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Simply Standardize Over 40 Business Modeling Tools: The 4Q-Business Model Interface

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Every day, more and more tools are emerging for visualizing part of or a whole business model. This presentation visually summarizes over 40 business modeling tools. A unique aspect of this presentation is that each business modeling tool is linked to the 4Q-Business Model Diamond which can serve as a tool for translating business modeling tools into a common visual language. In short, the 4Q-Business Model Diamond can serve as a standard tool for visualizing part or whole of a business model (system).

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  • DOWNLOAD FULL. BOOKS INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y8nn3gmc } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. 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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  • @Ali Anani, PhD: Dr. Anani, Thanks for your feedback. Greatly appreciated.
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  • Dear Rod King- I have never seen such clarity in covering so many business tools. Fantastic thinking as I felt your two-screen canvas talking to each other. By almost fixing the content on the right screen and changing the content on the left screen you made the presentation so fluid, so clear and so rewarding. I congratulate you for I believe this is your most-rewarding presentation. I love the thinking behind it. Great job Rod King, Ph.D. this is.
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Simply Standardize Over 40 Business Modeling Tools: The 4Q-Business Model Interface

  1. 1. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond WHAT WHY HOW WHO 2nd Base 1st Base 3rd Base Home Plate
  2. 2. The 4Q-Business Model Diamond Is The Minimum Viable Tool For IllustraIng a Business Model (Business Ecosystem)
  3. 3. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 2nd Base 1st Base 3rd Base Home Plate
  4. 4. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 2nd Base 1st Base 3rd Base Home Plate PROBLEM (TRADE-OFF)
  5. 5. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 2nd Base 1st Base 3rd Base Home Plate PROBLEM (TRADE-OFF) OrganizaNon/ Project: ….....................
  6. 6. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 4 QuesNons PROBLEM (TRADE-OFF) OrganizaNon/ Project: ….....................
  7. 7. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 4 QuesNons Outside Enterprise Inside Enterprise PROBLEM (TRADE-OFF) OrganizaNon/ Project: ….....................
  8. 8. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 4 QuesNons PROBLEM (TRADE-OFF) OrganizaNon/ Project: …..................... Demand Side
  9. 9. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 4 QuesNons PROBLEM (TRADE-OFF) OrganizaNon/ Project: …..................... Demand Side Supply Side
  10. 10. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 4 QuesNons PROBLEM (TRADE-OFF) Customer Segments OrganizaNon/ Project: …..................... Demand Side Supply Side
  11. 11. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE Customer Segments OrganizaNon/ Project: …..................... Demand Side Supply Side
  12. 12. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE Customer Segments OrganizaNon/ Project: …..................... Demand Side Supply Side
  13. 13. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE Customer Segments OrganizaNon/ Project: …..................... Demand Side Supply Side
  14. 14. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond Value ProposiAon PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE Customer Segments OrganizaNon/ Project: …..................... Demand Side Supply Side
  15. 15. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond Value ProposiAon Product/Service PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE Customer Segments OrganizaNon/ Project: …..................... Demand Side Supply Side
  16. 16. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond Value ProposiAon Product/Service Customer Segments PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... Demand Side Supply Side
  17. 17. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond Demand Side Supply Side PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  18. 18. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  19. 19. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROBLEM (TRADE-OFF) 4 QUESTIONS WHO? WHY? WHAT? HOW? LINEAR 4Q-Business Model Diamond PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  20. 20. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS WHO? WHY? WHAT? HOW?
  21. 21. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics WHO? q  Customer Segments q  Channels q  RelaIonships WHY? q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? q  Strategy q  Value ProposiIon q  Product/Service HOW? q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  22. 22. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics WHO? q  Customer Segments q  Channels q  RelaIonships WHY? (End) q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? (Ways) q  Strategy q  Value ProposiIon q  Product/Service HOW? (Means) q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  23. 23. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics WHO? q  Customer Segments q  Channels q  RelaIonships WHY? (End) q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? (Ways) q  Strategy q  Value ProposiIon q  Product/Service HOW? (Means) q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  24. 24. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics STRATEGIC TACTICAL OPERATIONAL WHO? q  Customer Segments q  Channels q  RelaIonships WHY? (End) q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? (Ways) q  Strategy q  Value ProposiIon q  Product/Service HOW? (Means) q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  25. 25. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics PAST (Done) PRESENT (Doing) FUTURE (To Do) WHO? q  Customer Segments q  Channels q  RelaIonships WHY? (End) q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? (Ways) q  Strategy q  Value ProposiIon q  Product/Service HOW? (Means) q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  26. 26. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics PRESENT (RED OCEAN; Doing) STRATEGY (Pivot/ DisrupAon/ TacAcs) FUTURE (BLUE OCEAN; To Do) WHO? q  Customer Segments q  Channels q  RelaIonships WHY? (End) q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? (Ways) q  Strategy q  Value ProposiIon q  Product/Service HOW? (Means) q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  27. 27. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Linear 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QUESTIONS Business Model Topics ANALOG ANTILOG FUTURE (BLUE OCEAN; To Do) WHO? q  Customer Segments q  Channels q  RelaIonships WHY? (End) q  PROFIT MARGIN (SHARED VALUE) q  REVENUE STREAMS q  COST STRUCTURE WHAT? (Ways) q  Strategy q  Value ProposiIon q  Product/Service HOW? (Means) q  Resources q  Inputs/Partners q  AcIviIes (Processes)
  28. 28. The 4Q-Business Model Diamond is an Example of a “Business Diamond Tool (BDT)”
  29. 29. A Business (Diamond) Tool is Like A “Molecule” That Consists of One or More QuesNon-Tags (“Elements” or “Atoms”)
  30. 30. A Business Diamond Tool (BDT) Basically Answers the QuesIon: How Does an OrganizaNon or Its Business Model Work?
  31. 31. Every Business Tool Is A ParAal or Complete Version Of A Business Diamond Tool (BDT)
  32. 32. A Business Diamond Tool (BDT) Should Illustrate an OrganizaIon’s System for CreaAng, Delivering, Capturing, and/or Sharing Value
  33. 33. Business Diamond Tools (BDTs) May Have Different Visual Formats. However, The Underlying System’s Logic Remains the Same
  34. 34. A Family of Business Diamond Tools (Over 40 VariaAons of The 4Q-Business Model Diamond) PresenIng …
  35. 35. WHEN? WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS SOLUTION SPACE PROJECT METHOD SPACE PROBLEM SPACE WHERE?
  36. 36. WHEN? WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM WHERE?
  37. 37. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM q  PRESENT (Doing) q  FUTURE (To Do; Hypotheses; AssumpIons; Plan) 3 Diamond Rings Vision Diamond Ring Strategy Diamond Ring 4Q-Business Model Diamond
  38. 38. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM 3 Diamond Rings Vision Diamond Ring Strategy Diamond Ring 4Q-Business Model Diamond
  39. 39. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM 3 Diamond Rings Vision Diamond Ring Strategy Diamond Ring 4Q-Business Model Diamond
  40. 40. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS Diamond Rings Strategy Diamond Ring 4Q-Business Model Diamond
  41. 41. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW Diamond Rings 4Q-Business Model Diamond
  42. 42. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROBLEM (TRADE-OFF) PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  43. 43. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4Q-Business Model Diamond Simply Standardize Business Model Diagrams 4 QuesNons 4Q-Business Model Diamond PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  44. 44. 1 QuesNon (Q)-Molecules Business Diamond Tools
  45. 45. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Empathy Map WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY EMPATHY MAP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE WHO Source: hWp://gamestorming.com/core-games/empathy-mapping/ OrganizaNon/ Project: ….....................
  46. 46. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... OrganizaNonal Chart WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY ORGANIZATIONAL CHART vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE WHO (Internal) OrganizaNon/ Project: ….....................
  47. 47. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Business Ecosystem Actors WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUSINESS ECOSTYSTEM ACTORS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: Moore, J.F. (1997) The Death of CompeAAon. New York: HarperBusiness. PROFIT MARGIN; SHARED VALUE 1 QuesNon WHO 4 QuesNons OrganizaNon/ Project: ….....................
  48. 48. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Value Network Map WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY VALUE NETWORK MAP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWp://partneringresources.com/value-network-workshop/ 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE WHO OrganizaNon/ Project: ….....................
  49. 49. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... OODA Loop WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY OODA LOOP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE HOW O: Observe O: Orient D: Decide A: Act OODA Loop Source: hWps://en.wikipedia.org/wiki/OODA_loop OrganizaNon/ Project: ….....................
  50. 50. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... OTHER Loop WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY OTHER LOOP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE HOW O: Observe T: Think H: Hypo- thesize E: Experi- ment R: Reflect OTHER Loop OrganizaNon/ Project: ….....................
  51. 51. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Design Thinking Process WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY DESIGN THINKING PROCESS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE HOW Empathize Define Ideate Prototype Test Design Thinking Process OrganizaNon/ Project: ….....................
  52. 52. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... DMAIC Cycle (Six Sigma Methodology) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY DMAIC CYCLE vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE HOW C: Control D: Define M: Measure A: Analyze I: Improve Design Thinking Process OrganizaNon/ Project: ….....................
  53. 53. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUILD-MEASURE-LEARN LOOP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Build-Measure-Learn (BML) Feedback Loop 4Q-Business Model Diamond FROM TO 4 QuesNons Product Data Ideas Learn Source: Ries, E. (2011). The Lean Startup. New York: Crown Business. PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... 1 QuesNon HOW
  54. 54. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY CUSTOMER DEVELOPMENT MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Customer Development Model 4Q-Business Model Diamond FROM TO 4 QuesNons Source: hWp://steveblank.com/category/customer-development-manifesto/page/2/ PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... 1 QuesNon HOW [Business Model Strategy, TesAng, and Scaling]
  55. 55. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Organigraphs: Four Philosophies of Managing WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY ORGANIGRAPHS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://hbr.org/1999/09/organigraphs-drawing-how-companies-really-work 1 QuesNon 4 QuesNons HOW PROFIT MARGIN; SHARED VALUE Set Chain Hub Web OrganizaNon/ Project: ….....................
  56. 56. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Business System (AcNviNes) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY MCKINSEY’S BUSINESS SYSTEM vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWp://www.mckinsey.com/insights/strategy/enduring_ideas_the_business_system 1 QuesNon 4 QuesNons Techno- logy Product Design Manu- facturing Market- ing Distribu- Non Service HOW PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  57. 57. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Waterfall (Linear) Process: RouAne Projects WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY WATERFALL PROCESS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 1 QuesNon 4 QuesNons Scope (Obtain customer require- ments) Design (Plan) Build (Do; Implement) Measure (Check; Verify) Maintain (Act; Service) HOW PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  58. 58. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Thinking Processes (Theory of Constraints) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY THINKING PRO CESSES vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://en.wikipedia.org/wiki/Thinking_processes_(theory_of_constraints) 1 QuesNon 4 QuesNons PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... HOW 1 What to change? 2 What to change into? 3 How to cause the change? 4 Why change? 5 How to maintain the process of ongoing improvement?
  59. 59. 2 QuesNon (2Q)-Molecules Business Diamond Tools
  60. 60. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Supply Chain (Single-sided Market) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY SUPPLY CHAIN vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 2 QuesNons 4 QuesNons Customer WHO HOW Supplier PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  61. 61. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... MulN-sided Market (Value Network) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY MULTI-SIDED MARKET vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond MulN-sided Market (Plaform) Single-sided Market FROM TO Source: hWp://www.slideshare.net/RodKing/5-business-model-strips-for-customer-growth-hackers HOW WHO 1 WHO 2 WHO 3 PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  62. 62. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Vision-Customer Loveability (Fitness) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY VISION-CUSTOMER LOVEABILITY vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 2 QuesNons 4 QuesNons Customer WHO WHY Vision PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  63. 63. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Product-Customer Loveability (Fitness) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY PRODUCT-CUSTOMER LOVEABILITY vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 2 QuesNons 4 QuesNons Customer WHO WHAT Product PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  64. 64. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Value ProposiNon Canvas (Product-Market Fitness) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY VALUE PROPOSITION CANVAS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 2 QuesNons 4 QuesNons WHO WHAT Source: hWp://businessmodelgeneraAon.com/canvas/vpc?_ga=1.258709443.871918959.1448307697 PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  65. 65. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Vision-Strategy-Product (VSP) Pyramid WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY VISION-STRATEGY-PRODUCT (VSP) PYRAMID vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 2 QuesNons 4 QuesNons WHY WHAT1 PROFIT MARGIN; SHARED VALUE Product Strategy Vision WHAT2 Source: Ries, E. (2011). The Lean Startup. New York: Crown Business. OrganizaNon/ Project: ….....................
  66. 66. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Brand DisrupNon Strategy WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BRAND DISRUPTION STRATEGY vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 2 QuesNons 4 QuesNons WHAT3 WHAT2 PROFIT MARGIN; SHARED VALUE WHAT1 Based on: Dru, J.-M. (1997) DisrupAon. New York: John Wiley & Sons. CONVENTIONAL STRATEGY DISRUPTION STRATEGY VISION (DisrupIon) VALUE PROPOSITION (Tagline) WHY Brand: …............. Date: ............... OrganizaNon/ Project: ….....................
  67. 67. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY VALUE CHAIN vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Value Chain 4Q-Business Model Diamond FROM Source: Porter, M.E. (1985). CompeAAve Advantage. Simon and Schuster. WHY HOW 2 QuesNons 4 QuesNons TO PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  68. 68. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY ISHIKAWA (FISHBONE) DIAGRAM vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Ishikawa (Fishbone) Diagram 4Q-Business Model Diamond FROM Source: hWps://en.wikipedia.org/wiki/Ishikawa_diagram 2 QuesNons 4 QuesNons TO WHY HOW PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  69. 69. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Resources-Processes-Values (RPV) Framework WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY RESOURCES-PROCESSES-VALUES (RPV) FRAMEWORK vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: Christensen, C.M. et al. Seeing What’s Next. MassachuseWs: HBS Press. 2 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE HOW WHY OrganizaNon/ Project: ….....................
  70. 70. 3 QuesNon (3Q)-Molecules Business Diamond Tools
  71. 71. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Supply Chain (Single-sided Market) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY SUPPLY CHAIN vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons Customer WHO HOW Supplier WHAT Product PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  72. 72. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY GOLDEN CIRCLE vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Golden Circle 4Q-Business Model Diamond FROM Source: Sinek, S. (1997). Start With Why. New York: Porlolio. TO 3 QuesNons 4 QuesNons WHY HOW WHAT PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  73. 73. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY MOTIVE-OPPORTUNITY-MEANS (MOM) DIAGRAM vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams MoNve-Opportunity-Means (MOM) Diagram 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... CRIME (Scene) WHAT HOW WHY Opportunity Means MoNve
  74. 74. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY STRATEGIC POSITIONING MAP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Strategic PosiNoning Map 4Q-Business Model Diamond FROM Source: Markides, C. (1997). hWp://sloanreview.mit.edu/arAcle/strategic-innovaAon/ TO 3 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  75. 75. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Problem-SoluNon Molecule WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY PROBLEM-SOLUTION MOLECULE vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE Source: hWp://www.slideshare.net/clevergirl/2015-lean-startup-conference-leaders-guide-project-planner WHO WHY WHAT OrganizaNon/ Project: ….....................
  76. 76. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUILD-MEASURE-LEARN LOOP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Build-Measure-Learn (BML) Feedback Loop 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons Product Data Ideas Learn WHAT WHO WHY Source: Ries, E. (2011). The Lean Startup. New York: Crown Business. PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  77. 77. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY SIPOC DIAGRAM vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams SIPOC Diagram (Supply Chain) 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons Suppliers Inputs Process Output Customer I S C O P PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  78. 78. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY SIPOC DIAGRAM vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons Suppliers Inputs Process Output Customer WHAT WHO HOW I S C O P SIPOC Diagram (Supply Chain) PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  79. 79. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY ONE PAGE BUSINESS PLAN vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO 3 QuesNons 4 QuesNons WHAT One Page Business Plan PROFIT MARGIN; SHARED VALUE WHY WHEN Source: Horan, J. (2004). The One Page Business Plan. Berkeley: The OPBP Company. Vision Mission ObjecIves Strategies [AcIon] Plans OrganizaNon/ Project: ….....................
  80. 80. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY FOUR-BOX BUSINESS MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 3 QuesNons FROM TO Customer Value ProposiNon Profit Formula Key Resources Key Processes Four-Box Business Model 4Q-Business Model Diamond 4 QuesNons Source: Johnson, M. (2010). Seizing the White Space. MassachuseWs: HBR Press. PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  81. 81. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY Source: Johnson, M. (2010). Seizing the White Space. MassachuseWs: HBR Press. 3 QuesNons FROM TO Customer Value ProposiNon Profit Formula Key Resources Key Processes Four-Box Business Model 4Q-Business Model Diamond 4 QuesNons WHAT WHY HOW FOUR-BOX BUSINESS MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  82. 82. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Strategic Entrepreneurship WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY STRATEGIC ENTREPRENEURSHIP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: Hamel, G. (2000). Leading the RevoluAon. New York: Penguin. 3 QuesNons 4 QuesNons HOW1 HOW2 WHAT1 WHAT2 PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  83. 83. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... 7S Framework WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 7S FRAMEWORK vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://en.wikipedia.org/wiki/McKinsey_7S_Framework 3 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  84. 84. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... 7S Framework WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 7S FRAMEWORK vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://en.wikipedia.org/wiki/McKinsey_7S_Framework 3 QuesNons 4 QuesNons WHAT HOW5 WHY HOW1 HOW4 HOW3 HOW2 PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  85. 85. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY END-WAYS-MEANS (EWM) DIAMOND vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond WAYS END MEANS WHO OrganizaNon/ Project: …..................... FROM 3 DeclaraNons 4 QuesNons TO End-Ways-Means (EWM) Diamond PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  86. 86. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY DESIGN-NEEDS-ASPIRATIONS (DNA) DIAMOND vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond WHAT DESIGN NEEDS FROM 3 DeclaraNons 4 QuesNons TO Design-Needs-AspiraNons (DNA) Diamond ASPIRA- TION PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... OrganizaNon/ Project: ….....................
  87. 87. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY MAGIC (BUSINESS MODEL) TRIANGLE vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams Magic (Business Model) Triangle 4Q-Business Model Diamond FROM TO Source: Gassmann, O. et al. (2015). The Business Model Navigator. London: FT Press. ObfuscaNng Business Logic Clearer Business Logic PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  88. 88. Job To Get Done (JTGD): ..................................................................... MISSION MODEL CANVAS WHAT WHY HOW WHO Value ProposiNon (VP) Key Resources (KR); Key Partners (KP) MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS Universal Problem Solving & Project Management BUSINESS MODEL CANVAS PROFIT MARGIN WHAT SoluNon WHY Impact HOW Process WHO Problem Customer Segments (CS) 4Q-DIAMOND Value ProposiNon (VP) Key Resources (KR); Key Partners (KP) PROFIT MARGIN (MISSION) Beneficiaries MISSION-DRIVEN ORGANIZATION PROFIT-DRIVEN ORGANIZATION OrganizaNon/ Project: …..................... OrganizaNon/ Project: …..................... World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing
  89. 89. Job To Get Done (JTGD): ..................................................................... Lean Startup’s Build-Measure-Learn Loop WHAT WHY HOW WHO Value ProposiNon (VP) Key Resources (KR); Key Partners (KP) 3 PARTS OF THE LEAN STARTUP METHODOLOGY Universal Problem Solving & Project Management BUSINESS MODEL CANVAS PROFIT MARGIN WHAT SoluNon WHY Impact HOW Process WHO Problem Customer Segments (CS) Minimum Viable Product (MVP) 4Q-DIAMOND [Key Metrics] World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing
  90. 90. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Thinking Processes (Theory of Constraints) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY THINKING PRO CESSES vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://en.wikipedia.org/wiki/Thinking_processes_(theory_of_constraints) 3 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... 1 What to change? 2 What to change into? 3 How to cause the change? 4 Why change? 5 How to maintain the process of ongoing improvement? HOW1 WHAT1 WHAT2 HOW2 WHY
  91. 91. 4 QuesNon (4Q)-Molecules Business Diamond Tools
  92. 92. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Supply Chain (Single-sided Market) WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY SUPPLY CHAIN vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Chain (Strip) Network Customer WHO HOW Supplier WHAT Product WHY Revenue PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  93. 93. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Business Model Spinner WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUSINESS MODEL SPINNER vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Business Model Pivot Business System WHO FROM TO WHY PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  94. 94. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... ValidaNon (Javelin) Board WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY VALIDATION (JAVELIN) BOARD vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://www.leanstartupmachine.com/validaAonboard Space & Time Space WHO WHAT WHY HOW PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  95. 95. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Experiment Board WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY EXPERIMENT BOARD vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWps://www.leanstartupmachine.com/validaAonboard/ Space & Time Space PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... WHO WHAT WHY HOW
  96. 96. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Business Model Canvas WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUSINESS MODEL CANVAS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Complexity & Opacity Simplicity & Clarity WHAT WHO HOW WHY FROM TO Source: hWps://en.wikipedia.org/wiki/Business_Model_Canvas PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  97. 97. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Lean Canvas WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY LEAN CANVAS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Complexity & Opacity Simplicity & Clarity FROM TO WHAT 3 WHO WHY2 WHY1 Source: hWp://leanstack.com/why-lean-canvas/ WHAT 1 WHAT 2 HOW PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  98. 98. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... BCG-Business Model Diagram WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BCG-BUSINESS MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond SchemaNc Diagram Comprehensive Worksheet FROM TO Source: hAps://www.bcg.com/documents/file36456.pdfPress. Demand Side Supply Side Demand Side Supply Side PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  99. 99. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... BCG-Business Model Diagram WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BCG-BUSINESS MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond SchemaNc Diagram Comprehensive Worksheet FROM TO Demand Side Supply Side Demand Side Supply Side WHAT HOW1 WHY1 WHO WHY2 HOW2 Source: hAps://www.bcg.com/documents/file36456.pdfPress. PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  100. 100. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Business Model as Mediator WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUSINES MODEL AS MEDIATOR vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond HolisNc Business Model Business System/Model FROM TO Source: hWp://www.hbs.edu/faculty/PublicaAon%20Files/01-002_07351ae8-58be-44e5-a6d8-205cbf5b4424.pdf WHY HOW WHAT WHO PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  101. 101. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Balanced Scorecard WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BALANCED SCORECARD vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Performance Management Business Modeling FROM TO Source: Kaplan, R.S.; Norton, D.P. (1996) The Balanced Scorecard. MassachuseWs: HBR Press. WHAT WHY HOW2 WHO HOW1 PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  102. 102. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... A.N.U.M. - B.A.N.T. Sales Process WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY ANUM-BANT SALES PROCESS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Selling Business Modeling FROM TO WHAT WHY PROFIT MARGIN; SHARED VALUE Authority Urgency (Timeline) Need WHO Money (Budget) (WHEN) HOW OrganizaNon/ Project: ….....................
  103. 103. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Business Model VisualizaNon Framework WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BOARD OF INNOVATION’S BUSINES MODEL FRAMEWORK vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Array of Stakeholders & Flows Categories of Elements FROM TO Source: hWp://www.boardofinnovaAon.com/business-model-templates-tools/ WHAT WHY HOW WHO q  Product q  Service q  Money (Micro-payment) q  Suppliers q  Rights q  Customer q  Company q  My Company q  Non- profit q  Gov. PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  104. 104. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY Business Model 4Q-Business Model Diamond 9P-MarkeNng Mix Diamond HolisNc MarkeNng Mix FROM TO 9P-MARKETING MIX DIAMOND vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams PROFIT MARGIN; SHARED VALUE WHAT WHY HOW WHO PRODUCT PROVIDER PEOPLE PROFIT (Value) PLANET OrganizaNon/ Project: ….....................
  105. 105. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY Business Model 4Q-Business Model Diamond Universal System Model Elements of a System FROM TO UNIVERSAL SYSTEM MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams PROFIT MARGIN; SHARED VALUE WHAT WHY HOW WHO Output Input Customer Value ENVIRON- MENT OrganizaNon/ Project: ….....................
  106. 106. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Problem-Business Model Diamond WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY PROBLEM-BUSINESS MODEL DIAMOND vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond Problems SoluNons FROM TO WHAT Problem WHY Problem HOW Problem WHO Problem PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  107. 107. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... AcIon-Business Model Diamond WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY ACTION-BUSINESS MODEL DIAMOND vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond AcNons SoluNons FROM TO WHAT AcNon WHY AcNon HOW AcNon WHO AcNon PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  108. 108. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... SOLUTION Space WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY PROBLEM vs. SOLUTION-4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams PROBLEM Space SoluNon Problem WHAT WHY HOW WHO PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  109. 109. Job To Get Done (JTGD): ..................................................................... Eagle (“Big Picture”) View of Business Model Engine WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BIG PICTURE & DETAILS OF A BUSINESS MODEL ENGINE Universal Problem Solving & Project Management Worm (“Detailed”) View of Business Model Engine PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: …..................... Human Resource/ Infrastructure Management Product/Strategy Management Shared Value/ Purpose Management Customer Growth/ RelaNonship Management World-class Coaching on Business Periodic Table (BPT), 4P-Diamond, and Kanban InnovaNon Dashboard (KID) Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT- Block WHY- Block HOW- Block WHO- Block
  110. 110. Job To Get Done (JTGD): ..................................................................... Act 2: Middle WHAT WHY Visualizing Aesop’s Story of “THE GOOSE THAT LAID THE GOLDEN EGGS” Einstein’s 4Q-Diamond for Universal Problem Solving & Project Management Act 1: Beginning 4Q-Business Model Diamond for Golden Eggs 4Q-Business Model Diamond for ConvenNonal Eggs WHAT WHY PROFIT MARGIN; SHARED VALUE OrganizaIon/Project: Farmer HOW HOW OrganizaIon/Project: Farmer PROFIT MARGIN; SHARED VALUE WHO WHO World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing
  111. 111. Job To Get Done (JTGD): ..................................................................... 4Q-Diamond Needs WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4Q-Business Model Diamond PROFIT MARGIN; SHARED VALUE; HAPPINESS OrganizaNon/ Project/ Person: …..................... Physical WHAT- Needs/ Pain WHY- Needs/ Pain HOW- Needs/ Pain WHO- Needs/ Pain Intellectual EmoNonal Spiritual 4Q-DIAMOND NEEDS vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing
  112. 112. Job To Get Done (JTGD): ..................................................................... 4Q-INTEGRATED MANAGEMENT DISCIPLINES WHAT- Unit WHY- Unit HOW- Unit WHO- Unit NEW ORGANIZATIONAL CHART FOR MANAGING STARTUPS & ESTABLISHED ORGANIZATIONS Universal Problem Solving & Project Management 4Q-”WATERFALL” FUNCTIONAL UNITS OrganizaNon/ Project: …..................... Human Resource/ Infrastructure Management Product/Strategy Management Shared Value/ Purpose Management Customer Growth/ RelaNonship Management World-class Coaching on Business Periodic Table (BPT), 4P-Diamond, and Kanban InnovaNon Dashboard (KID) Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT- Block WHY- Block HOW- Block WHO- Block Human Resource/ Infrastructure Development Product/Strategy Development Finance/Vision Development MarkeNng/ Customer Development
  113. 113. World-class Coaching on Business Periodic Table (BPT), 4P-Diamond, and Kanban InnovaNon Dashboard (KID) Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing HOW WHAT WHO WHY HOW WHAT WHO WHY HOW WHAT WHO WHY HOW WHAT WHO WHY Diamond HEAP (Set) Diamond NETWORK (Web) Diamond CHAIN (Loop) Diamond TREE (Hub; Radar) EvoluIon 1 2 34 How Einstein’s 4Q-Diamond Evolves Over Space & Time Universal Problem Solving & Project Management
  114. 114. 5 QuesNon (5Q)-Molecules Business Diamond Tools
  115. 115. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Strategy Diamond WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY STRATEGY DIAMOND vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond FROM TO Source: hWp://turbo.kean.edu/~jmcgill/havestrategy.pdf WHERE HOW 1 HOW 3 WHY HOW 2 WHAT WHO 5 QuesNons 4 QuesNons PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  116. 116. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Cascade of Choices WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY CASCADE OF CHOICES vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond 5 QuesNons 4 QuesNons FROM TO Source: Lafley, A.G.; MarAn, R.L. (2013). Playing to Win. MassachuseWs: HBR Press. WHY1 HOW2 HOW1 WHAT WHERE WHO PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  117. 117. 6 QuesNon (6Q)-Molecules Business Diamond Tools
  118. 118. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4 QuesNons 4Q-Business Model Diamond 6 QUESTIONS WHO? WHY? WHAT? HOW? WHERE? WHEN? LINEAR 6Q-Business Model Honeycomb 6 QuesNons (“Honest Men”) FROM TO 6Q-BUSINESS MODEL HONEYCOMB vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams PROFIT MARGIN; SHARED VALUE OrganizaNon/ Project: ….....................
  119. 119. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... WHAT WHY HOW WHO Product/Service Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY 4 QuesNons 4Q-Business Model Diamond Zachman Framework 6 QuesNons (Architecture) FROM TO ZACHMAN FRAMEWORK vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams PROFIT MARGIN; SHARED VALUE Source: hWps://en.wikipedia.org/wiki/Zachman_Framework OrganizaNon/ Project: ….....................
  120. 120. Examples
  121. 121. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY HOW WHO PRODUCT/ SERVICE PROFIT MARGIN; SHARED VALUE VALUE PROPOSITION RESOURCES (INPUTS/ PARTNERS) CUSTOMER STRATEGY Job To Get Done (JTGD): ….................................................................... Present (Doing): Red Ocean Business Model 4Q-Business Model Diamond Rapidly Discover and Solve the Greatest Problems in CommuniGes WHAT WHY HOW WHO PRODUCT/ SERVICE PROFIT MARGIN; SHARED VALUE VALUE PROPOSITION RESOURCES (INPUTS/ PARTNERS) CUSTOMER STRATEGY Future (To Do): Blue Ocean Business Model 4Q-BUSINESS MODEL DIAMOND 4Q-BUSINESS MODEL DIAMOND OrganizaNon/ Project: …..................... OrganizaNon/ Project: ….....................
  122. 122. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY HOW WHO PRODUCT/ SERVICE PROFIT MARGIN; SHARED VALUE VALUE PROPOSITION RESOURCES (INPUTS/ PARTNERS) CUSTOMER STRATEGY Job To Get Done (JTGD): ….................................................................... Present (Doing): Red Ocean Business Model 4Q-Business Model Diamond Rapidly Discover and Solve the Greatest Problems in CommuniGes WHAT WHY HOW WHO PRODUCT/ SERVICE PROFIT MARGIN; SHARED VALUE VALUE PROPOSITION RESOURCES (INPUTS/ PARTNERS) CUSTOMER STRATEGY Future (To Do): Blue Ocean Business Model = PIVOT (Red Ocean Business Model) E: Eliminate … R: Reduce … I: Increase … C: Create … 4Q-BUSINESS MODEL DIAMOND 4Q-BUSINESS MODEL DIAMOND OrganizaNon/ Project: …..................... OrganizaNon/ Project: ….....................
  123. 123. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY HOW WHO Photocopier Service High PROFIT MARGIN High speed duplicaAon at premium cost High vol. copiers: Big companies DifferenNaNon STRATEGY Job To Get Done (JTGD): Obtain duplicate copies of a document Present: Red Ocean Business Model WHAT WHY HOW WHO Photocopier Product Low PROFIT MARGIN High quality at low price Small/ Medium Businesses; Individuals Low Cost STRATEGY = PIVOT (Red Ocean Business Model) E: Eliminate … direct salesforce; lease R: Reduce … price; meals; lounges; waste I: Increase … personalizaAon C: Create … dealer network How Canon Pivoted From the Business Model of Xerox Rapidly Discover and Solve the Greatest Problems in CommuniGes Future: Blue Ocean Business Model Staff; Infrastructure Staff; Infrastructure
  124. 124. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY HOW WHO How Cirque du Soleil Pivoted From the Business Model of the TradiNonal Circus Rapidly Discover and Solve the Greatest Problems in CommuniGes WHAT WHY HOW WHO TRADITIONAL CIRCUS Business Model CIRQUE DU SOLEIL’S Business Model TradiIonal Circus Show Low Profit Margin (Profitability) High Profit Margin (Loveability) High end Market: •  Adults •  Corporate •  Family •  Children “We Reinvent the Circus” “The Greatest Show On Earth” Staff; Animals; Equipment; Training Staff; Equipment; Training Circus-Theater Experience = PIVOT (Red Ocean Business Model) E: Eliminate … Star performers; Animals; Aisle concessions; MulAple show arenas R: Reduce … Fun/Humor; Thrill/Danger I: Increase … Uniqueness of venue C: Create … Theme; Music; Dance; Ambience Low end Market: •  Family •  Children Blue Ocean Strategy Red Ocean Strategy Job To Get Done (JTGD): Experience live entertainment
  125. 125. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY HOW WHO Microsop vs. Amazon’s Business Model: Profitability vs. Loveability Main Source of InformaGon: hWps://hbr.org/2015/06/too-much-profit-can-doom-your-company WHAT WHY HOW WHO Microsop’s Profit-focused Business Model Amazon’s Growth-focused Business Model Bundled (Packaged) Products Profit (Profitability) Growth (Loveability) Sellers “BeAer Customer Experience” SelecIon: Wide Variety of Products “Familiar Customer Experience” Fast Follower Innovator LEAN DIAMOND (4Q-Business Model Diamond) Users Customers
  126. 126. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Candidate’s Job To Get Done (JTGD): Win PresidenAal ElecAon (in 2016) Donald Trump WHAT WHY HOW WHO VALUE; VISION/MISSION “Hillary for America” Resources; Inputs/ Partners Customer Segments STRATEGY Donald Trump vs. Hillary Clinton’s 4Q-Business Model Diamond Simply Standardize Business Model Diagrams Hillary Clinton PresidenIal Candidate for Republican Party WHAT WHY HOW WHO VALUE; VISION/MISSION “Make America Great Again” Resources; Inputs/ Partners Customer Segments STRATEGY PresidenIal Candidate for DemocraNc Party
  127. 127. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): Travel from one point to another (inter-city) Four-Box Business Model for Southwest WHAT WHY HOW WHO Short-haul air transportaIon Low PROFIT MARGIN (High resource velocity) “The speed of a plane at the price of a car” Staff/Pilots (Non-Union); Standard Aircraqs Inter-city Commuter Low Cost STRATEGY FOUR-BOX BUSINESS MODEL vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond for Southwest 3 QuesNons 4 QuesNons WHAT WHY HOW FROM TO Source: Johnson, M. (2010). Seizing the White Space. MassachuseWs: HBR Press.
  128. 128. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): Travel from one point to another (inter-city) AcNvity Map for Southwest WHAT WHY HOW WHO Short-haul air transportaIon “The speed of a plane at the price of a car” Inter-city Commuter Low Cost STRATEGY ACTIVITY MAP vs. 4Q-BUSINESS MODEL DIAMOND Simply Standardize Business Model Diagrams 4Q-Business Model Diamond for Southwest Complexity Simplicity FROM TO Low PROFIT MARGIN (High resource velocity) Staff/Pilots (Non-Union); Standard Aircraqs
  129. 129. Appendix: Business Periodic Table
  130. 130. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Simple Business Periodic Table Matrix Mind Map (MMM) for Managing Every Risky and Non-risky Project BUSINESS PERIODIC TABLE 8 Generic Organizing Universal Topics (GOUT) PROJECT ECOSYSTEM CONSTRAINTS SYSTEM PROCESS END PROBLEM WAYS MEANS
  131. 131. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Simple Business Periodic Table Matrix Mind Map (MMM) for Managing Every Risky and Non-risky Project 8 GROUPS (FAMILIES) PROJECT PROCESS END PROBLEM WAYS MEANS CONSTRAINTS ECOSYSTEM
  132. 132. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Job To Get Done (JTGD): ..................................................................... Front Stage WHAT WHY HOW WHO Product/Service PROFIT MARGIN; VALUE Value ProposiAon Resources; Inputs/ Partners Customer Segments STRATEGY BUSINESS PERIODIC TABLE (BPT) Envelope Universal Problem Solving & Project Management Back Stage WAYS & MEANS PROJECT: …................................................................... PROCESS: ….................................................................. END: …........................................................................... PROBLEM: …................................................................ 4Q-BUSINESS MODEL DIAMOND VALIDATED PROBLEM MAP
  133. 133. WHEN? WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS SOLUTION SPACE PROJECT METHOD SPACE PROBLEM SPACE WHERE?
  134. 134. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM Business Periodic Table (BPT) Diamond: Topics for Deliberate and Emergent Game-changers Business Diamond Meta-Tools Vision Diamond Strategy Diamond 4Q-Business Model Diamond
  135. 135. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM Business Periodic Table (BPT) Diamond: Topics for Deliberate and Emergent Game-changers Business Diamond Meta-Tools Vision Diamond Strategy Diamond 4Q-Business Model Diamond
  136. 136. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM q  PRESENT (Doing) q  FUTURE (To Do; Hypotheses; AssumpIons; Plan) Business Diamond Meta-Tools Vision Diamond Strategy Diamond 4Q-Business Model Diamond
  137. 137. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing WHAT WHY WHO HOW CONSTRAINTS ECO- SYSTEM WAYS MEANS END PROJECT PROCESS PROBLEM Business Diamond Meta-Tools Vision Diamond Strategy Diamond 4Q-Business Model Diamond
  138. 138. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PROJECT METHOD SPACE SOLUTION SPACE PROBLEM SPACE Validated PROBLEM Learning: “Get Out Of Building (GOOB)”
  139. 139. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PROJECT PROCESS END PROBLEM Validated PROBLEM Learning: “Get Out Of Building (GOOB)”
  140. 140. HOW? WHO? WHY? WHAT? WAYS & MEANS World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Validated SOLUTION Learning: “Build-Measure-Learn (BML)”
  141. 141. World-class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Simple Business Periodic Table Matrix Mind Map (MMM) for Managing Every Risky and Non-risky Project 8 GROUPS (FAMILIES) 40 PROPERTIES OF ANY PERSON, ORGANIZATION, OR TOOL (Basic Organizing Universal Topics) PROJECT 1 PROJECT INFORMATION PROCESS OTHER Loop (Observe-Think-Hypothesize-Experiment-Reflect) END 2.1 Mission 2.2 Vision 2.3 Values 2.4 Success Criteria 2.5 Stopping Criteria 3.1 Job To Get Done 3.2 Job To Be Done 3.3 Goal 3.4 ObjecNve 3.5 Target 4.1 Past 4.2 Present 4.3 Future 4.4 Short-term 4.5 Medium-term/ Long-term PROBLEM 5.1 Problem 5.2 Trade-off 5.3 ContradicNon 5.4 Bipolarity 5.5 Conflict WAYS 6.1 Strategy 6.2 Value ProposiNon 6.3 Product 6.4 Service 6.5 Business Model MEANS 7 WHY 8 WHO 9 WHAT 10.1 HOW 10.2 WHEN 10.3 WHERE CONSTRAINTS FITNESS BARRIERS (Physical/Intellectual/EmoIonal/Spiritual) ECOSYSTEM 11 SUPPLIERS 12 CUSTOMERS 13 COMPETITORS 14 COMPLEMENTORS 15.1 INDUSTRY 15.2 ENVIRONMENT Search for any person, organizaAon, or tool to improve

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