Example:	
  Highly	
  Proficient	
  Knowledge	
  Worker	
  
"Someone	
  who	
  holis-cally	
  discovers	
  ...
What	
  is	
  the	
  Main	
  Tool	
  
Used	
  by	
  
A	
  Genius	
  Worker?	
  
Problem	
  Solving	
  Envelope	
  
 PROBLEM	
  SOLVING	
  ENVELOPE	
  
	
  
The	
  3	
  Levels	
  of	
  Holis;c	
  Problem	
  Solving	
  
	
  
#4ROD.	
  Dr.	...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  
	
  
The	
  3	
  Levels	
  of	
  Holis;c	
  Problem	
  Solving	
  
	
  
#4ROD.	
  Dr.	...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
Visualiza%on	
  
of	
  
“Crea-ve	
  LifeSpace”	
  
What	
  is	
  a	
  “Crea-ve	
  LifeSpace”?	
  
Based	
  on	
  the	
  work	
  of	
  Kurt	
  Lewin,	
  a	
  Crea%ve	
  
Life...
 PROBLEM	
  SOLVING	
  ENVELOPE:	
  Classic	
  Template	
  
	
  
Theme/Object/Customer:	
  …………………………………………………………………………………...
 PROBLEM	
  SOLVING	
  ENVELOPE:	
  Rectangular	
  Jigsaw	
  Template	
  
	
  
Theme/Object/Customer:	
  ……………………………………………...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  TOOLKIT	
  
	
  
Industry/Market/Customer	
  Goal:	
  ………………………………………………………………...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  TOOLKIT	
  
	
  
Industry/Market/Customer	
  Goal:	
  ………………………………………………………………...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  TOOLKIT	
  
	
  
Industry/Market/Customer	
  Goal:	
  ………………………………………………………………...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  TOOLKIT	
  
	
  
Industry/Market/Customer	
  Goal:	
  ………………………………………………………………...
 APPLE’S	
  PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  FOR	
  LISTENING	
  TO	
  MUSIC	
  	
  
2001	
  
Industry/Market/Cu...
 APPLE’S	
  PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  FOR	
  PERSONALLY	
  ORGANIZING	
  	
  	
  	
  	
  	
  	
  	
  	
  ...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  FOR	
  CONTINUOUS	
  IMPROVEMENT	
  
	
  
Industry/Market/Customer	
  Goal:	
 ...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 PROBLEM	
  SOLVING	
  ENVELOPE	
  (PSE)	
  FOR	
  SILICON	
  VALLEY	
  STARTUPS	
  
2014	
  
	
  
Industry/Market/Custome...
 
	
  
	
  
	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
 ...
 DRAMATIC	
  STORY	
  CANVAS	
  
	
  
Industry	
  (Product	
  Category)/Market:	
  ………………………………………………………………………………………………………...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 DRAMATIC	
  STORY	
  CANVAS:	
  Basic	
  
	
  
Holis;cally	
  Document,	
  Present,	
  and	
  Manage	
  Organiza;onal	
  ...
 DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  HOLISTIC	
  PROBLEM	
  SOLVING	
  (HPS)	
  
	
  
Holis;cally	
  Document,	
  Presen...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  HOLISTIC	
  PROBLEM	
  SOLVING	
  (HPS)	
  	
  
	
  
Holis;cally	
  Document,	
  Pr...
 DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  HOLISTIC	
  PROBLEM	
  SOLVING	
  (HPS)	
  	
  
	
  
Holis;cally	
  Document,	
  Pr...
 DRAMATIC	
  STORY	
  CANVAS	
  FOR	
  HOLISTIC	
  PROBLEM	
  SOLVING	
  (HPS)	
  	
  
	
  
Holis;cally	
  Document,	
  Pr...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
Space-­‐Time	
  Dashboard	
  
	
  
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.nin...
 
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/R...
 
#QBE.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hSp://businessmodels.ning.com	
  &	
  hSp://twiSer.com/Ro...
Upcoming SlideShare
Loading in …5
×

THE GENIUS WORKER'S TOOLKIT FOR ELIMINATING BUSINESS FAILURE: How Genius Workers Solve Problems and Get Things Done Using the Back of an Envelope

1,765 views

Published on

The Problem Solving Envelope is a visual template for Universal Problem Solving (UPS). The Problem Solving Envelope can be used to collaboratively document and organize ideas as well as discover and solve problems in any domain or discipline.

In essence, the Problem Solving Envelope visually presents a TIMELINE in two formats: Classic Time - PAST (Problem Space); PRESENT (Method/Implementation Space); FUTURE (Solution Space). Space-Time - ENVIRONMENT (Creative LifeSpace - this is based on Kurt Lewin's Field Theory; Creative Lifespace represents the total environmental space in the past/present/future). My theory is that "Genius Workers" such as Steve Jobs deliberately use these spaces of time to fluidly organize ideas; discover, analyze, and solve problems; get things done.

http://goo.gl/CwmjVq

Published in: Business
7 Comments
7 Likes
Statistics
Notes
  • Ali, the Space-Time Dashboard shown in slide 15 is a 3x3 matrix of time vs. space. This Space-Time Dashboard is an adaptation of the 9 Windows or Multi-screen diagram in 'TRIZ' (Theory of Inventive Problem Solving); see, for example, http://www.triz-journal.com/archives/2001/09/c/index.htm . Like in the case of the 9 Windows or Multiscreen Diagram, the Space-Time Dashboard facilitates imaginary time travel as well as zooming in space and time. With expert use including knowledge of evolutionary patterns, one can peek into the future of products and services as well as technology.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Rod,
    I revisited the presentation expecting some additions of slides. This proved to be the case. I like Slides 4 and 5 very much and the way you divided the levels of doing business. Visually, you show masterfully what a GENIUS business is.
    I have an inquiry about the Space-Time slides starting from Slide 15. Is this relationship rectangular in shape, or you made it so to simplify? The slides throw many ideas for thinking about.

    I don't recall if Slide 36 on startups was there before. Whatever; this is a great slide. I don't think I have seen this GENIUS classification of startups before.

    Rod, I thank you for your incessant upgrading of your works. I greatly appreciate it.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Ali, If ever I was asked to present a mini-case study on the Lean Startup method, the above presentation would rank high on my list. It's interesting that as a result of your feedback as well as feedback from some other readers on Twitter and LinkedIn, I pivoted the focus of the above presentation. Consequently, I changed the main title of the presentation from 'Problem Solving Envelope' to 'The Genius Worker.' My earlier title concentrated on the 'How?' and tool of the Problem Solving Envelope. However, as I iterated and learned form readers' feedback, I decided to concentrate on the 'Why?' and 'Who?' I believe that the current presentation has a more meaningful context and stronger human interest. Once again, my hypothesis is validated by your great feedback. Thanks for your continued support, feedback, and encouragement. And guess what ... I did it before Brazil's next game which makes it a win-win situation for us. Have a great day!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Rod- My expectation of 20 slides fell short by four slides.

    A GENIUS presentation describing Genius workers. I loved Slide 13. It is musical even though is filled with knowledge and being a great tool to put businesses on the right 'path'. May be path isn't the right word, as we are dealing with a fractal system. May be I should say on the right attractor.l No matter what, this presentation is genius.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Rod,
    I was referring to the time of uploading.
    Anyhow, your envelope produced such a wealthy comment! And we haven't yet opened the envelope. Yes, it is limitless being fractal. The value of the envelope is limitless as well. What a beautiful and enriching response, Rod!

    I am too- a vivid supporter of Brazil. I feel sad for Mexico, though.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
1,765
On SlideShare
0
From Embeds
0
Number of Embeds
459
Actions
Shares
0
Downloads
40
Comments
7
Likes
7
Embeds 0
No embeds

No notes for slide

THE GENIUS WORKER'S TOOLKIT FOR ELIMINATING BUSINESS FAILURE: How Genius Workers Solve Problems and Get Things Done Using the Back of an Envelope

  1. 1.        Example:  Highly  Proficient  Knowledge  Worker   "Someone  who  holis-cally  discovers  and  solves   Big  Urgent  Market  Problems  (BUMPs)"  
  2. 2. What  is  the  Main  Tool   Used  by   A  Genius  Worker?  
  3. 3. Problem  Solving  Envelope  
  4. 4.  PROBLEM  SOLVING  ENVELOPE     The  3  Levels  of  Holis;c  Problem  Solving     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   VISIONARY/CONCEPTUAL  PROBLEM  SOLVING   Genius  Worker   Strategic  Problem  Solving   Business  Model  Worker   Tac%cal/Opera%onal  Problem  Solving   Lean  Startup  Worker  
  5. 5.  PROBLEM  SOLVING  ENVELOPE     The  3  Levels  of  Holis;c  Problem  Solving     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   VISIONARY/CONCEPTUAL  PROBLEM  SOLVING   Genius  Worker   Strategic  Problem  Solving   Business  Model  Worker   Tac%cal/Opera%onal  Problem  Solving   Lean  Startup  Worker  
  6. 6.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   PRESENT   Crea-ve  LifeSpace   FUTURE     PAST     THEME/ OBJECT/   CUSTOMER  
  7. 7.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   PRESENT   (Doing)   Crea-ve  LifeSpace   (Networking;  Learning;  Environment)   FUTURE   (To  Do)   PAST   (Done)   THEME/ OBJECT/   CUSTOMER  
  8. 8.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   Method/Implementa-on  Space   (Doing)   Crea-ve  LifeSpace   (Networking;  Learning;  Environment)   Solu-on    Space   (To  Do)   Problem  Space   (Done)   THEME/ OBJECT/   CUSTOMER  
  9. 9.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   Method/Implementa-on  Space   (Doing)   Crea-ve  LifeSpace   (Networking;  Learning;  Environment)   Solu-on    Space   (To  Do)   Problem  Space   (Done)  
  10. 10.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   Method/Implementa-on  Space   (Doing)   Solu-on    Space   (To  Do)   Problem  Space   (Done)   Crea-ve  LifeSpace   (Networking;  Learning;  Environment)  
  11. 11.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   PRESENT   (Doing)   Crea-ve  LifeSpace   (Networking;  Learning;  Environment)   FUTURE   (To  Do)   PAST   (Done)  
  12. 12.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visually  Organize  Ideas  and  Solve  Any  Problem   Method/Implementa-on  Space   (Doing)   Crea-ve  LifeSpace   (Networking;  Learning;  Environment)   Solu-on    Space   (To  Do)   Problem  Space   (Done)  
  13. 13. Visualiza%on   of   “Crea-ve  LifeSpace”  
  14. 14. What  is  a  “Crea-ve  LifeSpace”?   Based  on  the  work  of  Kurt  Lewin,  a  Crea%ve   LifeSpace  is  the  “field,”  environment,  or  space   that  surrounds  an  object  from  its  past,  through   the  present,  and  into  the  future.     Like  in  a  bio-­‐epic  movie,  the  Crea%ve  LifeSpace   of  an  object  contains  the  object’s  journey  or   total  experience  from  “cradle”  to  “grave”  and   “beyond.”     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing  
  15. 15.  PROBLEM  SOLVING  ENVELOPE:  Classic  Template     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing  
  16. 16.  PROBLEM  SOLVING  ENVELOPE:  Rectangular  Jigsaw  Template     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing                                  
  17. 17.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE     METHOD  SPACE     SOLUTION  SPACE               IMPLEMENTATION  SPACE                        PROBLEM  SOLVING  ENVELOPE:  Space  Perspec%ve     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..   CREATIVE  LIFESPACE    
  18. 18.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (Red  Ocean  Tool/Trade-­‐off)   METHOD  SPACE   (Job  To  Get  Done;  Analysis/Strategy)   SOLUTION  SPACE   (Blue  Ocean  Tool/Trade-­‐off)             IMPLEMENTATION  SPACE   (Strategic/Tac;cal/Opera;onal)                      PROBLEM  SOLVING  ENVELOPE:  Space  Perspec%ve     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..   CREATIVE  LIFESPACE   (Networking;  Environment)  
  19. 19.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (Red  Ocean  Tool/Trade-­‐off)   METHOD  SPACE   (Job  To  Get  Done;  Analysis/Strategy)   SOLUTION  SPACE   (Blue  Ocean  Tool/Trade-­‐off)             IMPLEMENTATION  SPACE   (Strategic/Tac;cal/Opera;onal)                      PROBLEM  SOLVING  ENVELOPE:  Space  Perspec%ve     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..   CREATIVE  LIFESPACE   (Networking;  Environment)   Strategic/Tac;cal/Opera;onal           Problem  Solving     Visionary/Conceptual                     Problem  Solving  
  20. 20.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PAST   (Done)   PRESENT   (Doing)   FUTURE   (To  Do)             CREATIVE  LIFESPACE   (Networking;  Environment)                      PROBLEM  SOLVING  ENVELOPE:  Time  Perspec%ve     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..  
  21. 21.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (PAST:  Done)   METHOD  SPACE   (PRESENT:  Thinking)   SOLUTION  SPACE   (FUTURE:  To  Do)             IMPLEMENTATION  SPACE   (PRESENT:  Doing)                      PROBLEM  SOLVING  ENVELOPE:  Space-­‐Time  Perspec%ve     Theme/Object/Customer:  ……………………………………………………………………………………………………………………………..   CREATIVE  LIFESPACE   (Networking;  Environment)  
  22. 22.  PROBLEM  SOLVING  ENVELOPE  (PSE)  TOOLKIT     Industry/Market/Customer  Goal:  ……………………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   Visionary   Problem  Solving   Opera-onal   Problem  Solving   Strategic  Problem   Solving  
  23. 23.  PROBLEM  SOLVING  ENVELOPE  (PSE)  TOOLKIT     Industry/Market/Customer  Goal:  ……………………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Visionary   Problem  Solving   Opera-onal   Problem  Solving   Strategic  Problem   Solving   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   q  Trade-­‐off   q  Job  To  Get  Done   q  3  Generic   Strategies   q  Blue  Ocean  Strategy   q  Lean  Startup  Method   q  Timeline   q  Kanban  Board   q  Six  Sigma   Method   q  Business  Plan   q  9  Windows   (Mul%-­‐screen)   q  5  Forces  of   Compe%%on   q  SWOT  Analysis   q  Lean  Business  Model  Canvas   q  Balanced  Scorecard   Mission     Vision   Strategy   Canvas   Ac%vity   Chart   Progress   Report   q  Bug  List   q  Trends   q  Customer  Archetype   q  4  Ps  
  24. 24.  PROBLEM  SOLVING  ENVELOPE  (PSE)  TOOLKIT     Industry/Market/Customer  Goal:  ……………………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Implementa%on  Space   Problem  Space   Solu%on  Space   Present   Crea%ve  LifeSpace   Past     Future   Space  vs.  Time   Time   Past   Present   Future   System   (Enterprise)   Environment   (Ind./Market)   Supersystem   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   Method  Space   Drama-c  Story   Canvas   Lean  Strategy   Canvas   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  25. 25.  PROBLEM  SOLVING  ENVELOPE  (PSE)  TOOLKIT     Industry/Market/Customer  Goal:  ……………………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Implementa%on  Space   Problem  Space   Solu%on  Space   Present   Crea%ve  LifeSpace   Past     Future   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   Method  Space   Theme/Object/   Customer   Theme/Object/   Customer   Space  vs.  Time   Theme/Object/   Customer   Time   Past   Present   Future   System   (Enterprise)   Environment   (Ind./Market)   Supersystem   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  26. 26.  APPLE’S  PROBLEM  SOLVING  ENVELOPE  (PSE)  FOR  LISTENING  TO  MUSIC     2001   Industry/Market/Customer  Goal:  Listen  to  Music     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   For  Listening  to  Music   Method   (Strategy/Tac;cs)   Implementa%on   (Execu;on)   Problem   (Red  Ocean)   Solu%on   (Blue  Ocean)   Present   (Doing)   Crea%ve  LifeSpace   (Networking;  Environment)   Past  (Done)     Future   (To  Do)   Listen  to  Music     Listen  to  Music     Space  vs.  Time     Listen  to  Music   Time   Past   Present   Future   System   (Enterprise)   Environment   (Ind./Market)   Supersystem   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  27. 27.  APPLE’S  PROBLEM  SOLVING  ENVELOPE  (PSE)  FOR  PERSONALLY  ORGANIZING                               AND  MANAGING  INFOFRMATION  (2007)    Industry/Market/Customer  Goal:  Personally  Organize  and  Manage  Informa;on     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   For  Personally  Organizing  and  Managing  Informa-on   Method   (Strategy/Tac;cs)   Implementa%on   (Execu;on)   Problem   (Red  Ocean)   Solu%on   (Blue  Ocean)   Present   (Doing)   Crea%ve  LifeSpace   (Networking;  Environment)   Future   (To  Do)   Personally  Organize   &  Manage  Info     Personally  Organize   &  Manage  Info     Past   (Done)   Space  vs.  Time   Personally  Organize         &  Manage  Info   Time   Past   Present   Future   System   (Enterprise)   Environment   (Ind./Market)   Supersystem   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  28. 28.  PROBLEM  SOLVING  ENVELOPE  (PSE)  FOR  CONTINUOUS  IMPROVEMENT     Industry/Market/Customer  Goal:  Zero  Defect     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   For  Con-nuous  Improvement   Method   (Strategy/Tac;cs)   Implementa%on   (Execu;on)   Problem   (Red  Ocean)   Solu%on   (Blue  Ocean)   Present   (Doing)   Crea%ve  LifeSpace   (Networking;  Environment)   Past   (Done)   Future   (To  Do)   Product/Service     Product/Service     Space  vs.  Time     Product/Service   Time   Past   Present   Future   System   (Enterprise)   Some   Defects   Product/   Service   Zero  Defect   (Six  Sigma)   Environment   (Ind./Market)   Supersystem   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  29. 29.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   For  Con-nuous  Innova-on   Method   (Strategy/Tac;cs)   Implementa%on   (Execu;on)   Problem   (Red  Ocean)   Solu%on   (Blue  Ocean)   Present   (Doing)   Crea%ve  LifeSpace   (Networking;  Environment)   Past   (Done)   Future   (To  Do)   Product/Service/   Business  Model   Product/Service/   Business  Model    PROBLEM  SOLVING  ENVELOPE  (PSE)  FOR  CONTINUOUS  INNOVATION     Industry/Market/Customer  Goal:  Awesome  Customer  Experience  (ACE)   Space  vs.  Time   Product/Service/   Business  Model   Time   Past   Present   Future   System   (Enterprise)   Product/Service/ Business  Model   Awesome   Customer  Exp.   Environment   (Ind./Market)   Supersystem   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  30. 30.  PROBLEM  SOLVING  ENVELOPE  (PSE)  FOR  SILICON  VALLEY  STARTUPS   2014     Industry/Market/Customer  Goal:  Zero  Mortality  Rate  (ZMR)  for  Silicon  Valley  Startups     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Space  Perspec;ve   Time  Perspec;ve   PROBLEM  SOLVING  ENVELOPE  (PSE)   For  Silicon  Valley  Startups   Method   (Strategy/Tac;cs)   Implementa%on   (Execu;on)   Problem   (Red  Ocean)   Solu%on   (Blue  Ocean)   Present   (Doing)   Crea%ve  LifeSpace   (Networking;  Environment)   Past   (Done)   Future   (To  Do)   Silicon  Valley   Startups   Silicon  Valley   Startups   Space  vs.  Time     Silicon  Valley  Startups   Time   Past   Present   Future   System   (Enterprise)   High   Failure  Rate   Silicon  Valley   Startups   Zero   Failure  Rate   Environment   (Ind./Market)   Supersystem   Space-­‐Time   Dashboard   System  Hierarchy   (Business    Model                 Dashboard)    
  31. 31.           #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   “Smart”  Execu%on  Cycle   Doing   (PRESENT)   Outcome   Done   (PAST)   Plan   To  Do   (FUTURE)   Rapidly  Eliminate  “Fat  Strategy”  and  Maximize  Profitability  
  32. 32.  DRAMATIC  STORY  CANVAS     Industry  (Product  Category)/Market:  …………………………………………………………………………………………………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (Red  Ocean/Trade-­‐off/Tool)   METHOD  SPACE   (Job  To  Get  Done;  Analysis/Strategy)   SOLUTION  SPACE   (Blue  Ocean/Trade-­‐off/Tool)             IMPLEMENTATION  SPACE   (Strategic/Tac;cal/Opera;onal)                       Strategic/Tac;cal/Opera;onal           Problem  Solving     Visionary/Conceptual                     Problem  Solving  
  33. 33.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (Red  Ocean/Trade-­‐off/Tool)   METHOD  SPACE   (Job  To  Get  Done;  Analysis/Strategy)   SOLUTION  SPACE   (Blue  Ocean/Trade-­‐off/Tool)                               Strategic/Tac;cal/Opera;onal           Problem  Solving     Visionary/Conceptual                     Problem  Solving    DRAMATIC  STORY  CANVAS     Industry  (Product  Category)/Market:  …………………………………………………………………………………………………………………..  
  34. 34.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (Red  Ocean/Trade-­‐off/Tool)   METHOD  SPACE   (Job  To  Get  Done;  Analysis/Strategy)   SOLUTION  SPACE   (Blue  Ocean/Trade-­‐off/Tool)             VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)                     Strategic/Tac;cal/Opera;onal           Problem  Solving     Visionary/Conceptual                     Problem  Solving    DRAMATIC  STORY  CANVAS     Industry  (Product  Category)/Market:  …………………………………………………………………………………………………………………..  
  35. 35.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   PROBLEM  SPACE   (Red  Ocean/Trade-­‐off/Tool)   METHOD  SPACE   (Job  To  Get  Done;  Analysis/Strategy)   SOLUTION  SPACE   (Blue  Ocean/Trade-­‐off/Tool)             VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP                   KA   VP   CR   CS   C$   P$   KR   CH   R$   Strategic/Tac;cal/Opera;onal           Problem  Solving     Visionary/Conceptual                     Problem  Solving    DRAMATIC  STORY  CANVAS     Industry  (Product  Category)/Market:  …………………………………………………………………………………………………………………..  
  36. 36.  DRAMATIC  STORY  CANVAS:  Basic     Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model   Job  To  Get  Done/Experience   (Strategy/Tac%cs/Execu%on)  
  37. 37.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)     Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model   Before     A_er     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu%on)  
  38. 38.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model   Before     A_er     Business  Model   (System)   VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP               KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe%%ve/Unfair  Advantage)     Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu%on)    DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)     Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life  
  39. 39.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model   Before     A_er     Business  Model   (System)   Key  Metrics       VALUE  CREATION   (Enterprise  Engine)   VALUE  DELIVERY   (Customer  Growth  Engine)   VALUE  CAPTURE/SHARING   (Value  Engine)   KP               KA   VP   CR   CS   C$   P$   KR   CH   R$   BUSINESS  MODEL  ENVIRONMENT   (Compe%%ve/Unfair  Advantage)     Lean  Business  Model  Canvas   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu%on)    DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)     Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life  
  40. 40.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)       Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model   D.                 Simple   (Tame/   Closed)   Problem   B.     Complex   Problem     C.     Complicated   Problem                     A.     Chao-c   (Wicked/   Open)   Problem   PROBLEM  SPACE:  4  Problem  Archetypes   Problem   Archetypes   Before     A_er     Job  To  Get  Done/Experience   (Journey:  Strategy/Execu%on)  
  41. 41.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)       Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model  D.       Improving/   Disrup%ng   B.     Prototyping     C.     Pilo%ng/   Building       A.     Pretotyping       Measuring;    Learning   Before     A_er     METHOD  SPACE:  4  Problem-­‐Solving  Strategies   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu%on)  
  42. 42.  DRAMATIC  STORY  CANVAS  FOR  HOLISTIC  PROBLEM  SOLVING  (HPS)       Holis;cally  Document,  Present,  and  Manage  Organiza;onal  Success  (Failure)  in  Business  and  Life     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   Problem   Pain:  (Un)Known   RED  OCEAN   BLUE  OCEAN   Solu-on   Gain:  (Un)Known   Business   Model   Business   Model  D.       Improving/   Disrup%ng   B.     Prototyping     C.     Pilo%ng/   Building       A.     Pretotyping       Measuring;    Learning   Before     A_er     Holis%c   (Pafern/Non-­‐linear/   System/Crea%ve)   Thinking,  Design,  and   Problem  Solving   Reduc%onist   (Fragmented/Linear/   Analy%cal/Cri%cal)   Thinking,  Design,  and   Problem  Solving   METHOD  SPACE:  4  Problem-­‐Solving  Strategies   Job  To  Get  Done/Experience   (Journey:  Strategy/Execu%on)  
  43. 43. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   Future   Present   Past   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   Environment   Supersystem  
  44. 44. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   Future   Present   Past   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Internal)   Environment   (Locally  External)   Supersystem   (Globally  External)  
  45. 45. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   Future   (To  Do)   Present   (Doing)   Past   (Done)   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Internal)   Environment   (Locally  External)   Supersystem   (Globally  External)  
  46. 46. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   Future   (To  Do)   Present   (Doing)   Past   (Done)   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Internal)   Environment   (Locally  External)   Supersystem   (Globally  External)   CREATIVE  LIFESPACE  
  47. 47. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   (Trade-­‐off:  SWOT  Analysis)   Future   +          O:  Opportuni%es   -­‐  T:  Threats   Present   +          S:  Strengths   -­‐  W:  Weaknesses   Past   (Done)   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Internal)   Environment   (Locally  External)   Supersystem   (Globally  External)   CREATIVE  LIFESPACE  
  48. 48. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   (Trade-­‐off:  SWOT  Analysis)   Future   +          O:  Opportuni%es   -­‐  T:  Threats   Present   +          S:  Strengths   -­‐  W:  Weaknesses   Past   (Done)   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Internal)   Environment   (Locally  External)   Supersystem   (Globally  External)  
  49. 49. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   (Trade-­‐off:  SWOT  Analysis)   Future   Present   Past   (Done)   +:  O   -­‐:  T   +:  S   -­‐:  W   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Internal)   Environment   (Locally  External)   Supersystem   (Globally  External)  
  50. 50. Space-­‐Time  Dashboard     #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   SPACE  vs  TIMELINE   TIMELINE   (Trade-­‐off:  SWOT  Analysis)   Future   Present   Past   (Done)   +:  O   -­‐:  T   +:  S   -­‐:  W   SYSTEM  HIERARCHY   (Business  Model  Dashboard)   System   (Organiza;on;   Enterprise)   Environment   (Market/Industry)   Supersystem   (Globally  External)  
  51. 51.   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   BUSINESS  MODEL  DASHBOARD     BUSINESS  MODEL  DASHBOARD   [PERFORMANCE  OR  TRADE-­‐OFF:  Cost  (Pain);  REVENUE  (Delight)]   Supersystem     Region/Gov./ NGOs   Influencers/         Media   Non-­‐Customers   (Prospects)   PESTLIED  Events/ Trends     Environment   (Market/Industry)   Suppliers   Channels/   Rela%onships   (In)Direct   Compe%tors   New  Entrants   (Startups)   Customers   System   (Enterprise)   Input   Processor     Output     Feedback     The  3  Levels  of  Business  Model  Performance  
  52. 52.   #QBE.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hSp://businessmodels.ning.com  &  hSp://twiSer.com/RodKuhnKing   ?   1 2 4 3 5 Chasm   (“Death  Valley”)   STARTUP   FOUNDER   1.  Just  Do  It-­‐   Worker   2.  Business  Plan-­‐ Worker   3.  Lean  Startup-­‐ Worker   4.  Genius  Worker   5.  Life  Cycle   Worker   Performance   (Delight;  Benefit)   Cost  (Pain)   Scalable  Startup’s  Journey   (Quest/Lifecycle)   5  Types  of  “Startup  Founders”  

×