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3	Global	Pain	Solving	(GPS)	Tools	
for	
STUDENTSOURCING:	
Mini-Case	Study	on	“Hacking	for	X	(H4X)”	Program	
at	Stanford	Un...
What	is	“StudentSourcing”?	
q  StudentSourcing	is	a	term	independently	coined	by	Rod	King	to	describe	the	
emerging	phenom...
Example	Problem	Solving	Theater	for	Project	#27:	DETECTION	AND	MONITORING	OF	ILLICIT	MARITIME	ACTIVITIES	
q  Future	(To	Do...
3	Global	Pain	Solving	(GPS)	Tools	
for	
StudentSourcing:	
Business	Model	Hacking	(Hacking	for	X)	
	
q 		Problem	Solving	Th...
3	Global	Pain	Solving	(GPS)	Tools	
for	
StudentSourcing:	
Business	Model	Hacking	(Hacking	for	X)	
	
q 		Problem	Solving	Th...
ROOF	OR	SUPERSYSTEM	(2	Topics)	
SECTOR/PROJECT	TITLE/GOAL	
Brief	and	memorable	one-line	descripIon	of	the	project.	
What	i...
ROOF	OR	SUPERSYSTEM	(2	Topics)	
SECTOR/PROJECT	TITLE/GOAL	
Brief	and	memorable	one-line	descripIon	of	the	project.	
.........
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
O:	Observe	
O:	Orient	
	
	
	
	
	
	
	
	
	
	
	
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Presen...
O:	Observe	
T:	Think	
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for...
P:	Pain	
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
Supersystem	
Problem	Solving	Theater	(PST):	Rapidly	Collect,	Organize,	Present,	&	Evaluate	Ideas	for	Any	Problem,	System,	...
4-Box	(2x2)	VALUE	ENGINE	MAP:	4	PosiIoning	Strategies/Business	Models	for	Every	Product,	Business,	Industry,	or	System	
q ...
Business	Model	Strip
BUSINESS	MODEL	HACKING	(BMH):	Rapidly	Map	&	Solve		Every	PROBLEM	STATEMENT	of	a	“Hacking	for	X	(H4X)”	Project	
q  Future	(...
BUSINESS	MODEL	HACKING	(BMH):	Rapidly	Map	&	Solve		Every	PROBLEM	STATEMENT	of	a	“Hacking	for	X	(H4X)”	Project	
q  Future	(...
BUSINESS	MODEL	HACKING	(BMH):	Rapidly	Map	&	Solve		Every	PROBLEM	STATEMENT	of	a	“Hacking	for	X	(H4X)”	Project	
q  Future	(...
BUSINESS	MODEL	HACKING	(BMH):	Rapidly	Map	&	Solve		Every	PROBLEM	STATEMENT	of	a	“Hacking	for	X	(H4X)”	Project	
q  Future	(...
StudentSourcing	Business	Model		
for	
Hacking	for	X	(H4X)	Program	
at	
Stanford	University
1-Page	Business	Model	Strip	(BMS)	Planorm	for	“Hacking	for	Defense	(H4D)”	Projects:	How	a	“Hacking	for	X	(H4X)”	Project	Wo...
Customer	Theater
Supersystem	
Customer	Theater:	Rapidly	Collect	Organize,	Present,	&	Evaluate	Ideas	for	Any	System,	Business	Model,	or	Proj...
Customer	Theater:	Rapidly	Collect	Organize,	Present,	&	Evaluate	Ideas	for	Any	System,	Business	Model,	or	Project	on	the	Pl...
Customer	Theater:	Rapidly	Collect	Organize,	Present,	&	Evaluate	Ideas	for	Any	System,	Business	Model,	or	Project	on	the	Pl...
Our	Mission	is	
To	Rapidly	Eliminate		
Pain	and	Suffering	on	the	Planet	
		
Our	Vision	is	
To	Provide	
	Faster,	Bexer,	and	...
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STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanford University

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You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."

1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)

2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide

3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students

This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.

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STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanford University

  1. 1. 3 Global Pain Solving (GPS) Tools for STUDENTSOURCING: Mini-Case Study on “Hacking for X (H4X)” Program at Stanford University Rod King, PhD Author of “Business Model Canvas: A Good Tool with Bad InstrucIons?” “Faster, Be+er, and Leaner Solu3ons”
  2. 2. What is “StudentSourcing”? q  StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and mulIsided business model where tough na3onal, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or ter3ary educa3on who provide validated and scalable solu3ons (prototypes) q  The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in parIcular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide q  For public sector and community projects, StudentSourcing can be regarded as a de facto “NaFonal Development Service program” for students Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing #StudentSourcing
  3. 3. Example Problem Solving Theater for Project #27: DETECTION AND MONITORING OF ILLICIT MARITIME ACTIVITIES q  Future (To Do) ü  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) BACKGROUND (Context/Story/QuesIon) There are many challenges and opportuniIes associated with security in the geographical area comprised of Central and South America, and the Caribbean. One challenge is comba_ng illicit acIviIes that affect mariIme safety and security such as human and weapon smuggling, narco-trafficking, and illegal fishing. A larger goal is to take advantage of innovaIve tools and emerging technologies that can be used by the U.S. Government and InternaIonal Partners for working together to counter these challenges. The Technology, InnovaIon, and SoluIon Division of U.S. Southern Command (USSOUTHCOM), a Department of Defense organizaIon, is exploring soluIons to detect and monitor illicit acIviIes in mariIme areas. Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Pain (Constraints) - Cost (Budget) Delight (Gains) Benefit (Revenue) + SOLUTION-BOUNDARIES (Output/Prototype: Solu3on Criteria) Describe technical thresholds: Preference is placed on Commercial, Off-the-Shelf SoluIons and low-cost soluIons, including new ways of approaching exisIng technologies and taking advantage of open-source soVware whenever possible. Environmental CondiIons: MariIme areas and varying sea states. Technologies that might be relevant: over the horizon radar, unmanned surface vehicles, unmanned aerial vehicles, advanced sensors and communicaIon packages, and informaIon sharing technologies. PROBLEM SPONSOR (Value Recipient) U.S. Southern Command (SOUTHCOM), Technology, InnovaIon and SoluIons –J72 PROBLEM/CHALLENGE (Job To Get Done) Develop the capability for U.S. Southern Command, other U.S. Government organizaIons, and InternaIonal partners to detect and monitor illicit ac3vi3es in broad mari3me areas such as the Eastern Pacific. IMPACT OR TRADE-OFF (Feedback) #27: DETECTION AND MONITORING OF ILLICIT MARITIME ACTIVITIES SOLUTION PROVIDER (Value Creator) q  Red Ocean Strategy q  Luxury Spot (Differen3a3on) Strategy q  Disrup3ve Innova3on (Low Cost; “Insurgent”) Strategy q  Blue Ocean Strategy
  4. 4. 3 Global Pain Solving (GPS) Tools for StudentSourcing: Business Model Hacking (Hacking for X) q  Problem Solving Theater q  2x2 Value Engine Map q  Business Model Strip
  5. 5. 3 Global Pain Solving (GPS) Tools for StudentSourcing: Business Model Hacking (Hacking for X) q  Problem Solving Theater Itera3vely Document Problems & Solu3ons as well as Business Models q  2x2 Value Engine Map Con3nuously Evaluate Prototypes & Tools as well as Business Models q  Business Model Strip Con3nuously Document Business Models & Stakeholder Rela3onships
  6. 6. ROOF OR SUPERSYSTEM (2 Topics) SECTOR/PROJECT TITLE/GOAL Brief and memorable one-line descripIon of the project. What is the sector as well as 3tle/goal of the project? BACKGROUND Broad descripIon including the context, story, and/or locaIon of the organizaIon’s problem or pain to be eliminated. Why is it important to eliminate the organiza3on’s problem or pain? SUPERSTRUCTURE, SYSTEM, OR BODY (4 Topics) PROBLEM SPONSOR Name and brief descripIon of the organizaIon, ecosystem of stakeholders, point of contact, category of beneficiaries, and/or value recipient who is responsible for iniIally defining the problem or pain to be eliminated. Who is the problem giver, champion, sponsor, or main beneficiary of the problem (pain)? PROBLEM/CHALLENGE Brief descripIon of criIcal constraint, obstacle, or pain that is prevenIng the problem sponsor or beneficiaries from achieving a criIcal goal, vision, and/or mission of the organizaIon. AlternaIvely, the problem/challenge may be expressed in the form of a task or Job To Get Done. What is the main problem, challenge, constraint, or obstacle to achieving a cri3cal goal, vision, and/or mission? SOLUTION-BOUNDARIES Brief descripIon of the scope and success criteria for the expected (conceptual/ideal) soluIon, prototype, or minimum viable product for the project. SoluIon-boundaries can also describe technical, environmental, and technological constraints or condiIons. What are minimum criteria to be met for a (conceptual/ideal) solu3on or prototype for solving the problem or pain? SOLUTION-PROVIDER Name and brief descripIon of the value creator, team, or ecosystem that is responsible for rapidly and cost effecIvely creaIng a soluIon to a validated problem or pain. Who is the value creator? FOUNDATION, IMPACTS, OR TRADE-OFF (2 Topics) PAIN (-) NegaIve impacts, constraints, or disadvantages including cost. What are (exis3ng/future) nega3ve impacts or undesirable effects? DELIGHT (+) PosiIve impacts, benefits, or advantages including posiIve effects of solving the validated problem or pain. What are (exis3ng/ future) posi3ve impacts or desirable effects? Roof Superstructure Founda3on Topics of Roof and Superstructure are mainly based on the topics of a “Problem Statement” in the Hacking for X (H4X) Program at Stanford University 1 2 3 4 5 6 7 8 2 1 4 3 5 6 7 8 PROBLEM SOLVING THEATER (PST): One-Page Project Proposal & Management (8 Topics or “Cards” for X-Sourcing Business Models)
  7. 7. ROOF OR SUPERSYSTEM (2 Topics) SECTOR/PROJECT TITLE/GOAL Brief and memorable one-line descripIon of the project. ................................................................................................................................... BACKGROUND Broad descripIon including the context, story, and/or locaIon of the organizaIon’s problem or pain to be eliminated. .................................................................................................................................. SUPERSTRUCTURE, SYSTEM, OR BODY (4 Topics) PROBLEM SPONSOR Name and brief descripIon of the organizaIon, ecosystem of stakeholders, point of contact, category of beneficiaries, and/or value recipient who is responsible for iniIally defining the problem or pain to be eliminated. ................................................................................................................................... PROBLEM/CHALLENGE Brief descripIon of criIcal constraint, obstacle, or pain that is prevenIng the problem sponsor or beneficiaries from achieving a criIcal goal, vision, and/or mission of the organizaIon. AlternaIvely, the problem/challenge may be expressed in the form of a task or Job To Get Done. .................................................................................................................................... SOLUTION-BOUNDARIES Brief descripIon of the scope and success criteria for the expected (conceptual/ideal) soluIon, prototype, or minimum viable product for the project. SoluIon-boundaries can also describe technical, environmental, and technological constraints or condiIons. .................................................................................................................................... SOLUTION-PROVIDER Name and brief descripIon of the value creator, team, or ecosystem that is responsible for rapidly and cost effecIvely creaIng a soluIon to a validated problem or pain…......................................... FOUNDATION, IMPACTS, OR TRADE-OFF (2 Topics) PAIN (-) NegaIve impacts, constraints, or disadvantages including cost. …......................................... DELIGHT (+) PosiIve impacts, benefits, or advantages including posiIve effects of solving the validated problem or pain. …................................. Roof Superstructure Founda3on Topics of Roof and Superstructure are mainly based on the topics of a “Problem Statement” in the Hacking for X (H4X) Program at Stanford University 1 2 3 4 5 6 7 8 2 1 4 3 5 6 7 8 PROBLEM SOLVING THEATER (PST): One-Page Project Proposal & Management (8 Topics or “Cards” for X-Sourcing Business Models)
  8. 8. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements
  9. 9. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements PROJECT TITLE
  10. 10. O: Observe O: Orient Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System & Elements: OODA Loop PROJECT TITLE D: Decide A: Act R: Reflect
  11. 11. O: Observe T: Think Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System & Elements: OTHER Cycle PROJECT TITLE H: Hypo- thesize A: Act R: Review E: Experi- ment
  12. 12. P: Pain Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System & Elements: PPDR Cycle PROJECT TITLE P: Plan D: Do R: Review
  13. 13. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System & Elements: PPDR Cycle PROJECT TITLE WHAT WHO HOW WHY
  14. 14. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System & Elements: PPDR Cycle PROJECT TITLE WHAT WHO HOW WHY BACKGROUND (Context/Story/QuesIon)
  15. 15. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) BACKGROUND (Context/Story/QuesIon) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements PROJECT TITLE WHAT – Rapid Product Prototyping WHO – Stakeholders Discovery/ValidaIon HOW – OperaIng (InnovaIon) Model WHY – Shared Value (AccounFng) Model
  16. 16. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) BACKGROUND (Context/Story/QuesIon) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing SOLUTION-BOUNDARIES (Output/Prototype: Solu3on Criteria) PROBLEM/CHALLENGE (Job To Get Done) Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements PROBLEM SPONSOR (Value Recipient) PROJECT TITLE WHAT – Rapid Product Prototyping WHO – Stakeholders Discovery/ValidaIon HOW – OperaIng (InnovaIon) Model WHY – Shared Value (AccounFng) Model
  17. 17. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) BACKGROUND (Context/Story/QuesIon) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing SOLUTION-BOUNDARIES (Output/Prototype: Solu3on Criteria) PROBLEM/CHALLENGE (Job To Get Done) Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements PROBLEM SPONSOR (Value Recipient) PROJECT TITLE WHAT – Rapid Product Prototyping WHO – Stakeholders Discovery/ValidaIon HOW – OperaIng (InnovaIon) Model WHY – Shared Value (AccounFng) Model SOLUTION PROVIDER (Value Creator)
  18. 18. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) BACKGROUND (Context/Story/QuesIon) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing SOLUTION-BOUNDARIES (Output/Prototype: Solu3on Criteria) PROBLEM/CHALLENGE (Job To Get Done) Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements PROBLEM SPONSOR (Value Recipient) PROJECT TITLE SOLUTION PROVIDER (Value Creator) q  Red Ocean Strategy q  Luxury Spot (Differen3a3on) Strategy q  Disrup3ve Innova3on (Low Cost; “Insurgent”) Strategy q  Blue Ocean Strategy WHAT – Rapid Product Prototyping WHO – Stakeholders Discovery/ValidaIon HOW – OperaIng (InnovaIon) Model WHY – Shared Value (AccounFng) Model
  19. 19. Supersystem Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) BACKGROUND (Context/Story/QuesIon) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Pain (Constraints) - Cost (Budget) Delight (Gains) Benefit (Revenue) + SOLUTION-BOUNDARIES (Output/Prototype: Solu3on Criteria) PROBLEM/CHALLENGE (Job To Get Done) Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF System (Business Model/Project) & Elements PROBLEM SPONSOR (Value Recipient) IMPACT OR TRADE-OFF (Feedback) PROJECT TITLE WHAT – Rapid Product Prototyping WHO – Stakeholders Discovery/ValidaIon HOW – OperaIng (InnovaIon) Model WHY – Shared Value (AccounFng) Model SOLUTION PROVIDER (Value Creator) q  Red Ocean Strategy q  Luxury Spot (Differen3a3on) Strategy q  Disrup3ve Innova3on (Low Cost; “Insurgent”) Strategy q  Blue Ocean Strategy
  20. 20. 4-Box (2x2) VALUE ENGINE MAP: 4 PosiIoning Strategies/Business Models for Every Product, Business, Industry, or System q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global): …....................................................................................................... Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BLUE OCEAN (VALUE INNOVATION) Strategy/Business Model RED OCEAN (COMMODITIZATION) Strategy/Business Model LUXURY SPOT (HIGH DIFFERENTIATION) Strategy/Business Model DISRUPTIVE INNOVATION (LOW COST & GOOD ENOUGH) Strategy/Business Model Big Urgent Market Pain (BUMP): …....................................................................................................................................... Job To Be Done (Market/Goal): …......................................................................................................................................... LOW PAIN: Cost (Waste; Complexity; Delay) HIGH PAIN: Cost (Waste; Complexity; Delay) HIGH DELIGHT: DifferenFaFon (Quality; Performance; Benefit) LOW DELIGHT: DifferenFaFon (Quality; Performance; Benefit) 1 10 1 10 Ideal Value Proposi3on (IVP): Maximize Delight; Minimize Pain
  21. 21. Business Model Strip
  22. 22. BUSINESS MODEL HACKING (BMH): Rapidly Map & Solve Every PROBLEM STATEMENT of a “Hacking for X (H4X)” Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: VC VR O F ENVIRONMENT (SWOT Analysis: Analogs/AnIlogs: Patent Database) Value Creator Feedback (+/-) Value Recipient Output Business Model Strip (BMS): End-Ways-Means Hierarchy & Lean Startup Learning Cycle Build Learn Measure Decide Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Job To Get Done (Vision/Strategy): …........................
  23. 23. BUSINESS MODEL HACKING (BMH): Rapidly Map & Solve Every PROBLEM STATEMENT of a “Hacking for X (H4X)” Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: VC VR O F Value Creator (VC) Value Recipient (VR) Feedback (F) WHAT is feedback and/or reward WHO receives value WHO creates value Output (O) ENVIRONMENT (SWOT Analysis: Analogs/AnIlogs: Patent Database) Value Creator Feedback (+/-) Value Recipient Output Business Model Strip (BMS): End-Ways-Means Hierarchy & Lean Startup Learning Cycle BUSINESS MODEL STRIP (BMS): 4 Universal Zones & QuesIons for Every Business Model Hacker WHAT output (tool/ product/service) is offered Scalable Product Prototyping (Minimum Viable Product or “MVP”) Process Build Learn Measure Decide Input Channel; Rela3onships Cost (-); Benefit (+) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing Job To Get Done (Vision/Strategy): …........................ Customer Development (Pain Discovery; Requirements)
  24. 24. BUSINESS MODEL HACKING (BMH): Rapidly Map & Solve Every PROBLEM STATEMENT of a “Hacking for X (H4X)” Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: VC VR O F Value Creator (VC) Value Recipient (VR) Feedback (F) WHAT is feedback and/or reward WHO receives value WHO creates value Output (O) ENVIRONMENT (SWOT Analysis: Analogs/AnIlogs: Patent Database) Value Creator Feedback (+/-) Value Recipient Output Business Model Strip (BMS): End-Ways-Means Hierarchy & Lean Startup Learning Cycle BUSINESS MODEL STRIP (BMS): 4 Universal Zones & QuesIons for Every Business Model Hacker WHAT output (tool/ product/service) is offered Scalable Product Prototyping (Minimum Viable Product or “MVP”) Process Build Learn Measure Decide Input Channel; Rela3onships Cost (-); Benefit (+) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL STRIP-TABLE VALUE CREATOR’S (VC) Zone: DO FEEDBACK (F) Zone: REVIEW OUTPUT (O) Zone: PLAN (SOLUTION) VALUE RECIPIENT’S (VR) Zone: PAIN (PROBLEM) Outcomes of Pain- Plan-Do-Review (PPDR) Cycle: 1.  Pain-SoluGon Fit 2.  Product- Market Fit o  Func3onal Requirements o  Process Requirements o  Value (Advantages/ Disadvantages), Trade-off, or Success Criteria (Key Metrics) v Ideal Value ProposiIon (IVP) or Minimum Viable Product (MVP): o  Func3onal Hierarchy o  Features or Design Parameters q Background: Context/Story q Problem Sponsor: Profile q Challenge: Job To Get Done q Boundaries: Requirements Trade-offs of SoluIon Provider Trade-offs of Problem Sponsor(s)/Owner(s) v Pain Relievers v Delighters or Gain Creators §  Pains (-) §  Gains (+) Job To Get Done (Vision/Strategy): …........................ Customer Development (Pain Discovery; Requirements)
  25. 25. BUSINESS MODEL HACKING (BMH): Rapidly Map & Solve Every PROBLEM STATEMENT of a “Hacking for X (H4X)” Project q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: VC VR O F Value Creator (VC) Value Recipient (VR) Feedback (F) WHAT is feedback and/or reward WHO receives value WHO creates value Output (O) Job To Get Done (Vision/Strategy): …........................ Value Creator Feedback (+/-) Value Recipient Output Business Model Strip (BMS): End-Ways-Means Hierarchy & Lean Startup Learning Cycle BUSINESS MODEL STRIP (BMS): 4 Universal Zones & QuesIons for Every Business Model Hacker Scalable Product Prototyping (Minimum Viable Product or “MVP”) Process Build Learn Measure Decide Input Channel; Rela3onships Cost (-); Benefit (+) Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL STRIP-TABLE VALUE CREATOR’S (VC) Zone: DO FEEDBACK (F) Zone: REVIEW OUTPUT (O) Zone: PLAN (SOLUTION) VALUE RECIPIENT’S (VR) Zone: PAIN (PROBLEM) BUILDING BLOCKS OF MISSION MODEL CANVAS: 9 No. q Key Partners q Key AcFviFes q Key Resources q Budget (Cost) q Achievement/ Fulfillment/Impact (Benefit/Revenue) q Value ProposiFon (Ideal Value Proposi3on (IVP), Ideal Final Result (IFR, or Minimum Viable Product (MVP)?) q  Beneficiaries (Customers) q  Buy-in & Support (Rel.) q  Deployment (Channels) OUTCOMES OR DELIVERABLES Trade-offs of SoluIon Provider Trade-offs of Problem Sponsor(s)/Owner(s) v Pain Relievers v Delighters or Gain Creators §  Pains (-) §  Gains (+) Customer Development (Pain Discovery; Requirements) WHAT output (tool/ product/service) is offered ENVIRONMENT (SWOT Analysis: Analogs/AnIlogs: Patent Database)
  26. 26. StudentSourcing Business Model for Hacking for X (H4X) Program at Stanford University
  27. 27. 1-Page Business Model Strip (BMS) Planorm for “Hacking for Defense (H4D)” Projects: How a “Hacking for X (H4X)” Project Works q  Future ü  Present q  Past WHEN: EDUCATORS: H4X q  University Instructors q  Educators (H4X); TA’s q  Mentors; Liaisons UNIVERSITY STUDENTS q  MulIdisciplinary Startups q  StudentSourcing CompeIIon: Winners BENEFICIARIES/USERS o  Profile; Job To Get Done/Req. o  Pains (-) o  Gains (+) PROBLEM SPONSOR: Gov. Example: X = “Defense” q  Department of Defense (DoD) q  Intelligence Community (IC) CORPORATE SPONSORS/ PARTNERS/ADVISORS (Problem-Domain Experts) Notes on Business Model Strip (BMS) Plagorm for Stakeholders Ø  Each directed line represents a “One-Line Business Model,” Mission Canvas, or Business Model Canvas that has One Category of Beneficiaries (Customer Segment). Ø  The above mul3-sided business model plagorm is mainly based on informa3on obtained from the website of H4Di.com. “H4X” Lean Workshop/ Cer3fica3on: Sponsor Course $-Fee $-Fee; $-Grant Submi+ed Applica3on/ Mission Canvas Presenta3ons; Blog; Prototypes (MVP’s) “H4X” Lean Syllabus/Curriculum; Feedback; Grade Prototype (MVP-SoluGon) Feedback Selected & VeXed Mission-CriGcal Problem (Requirements/Proposal) Prototype (MVP-SoluGon) Feedback (Subject-ma+er Exper3se; Prototyping Facili3es) Available Interviewees (15 No.) Feedback (B.U.M.P.: Big Urgent Market Problem) Prototype (MVP-SoluGon) “H4X” Lean Workshop/ Cer3fica3on: Sponsor Course Feedback VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Mission-CriGcal Problem Statement Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
  28. 28. Customer Theater
  29. 29. Supersystem Customer Theater: Rapidly Collect Organize, Present, & Evaluate Ideas for Any System, Business Model, or Project on the Planet q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) STRATEGY (Ways): ....................................................................................................................... WHAT – Product (Strategy) Model WHO – Customer Happiness Model Pain Solving QuesFon (PSQ): How Might We Eliminate Pain (HMWEP) of ...............................................? Pain/Job To Get Done (JTGD): ..................................................... WHERE: …................... (Means) HOW – OperaIng (InnovaIon) Model WHY – Shared Value (Financial) Model Pain - C$: Cost (Structure) Delight R$: Revenue (Streams) + PURPOSE/MISSION/VISION (End): ........................................................................................... REVIEW Impact FOUNDATION SUPERSTRUCTURE (Body) ROOF Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing System (Business Model/Project) & Elements
  30. 30. Customer Theater: Rapidly Collect Organize, Present, & Evaluate Ideas for Any System, Business Model, or Project on the Planet q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) STRATEGY (Ways): ....................................................................................................................... WHAT – Product (Strategy) Model WHO – Customer Happiness Model Pain Solving QuesFon (PSQ): How Might We Eliminate Pain (HMWEP) of ...............................................? Pain/Job To Get Done (JTGD): ..................................................... WHERE: …................... (Means) HOW – OperaIng (InnovaIon) Model WHY – Shared Value (Financial) Model Pain - C$: Cost (Structure) Delight R$: Revenue (Streams) + PURPOSE/MISSION/VISION (End): ........................................................................................... REVIEW Impact Supersystem FOUNDATION SUPERSTRUCTURE (Body) ROOF Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing System (Business Model/Project) & Elements
  31. 31. Customer Theater: Rapidly Collect Organize, Present, & Evaluate Ideas for Any System, Business Model, or Project on the Planet q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) STRATEGY (Ways): ....................................................................................................................... WHAT – Product (Strategy) Model WHO – Customer Happiness Model Pain Solving QuesFon (PSQ): How Might We Eliminate Pain (HMWEP) of ...............................................? Pain/Job To Get Done (JTGD): ..................................................... WHERE: …................... (Means) HOW – OperaIng (InnovaIon) Model WHY – Shared Value (Financial) Model Pain - C$: Cost (Structure) Delight R$: Revenue (Streams) + PURPOSE/MISSION/VISION (End): ........................................................................................... REVIEW Impact Supersystem FOUNDATION SUPERSTRUCTURE (Body) ROOF Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing 1a 2 3 56 7 1b 4a 4b 98 System (Business Model/Project) & Elements
  32. 32. Our Mission is To Rapidly Eliminate Pain and Suffering on the Planet Our Vision is To Provide Faster, Bexer, and Leaner SoluIons Global Pain Solving (GPS) Tools “Faster, Be+er, and Leaner Solu3ons” Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?” hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing

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