The world of personal and business development is awash with books about how to achieve goals. Yet, many people fail to achieve their goals using the suggested approaches and tools in those books as well as training courses. Why?
In this presentation, a new approach is presented, which is based on the art and science of how systems (and in particular, business model engines) work. King's Universal Business Model Equation (UBME) is presented for explaining why and how people and organizations fail to achieve their goals. UBME can also be used as a framework for setting, achieving, and managing goals using the simple but extremely versatile tool of the One-Page Strategy & Execution (OPSE) Map. Benefits of using the OPSE Map include the delight of rapidly achieving your goals as well as enormous savings in time, money, and energy in projects in the WE_Economy.
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...Rod King, Ph.D.
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
House of Lean Canvas & Business Model Canvas: A PEOPLE-BEFORE-PROFIT (PBP) MA...Rod King, Ph.D.
Today, many businesses use the Business Model Canvas and Lean Canvas for visually organizing and managing information regarding business models. The Business Model Canvas has its trade-offs in terms of strengths and weaknesses. And so does the Lean Canvas. In the above presentation, the House of Lean Canvas and Business Model Canvas is presented. This house seamlessly integrates topics of the Lean Canvas and Business Model Canvas while eliminating the trade-off of each tool.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...Rod King, Ph.D.
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
Simply Standardize Over 40 Business Modeling Tools: The 4Q-Business Model Int...Rod King, Ph.D.
Every day, more and more tools are emerging for visualizing part of or a whole business model. This presentation visually summarizes over 40 business modeling tools. A unique aspect of this presentation is that each business modeling tool is linked to the 4Q-Business Model Diamond which can serve as a tool for translating business modeling tools into a common visual language. In short, the 4Q-Business Model Diamond can serve as a standard tool for visualizing part or whole of a business model (system).
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
PEOPLE FIRST ORGANIZATION & DESIGN (PFOD) for Startups & Established Organiza...Rod King, Ph.D.
This presentation features the visual tool of People First Community (PFC) Map. Although the strategy of "Put People First" is intuitive, startups and established organizations experience great difficulties in translating into reality the strategy of "Put People First." The visual tool of the People First Community (PFC) Map starts with "WHO" while mapping all stakeholders in a community. A PCF Map can be prepared for past, present, and future communities while managing as well as designing a strategy of "Put People First."
UPSPM Menu for Answering THE TOUGHEST QUESTION IN BUSINESSRod King, Ph.D.
What is the toughest question in business?
Whether your organization is a matured company or a Lean Startup, the toughest question in business is arguably: WILL OUR BUSINESS PROJECT SUCCEED?
There are many approaches for answering the toughest question in business or Business Viability Question (BVQ). This Slide deck uniquely presents the Universal Problem Solving & Project Management (UPSPM) Menu which is a visual summary of five popular approaches. The tabular format of the presentation facilitates comparison of the pros and cons of each approach or tool.
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...Rod King, Ph.D.
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
House of Lean Canvas & Business Model Canvas: A PEOPLE-BEFORE-PROFIT (PBP) MA...Rod King, Ph.D.
Today, many businesses use the Business Model Canvas and Lean Canvas for visually organizing and managing information regarding business models. The Business Model Canvas has its trade-offs in terms of strengths and weaknesses. And so does the Lean Canvas. In the above presentation, the House of Lean Canvas and Business Model Canvas is presented. This house seamlessly integrates topics of the Lean Canvas and Business Model Canvas while eliminating the trade-off of each tool.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...Rod King, Ph.D.
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
Simply Standardize Over 40 Business Modeling Tools: The 4Q-Business Model Int...Rod King, Ph.D.
Every day, more and more tools are emerging for visualizing part of or a whole business model. This presentation visually summarizes over 40 business modeling tools. A unique aspect of this presentation is that each business modeling tool is linked to the 4Q-Business Model Diamond which can serve as a tool for translating business modeling tools into a common visual language. In short, the 4Q-Business Model Diamond can serve as a standard tool for visualizing part or whole of a business model (system).
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
PEOPLE FIRST ORGANIZATION & DESIGN (PFOD) for Startups & Established Organiza...Rod King, Ph.D.
This presentation features the visual tool of People First Community (PFC) Map. Although the strategy of "Put People First" is intuitive, startups and established organizations experience great difficulties in translating into reality the strategy of "Put People First." The visual tool of the People First Community (PFC) Map starts with "WHO" while mapping all stakeholders in a community. A PCF Map can be prepared for past, present, and future communities while managing as well as designing a strategy of "Put People First."
UPSPM Menu for Answering THE TOUGHEST QUESTION IN BUSINESSRod King, Ph.D.
What is the toughest question in business?
Whether your organization is a matured company or a Lean Startup, the toughest question in business is arguably: WILL OUR BUSINESS PROJECT SUCCEED?
There are many approaches for answering the toughest question in business or Business Viability Question (BVQ). This Slide deck uniquely presents the Universal Problem Solving & Project Management (UPSPM) Menu which is a visual summary of five popular approaches. The tabular format of the presentation facilitates comparison of the pros and cons of each approach or tool.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
Generating opportunity maps with customer jobs to-be-doneHutch Carpenter
Outlines a method for soliciting your customers' jobs-to-be-done. These customer insights then become an opportunity map for targeting high impact innovation.
The Simplest Game for Mastering Business Model Innovation and Improvement: RO...Rod King, Ph.D.
The RODopoly Railboard is a unique visual presentation that of a gameboard that can be used for rapidly learning about business model innovation and improvement.
The RODopoly Railboard above can be used in many and different ways. Nowadays, "Entrepreneurs are everywhere." Kids in Middle School are being increasingly introduced to entrepreneurship. I thought, "Rather than use a business plan to organize ideas on entrepreneurship as well as business planning and management, why not use a gameboard?" The RODopoly Railboard lends itself to quizzes and adaptation of classic "obstacle race" games such as Ludo and Barricade. Not only would players be using business vocabulary before and during the game, but also they can learn about business tools afterwards.
The RODopoly Railboard inherently contains ideas and tools such as Supply Chain, Core Competence, Growth Engine, Five Forces, Value Net, and Business Model. I hope these comments indicate how valuable is the RODopoly Railboard. Use of the RODopoly Railboard is limited only by your imagination!
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
9 THINKING CAPS: How Great Leaders, Strategists, and Innovators Like Steve Jo...Rod King, Ph.D.
This presentation introduces the tool of "9 Thinking Caps." Based on the gaming platform of Business TicTacToe, the 9 Thinking Caps refer to the 9 cells of the Business TicTacToe.
The tool of the 9 Thinking Caps can be used to comprehensively explain why some projects achieve extraordinary success while others fail. By uniquely labeling each cell, one can visually organize and manage ideas for projects in any domain especially Strategic Planning, Business Strategy, Business Model Innovation, and Product Innovation.
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...Rod King, Ph.D.
Introduced by Robert Kaplan and David Norton in the early 1990's, the Balanced Scorecard (BSC) is a popular tool for performance management. However, the Balanced Scorecard is mainly used by large organizations or corporations. One reason may be that the Balanced Scorecard is inaccessible by many entrepreneurs and startups as well as small and medium businesses because of its apparent complexity and level of detail.
This presentation introduces the Balanced Scorecard (BSC) Envelope which is a simpler, funner, and versatile variant of the traditional Balanced Scorecard. The BSC Envelope, which targets non-users of the Balanced Scorecard, can interactively be used with index cards, Post-Its, and ordinary paper.
A unique aspect of the Balanced Scorecard Envelope is that it focuses on answering the four questions of WHY, WHO, WHAT, and HOW before focusing on the four traditional questions of the Balanced Scorecard. The Balanced Scorecard Envelope also introduces the process of the OTHER Loop and DOMTI Attributes for the WHY, WHO, WHAT, and HOW of any project. Note that OTHER is an acronym for Observe, Think, Hypothesize, Experiment, and Reflect. DOMTI is an acronym that stands for Description, Objectives, Measures, Targets, and Initiatives.
What do you think?
FROM TRADITIONAL ACCOUNTING TO BUSINESS MODEL IMPROVEMENT & INNOVATION ACCOUN...Rod King, Ph.D.
Traditionally, businesses or business models are managed using financial metrics. However, financial metrics such as profit and revenue are lagging indicators that are available at the end of a financial period. In today's volatile, uncertain, complex, and ambiguous environment, real-time metrics are needed for (corrective) actions to be taken in real time and in particular, before the end of a financial period. Also, for innovation projects by startups, financial metrics are not useful in early stages of the project such as when discovering (paying) customers and finding product-market fit. Leading metrics are therefore required especially for startups.
This presentation offers a tool - Business Model Scorecard - that can be used to monitor the progress of a project throughout its lifecycle: from idea through startup to established company. The Business Model Scorecard focuses on four categories of success metrics: Viability; Desirability; Sustainability; Feasibility. These metrics, which directly relate to the 4 engines of a business model, can be used to holistically monitor the performance of a business model throughout its lifecyle.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
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.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Facilitating STEM Gamification & Business Model Gamification Projects: Some V...Rod King, Ph.D.
This presentation contains some visual templates for facilitating STEM Gamification as well as Business Model Gamification projects. STEM is an acronym for Science; Technology; Engineering; Mathematics.
The VALUE CHAIN (VC) YACHT: Discover and Solve Customer Problems Better, Fast...Rod King, Ph.D.
It is a truism that organizations that survive and prosper are those that discover and solve customer problems better, faster, and cheaper. This presentation introduces a fun tool, the Value Chain (VC) Yacht, that enables startups as well as established organizations to discover and solve problems better, faster, and cheaper. The VC Yacht is an extremely versatile tool for problem finding and solving. The VC Yacht can be used to illustrate, derive, explain, and apply over 40 tools that are used for finding and solving problems.
http://goo.gl/b5FGHZ
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...Rod King, Ph.D.
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.
This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.
http://goo.gl/j0rc4V
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...Rod King, Ph.D.
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
The team at GV (Google Ventures) has graciously published a fabulous book, "Sprint," in which Jake Knapp with John Zeratsky and Braden Kowitz comprehensively explain their Design Sprint Methodology. It's a five-day process that spans from Monday to Friday. Design Sprint Events or Activities are respectively Understand-Diverge-Decide-Prototype-Validate. This presentation focuses on Event 1, which is "Understand."
In this presentation, the visual tool of the Design Sprint (DS) Map is used to summarize "Understand" tasks as a visual checklist. In addition, the DS Map is used to present a worksheet that is used to visually collect, organize, select, and test (C.O.S.T.) ideas during a Design Sprint. Included in the presentation are three case studies that illustrate how the "Understand" activity is used on Day (Event) 1 of the 5-Day Sprint.
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.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
Generating opportunity maps with customer jobs to-be-doneHutch Carpenter
Outlines a method for soliciting your customers' jobs-to-be-done. These customer insights then become an opportunity map for targeting high impact innovation.
The Simplest Game for Mastering Business Model Innovation and Improvement: RO...Rod King, Ph.D.
The RODopoly Railboard is a unique visual presentation that of a gameboard that can be used for rapidly learning about business model innovation and improvement.
The RODopoly Railboard above can be used in many and different ways. Nowadays, "Entrepreneurs are everywhere." Kids in Middle School are being increasingly introduced to entrepreneurship. I thought, "Rather than use a business plan to organize ideas on entrepreneurship as well as business planning and management, why not use a gameboard?" The RODopoly Railboard lends itself to quizzes and adaptation of classic "obstacle race" games such as Ludo and Barricade. Not only would players be using business vocabulary before and during the game, but also they can learn about business tools afterwards.
The RODopoly Railboard inherently contains ideas and tools such as Supply Chain, Core Competence, Growth Engine, Five Forces, Value Net, and Business Model. I hope these comments indicate how valuable is the RODopoly Railboard. Use of the RODopoly Railboard is limited only by your imagination!
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
9 THINKING CAPS: How Great Leaders, Strategists, and Innovators Like Steve Jo...Rod King, Ph.D.
This presentation introduces the tool of "9 Thinking Caps." Based on the gaming platform of Business TicTacToe, the 9 Thinking Caps refer to the 9 cells of the Business TicTacToe.
The tool of the 9 Thinking Caps can be used to comprehensively explain why some projects achieve extraordinary success while others fail. By uniquely labeling each cell, one can visually organize and manage ideas for projects in any domain especially Strategic Planning, Business Strategy, Business Model Innovation, and Product Innovation.
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...Rod King, Ph.D.
Introduced by Robert Kaplan and David Norton in the early 1990's, the Balanced Scorecard (BSC) is a popular tool for performance management. However, the Balanced Scorecard is mainly used by large organizations or corporations. One reason may be that the Balanced Scorecard is inaccessible by many entrepreneurs and startups as well as small and medium businesses because of its apparent complexity and level of detail.
This presentation introduces the Balanced Scorecard (BSC) Envelope which is a simpler, funner, and versatile variant of the traditional Balanced Scorecard. The BSC Envelope, which targets non-users of the Balanced Scorecard, can interactively be used with index cards, Post-Its, and ordinary paper.
A unique aspect of the Balanced Scorecard Envelope is that it focuses on answering the four questions of WHY, WHO, WHAT, and HOW before focusing on the four traditional questions of the Balanced Scorecard. The Balanced Scorecard Envelope also introduces the process of the OTHER Loop and DOMTI Attributes for the WHY, WHO, WHAT, and HOW of any project. Note that OTHER is an acronym for Observe, Think, Hypothesize, Experiment, and Reflect. DOMTI is an acronym that stands for Description, Objectives, Measures, Targets, and Initiatives.
What do you think?
FROM TRADITIONAL ACCOUNTING TO BUSINESS MODEL IMPROVEMENT & INNOVATION ACCOUN...Rod King, Ph.D.
Traditionally, businesses or business models are managed using financial metrics. However, financial metrics such as profit and revenue are lagging indicators that are available at the end of a financial period. In today's volatile, uncertain, complex, and ambiguous environment, real-time metrics are needed for (corrective) actions to be taken in real time and in particular, before the end of a financial period. Also, for innovation projects by startups, financial metrics are not useful in early stages of the project such as when discovering (paying) customers and finding product-market fit. Leading metrics are therefore required especially for startups.
This presentation offers a tool - Business Model Scorecard - that can be used to monitor the progress of a project throughout its lifecycle: from idea through startup to established company. The Business Model Scorecard focuses on four categories of success metrics: Viability; Desirability; Sustainability; Feasibility. These metrics, which directly relate to the 4 engines of a business model, can be used to holistically monitor the performance of a business model throughout its lifecyle.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
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.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Facilitating STEM Gamification & Business Model Gamification Projects: Some V...Rod King, Ph.D.
This presentation contains some visual templates for facilitating STEM Gamification as well as Business Model Gamification projects. STEM is an acronym for Science; Technology; Engineering; Mathematics.
The VALUE CHAIN (VC) YACHT: Discover and Solve Customer Problems Better, Fast...Rod King, Ph.D.
It is a truism that organizations that survive and prosper are those that discover and solve customer problems better, faster, and cheaper. This presentation introduces a fun tool, the Value Chain (VC) Yacht, that enables startups as well as established organizations to discover and solve problems better, faster, and cheaper. The VC Yacht is an extremely versatile tool for problem finding and solving. The VC Yacht can be used to illustrate, derive, explain, and apply over 40 tools that are used for finding and solving problems.
http://goo.gl/b5FGHZ
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...Rod King, Ph.D.
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.
This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.
http://goo.gl/j0rc4V
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...Rod King, Ph.D.
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
The team at GV (Google Ventures) has graciously published a fabulous book, "Sprint," in which Jake Knapp with John Zeratsky and Braden Kowitz comprehensively explain their Design Sprint Methodology. It's a five-day process that spans from Monday to Friday. Design Sprint Events or Activities are respectively Understand-Diverge-Decide-Prototype-Validate. This presentation focuses on Event 1, which is "Understand."
In this presentation, the visual tool of the Design Sprint (DS) Map is used to summarize "Understand" tasks as a visual checklist. In addition, the DS Map is used to present a worksheet that is used to visually collect, organize, select, and test (C.O.S.T.) ideas during a Design Sprint. Included in the presentation are three case studies that illustrate how the "Understand" activity is used on Day (Event) 1 of the 5-Day Sprint.
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.
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.
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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
[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
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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/
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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30. WHAT
Ways
WHY
End
WHO
People
HOW
Means
q ENVIRONMENT
q Industry
Job To Get Done (JTGD): ..................................... Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Universal Business Model Equa2on for the WE Economy
OPSE Chain (6Q-Cards)
WHAT
Ways
WHY
End
WHO
People
HOW
Means
Result
(Trade-off: -/+)
People Strategy
(Prototype)
ExecuEon
WHERE
Space
WHEN
Time
31. WHAT
Ways
WHY
End
WHO
People
HOW
Means
q ENVIRONMENT
q Industry
Job To Get Done (JTGD): ..................................... Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Universal Business Model Equa2on for the WE Economy
OPSE Chain (6Q-Cards)
WHAT
Ways
WHY
End
WHO
People
HOW
Means
Result
(Trade-off: -/+)
People Strategy
(Prototype)
ExecuEon
WHERE
Space
WHEN
Time
CUSTOMER GROWTH ENGINE
ENTERPRISE ENGINE
VALUE ENGINE
32. WHAT
Ways
WHY
End
WHO
People
HOW
Means
q ENVIRONMENT
q Industry
Job To Get Done (JTGD): ..................................... Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Universal Business Model Equa2on for the WE Economy
OPSE Chain (6Q-Cards)
WHAT
Ways
WHY
End
WHO
People
HOW
Means
Result
(Trade-off: -/+)
People Strategy
(Prototype)
ExecuEon
WHERE
Space
WHEN
Time
CUSTOMER GROWTH ENGINE:
Delivers Value
ENTERPRISE ENGINE:
Creates Value
VALUE ENGINE:
Captures/Shares Value
33. WHAT
Ways
WHY
End
WHO
People
HOW
Means
q ENVIRONMENT
q Industry
Job To Get Done (JTGD): ..................................... Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Universal Business Model Equa2on for the WE Economy
OPSE Chain (6Q-Cards)
WHAT
Ways
WHY
End
WHO
People
HOW
Means
Result
(Trade-off: -/+)
People Strategy
(Prototype)
ExecuEon
WHERE
Space
WHEN
Time
CUSTOMER GROWTH ENGINE:
Delivers Value
ENTERPRISE ENGINE:
Creates Value
VALUE ENGINE:
Captures/Shares Value
34. WHAT
Ways
WHY
End
WHO
People
HOW
Means
q ENVIRONMENT
q Industry
Job To Get Done (JTGD): ..................................... Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Universal Business Model Equa2on for the WE Economy
OPSE Chain (6Q-Cards)
WHAT
Ways
WHY
End
WHO
People
HOW
Means
Result
(Trade-off: -/+)
People Strategy
(Prototype)
ExecuEon
WHERE
Space
WHEN
Time
CUSTOMER GROWTH ENGINE:
Delivers Value
ENTERPRISE ENGINE:
Creates Value
VALUE ENGINE:
Captures/Shares Value
35. q ENVIRONMENT
q Industry
Job To Get Done (JTGD): ..................................... Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Universal Business Model Equa2on for the WE Economy
OPSE Chain (6Q-Cards)
Result
(Trade-off: -/+)
People Strategy
(Prototype)
ExecuEon
WHERE
Space
WHEN
Time
CUSTOMER GROWTH ENGINE:
Delivers Value
ENTERPRISE ENGINE:
Creates Value
VALUE ENGINE:
Captures/Shares Value
WHY
End
WHAT
Strategy
WHY
End
WHO
People
HOW
Execu2on
WHAT
Strategy
WHO
People
HOW
Execu2on
64. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Pain/Delight (-/+): ….....
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
Org./Project: …......................
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
65. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Strategy; Compe22ve Advantage
q Value Proposi2on
q Product/Service (Prototype)
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Pain/Delight (-/+): ….....
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Org./Project: …......................
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
66. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Strategy; Compe22ve Advantage
q Value Proposi2on
q Product/Service (Prototype)
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Capabili2es (Resources/AcEviEes)
q Management Systems (Dashboard)
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Pain/Delight (-/+): ….....
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Org./Project: …......................
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
67. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Strategy; Compe22ve Advantage
q Value Proposi2on
q Product/Service (Prototype)
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Capabili2es (Resources/AcEviEes)
q Management Systems (Dashboard)
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Trend Analysis
Pain/Delight (-/+): ….....
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Org./Project: …......................
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
68. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Strategy; Compe22ve Advantage
q Value Proposi2on
q Product/Service (Prototype)
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Capabili2es (Resources/AcEviEes)
q Management Systems (Dashboard)
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Industry Analysis
Trend Analysis
Pain/Delight (-/+): ….....
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Org./Project: …......................
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
69. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Strategy; Compe22ve Advantage
q Value Proposi2on
q Product/Service (Prototype)
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Capabili2es (Resources/AcEviEes)
q Management Systems (Dashboard)
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Customer Value Analysis
Industry Analysis
Business Model Analysis
CompeWtor Analysis
Trend Analysis
Pain/Delight (-/+): ….....
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Org./Project: …......................
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
70. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Strategy; Compe22ve Advantage
q Value Proposi2on
q Product/Service (Prototype)
q Winning Aspira2on (MoEvaEon)
q Shared Value (Profit Margin)
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Capabili2es (Resources/AcEviEes)
q Management Systems (Dashboard)
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Customer Value Analysis
Industry Analysis
Business Model Analysis
CompeWtor Analysis
Trend Analysis
Pain/Delight (-/+): ….....
Agile WE Strategy
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Playing Field (Industry/Product)
q Compe2tors (Startups; Incumbents)
q Supply Chain; Non-customers
One-Page Strategy & Execu2on (OPSE) Map
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Org./Project: …......................
q Customers/Market (1/2/MulE-sided)
q Channels (DistribuEon); Suppliers
q Rela2onships/Partners; Influencers
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
80. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Beger an2-aging skin-care products
q Winning marke2ng campaign
q Establish “mass2ge” segment
q Grow from the core: leading brands,
core markets, and mass customers
q Extend into home, beauty, health,
and personal care
q Meaningfully improve the lives of the
world’s consumers
q Deliver leadership, sales, profits, and
value crea2on
q Expand in emerging markets to build
leading posi2ons long term
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/ExecuEon
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Consumer Understanding/Innova-
2on/Branding/Go-to-market/Scaling
q Objec2ves, Goals, Strategy & Metrics
q Opera2ng Total Shareholder Return
q Leadership Development
Agile WE Strategy
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Pain/Delight (-/+): ….....
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
One-Page Strategy & Execu2on (OPSE) Map for P & G
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Strategy
81. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Beger an2-aging skin-care products
q Winning marke2ng campaign
q Establish “mass2ge” segment
q Grow from the core: leading brands,
core markets, and mass customers
q Extend into home, beauty, health,
and personal care
q Meaningfully improve the lives of the
world’s consumers
q Deliver leadership, sales, profits, and
value crea2on
q Expand in emerging markets to build
leading posi2ons long term
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/ExecuEon
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Consumer Understanding/Innova-
2on/Branding/Go-to-market/Scaling
q Objec2ves, Goals, Strategy & Metrics
q Opera2ng Total Shareholder Return
q Leadership Development
Agile WE Strategy
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Pain/Delight (-/+): ….....
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
One-Page Strategy & Execu2on (OPSE) Map for P & G
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Strategy
82. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Beger an2-aging skin-care products
q Winning marke2ng campaign
q Establish “mass2ge” segment
q Grow from the core: leading brands,
core markets, and mass customers
q Extend into home, beauty, health,
and personal care
q Expand in emerging markets to build
leading posi2ons long term
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/ExecuEon
Job To Get Done (JTGD): .....................................
PEOPLE
PURPOSE
SYNERGY
q Consumer Understanding/Innova-
2on/Branding/Go-to-market/Scaling
q Objec2ves, Goals, Strategy & Metrics
q Opera2ng Total Shareholder Return
q Leadership Development
Agile WE Strategy
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
Customer Value Analysis
Industry Analysis
Business Model Analysis
CompeWtor Analysis
Trend Analysis
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
q Meaningfully improve the lives of the
world’s consumers
q Deliver leadership, sales, profits, and
value crea2on
Pain/Delight (-/+): ….....
One-Page Strategy & Execu2on (OPSE) Map for P & G
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Strategy
83. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Beger an2-aging skin-care products
q Winning marke2ng campaign
q Establish “mass2ge” segment
q Target younger women in 30’s & 40’s
q Move upmarket (in “mass2ge”
channel with exis2ng mass retailers)
q Become a leading skin-care brand
q Create key pillar in beauty-care bus.
q Win in chosen channels and markets
q Sell in major geographies (North
America and UK)
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/ExecuEon
One-Page Strategy & Execu2on (OPSE) Map for P & G’s Olay
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
PEOPLE
PURPOSE
SYNERGY
Agile WE Strategy
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Pain/Delight (-/+): ….....
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q Leverage capabili2es of consumer
understanding, brand building, etc.
q Partner to win with consumers, etc.
q Leverage P & G systems, partners …
q “Love the job you’re in”
Job To Get Done (JTGD): Fight signs of aging
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Strategy
84. WHAT
WHY
WHO
HOW
WHERE
WHEN
q PresWge compeWtors will not try to
follow Olay into massWge segment
q Mass compeWtors face lower price Olay
q Sufficiently large number of women
want to “fight the 7 signs of aging”
q Mass retailers will embrace massWge
q Pricing sweet spot exists for masses
q Become a leading skin-care brand
q Create key pillar in beauty-care bus.
q Win in chosen channels and markets
q Emerging massWge segment will be at
least as structurally alracWve as the
current mass-market segment
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/ExecuEon
Job To Get Done (JTGD): Fight signs of aging
PEOPLE
PURPOSE
SYNERGY
Agile WE Strategy – Predic<ons (Hypotheses)
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Pain/Delight (-/+): ….....
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q P & G can create presWge-like brand
posiWoning, packaging, and in-store
promoWon in the mass channel
q P & G can build strong partnerships with
mass retailers
q P & G can have sweet spot cost structure
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
One-Page Strategy & Execu2on (OPSE) Map for P & G’s Olay
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Strategy
85. WHY
HOW
WHERE
WHEN
q PresWge compeWtors will not try to
follow Olay into massWge segment
q Mass compeWtors face lower price Olay
q Sufficiently large number of women
want to “fight the 7 signs of aging”
q Mass retailers will embrace massWge
q Pricing sweet spot exists for masses
q Become a leading skin-care brand
q Create key pillar in beauty-care bus.
q Win in chosen channels and markets
q Emerging massWge segment will be at
least as structurally alracWve as the
current mass-market segment
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/ExecuEon
Job To Get Done (JTGD): Fight signs of aging
PEOPLE
PURPOSE
SYNERGY
Agile WE Strategy – Predic<ons (Hypotheses)
STRATEGIC CHOICE CASCADE (SCC)
1. What is our winning aspira<on?
2. Where will we play?
3. How will we win?
4. What capabili<es must be in place?
5. What management systems are required?
Source: Based on Lafley, A.G.; MarEn, R.L. (2013) Playing to Win.
Massachusels: Harvard Business Review Press.
Pain/Delight (-/+): ….....
1-Page Playbook for Agile WE Strategy
and Execu<on:
Rapidly Play & Win in the WE Economy
q P & G can create presWge-like brand
posiWoning, packaging, and in-store
promoWon in the mass channel
q P & G can build strong partnerships with
mass retailers
q P & G can have sweet spot cost structure
WHAT
WHO
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
One-Page Strategy & Execu2on (OPSE) Map for P & G’s Olay
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Strategy
87. WHAT
WHY
WHO
HOW
WHERE
WHEN
q Beger an2-aging skin-care products
q Winning marke2ng campaign
q Establish “mass2ge” segment
q Target younger women in 30’s & 40’s
q Move upmarket (in “mass2ge”
channel with exis2ng mass retailers)
q Become a leading skin-care brand
q Create key pillar in beauty-care bus.
q Win in chosen channels and markets
q Sell in major geographies (North
America and UK)
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
PEOPLE
PURPOSE
SYNERGY
q Leverage capabili2es of consumer
understanding, brand building, etc.
q Partner to win with consumers, etc.
q Leverage P & G systems, partners …
q “Love the job you’re in”
Agile WE Execu2on
Pain/Delight (-/+): ….....
1
2
3
4
5
6
Choose/Deploy WHEN
Choose/Deploy WHERE
Measure WHO
Build WHAT
Decide HOW
Learn WHY
REPEAT 6Q-Loop (StarWng from Step 1 & using a WE Fractal)
7 STEPS FOR SUCCESSFULLY MANAGING LEAN
INNOVATION (“WICKED”) PROJECTS
7
One-Page Strategy & Execu2on (OPSE) Map for P & G’s Olay
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Job To Get Done (JTGD): Fight signs of aging
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Execu2on
88. WHY
HOW
WHERE
WHEN
q PresWge compeWtors will not try to
follow Olay into massWge segment
q Mass compeWtors face lower price Olay
q Sufficiently large number of women
want to “fight the 7 signs of aging”
q Mass retailers will embrace massWge
q Pricing sweet spot exists for masses
q Become a leading skin-care brand
q Create key pillar in beauty-care bus.
q Win in chosen channels and markets
q Emerging massWge segment will be at
least as structurally alracWve as the
current mass-market segment
q Past/Present/Future (S-Curve)
q Trends (PESTLIED); Test/Execu2on
Job To Get Done (JTGD): Fight signs of aging
PEOPLE
PURPOSE
SYNERGY
Pain/Delight (-/+): ….....
q P & G can create presWge-like brand
posiWoning, packaging, and in-store
promoWon in the mass channel
q P & G can build strong partnerships with
mass retailers
q P & G can have sweet spot cost structure
1
2
3
4
5
6
Choose/Deploy WHEN
Choose/Deploy WHERE
Measure WHO
Build WHAT
Decide HOW
Learn WHY
REPEAT 6Q-Loop (StarWng from Step 1 & using a WE Fractal)
7 STEPS FOR SUCCESSFULLY MANAGING LEAN
INNOVATION (“WICKED”) PROJECTS
7
Agile WE Tes2ng/Execu2on– Predic<ons (Hypotheses)
WHAT
Product
WHO
Market
Fitness
World-class Coaching on Agile WE Strategy & Master of Business Model Engineering (MBME). Agile WE Strategist
Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
One-Page Strategy & Execu2on (OPSE) Map for P & G’s Olay
Rapidly Achieve Tame and Wicked Goals in the WE-Economy
Execu2on