In many established organizations, "enterprise model" or "business model" is fast becoming the standard unit of analysis in projects of continuous problem solving, business improvement, innovation, design, and learning. In the startup world, which is rapidly abandoning the traditional voluminous business plan, one-page business model diagrams are used to visually organize and manage information as startups search for a repeatable and scalable business model. In nearly all these cases, however, business model visualizations focus on at the single level of the enterprise and ignore its environment. Many businesses are therefore designed, created, and improved in a vacuum. The result is that business model diagrams are static, lack context, and are simplistic, if not unrealistic. Such unrealistic visualizations and diagrams lead to poor decision-making.
This presentation introduces the Global Enterprise Model (GEM) Canvas, a multilevel approach for modeling systems and visually telling the stories of enterprises or businesses. Visual templates, which are in a fractal dashboard format, are presented for facilitating dynamic, multilevel modeling and storytelling of enterprises. These templates present more realistic models and stories of enterprises (businesses). Major benefits include a shared language for discussing and using tools for business design, planning, problem solving, improvement, innovation, and learning. Also, decision-making in business is greatly improved.
The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and...Rod King, Ph.D.
There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.
The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.
To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.
The Incredible India Growth Story. Some facts have changed as of today, but rests are pretty accurate.
I am not the author of the Presentation, and It was posted in a public forum. www.tongbram.com
The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and...Rod King, Ph.D.
There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.
The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.
To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.
The Incredible India Growth Story. Some facts have changed as of today, but rests are pretty accurate.
I am not the author of the Presentation, and It was posted in a public forum. www.tongbram.com
Global Business Model (GBM) Canvas: How Fit Is Your Business Model (Ecosystem)?Rod King, Ph.D.
Every business with customers has a tacit or an explicit business model. However, the concept of a business model is still not very well understood and applied especially in the startup world where business models have to be created, validated, and scaled under conditions of great uncertainty. Many business models are designed and created in a vacuum that ignores the environment and the importance of present/future environmental fitness. Business model fitness does not play a significant role in such designs.
This presentation introduces a visual fractal framework for systematically creating, validating, and scaling a business model for either environmental fitness ("Red Ocean" strategy) or environmental disruption ("Blue Ocean" strategy). The Global Business Model (GBM) Canvas integrates the tools of the Business Model Canvas, Business Model Environment, and Value Net. Unlike in many tools for business modeling and design, learning is an integral part of the GBM Canvas.
Global Enterprise Model (GEM) Canvas for the GOOGLE GLASS Startup: Will Custo...Rod King, Ph.D.
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass?
Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right?
This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?”
It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation.
So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.
In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.
This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.
To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.
In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
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.
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?
HOW ENTREPRENEURS AND BUSINESSES CAN BETTER SOLVE COMMUNITY PROBLEMS: The Glo...Rod King, Ph.D.
"Capitalism as usual" is increasingly coming under attack. According to an increasing number of observers, society and the environment are suffering while many corporations are having fantastic profit. The sentiment of those observers is that corporations are making profit at the expense of society and the environment. These observers consider as unacceptable the trade-off between profit on the one hand and people and the planet on the other hand.
There is a growing number of proposals on how to resolve the inherent trade-offs of capitalism. One of the most promising frameworks is "Creating Shared Value" by Michael Porter and Mark Kramer. Although Porter and Kramer outline principles and tactics for creating Shared Value, their description is largely textual. In addition, they have not proposed a holistic tool for creating, delivering, and sharing value in projects.
This presentation introduces the Global Business Model (GBM) Canvas which is a one-page visual tool for creating, delivering, and sharing value in projects. The GBM Canvas can also be used for simply reDesigning shared value business models that improve society and the environment as well as profit.
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).
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
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.
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Similar to The Global Enterprise Model (GEM) Canvas: Stop Designing and Improving Businesses in a Vacuum. Design and Improve Businesses as Multilevel Stories.
Global Business Model (GBM) Canvas: How Fit Is Your Business Model (Ecosystem)?Rod King, Ph.D.
Every business with customers has a tacit or an explicit business model. However, the concept of a business model is still not very well understood and applied especially in the startup world where business models have to be created, validated, and scaled under conditions of great uncertainty. Many business models are designed and created in a vacuum that ignores the environment and the importance of present/future environmental fitness. Business model fitness does not play a significant role in such designs.
This presentation introduces a visual fractal framework for systematically creating, validating, and scaling a business model for either environmental fitness ("Red Ocean" strategy) or environmental disruption ("Blue Ocean" strategy). The Global Business Model (GBM) Canvas integrates the tools of the Business Model Canvas, Business Model Environment, and Value Net. Unlike in many tools for business modeling and design, learning is an integral part of the GBM Canvas.
Global Enterprise Model (GEM) Canvas for the GOOGLE GLASS Startup: Will Custo...Rod King, Ph.D.
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass?
Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right?
This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?”
It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation.
So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.
In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.
This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.
To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.
In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
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.
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?
HOW ENTREPRENEURS AND BUSINESSES CAN BETTER SOLVE COMMUNITY PROBLEMS: The Glo...Rod King, Ph.D.
"Capitalism as usual" is increasingly coming under attack. According to an increasing number of observers, society and the environment are suffering while many corporations are having fantastic profit. The sentiment of those observers is that corporations are making profit at the expense of society and the environment. These observers consider as unacceptable the trade-off between profit on the one hand and people and the planet on the other hand.
There is a growing number of proposals on how to resolve the inherent trade-offs of capitalism. One of the most promising frameworks is "Creating Shared Value" by Michael Porter and Mark Kramer. Although Porter and Kramer outline principles and tactics for creating Shared Value, their description is largely textual. In addition, they have not proposed a holistic tool for creating, delivering, and sharing value in projects.
This presentation introduces the Global Business Model (GBM) Canvas which is a one-page visual tool for creating, delivering, and sharing value in projects. The GBM Canvas can also be used for simply reDesigning shared value business models that improve society and the environment as well as profit.
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).
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
Business Models and Business Model InnovationMichal Hron
Lecture for Innovation Management course on innovation of business models
Similar to The Global Enterprise Model (GEM) Canvas: Stop Designing and Improving Businesses in a Vacuum. Design and Improve Businesses as Multilevel Stories. (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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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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 | 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.
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.
The Global Enterprise Model (GEM) Canvas: Stop Designing and Improving Businesses in a Vacuum. Design and Improve Businesses as Multilevel Stories.
1. Global
Object
Model
(GOM)
Canvas:
“Picture
Frame”
Descrip1on
and
Fitness-‐Tes1ng
of
an
Object
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
Object
(Theme/Topic/Idea/Tool)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
2. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
How
Fit
Is
Your
OrganizaKon,
Enterprise,
Or
Business
Model?
THE
ONE
QUESTION
EVERYONE
IN
AN
ORGANIZATION
MUST
CORRECTLY
ANSWER
OrganizaBonal
Fitness
3. Global
Enterprise
Model
(GEM)
Canvas:
“Picture
Frame”
Overview
of
Enterprise’s
Model
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
Enterprise
Model
Canvas
(Extended
Enterprise/Supply
Chain
System)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
4. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
(-‐)
(+)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Enterprise
Model
(GEM)
Canvas:
The
5
AcBviBes
of
an
Enterprise’s
Model
Create
Value
Deliver
Value
Capture
Value
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
5. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
(-‐)
(+)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Global
Enterprise
Model
(GEM)
Canvas:
10
QuesBons
for
Describing
an
Enterprise’s
Model
Create
Value
Deliver
Value
Capture
Value
q Who
are
the
customers:
what
are
customers’
pain?
what
do
customers
value?
q Through
what
channels
is
value
communicated
and
delivered
to
customers?
q What
relaKonships
exist
with
customers?
q What
is
the
Customer
Value
ProposiKon,
Job
To
Be
Done,
and/or
Goal
as
well
as
Product/
Service/Tool?
q Who
are
key
partners/suppliers?
q What
are
key
resources?
q What
are
key
processes:
how
does
the
enterprise
create
value
for
customers?
q What
is
the
pain
(cost
structure)?
q What
is
the
delight
(revenue
stream)?
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
conKnuously
learn
(to
create
customers,
profit
or
shared
value)?
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
6. Global
Enterprise
Model
(GEM)
Canvas:
10
Building
Blocks
of
an
Enterprise’s
Model
Environment
Key
AcKviKes
(KA)
Key
Partners
(KP)
Key
Resources
(KR)
Value
ProposiKon
(VP)
Customer
Segments
(CS)
Pain:
Cost
Structure
(C$)
Delight:
Revenue
Streams
(R$)
Channels
(CH)
Customer
RelaKonships
(CR)
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Topics
of
the
above
canvas
are
mainly
adapted
from
The
Business
Model
Canvas
&
Environment
(www.businessmodelgenera1on.com)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
conKnuously
learn
(to
create
customers,
profit
or
shared
value)?
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
7.
Global
Enterprise
Model
(GEM)
Canvas:
Fractal
Hierarchy
of
an
Enterprise’s
Model
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
Enterprise
Model
Canvas
World
(Universe)
NaKon
(Economy)
Industry
Enterprise
(Locality)
Region
IE
ME
MEI
KTC
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
8. Global
System
Model
(GSM)
Canvas:
“Picture
Frame”
Descrip1on
of
a
System’s
Model
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
System
(Object:
Product/Service/Tool;
Team/Organiza1on;
Place;
Supply
Chain/Business
Model;
You/Your
Career/Competence/
Job
To
Be
Done)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
9. Global
Personal
Model
(GPM)
Canvas:
“Picture
Frame”
Descrip1on
of
Your
Personal
Model
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
You
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
10. Global
Customer
Model
(GCM)
Canvas:
“Picture
Frame”
Descrip1on
of
Customer
Model
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
Customer
(Job
To
Be
Done/
Task/Ac1vity/Goal/
Need/Aspira1on/
Purpose)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
11. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
Value
ProposiKon
(VP)
(Job
To
Be
Done/
Task/Ac1vity/Goal/
Func1onality)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Value
ProposiKon
Model
(GVPM)
Canvas”
“Picture
Frame”
Descrip1on
of
Value
Prop.
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
12. Past
GEM
Canvas
Present
GEM
Canvas
Future
GEM
Canvas
GLOBAL
ENTERPRISE
MODEL
(GEM)
PLAN
Stages
in
the
EvoluBon
of
an
Enterprise’s
Model
Enterprise
Model
Enterprise
Model
Enterprise
Model
Industry
Ecosystem
Market
Ecosystem
ENTERPRISE
MODEL
CANVAS
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
13. Appendix
Global
Problem
Solving
(GPS)
Canvas:
The
Parent
of
the
Global
Enterprise
Model
Canvas
14. Global
Environment
Model
(GEnM)
Canvas:
“Picture
Frame”
Descrip1on
of
Environment
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
15. Global
Problem
Solving
(GPS)
Canvas:
“Picture
Frame”
Descrip1on
of
GPS
Canvas
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
Global
Problem
Solving
(GPS)
Canvas
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
16. Global
Problem
Solving
(GPS)
Canvas:
5
Regions
for
Universal
Problem
Solving
(UPS)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
17. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
(-‐)
(+)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Problem
Solving
(GPS)
Canvas:
Ac1vi1es
for
Universal
Problem
Solving
(UPS)
Cycle
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
18. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Environment
(-‐)
(+)
KEY:
“PESTLIED”
is
an
acronym
for
Poli1cal;
Economic;
Social;
Technological;
Legal;
Interna1onal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Problem
Solving
(GPS)
Canvas
Illustra1ng
the
5
Ac1vi1es
of
a
Sustainable
Enterprise
Create
Value
Plan
Value
Propo-‐
si1on
(Job
To
Be
Done)
Deliver
Value
Capture
Value
Learn
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)