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.

1. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BUSINESS
MODEL
ENVELOPE
(Generic
QuesGons)
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(HOW?)
(WHY?)
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….

2. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(HOW?)
(WHY?)
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
Horizontal
alignment
(Supply
Chain:
Supply-­‐Demand)
BUSINESS
MODEL
ENVELOPE
(Generic
QuesGons)

3. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(HOW?)
(WHY?)
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
Ver=cal
alignment/
Compe==ve
Advantage
BUSINESS
MODEL
ENVELOPE
(Generic
QuesGons)

4. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(HOW?)
(WHY?)
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
Perimeter
(Diamond)
alignment/
workflow
BUSINESS
MODEL
ENVELOPE
(Generic
QuesGons)

5. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(HOW?)
(WHY?)
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
Network
(Tetrahedral)
alignment/
integra=on
BUSINESS
MODEL
ENVELOPE
(Generic
QuesGons)

6. For
Answering
Each
Fractal
Story
QuesDon
(Why?
Who?
What?
How?)
On
The
Flap
of
a
Business
Model
Envelope,
Domain-­‐specific
Topics
Can
Be
Used
or
SubsGtuted
as
Headers
To
Develop
Specialized
Templates
or
“Envelopes”

7. Use
the
Back
of
an
Envelope
to
Rapidly
Organize
and
Manage
Every
Business
Plan,
Business
Strategy,
Business
Model,
Business
Project,
and
Business
Story

8. How?

9. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Universal
Problem
Solving
(UPS)
PlaSorm
for
Business
Model
Envelope
(BME)
Ecosystem
FRAMEWORK
Fractal
System
Hierarchy
Generic
Story
QuesXons
End-­‐Means
Hierarchy
Balanced
Scorecard
Playing-­‐
to-­‐
Win
(QuesGons)
Business
Model
Canvas
Lean
Startup
Method
BANNER
Mission/Vision?
IDEAL
END
Vision
Vision
SUPERECOSYSTEM;
ECOSYSTEM
(Global)
Env.?
Value
Net?
IDEAL
TOOL
(Trade-­‐off)
Key
Partners
SYSTEM
(Enter-­‐
prise:
Business
Model
Enve-­‐
lope)
Value
Capture
Engine
WHY?
End
(Shared
Value:
Profit
Margin)
Financial
PerspecGve
Winning
AspiraGon?
Cost
Structure;
Revenue
Streams
InnovaGon
AccounGng
(Metrics)
Customer
Growth
Engine
WHO?
Ways
(Job
To
Be
Done)
Customer
PerspecGve
Where
to
Play?
Customers;
Channels;
Rel.
Customer
Archetype
STRATE-­‐
GY
WHAT?
Strategy
(Value
Prop.)
Strategy
How
Best
to
Win?
Value
ProposiGon
Strategy;
Product
Enter-­‐
prise
Engine
HOW?
Means
(Tac=cs/
Ac=ons;
Resources:
Assets/Skillsets)
Learning
&
Growth
PerspecGve;
Process
PerspecGve
What
core
capabiliGes?
What
management
systems?
Key
Resources;
Key
AcGviGes
Team;
“Build-­‐
Measure-­‐
Learn”
Loop

10. Diamond
Games
for
Business
Model
InnovaXon
and
Improvement
The
Problem-­‐Solving
Games
That
Ambidextrous
Organiza=ons
Play
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
AMBIDEXTROUS
STRATEGIES
(STRATEGY
PALETTE
PROJECTS/
BUSINESS
MODEL
PORTFOLIO)
GAMES
(STRATEGEM/TACTICS/TOOLS)
FOR
BUSINESS
MODEL
INNOVATION
AND
IMPROVEMENT
DEPLOYMENT
(ORDER)
EXPLORATION
(INNOVATION)
AdapXve
Strategy:
Be
Fast
(in
achieving)
q Problem-­‐Solu=on
Fit
q Product-­‐Market
Fit
q Business
Model
Fit
Discovery-­‐Driven
Planning
Game:
Reverse
Income
Statement
(Rita
McGrath)
H
1
2
3
Customer
Development
Game:
Get
Out
Of
Building
or
GOOB
(Steve
Blank)
1
2
3
H
Lean
Startup
Game:
Minimum
Viable
Pro-­‐
duct
or
MVP;
Build-­‐Measure-­‐Learn
(Eric
Ries)
3
2
1
H
EXPLOITATION
(IMPROVEMENT)
Visionary
Strategy:
Be
First
Blue
Ocean
Strategy
Game:
Strategy
Canvas
(W
Chan
Kim
&
Renee
Mauborgne)
2
1
H
3
Classical
Strategy:
Be
Big
Waterfall
Planning
Game:
TradiGonal
Linear
Plan/Full-­‐scale
Product
3
2
1
H
CompeDDve
Advan-­‐
tage
Strategy:
Win
Playing
To
Win
Game:
5
QuesGons
(A.G.
Lafley
&
Roger
L.
Mar=n)
H
1
2
3
LEGEND
for
Diamond
of
Business
Model
Envelope
H
=
Home
Plate
(WHY?);
1
=
First
Base
(WHO?);
2
=
Second
Base
(WHAT?);
3
=
Third
Base
(HOW?)
1
2
3
H
Sheet
1
of
2

11. Diamond
Games
for
Business
Model
InnovaXon
and
Improvement
The
Problem-­‐Solving
Games
That
Ambidextrous
Organiza=ons
Play
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
AMBIDEXTROUS
STRATEGIES
(STRATEGY
PALETTE
PROJECTS/
BUSINESS
MODEL
PORTFOLIO)
GAMES
(STRATEGEM/TACTICS/TOOLS)
FOR
BUSINESS
MODEL
INNOVATION
AND
IMPROVEMENT
DEPLOYMENT
(ORDER)
EXPLORATION
(INNOVATION)
AdapXve
Strategy:
Be
Fast
(in
achieving)
q Problem-­‐Solu=on
Fit
q Product-­‐Market
Fit
q Business
Model
Fit
Lean
Canvas
Game
(Ash
Maurya)
1
2
H
Business
Model
Canvas
Game
(Alex
Osterwalder)
ü
ü
ü
ü
Customer
Growth
Hacking
Game
(Sean
Ellis)
1
H
2
EXPLOITATION
(IMPROVEMENT)
Visionary
Strategy:
Be
Ul=mate
Zero-­‐to-­‐One
Game
(Peter
Thiel)
H
3
2
1
Classical
Strategy:
Be
Big
Business
Planning
Game:
TradiGonal
Plan:
Plan-­‐Market
Research-­‐Product
Dev.-­‐Launch
3
1
2
H
CompeDDve
Advan-­‐
tage
Strategy:
Win
Balanced
Scorecard
Game:
4
PerspecGves
(Robert
Kaplan
&
David
Norton)
H
1
2
3
LEGEND
for
Diamond
of
Business
Model
Envelope
H
=
Home
Plate
(WHY?);
1
=
First
Base
(WHO?);
2
=
Second
Base
(WHAT?);
3
=
Third
Base
(HOW?)
1
2
3
H
Sheet
2
of
2

12. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
PROBLEM
(TRADE-­‐OFF)
LEFT
Flap
RIGHT
Flap
BOTTOM
Flap
TOP
Flap

13. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Generic
Story
QuesGons)

14. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Baseball
Diamond)
Home
Plate
Second
Base
Third
Base
First
Base

15. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Balanced
Business
Model)
PROBLEM
(TRADE-­‐OFF)
DEMAND
FACTORS
PROFIT
MARGIN
SUPPLY
FACTORS
STRATEGY
(VALUE
PROPOSITION)

16. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Fractal
System
Hierarchy)
PROBLEM
(TRADE-­‐OFF)
CUSTOMER
GROWTH
ENGINE
VALUE
CAPTURE
ENGINE
ENTERPRISE
ENGINE
STRATEGY

17. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Fractal
System
Hierarchy)
PROBLEM
(TRADE-­‐OFF)
CUSTOMER
GROWTH
ENGINE
VALUE
CAPTURE
ENGINE
ENTERPRISE
ENGINE
STRATEGY
(VALUE
PROPOSITION)

18. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Fractal
System
Hierarchy)
PROBLEM
(TRADE-­‐OFF)
CUSTOMER
GROWTH
ENGINE:
Creates
demand;
Delivers
value
VALUE
CAPTURE
ENGINE:
Captures/Shares
Value
ENTERPRISE
ENGINE:
Creates
value
STRATEGY:
Solves
problem;
resolves
unacceptable
trade-­‐off

19. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(WHY?)
(HOW?)
(WHAT?)

20. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(WHY?)
(HOW?)
(WHAT?)
Processing
Output

21. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(WHY?)
(HOW?)
(WHAT?)
Processing/
Logis=cs
Output/
Channel

22. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE

23. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Where
to
play?
(WHO?)
What
capabiliDes
are
required?
What
management
systems
are
required
(HOW?)
What
is
our
winning
aspiraDon?
(WHY?)
How
best
to
win?
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Playing-­‐To-­‐Win
(PTW)
QuesGons)

24. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Key
Resources
Key
Processes
(HOW?)
Profit
Formula
(WHY?)
Customer
Value
ProposiDon
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(4-­‐Box
Business
Model)
(WHO?)

25. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Key
Resources
Key
Processes
(HOW?)
Profit
Formula
(WHY?)
Customer
Value
ProposiDon
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(4-­‐Box
Business
Model)
(WHO?)

26. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Targeted
Customer
Segment(s)
(WHO?)
OrganizaDon
(Resources)
Value
Chain
(Ac=vi=es)
(HOW?)
Cost
Model;
Revenue
Model
(WHY?)
Product/Service
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(BCG’s
6-­‐Component
Business
Model)

27. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/
ACTIONS
(HOW?)
END:
RESULT/VALUE
(WHY?)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)

28. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Targeted
Customer
Segment(s)
(WHO?)
OrganizaDon
(Resources)
Value
Chain
(Ac=vi=es)
(HOW?)
Cost
Model;
Revenue
Model
(WHY?)
Product/Service
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
BCG’s
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BCG’s
BUSINESS
MODEL
ENVELOPE

29. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Balanced
Scorecard
Envelope
(BSCE)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BALANCED
SCORECARD
(BSC)
ENVELOPE
CUSTOMER
Perspec=ve
(WHO?)
LEARNING
&
GROWTH
Perspec=ve
PROCESS
Perspec=ve
(HOW?)
FINANCIAL
(SHARED
VALUE)
Perspec=ve
(WHY?)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
PROBLEM
(TRADE-­‐OFF)

30. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
LEAN
STARTUP
ENVELOPE
KEY
RESOURCES
TEAM
KEY
ACTIVITIES
INNOVATION
ACCOUNTING
SHARED
(PROFIT)
VALUE
PROBLEM
(TRADE-­‐OFF)
Lean
Startup
Envelope
(LSE)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(MVP)
Build
Measure
(WHO?)
(WHY?)
(HOW?)
(WHAT?)
CHANNELS/
RELATIONSHIPS
CUSTOMER
ARCHETYPE

31. BUSINESS
MODEL
ENVELOPE
BUSINESS
MODEL
PROJECT
MANAGEMENT

32. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BUSINESS
MODEL
ENVELOPE
PROBLEM
(TRADE-­‐OFF)
(WHO?)
(HOW?)
(WHY?)
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….

33. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/ACTIONS
(HOW?)
END
RESULT/VALUE
(WHY?)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
PROBLEM
(TRADE-­‐OFF)

34. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/ACTIONS
(HOW?)
END
RESULT/VALUE
(WHY?)
PROBLEM
(TRADE-­‐OFF)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)

35. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/ACTIONS
(HOW?)
END
RESULT/VALUE
(WHY?)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
PROBLEM
(TRADE-­‐OFF)
Supply
Demand
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)

36. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/ACTIONS
(HOW?)
END
RESULT/VALUE
(WHY?)
PROBLEM
(TRADE-­‐OFF)
OTHER
Loop
Supply
Demand
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)

37. ALTERNATIVE
FORMATS
BUSINESS
MODEL
PROJECT
MANAGEMENT

38. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Business
Model
Engine)
CUSTOMER
GROWTH
ENGINE
(WHO?)
ENTERPRISE
ENGINE
(HOW?)
VALUE
CAPTURE
ENGINE
(WHY?)
PROBLEM
(TRADE-­‐OFF)
SOLUTION/
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)

39. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Story)
PROTAGONIST:
HERO/CUSTOMER
(WHO?)
HELPING
TEAM:
HERO’S
JOURNEY
(HOW?)
MOTIVATION
(WHY?)
SOLUTION:
PLOT
(WHAT?)
PROBLEM
(TRADE-­‐OFF)

40. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
(Minimum
Viable
Business
Model)
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
PROBLEM
(TRADE-­‐OFF)
SOLUTION/
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)

41. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
BUSINESS
MODEL
ENVELOPE
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
SOLUTION/
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
PROBLEM
(TRADE-­‐OFF)

42. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
BUSINESS
MODEL
ENVELOPE
PROBLEM
(TRADE-­‐OFF)

43. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….

44. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….

45. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
WHO?
HOW?
WHY?
WHAT?

46. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
CUSTOMERS
SHARED
(PROFIT)
VALUE
SOLUTION/
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
ENTERPRISE:
TEAM

47. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
CUSTOMERS
TEAM
SHARED
(PROFIT)
VALUE
SOLUTION/
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE

48. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
SOLUTION/
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)

49. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
q Present
q Future
q Past
Job
To
Get
Done:
………………………………………………………………………………………….…………………….

50. Examples
Rapidly
Sketch
Project’s
Viability,
Story,
Strategy,
Business
Model,
and
Plan
Using
the
Back
of
an
Envelope

51. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Classic
iPod’s
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
“Insanely
Great
Customer
Experience”;
“Think
Different”
q Present
q Future
ü Past
(2001)
Job
To
Get
Done:
Listen
to
Music
Everywhere,
24x7
BUSINESS
MODEL
ENVELOPE
for
Apple’s
Classic
iPod
(Minimum
Viable
Business
Model)
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
SOLUTION/
DIFFERENTIATION
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Asset
Sale
iPod
PROBLEM
(TRADE-­‐OFF):
Exis=ng
portable
music
players
are
bulky;
expensive;
ugly;
inadequate
bagery
storage;
few
songs
Listen
to
music
everywhere,
24x7

52. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/ACTIONS
(HOW?)
END
RESULT/VALUE
(WHY?)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Asset
Sale
iPod
Classic
iPod’s
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
“Insanely
Great
Customer
Experience”;
“Think
Different”
q Present
q Future
ü Past
(2001)
Job
To
Get
Done:
Listen
to
Music
Everywhere,
24x7
PROBLEM
(TRADE-­‐OFF):
Exis=ng
portable
music
players
are
bulky;
expensive;
ugly;
inadequate
bagery
storage;
few
songs
Listen
to
music
everywhere,
24x7

53. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BUSINESS
MODEL
ENVELOPE
(End-­‐Ways-­‐Strategy-­‐Means)
WAYS
JOB
TO
BE
DONE
(WHO?)
MEANS
TACTICS/ACTIONS
(HOW?)
END
RESULT/VALUE
(WHY?)
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Asset
Sale
iPod
Classic
iPod’s
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
“Insanely
Great
Customer
Experience”;
“Think
Different”
q Present
q Future
ü Past
(2001)
Job
To
Get
Done:
Listen
to
Music
Everywhere,
24x7
PROBLEM
(TRADE-­‐OFF):
Exis=ng
portable
music
players
are
bulky;
expensive;
ugly;
inadequate
bagery
storage;
few
songs
Listen
to
music
everywhere,
24x7

54. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Targeted
Customer
Segment(s)
(WHO?)
OrganizaDon
(Resources)
Value
Chain
(Ac=vi=es)
(HOW?)
Cost
Model;
Revenue
Model
(WHY?)
Product/Service
(WHAT?)
BCG’s
Business
Model
Envelope
(BME)
Ecosystem
for
Book
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
ü Present
(2015)
q Future
q Past
Job
To
Get
Done:
Select
and
execute
the
right
approach
to
strategy
BCG’s
BUSINESS
MODEL
ENVELOPE
Asset
Sale
Book
ExecuGves
PROBLEM
(TRADE-­‐OFF):
Too
many
business
tools
and
frameworks;
hyper-­‐compe==on;
unpredictable
environment

55. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BUSINESS
MODEL
ENVELOPE
(Minimum
Viable
Business
Model)
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
SOLUTION/
DIFFERENTIATION
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Book
PROBLEM
(TRADE-­‐OFF):
Too
many
business
tools
and
frameworks;
hyper-­‐compe==on;
unpredictable
environment
ExecuGves
Asset
Sale
Business
Model
Envelope
(BME)
Ecosystem
for
Book
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
ü Present
(2015)
q Future
q Past
Job
To
Get
Done:
Select
and
execute
the
right
approach
to
strategy

56. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
SOLUTION/
DIFFERENTIATION
STRATEGY
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Business
Model
Envelope
(BME)
Ecosystem
for
Book
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………..……………………………..………………………..
ü Present
(2015)
q Future
q Past
Job
To
Get
Done:
Select
and
execute
the
right
approach
to
strategy
PROBLEM
(TRADE-­‐OFF):
Too
many
business
tools
and
frameworks;
hyper-­‐compe==on;
unpredictable
environment
Book
ExecuGves
Asset
Sale

57. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
Southwest
Airlines’s
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Democra=ze
air
travel;
Fun
q Present
ü Future
q Past
Job
To
Get
Done:
Travel
at
the
speed
of
an
airlplane
for
the
cost
of
a
taxi
fare
…
whenever
you
need
it
PROBLEM
(TRADE-­‐OFF):
Air
travel
is
fast
BUT
expensive
for
low-­‐end
air
travellers
SOLUTION/
LOW
COST
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Low
Cost
Air
Ticket
Interurban
Travelers:
Low
end
Point-­‐to-­‐point
Flying
One
type
of
aircrai
BUSINESS
MODEL
ENVELOPE
(Minimum
Viable
Business
Model)

58. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsXtutes;
New
Entrants/Startups);
ENEMIES
CUSTOMERS
(WHO?)
ENTERPRISE:
TEAM
(HOW?)
SHARED
(PROFIT)
VALUE
(WHY?)
SOLUTION/
LOW
COST
STRATEGY;
VALUE
PROPOSITION;
PRODUCT/SERVICE
(WHAT?)
Low
Cost
Air
Ticket
Interurban
Travelers:
Low
end
Point-­‐to-­‐point
Flying
One
type
of
aircrai
PROBLEM
(TRADE-­‐OFF):
Air
travel
is
fast
BUT
expensive
for
low-­‐end
air
travellers
Southwest
Airlines’s
Business
Model
Envelope
(BME)
Ecosystem
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Democra=ze
air
travel;
Fun
q Present
ü Future
q Past
Job
To
Get
Done:
Travel
at
the
speed
of
an
airlplane
for
the
cost
of
a
taxi
fare
…
whenever
you
need
it

59. Appendix

60. STACK
(STRATA)
SWIMLANES
CROSS
(COMPASS)
DIAMOND
(CYCLE)
ENVELOPE
(X-­‐BOX)
HEAP
OF
DIAMONDS
HEAP
OF
BOXES
HEAP
OF
POINTS
Job
To
Get
Done
(Market/Goal):
Simply
and
visually
organize
and
manage
ideas
for
projects,
stories,
strategies,
business
models,
and
plans
4-­‐POINT
PATTERNS
FOR
BUSINESS
MODEL
ENVELOPE
4-­‐POINT
PATTERNS
(OBJECTS)
FOR
PRESENTING
BUSINESS
MODEL
ENVELOPE
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing