A Simple Metric for Designing, Evaluating, and Managing Blue Ocean Projects
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The Value Quotient (VQ) is a simple metric for designing, evaluating, and managing any type of project. This document presents a generic definition of the VQ and shows it at 60,000ft and 40,000ft levels. Southwest Airlines is used as an example and its VQ is calculated.
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Rather than burn a business plan, we need a new type of business plan in this age of increasing volatility, uncertainty, complexity, and ambiguity. We need a lean business plan. My proposal is that we use a "Lean Plan" which is a Minimum Viable Plan of a tradition business or strategic plan.
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Good luck ...
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* How does the organization work or do business?
* How does the organization generate reveue or profit?
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The above Cybernetic (Living) System model can be used to visualize, document, create, improve, and innovate on strategy as well as products, services, brands, and business models. The Goal of Business Model Cybernetics is to simply create, deliver, and share Awesome Customer Experiences (ACEs).
http://goo.gl/h0Yz16
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...
The document discusses the Business DNA Pyramid framework for developing a game-changing organization. It presents the pyramid with the vision, strategy, and product at the top as the key questions to answer. The rest of the pyramid involves determining the customer problem and developing the mission, values, and culture to support a disruptive approach that changes existing industry conventions. Examples are provided of how Google and a hypothetical VisionaryD.com would apply the pyramid framework.
8 POWERFUL MEMORY TECHNIQUES for Developing a Photographic Memory at School, ...
This presentation features the Memorization-Salone Galaxy as a tool for facilitating the development of a photographic memory everywhere. Eight techniques are recommended for developing a photographic memory: 1) Acronyms 2) Acrostics 3) Rhymes/Songs 4) Clustering 5) Contextual Stimuli 6) Peg Mnemonics 7) Link Mnemonics 8) Place Mnemonics. Application of these 8 techniques is facilitated by using the visual tool of the Salone Galaxy, the basic format of which is a 3x3 grid.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
ORGANIZATIONAL DEVELOPMENT CANVAS (ODC) FOR GOOGLE'S BUSINESS MODEL AND ECOSY...
The Organizational Development (OrgDev) Canvas is a universal problem-solving worksheet for presenting, organizing, evaluating, and managing business models as well as business ecosystems
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Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
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Similar to A Simple Metric for Designing, Evaluating, and Managing Blue Ocean Projects
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This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
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Blue Ocean Strategy - which has the stated goal of creating an uncontested market space while making competitors irrelevant - presents a creative and visual approach for developing Business Strategy. As a tool for creating scalable startups, Blue Ocean Strategy focuses on what Steve Blank calls "Customer Discovery" in his four stage process of Customer Development. The other stages of Blank's Customer Development Methodology are Customer Validation, Customer Creation, and Company Building.
This presentation introduces a visual tool, the Customer Development Roadmap, for integrating ideas from Blank's Customer Development Methodology and Kim & Mauborgne's Blue Ocean Strategy. The Customer Development Roadmap facilitates the learning and application of the Customer Development methodology as well as provides a visual framework for executing Blue Ocean Strategy especially for a scalable startup. A key goal of the Customer Development Roadmap is to better manage the development and reduce the risk of failure of Blue Ocean Startups.
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Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
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The document presents a framework called the Red Ocean Disruption (ROD) Storyboard. The ROD Storyboard is a tool for rapidly visualizing, prototyping, and testing a business plot, strategy story, value proposition, and business model. It consists of four main sections - Environment, Strategy, Current Ecosystem, and Future Ecosystem. The framework is intended to help strategize how to best change an industry or market and create a new future ecosystem.
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Tucked away in Eric Ries's seminal book, "The Lean Startup," is probably the most important tool in the Lean Startup Methodology. It's on page 23 of the book and it does not even have a formal name in the book. I and other people are calling it, the "Vision-Strategy-Product (VSP) Pyramid." I'm now calling it Vision-Strategy-Pyramid (VSP) 1.0.
In my view, the VSP Pyramid 1.0 provides the single and most important conceptual framework for the classic Lean Startup method. The VSP Pyramid 1.0 is probably the most overlooked tool or weapon in the arsenal of a Lean Startup. Yet, deeply understanding the VSP Pyramid 1.0 can reveal nearly all the key ideas, principles, and tools of the Lean Startup Methodology.
A question, of which I constantly think is: Why is VSP Pyramid 1.0 so underused in the Lean Startup community? In other words, why is there such a great gap between the most holistic tool of the Lean Startup method and the many but disparate and ineffective tools that are used in the Lean Startup methodology?
My hypothesis is that the VSP Pyramid - with its mention of "Vision" and "Strategy" - is reminiscent of Business Planning. And as Steve Blank is wont to say, "No Business Plan survives first contact with a customer." In fact, 'antagonists' of the traditional business plan such as Alexander Osterwalder have gone as far as saying, "Burn Your Business Plan;" they've even held bonfires! I frankly feel that all this rhetoric about business planning and business plans is at best, misguided.
Rather than burn a business plan, we need a new type of business plan in this age of increasing volatility, uncertainty, complexity, and ambiguity. We need a lean business plan. My proposal is that we use a "Lean Plan" which is a Minimum Viable Plan of a tradition business or strategic plan.
The above Lean Plan, which is based on Eric Ries's VSP Pyramid, features the VSP Pyramid 2.0. The diagram above illustrates uses an "iceberg graphic organizer" which is tied to the concept of a Business Model Engine.
The Lean Plan or VSP Pyramid 2.0 can be used to rapidly generate, test, and validate ideas especially for the business model of a Lean Startup. Unlike in a traditional business plan, the Lean Plan is simple, easy, and fast to prepare as well as use. In addition, the strategy of a Lean Startup can be converted into operational hypotheses that can be rapidly tested with a view to validating or rejecting them. In addition, the Lean Plan facilitates visualization of concepts like Problem-Solution Fit, Product-Market Fit, Pirate Metrics, Validated Learning, Business Model, and Pivot.
If there's one tool that ties paradigm, ideas, principles, and tools of the Lean Startup methodology, it is the Lean Plan or Vision-Strategy-Product (VSP) Pyramid 2.0. If you're thinking of starting a project with great risk and uncertainty, your best bet is starting with a template of the Lean Plan.
Good luck ...
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In addition, the Blue Ocean-Performance Dashboard could be used to answer the following questions:
* How does the organization work or do business?
* How does the organization generate reveue or profit?
* How to create an uncontested customer experience and uncontested marketplace as well as make the competition irrelevant?
If you'd like to generate and share ideas on the above question, the Blue Ocean-Performance Dashboard may be your best tool.
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The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.
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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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I. The document discusses Norwegian Air Shuttle ASA's business strategy, which focuses on a low-cost carrier model and blue ocean strategy. It aims to provide affordable flights to everyone.
II. The company's objectives include improving its mobile app to raise its quality ratings. It will use RFID, iBeacons, and a touchpoint system to better manage luggage tracking, ensure timely boarding, and improve the customer experience.
III. The proposed IT innovations are aligned with Norwegian's strategy and will help achieve its mission through more effective supply chain management, departure processes, and customer relationship building.
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This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
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This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
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Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
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The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
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Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
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A Simple Metric for Designing, Evaluating, and Managing Blue Ocean Projects
- 1. BLUE OCEAN PROJECT MANAGEMENTA Simple Metric for Designing and Managing Blue Ocean Projects Dr. Rod King Value Quotient (VQ) Management
- 2. WHAT IS “BLUE OCEAN”? Blue Ocean PLANNING Blue Ocean Strategy Blue Ocean Mission Blue Ocean Plan Blue Ocean Project Blue Ocean Vision Blue Ocean Product (Design) Blue Ocean Goal Blue Ocean Service (Design) Blue Ocean Objective Blue Ocean BUSINESS MODEL Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
- 3. WHAT IS THE VALUE QUOTIENT?A Universal Metric of Success and Decision-making + - Note Value Quotient = Advantage/Disadvantage = Benefit/Cost = Revenue/Cost = Strength/Weakness = Opportunity/Threat = Reward/Risk = Relevant Content/Noise = Positives/Negatives = Delight/Pain = Good/Bad Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
- 4. BLUE OCEAN RADAR for Southwest Airlines200,000ft View of the Value Quotient Ideal Value Quotient (Blue Ocean Transportation) Object/Core Job: Aircraft/Cars Ideal VQ = ‘Perfect 10’ Look within and across industries as well as in nature for similar or analogous resolution of trade-off Southwest (VQ = 3.4) Average Airline (VQ = 5.8/6 = 1.0) Car (VQ = 0.9) (Free) COST Value Quotient (VQ) = Benefit/Cost = Revenue/Cost = Reward/Risk = Slope of Value Quotient Line Ideal Value Quotient (Blue Ocean) Ideal Final Result of Continuously Implementing IVQ Decisions Job To Be Done (JBTD) at No Cost & With No Negative Effect Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
- 6. Reduce meals to level 2.1
- 10. Cost = 1.3
- 11. Value Quotient (VQ) = 4.42/1.3 = 3.4Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
- 13. Niche: Short-haul, low-cost air travel
- 15. Founder(s): Herb Kelleher; Rollin King (1967 inc.; first flight in 1971)
- 16. Revenue: $11 Billion (2008)
- 18. Aircrafts
- 21. REFERENCES Chesbrough, H. (2006) Open Business Models. Boston: Harvard Business School (HBS) Press. Christensen, C.; Raynor, M.E. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press. Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press. King, R. (2009) The Zoomable Page for Multi-disciplinary Teams and Projects:How to Better Manage Large Amounts of Information from Diverse Sources. Fresno: Value Quotient Management. Dr. Rod King Speaker, Consultant, and Trainer on Business Model Analysis, Design, and Innovation rodkuhnking@sbcglobal.net & http://businessmodels.ning.com http://twitter.com/RodKuhnKing
Editor's Notes
- ExerciseDesign an object (product/service/business model) that is extraordinary, accessible, uncontested, and personalized.