The document introduces the Linear Business Model Canvas, which was created by Rod King as a simplified version of the Business Model Canvas. [1] The Linear Business Model Canvas arranges the nine topics of the Business Model Canvas in a linear, cause-and-effect sequence to reflect the flow of an ecosystem. [2] A key advantage is that it can be used without specialized software, requiring only pen and paper or basic text editing. [3] The Linear Business Model Canvas aims to enable easier and faster business model innovation and performance improvement.
The partnership canvas creates empathy between two prospective partners on the strategic importance of the partnership to each. The canvas can be used as a stand-alone tool to quickly identify a partnering opportunity. But for full strategizing value, it’s better to use it in conjunction with the business model canvas.
The partnership canvas has been tested in various workshop settings with students and entrepreneurs. It has demonstrably contributed to better partnership discussions. Parties become clear about each other’s strategic objectives. Also, they learn from each other about the various opportunities there are to partner. It’s not a matter of making one grand master plan for an offer the partner can’t refuse, but more of finding out together what the opportunities are.
Scaling Your Software Sales: A Guide to the AppDirect Monetization SuiteAppDirect
AppDirect is a leader of cloud service commerce and works with Microsoft, Comcast, Zendesk, Box, and others to enable seamless global distribution of cloud services. Join our Head of Business Development, Paul Arnautoff, as he explores the AppDirect Monetization Suite. Tune in as we share how your business can benefit from the only end-to-end monetization solution for cloud service commerce.
WHAT YOU'LL LEARN IN THE WEBINAR:
- How our flexible and modular monetization solution can support your business at every stage of growth
- The tools that software vendors are using to accelerate sales of both their core and complementary products
- How the AppDirect Monetization Suite can be used to support your partner programs
PESO model visual communication planning cards and workflowFrederik Vincx
A visual approach to planning communication campaigns in the increasingly complex media landscape.
Use the PESO model kit (visual magnets) to inspire your communication team across paid, earned, shared, and owned media. Turn the brainstorm results into a visual todo list to efficiently turn your ideas into reality.
Transform your Insurance Processes with BPM and Decision ManagementIBM WebSphereIndia
This is the presentation given by Vincent M Price during Impact 2012 in Mumbai. It's a walk through of how do you transform your insurance processes for greater competitive advantage with BPM and decision management
The partnership canvas creates empathy between two prospective partners on the strategic importance of the partnership to each. The canvas can be used as a stand-alone tool to quickly identify a partnering opportunity. But for full strategizing value, it’s better to use it in conjunction with the business model canvas.
The partnership canvas has been tested in various workshop settings with students and entrepreneurs. It has demonstrably contributed to better partnership discussions. Parties become clear about each other’s strategic objectives. Also, they learn from each other about the various opportunities there are to partner. It’s not a matter of making one grand master plan for an offer the partner can’t refuse, but more of finding out together what the opportunities are.
Scaling Your Software Sales: A Guide to the AppDirect Monetization SuiteAppDirect
AppDirect is a leader of cloud service commerce and works with Microsoft, Comcast, Zendesk, Box, and others to enable seamless global distribution of cloud services. Join our Head of Business Development, Paul Arnautoff, as he explores the AppDirect Monetization Suite. Tune in as we share how your business can benefit from the only end-to-end monetization solution for cloud service commerce.
WHAT YOU'LL LEARN IN THE WEBINAR:
- How our flexible and modular monetization solution can support your business at every stage of growth
- The tools that software vendors are using to accelerate sales of both their core and complementary products
- How the AppDirect Monetization Suite can be used to support your partner programs
PESO model visual communication planning cards and workflowFrederik Vincx
A visual approach to planning communication campaigns in the increasingly complex media landscape.
Use the PESO model kit (visual magnets) to inspire your communication team across paid, earned, shared, and owned media. Turn the brainstorm results into a visual todo list to efficiently turn your ideas into reality.
Transform your Insurance Processes with BPM and Decision ManagementIBM WebSphereIndia
This is the presentation given by Vincent M Price during Impact 2012 in Mumbai. It's a walk through of how do you transform your insurance processes for greater competitive advantage with BPM and decision management
More startup pitch deck examples here: https://attach.io/startup-pitch-decks/
AirBnb's original pitch deck from 2008. They closed a $600k seed round with this deck.
This presentation is all about social media marketing, seo, google analytics & youtube marketing. for more details visit our website: https://www.easydigiacademy.com/courses/digital-marketing-courses-classes-in-raipur.php
Presentation given to the i3 meeting of the Filene Research Institute, Montreal, QC 17 April 2014
http://filene.org/community/i3
www.startupacademie.com
www.coachdavender.com
What is cloud computing?
Cloud computing means that instead of all the computer hardware and software you're using sitting on your desktop, or somewhere inside your company's network, it's provided for you as a service by another company and accessed over the Internet, usually in a completely seamless way. Exactly where the hardware and software is located and how it all works doesn't matter to you, the user—it's just somewhere up in the nebulous "cloud" that the Internet represents.
Cloud computing is a buzzword that means different things to different people. For some, it's just another way of describing IT (information technology) "outsourcing"; others use it to mean any computing service provided over the Internet or a similar network; and some define it as any bought-in computer service you use that sits outside your firewall. However we define cloud computing, there's no doubt it makes most sense when we stop talking about abstract definitions and look at some simple, real examples—so let's do just that.
This impressive pitch deck helped Rewind AI founder Dan Siroker close a $350M Series A with top-tier VC investors in 2023. The deck provides a textbook example of a clear, concise, and compelling pitch deck. Every startup founder working on their pitch deck will learn something from this deck. Kudos to Rewind founder, Dan Siroker. Includes Dan's presentation transcript plus what's to love (and copy) for each slide.
REWIND PITCH DECK HIGHLIGHTS:
> 29 slides
> 7 mins 48s duration
> 443 words (transcript)
> 2nd Grade reading level
REWIND PITCH DECK SLIDES:
> Intro
> Founder Origin Story
> Problem (3 slides)
> Vision
> Team
> Solution (What it is)
> Solution (How it works)
> Demo
> What makes Rewind unique?
> Why now?
> Ideal Customer Profile
> Who uses Rewind?
> How do they use Rewind?
> Go To Market Strategy
> Product-Led Growth
> Pricing
> Metrics: Conversion & Retention
> Huge Market
> Traction
> Unit Economics
> Capital Efficiency
> Roadmap
> Problem Recap
> How to Invest
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Airbnb pitch deck @ https://pitchdeckcoach.com/airbnb-pitch-deck
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
> Pitch deck guide with hints, tips, and a worked example @ https://pitchdeckcoach.com/pitch-deck-template
NEED HELP WITH YOUR PITCH DECK?
See how I can help then book a free call @ https://pitchdeckcoach.com/
MORE PITCH DECK RESOURCES @ https://pitchdeckcoach.com/pitch-deck-template#resources
Download this at bestpitch.es/yc-pitch-deck
The prestigious Y-Combinator accelerator program is known for being the launchpad for countless billion-dollar "unicorn" startups over the last decade, such as Airbnb, Dropbox, Instacart, Twitch, & many more.
A few years ago, the YC team released an (extremely) simple pitch deck template to help guide founders, based on what worked for decades of YC startups.
While not every founder can present their pitch deck in as simple terms as the likes of Airbnb & other YC stand-outs, their template is nevertheless a fantastic starting point for framing a winning investor presentation.
This adapted version of the YC Pitch Deck template was crafted for founders seeking to win funding &/or investment for their early-stage startups. Our team of experts added a professional design touch to the YC pitch deck formula, while preserving their focus on simplicity — something we have first-hand experience with, having consulted for several YC alums over the last 5+ years.
Available at bestpitch.es/yc-pitch-deck
Adapted from ycombinator.com/library/2u-how-to-build-your-seed-round-pitch-deck
Here is what Square uses for their Pitch Deck, it has several good pointers on what should go in a startup pitch deck: Sourced from http://www.noise.re/duction/squares-pitch-deck/
The widening scope of digital marketing has increased the demand for digital marketing courses. Digital Marketing Guru is a top digital marketing institute in Pune. We are a leading provider of the digital marketing courses in Pune. We, at Digital Marketing Guru, open doors for a wide array of career opportunities in the field and help you grow into digital professionals. We offer a wide range of digital marketing courses and certification programs to help you gain professional skills. Learn digital marketing strategies and enter the digital marketing world with confidence. We assist you in building the fundamental base to convert your passion into your core profession.
FasterCapital is an incubator that is offering a unique model of cofunding and cofounding. FasterCapital will become the technical cofounder and invests 50% of the money needed.
Data as a Service (DaaS): The What, Why, How, Who, and WhenRocketSource
Data as a Service (DaaS) is one of the most ambiguous offerings in the "as a service" family. Yet, in today's world, data and analytics are key to building a competitive advantage. We're clearing up the confusion around DaaS and helping your company understand when and how to tap into this service.
In this webinar Seth Earley establishes the formula for AI success, demystifies the topic for executives and provides actionable advice for data strategists.
Key Takeaways:
**AI-Powered solutions begin with a focus on business goals
**Successful AI requires a semantic data layer built on a solid enterprise information architecture.
**Instrumenting measuring ROI should be part of every AI program
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage ...Rod King, Ph.D.
To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology.
Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology.
This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U .
http://goo.gl/0tVWqd
Disruptive change requires disruptive thinking. How about lagging change? The disruptive idea shall come anyway. You cannot delay or stop it. You better think of it before it overwhelms you.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
More startup pitch deck examples here: https://attach.io/startup-pitch-decks/
AirBnb's original pitch deck from 2008. They closed a $600k seed round with this deck.
This presentation is all about social media marketing, seo, google analytics & youtube marketing. for more details visit our website: https://www.easydigiacademy.com/courses/digital-marketing-courses-classes-in-raipur.php
Presentation given to the i3 meeting of the Filene Research Institute, Montreal, QC 17 April 2014
http://filene.org/community/i3
www.startupacademie.com
www.coachdavender.com
What is cloud computing?
Cloud computing means that instead of all the computer hardware and software you're using sitting on your desktop, or somewhere inside your company's network, it's provided for you as a service by another company and accessed over the Internet, usually in a completely seamless way. Exactly where the hardware and software is located and how it all works doesn't matter to you, the user—it's just somewhere up in the nebulous "cloud" that the Internet represents.
Cloud computing is a buzzword that means different things to different people. For some, it's just another way of describing IT (information technology) "outsourcing"; others use it to mean any computing service provided over the Internet or a similar network; and some define it as any bought-in computer service you use that sits outside your firewall. However we define cloud computing, there's no doubt it makes most sense when we stop talking about abstract definitions and look at some simple, real examples—so let's do just that.
This impressive pitch deck helped Rewind AI founder Dan Siroker close a $350M Series A with top-tier VC investors in 2023. The deck provides a textbook example of a clear, concise, and compelling pitch deck. Every startup founder working on their pitch deck will learn something from this deck. Kudos to Rewind founder, Dan Siroker. Includes Dan's presentation transcript plus what's to love (and copy) for each slide.
REWIND PITCH DECK HIGHLIGHTS:
> 29 slides
> 7 mins 48s duration
> 443 words (transcript)
> 2nd Grade reading level
REWIND PITCH DECK SLIDES:
> Intro
> Founder Origin Story
> Problem (3 slides)
> Vision
> Team
> Solution (What it is)
> Solution (How it works)
> Demo
> What makes Rewind unique?
> Why now?
> Ideal Customer Profile
> Who uses Rewind?
> How do they use Rewind?
> Go To Market Strategy
> Product-Led Growth
> Pricing
> Metrics: Conversion & Retention
> Huge Market
> Traction
> Unit Economics
> Capital Efficiency
> Roadmap
> Problem Recap
> How to Invest
YOU MIGHT ALSO LIKE THESE PITCH DECK EXAMPLES & TEMPLATES:
> Airbnb pitch deck @ https://pitchdeckcoach.com/airbnb-pitch-deck
> Sequoia Capital pitch deck template @ https://pitchdeckcoach.com/sequoia-capital-pitch-deck
> FREE pitch deck template download @ https://pitchdeckcoach.com/free-pitch-deck-template
> Pitch deck guide with hints, tips, and a worked example @ https://pitchdeckcoach.com/pitch-deck-template
NEED HELP WITH YOUR PITCH DECK?
See how I can help then book a free call @ https://pitchdeckcoach.com/
MORE PITCH DECK RESOURCES @ https://pitchdeckcoach.com/pitch-deck-template#resources
Download this at bestpitch.es/yc-pitch-deck
The prestigious Y-Combinator accelerator program is known for being the launchpad for countless billion-dollar "unicorn" startups over the last decade, such as Airbnb, Dropbox, Instacart, Twitch, & many more.
A few years ago, the YC team released an (extremely) simple pitch deck template to help guide founders, based on what worked for decades of YC startups.
While not every founder can present their pitch deck in as simple terms as the likes of Airbnb & other YC stand-outs, their template is nevertheless a fantastic starting point for framing a winning investor presentation.
This adapted version of the YC Pitch Deck template was crafted for founders seeking to win funding &/or investment for their early-stage startups. Our team of experts added a professional design touch to the YC pitch deck formula, while preserving their focus on simplicity — something we have first-hand experience with, having consulted for several YC alums over the last 5+ years.
Available at bestpitch.es/yc-pitch-deck
Adapted from ycombinator.com/library/2u-how-to-build-your-seed-round-pitch-deck
Here is what Square uses for their Pitch Deck, it has several good pointers on what should go in a startup pitch deck: Sourced from http://www.noise.re/duction/squares-pitch-deck/
The widening scope of digital marketing has increased the demand for digital marketing courses. Digital Marketing Guru is a top digital marketing institute in Pune. We are a leading provider of the digital marketing courses in Pune. We, at Digital Marketing Guru, open doors for a wide array of career opportunities in the field and help you grow into digital professionals. We offer a wide range of digital marketing courses and certification programs to help you gain professional skills. Learn digital marketing strategies and enter the digital marketing world with confidence. We assist you in building the fundamental base to convert your passion into your core profession.
FasterCapital is an incubator that is offering a unique model of cofunding and cofounding. FasterCapital will become the technical cofounder and invests 50% of the money needed.
Data as a Service (DaaS): The What, Why, How, Who, and WhenRocketSource
Data as a Service (DaaS) is one of the most ambiguous offerings in the "as a service" family. Yet, in today's world, data and analytics are key to building a competitive advantage. We're clearing up the confusion around DaaS and helping your company understand when and how to tap into this service.
In this webinar Seth Earley establishes the formula for AI success, demystifies the topic for executives and provides actionable advice for data strategists.
Key Takeaways:
**AI-Powered solutions begin with a focus on business goals
**Successful AI requires a semantic data layer built on a solid enterprise information architecture.
**Instrumenting measuring ROI should be part of every AI program
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage ...Rod King, Ph.D.
To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology.
Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology.
This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U .
http://goo.gl/0tVWqd
Disruptive change requires disruptive thinking. How about lagging change? The disruptive idea shall come anyway. You cannot delay or stop it. You better think of it before it overwhelms you.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
3 Problem Solving Tools for Strategists, Business Model Innovators, and Strat...Rod King, Ph.D.
Strategists, Business Model Innovators, and Lean Startup Practitioners tend to use different and fragmented tools. Consequently, communication and cooperation are poor between Strategists, Business Model Innovators, and Lean Startup Practitioners especially in collaborative projects. This presentation features the Problem Solving Engine (PSE) Toolkit which is a visual framework that integrates tools used by Strategists, Business Model Innovators, and Lean Startup Practitioners. One advantage is greater communication as well as effective and efficient problem solving in innovation projects especially under conditions of great uncertainty.
http://goo.gl/zzRSDO
A Simple Metric for Designing, Evaluating, and Managing Blue Ocean ProjectsRod King, Ph.D.
The Value Quotient (VQ) is a simple metric for designing, evaluating, and managing any type of project. This document presents a generic definition of the VQ and shows it at 60,000ft and 40,000ft levels. Southwest Airlines is used as an example and its VQ is calculated.
Developed by Dr. Rod King, the Kanban-LIST Game seamlessly integrates the tool of the Kanban Board with the "List of Innovate Salone Topics (LIST)." This presentation contains alternative gameboards for visually organizing and presenting ideas especially of the LIST. These gameboards can be used for rapidly discovering and solving community problems everywhere especially while playing the Kanban-LIST Game.
The conceptual framework of of the Kanban-LIST Game is Albert Einstein's SpaceTime Grid. In the Kanban-List Game, the dimension of time is represented by the three phases on a Kanban Board: To Do (Future); Doing (Present); Done (Past). These phases of time are respectively referred to as Blue, Red, and Black Oceans in the Kanban-LIST Game.
Space in the Kanban-List Game is equivalent to a "System." For projects, the system can be described using the 1-Page LIST which consists of 8 elements, topics, or topic-cards. The "original" LIST for project proposals can be found in GMin's website: www.gmin.org. The classic SpaceTime Grid of the Kanban-LIST Game is a 8x4 matrix. Additional elements or rows such as for "Miscellaneous" can be created to accommodate finer or alternative descriptions for the building blocks of a system.
A Personal Wisdomsourcing Project: Tools for Collaborative Problem Solving, S...Rod King, Ph.D.
Wisdomsourcing is the next stage in the evolution of crowdsourcing which in turn evolved from brainstorming. This document presents the collaborative tools of brainstorming, crowdsourcing, and wisdomsourcing. The similarities and diffferences between the tools are highlighted.
The document also presents the Customer Experience Matrix which is a key tool of the Wisdomsourcing methodology. Information from a Customer Experience Matrix can be presented using a Strategy Profile (Canvas) as well as Trade-off Map. A personal example on use of the Customer Experience Map is presented together with an example on Southwest Airlines.
BUSINESS MODEL CYBERNETICS: Simply Create, Deliver, and Share Awesome Custome...Rod King, Ph.D.
Holistic System Thinkers as well as Cyberneticians have long postulated the hypothesis that the structure of every living system or organization (including businesses) is the same and different. Yet, models to visualize this hypothesis are complex and difficult to understand, let alone apply in practical business situations. The Cybernetic (Living) System model of the emerging discipline of Business Model Cybernetics presents a simple and multidisciplinary visualization of how every living system or organization works and prospers.
The above Cybernetic (Living) System model can be used to visualize, document, create, improve, and innovate on strategy as well as products, services, brands, and business models. The Goal of Business Model Cybernetics is to simply create, deliver, and share Awesome Customer Experiences (ACEs).
http://goo.gl/h0Yz16
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...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.
8 POWERFUL MEMORY TECHNIQUES for Developing a Photographic Memory at School, ...Rod King, Ph.D.
This presentation features the Memorization-Salone Galaxy as a tool for facilitating the development of a photographic memory everywhere. Eight techniques are recommended for developing a photographic memory: 1) Acronyms 2) Acrostics 3) Rhymes/Songs 4) Clustering 5) Contextual Stimuli 6) Peg Mnemonics 7) Link Mnemonics 8) Place Mnemonics. Application of these 8 techniques is facilitated by using the visual tool of the Salone Galaxy, the basic format of which is a 3x3 grid.
The Linear Business Model Canvas on the Disruptor's Arrow of TimeRod King, Ph.D.
The Linear Business Model Canvas is a simpler, more versatile, and powerful form of the Business Model Canvas, which is non-linear and was created by Alexander Osterwalder. The Linear Business Model Canvas avoids the complexity and non-linear logic of the original Business Model Canvas. No specific graphic layout or canvas is needed for the Linear Business Model Canvas. Consequently, the Linear Business Model Canvas can be applied anywhere and everywhere as well as for all projects in performance improvement, business/strategic planning, and performance management.
Business Model Project Management for APPLE'S Classic iPodRod King, Ph.D.
This presentation involves the application of the methodology of Business Model Project Management (BMPM) to Apple's classic iPod. BMPM is a visual management that focuses on the unique concept of "One-page Business Model Planning, Marketing, and Performance Management. In BMPM, a single tool - the Business DNA Model - is used to comprehensively plan, market, brand, and manage business models. The result is greater business communication and alignment as well as tremendous savings in time, money, and energy for the business. The case study on Apple's iPod illustrates how the tool of the Business DNA Model can be applied.
In this session we are going to consider some lessons that Business Architecture practitioners might learn from Lean. Business Architecture has traditionally delivered ivory tower models which are slow to generate, hard to understand, and require heavy maintenance.
We'll start with a '101' level introduction to Business Architecture, discussing both the process of defining a Business Architecture and also some of the models that Business Architecture produces. We'll also try to understand the value of Business Architecture.
We'll then start to map some Lean Principles to Business Architecture and try and understand how we could potentially optimise the value stream. We'll consider where Business Architecture can be wasteful, discussing the diminishing value of information and the concept of analysis paralysis.
Finally I'll introduce you to a leaner approach to Business Architecture that focusses on rapid techniques for model generation and heavier engagement of system actors in both the development and the maintenance of models. I'll also share my technique for rapid enterprise modelling which can help you to build a capability model in hours rather than weeks/months.
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPSRod King, Ph.D.
Static Business and Strategic Plans are fast becoming irrelevant in a world of rapid commoditization, great uncertainty, and limited resources especially for scalable startups. BUSINESS MODEL DEVELOPMENT (BMD) is emerging as a more dynamic, relevant, and cost-effective approach. However, tools for BMD are authored by different people and found in different books as well as websites. Finding a comprehensive set of tools for BMD is time-consuming.
This presentation, "Business Model Development for Blue Ocean Startups" is currently the only resource that integrates tools for BMD in a worksheet or template format that facilitates collaboration. The tools can instantly be used for your projects on business model discovery, validation, execution, and/or performance management.
Please note that this FREE & INTERACTIVE One-stop Toolkit is available for a LIMITED TIME.
Why Steve Blank & Alex Osterwalder’s Ideas About the Business Plan are Wrong ...Rod King, Ph.D.
This is the first part of a series of articles regarding Steve Blank and Alex Osterwalder's positioning of the business plan as an undesirable document for (lean) startups. This article critiques that position while offering an alternative toolkit to Steve Blank's Customer Development Stack which includes Alex Osterwalder's tool of the Business Model Canvas.
Based on research conducted by the Business Acumen Institute, leaders believe the most visible gap is
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A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
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.
Why do we need business models or Mindset behind Business Model ApproachVasily Ryzhonkov
Entrepreneurship is about creating innovative ideas and transforming them into ventures that generate value. Through the years the only way how entrepreneurs documented their ideas and presented to investors was writing business plans. However, it is widely recognized that business plans immediately become obsolete after first meeting with reality. Business plans are also too long to write, they are seldom updated, almost never read by others (even investors for whom they were written). Nowadays everyone in the entrepreneurship world speaks about business model as more important issue than business plan. There are plenty of materials about what is a business model, how to use them; more than 40 different types of business models appeared since 1985 (M. Porter). However, only a few words said about why and when particular model of business model should be used for idea development and venture creation. This article is aimed at disclosure of mindset behind business model approach to entrepreneurship. Second purpose is to define main ways how business models could be applied to entrepreneurship.
Content Life Cycle: A Strategic Compass STC Summit 2013ClearPath, LLC
Use the content life cycle to help identify business requirements for how content must be treated, handled, and processed. This session will demonstrate how to analyze the content life cycle for workflow improvements, automation, and ways to measure cost, and provide the basis for identifying hardware, software, and human requirements.
BCG-Business Model Strip: A Visual Tool for Continuously Improving and Innova...Rod King, Ph.D.
This is an article that presents the BCG-Business Model Strip which synthesizes ideas from the Boston Consulting Group (BCG) approach to business model innovation and Rod King's tool of the Business Model Strip. Unlike in tools such as the Business Model Canvas and Lean Canvas which have limited uses especially for business (profit) model improvement projects, the BCG-Business Model Strip can be used for translating an ambidextrous strategy into reality. The BCG-Busines Model Strip can be used for exploration (business/profit model innovation) projects as well as exploitation (business/profit model improvement) projects. In short, the BCG-Business Model Strip is the only business (profit) model visualization tool that can be used for managing both Lean Startup and Six Sigma projects.
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
Introduce the audience to concepts related to using an operating model for data stewardship and how they relate to current competing IT priorities. Recently, many scholars and media agree that business architecture is the missing link between strategy and execution. The business architecture body of knowledge will be introduced (BIZBOK) along with the organizational dimensions
Similar to The LINEAR Business Model Canvas for Business Investors, Mentors, and Startups (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.
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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
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.
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.
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
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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
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Premium MEAN Stack Development Solutions for Modern Businesses
The LINEAR Business Model Canvas for Business Investors, Mentors, and Startups
1.
HEROES
Compete Different
THE LINEAR BUSINESS MODEL CANVAS
FOR BUSINESS INVESTORS, MENTORS, AND STARTUPS
How to Deeply Understand and Manage
Performance Improvement, Business Model Innovation, and Shared Value
Rod King, Ph.D.
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
2. For People
Who Are Looking For
Simpler, More Powerful, and Versatile Tools
To
Manage
Performance Improvement,
Business Model Innovation, and
Shared Value
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
3. The Business Model Canvas
Was Created by Alexander Osterwalder and
Is Basically
A Visually Structured Dashboard (“Canvas”) For
Documenting Information About
The Building Blocks of a Business Model
Or
The Elements of a Business Ecosystem
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
4. A Business Model
Is
A Visual Representation, Story Plot, or
Dynamic Simulation of a Living Organization That
Viably Pursues and Achieves
A Hierarchy of Goals Especially of
Increasing the Number of Profitable Customers &
Delivering Greater Value in the Ecosystem
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
5. 9 Topics and Layout of
The Non‐Linear Business Model Canvas
Source: Hhttp://en.wikipedia.org/wiki/Business_Model_Canvas
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
6. From a Kinesthetic Perspective,
Creating the Linear Business Model Canvas
Involves
“Flattening”
Or
“Thinking Out of the Box” of
The Non‐Linear Business Model Canvas
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
7. The Linear Business Model Canvas
Is Essentially
A Chain of the 9 Topics on The Business Model Canvas:
KP KR KA VP CH CR CS R$ C$
Cause Effect (Result)
On the Linear Business Model Canvas,
The 9 Topics Are Arranged in
A Linear Sequence That Reflects
The Cause‐and‐Effect Chain of an Ecosystem:
Input‐Processing‐Output‐Feedback‐Environment‐Result (IPOFER)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
8. A Unique Characteristic of
The Linear Business Model Canvas
Is
Generalization of the Topics of
“Revenue Streams” and “Cost Structure.”
“Revenue Streams” has an extended description
of “Delight”
“Cost Structure” is now described under “Pain”
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
9. The Inclusion of “Delight” and “Pain”
In
the Linear Business Model Canvas Allows
Value to Be Defined
As the Ratio of Delight to Pain
(Instead of Just As Profit or the Ratio of Revenue to Cost).
Also, the Above Description of Value
Means That the Linear Business Model Canvas
Can Be Applied to All Types of Projects.
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
10. Ideally,
The Maximization of Value
Involves … 9 Archetypal Business Models
High
DELIGHT (+):
1 2 3
Revenue; 4 5 6
Differentiation;
Quality
Low 7 8 9
Low High
PAIN (‐):
o Maximization of Delight: Revenue (Streams);
Cost
Performance; Functionality; Quality; Reliability; Brand/Image/Reputation;
Differentiation; Customization/Personalization
o Minimization of Pain: Cost (Structure); Size; Weight; Waste; Defects; Complexity;
Inaccessibility; Inconvenience; Time (Delay); Obstacles/Barriers/Problems; Risks
Key BLUE OCEAN SWEET SPOT LUXURY SPOT DISRUPTION (LEAN) SPOT
1 2 3 4
Profitable
Business Models
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
11. The Linear Business Model Canvas: An Outline of 9 Topics
KP
Key Partnerships (Partners/Alliances/Complementors)
KR
Key Resources (Supplies/Inputs/Employees/Machinery/Tool)
KA
Key Activities (Process/Strategy/Business Job‐To‐Be‐Done)
VP
Value Proposition (Product/Service)
CH Channels (Distribution)
CR Customer Relationships (Engagement/Acquisition/Retention)
CS Customer Segments (Problems/Needs/Job‐To‐Be‐Done)
R$ Revenue Streams (Delight: +)
(Value = Delight/Pain)
C$ Cost Structure (Pain: ‐)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
12. NOW, YOU CAN
INSTANTLY AND COLLABORATIVELY USE
THE LINEAR BUSINESS MODEL CANVAS
FOR PROJECTS
ANYWHERE AND EVERYWHERE:
No Special Graphic Layout or Canvas
Is
Required
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
13.
THE MINIMUM LINEAR BUSINESS MODEL CANVAS
IS ENTIRELY TEXT‐BASED.
This Linear Business Model Canvas
Does Not Need
Any Special or Dedicated Software
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
14.
THE MINIMUM LINEAR BUSINESS MODEL CANVAS
REQUIRES ONLY PEN AND BLANK PAPER
OR
BASIC TEXT‐EDITING (WORD PROCESING) SOFTWARE
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
15. Background on
The Linear Business Model Canvas
Rod King Created the Linear Business Model Canvas as
A “Minimum Viable Product (MVP)”
of the Business Model Canvas
Which Was Created By Alexander Osterwalder and
Featured in the Book,
“Business Model Generation.”
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
16. Main Purpose of
The Linear Business Model Canvas
The Linear Business Model Canvas
Focuses on Ubiquitously
Achieving Performance Improvement and
Business Model Innovation
In
Simpler, Faster, and “Funner” Ways
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
17. Universality of
The Linear Business Model Canvas
The Linear Business Model Canvas
Can Also Be Regarded As One of Many Systems
[“Minimum Viable Interfaces,” Dashboards, or Objects]
For Portrayal on the Visual Platform of
The Disruptor’s Arrow of Time
Which Integrates All Tools in Strategic Management
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
18. Advantages of The Linear Business Model Canvas
Elimination of Complex Graphic Layout (Canvas): Easier to Read Linear Format
Simplicity in Form and Structure; Infinitely Long (“DNA” Fractal) Format
Intuitive Linear Logic That is Applicable to All Systems: Living and Non‐living
Faster Learning and Easier Application; Easier Customization and Extension
Direct Linkage to Existing Tools of Business/Strategic Planning, Performance
Management, Total Quality Management, Business Process Improvement,
Product Innovation, Inventive Problem Solving, and Portfolio Management
Collaborative Development of Strategy (Blue Ocean Strategy) and Scenarios
Easier Development, Update, and Tracking of Business Model Plan/Dashboard
Diversified and Novel Linear Layouts for Topics of the Business Model Canvas
Facilitates Comparative Analysis, Benchmarking, and Pattern Identification
Can Easily Be Presented as a Game in Many Formats; Facilitates Gamification
Outline of Topics Can Easily Be Converted to a Report for a Business Model Plan
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
19. Logic of Sequence on The Linear Business Model Canvas
KP
Key Partnerships (Supply/
Upstream
Left Brain ‐ Evaluate
Key Resources Input)
E
KR
HOW?
SUPPLY INFRASTRUCTURE
[D]esign (Inside the Enterprise) C
KA
Key Activities (Processing)
‐ Input/Processing/Output (System) O
VP
Value Proposition (Product)
Product‐Market Fitness S
(Feedback)
Y
CH Channels (Distribution) Midstream Right Brain ‐ Explore
WHAT? S
CR Customer Relationships DEMAND INFRASTRUCTURE
[N]eeds (Outside the Enterprise)
T
CS Customer Segments ‐ Local Environment
E
Downstream
Total Brain ‐ Envision
R$ Revenue Streams (Delight) WHY? M
SHARED VALUE
[A]spirations
C$ Cost Structure (Pain)
(= Delight/Pain)
‐ Result (Effect)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
20. The Usefulness, Areas of Application, and Power
Of
The Linear Business Model Canvas Are
Exponentially Increased
When the Linear Business Model Canvas
Is Presented on
The Disruptor’s Arrow of Time
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
21. Disruptor’s Arrow of Time (DAT): ………………………………………….……………………………….. Client/Customer: ………………………………….……
Objective: ……………………………………………………………………………………………………………………………. Date: ………………………………….……
PRESENT SYSTEM VALUE DISRUPTION STRATEGY – FUTURE SYSTEM
(Where currently are we?) Evolve, Plan, or Disrupt: E.R.I.C. (Where must we go?)
(Eliminate/Reduce/Increase/Create) Short/Medium/Long‐term
DREAM/
VISION/
Ideal
Final
Result
(IFR):
Value
(+/‐)
CONSTRAINTS (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
22. Linear BMC‐Arrow of Time (LBMC‐AT): …………………………..…………………………………….. Client/Customer: ………………………………….……
Objective: Business Model Documentation, Improvement, Innovation, and Presentation Date: ………………………………….……
PRESENT SYSTEM – VALUE DISRUPTION STRATEGY – FUTURE SYSTEM –
Linear Business Model Canvas (LBMC) Evolve, Plan, or Disrupt: E.R.I.C. Linear Business Model Canvas (LBMC)
(Eliminate/Reduce/Increase/Create) Short/Medium/Long‐term
KP – Key Partners KP
KR – Key Resources
KR
KA – Key Activities
KA
DREAM/
VP – Value Proposition VP
VISION/
Ideal
CH – Channels CH
Final
Result
CR – Customer Relationships CR
(IFR):
CS – Customer Segments Value
CS (+/‐)
R$ – Revenue Streams (Delight: +) R$
C$ – Cost Structure (Pain: ‐) C$
CONSTRAINTS (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
23. Linear BMC‐Arrow of Time (LBMC‐AT) for “Business Model Generation” Project Client/Customer: ………………………………….……
Objective: Business Model Documentation, Improvement, Innovation, and Presentation Date: ………………………………….……
PRESENT SYSTEM – 2008 VALUE DISRUPTION STRATEGY – FUTURE SYSTEM – 2009
Linear Business Model Canvas (LBMC) Evolve, Plan, or Disrupt: E.R.I.C. Linear Business Model Canvas (LBMC)
For Traditional Book Authors/Publishers (Eliminate/Reduce/Increase/Create) For “Business Model Generation” Project
KP – Key Partners Eliminate Publishers KP The Movement (Design); Ning Platform;
Publishers Amazon.com; 3rd Party Logistics Company
KR – Key Resources Blog and Visibility on the Web; Business
KR
Model Hub; Powerful Methodology
KA – Key Activities Eliminate Logistics & Shipping Content Production; Hub Management;
Logistics & Shipping KA Guerilla Marketing and Word‐of‐Mouth
VP – Value Proposition Visual, Practical, and Beautiful Handbook; DREAM/
VP
Co‐creation; Personalized Book VISION/
CH – Channels Eliminate Intermediation Hub Members; Word‐of‐Mouth; Amazon. Ideal
CH
Intermediation Through Publishers Through Publishers com; BusinessModelHub.com; Book Stores Final
CR – Customer Relationships CR Businessmodelhub.com; Result
Business Model Event (Amsterdam) (IFR):
CS – Customer Segments CS Visionaries, Game Changers, and Challeng‐ Value
ers; Entrepreneurs, Execs, etc.; Companies (+/‐)
R$ – Revenue Streams (Delight: +) R$ Hub Membership Fees; Advance & Post‐
publication Sales; Giveaways; Royalties; etc.
C$ – Cost Structure (Pain: ‐) C$ Design; Content Production; Printing;
Distribution
CONSTRAINTS (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?
Reference: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
24. BME‐Arrow of Time (BME‐AT): …………………………..………………………………………………….. Client/Customer: ………………………………….……
Objective: Industry and Environmental Analysis; Competitive Advantage Date: ……………………………….……
PRESENT SYSTEM – VALUE DISRUPTION STRATEGY – FUTURE SYSTEM – Short/Medium/Long‐term
Business Model Environment (LBME) Evolve, Plan, or Disrupt: E.R.I.C. Business Model Environment (LBME)
Global Environment (Eliminate/Reduce/Increase/Create) Global Environment
INDUSTRY FORCES
DREAM/
MARKET FORCES VISION/
Ideal
Final
Result
MACRO‐ECONOMIC FORCES
(IFR):
Value
(+/‐)
PESTLIED FACTORS (KEY TRENDS)
CONSTRAINTS (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?
Key: PESTLIED = Political; Economic; Social; Technological; Legal; International; Environmental; Demographic
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
25.
APPENDIX
A More Comprehensive and
Universal System Modeling
Using the Interface of the
“SEMPORCES” Tool
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
26. “SEMPORCES” Tool for Living & Non‐living Ecosystems
S Suppliers/Inputs/Partners
Upstream
Left Brain ‐ Evaluate E
E Employees/Brand/IP/etc. HOW?
SUPPLY INFRASTRUCTURE
[D]esign (Inside the Enterprise) C
M Machinery/Facilities/etc.
‐ Input/Processing/Output (System) O
P Process/Strategy
Product‐Market Fitness S
(Feedback)
Y
O Output (Product/Service) Midstream
Right Brain ‐ Explore
S
R Retailers/Channels WHAT?
DEMAND INFRASTRUCTURE
[N]eeds (Outside the Enterprise) T
C Customers/Consumers ‐ Global/Local Environment
E
E Environment (Global) Downstream M
WHY?
Total Brain – Envision
SHARED VALUE
S Shared Value (Delight/Pain)
[A]spirations
(= Delight/Pain)
‐ Result (Effect)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
27. SEMPORCES‐Arrow of Time (S‐AT): …………………..…..………………………………………..…….. Client/Customer: ………………………………….……
Objective: Business Model Documentation, Improvement, Innovation, and Presentation Date: ………………………………….……
PRESENT SYSTEM – VALUE DISRUPTION STRATEGY – FUTURE SYSTEM –
SEMPORCES Evolve, Plan, or Disrupt: E.R.I.C. SEMPORCES
(Eliminate/Reduce/Increase/Create) Short/Medium/Long‐term
S – Suppliers/Inputs/Partners
S
E – Employees/Culture/Brand/IP
E
M – Machinery/Technology/Tool/Infra’
M
P – Process/Strategy/Job To Be Done DREAM/
P
VISION/
O – Output (Product/Service) Ideal
O
Final
R – Retailers/Distributors/Channels/CRM Result
R
(IFR):
C – Customers/Consumers (Problems) Value
C
(+/‐)
E – Environment (Global) E
S – Shared Dream/Mission/Result/ROI
S
CONSTRAINTS (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
28.
The Disruptor’s Arrow of Time
Is
The Main Tool for
Business Model Project Management
(BMPM)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
29.
Plan, Organize, Manage, and Present
(Business) Projects
In
Simpler, Better, Leaner, and Faster Ways
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”
30. “Every Object in the Universe
Is
A System or an Ecosystem
That Can Be Described Using
The Same Categories as in
A Business DNA Model,
Linear Business Model Canvas, and/or
Disruptor’s Arrow of Time”
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“Visually Organize and Manage the World’s Systems, Projects, and Trends”