge, yet society-friendly, a ABOUT ROD KING for more and more detailed thinking.innovation is his burning passion. Im very glad that he will be using hisIn all this, he wears his learning very lightly, Inventor of ideas to help small to mediumand makes research and development businesses grow and thrive. “One-Pagea fun-filled activity. Abundance Planning”
  78. 78. Real-life EXPERIMENT OnAn Abundance Startup: VDD University AP For Lean Startup Project Management http://businessmodels.ning.com
  79. 79. “Abundance And Insanely GreatEntrepreneurship Experience AP For 1 Billion Startups In 10 Years”
  80. 80. VDD UNIVERSITY FOR LEAN STARTUP PROJECT MANAGEMENT http://businessmodels.ning.com “Think Big and Different” APCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  81. 81. MEASURE PROBLEM/ AP CUSTOMER ECOSYSTEM (Business Model; PROTOTYPE Strategy/Value Chain; LEARN Product/Service) (Build) (Insight/ Leap/Pivot)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  82. 82. INITIAL PROBLEM HYPOTHESIS: Root-Cause of Failure in High Risk Projects “Think Big and Different”The Big Urgent Market Problem (BUMP) Involves Inadequate Tools AP For Organizing Ideas and Managing Risks In Projects Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  83. 83. INITIAL SOLUTION HYPOTHESIS “Think Big and Different”A Big/Worldwide Market of Projects Urgently Needs A Simple, Fast, and Versatile Tool AP ForOrganizing Ideas and Managing Risks In (Lean Startup) ProjectsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  84. 84. Visionary ONE-PAGE ABUNDANCE PLAN  Past  Present  Future VDD University for Lean Startup Project ManagementCUSTOMER/CLIENT: Abundance (Big) Thinkers, Leaders, Entrepreneurs, Project Managers; Startups Date:……………………PAIN/PROBLEM/GOAL/NEED/JOB: High project risk/failure: inadequate tools for organizing ideas and managing risks in projects D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Partners/ Project Facility Business Solutions/ Online Customer/ Industry/ Impacts; Alliances/ Sponsor/ Objectives Deliverables Client Sector Viability; Co-creators Champion Competitive Advantage Technology Project Offline Problems/ Scope Profit Manager Start Date Needs/ (Margin); Project Require- VALUE Objectives ments/ Other Team Equipment/ Job-To-Be- External Cost; Members Machinery Done Stakehold- PAIN (-) Capital End Date - Physical ers Investment - Intellectual - Emotional Revenue; - Spirital Investors DELIGHT (+) Customer Experience Project Charter for VDD University Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  85. 85. Visionary ONE-PAGE ABUNDANCE PLAN  Past  Present  Future VDD University for Lean Startup Project ManagementCUSTOMER/CLIENT: Abundance (Big) Thinkers, Leaders, Entrepreneurs, Project Managers; Startups Date:……………………PAIN/PROBLEM/GOAL/NEED/JOB: High project risk/failure: inadequate tools for organizing ideas and managing risks in projects MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END VDD UNIVERSITY FOR EXTREME LEAN STARTUPS (Value/  STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP Why?) - Leap (Problem; Vision/Hypotheses/Value (Proposition))  SHARED - Test (Criteria for Problem; Minimum Viable Product(MVP)) DREAM/ - Measure (Actionable Metrics for Customer Growth) - Pivot (or Persevere) ITENN VISION: ABUNDANCE & (Strategy/Business Model/Customer Ecosystem) Insanely Great Entrepreneurship  ACCELERATE: LAUNCH-SCALE Experience - Batch (Size/Version; Time/Cycle) For - Grow (Engines of Customer Growth) 1 Billion - Adapt (Adaptive Org./5 Whys) Startups in - Innovate (Disruptive Inno.) 10 Years The Operational “STEER” and “ACCELERATE” Steps of One-Page Abundance Planning Are Based on: Eric Ries’s Lean Startup Book & Methodology Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

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