http://goo.gl/TBDCfi
***
Why do people, organizations, societies, and other living systems die?
There’s only one answer as to why an object dies. My hypothesis is that living organisms die or become extinct when their supersystems (ecosystems) fail to create and manage Red Ocean Disruption teams that rapidly discover and solve BUMPs. In simple terms, organisms die because of “non-problem solving.” The late science philosopher, Karl Popper, expressed this point succinctly when he said, “All life is problem solving.” Popper was a strong proponent of the Scientific Method of problem solving.
Unlike in Science and Engineering, the fields of Business Planning and Strategy have made limited use of the Scientific Method. It’s no wonder that about 9 out of 10 startups fail or prematurely die. To iterate, startups are failing because they do not rapidly discover and solve BUMPs. In other words, failing or failed startups do not have teams that systematically and rapidly discover as well as solve BUMPs. But, there’s a revolution underway in the startup world … a revolution that focuses on helping startups to rapidly discover and solve BUMPs. The pioneer of the startup revolution is the “Lean Startup Movement.” Silicon Valley is the epicenter of the Lean Startup Movement.
So what’s the approach advocated by the Lean Startup Movement? As with any revolution in progress, there is as yet no standard approach that a startup can use to rapidly discover and solve BUMPs under conditions of great uncertainty. However, there is consensus that every Lean Startup must continuously use the problem solving cycle of the Scientific Method: hypothesis formulation; sample testing; validated learning. Nevertheless, two related but different methodologies stand clear in the world of Lean Startups: Steve Blank’s Customer Development Stack and Eric Ries’s Lean Startup Method. The question is: How effective is the Customer Development Stack or Lean Startup Method in rapidly discovering and solving BUMPs under conditions of great uncertainty?
Although I’ve not formally investigated the effectiveness of tools in the world of Lean Startups, there’s a lot of anecdotal evidence that, compared to the traditional approach of Waterfall Business Planning, the Customer Development Stack and Lean Startup method are faster and more cost effective at identifying and solving BUMPs. In spite of signs of their early success, the Customer Development Stack and Lean Startup method are neglecting a critical building block in the successful evolution of any organization. And that building block is “team:” team formation/synergy, deployment, and management. Shouldn’t we first ask, “What are the problem solving styles of members of
Driving to Market - V2! - How to "Drive" Competitive Advantage in your Go To ...Michael Skok
New version 2 - including case examples from Spotfire, Demandware, Hubspot and David Skok.
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
2016 Innovation Roundtable Keynote by Michael SkokMichael Skok
Michael Skok, Co-Founder and Partner of Underscore.VC was invited to give the keynote presentation at the 2016 Innovation Roundtable Summit in Copenhagen.
Turning Products into Companies – Case – Actuality SystemsMichael Skok
Through this case example, Actuality Systems Founder Gregg Favalora offers helpful insight into the path Actuality took from product design, to its acquisition by Optics for Hire in 2009 - and the ultimate patent sale (and exit) in 2011. Offering an insider’s view of building and commercializing 3D display products, Gregg offers his thoughts on some powerful lessons he learned as he grew his company.
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
Driving to Market - V2! - How to "Drive" Competitive Advantage in your Go To ...Michael Skok
New version 2 - including case examples from Spotfire, Demandware, Hubspot and David Skok.
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
2016 Innovation Roundtable Keynote by Michael SkokMichael Skok
Michael Skok, Co-Founder and Partner of Underscore.VC was invited to give the keynote presentation at the 2016 Innovation Roundtable Summit in Copenhagen.
Turning Products into Companies – Case – Actuality SystemsMichael Skok
Through this case example, Actuality Systems Founder Gregg Favalora offers helpful insight into the path Actuality took from product design, to its acquisition by Optics for Hire in 2009 - and the ultimate patent sale (and exit) in 2011. Offering an insider’s view of building and commercializing 3D display products, Gregg offers his thoughts on some powerful lessons he learned as he grew his company.
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
You’ve figured out your value prop and you’ve got a great product under development. Now what? How can you develop a roadmap to build a company? Venture Capitalists often qualify deals as being a “feature”, a “product” or a “company”. Which do you have and how will you get where you want to go? This presentation addresses how to think about designing your product as a foundational element of your business. This includes thinking beyond UX and Architecture to Whole Product, Ecosystems, and Strategic partners. It also focuses on formulating how to design your go-to-market strategy and business model into your product (with a modular architecture, distinctive packaging and a frictionless approach).
Presented at Business of Software 2014, Michael Skok (North Bridge Ventures) looks at what it takes to create a scaleable billion dollar business.
Full of insights and practical tips. Read if you're in the early stages of a startup, considering strategy or wondering how to accelerate.
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Hardware Startups 101: Tips for "career engineers" (NESOSA 2015; Favalora)favalora
Strategic and tactical advice on hardware startups for first-time entrepreneurs. A talk by Gregg Favalora - an entrepreneur who exited a "holographic display" startup in 2009 - that will rapidly teach Career Engineers about the primary themes of startups. Topics: product definition, financing, sales. Links to an Online Guide for HW Resources in Eastern Massachusetts.
We all know a company is only as good as its team, which is why the hiring process is so critical as you build out your venture. This presentation focuses on the different considerations an entrepreneur should make with regard to hiring, featuring insights from Russ Campanello, iRobot’s senior VP of HR, and Eric Gaffen, Acquia’s global manager of talent acquisition. The presentation also provides recommendations on specific questions to ask when trying to find your ideal candidate.
Harvard Innovation Lab Workshop on developing the Perfect Pitch, by Michael Skok.
Michael is an entrepreneur turned venture capitalist, who has seen both sides of this. He spent 21 years as a CEO, building companies and raising over 100 million to build a number of software businesses. And then has spent the last decade as a VC seeing thousands of pitches from entrepreneurs raising money, and invested in companies that have generated over a billion dollars in value.
So with that in mind, the idea here is to give you an insider's checklist for your own pitch,
Public Startup Academy edition May 2017 deck on request of participants.
Startup Academy gives hands on startup experience by covering Effectuation, Customer Development and Lean Startup and putting the content to practise.
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 top reasons and solutions for not getting value out of your AB tests - some practical tips for designing insightful and correctly instrumented test
Cracking the Coding & PM Interview (Jan 2014)Gayle McDowell
CS interviews are a different breed from other interviews and, as such, require specialized skills and techniques. This talk will teach you how to prepare for coding and PM interviews, what top companies like Google, Amazon, and Microsoft really look for, and how to tackle the toughest programming and algorithm problems. This is not a fluffy be-your-best talk; it is deeply technical and will discuss specific algorithm and data structure topics.
Startup Secrets - Have you got what it takes?Michael Skok
There is a belief in the business world that founders can’t scale. Put another way, a company’s growth curve will eventually outstrip the capabilities of its founder’s ability to remain CEO.
One out of ten startups is successful. The Lean Innovation approach improves the success rate of Startups. Entrepreneurs and Investors learn earlier what works and what does not and hence can act faster. Lean Innovation starts to unfold its potential from the early stage of a Startup even long before it has a sellable product.
However, just using the tools does not result in increased effectiveness. Lean Innovation requires a fundamental mindset change of Entrepreneurs and Investors: Away from unproven assumptions to facts through creative experiments. In this training we show the essentials of the lean innovation framework and which aspects and metrics you the investor should request from the Entrepreneurs to make sure the Startup measures real progress daily and continuously adapts the path forward based on their latest learning to generate more value in shorter time.
As an introduction we recommend to read the Harvard Business Review article ”Why the Lean Start-up Changes Everything”.
Condensed testing syrup - @OptimiseorDie @sydney sep 2011 - 4 years of testin...Craig Sullivan
A summary of my 4 years of A/B and Split testing, with case studies of work, photography guidelines, and key advice on which elements of the page to test for quick wins.
I enjoyed giving this talk at the Online Retailer Conference in Sydney, which is a fine place to visit.
The presentation c.overs a really good 'pizza' analogy for explaining testing to senior management and budget holders. Then covering how you go about discovering good places to test on your site, and what tools will help you get that data.
Lastly, I explore what worked for me in testing, show some examples of how similar our winners are across the globe and then cover some cross channel testing. The last one here is a big growth area and involves optimising contact centres and channels, using the web as a tool. Some interesting work going on here and I show some of ours, as well as new things in the pipeline.
There are some great resources attached, including a list of remote user testing services and the best 'guides' I could find on 'Conversion Rate Optimisation'. Hope you enjoyed the talk and thank you Sydney.
O Falsificacionismo apresenta-se como um critério para analisar a ciência. Consiste basicamente esse critério em considerar como característica essencial das teorias científicas a sua possibilidade de refutação através da experiência.
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
You’ve figured out your value prop and you’ve got a great product under development. Now what? How can you develop a roadmap to build a company? Venture Capitalists often qualify deals as being a “feature”, a “product” or a “company”. Which do you have and how will you get where you want to go? This presentation addresses how to think about designing your product as a foundational element of your business. This includes thinking beyond UX and Architecture to Whole Product, Ecosystems, and Strategic partners. It also focuses on formulating how to design your go-to-market strategy and business model into your product (with a modular architecture, distinctive packaging and a frictionless approach).
Presented at Business of Software 2014, Michael Skok (North Bridge Ventures) looks at what it takes to create a scaleable billion dollar business.
Full of insights and practical tips. Read if you're in the early stages of a startup, considering strategy or wondering how to accelerate.
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Hardware Startups 101: Tips for "career engineers" (NESOSA 2015; Favalora)favalora
Strategic and tactical advice on hardware startups for first-time entrepreneurs. A talk by Gregg Favalora - an entrepreneur who exited a "holographic display" startup in 2009 - that will rapidly teach Career Engineers about the primary themes of startups. Topics: product definition, financing, sales. Links to an Online Guide for HW Resources in Eastern Massachusetts.
We all know a company is only as good as its team, which is why the hiring process is so critical as you build out your venture. This presentation focuses on the different considerations an entrepreneur should make with regard to hiring, featuring insights from Russ Campanello, iRobot’s senior VP of HR, and Eric Gaffen, Acquia’s global manager of talent acquisition. The presentation also provides recommendations on specific questions to ask when trying to find your ideal candidate.
Harvard Innovation Lab Workshop on developing the Perfect Pitch, by Michael Skok.
Michael is an entrepreneur turned venture capitalist, who has seen both sides of this. He spent 21 years as a CEO, building companies and raising over 100 million to build a number of software businesses. And then has spent the last decade as a VC seeing thousands of pitches from entrepreneurs raising money, and invested in companies that have generated over a billion dollars in value.
So with that in mind, the idea here is to give you an insider's checklist for your own pitch,
Public Startup Academy edition May 2017 deck on request of participants.
Startup Academy gives hands on startup experience by covering Effectuation, Customer Development and Lean Startup and putting the content to practise.
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 top reasons and solutions for not getting value out of your AB tests - some practical tips for designing insightful and correctly instrumented test
Cracking the Coding & PM Interview (Jan 2014)Gayle McDowell
CS interviews are a different breed from other interviews and, as such, require specialized skills and techniques. This talk will teach you how to prepare for coding and PM interviews, what top companies like Google, Amazon, and Microsoft really look for, and how to tackle the toughest programming and algorithm problems. This is not a fluffy be-your-best talk; it is deeply technical and will discuss specific algorithm and data structure topics.
Startup Secrets - Have you got what it takes?Michael Skok
There is a belief in the business world that founders can’t scale. Put another way, a company’s growth curve will eventually outstrip the capabilities of its founder’s ability to remain CEO.
One out of ten startups is successful. The Lean Innovation approach improves the success rate of Startups. Entrepreneurs and Investors learn earlier what works and what does not and hence can act faster. Lean Innovation starts to unfold its potential from the early stage of a Startup even long before it has a sellable product.
However, just using the tools does not result in increased effectiveness. Lean Innovation requires a fundamental mindset change of Entrepreneurs and Investors: Away from unproven assumptions to facts through creative experiments. In this training we show the essentials of the lean innovation framework and which aspects and metrics you the investor should request from the Entrepreneurs to make sure the Startup measures real progress daily and continuously adapts the path forward based on their latest learning to generate more value in shorter time.
As an introduction we recommend to read the Harvard Business Review article ”Why the Lean Start-up Changes Everything”.
Condensed testing syrup - @OptimiseorDie @sydney sep 2011 - 4 years of testin...Craig Sullivan
A summary of my 4 years of A/B and Split testing, with case studies of work, photography guidelines, and key advice on which elements of the page to test for quick wins.
I enjoyed giving this talk at the Online Retailer Conference in Sydney, which is a fine place to visit.
The presentation c.overs a really good 'pizza' analogy for explaining testing to senior management and budget holders. Then covering how you go about discovering good places to test on your site, and what tools will help you get that data.
Lastly, I explore what worked for me in testing, show some examples of how similar our winners are across the globe and then cover some cross channel testing. The last one here is a big growth area and involves optimising contact centres and channels, using the web as a tool. Some interesting work going on here and I show some of ours, as well as new things in the pipeline.
There are some great resources attached, including a list of remote user testing services and the best 'guides' I could find on 'Conversion Rate Optimisation'. Hope you enjoyed the talk and thank you Sydney.
O Falsificacionismo apresenta-se como um critério para analisar a ciência. Consiste basicamente esse critério em considerar como característica essencial das teorias científicas a sua possibilidade de refutação através da experiência.
Knowledge vs Belief, Justification and Truth―What Scientific Knowledge Is a...William Hall
For better or worse, science works. It has given humans dominion over the earth
It is now within humanity’s capacity to either destroy the ecosystems we depend on for our survival or make the world a better place to live.
What is it about the epistemological foundations of science that makes it so much more effective helping us to understand the world than are philosophical systems based on faith and belief?
This talk introduces the epistemological work of Sir Karl Popper, focused on his later work on evolutionary epistemology. I argue that Popper's evolutionary approach to epistemology explains how science works, and why this is a better system for building reliable knowledge about the world than are systems ultimately based in justification and belief as guides to "truth".
Caveats: I am not a student of philosophy and am not familiar with much of its literature. From my background as an evolutionary biologist, I have extended Popper’s ideas in a number of areas as I have explored the biological roles and nature of knowledge in living systems.
The presentation (if downloaded) includes links to my publications expanding on ideas presented here.
A short lesson on Popper's and Kuhn's views on scientific inquiry. Most of the session was spent untangling some common misconceptions students have of Kuhn's views.
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...Rod King, Ph.D.
"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory.
To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method.
Have fun!
http://goo.gl/zsgl4k
###
P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Establi...Rod King, Ph.D.
The Roller Coaster Model presents a holistic approach for discovering and solving problems not only in Lean Startups but also in established organizations. The proposed tool for the Roller Coaster Model is the all-in-one tool of the OTHER Loop. OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
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
-
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
Winning the right to deploy AI: Dedication to craft, designing the right expe...JoshuaM27
A how-to guide on winning the right to grow your data science team and launch new use cases.
In this presentation, we discuss a broad range of tools and approaches you can use with senior stakeholders. We cover strategies that are relevant to growing your data science organization and tactics for winning the trust of the business. Topics include:
• Building your craft by collaborating with academia and pursuing deep innovation in analytics
• Showing the potential of new analytical approaches with simulations, A/B testing, and causal inference
• Solidifying your technology foundation with innersource software development and platform integration
By Joshua Mabry, Senior Director of Machine Learning Engineering and Data Science at Bain & Company. He helps Fortune 500 clients implement analytics use cases and develop their technology strategy. He has developed solutions for demand forecasting, grid utility planning, and personalized marketing. His primary interest is experimentation that bridges causal modeling and optimization.
4 Competencies of a Successful Sales TeamAggregage
As you scale your SaaS business, you want to be armed with all the necessary tools to ensure optimal growth, which ultimately stems from how effective your sales team is. After identifying that you have a great product that the market needs, the next step is to determine if you have the proper messaging, if you are using the correct channels, and if you have the most effective tactics in place. Join Co-Founder and Co-CEO of Predictable Revenue Collin Stewart to learn how to use this formula to fast-track your startups’ growth journey.
Leaner Startup Innovation: The 3 Most Important Tools for Innovators Who Must...Rod King, Ph.D.
In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are Radically Successful Businesses (RSB) created and managed?”
The RSB question has flummoxed authors such as Tom Peters and Robert Waterman as well as Jim Collins and Jerry Porras. The selected excellent and Built-To-Last companies of these respective authors have not stood the test of time. In short, RSB prescriptive theories and frameworks in the “In Search of Excellence” and “Built To Last” books have been largely invalidated in reality and found to be inadequate.
To date, the most comprehensive and coherent answer to the RSB question has been provided by Eric Ries in his book, “The Lean Startup.” Ries’s basic premise is that entrepreneurs and organizations use continuous innovation to create Radically Successful Businesses (RSB). Who can argue with that premise? After all, the process of continuous innovation and adaptation accounts for both individual and group differences in a population of living organisms. Also, Ries presents an integrated framework for Strategic Planning, Business Strategy, Product and Business Model Innovation, and Project Implementation.
In his book, “The Lean Startup,” Ries goes on to explain key ideas and principles of a Continuous Innovation and Adaptation (CIA) process that he refers to as “The Lean Startup Method.” The core of the Lean Startup Method is rapid iteration and learning using the Build-Measure-Learn feedback loop. Although Ries provides good explanations of other key Lean Startup concepts such as the Vision-Strategy-Product pyramid, Validated Learning, and Innovation Accounting, he does not provide specific tools for systematically organizing, managing, and synthesizing ideas especially for Lean Startup projects. In short, Ries does not provide tools for operationalizing key ideas and principles of the Lean Startup Method. “The Lean Startup” book can be described as a summary of Lean Startup theory that emphasizes a continuous innovation and adaptation process for creating Radically Successful Businesses.
At the moment, there is an explosion of disparate tools to operationalize the Lean Startup Theory and Method. The three most popular tools being the Lean Canvas, Business Model Canvas, and Validation Board. However, these tools ignore many key ideas of the Lean Startup Theory and Method especially at the level of Strategic Planning and Business Strategy. Consquently, “Leaner Startup Innovation” was developed as a methodology that comprehensively covers key ideas, principles, and tools of the Lean Startup Method especially at the levels of business strategy, product and business model innovation, and project management; see http://goo.gl/4E4giA
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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.
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.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
The 6 Mindsets of Red Ocean Disruption Teams: Tools for Rapidly Discovering and Solving BUMPs Everywhere
1. The
6
Jobs
of
Highly
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Discover
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Solve
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Problem
Definer
Solu4on
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Measurer
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Teams
Prepared
by
Red
Ocean
Disrup4on
(ROD)
University
h8p://businessmodels.ning.com
And
please
send
us
your
feedback
4. The
World’s
Most
Successful
Businesses
and
Non-‐Profit
Organiza4ons
Create
and
Manage
Red
Ocean
Disrup4on
(ROD)
Teams
That
Rapidly
Discover
and
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Problems:
Big
Urgent
Market
Problems
(BUMPs)
5. Customers
Hire
Products,
Services,
Businesses,
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and
Tools
To
Rapidly
Discover
and/or
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Problems:
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Urgent
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Problems
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Short,
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8. 6
Problem
Solving
Heroes
I
keep
six
problem
solving
heroes
(they
teach
me
all
I
know
about
rapidly
discovering
and
solving
BUMPs);
Their
names
are
Problem
Definer;
Solu4on
Builder;
Problem
Measurer;
Problem
Analyzer;
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Learner.
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send
them
over
land
and
sea,
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send
them
east
and
west,
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send
them
north
and
south.
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send
them
in
zig-‐zags,
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send
them
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endless
circles,
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send
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all
over
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classic
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9. The
6
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and
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Problem
Definer
Solu4on
Builder
Problem
Measurer
Object
(Topic)
Value
Learner
Solu4on
Improver
Date:
………………………………....
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
10. The
6
Jobs
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Highly
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Definer
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Builder
Problem
Measurer
Object
(Topic)
Value
Learner
Solu4on
Improver
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
11. The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Rapidly
Discover
and
Solve
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Problem
Definer
Value
Learner
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Define
Problem
Define/sketch
customer
Make
field
visits;
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anomalies,
pains
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ecosystem
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What’s
Valued
Explore
in
Build
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to
learn/share
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goals/strategies
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stories;
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channels
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inputs
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process/system
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outputs
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Improver
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Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
12. Rapidly
Discover
and
Solve
BUMPs
of
Portable
Music
Players
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Listen
Idealize;
Use
“What
if?”
Tell
stories;
“Pitch”
to
Music
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Experiment
Summarize
Prototype
tool;
Pilot
Improve
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trade-‐offs
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impacts
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data/info
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QuanFfy
relaFonships
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channels
Implement
tacFcs
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Problem
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data/info
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inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
13. Rapidly
Discover
and
Solve
BUMPs
of
Mouse
Traps
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Trap
Idealize;
Use
“What
if?”
Tell
stories;
“Pitch”
a
Mouse
Analogize;
Experiment
Summarize
Prototype
tool;
Pilot
Improve
Solu4on
Measure
Problem
Resolve
trade-‐offs
Measure
impacts
Do
mulFlevel
thinking
Collect
data/info
Transform;
Disrupt
QuanFfy
relaFonships
Role-‐play;
Simplify
Confirm
channels
Implement
tacFcs
Verify/Validate
Analyze
Problem
Analyze
data/info
Categorize
inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
14. Rapidly
Discover
and
Solve
BUMPs
of
Shopping
Carts
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Idealize;
Use
“What
if?”
Transport
Analogize;
Experiment
Tell
stories;
“Pitch”
Groceries
Prototype
tool;
Pilot
Summarize
Improve
Solu4on
Measure
Problem
Resolve
trade-‐offs
Measure
impacts
Do
mulFlevel
thinking
Collect
data/info
Transform;
Disrupt
QuanFfy
relaFonships
Role-‐play;
Simplify
Confirm
channels
Implement
tacFcs
Verify/Validate
Analyze
Problem
Analyze
data/info
Categorize
inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
15. Rapidly
Discover
and
Solve
BUMPs
of
Washing
Machine
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Clean
Idealize;
Use
“What
if?”
Tell
stories;
“Pitch”
Analogize;
Experiment
Clothes
Summarize
Prototype
tool;
Pilot
Improve
Solu4on
Measure
Problem
Resolve
trade-‐offs
Measure
impacts
Do
mulFlevel
thinking
Collect
data/info
Transform;
Disrupt
QuanFfy
relaFonships
Role-‐play;
Simplify
Confirm
channels
Implement
tacFcs
Verify/Validate
Analyze
Problem
Analyze
data/info
Categorize
inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
16. Rapidly
Discover
and
Solve
BUMPs
of
Lawnmowers
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Lawn-‐
Idealize;
Use
“What
if?”
Tell
stories;
“Pitch”
Analogize;
Experiment
mower
Summarize
Prototype
tool;
Pilot
Improve
Solu4on
Measure
Problem
Resolve
trade-‐offs
Measure
impacts
Do
mulFlevel
thinking
Collect
data/info
Transform;
Disrupt
QuanFfy
relaFonships
Role-‐play;
Simplify
Confirm
channels
Implement
tacFcs
Verify/Validate
Analyze
Problem
Analyze
data/info
Categorize
inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
17. Rapidly
Discover
and
Solve
BUMPs
of
Mosquitoes
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Idealize;
Use
“What
if?”
Tell
stories;
“Pitch”
Analogize;
Experiment
Summarize
Prototype
tool;
Pilot
Mosquitoes
Improve
Solu4on
Measure
Problem
Resolve
trade-‐offs
Measure
impacts
Do
mulFlevel
thinking
Collect
data/info
Transform;
Disrupt
QuanFfy
relaFonships
Role-‐play;
Simplify
Confirm
channels
Implement
tacFcs
Verify/Validate
Analyze
Problem
Analyze
data/info
Categorize
inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
18. Rapidly
Discover
and
Solve
BUMPs
of
Department/Unit/OrganizaJon
The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Problem
Definer
Value
Learner
Solu4on
Builder
Define
Problem
Define/sketch
customer
Make
field
visits;
Network
Observe
anomalies,
pains
&
trade-‐offs
QuesFon
ecosystem
Learn
What’s
Valued
Explore
in
Build
Solu4on
What
to
learn/share
space/Fme
Set
goals/strategies
Evaluate
(-‐/+);
Monitor
Brainstorm
specs/propn.
Reflect:
Lesson
Learned
Idealize;
Use
“What
if?”
Tell
stories;
“Pitch”
Analogize;
Experiment
Department/
Prototype
tool;
Pilot
Summarize
Unit/
Improve
Solu4on
Measure
Problem
Org.
Resolve
trade-‐offs
Measure
impacts
Do
mulFlevel
thinking
Collect
data/info
Transform;
Disrupt
QuanFfy
relaFonships
Role-‐play;
Simplify
Confirm
channels
Implement
tacFcs
Verify/Validate
Analyze
Problem
Analyze
data/info
Categorize
inputs
Model
process/system
Structure/Classify
outputs
Display
criFcal
thinking
Solu4on
Improver
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
19. The
6
Jobs
of
Highly
Innova4ve
Entrepreneurs
Rapidly
Discover
and
Solve
BUMPs
Problem
Definer
Date:
………………………………....
Solu4on
Builder
Define
Problem
Learn
What’s
Valued
Value
Learner
Improve
Solu4on
Build
Solu4on
Object
(Topic)
Measure
Problem
Problem
Measurer
Analyze
Problem
Solu4on
Improver
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
20. ROD
Map
for
6
Problem
Solving
Heroes
Rapidly
Discover
and
Solve
BUMPs
Introduc4on
The
tool
of
ROD
Map
for
6
Problem
Solving
Heroes
describes
six
archetypal
heroes
in
a
problem-‐solving
spectrum
or
cycle.
Based
on
the
DB-‐MAIL
Cycle
as
well
as
the
5Ps
of
a
Clinical
Microsystem,
the
ROD
Map
for
6
Problem
Solving
Heroes
is
presented
in
the
format
of
a
tabular
worksheet.
The
ROD
Map
is
structured
into
two
parts:
an
upper
part
and
a
lower
part.
The
upper
part
provides
general
informaFon
based
on
the
5
Ps
of
a
clinical
microsystem
while
the
lower
part
contains
a
table
for
applying
the
6
Problem
Solving
Heroes.
Objec4ve
The
tool
of
ROD
Map
for
6
Problem
Solving
Heroes
is
especially
useful
for
iteraFvely
documenFng
and
solving
customer
problems.
By
using
parallel
or
tollgate
thinking
in
the
secFon
on
6
Problem
Solving
Heroes,
the
Fme
taken
to
solve
problems
and
resolve
conflicts
especially
in
meeFngs
and
projects
is
considerably
reduced.
Delight
The
ROD
Map
can
be
used
for
systemaFcally
solving
both
rouFne
(“tame”)
and
non-‐rouFne
(“wicked”)
problems.
The
porta-‐
bility,
simplicity,
and
versaFlity
of
the
ROD
Map
facilitate
accelerated
learning
as
well
as
rapid
achievement
of
project
goals.
Procedure
1.
2.
3.
4.
5.
Form
a
Red
Ocean
DisrupFon
(ROD)
team,
Problem
Solving
Team,
or
Clinical
Microsystem
Team
Make
a
large
printout
or
drawing
of
the
template
for
the
ROD
Problem
Solving
Styles
and
place
it
on
a
table
or
wall
Complete
and
validate
the
5Ps
in
the
upper
part
of
the
ROD
Map:
Purpose;
PaJents
(Customers);
PaNerns
of
Performance;
Processes;
Professionals
(Staff/Team)
SystemaFcally
complete
and
validate,
one
column
at
a
Fme,
the
lower
part
of
the
ROD
Problem
Solving
Styles
which
contains
the
6
Problem
Solving
Heroes:
Problem
Definer
;
SoluJon
Builder;
Problem
Measurer;
Problem
Analyzer;
SoluJon
Improver;
Value
Learner
Decide,
at
the
end
of
cycle,
iteraFon,
or
experiment,
whether
to
conFnue
or
end
the
project
References
De
Bono,
E.
(1999)
Six
Thinking
Hats.
USA:
Back
Bay
Books.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
21. ROD
Map
for
6
Problem
Solving
Heroes
Rapidly
Discover
and
Solve
BUMPs
Date:
………………………………....
Purpose
(Aim/Vision/Outcome):
……………………………………………………………………………………………………………………..…………………..…..……
Pa4ents
(Customer):
…..…………………………………………………………………………………………….….……….………..……………………………..…………..……
Pa`erns
of
Performance
(Goal/Strategy/Job-‐To-‐Get-‐Done/Targets):
……..…………..……..……………..…….…………………………….……
Processes
(Product/Service/Business
Model):
………………………………..…….……………………………….…………………………………………………..
Professionals
(Staff/Team):
………………………………..…….…………..…….……………………...………………………….……………………………………………..
PROBLEM
DEFINER
SOLUTION
(PROTOTYPE)
BUILDER
PROBLEM
MEASURER
PROBLEM
ANALYZER
SOLUTION
IMPROVER
VALUE
LEARNER
Customer
Story
Provider
Story
Learning
Story
(ROD
Problem)
(ROD
SoluJon)
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
22. ROD
Map
for
6
Problem
Solving
Heroes
Rapidly
Discover
and
Solve
BUMPs
Date:
………………………………....
Purpose
(Aim/Vision/Outcome):
……………………………………………………………………………………………………………………..…………………..…..……
Pa4ents
(Customer):
…..…………………………………………………………………………………………….….……….………..……………………………..…………..……
Pa`erns
of
Performance
(Goal/Strategy/Job-‐To-‐Get-‐Done/Targets):
……..…………..……..……………..…….…………………………….……
Processes
(Product/Service/Business
Model):
………………………………..…….……………………………….…………………………………………………..
Professionals
(Staff/Team):
………………………………..…….…………..…….……………………...………………………….……………………………………………..
PROBLEM
DEFINER
SOLUTION
(PROTOTYPE)
BUILDER
PROBLEM
MEASURER
PROBLEM
ANALYZER
SOLUTION
IMPROVER
VALUE
LEARNER
Who?
What?
Where?
When?
How?
Why?
Customer
Story
Provider
Story
Learning
Story
(ROD
Problem)
(ROD
SoluJon)
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
24. ROD
Personality
Test
for
Red
Ocean
Disrup4on
(ROD)
Teams
Rapidly
Discover
and
Solve
BUMPs
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
25. ROD Personality Test for High Performance Teams
Strongly
Agree
Agree
Somewhat
Agree/Disagree
Disagree
Strongly
Disagree
11/11/13 12:40 PM
10) I like to keep track of
interesting situations and events
11) I am usually critical of the
status quo
12) I enjoy trying out new things
13) I like to logically breakdown
and analyze problems
14) I know a lot of
people/organizations that are like
my target customer
15) I like to document problems
and things that go wrong
16) I like to build prototypes or
mock-ups of ideas
17) I like to use systematic or
formal tools for solving complex
problems
18) I like to verify that products are
as advertised
19) I like to listen and learn from
other people's problems
20) I like to look for patterns in
problems
21) I look at things from multiple
perspectives
22) I like sharing ideas,
knowledge, and life lessons
23) I like asking other people for
ideas and suggestions
Page 2 of 3
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
https://docs.google.com/forms/d/1Gr5RM32tVyFjx-LVKxo4R0FwXdNy9d5tbd8ebNoalx8/printform
27. ROD
Map
for
6
Problem
Solving
Heroes
Rapidly
Discover
and
Solve
BUMPs
Date:
………………………………....
Purpose
(Aim/Vision/Outcome):
……………………………………………………………………………………………………………………..…………………..…..……
Pa4ents
(Customer):
…..…………………………………………………………………………………………….….……….………..……………………………..…………..……
Pa`erns
of
Performance
(Goal/Strategy/Job-‐To-‐Get-‐Done/Targets):
……..…………..……..……………..…….…………………………….……
Processes
(Product/Service/Business
Model):
………………………………..…….……………………………….…………………………………………………..
Professionals
(Staff/Team):
………………………………..…….…………..…….……………………...………………………….……………………………………………..
PROBLEM
DEFINER
SOLUTION
(PROTOTYPE)
BUILDER
PROBLEM
MEASURER
PROBLEM
ANALYZER
SOLUTION
IMPROVER
VALUE
LEARNER
Empathizes
with
and
discovers
people’s
problems
Looks
at
the
problems,
obstacles,
and
pains
of
customers
CreaFvely
defines
or
frames
problems
Observes
things
that
are
going
wrong
Generates
ideas
Develops
rough
soluFons
Loves
novelFes
Open
to
change
Looks/documents
facts
and
informaFon
that
confirm
problems
Determines
possible
impacts
of
soluFons
or
tools
on
other
people
Reviews
exisFng
data
and
informaFon
Deeply
under-‐
stands
pa8erns
and
trends
of
problems
IdenFfies
the
weakest
link
in
a
‘chain’
of
problems
Spots
fatal
flaws
Refines
or
build
on
the
ideas
of
others
Sees
the
advantages
and
disadvantages
of
alternaFve
soluFons
Loves
disrupFve
or
lateral
thinking
OpFmizes
and
implements
soluFons
Learns
quickly
especially
by
reflecFon
Weighs
risks
of
opFons
Manages
progress
of
project
Determines
the
value
or
viability
of
a
project
Average
of
scores:
1;
8;
11;
14;
19
Average
of
scores:
4;
5;
12;
16;
17
Av.
of
scores:
2;
7;
9;
13;
20
Average
of
scores:
21;
28;
23;
29;
26
Average
of
scores:
24;
25;
27;
22;
30
Average
of
scores:
3;
6;
10;
15;
18
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
28. ROD
Map
for
6
Problem
Solving
Heroes
Rapidly
Discover
and
Solve
BUMPs
Date:
………………………………....
Purpose
(Aim/Vision/Outcome):
……………………………………………………………………………………………………………………..…………………..…..……
Pa4ents
(Customer):
…..…………………………………………………………………………………………….….……….………..……………………………..…………..……
Pa`erns
of
Performance
(Goal/Strategy/Job-‐To-‐Get-‐Done/Targets):
……..…………..……..……………..…….…………………………….……
Processes
(Product/Service/Business
Model):
………………………………..…….……………………………….…………………………………………………..
Professionals
(Staff/Team):
………………………………..…….…………..…….……………………...………………………….……………………………………………..
PROBLEM
DEFINER
SOLUTION
(PROTOTYPE)
BUILDER
PROBLEM
MEASURER
PROBLEM
ANALYZER
SOLUTION
IMPROVER
VALUE
LEARNER
Customer
Story
Provider
Story
Learning
Story
(ROD
Problem)
(ROD
SoluJon)
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
29. ROD
Personality
Test
for
Red
Ocean
Disrup4on
(ROD)
Teams
Rapidly
Discover
and
Solve
BUMPs
Value
Learner
Problem
Definer
10
8
6
4
2
0
Solu4on
Improver
Solu4on
(Prototype)
Builder
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
30. ROD
Personality
Test
for
Red
Ocean
Disrup4on
(ROD)
Teams
Rapidly
Discover
and
Solve
BUMPs
Value
Learner
Problem
Definer
10
8
6
4
2
0
Solu4on
Improver
Solu4on
(Prototype)
Builder
Problem
Measurer
Problem
Analyzer
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
31. BONUS
TOOL
Trade-‐off
Map
One-‐Page
Worksheet
That
OperaFonalizes
The
Methodology
of
The
6
Jobs
of
Highly
InnovaFve
Entrepreneurs
32. TRADE-‐OFF
MAP
Big
Urgent
Market
Problem
(BUMP):
…………………………………………………………………………………………………………………
Job
To
Be
Done
(Market/Goal):
………………………………………………………………………………………………………………………….
Ideal
Final
Result
(IFR):
Insanely
Great
Experience
or
Ideal
Minimum
Viable
Product
(MVP)
BLUE
OCEAN
[Business
Model]
(+):
DELIGHT:
High
(10)
RED
OCEAN
[Business
Model]
Low
(1)
Low
(1)
(-‐):
PAIN:
High
(10)
33. Visual
Tools
for
Value
Posi4oning,
Market
Segmenta4on,
and
Compe44ve
Analysis
CHARACTERISTICS
TOOLS
(TASKS/FUNCTIONS)
Tradi4onal
X/Y-‐
Compe44ve
Graph
1)
Market
(Brand)
PosiFoning;
Perceptual
Mapping
ü
2)
Classic
Market
SegmentaFon
(ExisJng
Market/Customers)
ü
Petal
Diagram
Trade-‐off
Map
(Steve
Blank)
(Rod
King)
ü
ü
ü
3)
Job-‐To-‐Be-‐Done
Market
SegmentaFon
(Future
Market)
ü
4)
Fractal
Market
SegmentaFon
(Customer
Personas)
ü
5)
Adjacencies/Adjacent
Markets:
Red
Ocean/Blue
Ocean
6)
Players
(OrganizaFons)
in
CompeFFve
Landscape
7)
Investments
in
CompeFFve
Landscape
ü
ü
ü
ü
ü
ü
ü
8)
Industry
(Value)
Benchmarking;
(Value
Curves)
ü
9)
Business
Model
Archetypes
or
Pa8erns
ü
10)
Value
ProposiFon
Design;
Strategy
Canvas
ü
11)
Classic
CompeFFve
(3
Generic)
Strategies
ü
12)
DisrupFve
InnovaFon
Strategy
ü
13)
Blue
Ocean
Strategy
(Value
InnovaFon)
ü
14)
Red
Ocean
DisrupFon
(ROD)
Strategy/TacFcs
(4
AcFons)
ü
15)
Ideal
Final
Result
(IFR);
Ideal
Min.
Valuable
Product
(MVP)
ü
16)
Trends
of
EvoluFon
(Moore’s
Law)
ü
17)
Analogical
Tools:
Product
Analogs/AnFlogs
ü
18)
ResoluFon
of
Trade-‐offs/Conflicts/ContradicFons
ü
19)
Brand
DisrupFon:
DisrupFve
Value
Factors
ü
20)
ExisFng/Expected
Price
Line
(Price-‐Benefit
Map)
ü