The Organizational Development (OrgDev) Canvas is a universal problem-solving worksheet for presenting, organizing, evaluating, and managing business models as well as business ecosystems
Process consultation team work group OD interventions - Organizational Chan...manumelwin
In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems
Often used in conjunction with teambuilding, self-directed work teams, quality circles, and other interpersonal interventions.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
Process consultation team work group OD interventions - Organizational Chan...manumelwin
In process consultation, the consultant observes individuals and groups in action – helping them learn to diagnose and solve their own problems
Often used in conjunction with teambuilding, self-directed work teams, quality circles, and other interpersonal interventions.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
six box model, introduction to six box model, framework of six box model, purpose of six box model, structure of six box model, rewards in six box model, relationship of six box model, helpful mechanism of six box model, leadership of six box model, disadvantage of six box model.
Introduction to the concepts of corporate governance. Prepared for students with L2 English studying in the United Arab Emirates. Includes information and student activities.
The Lean Organizational Development Canvas: How to Eliminate the Trade-off Be...Rod King, Ph.D.
Are you wondering whether to use the Business Model Canvas or the Lean Canvas? See how the Lean Organizational Development Canvas visually eliminates the trade-off between the Business Model Canvas and the Lean Canvas. The Lean Organizational Development Canvas allows you to see the big picture of the Business Model Canvas while focusing on the product-centric details of the Lean Canvas: it's a win-win solution!
Lean Organizational Development Canvas for the Ideal Organization rod kingRod King, Ph.D.
The Lean Organizational Development Canvas features 10 blocks of best-practice outcomes and goals. The Lean Organizational Development Canvas for the ideal organization, which is like an unchanging North Star, can be used to facilitate the auditing, improvement, and design of business models.
six box model, introduction to six box model, framework of six box model, purpose of six box model, structure of six box model, rewards in six box model, relationship of six box model, helpful mechanism of six box model, leadership of six box model, disadvantage of six box model.
Introduction to the concepts of corporate governance. Prepared for students with L2 English studying in the United Arab Emirates. Includes information and student activities.
The Lean Organizational Development Canvas: How to Eliminate the Trade-off Be...Rod King, Ph.D.
Are you wondering whether to use the Business Model Canvas or the Lean Canvas? See how the Lean Organizational Development Canvas visually eliminates the trade-off between the Business Model Canvas and the Lean Canvas. The Lean Organizational Development Canvas allows you to see the big picture of the Business Model Canvas while focusing on the product-centric details of the Lean Canvas: it's a win-win solution!
Lean Organizational Development Canvas for the Ideal Organization rod kingRod King, Ph.D.
The Lean Organizational Development Canvas features 10 blocks of best-practice outcomes and goals. The Lean Organizational Development Canvas for the ideal organization, which is like an unchanging North Star, can be used to facilitate the auditing, improvement, and design of business models.
Codeweavers Development - The Toyota WayPaul Boocock
At Codeweavers we aspire to be great and following the principles laid out in The Toyota Way help us to achieve that.
These principles are at the very core of our business and culture, nearly everything we do stems from these fundamentals.
Oracle OpenWorld 2009 AIA Best PracticesRajesh Raheja
Oracle OpenWorld 2009 Session S311197
Jedi Masters Reveal
Oracle Application Integration Architecture (AIA) Foundation Pack Best Practices
Building Process Integrations
Getting More Customers in Less Time and at Lower Cost: A Case Study on Google...Rod King, Ph.D.
One of the toughest problems in business especially for startups is to consistently acquire and grow customers. Many startups fail because of insufficient customer numbers. Google (Search) is one of few startups that have not only acquired more customers in less time and at lower cost but developed a system that offers similar benefits to customers.
The Business DNA Pyramid, a minimum version of which is presented above, shows the basic framework that Google used to rapidly acquire customers at lower cost. The key assumption is that Google always aspires to be a game-changing organization with a game-changing (winning) vision, strategy, and product. And Google has greatly succeeded.
What do you think?
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.
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...Rod King, Ph.D.
Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?
Zoomable Project Canvas for Business Model Improvement and Disruption - vdd u...Rod King, Ph.D.
There is an emerging school of thought which advocates that startups should ‘pitch’ their business models rather than business plans. Accordingly, startups should present their business model using a one-page business model map such as the Business Model Canvas. Prominent proponents of this school of thought include Steve Blank, Alex Osterwalder, and Nathan Furr. This “Business Model-School of Thought” has an ongoing battle with the “Business Plan-School of Thought.” The war cry of the Business Model-School of Thought is “Burn your business plan.”
But, should the traditional business plan be completely burnt? Should the Business Model Canvas (or derivatives such as the Lean Canvas) be the only document presented such as in Startup Competitions, which are increasingly called “Business Model Competitions”? What about a founder/startup’s Goals, Vision, Mission, and Aspirations which are usually available in a traditional business plan but not directly catered for in the 9 blocks of the Business Model Canvas? How can we have the best of both worlds: obtain the comprehensive view and depth of a business plan while maintaining the relevance and efficiency of one-page business model maps such as the Business Model Canvas (or Lean Canvas)?
The answer may lie in the use of a zoomable but adaptive story canvas – the “Zoomable Project Canvas” - a rudimentary form of which I used in 2007 to obtain venture financing for my visual search engine startup. Over the years, I’ve refined the layout and logic of the zoomable page of the Zoomable Project Canvas, which I consider as a “living organism.” As I read the history of extraordinarily successful startups such as Google, Netflix, and Cirque du Soleil, I cannot help but observe that their story of birth and growth neatly maps into the 4 Improvement/Disruption (I/D) Questions of the Universal Project Canvas.
The 4 Improvement/Disruption Questions are as follows:
#1: What BUSINESS MODEL to improve/disrupt? Present Business Model
#2: How best to improve/disrupt BUSINESS MODEL? Process/Strategy
#3: What BUSINESS MODEL to improve/disrupt TO? Future Business Model
#4: Why improve/disrupt BUSINESS MODEL? Goal/Vision/Result/Aspirations
The Zoomable Project Canvas is the one tool that can be used as a visual platform for facilitating tools and methodologies such as Brainstorming, Customer Development, Business Model Canvas, Lean Canvas, Business DNA Map, Agile Development, Lean Startup, Six Sigma, TRIZ, and Theory of Constraints.
HOW ENTREPRENEURS AND BUSINESSES CAN BETTER SOLVE COMMUNITY PROBLEMS: The Glo...Rod King, Ph.D.
"Capitalism as usual" is increasingly coming under attack. According to an increasing number of observers, society and the environment are suffering while many corporations are having fantastic profit. The sentiment of those observers is that corporations are making profit at the expense of society and the environment. These observers consider as unacceptable the trade-off between profit on the one hand and people and the planet on the other hand.
There is a growing number of proposals on how to resolve the inherent trade-offs of capitalism. One of the most promising frameworks is "Creating Shared Value" by Michael Porter and Mark Kramer. Although Porter and Kramer outline principles and tactics for creating Shared Value, their description is largely textual. In addition, they have not proposed a holistic tool for creating, delivering, and sharing value in projects.
This presentation introduces the Global Business Model (GBM) Canvas which is a one-page visual tool for creating, delivering, and sharing value in projects. The GBM Canvas can also be used for simply reDesigning shared value business models that improve society and the environment as well as profit.
UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas...Rod King, Ph.D.
Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.
Lean Startup Cockpit: The World's First Problem-Solving Social Network to Bet...Rod King, Ph.D.
Have you ever set a New Year’s goal that you did not achieve? You are not alone. So, have I. And so have many others.
But, what can we do to better achieve our New Year’s Goals? In fact, what can all individuals, teams, established businesses, startups, and non-profit organizations on the planet do to better achieve their short, medium, and long term goals?
My key proposal for better achieving goals is to have real-time project team management, social networking, and organization of resources in relevant ecosystems (business models; value chains; supply chains). Existing social networks such as Facebook, Twitter, LinkedIn, and Pinterest facilitate knowledge sharing, communication, social networking, and digital document management. However, these social networks are designed neither for universal problem solving nor for project planning, organization, execution, and team management. Consequently, a while ago I decided to invent a “Problem-Solving Social Network (PSSN),” that is, a social network that focuses on facilitating universal problem solving, continuous innovation, and project management as well as increasing team productivity and creativity. The “Lean Startup Cockpit (LSC)” is the result.
On enterprise rules integration. enterprise rules architecture, and the Zachman enterprise architecture framework. (NOTE: Download the file and start Powerpoint to see high quality graphics; the slideshare viewer messes up some of the graphics)
The Living System Dashboard and Business Model PathologyRod King, Ph.D.
“No problem can be solved from the same level of consciousness that created it.”
Albert Einstein
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Silicon Valley is the hub of high tech innovations and a “growth pole” of the global economy. Silicon Valley serves as headquarter to business behemoths such as Apple, Google, eBay, Facebook, Oracle, Cisco, Intel, Hewlett Packard, and Adobe. Silicon Valley also has a high density of Venture Capitalists. Given the global success of many startups in Silicon Valley, it is astounding that about 90% of funded startups fail or go bankrupt. For an outsider like me, this High Mortality Rate (HMR) of startups is unacceptable: it’s a huge waste of time, money, and talent. Surely, there must be a less risky way of building scalable startups. In my view, Silicon Valley needs a paradigm shift, now. Silicon Valley certainly needs a new movement that champions Holistic Problem Solving rather than Fragmented (Functional) Problem Solving approaches such as in traditional Agile (Product) Development and Customer (Market) Development.
But, what really is Holistic Problem Solving? “Holistic Problem Solving (HPS)” refers to an integrated dashboard methodology that focuses on rapidly discovering Big Urgent Market Problems (BUMPs) while creating, delivering, and managing Awesome Customer Experiences (ACEs) at 3 levels: Level of System (Enterprise), Environment (Market/Industry), and Supersystem (Economy/Society). In Holistic Problem Solving, ideas are visually generated, organized, managed, and tracked on one page using a zoomable map: the Living System Dashboard (LSD). In recent years, startups in the Silicon Valley have increasingly been using the paradigm of Holistic Problem Solving especially by focusing on a business model or an extended enterprise as unit of analysis. Emerging holistic problem solving approaches include Eric Ries’s Lean Startup Method and Steve Blank’s Customer Development Stack.
In Silicon Valley, the approaches of Lean Startup Method and Customer Development Stack are replacing traditional Business (Waterfall) Planning which has an amorphous and inordinately long Build-Measure-Learn cycle. The traditional Business Plan is considered initially unsuitable for scalable startups, which require hypotheses about market problems and customer experiences to be rapidly tested and validated (or rejected). It is important to note, however, that the Lean Startup Method and Customer Development Stack ignore the creation, delivery, sharing, and management of customer experience at the level of the supersystem (society/economy). This neglect is evident in the increasing use of the Business Model Canvas and Lean Canvas to visually organize and manage ideas for scalable startups especially in Silicon Valley. Unlike in the Living System Dashboard, however, the Business Model Canvas does not contain building blocks for competitors and elements of a supersystem.
http://goo.gl/2usVrI
Meta-Tools for Business Model Project Management: Visually Organizing and Man...Rod King, Ph.D.
Currently, there are hundreds of tools for business/strategic planning and performance management as well as business model innovation and marketing. This presentation features the Disruptor's Arrow of Time as the ultimate meta-tool (tool of tools). The Disruptor's Arrow of Time is the only tool you need for business/strategic planning, performance management, business model innovation, and marketing.
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
The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and...Rod King, Ph.D.
There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.
The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.
To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
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.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Description of:
1) business model innovation
2) process innovation
3) product/service innovation
4) innovation culture
and the tools and models needed to understand , create and implement.
Architecture Driven IT Modernization & Migration roadmapiCMG International
Approach plan for architecture driven modernization including selection of EA framework, reference models, EA taxonomy, how many artifacts for a system? mapping platform independent model to platform specific models, EA metrics & measurement (current status) vs (projected 3 years) and SOA maturity model –example
Similar to ORGANIZATIONAL DEVELOPMENT CANVAS (ODC) FOR GOOGLE'S BUSINESS MODEL AND ECOSYSTEM (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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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.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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ORGANIZATIONAL DEVELOPMENT CANVAS (ODC) FOR GOOGLE'S BUSINESS MODEL AND ECOSYSTEM
1. Workflow
for
The
Organiza2onal
Development
Canvas
(ODC)
Universal
Problem-‐Solving
Worksheet
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)
2. Detailed
Workflow
for
The
Organiza2onal
Development
Canvas
(ODC)
Universal
Problem-‐Solving
Worksheet
Ideas
(To
Do)
Product
Bugs
in
Analogs
&
AnHlogs;
(Minimum
Viable
Product/
Precedents;
Prototype/
B.U.M.P.
=
Pilot
(DraQ)
SoluHon/
Big
Urgent
Market
Problem
Complete
SoluHon)
(-‐)
(+)
Data
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)
3. HEROES
THE
ORGANIZATIONAL
DEVELOPMENT
CANVAS
FOR
LEAN
STARTUPS
AND
ESTABLISHED
BUSINESSES
Rapidly
Discover,
Grow,
Defend,
and/or
Renew
Profitable
Business
Models
and
Ecosystems
Dr.
Rod
King
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs
4. ORGANIZATIONAL
DEVELOPMENT
CANVAS
(Universal
Problem
Solving)
Strategic
Tac2cal
Org.
Development
Canvas
Org.
Development
Canvas
(Conceptual
or
Strategic
(Detailed
or
TacHcal
Problem
Solving)
Problem
Solving)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs
5. Strategic
Organiza2onal
Development
Canvas
(ODC)
Universal
Problem-‐Solving
Worksheet
ENTERPRISE,
SYSTEM,
or
ORGANIZATION
Offer
CUSTOMERS
(Industry/Supply/Push
Infrastructure)
(Value
ProposiMon)
(Market/Demand/Pull
Infrastructure)
“Inside
the
Enterprise,
System,
or
OrganizaHon”
“Outside
the
Enterprise,
System,
or
OrganizaHon”
Customer
(Market)
Problems/Goals/
Jobs-‐To-‐Be-‐Done
Pain
(-‐):
Cost;
Constraints
(Weaknesses;
Threats/Risks)
Delight
(+):
Revenue;
DifferenMaMon
(Strengths;
Opp.)
Shared
Value
=
Delight/Pain
(AspiraMons;
Mission;
Vision;
Customer
Experience;
Trade-‐off;
Profit)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)
6. Tac2cal
Organiza2onal
Development
Canvas
(ODC)
Universal
Problem-‐Solving
Worksheet
Suppliers/Inputs/
Process/Strategy
Offer
Retailers/Channels/
Customers
Partners
(Product/Service)
CRM/Promo2on
(Problems/Goals/
Jobs-‐To-‐Be-‐Done)
Employees/Brand
Environment
(Trends/Forces)
Machinery/Infra’/
Technology/Place
Pain
(-‐):
Cost;
Constraints
(Weaknesses;
Threats/Risks)
Delight
(+):
Revenue;
DifferenMaMon
(Strengths;
Opp.)
Shared
Value
=
Delight/Pain
(AspiraMons;
Mission;
Vision;
Customer
Experience;
Trade-‐off;
Profit)
The
Visual
Layout
of
the
TacHcal
OrganizaMonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraMon.com)
and
is
licensed
under
the
CreaMve
Commons
AFribuMon-‐Share
Alike3.0
Un-‐ported
License
7. Tac2cal
Organiza2onal
Development
Canvas
(ODC)
Universal
Problem-‐Solving
Worksheet
Suppliers/Inputs/
Process/Strategy
Offer
Retailers/Channels/
Customers
Partners
(Product/Service)
CRM/Promo2on
(Problems/Goals/
Jobs-‐To-‐Be-‐Done)
Employees/Brand
Environment
(Trends/Forces)
Machinery/Infra’/
Technology/Place
Pain
(-‐):
Cost;
Constraints
(Weaknesses;
Threats/Risks)
Delight
(+):
Revenue;
DifferenMaMon
(Strengths;
Opp.)
Shared
Value
=
Delight/Pain
(AspiraMons;
Mission;
Vision;
Customer
Experience;
Trade-‐off;
Profit)
The
Visual
Layout
of
the
TacHcal
OrganizaMonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraMon.com)
and
is
licensed
under
the
CreaMve
Commons
AFribuMon-‐Share
Alike3.0
Un-‐ported
License
8. TacMcal
ORGANIZATIONAL
DEVELOPMENT
CANVAS
including
Topics
of
Business
Model
Canvas
Universal
Problem-‐Solving
Worksheet
Key
Partners
Key
Ac2vi2es
Value
Proposi2on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela2onships
(CR)
(CS)
Channels
(CH)
Key
Resources
Environment
(KR)
(Trends/Forces)
(-‐):
Cost
Structure
(+):
Revenue
Streams
(C$)
(R$)
Shared
Value
(PROFIT)
The
Visual
Layout
of
the
TacHcal
OrganizaMonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraMon.com)
and
is
licensed
under
the
CreaMve
Commons
AFribuMon-‐Share
Alike3.0
Un-‐ported
License
9. E
X
A
M
P
L
E
Google’s
Present
Ecosystem
for
Search
Engine
Industry
(1998)
10. Strategic
Organiza2onal
Development
Canvas
for
Google’s
Search
Engine
(1998)
Universal
Problem-‐Solving
Worksheet
ENTERPRISE,
SYSTEM,
or
ORGANIZATION
Offer
CUSTOMERS
(Industry/Supply/Push
Infrastructure)
(Value
ProposiMon)
(Market/Demand/Pull
Infrastructure)
Google
Fast,
Accurate,
Mass
Market
Relevant,
and
(Web
searchers)
Free
Search
Results
AdverMsers
Search
Engine
Industry
Targeted
Ads
Search
industry
sucks:
“Don’t
be
evil”
ExisHng
search
engines
Google
Search
q have
lots
of
1.0
irrelevant
(Adwords;
results
Adsense)
q complex
to
navigate
q untargeted
ads
Pain
(-‐):
Cost;
Constraints
(Weaknesses;
Threats/Risks)
Delight
(+):
Revenue;
DifferenMaMon
(Strengths;
Opp.)
q LOW
Cost
Structure:
q LOW
MARGIN-‐Revenue
Streams:
Partners/Affiliates;
Employees/IP;
Sale
(AucMon)
of
Ad
Spaces:
Adwords
Machinery/Equipment/IT
Infrastructure;
Socware
Development;
MarkeMng
&
Sales
q
DifferenMaMon:
UncluFered
Interface;
Speed;
Ethics
Shared
Value
=
Delight/Pain
“To
organize
the
world’s
informaHon
and
make
it
universally
accessible
and
useful”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)
11. Tac2cal
Organiza2onal
Development
Canvas
for
Google’s
Search
Engine
(1998)
Universal
Problem-‐Solving
Worksheet
Suppliers/Inputs/
Process/Strategy
Offer
Retailers/Channels/
Customers
Partners
(Product/Service)
CRM/Promo2on
(Problems/Goals/
Jobs-‐To-‐Be-‐Done)
Stanford
Make
Socware;
Fast,
Accurate,
Google.com
University
AucMon
Relevant,
and
Affiliate
websites
Mass
Market
Keywords;
Free
Search
(Web
Searchers)
Engage,
Acquire,
Results
Word
of
Mouth
and
Retain
(EAR)
AdverMsers
Customers
Viral
Growth
Targeted
Ads
Search
industry
Employees/Brand
Environment
sucks:
Affiliates
“Don’t
be
evil”
ExisHng
search
(Trends/Forces)
(on
the
Web)
engines
Staff/Brand/IP
q have
lots
of
Google
Search
InformaMon
1.0
Overload;
irrelevant
Machinery/Infra’/
(Adwords;
Yahoo;
Excite;
results
Technology/Place
q complex
to
Content
Creators
Adsense)
Infoseek;
IT
(Search)
Overture
navigate
(Websites)
Infrastructure
q untargeted
ads
Pain
(-‐):
Cost;
Constraints
(Weaknesses;
Threats/Risks)
Delight
(+):
Revenue;
DifferenMaMon
(Strengths;
Opp.)
q LOW
Cost
Structure:
q LOW
MARGIN-‐Revenue
Streams:
Partners/Affiliates;
Employees/IP;
Sale
(AucMon)
of
Ad
Spaces:
Adwords
Machinery/Equipment/IT
(Search)
Infrastructure;
Socware
Development;
MarkeMng
&
Sales
q
DifferenMaMon:
UncluFered
Interface;
Speed;
Ethics
Shared
Value
=
Delight/Pain
“To
organize
the
world’s
informaHon
and
make
it
universally
accessible
and
useful”
The
Visual
Layout
of
the
TacHcal
OrganizaMonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraMon.com)
and
is
licensed
under
the
CreaMve
Commons
AFribuMon-‐Share
Alike3.0
Un-‐ported
License
12.
LEAN
STARTUP
COCKPIT
(LSC)
For
Organiza2onal
Development
Plan
Date:
…………………………….
QuesMons
for
Organizing
and
Managing
the
Lifecycle
of
a
Business
Model/OrganizaMon/Ecosystem
PAST:
Done
(History)
PRESENT:
Doing
(Today)
FUTURE:
To
Do
(Someday)
WHAT
HAVE
YOU
DONE?
WHAT
ARE
YOU
DOING?
WHAT
DO
YOU
WANT
TO
DO?
PAST
PRESENT
FUTURE
Organiza2onal
Dev.
Canvas
Organiza2onal
Dev.
Canvas
Organiza2onal
Dev.
Canvas
(Business
Model/ (Business
Model/ (Business
Model/
Ecosystem)
Ecosystem)
Ecosystem)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs