In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
UPSPM Menu for Answering THE TOUGHEST QUESTION IN BUSINESSRod King, Ph.D.
What is the toughest question in business?
Whether your organization is a matured company or a Lean Startup, the toughest question in business is arguably: WILL OUR BUSINESS PROJECT SUCCEED?
There are many approaches for answering the toughest question in business or Business Viability Question (BVQ). This Slide deck uniquely presents the Universal Problem Solving & Project Management (UPSPM) Menu which is a visual summary of five popular approaches. The tabular format of the presentation facilitates comparison of the pros and cons of each approach or tool.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
House of Lean Canvas & Business Model Canvas: A PEOPLE-BEFORE-PROFIT (PBP) MA...Rod King, Ph.D.
Today, many businesses use the Business Model Canvas and Lean Canvas for visually organizing and managing information regarding business models. The Business Model Canvas has its trade-offs in terms of strengths and weaknesses. And so does the Lean Canvas. In the above presentation, the House of Lean Canvas and Business Model Canvas is presented. This house seamlessly integrates topics of the Lean Canvas and Business Model Canvas while eliminating the trade-off of each tool.
Simply Standardize Over 40 Business Modeling Tools: The 4Q-Business Model Int...Rod King, Ph.D.
Every day, more and more tools are emerging for visualizing part of or a whole business model. This presentation visually summarizes over 40 business modeling tools. A unique aspect of this presentation is that each business modeling tool is linked to the 4Q-Business Model Diamond which can serve as a tool for translating business modeling tools into a common visual language. In short, the 4Q-Business Model Diamond can serve as a standard tool for visualizing part or whole of a business model (system).
Business Periodic Table for CLASSIC LEAN STARTUP METHOD: A Visual Business Di...Rod King, Ph.D.
In his comment on the publication of Eric Ries's book, "The Lean Startup," Tim O'Reilly of O'Reilly Media states: "The Lean Startup isn't just about how to create a more successful entrepreneurial business; it's about what we can learn from those businesses to improve virtually everything that we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works and discard what doesn't?" It's been four years since "The Lean Startup Book" was published.
Although the Lean Startup Method is spreading rapidly, entrepreneurs and Lean Startups are struggling to apply the Lean Startup Method. With this presentation which introduces the paradigm of Lean Startup Playification & Gamification, entrepreneurs and organizations should be able to rapidly understand and apply the Lean Startup Method to projects in every corner of the planet.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
UPSPM Menu for Answering THE TOUGHEST QUESTION IN BUSINESSRod King, Ph.D.
What is the toughest question in business?
Whether your organization is a matured company or a Lean Startup, the toughest question in business is arguably: WILL OUR BUSINESS PROJECT SUCCEED?
There are many approaches for answering the toughest question in business or Business Viability Question (BVQ). This Slide deck uniquely presents the Universal Problem Solving & Project Management (UPSPM) Menu which is a visual summary of five popular approaches. The tabular format of the presentation facilitates comparison of the pros and cons of each approach or tool.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
House of Lean Canvas & Business Model Canvas: A PEOPLE-BEFORE-PROFIT (PBP) MA...Rod King, Ph.D.
Today, many businesses use the Business Model Canvas and Lean Canvas for visually organizing and managing information regarding business models. The Business Model Canvas has its trade-offs in terms of strengths and weaknesses. And so does the Lean Canvas. In the above presentation, the House of Lean Canvas and Business Model Canvas is presented. This house seamlessly integrates topics of the Lean Canvas and Business Model Canvas while eliminating the trade-off of each tool.
Simply Standardize Over 40 Business Modeling Tools: The 4Q-Business Model Int...Rod King, Ph.D.
Every day, more and more tools are emerging for visualizing part of or a whole business model. This presentation visually summarizes over 40 business modeling tools. A unique aspect of this presentation is that each business modeling tool is linked to the 4Q-Business Model Diamond which can serve as a tool for translating business modeling tools into a common visual language. In short, the 4Q-Business Model Diamond can serve as a standard tool for visualizing part or whole of a business model (system).
Business Periodic Table for CLASSIC LEAN STARTUP METHOD: A Visual Business Di...Rod King, Ph.D.
In his comment on the publication of Eric Ries's book, "The Lean Startup," Tim O'Reilly of O'Reilly Media states: "The Lean Startup isn't just about how to create a more successful entrepreneurial business; it's about what we can learn from those businesses to improve virtually everything that we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works and discard what doesn't?" It's been four years since "The Lean Startup Book" was published.
Although the Lean Startup Method is spreading rapidly, entrepreneurs and Lean Startups are struggling to apply the Lean Startup Method. With this presentation which introduces the paradigm of Lean Startup Playification & Gamification, entrepreneurs and organizations should be able to rapidly understand and apply the Lean Startup Method to projects in every corner of the planet.
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...Rod King, Ph.D.
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...Rod King, Ph.D.
What do startups like Twitter, GroupOn, and PayPal have in common? Each of these startups changed a vital block of their initial business model; in other words, they pivoted to a more successful business model and strategy. In contrast, companies such as Kodak and Blockbuster went bankrupt because they failed to pivot on their strategy and business model.
This presentation offers a visual framework - Business Model Pivot (BMP)-Mind Map - for summarizing and discussing business model pivots as well as generating ideas for business model innovation and disruption.
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling S...Rod King, Ph.D.
RADITIONAL BUSINESS TOOLS ARE BROKEN. A tool such as the traditional business plan is rigid and time consuming to update. Newer tools such as the Business Model Canvas and Lean Canvas are based on the 'poor metaphor' and obfuscating term of a "business model." These latter tools are limitedly applied. The graphic below presents a "business model engine" as a new and insightful unit of analysis for Suprasystem (Universal) Thinking and Business Model Design.
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic TableRod King, Ph.D.
The purpose of a business model is to rapidly create, deliver, and share an ecstatic (magical) experience for customers and other stakeholders. But, how?
This presentation on Business Model Problem Solving presents the framework of the Business Periodic Table as a framework for rapidly discovering and solving customer problems especially with a view to obtaining an Net Brand Affinity Score (NBA) Score of 100%. The NBA Score, which is calculated based on results from a FeelingMeter Survey, refers to the percentage difference between "Fans" and "Detractors."
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
Business Periodic Table for Visually Organizing and Applying Ideas in THE LEA...Rod King, Ph.D.
In 2011, Eric Ries published his book, "The Lean Startup", with a view to helping entrepreneurs "create radically successful businesses." Although his Lean Startup principles are widely considered helpful in changing the mindsets of entrepreneurs from being stuck in traditional business plans to being agile and adaptive, many entrepreneurs and startups are struggling to effectively and efficiently apply Lean Startup principles.
Looking at some reviews of the Lean Startup book in Amazon.com, one sees criticisms including the book's inadequately organized ideas, unactionable principles, and lack of tools/templates/worksheets. Entrepreneurs are virtually betting their lives and future on startups and consequently, are desperate to avoid building a product, service, or business model that customers find unappealing. So, what should budding entrepreneurs and startups do?
One recommendation is to more deeply and rapidly understand the contents of the Lean Startup book while better organizing and linking its ideas to well known frameworks for problem solving, strategy, and project management. In order to achieve the aforementioned objective, this presentation introduces the Business Periodic Table, which contains 40 topics for visually organizing, managing, and applying ideas especially of problem-solving tools and methodologies.
The 40 Topics can be grouped into 4 Modules that facilitate the discovery and solution of problems. Also, templates with fewer topics such as the Lean Diamond Chain, Tree, and Envelope can be used in Lean Startup projects. Irrespective of the template used, the Business Periodic Table provides a common visual vocabulary and language for discussing the discovery and solution of problems in projects.
A simplified version of the Business Periodic Table - Lean Diamond Chain - is used to organize ideas in the first twelve chapters of the Lean Startup book. Hopefully, the Lean Diamond Chain/Tree would help entrepreneurs and startups to revise as well as more deeply and rapidly apply Lean Startup principles in their startup projects.
Your feedback would be appreciated.
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...Rod King, Ph.D.
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
PEOPLE FIRST ORGANIZATION & DESIGN (PFOD) for Startups & Established Organiza...Rod King, Ph.D.
This presentation features the visual tool of People First Community (PFC) Map. Although the strategy of "Put People First" is intuitive, startups and established organizations experience great difficulties in translating into reality the strategy of "Put People First." The visual tool of the People First Community (PFC) Map starts with "WHO" while mapping all stakeholders in a community. A PCF Map can be prepared for past, present, and future communities while managing as well as designing a strategy of "Put People First."
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...Rod King, Ph.D.
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...Rod King, Ph.D.
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
21 Risks: WHY STARTUPS AND MATURED COMPANIES FAIL IN TIME & SPACERod King, Ph.D.
It is inevitable that in business, startups as well as growing and matured organizations would fail. But, what are the reasons?
This presentation visually summarizes 21 risks that are faced by startups, growing organizations, and matured organizations. Also included in the presentation is a visual template that can be used for managing and eliminating those 21 risks and more ...
Business Model Genome: How Great Leaders, Managers, and Strategists HOLISTICA...Rod King, Ph.D.
The world's greatest leaders, managers, and strategists holistically discover and solve problems. Yet, many publications especially business books present fragmented frameworks and tools for discovering and solving problems especially with a view to business model improvement and innovation. This presentation introduces the Business Model Genome, which is a holistic visual framework that facilitates multilevel problem solving especially using a Why-What-How or End-Ways-Means Hierarchy.
Understanding the logic of the Business Model Genome framework improves the use of many frameworks in business including traditional tools such as the 5 Forces, Value Chain, and Balanced Scorecard as well as recent tools such as Business Model Canvas and Lean Canvas. Leaders, Managers, and Strategists can use the versatile framework of the Business Model Genome to discover and solve problems in any domain.
HOUSE OF STRATEGY: A New Way to Visualize, Present, and Manage Strategies ......Rod King, Ph.D.
There are many approaches to visualizing, presenting, and managing strategy. The House of Strategy is a visual synthesis of diverse approaches for formulating, presenting, and managing strategy. Hopefully, using the House of Strategy, an organization can use a common language and framework for strategy conversations as well as business model conversations. One positive result is accelerated alignment in projects for business model innovation and improvement.
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...Rod King, Ph.D.
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
Experiment (XP) Gameboard: How Great Organizations Rapidly Solve Problems, Le...Rod King, Ph.D.
This presentation features the Experiment or "XP" Gameboard, the function of which is to help organizations rapidly solve problems, learn, and get (risky) projects done. Two formats of the XP gameboard are presented: circular and tabular formats.
The XP Gameboard is shown to be a visual platform that seamlessly integrates several tool for solving problems as well as documenting, organizing, managing, and planning projects. Use of the XP Gameboard is demonstrated with examples of projects in Sierra Leone as well as the USA.
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...Rod King, Ph.D.
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...Rod King, Ph.D.
What do startups like Twitter, GroupOn, and PayPal have in common? Each of these startups changed a vital block of their initial business model; in other words, they pivoted to a more successful business model and strategy. In contrast, companies such as Kodak and Blockbuster went bankrupt because they failed to pivot on their strategy and business model.
This presentation offers a visual framework - Business Model Pivot (BMP)-Mind Map - for summarizing and discussing business model pivots as well as generating ideas for business model innovation and disruption.
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling S...Rod King, Ph.D.
RADITIONAL BUSINESS TOOLS ARE BROKEN. A tool such as the traditional business plan is rigid and time consuming to update. Newer tools such as the Business Model Canvas and Lean Canvas are based on the 'poor metaphor' and obfuscating term of a "business model." These latter tools are limitedly applied. The graphic below presents a "business model engine" as a new and insightful unit of analysis for Suprasystem (Universal) Thinking and Business Model Design.
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic TableRod King, Ph.D.
The purpose of a business model is to rapidly create, deliver, and share an ecstatic (magical) experience for customers and other stakeholders. But, how?
This presentation on Business Model Problem Solving presents the framework of the Business Periodic Table as a framework for rapidly discovering and solving customer problems especially with a view to obtaining an Net Brand Affinity Score (NBA) Score of 100%. The NBA Score, which is calculated based on results from a FeelingMeter Survey, refers to the percentage difference between "Fans" and "Detractors."
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
Business Periodic Table for Visually Organizing and Applying Ideas in THE LEA...Rod King, Ph.D.
In 2011, Eric Ries published his book, "The Lean Startup", with a view to helping entrepreneurs "create radically successful businesses." Although his Lean Startup principles are widely considered helpful in changing the mindsets of entrepreneurs from being stuck in traditional business plans to being agile and adaptive, many entrepreneurs and startups are struggling to effectively and efficiently apply Lean Startup principles.
Looking at some reviews of the Lean Startup book in Amazon.com, one sees criticisms including the book's inadequately organized ideas, unactionable principles, and lack of tools/templates/worksheets. Entrepreneurs are virtually betting their lives and future on startups and consequently, are desperate to avoid building a product, service, or business model that customers find unappealing. So, what should budding entrepreneurs and startups do?
One recommendation is to more deeply and rapidly understand the contents of the Lean Startup book while better organizing and linking its ideas to well known frameworks for problem solving, strategy, and project management. In order to achieve the aforementioned objective, this presentation introduces the Business Periodic Table, which contains 40 topics for visually organizing, managing, and applying ideas especially of problem-solving tools and methodologies.
The 40 Topics can be grouped into 4 Modules that facilitate the discovery and solution of problems. Also, templates with fewer topics such as the Lean Diamond Chain, Tree, and Envelope can be used in Lean Startup projects. Irrespective of the template used, the Business Periodic Table provides a common visual vocabulary and language for discussing the discovery and solution of problems in projects.
A simplified version of the Business Periodic Table - Lean Diamond Chain - is used to organize ideas in the first twelve chapters of the Lean Startup book. Hopefully, the Lean Diamond Chain/Tree would help entrepreneurs and startups to revise as well as more deeply and rapidly apply Lean Startup principles in their startup projects.
Your feedback would be appreciated.
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...Rod King, Ph.D.
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
PEOPLE FIRST ORGANIZATION & DESIGN (PFOD) for Startups & Established Organiza...Rod King, Ph.D.
This presentation features the visual tool of People First Community (PFC) Map. Although the strategy of "Put People First" is intuitive, startups and established organizations experience great difficulties in translating into reality the strategy of "Put People First." The visual tool of the People First Community (PFC) Map starts with "WHO" while mapping all stakeholders in a community. A PCF Map can be prepared for past, present, and future communities while managing as well as designing a strategy of "Put People First."
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...Rod King, Ph.D.
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...Rod King, Ph.D.
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
21 Risks: WHY STARTUPS AND MATURED COMPANIES FAIL IN TIME & SPACERod King, Ph.D.
It is inevitable that in business, startups as well as growing and matured organizations would fail. But, what are the reasons?
This presentation visually summarizes 21 risks that are faced by startups, growing organizations, and matured organizations. Also included in the presentation is a visual template that can be used for managing and eliminating those 21 risks and more ...
Business Model Genome: How Great Leaders, Managers, and Strategists HOLISTICA...Rod King, Ph.D.
The world's greatest leaders, managers, and strategists holistically discover and solve problems. Yet, many publications especially business books present fragmented frameworks and tools for discovering and solving problems especially with a view to business model improvement and innovation. This presentation introduces the Business Model Genome, which is a holistic visual framework that facilitates multilevel problem solving especially using a Why-What-How or End-Ways-Means Hierarchy.
Understanding the logic of the Business Model Genome framework improves the use of many frameworks in business including traditional tools such as the 5 Forces, Value Chain, and Balanced Scorecard as well as recent tools such as Business Model Canvas and Lean Canvas. Leaders, Managers, and Strategists can use the versatile framework of the Business Model Genome to discover and solve problems in any domain.
HOUSE OF STRATEGY: A New Way to Visualize, Present, and Manage Strategies ......Rod King, Ph.D.
There are many approaches to visualizing, presenting, and managing strategy. The House of Strategy is a visual synthesis of diverse approaches for formulating, presenting, and managing strategy. Hopefully, using the House of Strategy, an organization can use a common language and framework for strategy conversations as well as business model conversations. One positive result is accelerated alignment in projects for business model innovation and improvement.
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...Rod King, Ph.D.
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
Experiment (XP) Gameboard: How Great Organizations Rapidly Solve Problems, Le...Rod King, Ph.D.
This presentation features the Experiment or "XP" Gameboard, the function of which is to help organizations rapidly solve problems, learn, and get (risky) projects done. Two formats of the XP gameboard are presented: circular and tabular formats.
The XP Gameboard is shown to be a visual platform that seamlessly integrates several tool for solving problems as well as documenting, organizing, managing, and planning projects. Use of the XP Gameboard is demonstrated with examples of projects in Sierra Leone as well as the USA.
1-Page provides a revolutionary cloud-based HR Software-as-a-Service platform, currently employed by leading global and US companies. The Enterprise Challenge-based Assessment and Engagement Platform is a disruptive, patented, HR tool which enables companies to individually rank and prioritize candidates for employment positions based on their ability to solve real-time business challenges and achieve strategic objectives. The platform applies new predictive data to rank the most suitable candidates for the interview. By streamlining the recruiting process and identifying candidates while displaying the greatest desire and capability for the role, 1-Page greatly reduces talent acquisition costs and significantly increases employment retention rates for enterprises, especially those with large staffing requirements.
Lecture, organisation and structure of sales activities and controlling sales...Rahat Kazmi
This lecture was prepared for BTEC Business Studies Level 4, but can also be useful for other business studies students, Sales Managers, Sales Team Leaders and Supervisors
Facilitating STEM Gamification & Business Model Gamification Projects: Some V...Rod King, Ph.D.
This presentation contains some visual templates for facilitating STEM Gamification as well as Business Model Gamification projects. STEM is an acronym for Science; Technology; Engineering; Mathematics.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...Rod King, Ph.D.
Introduced by Robert Kaplan and David Norton in the early 1990's, the Balanced Scorecard (BSC) is a popular tool for performance management. However, the Balanced Scorecard is mainly used by large organizations or corporations. One reason may be that the Balanced Scorecard is inaccessible by many entrepreneurs and startups as well as small and medium businesses because of its apparent complexity and level of detail.
This presentation introduces the Balanced Scorecard (BSC) Envelope which is a simpler, funner, and versatile variant of the traditional Balanced Scorecard. The BSC Envelope, which targets non-users of the Balanced Scorecard, can interactively be used with index cards, Post-Its, and ordinary paper.
A unique aspect of the Balanced Scorecard Envelope is that it focuses on answering the four questions of WHY, WHO, WHAT, and HOW before focusing on the four traditional questions of the Balanced Scorecard. The Balanced Scorecard Envelope also introduces the process of the OTHER Loop and DOMTI Attributes for the WHY, WHO, WHAT, and HOW of any project. Note that OTHER is an acronym for Observe, Think, Hypothesize, Experiment, and Reflect. DOMTI is an acronym that stands for Description, Objectives, Measures, Targets, and Initiatives.
What do you think?
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems EverywhereRod King, Ph.D.
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...Rod King, Ph.D.
Consider this scenario which is a “Hollywood version” of a business case that I read several years ago in the book, “Discovery-Driven Growth,” by Rita Gunther McGrath and Ian MacMillan. The character, Bob, is a figment of my imagination.
Bob, a father of two young girls, was recently made redundant. Bob is desperate to pursue his dream business idea of owning an antique toy store. However, Bob is seeking advice on the best tool for testing the viability of his dream idea. The options at the top of Bob’s mind are as follows:
Option 1: INTUITION ("JUST DO IT")
Based on gut feeling and experience: rent store, buy antique toys, open store to public, and see what happens. Hopefully, monthly revenue from the sale of antique toys will be more than his monthly operating cost.
Option 2: TRADITIONAL BUSINESS PLAN
Spend 8 weeks attending an evening course on writing a (theoretical) business plan for the antique toy store. Thereafter, launch the project and open the antique toy store according to the schedule or “waterfall” of activities in the business plan.
Option 3: BUSINESS MODEL CANVAS/CUSTOMER DEVELOPMENT STACK
First, document the proposal (hypotheses) for the antique toy store using the tool of the Business Model Canvas. Then, according to principles of Steve Blank’s Customer Development methodology, “Get Out Of the Building” and talk to at least 50 prospective customers and other stakeholders. Test and validate/reject hypotheses for each of the 9 building blocks of the Business Model Canvas.
Option 4: LEAN STARTUP METHOD
Start by building a Minimum Viable Product (MVP) for the antique toy store. The objective is to rapidly learn about what works and what does not work regarding outcomes that customers want and can pay for. Rapidly use the iterative loop of “Build-Measure-Learn” to find problem-solution fit as well as product-market fit.
Option 5: DISCOVERY-DRIVEN PLANNING
The first step is to prepare a “Reverse Income Statement (RIS)” to check whether the opportunity or profitability of such an antique toy store is worthwhile. Also, the Reverse Income Statement would reveal “profitability-assumptions and hypotheses” of a business model that should be tested, validated, and/or rejected.
In your opinion, which of the above options would be best for Bob? And why?
My own recommendation is for Bob to use the methodology of Profit Model Analysis and Design (PMAD) for his task of Dream Viability Testing. PMAD is a seamless visual synthesis of the above tools. PMAD consists of three activities as follows:
#1: Visualize the desired profitability of your business model
#2: Design and test your value proposition model
#3: Launch and manage a scalable value creation model
For details of applying PMAD to the above case study, see http://goo.gl/2HAN00
So, once again, which option would be best for Bob in pursuing his dream business idea of owning and running his antique toy store?
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
As the business landscape gets more and more competitive as well as volatile, uncertain, complex, and ambiguous businesses especially startups are struggling to increase their profitability. This presentation offers a visual framework - the 6 Gates to Business Model Profitability - for systematically examining an organization's business model with a view to increasing profitability.
A hierarchy of 6 Gates of questions are presented for systematically exploring strengths, weaknesses, opportunities, and threats of a business model. A Lean Business Model Canvas is presented as a tool for visually organizing, managing, and testing ideas for increasing profitability of a business model.
Note that topics of the "6 Gates to Business Model Profitability" can be used to evaluate a business model in terms of SWOT: Strengths; Weaknesses; Opportunities; Threats. Alternatively, one could assign a single numerical value on a scale from 1 to 10 regarding the different aspects of an organization's current business model.
http://goo.gl/iq5Xz1
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Establi...Rod King, Ph.D.
The Roller Coaster Model presents a holistic approach for discovering and solving problems not only in Lean Startups but also in established organizations. The proposed tool for the Roller Coaster Model is the all-in-one tool of the OTHER Loop. OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
Recently, I read what may be the best book to date on tactically applying Lean Storyboarding to risky projects and decision-making in organizations. The book is “The Innovator’s Method: Bringing the Lean Startup Into Your Organization” by Nathan Furr & Jeff Dyer. Lean Startup Storyboarding focuses on answering the Lean Startup Question: How to rapidly discover and solve a Big Urgent Market Problem (BUMP)? Lean Startup Storyboarding is synonymous with Lean Startup Problem Solving as well as Lean System Problem Solving.
For those, who are not familiar with Lean Storyboarding, one could use the formal definition below, which I developed based on Eric Ries’s seminal book, “The Lean Startup.”
Lean Storyboarding refers to a tightly integrated set of tools for rapid lean improvement and innovation that lead to radically successful business models (under conditions of extreme uncertainty).
Small, medium, and large businesses are eager to adopt Lean Storyboarding as it promises two things. The first is achievement of the objective of “rapid lean improvement and innovation” which is regarded (a la Joseph Schumpeter’s “Creative destruction” as well as John Boyd’s “OODA Loop”) as a prerequisite for business model survival and growth especially in a hypercompetitive environment. The second reason is rapidly achieving the highly desirable outcome of radically successful business models that are developed under conditions of extreme uncertainty. In other words, Lean Storyboarding promises to solve, in one swoop, the Big Urgent Market Problem (BUMP) of slow customer problem solving, business decision-making, and experimentation (execution) as well as wasteful innovation.
Given the attractive value proposition of Lean Storyboarding, more and more large organizations want to act like “Lean Startups” while adopting Lean Storyboarding. However, unlike in the Six Sigma methodology, there is currently no “standard” framework, process, template, or “operating manual” for Lean Storyboarding, that is, rapid application of the Lean Startup method to improvement and innovation projects. Lean Storyboarding is a nascent field. At the moment, Lean Startup projects are mainly guided by Lean Startup principles and ideas as outlined in Ries’s book, “The Lean Startup,” nothwithstanding a lot of disparate templates and “canvases” as well as acronyms and buzzwords: MVP; GOOB; Build-Measure-Learn Loop; Hypothesis; Experiment; Validated Learning; Problem-Solution Fit; Product-Market Fit; Pivot. The result is Slow Lean Startup Problem Solving (LSPS) which defeats the primary purpose and essence of a Lean Startup.
The approach of Lean Storyboarding is designed to solve the above mentioned problems while helping organizations rapidly do lean improvement and innovation projects.
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...Rod King, Ph.D.
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.
This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.
http://goo.gl/j0rc4V
The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Su...Rod King, Ph.D.
Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project.
The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method."
Try the Business DNA Clock and let's hear from you.
QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas...Rod King, Ph.D.
What is the Ultimate Business Tool (UBT)? Is it the 1-Page Business Plan, Business Model Canvas, Lean Canvas, or Balanced Scorecard?
My research indicates that the Ultimate Business Tool is none of the above. The closest to the ultimate tool is Mathew May's Play-To-Win Strategy Canvas. Going beyond the Play-To-Win Strategy Canvas is the RODopoly Gameboard which holistically answers the seven RODopoly questions. These questions are based on many ideas including Roger Martin's cascade of 5 Strategy Questions as well as Porter's Five Forces and Brandenburger & Nalebuff's Value Net.
With regard to the Ultimate Business Tool, I'd nominate the Seven RODopoly Questions, for the right questions are more important than the tools. Without questions, tools do not have much relevance. Questions define the goal or Job To Get Done (JTGD) of tools.
Albert Einstein once said, "The important thing is not to stop questioning." What more can I say?
THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams...Rod King, Ph.D.
This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.
The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students ́ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...Rod King, Ph.D.
"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory.
To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method.
Have fun!
http://goo.gl/zsgl4k
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P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?
4Q-Business Model Model Strip: DNA of a Faster, Simpler, and Scalable Busines...Rod King, Ph.D.
Of all approaches for business growth, the approach of creating game-changing business model innovation is widely acclaimed as the most profitable and defensible way of growing a business. However, the art and science of creating game-changing business models is little understood. In short, Business Model Mechanics is a nascent field where intuition prevails over systematic tools.
Currently, the most common tool for visualizing or prototyping a business model is Alex Osterwalder's Business Model Canvas. However, with its 9 building blocks, the Business Model Canvas is complex to learn as well as slow and difficult to apply especially for startups. There are just "too many balls in the air" when using the Business Model Canvas especially when finding Problem-Solution Fit for a startup. Also, the logic behind the visual design of the Business Model Canvas is not obvious or intuitively aligned with the simple definition of a business model: "A business model describes how a business sustainably makes money." This non-obvious logic has resulted in many modifications to the original Business Model Canvas and "non-business model diagrams" being the outcome.
Based on Rod King's Business Model Strip, the 4Q-Business Model Strip introduces a simpler, faster, and scalable tool for visualizing and prototyping business models. The "4Q" refers to the 4 questions on which the Business Model Strip is based: Why? Who? What? How?
Customer Growth Hacking: The First Things You Need to Know to Exponentially G...Rod King, Ph.D.
The late Peter Drucker once said, "The purpose of business is to create and keep a customer." How wise!
And what a customer-centric presentation of a business's main goal especially for startups: create and keep customers. But, how can entrepreneurs as well as startups rapidly and inexpensively acquire, retain, and grow customers?
To answer the above question, this presentation introduces the concept of "Customer Growth Hacking" while visually defining it. As can be seen in the above slide, Sean Ellis's concept of "Growth Hacking (GH)" is a subset of "Customer Growth Hacking (CGH)."
While Growth Hacking focuses on technology, marketing tactics, and PR to accelerate customer growth, Customer Growth Hacking deals with a more holistic perspective. In particular, Customer Growth Hacking involves strategies as well as tactics for rapidly and inexpensively discovering as well as solving Big Urgent Market Problems (BUMPs). Customer Growth Hacking uses an experimental (Lean Startup) approach while continuously applying the O.T.H.E.R. Loop to discover and solve customer problems. O.T.H.E.R. is an acronym for Observe different; Think different; Hypothesize different; Experiment different; Reflect different.
Over the years, I've developed many, many tools for holistically discovering and solving problems in any domain. All these tools are now brought together and tightly integrated under the umbrella of Customer Growth Hacking. Please note that Customer Growth Hacking is synonymous with what I sometimes call "Leaner Problem Solving."
The best of luck as you apply Customer Growth Hacking to rapidly and inexpensively discover as well as solve BUMPs.
Similar to A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions, Goals, and Strategies: The BCG-Business Model Court (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
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.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
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.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
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.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
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?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
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 CANVASRod King, Ph.D.
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.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
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.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
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.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Attending a job Interview for B1 and B2 Englsih learners
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions, Goals, and Strategies: The BCG-Business Model Court
1. World-‐class
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&
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&
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&
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Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past
4. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past
5. “The
rate
of
economic
change
is
going
to
conJnue
to
be
high.
Obsolescence
and
commodiKzaKon
will
not
abate.
What
we
need
are
be7er
tools
for
business
development
and
market
creaKon.”
James
F.
Moore
BCG-‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies
6. The
BCG-‐Business
Model
Court
is
a
Universal
Planning
(End-‐Means)
Tool
That
Synthesizes
4
Powerful
Frameworks
for
Trade-‐Off
Problem
Solving
(TOPS)
as
well
as
Storytelling:
§ End-‐Means
(EM)
Storyboard
§ TRIZ’s
MulKscreen
§ Brandenburger
&
Nalebuff’s
Value
Net
§ BCG’s
Business
Model
InnovaKon
Framework
BCG-‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies
7. BENEFITS
Rapid
Innova:on
and
Improvement
(Win-‐Win)
at
5
Levels
§ Personal/Employee/Career
Development
§ Product/Service
Development
§ Enterprise/Business
(Unit)/Profit
Model
Development
§ Industry/Domain
Development
§ Local/Regional/Global
Development
&
Security
BCG-‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies
8. MISSION/VISION
“A
BCG-‐Business
Model
Court
for
Every
§ Person/Employee/Career
§ Product/Service
§ Enterprise/Business
(Unit)/Profit
Model
§ Industry/Domain
§ Local/Regional/Global
Economy
&
Defense
Force
On
the
Planet”
BCG-‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies
9. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
Visual
Synthesis
of
Tools
for
Universal
Problem
Solving,
Project
Planning,
Improvement,
and
InnovaKon
q Present
q Future
q Past
HIGHEST
OUTCOMES
(Ideal
Result)
ENVIRONMENT
(Supersystem:
Industry/
Ecosystem/Value
Net;
Arena;
OpJon
Space)
BUSINESS
MODEL
(System:
Theater;
Extended
Enterprise;
Value
Chain)
q Mission/Purpose
q Vision;
Values
q Goals/ObjecJves
q Targets/Success
Criteria/
Key
Metrics/KPIs
q Policy
q Strategy
(Trade-‐off)
q Value
ProposiJon
PROBLEM
HIERARCHY
(“What?”)
SOLUTION
HIERARCHY
PROJECT
OUTPUTS
(Reality
vs.
Hypotheses)
q Job
To
Get
Done
q Profit
Model
q Product/
Service/
Campaign
q
O.T.H.E.R.
Process
GOLDEN
PYRAMID
10. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
MEANS
11. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
MEANS
How?
Why?
12. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hypothesis/Fact)
MEANS
(Hypothesis/Fact)
How?
Why?
13. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
MEANS
(Hierarchy/Network)
How?
Why?
14. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
TOOL(S)
How?
Why?
15. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
Ambidexterity
Principle
(Hierarchy/Network)
16. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
Ambidexterity
Principle
“Pursue
ideal
win-‐win
strategies
and
soluKons”
17. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidexterity
ObjecKve
(Challenge)
“Pursue
ideal
win-‐win
strategies
and
soluKons”
Short-‐term
Objec:ve
(Challenge)
Con:nuously
and
Simply
Create
Awesome
Customer
Experiences
(ACEs)
at
Minimum
Cost
Long-‐term
Objec:ve
(Challenge)
Rapidly
Pursue
Sustainable
Compe::ve
Advantage
How?
Why?
18. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
R:
Reflect
(Pivot
or
Persevere?)
Outcomes
(Results)
O.T.H.E.R.
Loop
19. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
ANTI-‐SYSTEM
(Trade-‐off)
PAIN
(-‐)
PAIN
(-‐)
SYSTEM
(Trade-‐off)
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-‐WIN
SYSTEM
(Ideal
SoluJon)
DELIGHT
(+)
DELIGHT
(+)
20. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
ANTI-‐SYSTEM
(Trade-‐off)
PAIN
(-‐)
PAIN
(-‐)
SYSTEM
(Trade-‐off)
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-‐WIN
SYSTEM
(Ideal
SoluJon)
DELIGHT
(+)
DELIGHT
(+)
THEME/
JOB
TO
GET
DONE
21. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
(+):
DELIGHT
(Objec:ve)
Low
(1)
Low:
(1)
High:
(10)
(-‐):
PAIN
(Constraint)
High
(10)
Trade-‐off
Strategies
&
Business
Models
22. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
Blue
Ocean
(Value
Innova:on)
Sweet
Spot
Luxury
Spot
(High
Differen:a:on)
DisrupKon
Spot
(Low
Cost)
Stuck-‐in-‐the-‐
Middle
Red
Ocean
(+):
DELIGHT
(Differen:a:on;
Revenue)
Low
(1)
Low:
(1)
High:
(10)
(-‐):
PAIN
(Cost)
High
(10)
Trade-‐off
Strategies
&
Business
Models
23. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidextrous
Strategies
&
Business
Models
CANONICAL
STRATEGIES
Blue
Ocean
Strategy
DisrupKve
InnovaKon
Strategy
Red
Ocean
Strategy
Differen-‐
KaKon
Strategy
Stuck-‐in-‐
the-‐Middle
Strategy
STARTUP
(Experimenta@on
-‐
Explora@on)
COMPANY
(Execu@on
-‐
Exploita@on)
How?
Why?
24. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidextrous
Strategies
&
Business
Models
CANONICAL
BUSINESS
MODELS
Blue
Ocean
Bus.
Model
DisrupKve
InnovaKon
Bus.
Model
Red
Ocean
Bus.
Model
Differen-‐
KaKon
Bus.
Model
Stuck-‐in-‐
the-‐Middle
Bus.
Model
STARTUP
(Experimenta@on
-‐
Explora@on)
COMPANY
(Execu@on
-‐
Exploita@on)
How?
Why?
25. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Ambidextrous
Strategies
&
Business
Models
CANONICAL
BUSINESS
MODELS
Blue
Ocean
Bus.
Model
DisrupKve
InnovaKon
Bus.
Model
Red
Ocean
Bus.
Model
Differen-‐
KaKon
Bus.
Model
Stuck-‐in-‐
the-‐Middle
Bus.
Model
STARTUP
(Experimenta@on
-‐
Explora@on)
COMPANY
(Execu@on
-‐
Exploita@on)
How?
Why?
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
26. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
How?
Why?
27. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
28. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
VALUE
NET
(ECOSYSTEM;
ARENA;
OPTION
SPACE)
29. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
Bargaining
Power
&
Threat
(Forces;
Influence):
AXrac:veness
30. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
Strengths
&
Weaknesses
(SW):
Trade-‐offs
31. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidextrous
Strategies
&
Business
Models
Problem-‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
STRATEGY
PALETTE
How?
Why?
32. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Ambidextrous
Strategies
&
Business
Models
STRATEGY
PALETTE
How?
Why?
33. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Ambidextrous
Strategies
&
Business
Models
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
STRATEGY
PALETTE
How?
Why?
34. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Shaping
Bus.
Model:
“Orchestrate”
AdapKve
Bus.
Model:
“Be
Fast”
Visionary
Bus.
Model:
“Be
First”
Classic
Bus.
Model:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Bus.
Model:
“Be
viable”
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Ambidextrous
Strategies
&
Business
Models
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
BUSINESS
MODEL
PALETTE
How?
Why?
35. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
How?
Why?
DiagnosKcian:
Take
an
external
perspec:ve
Segmenter:
Match
approach
to
environment
Disrupter:
Review
diagnosis
and
segmenta:on
Team
Coach:
Select
the
right
people
for
the
job
8
CRITICAL
ROLES
OF
AMBIDEXTROUS
LEADER
Salesperson:
Advocate
for
the
strategic
choices
(stories)
Inquisitor:
Ask
probing
ques:ons
to
help
thinking
Antenna:
Selec:vely
amplify
important
signals
Accelerator:
Put
weight
behind
cri:cal
ini:a:ves
BUSINESS
MODEL
ANIMATOR
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
36. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
Industry
(Ecosystem;
Arena;
OpJon
Space)
System
(Business/Profit/Enterprise
Model;
Product/Service;
“Court”)
37. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
Industry
(Arena;
OpJon
Space)
System
(Business/Profit/Enterprise
Model;
Product/Service;
“Court”)
38. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
System
(Business/Profit/Enterprise
Model;
Product/Service;
“Court”)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
39. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
40. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
Strengths
&
Weaknesses
(SW):
Trade-‐offs
41. DialecKcs
Court
(3
Panels)
Ping
Pong
Court
(4
Panels)
Bookkeeping
Court
(6
Panels)
Soccer
Court
(6
Panels)
BMC
Court
(9
Panels)
Tennis
Court
(10
Panels)
3x3
Fractal
Court
(9
Panels)
Swimlane
Court
(2
or
More
Panels)
Job
To
Get
Done
(Market/Goal):
Visually
Document,
Organize,
and
Manage
Informa:on
Especially
for
Projects
on
Business
(Profit)
Model
Innova:on
and
Improvement
COURTS
FOR
BUSINESS
MODEL
GAMES:
Visually
Document,
Organize,
and
Manage
InformaJon
COURTS
(INTERFACES)
FOR
VISUALIZING
SYSTEMS
AND
BUSINESS
MODELS
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
42. UNIVERSAL
SYSTEM
MODEL
Overview
The
Universal
System
Model
(USM),
Which
is
Developed
by
Rod
King,
is
a
Simple
and
IntuiJve
Flow
Diagram
for
Visualizing
How
Any
System
Works
Especially
in
Business
43. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
(Delight)
Output
(Product/Service)
Cost
(Pain)
UNIVERSAL
SYSTEM
MODEL
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
44. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
q Past
q Present
q Future
Customer
Supplier/
Input
Revenue
(Delight)
Output
(Product/Service)
Cost
(Pain)
Processing
UNIVERSAL
SYSTEM
MODEL
q Past
q Present
q Future
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
45. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
q Past
q Present
q Future
Customer
Supplier/
Input
Revenue
(Delight)
Output
(Product/Service)
Channel
Cost
(Pain)
Processing
UNIVERSAL
SYSTEM
MODEL
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
46. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
Model
(Delight)
Channel
Cost
Model
(Pain)
UNIVERSAL
SYSTEM
MODEL
Product/Service
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
47. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Channel
UNIVERSAL
SYSTEM
MODEL
Product/Service
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
48. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
49. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(One-‐sided
Market)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
50. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(Two-‐sided
Market)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
Customer
Segment
2
51. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(Two-‐sided
Market)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
Customer
Segment
2
52. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(Mul:-‐sided
Market)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
Customer
Segment
2
Customer
Segment
3
53. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
54. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
55. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
56. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Revenue
Model
(Delight)
Channel
Cost
Model
(Pain)
Product/Service
Processing
57. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
58. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
59. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
PROFIT
MODEL
(VALUE;
Margin)
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
60. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Processing
(Key
AcJviJes)
Output
(Product/Service)
Customer/Client
(Goal/Constraints)
Resources
(Key
Resources)
Retailers
(Channels/Rel.)
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
PROFIT
MODEL
(VALUE;
Margin)
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
61. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Processing
(Key
AcJviJes)
Output
(Product/Service)
Customer/Client
(Goal/Constraints)
Resources
(Key
Resources)
Retailers
(Channels/Rel.)
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
PROFIT
MODEL
(VALUE;
Margin)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Customer
Supplier/
Input
62. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Processing
(Key
AcJviJes)
Output
(Product/Service)
Customer/Client
(Goal/Constraints)
Resources
(Key
Resources)
Retailers
(Channels/Rel.)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
63. UNIVERSAL
SYSTEM
MODEL
Differently
Organizing
Topics
of
BCG’s
Business
Model
InnovaJon
Framework
64. BCG’s
3
Windows
of
a
Business
Model
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Windows
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
Value
Proposi@on
Window:
Delivers
value
Opera@ng
Model
Window:
Creates
value
PROFIT
MARGIN
Window:
Captures
value
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
65. Business
Model
InnovaKon
and
Improvement
Value
Hierarchy
(AccounKng)
&
Supply
Chain
Logic
BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Customer
Segments
Strategic
(Supply
Chain)
Logic
Opera:onal
(Process)
Logic
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Profit
Margin
Accoun:ng
(Financial)
Logic
66. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Opera:onal
(Process)
Logic
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Suppliers/
Inputs
(Partners)
Customer
Segments
(Clients)
Business
Model
InnovaKon
and
Improvement
Value
Hierarchy
(AccounKng)
&
Supply
Chain
Logic
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic
67. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
Suppliers/
Inputs
(Partners)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Customer
Segments
(Clients)
Opera:onal
(Process)
Logic
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
VALUE
ENGINE
ENTERPRISE
ENGINE:
Value
Crea:on
CUSTOMER
GROWTH
ENGINE:
Value
Delivery
Cost
Supply
Revenue
Demand
Business
Model
InnovaKon
and
Improvement
Value
Hierarchy
(AccounKng)
&
Supply
Chain
Logic
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic
68. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
Suppliers/
Inputs
(Partners)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Customer
Segments
(Clients)
Opera:onal
(Process)
Logic
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
VALUE
ENGINE
ENTERPRISE
ENGINE:
Value
Crea:on
CUSTOMER
GROWTH
ENGINE:
Value
Delivery
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Cost
Supply
Revenue
Demand
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic
69. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
Suppliers/
Inputs
(Partners)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Customer
Segments
(Clients)
Opera:onal
(Process)
Logic
World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
VALUE
ENGINE
ENTERPRISE
ENGINE:
Value
Crea:on
CUSTOMER
GROWTH
ENGINE:
Value
Delivery
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Cost
Supply
Revenue
Demand
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic
70. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past
71. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past
72. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past
73. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Value
Chain
Product/Service
Customer/Client
OrganizaKon
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value
74. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
Value
Chain
Product/Service
Customer/Client
OrganizaKon
Channels/Rel.
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value
75. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
Value
Chain
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value
76. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value
77. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
Customer
Segment
Org./
Value
Chain
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
78. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
Customer
Segment
Org./
Value
Chain
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
79. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
80. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
81. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
82. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
83. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
84. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
85. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
86. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
87. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
88. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
89. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
What
inputs
and
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Product/Service
(Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Channels/Rel.
(DistribuJon)
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
90. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
What
inputs
and
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Output
(Product/Service;
Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Retailers
(Channel/Rel.)
What
is
the
ideal
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
91. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Suppliers/Input
(Key
Partners)
What
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Product/Service
(Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Channel/Rel.
(DistribuJon)
What
is
the
ideal
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Awesome
Customer
Experience
(ACE)
at
Minimum
Cost
GENERIC
QUESTIONS
q Present
q Future
q Past
92. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Suppliers/Input
(Key
Partners)
What
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Product/Service
(Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Channel/Rel.
(DistribuJon)
What
is
the
ideal
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Awesome
Customer
Experience
(ACE)
at
Minimum
Cost
GENERIC
QUESTIONS
q Present
q Future
q Past
93. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PRODUCT
DEVELOPMENT
CUSTOMER
DEVELOPMENT
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
FINANCE
q Present
q Future
q Past
94. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
95. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Where
to
PLAY?
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
What
CAPABILITIES
are
Required?
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
What
MANAGEMENT
SYSTEMS
are
Required?
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(How
to
WIN?)
BCG-‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
What
is
the
WINNING
ASPIRATION?
q Present
q Future
q Past
PLAYING-‐
TO-‐WIN-‐
CHOICES
Where
to
COMPETE?
96. Example
of
a
Project
on
PROFIT
INNOVATION
AND
IMPROVEMENT
Using
a
Pladorm
of
Tools
on
the
BCG-‐Business
Model
Court
97. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
98. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
MEANS
(Hierarchy/Network)
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
99. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
100. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
Strengths
&
Weaknesses
(SW)
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
101. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
R:
Reflect
(Pivot
or
Persevere?)
O.T.H.E.R.
Loop
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
102. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
ANTI-‐SYSTEM
(Trade-‐off)
PAIN
(-‐)
PAIN
(-‐)
SYSTEM
(Trade-‐off)
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-‐WIN
SYSTEM
(Ideal
SoluJon)
DELIGHT
(+)
DELIGHT
(+)
THEME/
JOB
TO
GET
DONE
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
103. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Blue
Ocean
(Value
Innova:on)
Sweet
Spot
Luxury
Spot
(High
Differen:a:on)
DisrupKon
Spot
(Low
Cost)
Stuck-‐in-‐the-‐
Middle
Red
Ocean
(+):
DELIGHT
(Differen:a:on;
Revenue)
Low
(1)
Low:
(1)
High:
(10)
(-‐):
PAIN
(Cost)
High
(10)
Trade-‐off
Strategies
&
Business
Models
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
104. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
Ambidextrous
Strategies
&
Business
Models
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
STRATEGY
PALETTE
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past
105. World-‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past