1-Page Life Management with Notes and ExercisesRod King, Ph.D.
This is a FREE e-book that contains a simple but powerful visual tool for improving your personal productivity and effectiveness. The visual tool, which is called "1-Page Life Management," combines as well as simplifies the framework of David Allen's "Getting Things Done (GTD)" and Stephen Covey's "The 8th Habit." Using the 8 strategies of 1-Page Life Management, you can more easily attain your goals in life including quickly getting the right things done.
Lean Startup 808: Systematically and Comprehensively Manage Business Model RisksRod King, Ph.D.
This "White Paper" reviews the approach of the Lean Startup Method for de-risking the building blocks of a business model. The author observes that the Lean Startup Method lacks a comprehensive approach for Business Model Risk Management. To better manage risks in Lean Startup projects as well as innovative business models, the author suggests the use of two tools: the Risky Project Yacht and Business Model Risk Manager.
http://goo.gl/ORLLVO
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.
C:\Users\Dr Rod King\Desktop\Consumer Doctor Survey For ProductRod King, Ph.D.
A short questionnaire for collaboratively obtaining information on a product in order to design disruptive innovation, luxury spot, and Blue Ocean strategies.
Product Lifecycle & Portfolio: From Minimum Viable Product (MVP) to Maximum A...Rod King, Ph.D.
Many innovative products such as Dean Kamen's Segway and Google's Glass fail in the marketplace. This article provides a framework for analyzing and avoiding the failure of innovative product launches. The framework of the Project Lifecycle & Portfolio diagram can also be used for developing and managing a robust pipeline of products, services, and business models in an organization.
The 4 Bases of the BUSINESS MODEL DIAMOND: Why Some Businesses Thrive While O...Rod King, Ph.D.
This article introduces a universal model for Business Model Project Management, which covers creative problem solving, strategic management, business model visualization, and project management.
1-Page Life Management with Notes and ExercisesRod King, Ph.D.
This is a FREE e-book that contains a simple but powerful visual tool for improving your personal productivity and effectiveness. The visual tool, which is called "1-Page Life Management," combines as well as simplifies the framework of David Allen's "Getting Things Done (GTD)" and Stephen Covey's "The 8th Habit." Using the 8 strategies of 1-Page Life Management, you can more easily attain your goals in life including quickly getting the right things done.
Lean Startup 808: Systematically and Comprehensively Manage Business Model RisksRod King, Ph.D.
This "White Paper" reviews the approach of the Lean Startup Method for de-risking the building blocks of a business model. The author observes that the Lean Startup Method lacks a comprehensive approach for Business Model Risk Management. To better manage risks in Lean Startup projects as well as innovative business models, the author suggests the use of two tools: the Risky Project Yacht and Business Model Risk Manager.
http://goo.gl/ORLLVO
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.
C:\Users\Dr Rod King\Desktop\Consumer Doctor Survey For ProductRod King, Ph.D.
A short questionnaire for collaboratively obtaining information on a product in order to design disruptive innovation, luxury spot, and Blue Ocean strategies.
Product Lifecycle & Portfolio: From Minimum Viable Product (MVP) to Maximum A...Rod King, Ph.D.
Many innovative products such as Dean Kamen's Segway and Google's Glass fail in the marketplace. This article provides a framework for analyzing and avoiding the failure of innovative product launches. The framework of the Project Lifecycle & Portfolio diagram can also be used for developing and managing a robust pipeline of products, services, and business models in an organization.
The 4 Bases of the BUSINESS MODEL DIAMOND: Why Some Businesses Thrive While O...Rod King, Ph.D.
This article introduces a universal model for Business Model Project Management, which covers creative problem solving, strategic management, business model visualization, and project management.
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.
BCG-Business Model Strip: A Visual Tool for Continuously Improving and Innova...Rod King, Ph.D.
This is an article that presents the BCG-Business Model Strip which synthesizes ideas from the Boston Consulting Group (BCG) approach to business model innovation and Rod King's tool of the Business Model Strip. Unlike in tools such as the Business Model Canvas and Lean Canvas which have limited uses especially for business (profit) model improvement projects, the BCG-Business Model Strip can be used for translating an ambidextrous strategy into reality. The BCG-Busines Model Strip can be used for exploration (business/profit model innovation) projects as well as exploitation (business/profit model improvement) projects. In short, the BCG-Business Model Strip is the only business (profit) model visualization tool that can be used for managing both Lean Startup and Six Sigma projects.
Why Steve Blank & Alex Osterwalder’s Ideas About the Business Plan are Wrong ...Rod King, Ph.D.
This is the first part of a series of articles regarding Steve Blank and Alex Osterwalder's positioning of the business plan as an undesirable document for (lean) startups. This article critiques that position while offering an alternative toolkit to Steve Blank's Customer Development Stack which includes Alex Osterwalder's tool of the Business Model Canvas.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
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.
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.
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.
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.
This 2017 talk gives an overview of Product Strategy and why it is needed for any type of product we build. Including an example of how Uber's product strategy has evolved over the years and why a product strategy should be iterative. The role of the product owner is to be the CEO of the product, validate it's business model, and provide differentiated value to customers against competitors.
12 Global Business Model (GBM) Topics: Simply Organize and Present Ideas for ...Rod King, Ph.D.
"NO ENTREPRENEUR LEFT BEHIND (NELB)"
How often do you have people coming up to you and saying, "I have this great business idea, what do you think of it?" Next time, someone presents this question to you, just ask him or her to SCOPE the idea using the 12 Global Business Model (GBM) Topics. Please note that SCOPE is an acronym:
S: Share
C: Capture
O: Organize
P: Present or Pitch
E: Evaluate
By having a person SCOPE a project or business idea, both parties could save tremendous amount of time, money, and other resources especially in today's environment which is volatile, uncertain, complex, and ambiguous.
Are you ready to SCOPE that great project or business idea which keeps you awake at night?
Business Viability of a Lifescience Early-Stage Projectcarlosgabas
How to assess the business opportunity and commercial viability of a scientific project or early-stage technology? How to attract significant specialized investment?
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.
BCG-Business Model Strip: A Visual Tool for Continuously Improving and Innova...Rod King, Ph.D.
This is an article that presents the BCG-Business Model Strip which synthesizes ideas from the Boston Consulting Group (BCG) approach to business model innovation and Rod King's tool of the Business Model Strip. Unlike in tools such as the Business Model Canvas and Lean Canvas which have limited uses especially for business (profit) model improvement projects, the BCG-Business Model Strip can be used for translating an ambidextrous strategy into reality. The BCG-Busines Model Strip can be used for exploration (business/profit model innovation) projects as well as exploitation (business/profit model improvement) projects. In short, the BCG-Business Model Strip is the only business (profit) model visualization tool that can be used for managing both Lean Startup and Six Sigma projects.
Why Steve Blank & Alex Osterwalder’s Ideas About the Business Plan are Wrong ...Rod King, Ph.D.
This is the first part of a series of articles regarding Steve Blank and Alex Osterwalder's positioning of the business plan as an undesirable document for (lean) startups. This article critiques that position while offering an alternative toolkit to Steve Blank's Customer Development Stack which includes Alex Osterwalder's tool of the Business Model Canvas.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
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.
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.
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.
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.
This 2017 talk gives an overview of Product Strategy and why it is needed for any type of product we build. Including an example of how Uber's product strategy has evolved over the years and why a product strategy should be iterative. The role of the product owner is to be the CEO of the product, validate it's business model, and provide differentiated value to customers against competitors.
12 Global Business Model (GBM) Topics: Simply Organize and Present Ideas for ...Rod King, Ph.D.
"NO ENTREPRENEUR LEFT BEHIND (NELB)"
How often do you have people coming up to you and saying, "I have this great business idea, what do you think of it?" Next time, someone presents this question to you, just ask him or her to SCOPE the idea using the 12 Global Business Model (GBM) Topics. Please note that SCOPE is an acronym:
S: Share
C: Capture
O: Organize
P: Present or Pitch
E: Evaluate
By having a person SCOPE a project or business idea, both parties could save tremendous amount of time, money, and other resources especially in today's environment which is volatile, uncertain, complex, and ambiguous.
Are you ready to SCOPE that great project or business idea which keeps you awake at night?
Business Viability of a Lifescience Early-Stage Projectcarlosgabas
How to assess the business opportunity and commercial viability of a scientific project or early-stage technology? How to attract significant specialized investment?
ADMIXTIO wants to be your new R&D partner. Our team has a long experience in the markets of personal care, food & beverages, cleaning and disinfection. We are specialized at product development, regulations and testing.
At ADMIXTIO’s laboratories we are able to carry out microbiological tests and development of formulations. We have an important network of contacts at universities and research centers, to perform scientific tests related to projects in the sectors mentioned above.
We believe there are 4 essential criteria that underpin successful innovation processes; they are;
1. Work across the entire innovation spectrum
2. Zig when others zag,but in a relevant strategic way
3.Organise your team and processes for success
4.Let a broad array of areas inspire you
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.
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.
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.
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.
1-Page Adaptive Planning & Execution (APEX) for RAPIDLY WINNING MILITARY & BU...Rod King, Ph.D.
Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...Rod King, Ph.D.
Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?
Today, many growing organizations are ambidextrous: they have improvement projects as well as innovation projects. The common wisdom as espoused by proponents such as Steve Blank is that improvement projects require different tools from innovation projects. This author humbly disagrees. Both improvement and innovation projects have the same goal: Continuous Pain Solving & Learning (CPSL).
In improvement projects, CPSL deals with routine or "tame" pains. In innovation projects, deals with novel or "wicked" pains. A universal pain solving platform can therefore be used for discovering and managing both tame and wicked pains.
In this presentation, the XP Gameboard is presented as a visual platform that can be used for CPSL in both improvement and innovation projects. The XP Gameboard is driven by the pain solving and learning cycle of PPDR: Pain-Plan_Do-Review. Real-life case studies are presented on how to use the PPDR Cycle.
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.
Many educational institutions in countries around the world including the USA are pursuing mastery of STEM, which is an acronym for Science, Technology, Engineering, and Mathematics. These organizations believe that mastery of STEM is a prerequisite for gaining sustainable competitive advantage in this age of globalization. Institutions in Sierra Leone are increasingly being involved in bringing STEM especially to women and in particular, young girls from age 3.
For all the rhetoric and inspiration regarding STEM, there is little public guidance on how STEM can be effectively deployed especially to kids from age 3. Consequently, disparate approaches and tools are used for delivering STEM so that learning about the effectiveness and efficiency of STEM programs is not widely shared. The risk is that STEM can easily become a fad and subsequently, fade into obscurity.
This presentation introduces the visual and holistic tool of the "STEM Gamification Cycle." Building on the classic learning cycle of Plan-Do-Review (PDR), the STEM Gamification Cycle adds a block of "Problem" before the "Plan" Phase. Thus, the STEM Gamification Cycle deals with four phases or blocks: Problem-Plan-Do-Review (PPDR), which are respectively visualized as suits (stacks) like in a deck of playing cards: Problem (Heart); Plan (Spade); Do (Club); Review (Diamond).
By associating phases of the STEM Gamification Cycle with the suits in a deck of playing cards, fun and modularization are deliberately introduced in the framework of the STEM Gamification Cycle. STEM subjects can then be more easily gamified to increase participants' motivation and involvement as well as skills of creativity, problem solving, and innovation. In every project on the planet, the STEM Gamification Cycle is at play with varying levels of effectiveness and efficiency. The STEM Gamification Cycle can be expressed in various visual formats such as a chain (linear), tree (hierarchical), and diamond (network).
The mission of facilitators of the STEM Gamification Cycle is to "Create Genius Innovators & Polymaths (GIPs) in Every Corner of the Planet." A key goal of the STEM Gamification Cycle is to help people especially kids from age 3 to rapidly acquire skills in Scientific Problem Solving & Project Management (SPSPM). Using the STEM Gamification Cycle, someone could separately as well as collaboratively discover and solve problems in STEM: Science; Technology; Engineering; Mathematics. The best of luck in your journey as you rapidly go through the STEM Gamification Cycle while solving problems not only in STEM but also in CELL (Culture; Entertainment; Language; Literature) projects.
Coming to think of it, the overarching framework of the STEM Gamification Cycle is the "STEMCELL Gamification Diamond." The spatial structure of the Problem-Plan-Do-Review is a diamond (tetrahedron) rather than a cycle of links. Happy adventure ... especially in successfully getting done risky projects.
Welcome to the Program Your Destiny course. In this course, we will be learning the technology of personal transformation, neuroassociative conditioning (NAC) as pioneered by Tony Robbins. NAC is used to deprogram negative neuroassociations that are causing approach avoidance and instead reprogram yourself with positive neuroassociations that lead to being approach automatic. In doing so, you change your destiny, moving towards unlocking the hypersocial self within, the true self free from fear and operating from a place of personal power and love.
https://bit.ly/BabeSideDoll4u Babeside is a company that specializes in creating handcrafted reborn dolls. These dolls are designed to be incredibly lifelike, with realistic skin tones and hair, and they have become increasingly popular among collectors and those who use them for therapeutic purposes. At Babeside, we believe that our reborn dolls can provide comfort and healing to anyone who needs it.
The Healing Power of Babeside's Handcrafted Creations
Our reborn dolls are more than just beautiful pieces of art - they can also help alleviate stress, anxiety, depression, and other mental health conditions. Studies have shown that holding or cuddling a soft object like a stuffed animal or a reborn doll can release oxytocin, which is often referred to as the "love hormone." This hormone helps us feel calm and relaxed, reducing feelings of stress and anxiety.
In addition to their physical benefits, reborn dolls can also offer emotional support. For many people, having something to care for and nurture can bring a sense of purpose and fulfillment. Reborn dolls can also serve as a reminder of happy memories or loved ones who have passed away.
C:\Users\Dr Rod King\Desktop\Consumer Doctor Survey For Product
1. CONSUMER DOCTOR SURVEY For Product
1. Simply Listening to the Voice of Consumers and Non-consumers
1. PRODUCT: State the name and location of the *Product*
(i)
(ii)
2. CONSUMER EXPERIENCE JOURNEY: At what stage are you in the
Consumer Experience Journey for the *Product*?
j
k
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m
n No or Insignificant Awareness
j
k
l
m
n Observation or Some Awareness
j
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n Early Adoption, Purchase, or Usage
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m
n Regular or Normal Usage
j
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n Upgrade or Maintenance
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n Abandonment or Disposal
3. CONSUMER TASKS: What results, outcomes, and project tasks are you
mostly trying to achieve when you employ the *Product*?
(i)
(ii)
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4. CONSUMER EXPERIENCE: With regard to your experience or perception
of the *Product*, score the following:
LEVEL: From 1 ( Low) to 10 (Extraordinary)
Performance/Task 6
Completion
Quality 6
Speed/Delivery Time 6
Status/Brand 6
Personalization/Flexibility 6
Simplicity 6
Accessibility/Portability 6
Support 6
Danger/Risk 6
Cost (Price) 6
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2. CONSUMER DOCTOR SURVEY For Product
5. MAXIMIZING CUSTOMER DELIGHT: What are ideas, suggestions,
strategies, processes, or designs for MAXIMIZING delight in the lifecycle of
the *Product*?
(i)
(ii)
(iii)
(iv)
(v)
6. MINIMIZING CUSTOMER PAIN: What are ideas, suggestions, strategies,
processes, or designs for MINIMIZING pain in the lifecycle of the
*Product*?
(i)
(ii)
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(v)
7. COMPETITORS: What are alternatives to using the *Product*?
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8. COMMENT: Any other ideas?
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