The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment
There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.
The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.
To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
The Global Enterprise Model (GEM) Canvas: Stop Designing and Improving Busine...Rod King, Ph.D.
In many established organizations, "enterprise model" or "business model" is fast becoming the standard unit of analysis in projects of continuous problem solving, business improvement, innovation, design, and learning. In the startup world, which is rapidly abandoning the traditional voluminous business plan, one-page business model diagrams are used to visually organize and manage information as startups search for a repeatable and scalable business model. In nearly all these cases, however, business model visualizations focus on at the single level of the enterprise and ignore its environment. Many businesses are therefore designed, created, and improved in a vacuum. The result is that business model diagrams are static, lack context, and are simplistic, if not unrealistic. Such unrealistic visualizations and diagrams lead to poor decision-making.
This presentation introduces the Global Enterprise Model (GEM) Canvas, a multilevel approach for modeling systems and visually telling the stories of enterprises or businesses. Visual templates, which are in a fractal dashboard format, are presented for facilitating dynamic, multilevel modeling and storytelling of enterprises. These templates present more realistic models and stories of enterprises (businesses). Major benefits include a shared language for discussing and using tools for business design, planning, problem solving, improvement, innovation, and learning. Also, decision-making in business is greatly improved.
General Electric was founded in 1878 by Thomas Edison and initially focused on electricity generation and distribution. Under the leadership of CEO Jack Welch from 1981 to 2001, GE underwent major restructuring and cultural changes. Welch decentralized decision making, instituted a system of strategic business units, and emphasized developing world-class operations. He challenged managers and employees to be "better than the best" and oversaw hundreds of acquisitions and divestitures. Welch also introduced new strategic initiatives like Six Sigma quality improvement and growing service businesses to diversify beyond industrial products. By the end of his tenure, Welch had transformed GE into one of the world's largest and most profitable companies.
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
General Electric conducted a SWOT analysis to evaluate its strategic position. It has strengths in its partnerships with governments and infrastructure programs, but also weaknesses like higher prices. Opportunities include expanding into emerging markets, while threats include rising costs and increased regulation. A comparison with competitors like Siemens showed GE has a larger market cap and revenue. GE aims to address climate change through initiatives to reduce emissions and increase energy efficiency across its operations. It reports annual results by business segment, with capital finance declining but energy infrastructure growing.
Ge’s two decade transformation-Case PPTmeghaiyer1988
This document summarizes Jack Welch's leadership and transformation of GE over two decades from 1981 to 2001. When Welch became CEO in 1981, he initiated major restructuring by selling off underperforming businesses and making many acquisitions. He also emphasized strategic planning, quality improvement, developing business leaders, and growing globally. By prioritizing speed, simplicity and self-confidence in the organization's culture, Welch helped GE become highly profitable and the most valuable public company in the world by the late 1990s.
This document discusses modifications to General Electric's Major Appliance Business Group's Project C, which aims to make GE the worldwide leader in dishwasher quality, profitability, and manufacturing excellence. It analyzes 5 potential modifications across qualitative and quantitative criteria. Modifications 1, 2, and 4 are recommended as they improve product/process quality, have minimal time delays, and positively impact human resource management. Modification 3 is not recommended as it adds complexity without clear benefits. Modification 5 is recommended for its cost savings despite some uncertainty. The recommendation is to seek board approval for a budget increase above $2.8 million to implement the recommended modifications.
The document discusses various aspects of global business and international companies. It defines terms like multinational, global, international and transnational companies. It also discusses the forces driving globalization like political, technological, market, cost and competitive forces. As a result of this rush for globalization, international business has seen explosive growth with the world stock of foreign direct investment increasing eleven-fold from 1980 to 2000. International business faces a different environment than domestic business due to various uncontrollable external forces.
The Global Enterprise Model (GEM) Canvas: Stop Designing and Improving Busine...Rod King, Ph.D.
In many established organizations, "enterprise model" or "business model" is fast becoming the standard unit of analysis in projects of continuous problem solving, business improvement, innovation, design, and learning. In the startup world, which is rapidly abandoning the traditional voluminous business plan, one-page business model diagrams are used to visually organize and manage information as startups search for a repeatable and scalable business model. In nearly all these cases, however, business model visualizations focus on at the single level of the enterprise and ignore its environment. Many businesses are therefore designed, created, and improved in a vacuum. The result is that business model diagrams are static, lack context, and are simplistic, if not unrealistic. Such unrealistic visualizations and diagrams lead to poor decision-making.
This presentation introduces the Global Enterprise Model (GEM) Canvas, a multilevel approach for modeling systems and visually telling the stories of enterprises or businesses. Visual templates, which are in a fractal dashboard format, are presented for facilitating dynamic, multilevel modeling and storytelling of enterprises. These templates present more realistic models and stories of enterprises (businesses). Major benefits include a shared language for discussing and using tools for business design, planning, problem solving, improvement, innovation, and learning. Also, decision-making in business is greatly improved.
General Electric was founded in 1878 by Thomas Edison and initially focused on electricity generation and distribution. Under the leadership of CEO Jack Welch from 1981 to 2001, GE underwent major restructuring and cultural changes. Welch decentralized decision making, instituted a system of strategic business units, and emphasized developing world-class operations. He challenged managers and employees to be "better than the best" and oversaw hundreds of acquisitions and divestitures. Welch also introduced new strategic initiatives like Six Sigma quality improvement and growing service businesses to diversify beyond industrial products. By the end of his tenure, Welch had transformed GE into one of the world's largest and most profitable companies.
Jack Welch transformed GE during his 20-year tenure through three waves of restructuring:
1) Introduced the three circle vision and decentralized GE into business units.
2) Focused on work-out processes, best practices, going global, and developing leaders. Productivity and international sales grew significantly.
3) Emphasized boundaryless behavior, service businesses, and six sigma quality. Revenues increased 376.7% and earnings 670.88% under Welch's leadership through acquisitions, divestitures, and setting ambitious stretch targets.
General Electric conducted a SWOT analysis to evaluate its strategic position. It has strengths in its partnerships with governments and infrastructure programs, but also weaknesses like higher prices. Opportunities include expanding into emerging markets, while threats include rising costs and increased regulation. A comparison with competitors like Siemens showed GE has a larger market cap and revenue. GE aims to address climate change through initiatives to reduce emissions and increase energy efficiency across its operations. It reports annual results by business segment, with capital finance declining but energy infrastructure growing.
Ge’s two decade transformation-Case PPTmeghaiyer1988
This document summarizes Jack Welch's leadership and transformation of GE over two decades from 1981 to 2001. When Welch became CEO in 1981, he initiated major restructuring by selling off underperforming businesses and making many acquisitions. He also emphasized strategic planning, quality improvement, developing business leaders, and growing globally. By prioritizing speed, simplicity and self-confidence in the organization's culture, Welch helped GE become highly profitable and the most valuable public company in the world by the late 1990s.
This document discusses modifications to General Electric's Major Appliance Business Group's Project C, which aims to make GE the worldwide leader in dishwasher quality, profitability, and manufacturing excellence. It analyzes 5 potential modifications across qualitative and quantitative criteria. Modifications 1, 2, and 4 are recommended as they improve product/process quality, have minimal time delays, and positively impact human resource management. Modification 3 is not recommended as it adds complexity without clear benefits. Modification 5 is recommended for its cost savings despite some uncertainty. The recommendation is to seek board approval for a budget increase above $2.8 million to implement the recommended modifications.
The document discusses various aspects of global business and international companies. It defines terms like multinational, global, international and transnational companies. It also discusses the forces driving globalization like political, technological, market, cost and competitive forces. As a result of this rush for globalization, international business has seen explosive growth with the world stock of foreign direct investment increasing eleven-fold from 1980 to 2000. International business faces a different environment than domestic business due to various uncontrollable external forces.
Global Business Model (GBM) Canvas: How Fit Is Your Business Model (Ecosystem)?Rod King, Ph.D.
Every business with customers has a tacit or an explicit business model. However, the concept of a business model is still not very well understood and applied especially in the startup world where business models have to be created, validated, and scaled under conditions of great uncertainty. Many business models are designed and created in a vacuum that ignores the environment and the importance of present/future environmental fitness. Business model fitness does not play a significant role in such designs.
This presentation introduces a visual fractal framework for systematically creating, validating, and scaling a business model for either environmental fitness ("Red Ocean" strategy) or environmental disruption ("Blue Ocean" strategy). The Global Business Model (GBM) Canvas integrates the tools of the Business Model Canvas, Business Model Environment, and Value Net. Unlike in many tools for business modeling and design, learning is an integral part of the GBM Canvas.
Global Enterprise Model (GEM) Canvas for the GOOGLE GLASS Startup: Will Custo...Rod King, Ph.D.
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass?
Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right?
This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?”
It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation.
So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
HOW ENTREPRENEURS AND BUSINESSES CAN BETTER SOLVE COMMUNITY PROBLEMS: The Glo...Rod King, Ph.D.
"Capitalism as usual" is increasingly coming under attack. According to an increasing number of observers, society and the environment are suffering while many corporations are having fantastic profit. The sentiment of those observers is that corporations are making profit at the expense of society and the environment. These observers consider as unacceptable the trade-off between profit on the one hand and people and the planet on the other hand.
There is a growing number of proposals on how to resolve the inherent trade-offs of capitalism. One of the most promising frameworks is "Creating Shared Value" by Michael Porter and Mark Kramer. Although Porter and Kramer outline principles and tactics for creating Shared Value, their description is largely textual. In addition, they have not proposed a holistic tool for creating, delivering, and sharing value in projects.
This presentation introduces the Global Business Model (GBM) Canvas which is a one-page visual tool for creating, delivering, and sharing value in projects. The GBM Canvas can also be used for simply reDesigning shared value business models that improve society and the environment as well as profit.
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage ...Rod King, Ph.D.
To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology.
Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology.
This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U .
http://goo.gl/0tVWqd
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The document discusses a Global Business Model Canvas that can be used to analyze various aspects of a business's environment and model. It describes adapting the traditional Business Model Canvas to take a "bird's eye view", "worm's eye view", and "eagle's eye view" of the business model by incorporating additional contextual factors like the global, national, industry and regional environments as well as tools for assessing strengths, weaknesses, opportunities, threats, trends, competitors and more. The goal is to determine the overall fitness of the business model.
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPSRod King, Ph.D.
The document discusses Business Model Development (BMD) as a methodology for designing, launching, and managing businesses, especially startups. BMD integrates best practices from fields like Blue Ocean Strategy, Customer Development, Lean Startup, and Business Model Canvas. It recognizes that traditional business planning is unsuitable for today's uncertain environment. BMD assumes businesses should be customer-centric and designed to deliver "Oh My God" customer experiences. BMD can help reduce startup failure risks by facilitating discovery, validation, execution, and management of business models.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The document presents a framework called the Red Ocean Disruption (ROD) Storyboard. The ROD Storyboard is a tool for rapidly visualizing, prototyping, and testing a business plot, strategy story, value proposition, and business model. It consists of four main sections - Environment, Strategy, Current Ecosystem, and Future Ecosystem. The framework is intended to help strategize how to best change an industry or market and create a new future ecosystem.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
The document describes the 9-gear business model framework. It includes sections on the dream team personas, forces impacting costs and benefits, competitors and influences, a SWOT analysis, and the key components of the business model like customer segments, value proposition, revenue streams, and costs. Contact information is provided for Dr. Rod King, creator of the business model.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
The document describes an ambidexterity learning cycle that involves continuously discovering and solving big urgent market problems. It involves observing market problems, analyzing them, hypothesizing solutions, experimenting with solutions, and reflecting on whether to pivot or persevere. The cycle aims to meet customer goals and create win-win outcomes. Coaching is provided on applying principles of ambidexterity, strategic frameworks, and leadership approaches.
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
The document describes the Lean Business Model Canvas, a one-page tool for visually organizing and managing responses to 25 investor questions about business model profitability. The Lean Business Model Canvas combines the Lean Canvas and Business Model Canvas frameworks. It allows documenting key topics like problems, solutions, metrics, costs, revenues, customer segments, and competitive advantages to holistically represent organizational success or failure in business and life.
12 Global Business Model (GBM) Topics: Simply Organize and Present Ideas for ...Rod King, Ph.D.
"NO ENTREPRENEUR LEFT BEHIND (NELB)"
How often do you have people coming up to you and saying, "I have this great business idea, what do you think of it?" Next time, someone presents this question to you, just ask him or her to SCOPE the idea using the 12 Global Business Model (GBM) Topics. Please note that SCOPE is an acronym:
S: Share
C: Capture
O: Organize
P: Present or Pitch
E: Evaluate
By having a person SCOPE a project or business idea, both parties could save tremendous amount of time, money, and other resources especially in today's environment which is volatile, uncertain, complex, and ambiguous.
Are you ready to SCOPE that great project or business idea which keeps you awake at night?
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.
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Global Business Model (GBM) Canvas: How Fit Is Your Business Model (Ecosystem)?Rod King, Ph.D.
Every business with customers has a tacit or an explicit business model. However, the concept of a business model is still not very well understood and applied especially in the startup world where business models have to be created, validated, and scaled under conditions of great uncertainty. Many business models are designed and created in a vacuum that ignores the environment and the importance of present/future environmental fitness. Business model fitness does not play a significant role in such designs.
This presentation introduces a visual fractal framework for systematically creating, validating, and scaling a business model for either environmental fitness ("Red Ocean" strategy) or environmental disruption ("Blue Ocean" strategy). The Global Business Model (GBM) Canvas integrates the tools of the Business Model Canvas, Business Model Environment, and Value Net. Unlike in many tools for business modeling and design, learning is an integral part of the GBM Canvas.
Global Enterprise Model (GEM) Canvas for the GOOGLE GLASS Startup: Will Custo...Rod King, Ph.D.
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass?
Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right?
This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?”
It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation.
So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
HOW ENTREPRENEURS AND BUSINESSES CAN BETTER SOLVE COMMUNITY PROBLEMS: The Glo...Rod King, Ph.D.
"Capitalism as usual" is increasingly coming under attack. According to an increasing number of observers, society and the environment are suffering while many corporations are having fantastic profit. The sentiment of those observers is that corporations are making profit at the expense of society and the environment. These observers consider as unacceptable the trade-off between profit on the one hand and people and the planet on the other hand.
There is a growing number of proposals on how to resolve the inherent trade-offs of capitalism. One of the most promising frameworks is "Creating Shared Value" by Michael Porter and Mark Kramer. Although Porter and Kramer outline principles and tactics for creating Shared Value, their description is largely textual. In addition, they have not proposed a holistic tool for creating, delivering, and sharing value in projects.
This presentation introduces the Global Business Model (GBM) Canvas which is a one-page visual tool for creating, delivering, and sharing value in projects. The GBM Canvas can also be used for simply reDesigning shared value business models that improve society and the environment as well as profit.
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage ...Rod King, Ph.D.
To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology.
Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology.
This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U .
http://goo.gl/0tVWqd
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The document discusses a Global Business Model Canvas that can be used to analyze various aspects of a business's environment and model. It describes adapting the traditional Business Model Canvas to take a "bird's eye view", "worm's eye view", and "eagle's eye view" of the business model by incorporating additional contextual factors like the global, national, industry and regional environments as well as tools for assessing strengths, weaknesses, opportunities, threats, trends, competitors and more. The goal is to determine the overall fitness of the business model.
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPSRod King, Ph.D.
The document discusses Business Model Development (BMD) as a methodology for designing, launching, and managing businesses, especially startups. BMD integrates best practices from fields like Blue Ocean Strategy, Customer Development, Lean Startup, and Business Model Canvas. It recognizes that traditional business planning is unsuitable for today's uncertain environment. BMD assumes businesses should be customer-centric and designed to deliver "Oh My God" customer experiences. BMD can help reduce startup failure risks by facilitating discovery, validation, execution, and management of business models.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The document presents a framework called the Red Ocean Disruption (ROD) Storyboard. The ROD Storyboard is a tool for rapidly visualizing, prototyping, and testing a business plot, strategy story, value proposition, and business model. It consists of four main sections - Environment, Strategy, Current Ecosystem, and Future Ecosystem. The framework is intended to help strategize how to best change an industry or market and create a new future ecosystem.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
The document describes the 9-gear business model framework. It includes sections on the dream team personas, forces impacting costs and benefits, competitors and influences, a SWOT analysis, and the key components of the business model like customer segments, value proposition, revenue streams, and costs. Contact information is provided for Dr. Rod King, creator of the business model.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
The document describes an ambidexterity learning cycle that involves continuously discovering and solving big urgent market problems. It involves observing market problems, analyzing them, hypothesizing solutions, experimenting with solutions, and reflecting on whether to pivot or persevere. The cycle aims to meet customer goals and create win-win outcomes. Coaching is provided on applying principles of ambidexterity, strategic frameworks, and leadership approaches.
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
The document describes the Lean Business Model Canvas, a one-page tool for visually organizing and managing responses to 25 investor questions about business model profitability. The Lean Business Model Canvas combines the Lean Canvas and Business Model Canvas frameworks. It allows documenting key topics like problems, solutions, metrics, costs, revenues, customer segments, and competitive advantages to holistically represent organizational success or failure in business and life.
12 Global Business Model (GBM) Topics: Simply Organize and Present Ideas for ...Rod King, Ph.D.
"NO ENTREPRENEUR LEFT BEHIND (NELB)"
How often do you have people coming up to you and saying, "I have this great business idea, what do you think of it?" Next time, someone presents this question to you, just ask him or her to SCOPE the idea using the 12 Global Business Model (GBM) Topics. Please note that SCOPE is an acronym:
S: Share
C: Capture
O: Organize
P: Present or Pitch
E: Evaluate
By having a person SCOPE a project or business idea, both parties could save tremendous amount of time, money, and other resources especially in today's environment which is volatile, uncertain, complex, and ambiguous.
Are you ready to SCOPE that great project or business idea which keeps you awake at night?
Similar to The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
Business Model Hacking (BMH) is a methodology that uses business models as the unit of analysis to rapidly discover and eliminate pain points in systems, projects, or business models. It integrates strategic planning, business model design, and project management. BMH utilizes various mapping and visualization tools, including a 2x2 Value Engine Map, 9-Box Value Engine Map, Business Model Canvas, and Problem Solving Theater technique. These tools help identify different positioning strategies and business models.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
The document describes the "Hacking for X (H4X)" program at Stanford University as an example of "StudentSourcing", which is a term coined by the author to describe outsourcing problems to student teams. The H4X program creates student teams to develop solutions for challenges in various sectors. The remainder of the document provides an example problem from the defense sector regarding detecting illicit maritime activities, and presents tools like the "Problem Solving Theater" for organizing problem details and potential solutions.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
This document presents the 4-Box Value Engine Map, which outlines 4 positioning strategies/business models for products, businesses, industries, or systems. The strategies are: Blue Ocean (value innovation), Red Ocean (commoditization), Luxury Spot (differentiation), and Disruptive Innovation (low cost and good enough). It also includes sections to identify the Big Urgent Market Pain, Job To Be Done, and Ideal Value Proposition.
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
This document describes the author's first encounter with the Business Model Canvas. It began as an accidental discovery during an online search for business modeling tools. The author joined a community called the Business Model Hub that was co-creating a book on business modeling led by Alexander Osterwalder. At the time there were around 150 members, growing to 470 from 45 countries in the final published book. The author was interested in co-creating the book because of their work on business modeling and universal pain solving. The author had previously developed the SEMPORCES model as a way to describe any business ecosystem using 9 building blocks. Upon joining the Business Model Hub, the author realized Osterwalder had developed the Business Model Canvas using 9
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 document discusses limitations of the Business Model Canvas and Lean Canvas tools and proposes an alternative called the Business Model Strip. The Business Model Strip represents business models as a single "strip" with four nodes: subject, verb, object, and stakeholder. It is argued that this simplified representation allows for more rapid business model mapping, prototyping, and testing compared to the nine building blocks used in traditional canvases. The document also suggests that the Business Model Strip better reflects how all living systems exchange value and receive feedback.
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.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Company Valuation webinar series - Tuesday, 4 June 2024
The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment
1. Past
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Future
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Do”)
Global
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PLAN
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Innova6on
Toolkit
for
Visual
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Management
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
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h=p://businessmodels.ning.com
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h=p://twi=er.com/RodKuhnKing
Mission/Vision/Purpose/
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2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
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h=p://businessmodels.ning.com
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h=p://twi=er.com/RodKuhnKing
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Innova6on
Toolkit
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Management
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
History
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Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Mission/Vision/Purpose/
Ideals/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Business
Model
(System)
5.
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Business
Model
(Canvas)
at
a
Certain
Point
in
Time
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
PoliTcal;
Economic;
Social;
Technological;
Legal;
InternaTonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Business
Model
(Canvas/Cycle/System)
6. Environment
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Topics
for
the
Environment
are
mainly
adapted
from
the
Business
Model
Environment
(www.businessmodelgeneraTon.com)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
5
Phases
of
Business
Model
(“Con6nents”/Lean
Startup)
Cycle
Problem
Plan
Build
Measure
Learn
7. Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Classic
Business
Model
(Canvas)
at
a
Certain
Point
in
Time
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
PoliTcal;
Economic;
Social;
Technological;
Legal;
InternaTonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Problem
Plan
Build
Measure
8. Environment
Key
Ac>vi>es
(KA)
Key
Partners
(KP)
Key
Resources
(KR)
Value
Proposi>on
(VP)
Customer
Segments
(CS)
Pain:
Cost
Structure
(C$)
Delight:
Revenue
Streams
(R$)
Channels
(CH)
Customer
Rela>onships
(CR)
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Topics
of
the
above
canvas
are
mainly
adapted
from
The
Business
Model
Canvas
&
Environment
(www.businessmodelgeneraTon.com)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
con>nuously
learn
(to
increase
customers,
perf.
or
shared
value)?
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Details
of
Business
Model
(Canvas)
Including
“Learn”
Block
9. Environment
Key
Ac>vi>es
(KA)
Key
Partners
(KP)
Key
Resources
(KR)
Value
Proposi>on
(VP)
Pain:
Cost
Structure
(C$)
Delight:
Revenue
Streams
(R$)
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Topics
of
the
above
canvas
are
mainly
adapted
from
The
Business
Model
Canvas
&
Environment
(www.businessmodelgeneraTon.com)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
con>nuously
learn
(to
increase
customers,
perf.
or
shared
value)?
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Details
of
Business
Model
(Canvas/Process)
Including
“Learn”
Block
Channels
(CH)
Customer
Segments
(CS)
Customer
Rela>onships
(CR)
10. E:
Environment
P:
Process/Strategy
S:
Suppliers/Partners/Inputs
E:
Employees/
Brand/IP
O:
Output
(Product/
Service/Value
ProposiTon)
Pain
(Disadvantages;
Costs;
Weaknesses)
Delight
(Advantages;
Benefits;
Strengths)
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
S:
Shared
Value
(Mission/Vision)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Details
of
Business
Model
(Chain/Process)
Including
“Learn”
Block
R:
Retailers/Distrib./Channels/CRM
C:
Customers/Consumers
M:
Machinery/
Techno’/Infra’
11. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
KEY:
“PESTLIED”
is
an
acronym
for
PoliTcal;
Economic;
Social;
Technological;
Legal;
InternaTonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Environment
Global
Business
Model
(GBM)
Canvas:
Worksheet
Worksheet
Focusing
on
the
Four
“Walls”
of
the
Business
Model
Environment
(BME)
Business
Model
(Canvas)
12. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
KEY:
“PESTLIED”
is
an
acronym
for
PoliTcal;
Economic;
Social;
Technological;
Legal;
InternaTonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Environment
Global
Business
Model
(GBM)
Canvas
Focusing
on
the
Four
“Walls”
of
the
Business
Model
Environment
(BME):
Annota6ons
q Suppliers
q Influencers/
Recommenders
q Intermediaries
q SubsTtutors
q Complementors
q PotenTal/New
Entrants
q Market
Segments
(Market
Hierarchy/
Size/Opportunity):
PercepTons/Preferences/
Choices/Behaviors
q Non-‐customers
(Tiers)
q Partners/
Alliances
q ExternaliTes
(Infrastructure)
q Direct
CompeTtors
Business
Model
(Canvas)
q Saboteurs
q PESTLIED
Trends
q Decision-‐makers
q Government
q Labor
Market
q Capital
(Financing)
q Natural
Resources
q LogisTcs
q NGOs
q Investors
q Community
13. Industry
Ecosystem:
Details
for
Industry
A=racTveness
Analysis
New
or
Poten>al
Entrants
(Complementors)
Suppliers
Customers/Users
Differen6a6on
of
inputs
Supplier
concentra6on
Importance
of
volume
and
speed
to
supplier
Cost
rela6ve
to
total
purchases
Impacts
of
input
on
cost
&
differen6a6on
Forward
Integra6on
Presence
of
subs6tute
inputs
Backward
Integra6on
Rela6ve
price
performance
of
subs6tutes
Switching
costs
Buyer
propensity
to
subs6tute
Diversity
Fixed
costs/value
added
Brand
iden6ty
Overcapacity
Informa6on
complexity
Entry
barriers
Product
differences
Product
differen6a6on
Buyer
concentra6on
Incen6ves
for
decision-‐makers
Price/
Volume/
Total
purchase
Impacts
of
quality/
performance
Switching
costs
Buyer
info’
Backward/Forward
Integra6on
Buyer
profits
Access
to
distribu6on
Economies
of
scale
Capital
requirements
Government
policy
Exit
barriers
Channel/distributor
concentra6on
Differen6a6on
of
channels/distributors
Backward
Integra6on
Forward
Integra6on
Cost
advantages
Trends/Pa]erns
Tipping
point
Virality
ROI
Main
Source:
Based
on
Porter,
M.
(1998)
Compe>>ve
Advantage.
New
York:
The
Free
Press.
Porter,
M.
(1998)
Compe>>ve
Strategy.
New
York:
The
Free
Press.
Compe>tors
(Subs>tutors)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Industry
Ecosystem
(Industry/Rivalry/
Strengths/Weaknesses/
OpportuniTes/Threats/Risks)
14. SOCIAL
NETWORKING/
SEARCH
ENGINE
CANVAS
q Facebook
q Twi]er
q LinkedIn
q Google
(Search;
Calendar)
q Pinterest
TIME
MANAGEMENT
CANVAS
q Gedng
Things
Done
(GTD)
CHANGE
MANAGEMENT
CANVAS
q Theory
of
Constraints
q Theory
of
InvenTve
Problem
Solving
(“TRIZ”)
q “10-‐10-‐10”
Decision-‐making
DISRUPTIVE
INNOVATION
CANVAS
q DisrupTve
InnovaTon
Theory
q Blue
Ocean
Strategy
q Business
Model
(DNA)
DisrupTon
q Lean
Startup
Method
q Customer
Development
Stack
IDEAS
MANAGEMENT
CANVAS
q Brainstorming;
To-‐Do
List
q SuggesTon
Box
q Vision
Board;
Storyboard
q Crowdsourcing
(Wisdomsourcing)
q Fractal
Grid
(Past/Present/Future)
8
CATEGORIES
OF
APPLICATIONS
AND
JOBS
FOR
GLOBAL
BUSINESS
MODEL
(GBM)
PLAN
-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐
You
can
use
the
GBM
Plan
as
…
BUSINESS/STRATEGIC
PLANNING
CANVAS
q Bus.
Model
Planning/GeneraTon
q Business
Plan;
Strategic
Plan;
q Discovery-‐driven
Planning
q CompeTTve
Strategy
q Shared
Value
(Happiness)
SPACE-‐TIME
VISUALIZATION
CANVAS
q Classic
Timeline;
Storyline
q Einstein’s
Space-‐Time
Grid
q Eddington’s
Arrow
of
Time
q Toyota’s
Kanban
Board
q Calendar;
To-‐Do
List;
Journal
PROJECT
MANAGEMENT
CANVAS
q Six
Sigma
Methodology
q Lean
Thinking
q Project
Management
Under
CondiTons
of
Uncertainty
q Performance
Management
8
CATEGORIES
OF
APPLICATIONS
AND
JOBS
FOR
GLOBAL
BUSINESS
MODEL
(GBM)
PLAN
A
Plakorm
for
Visual
Change
Management:
Which
Canvas
or
Job
is
Your
Favorite?
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
15. Global
Business
Model
(GBM)
Plan:
Project
Tasks
of
Successful
Entrepreneurs
and
Businesses
16.
Global
Business
Model
(GBM)
Plan
One-‐Page
Business
InnovaTon
Toolkit
for
Visual
Change
Management
A
Global
Business
Model
(GBM)
Plan
Is
A
Space-‐Time
Canvas
That
Consists
of
A
North
Star-‐Goal
(Outcome)
And
Past,
Present,
and
Future
Canvases
For
Planning,
Organizing,
EvaluaTng,
and
Managing
Any
Change
Project
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
17.
Redefining
“Business
Model”
The
New
Paradigm
of
Shared
Happiness
Business
Models
(SHBM)
A
Business
Model
Is
A
RepresentaTon
of
How
An
Organiza>on
Designs,
Delivers,
and
Shares
Happiness
(Value)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
18. How
to
Prepare
A
Global
Business
Model
(GBM)
Plan
For
Business
(Startup)
Projects?
20. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Tasks
on
the
above
canvas
are
mainly
adapted
from
Steve
Blank’s
course
at
Stanford
University:
“ENGR
245:
The
Lean
Launch
Pad”
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Environment
Business
Model
(Canvas)
q IdenTfy
type
of
business
(product/
service)
q Determine
the
type
of
industry
you
are
in
q Discover
dominant
trends
that
relate
to
industry,
market,
complementors,
and
relevant
Macro-‐Economic
Influencers
q Determine
who
the
decision-‐makers
are:
size
of
budget;
current
expenditures;
workflow
for
buying
decision
q Determine
product-‐market
fitness/
unfair
advantage
q Determine
tree
of
customer
Job-‐To-‐Be-‐Done
q IdenTfy
market
size
(total/served/target)
q Talk
to
10-‐15
potenTal
complementors
q Talk
to
10-‐15
compeTtors:
direct/new
entrants
q Determine
switching
costs
q Determine
who
the
key
influencers/stakeholders
are
and
talk
to
them
q Determine
market
type
q Evaluate
compeTtors’
products/services
q Form
community
Global
Business
Model
(GBM)
Canvas:
Checklist
of
AcTviTes/Tasks/“To
Do”
21. Environment
Key
Ac>vi>es
(KA)
Use
Global
Prob-‐
lem
Solving
Cycle
Validate
bus
model
Do
“Search
Engine”
markeTng
Key
Partners
(KP)
Talk
to
10-‐15
potenTal
partners
Determine
incenTves
and
impediments
regarding
partners
Determine
risks
with
partners
Search
for
co-‐
creators
Key
Resources
(KR)
Build
team/culture
Generate
bus.
idea
Get
Resources:
IT
Infrastructure/
Workspace
Value
Proposi>on
(VP)
Determine
feature
set
for
Minimum
Viable
Product
(MVP)
Plan
(formulate)
and
test
Value
ProposiTon
(VP)
Check
Value
Pro-‐
posiTon-‐
Customer
Fit
Customer
Segments
(CS)
Prepare
expe-‐
riment
to
test
customer
archetypes
Talk
to
10-‐15
potenTal
customers
Understand
goal/problems/
jobs/pain/gain
Pain:
Cost
Structure
(C$)
Determine
and
test
Customer
AcquisiTon
Cost
Determine
LifeTme
Value
of
Customer
Determine
expense
model
Determine
‘cost’
of
partnership
Delight:
Revenue
Streams
(R$)
Determine
and
test
product
pricing:
10-‐15
customers
Prepare
dashboard
of
metrics
for
CS,
CH,
and
CR:
How
to
get/keep/grow
customers
(revenue)?
Channels
(CH)
Determine
how
to
get
customers
into
channel/
relaTonship
Devise
packaging
Customer
Rela>onships
(CR)
Blog
about
project
Ask
customers
to
take
acTon
(-‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Tasks
on
the
above
canvas
are
mainly
adapted
from
Steve
Blank’s
course
at
Stanford
University:
“ENGR
245:
The
Lean
Launch
Pad”
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q Document
and
reflect
on
performance:
What
we
thought/What
we
did/What
we
learned/What
next
to
do
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)
Global
Business
Model
(GBM)
Canvas:
Checklist
of
AcTviTes/Tasks/“To
Do”
22. Designer’s
Arrow
of
Time
Another
PerspecTve
of
The
Global
Business
Model
(GBM)
Plan
“Design
or
frame
any
object
in
space
and
5me”
23. Designer’s
Arrow
of
Time
(DAT)
for
the
Healthcare
Industry:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Healthcare
Design
(“Done”)
Present
Healthcare
Design
(“Doing”)
Future
Healthcare
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Healthcare
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Healthcare
Design
Cycle
(Canvas/System)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Healthcare
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Healthcare
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
ENTROPY
(Chaos/FricTon/Obstacles)
(Historical
Facts/Memory)
Short/Medium/Long-‐term
24. Designer’s
Arrow
of
Time
(DAT)
for
Music
Players:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Music
Player
Design
(“Done”)
Present
Music
Player
Design
(“Doing”)
Future
Music
Player
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Music
Player
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Music
Player
Design
Cycle
(Canvas/System)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Music
Player
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Music
Player
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
25. Designer’s
Arrow
of
Time
(DAT)
for
the
Smartphone
Industry:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Smartphone
Design
(“Done”)
Present
Smartphone
Design
(“Doing”)
Future
Smartphone
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Smartphone
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Smartphone
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Smartphone
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Smartphone
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
26. Designer’s
Arrow
of
Time
(DAT)
for
the
Newspaper
Industry:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Thriving
in
a
Vola6le,
Uncertain,
Complex,
and
Ambiguous
(VUCA)
Environment
Past
Newspaper
Design
(“Done”)
Present
Newspaper
Design
(“Doing”)
Future
Newspaper
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Newspaper
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Newspaper
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Newspaper
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Newspaper
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
27. Designer’s
Arrow
of
Time
(DAT)
for
Marke>ng:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
MarkeTng
Design
(“Done”)
Present
MarkeTng
Design
(“Doing”)
Future
MarkeTng
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Marke6ng
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
MarkeTng
Design
Cycle
(Canvas/System)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Marke>ng
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Marke>ng
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
28. Designer’s
Arrow
of
Time
(DAT)
for
Bicycle:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Bicycle
Design
(“Done”)
Present
Bicycle
Design
(“Doing”)
Future
Bicycle
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Bicycle
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Bicycle
Design
Cycle
(Canvas/System)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Bicycle
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Bicycle
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
29. Designer’s
Arrow
of
Time
(DAT)
for
“Buying
Shoes”:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
“Buying
Shoes”
Design
(“Done”)
Present
“Buying
Shoes”
Design
(“Doing”)
Future
“Buying
Shoes”
Design
(“To
Do”)
(Historical
Facts/Memory)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Buying
Shoes
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
“Buying
Shoes”
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
“Buying
Shoes”
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
“Buying
Shoes”
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
30. Designer’s
Arrow
of
Time
(DAT)
for
“Cleaning
Floor”:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
“Cleaning
Floor”
Design
(“Done”)
Present
“Cleaning
Floor”
Design
(“Doing”)
Future
“Cleaning
Floor”
Design
(“To
Do”)
(Historical
Facts/Memory)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Cleaning
Floor
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
“Cleaning
Floor”
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
“Cleaning
Floor”
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
“Cleaning
Floor”
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
31. Designer’s
Arrow
of
Time
(DAT)
for
the
Entrepreneurship
Industry:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Entrepreneurship
Design
(“Done”)
Present
Entrepreneurship
Design
(“Doing”)
Future
Entrepreneurship
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Entrepreneurship
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Entrepreneurship
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Entrepreneurship
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Entrepre-‐
neurship
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
32. Designer’s
Arrow
of
Time
(DAT)
for
the
Banking
Industry:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Banking
Design
(“Done”)
Present
Banking
Design
(“Doing”)
Future
Banking
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Banking
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Banking
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Banking
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Banking
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
33. Designer’s
Arrow
of
Time
(DAT)
for
the
USA:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
USA
Design
(“Done”)
Present
USA
Design
(“Doing”)
Future
USA
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
USA
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
USA
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
USA
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
USA
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
34. Designer’s
Arrow
of
Time
(DAT)
for
Poli>cal
Campaign:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Thriving
in
a
Vola6le,
Uncertain,
Complex,
and
Ambiguous
(VUCA)
Environment
Past
PoliTcal
Campaign
Design
(“Done”)
Present
PoliTcal
Campaign
Design
(“Doing”)
Future
PoliTcal
Campaign
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Poli6cal
Campaign
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
PoliTcal
Campaign
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Poli>cal
Campaign
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Poli>cal
Campaign
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
35. Designer’s
Arrow
of
Time
(DAT)
for
CAREER:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
CAREER
Design
(“Done”)
Present
CAREER
Design
(“Doing”)
Future
CAREER
Design
(“To
Do”)
(Historical
Facts/Memory)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
CAREER
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
CAREER
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
CAREER
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
CAREER
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
36. Designer’s
Arrow
of
Time
(DAT)
for
YOU:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
YOU
Design
(“Done”)
Present
YOU
Design
(“Doing”)
Future
YOU
Design
(“To
Do”)
(Real-‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
YOU
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
YOU
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
YOU
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
YOU
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term
37. Designer’s
Arrow
of
Time
(DAT)
for
Object:
One-‐Page
Business
Design
Toolkit
One-‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Past
Object
Design
(“Done”)
Present
Object
Design
(“Doing”)
Future
Object
Design
(“To
Do”)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Object
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Object
Design
Cycle:
Global
Problem
Solving
(GPS)
Canvas
Plan
Problem
Build
Measure
Learn
KP
KA
KR
VP
CR
CS
CH
C$
R$
(-‐)
(+)
Business
Model
Canvas
(Outcomes/Tasks)
(Real-‐Tme
Facts/Prototypes)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Object
(System)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-‐term