Past	  	  (“Done”)	  	  	  	  	  	  	  	  Present	  (“Doing”)	  	  	  	  	  	  	  	  Future	  (“To	  Do”)	  	  	  	  	  	 ...
Past	  	  (“Done”)	  	  	  	  	  	  	  	  Present	  (“Doing”)	  	  	  	  	  	  	  	  Future	  (“To	  Do”)	  	  	  	  	  	 ...
Past	  	  Global	  Business	  Model	  (“Done”)	  	  	  	  	  	  	  Present	  Global	  Business	  Model	  (“Doing”)	  	  	 ...
Past	  	  Global	  Business	  Model	  (“Done”)	  	  	  	  	  	  	  Present	  Global	  Business	  Model	  (“Doing”)	  	  	 ...
 	  	  	  	  	  Global	  Business	  Model	  (GBM)	  Canvas	  Worksheet	  Focusing	  on	  Business	  Model	  (Canvas)	  at	...
Environment	  (-­‐)	   (+)	  Copyright	  2013.	  Dr.	  Rod	  King.	  rodkuhnhking@gmail.com	  &	  h=p://businessmodels.nin...
 Global	  Business	  Model	  (GBM)	  Canvas	  Worksheet	  Focusing	  on	  Classic	  Business	  Model	  (Canvas)	  at	  a	 ...
Environment	  Key	  Ac>vi>es	  (KA)	  	  	  	  	  Key	  Partners	  (KP)	  	  	  	  	  	  	  	  	  	  	  	  Key	  Resources...
Environment	  Key	  Ac>vi>es	  (KA)	  	  Key	  Partners	  (KP)	  	  	  Key	  Resources	  (KR)	  	  	  Value	  Proposi>on	 ...
E:	  Environment	  P:	  Process/Strategy	  	  	  S:	  Suppliers/Partners/Inputs	  	  	  	  E:	  Employees/	  	  	  	  	  	...
Copyright	  2013.	  Dr.	  Rod	  King.	  rodkuhnhking@gmail.com	  &	  h=p://businessmodels.ning.com	  &	  h=p://twi=er.com/...
Copyright	  2013.	  Dr.	  Rod	  King.	  rodkuhnhking@gmail.com	  &	  h=p://businessmodels.ning.com	  &	  h=p://twi=er.com/...
Industry	  Ecosystem:	  Details	  for	  Industry	  A=racTveness	  Analysis	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  ...
SOCIAL	  NETWORKING/	  SEARCH	  ENGINE	  CANVAS	  	  q Facebook	  q Twi]er	  q LinkedIn	  q Google	  (Search;	  Calend...
Global	  Business	  Model	  (GBM)	  Plan:	  Project	  Tasks	  of	  Successful	  Entrepreneurs	  and	  Businesses	  
 	  	  	  	  	  	  	  	  	  	  	  	  	  Global	  Business	  Model	  (GBM)	  Plan	  One-­‐Page	  Business	  InnovaTon	  Too...
 	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  Redefining	  “Business	  Model”	  The	  New	  Paradigm	  of	  Shared	  Hap...
How	  to	  Prepare	  	  	  A	  Global	  Business	  Model	  (GBM)	  	  	  Plan	  	  For	  Business	  (Startup)	  Projects?	  
 	  Global	  Business	  Model	  (GBM)	  	  	  Checklist	  Management	  
Copyright	  2013.	  Dr.	  Rod	  King.	  rodkuhnhking@gmail.com	  &	  h=p://businessmodels.ning.com	  &	  h=p://twi=er.com/...
Environment	  Key	  Ac>vi>es	  (KA)	  Use	  Global	  Prob-­‐lem	  Solving	  Cycle	  Validate	  bus	  model	  Do	  “Search	...
Designer’s	  Arrow	  of	  Time	  Another	  PerspecTve	  of	  The	  Global	  Business	  Model	  (GBM)	  Plan	  	  “Design	 ...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  the	  Healthcare	  Industry:	  One-­‐Page	  Business	  Design	  Toolkit	  	...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  Music	  Players:	  One-­‐Page	  Business	  Design	  Toolkit	  	  One-­‐Page...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  the	  Smartphone	  Industry:	  One-­‐Page	  Business	  Design	  Toolkit	  	...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  the	  Newspaper	  Industry:	  One-­‐Page	  Business	  Design	  Toolkit	  	 ...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  Marke>ng:	  One-­‐Page	  Business	  Design	  Toolkit	  	  One-­‐Page	  Busi...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  Bicycle:	  One-­‐Page	  Business	  Design	  Toolkit	  	  One-­‐Page	  Busin...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  “Buying	  Shoes”:	  One-­‐Page	  Business	  Design	  Toolkit	  One-­‐Page	 ...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  “Cleaning	  Floor”:	  One-­‐Page	  Business	  Design	  Toolkit	  One-­‐Page...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  the	  Entrepreneurship	  Industry:	  One-­‐Page	  Business	  Design	  Toolk...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  the	  Banking	  Industry:	  One-­‐Page	  Business	  Design	  Toolkit	  One-...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  the	  USA:	  One-­‐Page	  Business	  Design	  Toolkit	  One-­‐Page	  Busine...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  Poli>cal	  Campaign:	  One-­‐Page	  Business	  Design	  Toolkit	  One-­‐Pag...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  CAREER:	  One-­‐Page	  Business	  Design	  Toolkit	  One-­‐Page	  Business	...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  YOU:	  One-­‐Page	  Business	  Design	  Toolkit	  	  One-­‐Page	  Business	...
Designer’s	  Arrow	  of	  Time	  (DAT)	  for	  Object:	  One-­‐Page	  Business	  Design	  Toolkit	  	  One-­‐Page	  Busine...
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The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment

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There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.

The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.

To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.

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  • awesome stuff.
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  • Hi Rod

    Your recent presentations on Slideshare are BRILLIANT. Congratulations.

    The overarching concept, once one begins to grasp how totally logical it all is ... is hugely impressive. So elegant. I love the way the various components integrate so seamlessly.

    Its an amazing piece of work ... I'd love to see it put into action with an equally disruptive product!
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  • @RodKing
    Dear Rod, thanks for the permission, the inspiration and the trust. I hope the pudding shall be edible.
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  • Dear Ali,
    Thanks for your comment. I'm glad that you highlight your experience in filling out the Global Business Model (GBM) Canvas and Plan. As they usually say, the proof of the pudding is in the eating. I'd say that the proof of value of the GBM Plan is in using it especially for one's organization and industry while iterating using the problem solving cycle.

    I'm glad to offer you permission to freely use content from my above presentation. I know that you'll do the above ideas more than justice. I'm really looking forward to your take on the above ideas especially through the lens of your 'New Motivation Metaphors.'

    In the meantime, best regards.
    Rod.
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  • @RodKing,

    Rod, I see myself in this great presentation. I am privileged to have been included in the discussions that led to this great presentation. On Slide 8 you have the cycle with the learning block. You know that thrills me.
    Back to the presentation- it is a gem. All global factors are given due consideration on the same canvas. This is extremely handy. What one learns through going the filling of the canvas is supported by the learning cycle.
    You raised a great point when commenting on my presentation 'New Motivation Metaphors' in which you mentioned that the real differentiation for businesses will be in maximizing the Delight/Pain ratio for customers. I agree. I am, with your permission, thinking of highlighting this fact. I am thinking of coming up of new metaphors for adding value to the customer and expand on this using your canvas. I want to show how far your canvas may go in this direction. Before I attempt to do that, I need your evaluation and permission to do so.
    I am promoting this presentation. It is an honor to do that.
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The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment

  1. 1. Past    (“Done”)                Present  (“Doing”)                Future  (“To  Do”)                Global  Business  Model  (GBM)  PLAN    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Mission/Vision/Purpose/Ideals/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Business  Model  (System)  
  2. 2. Past    (“Done”)                Present  (“Doing”)                Future  (“To  Do”)                Global  Business  Model  (GBM)  PLAN    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  What  WAS  performance  of  business  (model/  system)?  What  WILL/  MUST  be  performance  of  business  (model/  system)?  What  IS    performance  of  business  (model/    system)?  Mission/Vision/Purpose/Ideals/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Business  Model  (System)  Strategy/Execu>on  How  SHOULD  business  (model/system)  get  to  desired  performance?  
  3. 3. Past    Global  Business  Model  (“Done”)              Present  Global  Business  Model  (“Doing”)            Future  Global  Business  Model  (“To  Do”)            Global  Business  Model  (GBM)  PLAN    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  History   Today   Someday  Mission/Vision/Purpose/Ideals/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Business  Model  (System)  
  4. 4. Past    Global  Business  Model  (“Done”)              Present  Global  Business  Model  (“Doing”)              Future  Global  Business  Model  (“To  Do”)              Global  Business  Model  (GBM)  PLAN    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Business  Model  (Canvas)  Business  Model  (Canvas)  Business  Model  (Canvas)  Industry  Ecosystem  Market  Ecosystem  Business  Model  (Canvas)  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Mission/Vision/Purpose/Ideals/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Business  Model  (System)  
  5. 5.            Global  Business  Model  (GBM)  Canvas  Worksheet  Focusing  on  Business  Model  (Canvas)  at  a  Certain  Point  in  Time    Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Environment  KEY:  “PESTLIED”  is  an  acronym  for  PoliTcal;  Economic;  Social;  Technological;  Legal;  InternaTonal;  Environmental;  Demographic  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Business  Model  (Canvas/Cycle/System)  
  6. 6. Environment  (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Topics  for  the  Environment  are  mainly  adapted  from  the  Business  Model  Environment  (www.businessmodelgeneraTon.com)  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)              Global  Business  Model  (GBM)  Canvas  Worksheet  Focusing  on  5  Phases  of  Business  Model  (“Con6nents”/Lean  Startup)  Cycle    Problem  Plan  Build  Measure  Learn  
  7. 7.  Global  Business  Model  (GBM)  Canvas  Worksheet  Focusing  on  Classic  Business  Model  (Canvas)  at  a  Certain  Point  in  Time    Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Environment  KEY:  “PESTLIED”  is  an  acronym  for  PoliTcal;  Economic;  Social;  Technological;  Legal;  InternaTonal;  Environmental;  Demographic  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Problem  Plan  Build  Measure  
  8. 8. Environment  Key  Ac>vi>es  (KA)          Key  Partners  (KP)                        Key  Resources  (KR)          Value  Proposi>on  (VP)                      Customer  Segments  (CS)                      Pain:    Cost  Structure  (C$)        Delight:  Revenue  Streams  (R$)        Channels  (CH)          Customer  Rela>onships  (CR)        (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Topics  of  the  above  canvas  are  mainly  adapted  from  The  Business  Model  Canvas  &  Environment  (www.businessmodelgeneraTon.com)  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  q  What  &  how  does  enterprise  con>nuously  learn  (to  increase  customers,  perf.  or  shared  value)?  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)              Global  Business  Model  (GBM)  Canvas  Worksheet  Focusing  on  Details  of  Business  Model  (Canvas)  Including  “Learn”  Block    
  9. 9. Environment  Key  Ac>vi>es  (KA)    Key  Partners  (KP)      Key  Resources  (KR)      Value  Proposi>on  (VP)                      Pain:    Cost  Structure  (C$)        Delight:  Revenue  Streams  (R$)        (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Topics  of  the  above  canvas  are  mainly  adapted  from  The  Business  Model  Canvas  &  Environment  (www.businessmodelgeneraTon.com)  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  q  What  &  how  does  enterprise  con>nuously  learn  (to  increase  customers,  perf.  or  shared  value)?  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)              Global  Business  Model  (GBM)  Canvas  Worksheet  Focusing  on  Details  of  Business  Model  (Canvas/Process)  Including  “Learn”  Block    Channels  (CH)    Customer  Segments  (CS)      Customer  Rela>onships  (CR)      
  10. 10. E:  Environment  P:  Process/Strategy      S:  Suppliers/Partners/Inputs        E:  Employees/            Brand/IP      O:  Output  (Product/Service/Value  ProposiTon)                    Pain  (Disadvantages;  Costs;  Weaknesses)          Delight  (Advantages;  Benefits;  Strengths)        (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  S:  Shared  Value  (Mission/Vision)  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)              Global  Business  Model  (GBM)  Canvas  Worksheet  Focusing  on  Details  of  Business  Model  (Chain/Process)  Including  “Learn”  Block    R:  Retailers/Distrib./Channels/CRM      C:  Customers/Consumers                  M:  Machinery/      Techno’/Infra’      
  11. 11. Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  KEY:  “PESTLIED”  is  an  acronym  for  PoliTcal;  Economic;  Social;  Technological;  Legal;  InternaTonal;  Environmental;  Demographic  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Environment              Global  Business  Model  (GBM)  Canvas:  Worksheet  Worksheet  Focusing  on  the  Four  “Walls”  of  the  Business  Model  Environment  (BME)    Business  Model  (Canvas)  
  12. 12. Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  KEY:  “PESTLIED”  is  an  acronym  for  PoliTcal;  Economic;  Social;  Technological;  Legal;  InternaTonal;  Environmental;  Demographic  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Environment              Global  Business  Model  (GBM)  Canvas  Focusing  on  the  Four  “Walls”  of  the  Business  Model  Environment  (BME):  Annota6ons    q  Suppliers    q  Influencers/              Recommenders  q  Intermediaries    q  SubsTtutors    q  Complementors    q  PotenTal/New  Entrants    q  Market  Segments              (Market  Hierarchy/                Size/Opportunity):              PercepTons/Preferences/                  Choices/Behaviors     q  Non-­‐customers              (Tiers)    q  Partners/              Alliances    q  ExternaliTes              (Infrastructure)    q  Direct  CompeTtors  Business  Model  (Canvas)  q  Saboteurs    q  PESTLIED  Trends    q  Decision-­‐makers    q  Government  q  Labor  Market    q  Capital  (Financing)     q  Natural  Resources    q  LogisTcs    q  NGOs    q  Investors  q  Community    
  13. 13. Industry  Ecosystem:  Details  for  Industry  A=racTveness  Analysis                                          New  or  Poten>al  Entrants  (Complementors)  Suppliers   Customers/Users  Differen6a6on  of  inputs  Supplier  concentra6on  Importance  of  volume  and  speed  to  supplier                                  Cost  rela6ve  to    total  purchases  Impacts  of  input  on  cost  &  differen6a6on  Forward  Integra6on  Presence  of    subs6tute    inputs  Backward  Integra6on  Rela6ve  price  performance  of  subs6tutes  Switching  costs  Buyer  propensity  to  subs6tute  Diversity  Fixed  costs/value  added  Brand  iden6ty  Overcapacity  Informa6on  complexity  Entry  barriers  Product  differences  Product  differen6a6on  Buyer  concentra6on  Incen6ves  for  decision-­‐makers                              Price/                    Volume/    Total  purchase  Impacts  of  quality/performance  Switching  costs  Buyer  info’  Backward/Forward  Integra6on  Buyer  profits  Access  to  distribu6on  Economies  of  scale  Capital  requirements  Government  policy  Exit  barriers  Channel/distributor  concentra6on   Differen6a6on  of  channels/distributors  Backward  Integra6on   Forward  Integra6on  Cost  advantages   Trends/Pa]erns  Tipping  point  Virality  ROI  Main  Source:  Based  on  Porter,  M.  (1998)  Compe>>ve  Advantage.  New  York:  The  Free  Press.                            Porter,  M.  (1998)  Compe>>ve  Strategy.  New  York:  The  Free  Press.  Compe>tors  (Subs>tutors)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Industry  Ecosystem  (Industry/Rivalry/  Strengths/Weaknesses/OpportuniTes/Threats/Risks)  
  14. 14. SOCIAL  NETWORKING/  SEARCH  ENGINE  CANVAS    q Facebook  q Twi]er  q LinkedIn  q Google  (Search;  Calendar)  q Pinterest  TIME  MANAGEMENT  CANVAS    q Gedng  Things  Done  (GTD)  CHANGE  MANAGEMENT  CANVAS    q Theory  of  Constraints  q Theory  of  InvenTve  Problem  Solving  (“TRIZ”)  q “10-­‐10-­‐10”  Decision-­‐making    DISRUPTIVE  INNOVATION  CANVAS    q DisrupTve  InnovaTon  Theory  q Blue  Ocean  Strategy  q Business  Model  (DNA)  DisrupTon  q Lean  Startup  Method  q Customer  Development  Stack  IDEAS  MANAGEMENT  CANVAS    q Brainstorming;  To-­‐Do  List  q SuggesTon  Box  q Vision  Board;  Storyboard  q Crowdsourcing  (Wisdomsourcing)  q Fractal  Grid  (Past/Present/Future)  8  CATEGORIES  OF  APPLICATIONS  AND  JOBS  FOR  GLOBAL  BUSINESS  MODEL  (GBM)  PLAN  -­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐-­‐  You  can  use  the  GBM  Plan  as  …  BUSINESS/STRATEGIC  PLANNING  CANVAS    q Bus.  Model  Planning/GeneraTon  q Business  Plan;  Strategic  Plan;  q Discovery-­‐driven  Planning  q CompeTTve  Strategy  q Shared  Value  (Happiness)  SPACE-­‐TIME  VISUALIZATION  CANVAS    q Classic  Timeline;  Storyline  q Einstein’s  Space-­‐Time  Grid  q Eddington’s  Arrow  of  Time  q Toyota’s  Kanban  Board  q Calendar;  To-­‐Do  List;  Journal  PROJECT  MANAGEMENT  CANVAS    q Six  Sigma  Methodology  q Lean  Thinking  q Project  Management  Under  CondiTons  of  Uncertainty  q Performance  Management                    8  CATEGORIES  OF  APPLICATIONS  AND  JOBS  FOR  GLOBAL  BUSINESS  MODEL  (GBM)  PLAN                                                                  A  Plakorm  for  Visual  Change  Management:    Which  Canvas  or  Job  is  Your  Favorite?  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  
  15. 15. Global  Business  Model  (GBM)  Plan:  Project  Tasks  of  Successful  Entrepreneurs  and  Businesses  
  16. 16.                            Global  Business  Model  (GBM)  Plan  One-­‐Page  Business  InnovaTon  Toolkit  for  Visual  Change  Management  A  Global  Business  Model  (GBM)  Plan  Is  A  Space-­‐Time  Canvas  That  Consists  of  A  North  Star-­‐Goal  (Outcome)  And  Past,  Present,  and  Future  Canvases  For  Planning,  Organizing,  EvaluaTng,  and  Managing  Any  Change  Project  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  
  17. 17.                                  Redefining  “Business  Model”  The  New  Paradigm  of  Shared  Happiness  Business  Models  (SHBM)  A  Business  Model  Is  A  RepresentaTon  of  How  An  Organiza>on    Designs,  Delivers,  and  Shares    Happiness  (Value)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  
  18. 18. How  to  Prepare      A  Global  Business  Model  (GBM)      Plan    For  Business  (Startup)  Projects?  
  19. 19.    Global  Business  Model  (GBM)      Checklist  Management  
  20. 20. Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Tasks  on  the  above  canvas  are  mainly  adapted  from  Steve  Blank’s  course  at  Stanford  University:  “ENGR  245:  The  Lean  Launch  Pad”  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Environment  Business  Model  (Canvas)  q  IdenTfy  type  of                business  (product/              service)  q  Determine  the  type  of  industry  you  are  in  q  Discover  dominant  trends  that  relate  to  industry,  market,  complementors,  and  relevant  Macro-­‐Economic  Influencers  q  Determine  who  the  decision-­‐makers  are:  size  of  budget;  current  expenditures;  workflow  for  buying  decision  q  Determine              product-­‐market  fitness/              unfair  advantage  q  Determine  tree  of  customer              Job-­‐To-­‐Be-­‐Done  q  IdenTfy  market                size  (total/served/target)  q  Talk  to  10-­‐15  potenTal  complementors  q  Talk  to  10-­‐15  compeTtors:              direct/new  entrants  q  Determine                switching              costs  q  Determine  who  the    key  influencers/stakeholders  are  and  talk  to  them  q  Determine            market  type  q  Evaluate  compeTtors’              products/services  q  Form              community              Global  Business  Model  (GBM)  Canvas:  Checklist  of  AcTviTes/Tasks/“To  Do”    
  21. 21. Environment  Key  Ac>vi>es  (KA)  Use  Global  Prob-­‐lem  Solving  Cycle  Validate  bus  model  Do  “Search  Engine”  markeTng  Key  Partners  (KP)  Talk  to  10-­‐15  potenTal  partners    Determine  incenTves  and  impediments  regarding  partners    Determine  risks  with  partners    Search  for  co-­‐creators  Key  Resources  (KR)  Build  team/culture  Generate  bus.  idea  Get  Resources:  IT  Infrastructure/  Workspace  Value  Proposi>on  (VP)  Determine  feature  set  for  Minimum  Viable  Product  (MVP)    Plan  (formulate)  and  test  Value  ProposiTon  (VP)    Check  Value  Pro-­‐posiTon-­‐Customer  Fit  Customer  Segments  (CS)  Prepare  expe-­‐riment  to  test  customer  archetypes    Talk  to  10-­‐15  potenTal  customers    Understand  goal/problems/jobs/pain/gain  Pain:    Cost  Structure  (C$)  Determine  and  test  Customer  AcquisiTon  Cost  Determine  LifeTme  Value  of  Customer  Determine  expense  model  Determine  ‘cost’  of  partnership  Delight:  Revenue  Streams  (R$)  Determine  and  test  product  pricing:  10-­‐15  customers  Prepare  dashboard  of  metrics  for  CS,  CH,  and  CR:  How  to  get/keep/grow  customers  (revenue)?  Channels  (CH)  Determine  how  to  get  customers  into  channel/  relaTonship  Devise  packaging  Customer  Rela>onships  (CR)  Blog  about  project    Ask  customers  to  take  acTon  (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h=p://businessmodels.ning.com  &  h=p://twi=er.com/RodKuhnKing  Tasks  on  the  above  canvas  are  mainly  adapted  from  Steve  Blank’s  course  at  Stanford  University:  “ENGR  245:  The  Lean  Launch  Pad”  Industry  Ecosystem  (IE):  Supply  Market  Ecosystem  (ME):  Demand  q  Document  and  reflect  on  performance:  What  we  thought/What  we  did/What  we  learned/What  next  to  do  Macro-­‐Economic  Influencers  (MEI):  Global  Economy  Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/0/+)              Global  Business  Model  (GBM)  Canvas:  Checklist  of  AcTviTes/Tasks/“To  Do”    
  22. 22. Designer’s  Arrow  of  Time  Another  PerspecTve  of  The  Global  Business  Model  (GBM)  Plan    “Design  or  frame  any  object  in  space  and  5me”  
  23. 23. Designer’s  Arrow  of  Time  (DAT)  for  the  Healthcare  Industry:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Healthcare  Design  (“Done”)  Present  Healthcare  Design  (“Doing”)  Future  Healthcare  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Healthcare  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Healthcare  Design  Cycle  (Canvas/System)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Healthcare  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Healthcare  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  ENTROPY  (Chaos/FricTon/Obstacles)  (Historical  Facts/Memory)  Short/Medium/Long-­‐term  
  24. 24. Designer’s  Arrow  of  Time  (DAT)  for  Music  Players:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Music  Player  Design  (“Done”)  Present  Music  Player  Design  (“Doing”)  Future  Music  Player  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Music  Player  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Music  Player  Design  Cycle  (Canvas/System)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Music  Player  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Music  Player  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  25. 25. Designer’s  Arrow  of  Time  (DAT)  for  the  Smartphone  Industry:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Smartphone  Design  (“Done”)  Present  Smartphone  Design  (“Doing”)  Future  Smartphone  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Smartphone  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Smartphone  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Smartphone  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Smartphone  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  26. 26. Designer’s  Arrow  of  Time  (DAT)  for  the  Newspaper  Industry:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Thriving  in  a  Vola6le,  Uncertain,  Complex,  and  Ambiguous  (VUCA)  Environment  Past  Newspaper  Design  (“Done”)  Present  Newspaper  Design  (“Doing”)  Future  Newspaper  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Newspaper  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Newspaper  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Newspaper  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Newspaper  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  27. 27. Designer’s  Arrow  of  Time  (DAT)  for  Marke>ng:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  MarkeTng  Design  (“Done”)  Present  MarkeTng  Design  (“Doing”)  Future  MarkeTng  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Marke6ng  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  MarkeTng  Design  Cycle  (Canvas/System)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Marke>ng  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Marke>ng  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  28. 28. Designer’s  Arrow  of  Time  (DAT)  for  Bicycle:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Bicycle  Design  (“Done”)  Present  Bicycle  Design  (“Doing”)  Future  Bicycle  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Bicycle  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Bicycle  Design  Cycle  (Canvas/System)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Bicycle  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Bicycle  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  29. 29. Designer’s  Arrow  of  Time  (DAT)  for  “Buying  Shoes”:  One-­‐Page  Business  Design  Toolkit  One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  “Buying  Shoes”  Design  (“Done”)  Present  “Buying  Shoes”  Design  (“Doing”)  Future  “Buying  Shoes”  Design  (“To  Do”)  (Historical  Facts/Memory)   (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Buying  Shoes  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  “Buying  Shoes”  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  “Buying  Shoes”  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For    “Buying  Shoes”  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  30. 30. Designer’s  Arrow  of  Time  (DAT)  for  “Cleaning  Floor”:  One-­‐Page  Business  Design  Toolkit  One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  “Cleaning  Floor”    Design  (“Done”)  Present  “Cleaning  Floor”    Design  (“Doing”)  Future  “Cleaning  Floor”    Design  (“To  Do”)  (Historical  Facts/Memory)   (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Cleaning  Floor  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  “Cleaning  Floor”  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  “Cleaning  Floor”  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For    “Cleaning  Floor”  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  31. 31. Designer’s  Arrow  of  Time  (DAT)  for  the  Entrepreneurship  Industry:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Entrepreneurship  Design  (“Done”)  Present  Entrepreneurship  Design  (“Doing”)  Future  Entrepreneurship  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Entrepreneurship  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Entrepreneurship  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Entrepreneurship  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Entrepre-­‐  neurship  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  32. 32. Designer’s  Arrow  of  Time  (DAT)  for  the  Banking  Industry:  One-­‐Page  Business  Design  Toolkit  One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Banking  Design  (“Done”)  Present  Banking  Design  (“Doing”)  Future  Banking  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Banking  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Banking  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Banking  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Banking  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  33. 33. Designer’s  Arrow  of  Time  (DAT)  for  the  USA:  One-­‐Page  Business  Design  Toolkit  One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  USA  Design  (“Done”)  Present  USA  Design  (“Doing”)  Future  USA  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   USA  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  USA  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  USA  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  USA  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  34. 34. Designer’s  Arrow  of  Time  (DAT)  for  Poli>cal  Campaign:  One-­‐Page  Business  Design  Toolkit  One-­‐Page  Business  Innova6on  Toolkit  for  Thriving  in  a  Vola6le,  Uncertain,  Complex,  and  Ambiguous  (VUCA)  Environment  Past  PoliTcal  Campaign  Design  (“Done”)  Present  PoliTcal  Campaign  Design  (“Doing”)  Future  PoliTcal  Campaign  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   Poli6cal  Campaign  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  PoliTcal  Campaign  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Poli>cal  Campaign  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Poli>cal  Campaign  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  35. 35. Designer’s  Arrow  of  Time  (DAT)  for  CAREER:  One-­‐Page  Business  Design  Toolkit  One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  CAREER  Design  (“Done”)  Present  CAREER  Design  (“Doing”)  Future  CAREER  Design  (“To  Do”)  (Historical  Facts/Memory)   (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   CAREER  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  CAREER  Design  Cycle    (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  CAREER  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For    CAREER  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  36. 36. Designer’s  Arrow  of  Time  (DAT)  for  YOU:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  YOU  Design  (“Done”)  Present  YOU  Design  (“Doing”)  Future  YOU  Design  (“To  Do”)  (Real-­‐Tme  Facts/Prototypes)   (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)   YOU  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  YOU  Design  Cycle    (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  YOU  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For    YOU  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  
  37. 37. Designer’s  Arrow  of  Time  (DAT)  for  Object:  One-­‐Page  Business  Design  Toolkit    One-­‐Page  Business  Innova6on  Toolkit  for  Visual  Change  Management  Past  Object  Design  (“Done”)  Present  Object  Design  (“Doing”)  Future  Object  Design  (“To  Do”)  (Hypotheses/Plans)  OBJECT  (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)  Macro-­‐Economic  Influencers  Key  Trends  &  Complementors  Industry  Ecosystem  (Supply)  Market  Ecosystem  (Demand)  Object  Design  Cycle  (Canvas/System)  Learn  Build  Measure  Plan    Problem  Lean  Startup  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  Object  Design  Cycle:  Global  Problem  Solving  (GPS)  Canvas  Plan   Problem  Build  Measure  Learn  KP   KA  KR  VP   CR   CS  CH  C$   R$  (-­‐)   (+)  Business  Model  Canvas  (Outcomes/Tasks)  (Real-­‐Tme  Facts/Prototypes)  Mission/Vision/  Purpose/Ideals/  Goal/Job  To  Be  Done/  Shared  Value  Proposi>on/  Ideal  Final  Result/  Shared  Happiness  For  Object  (System)  (Historical  Facts/Memory)  ENTROPY  (Chaos/FricTon/Obstacles)  Short/Medium/Long-­‐term  

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