Can you *instantly* visualize the business model of 1) Apple's iPod? 2) A traditional bank? 3) Google (search)?
Chances are that you can't instantly visualize any of the above business model. Why?
Well, business model visualizations to date are not intuitive. Existing tools for business model visualizations such as the Business Model Canvas and 4-Box Business Model are relatively complex as well as time-consuming to learn and apply. Some progress has been made in simplifying and to some extent, standardizing, the visualization of business models especially using block diagrams. However, there is still much more work to be done.
Drawing on the over 300 year history of conceptualizing, visualizing, analyzing, and designing (civil) engineering systems, I introduce a graphical notation system for instantly visualizing a business model especially as a "conversation" or "interaction of forces." The introduced Node-and-Link (NaL) notational system focuses on visualizing and classifying business models according to the type of customer segments or "conversations" between the customer and performer (enterprise). Consequently, only three types of business model (conversations) are distinguished: 1, 2, and multi-sided business model (conversations). This tripartite typology greatly facilitates the visualization, understanding, classification, analysis, and design of business model conversations.
Also included in the presentation are examples of business model patterns that are classified according to the number of customer segment types. Hopefully, with this new typology, we can instantly visualize business models with a view to rapidly improve and/or innovating on them.
Systematic Bold Thinking: Bold Sprint Map for Boldpreneurs and the Bold EconomyRod King, Ph.D.
Bold Thinking is generally highly admired but poorly understood. A bold idea is a necessary but not sufficient condition for success. To be successful, a bold idea needs to be rapidly organized and tested for customer desirability, enterprise viability, and technical feasibility. The process is highly iterative and changes have to be made along the way.
Traditionally, the business plan is used for organizing ideas that are to be tested in the marketplace. However, a business plan is time-consuming and expensive to prepare in order to test bold ideas. Moreover, a business plan document does not lend itself to rapid updates. Consequently, the traditional business plan is increasingly being abandoned as a tool for organizing and testing bold innovative ideas.
Recent alternative tools to a traditional business plan include the Business Model Canvas, Lean Canvas, Lean Startup Method, and Customer Development Stack. However, these tools are not comprehensive.
GV (Google Ventures) has been using a comprehensive methodology of a 5-Day Design Sprint to rapidly test bold ideas. However, GV's Design Sprint Method targets teams of 4 to 7 people as well as demands significant resources especially in terms of a "blocked week."
This presentation introduces the approach of Systematic Bold Thinking. The core tool of Systematic Bold Thinking is a Bold Sprint Map that can be scalably used for rapidly organizing and testing bold ideas.
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic TableRod King, Ph.D.
The purpose of a business model is to rapidly create, deliver, and share an ecstatic (magical) experience for customers and other stakeholders. But, how?
This presentation on Business Model Problem Solving presents the framework of the Business Periodic Table as a framework for rapidly discovering and solving customer problems especially with a view to obtaining an Net Brand Affinity Score (NBA) Score of 100%. The NBA Score, which is calculated based on results from a FeelingMeter Survey, refers to the percentage difference between "Fans" and "Detractors."
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
House of Lean Canvas & Business Model Canvas: A PEOPLE-BEFORE-PROFIT (PBP) MA...Rod King, Ph.D.
Today, many businesses use the Business Model Canvas and Lean Canvas for visually organizing and managing information regarding business models. The Business Model Canvas has its trade-offs in terms of strengths and weaknesses. And so does the Lean Canvas. In the above presentation, the House of Lean Canvas and Business Model Canvas is presented. This house seamlessly integrates topics of the Lean Canvas and Business Model Canvas while eliminating the trade-off of each tool.
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...Rod King, Ph.D.
What do startups like Twitter, GroupOn, and PayPal have in common? Each of these startups changed a vital block of their initial business model; in other words, they pivoted to a more successful business model and strategy. In contrast, companies such as Kodak and Blockbuster went bankrupt because they failed to pivot on their strategy and business model.
This presentation offers a visual framework - Business Model Pivot (BMP)-Mind Map - for summarizing and discussing business model pivots as well as generating ideas for business model innovation and disruption.
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
Systematic Bold Thinking: Bold Sprint Map for Boldpreneurs and the Bold EconomyRod King, Ph.D.
Bold Thinking is generally highly admired but poorly understood. A bold idea is a necessary but not sufficient condition for success. To be successful, a bold idea needs to be rapidly organized and tested for customer desirability, enterprise viability, and technical feasibility. The process is highly iterative and changes have to be made along the way.
Traditionally, the business plan is used for organizing ideas that are to be tested in the marketplace. However, a business plan is time-consuming and expensive to prepare in order to test bold ideas. Moreover, a business plan document does not lend itself to rapid updates. Consequently, the traditional business plan is increasingly being abandoned as a tool for organizing and testing bold innovative ideas.
Recent alternative tools to a traditional business plan include the Business Model Canvas, Lean Canvas, Lean Startup Method, and Customer Development Stack. However, these tools are not comprehensive.
GV (Google Ventures) has been using a comprehensive methodology of a 5-Day Design Sprint to rapidly test bold ideas. However, GV's Design Sprint Method targets teams of 4 to 7 people as well as demands significant resources especially in terms of a "blocked week."
This presentation introduces the approach of Systematic Bold Thinking. The core tool of Systematic Bold Thinking is a Bold Sprint Map that can be scalably used for rapidly organizing and testing bold ideas.
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic TableRod King, Ph.D.
The purpose of a business model is to rapidly create, deliver, and share an ecstatic (magical) experience for customers and other stakeholders. But, how?
This presentation on Business Model Problem Solving presents the framework of the Business Periodic Table as a framework for rapidly discovering and solving customer problems especially with a view to obtaining an Net Brand Affinity Score (NBA) Score of 100%. The NBA Score, which is calculated based on results from a FeelingMeter Survey, refers to the percentage difference between "Fans" and "Detractors."
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
House of Lean Canvas & Business Model Canvas: A PEOPLE-BEFORE-PROFIT (PBP) MA...Rod King, Ph.D.
Today, many businesses use the Business Model Canvas and Lean Canvas for visually organizing and managing information regarding business models. The Business Model Canvas has its trade-offs in terms of strengths and weaknesses. And so does the Lean Canvas. In the above presentation, the House of Lean Canvas and Business Model Canvas is presented. This house seamlessly integrates topics of the Lean Canvas and Business Model Canvas while eliminating the trade-off of each tool.
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...Rod King, Ph.D.
What do startups like Twitter, GroupOn, and PayPal have in common? Each of these startups changed a vital block of their initial business model; in other words, they pivoted to a more successful business model and strategy. In contrast, companies such as Kodak and Blockbuster went bankrupt because they failed to pivot on their strategy and business model.
This presentation offers a visual framework - Business Model Pivot (BMP)-Mind Map - for summarizing and discussing business model pivots as well as generating ideas for business model innovation and disruption.
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
The 3 Limbs of the Fractal WE-Economy: People, Synergy, and PurposeRod King, Ph.D.
In the last 50 years, there has been a structural change in economies at various levels: local, regional, national, international, and global. Each of the aforementioned economy is moving from what used to be an I-System, which is fragmented, to what is a We-System, which is increasingly networked. The Internet and decreasing cost of technology have played an important role in this transformation.
Today, pundits have various terms for describing the current networked economy: Collaboration Economy; Sharing Economy; Peer-to-Peer Economy; Global Village-Economy; We-Economy. In Shakespeare's play, Romeo and Juliet, an oft quoted remark is made by Juliet in a scene: "A rose by any other name would smell as sweet." Nevertheless, we prefer to refer to today's networked economy as the "We-Economy" because the term reflects the paradigm of 'Putting People First' which contrasts the older paradigm of 'Put Product First.'
In order to better understand and leverage the We-Economy, it is advantageous if it is simply and scalably visualized as a fractal living system. This presentation introduces novel ways of visualizing the fractal We-Economy, which as a living system can be considered to have 3 "limbs:" People, Synergy, and Purpose.
Standardize How BILLION DOLLAR STARTUP-PLATFORMS ARE DOCUMENTED, DESIGNED, AN...Rod King, Ph.D.
This decade may be known as the "Age of Unicorns." In modern business, a "unicorn" is a startup that achieves a capital valuation of at least, one billion US dollars. In no other time in history have more unicorns been developed than in the first decade of this century. While more "unicorns" are being created, there is no standard way to document, design, and test their business models. Shown below is a Business Design Map that features a common visual language for designing and testing unicorns.
The Lean Business Model Gameboard: Deeply Understand and Predict Customer Beh...Rod King, Ph.D.
The Lean Startup Method, Business Model Innovation, and Customer Habit Engine all work using a 3-Phase Feedback Cycle that is illustrated on the gameboard.
http://goo.gl/ygKg5K
Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for...Rod King, Ph.D.
About a week ago, the startup world got ablaze from reading Steve Blank’s blog post, “A New Way to Look at Competitors.” In the blog post, Blank notes that the traditional Competitive Graph – which focuses on differentiating offerings of “Our Company” vs. “Our Competitors” - is “inappropriate for startups or existing companies creating new markets.” Blank goes on to offer a Petal Diagram which places a given company (startup) in the core of a flower while segments of competitors are place in petals that surround the core. But how useful is Steve Blank’s Petal Diagram especially for startups?
Judging from feedback including Tweets and Facebook Likes on the Internet, the response to the Petal Diagram is extremely positive. Many readers note that the Petal Diagram offers benefits including the following:
# great way to communicate a startup’s position and opportunity especially to investors (Venture Capitalists)
# segmentation of an existing market while showing sources of future customers as well as potential competitors and partners
# visually appealing way for investors to see growth opportunities for a startup
# linkage to business model innovation especially using the Business Model Canvas
Although feedback on the Petal Diagram is generally great, some people are critical of the form and usefulness of the Petal Diagram especially in presenting proposals to investors. Perhaps, the strongest critique of the Petal Diagram comes from fellow Venture Capitalist, Tomasz Tunguz who blogged on: “Why the Petal Diagram Isn’t the Best Competition Diagram for Startup’s Pitch.” Tunguz’s main critique was “petal diagrams don't communicate the startup's unique way of competing in the market.” In short, the Petal Diagram is not useful for Brand Positioning, Value Proposition Design, Competitive Analysis, and Benchmarking. Consequently, it would seem like the Petal Diagram has to be used in conjunction with the classic Competitive Graph to present a wholesome picture of a startup’s opportunity and strategy. Or ... can we visually reframe the classic Competitive Graph so that it offers its original features as well as all the features and benefits of the Petal Diagram? I believe that we can. Yes, we can.
http://goo.gl/8TKHm4
This presentation features the activity of "Diverge," which is the second stage of Google Ventures' Design Sprint (DS) Methodology. The presentation contains visual checklists as well as three case studies to facilitate application of the Design Sprint (DS) Methodology when solving big problems as well as testing new ideas.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...Rod King, Ph.D.
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
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.
BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling S...Rod King, Ph.D.
RADITIONAL BUSINESS TOOLS ARE BROKEN. A tool such as the traditional business plan is rigid and time consuming to update. Newer tools such as the Business Model Canvas and Lean Canvas are based on the 'poor metaphor' and obfuscating term of a "business model." These latter tools are limitedly applied. The graphic below presents a "business model engine" as a new and insightful unit of analysis for Suprasystem (Universal) Thinking and Business Model Design.
Hacking Marketing: Marketing Management in a Software WorldEnsighten
Scott Brinker, Co-Founder and CTO, ion interactive, and blogger (chiefmartec.com)
Marketing has become thoroughly entangled in software. But this is a good thing! It dramatically changes the leverage that marketers can bring to their craft. But to succeed, marketing management must evolve to harness the dynamics of a digital world instead of fighting them. Scott’s presentation, based on his new book, Hacking Marketing, will inspire you with a fascinating collection of ideas from the world of software development — agile management, models of innovation and scalability, and strategies for taming the explosive growth of complexity — that marketers can adapt to thrive in this new environment.
Hacking Marketing: The Amazing Convergence of Marketing & SoftwareEnsighten
Scott Brinker, Co-Founder and CTO, ion interactive, and blogger (chiefmartec.com)
Marketing has become thoroughly entangled in software. But this is a good thing! It dramatically changes the leverage that marketers can bring to their craft. But to succeed, marketing management must evolve to harness the dynamics of a digital world instead of fighting them. Scott’s presentation, based on his new book, Hacking Marketing, will inspire you with a fascinating collection of ideas from the world of software development — agile management, models of innovation and scalability, and strategies for taming the explosive growth of complexity — that marketers can adapt to thrive in this new environment.
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?
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The 3 Limbs of the Fractal WE-Economy: People, Synergy, and PurposeRod King, Ph.D.
In the last 50 years, there has been a structural change in economies at various levels: local, regional, national, international, and global. Each of the aforementioned economy is moving from what used to be an I-System, which is fragmented, to what is a We-System, which is increasingly networked. The Internet and decreasing cost of technology have played an important role in this transformation.
Today, pundits have various terms for describing the current networked economy: Collaboration Economy; Sharing Economy; Peer-to-Peer Economy; Global Village-Economy; We-Economy. In Shakespeare's play, Romeo and Juliet, an oft quoted remark is made by Juliet in a scene: "A rose by any other name would smell as sweet." Nevertheless, we prefer to refer to today's networked economy as the "We-Economy" because the term reflects the paradigm of 'Putting People First' which contrasts the older paradigm of 'Put Product First.'
In order to better understand and leverage the We-Economy, it is advantageous if it is simply and scalably visualized as a fractal living system. This presentation introduces novel ways of visualizing the fractal We-Economy, which as a living system can be considered to have 3 "limbs:" People, Synergy, and Purpose.
Standardize How BILLION DOLLAR STARTUP-PLATFORMS ARE DOCUMENTED, DESIGNED, AN...Rod King, Ph.D.
This decade may be known as the "Age of Unicorns." In modern business, a "unicorn" is a startup that achieves a capital valuation of at least, one billion US dollars. In no other time in history have more unicorns been developed than in the first decade of this century. While more "unicorns" are being created, there is no standard way to document, design, and test their business models. Shown below is a Business Design Map that features a common visual language for designing and testing unicorns.
The Lean Business Model Gameboard: Deeply Understand and Predict Customer Beh...Rod King, Ph.D.
The Lean Startup Method, Business Model Innovation, and Customer Habit Engine all work using a 3-Phase Feedback Cycle that is illustrated on the gameboard.
http://goo.gl/ygKg5K
Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for...Rod King, Ph.D.
About a week ago, the startup world got ablaze from reading Steve Blank’s blog post, “A New Way to Look at Competitors.” In the blog post, Blank notes that the traditional Competitive Graph – which focuses on differentiating offerings of “Our Company” vs. “Our Competitors” - is “inappropriate for startups or existing companies creating new markets.” Blank goes on to offer a Petal Diagram which places a given company (startup) in the core of a flower while segments of competitors are place in petals that surround the core. But how useful is Steve Blank’s Petal Diagram especially for startups?
Judging from feedback including Tweets and Facebook Likes on the Internet, the response to the Petal Diagram is extremely positive. Many readers note that the Petal Diagram offers benefits including the following:
# great way to communicate a startup’s position and opportunity especially to investors (Venture Capitalists)
# segmentation of an existing market while showing sources of future customers as well as potential competitors and partners
# visually appealing way for investors to see growth opportunities for a startup
# linkage to business model innovation especially using the Business Model Canvas
Although feedback on the Petal Diagram is generally great, some people are critical of the form and usefulness of the Petal Diagram especially in presenting proposals to investors. Perhaps, the strongest critique of the Petal Diagram comes from fellow Venture Capitalist, Tomasz Tunguz who blogged on: “Why the Petal Diagram Isn’t the Best Competition Diagram for Startup’s Pitch.” Tunguz’s main critique was “petal diagrams don't communicate the startup's unique way of competing in the market.” In short, the Petal Diagram is not useful for Brand Positioning, Value Proposition Design, Competitive Analysis, and Benchmarking. Consequently, it would seem like the Petal Diagram has to be used in conjunction with the classic Competitive Graph to present a wholesome picture of a startup’s opportunity and strategy. Or ... can we visually reframe the classic Competitive Graph so that it offers its original features as well as all the features and benefits of the Petal Diagram? I believe that we can. Yes, we can.
http://goo.gl/8TKHm4
This presentation features the activity of "Diverge," which is the second stage of Google Ventures' Design Sprint (DS) Methodology. The presentation contains visual checklists as well as three case studies to facilitate application of the Design Sprint (DS) Methodology when solving big problems as well as testing new ideas.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...Rod King, Ph.D.
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
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.
BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling S...Rod King, Ph.D.
RADITIONAL BUSINESS TOOLS ARE BROKEN. A tool such as the traditional business plan is rigid and time consuming to update. Newer tools such as the Business Model Canvas and Lean Canvas are based on the 'poor metaphor' and obfuscating term of a "business model." These latter tools are limitedly applied. The graphic below presents a "business model engine" as a new and insightful unit of analysis for Suprasystem (Universal) Thinking and Business Model Design.
Hacking Marketing: Marketing Management in a Software WorldEnsighten
Scott Brinker, Co-Founder and CTO, ion interactive, and blogger (chiefmartec.com)
Marketing has become thoroughly entangled in software. But this is a good thing! It dramatically changes the leverage that marketers can bring to their craft. But to succeed, marketing management must evolve to harness the dynamics of a digital world instead of fighting them. Scott’s presentation, based on his new book, Hacking Marketing, will inspire you with a fascinating collection of ideas from the world of software development — agile management, models of innovation and scalability, and strategies for taming the explosive growth of complexity — that marketers can adapt to thrive in this new environment.
Hacking Marketing: The Amazing Convergence of Marketing & SoftwareEnsighten
Scott Brinker, Co-Founder and CTO, ion interactive, and blogger (chiefmartec.com)
Marketing has become thoroughly entangled in software. But this is a good thing! It dramatically changes the leverage that marketers can bring to their craft. But to succeed, marketing management must evolve to harness the dynamics of a digital world instead of fighting them. Scott’s presentation, based on his new book, Hacking Marketing, will inspire you with a fascinating collection of ideas from the world of software development — agile management, models of innovation and scalability, and strategies for taming the explosive growth of complexity — that marketers can adapt to thrive in this new environment.
Similar to INSTANT BUSINESS MODEL MAPPING: Revolutionizing the Language of Business Modeling (Conversations) (15)
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.
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.
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.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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.
9. BUSINESS MODEL
CLASSIFICATION SYSTEM
(Taxonomy/Visualiza1on)
Business Model
PLATFORM
Business Model
PIPE
LINEAR MODEL
q 1-Sided Conversa>on
q One Market
q One Customer
Segment
q One Value Creator
q Economies of Scale
NON-LINEAR MODEL
q 2/3-Sided Conversa>on
q Two/Mul>-Markets
q Two/Mul>-Customer
Segments
q One/Two/Mul>-
Value Creators
q Network Effects; API
World-class Coaching on Request Sprint Map & Master of Business Model Engineering (MBME). Design Sprint Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Instant Business Model Mapping
Rapidly Visualize, Understand, Classify, Analyze, and Design (VUCAD) Business Model Conversa>ons
10. BUSINESS MODEL
CLASSIFICATION SYSTEM
(Taxonomy/Visualiza1on)
Business Model
PLATFORM
Business Model
PIPE
LINEAR MODEL
q 1-Sided Conversa>on
q One Market
q One Customer
Segment
q One Value Creator
q Economies of Scale
NON-LINEAR MODEL
q 2/3-Sided Conversa>on
q Two/Mul>-Markets
q Two/Mul>-Customer
Segments
q One/Two/Mul>-
Value Creators
q Network Effects; API
World-class Coaching on Request Sprint Map & Master of Business Model Engineering (MBME). Design Sprint Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
1-SIDED MARKET/
Conversa1on
Pipe
u Encyc. Britannica
u Tradi.onal Taxi
u Tradi.onal Hotel
u iPod
u Tradi.onal Nike
Instant Business Model Mapping
Rapidly Visualize, Understand, Classify, Analyze, and Design (VUCAD) Business Model Conversa>ons
30. q WHAT is the product/service?
Pain/Delight (-/+): ….....
WHY
Profit
(Value)
WHEN
Time
q WHO is the customer?
q HOW does organizaMon deliver
product/service?
WHO
Customer
WHERE
Space/
Context
WHAT
Product/
Offer
q WHY do customers choose product/
service?
HOW
Provider/
Performer
World-class Coaching on Request Sprint Map & Master of Business Model Engineering (MBME). Design Sprint Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Request Sprint Map Business Model Strip
Instant Business Model Map (IBMM) for SmartPhone Project
Bold Request/Job To Get Done (JTGD): Would you like to
access/process informa.on anywhere
(any.me: 24x7)?