MAKE EDUCATION MORE RELEVANT TO THE NEEDS OF SOCIETY
Today’s local and global environments are often described using the acronym of VUCA: Volatile; Uncertain; Complex; Ambiguous. However, our Global Problem Solving (GPS) systems are in crisis: the human race is increasingly not able to solve problems faster than the rate at which problems emerge. Just think about the pervasive problems of poverty, international terrorism and wars as well as global warming and apparently incurable diseases. So, what are we to do?
In my opinion, we need a radical mindset and paradigm shift in education, teaching, and learning. We need to move from unitary and binary education systems to platform education systems. Our education system needs to focus on developing strong competencies in Genius Innovation & Polymathism (GIP) which consists of Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. Karl Popper, the Austrian-British Philosopher, once said, “All life is problem solving.” The logic of Popper’s statement is fairly simple: if humans or organizations fail to solve problems, life ceases to exist! So, how can humans or organizations rapidly increase their capacity to discover and solve problems?
This presentation introduces the STEMCELL Innovation Pyramid as a framework and tool for visually facilitating Genius Innovation & Polymathism (GIP) which includes Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. The STEMCELLL Innovation Pyramid incorporates a framework for STEM, which is an acronym for Science; Technology; Engineering; Mathematics. STEM constitutes the "basic innovation needs" or foundation of the STEMCELL Innovation Pyramid which can be viewed from multi-stakeholder perspectives, e.g., Investor; Customer; Enterprise (ICE).
STEMCELL, which was coined by Dr. Rod King, is an acronym for Science; Technology; Engineering; Mathematics; Culture; Entertainment; Language; Literature. The CELL constitutes "peripheral innovation needs." It can be said that the CELL concentrates on the "Why" while the STEM concentrates on the "How" of Innovation. The STEMCELL Innovation Pyramid illustrates the why, what, and how of gaining sustainable innovation advantage in today's VUCA environment. Consequently, the STEMCELL Innovation Pyramid can be used as a tool for designing, presenting, and managing STEMCELL projects/experiments. The presentation also contains a comparison of the framework of STEM and STEMCELL Innovation education.
Also featured in the presentation is the Small Multiplication Galaxy as an example of the approach of STEMCELL Innovation Pyramid Education which contrasts the approach of the traditional Multiplication Table in STEM Education. The Small Multiplication Galaxy presents a Discovery-driven and Gamification Approach to mastering multiplication in a simpler, faster, funner, and scalable manner.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
8 POWERFUL MEMORY TECHNIQUES for Developing a Photographic Memory at School, ...Rod King, Ph.D.
This presentation features the Memorization-Salone Galaxy as a tool for facilitating the development of a photographic memory everywhere. Eight techniques are recommended for developing a photographic memory: 1) Acronyms 2) Acrostics 3) Rhymes/Songs 4) Clustering 5) Contextual Stimuli 6) Peg Mnemonics 7) Link Mnemonics 8) Place Mnemonics. Application of these 8 techniques is facilitated by using the visual tool of the Salone Galaxy, the basic format of which is a 3x3 grid.
BUSINESS DESIGN PERIODIC TABLE (BDPT): The Amazing Global Race to Achieve Uni...Rod King, Ph.D.
There is an amazing but apparently invisible race going on in the world of business problem solving and project management. Global corporate giants such as IBM, GE, and Samsung are massively acquiring talent and other resources for the pending cognitive war of “Universal Problem Solving & Project Management (UPSPM).” Global corporations want to rapidly develop and deploy frameworks for UPSPM, the three main legs of which are Business Planning, Business Model/Design Thinking, and Lean Startup Method.
In today’s volatile, uncertain, complex, and ambiguous environment, there is increasing consensus that complex or “wicked” problems are best solved holistically in one tent rather than in a piecemeal manner in several silos. In other words, there is increasing agreement that Holistic Thinking, Collaboration, and Wisdom of the Crowd trump Mechanistic Thinking, Individualism, and the Lone Genius.
Although traditionally bespoke tools have been used for creative problem solving and project management, there is a need - in the name of greater efficiency and effectiveness - to integrate paradigms and tools for problem solving solving and project management. Today, integrated approaches and tools are subsumed under the heading of “Business Design.” Educational institutions such as the University of Toronto’s Rotman School of Management and Domus Academy in Milan (Italy) offer postgraduate degrees in Business Design. Companies, which embrace Business Design, include P & G, GE, Samsung, SAP, and Airbnb. Long-term practitioners of business design include the world's most innovative companies such as Apple and Google.
Basically, there are two polarizing schools of thought regarding the holistic paradigm of UPSPM. On the one hand, there is the school of UPSPM. It is fair to say that UPSPMers believe one methodology can be used to solve both "tame" and "wicked" problems. On the other hand, there is the school of Anti-UPSPMers who believe that "one size does not fit all:" each class of business problems is unique and demands bespoke or customized tools and solutions. Although business has been dominated by Anti-UPSPMers, the number of UPSPMers is on the rise especially as the paradigms of Business Design and Ambidexterity gains more prominence.
More and more books are being published regarding the paradigm of UPSPM and in particular, Business Design. However, the tools are sparse and poorly integrated. Integrated frameworks for Business Design include the following: IDEO's Design Thinking, Dan Roam's SQVID, Simon Sinek's Golden Circle, Steve Blank's Customer Development Stack, Ash Maurya's Lean Stack, and Kevin Boudreau's Framework of Frameworks. With the exception of Boudreau's Framework of Frameworks, there's no other framework that ties together apparently disparate tools of Business Design. However, Boudreau's Framework of Frameworks is conceptual unlike in this presentation that features a visual and scalable framework for UPSPM.
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.
1-PAGE ORGANIZATION MAPS OF THE WORLD’S MOST INNOVATIVE COMPANIESRod King, Ph.D.
Every Organization Map (OM) answers one question: How does an organization work?
This presentation features the Organization Maps of two of the world's most innovative companies: Alphabet (Google) and Apple. Each Organization Map comprehensively explains how each company works.
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.
What are the three biggest problems that the world faces?
For me, the world's biggest problems are Religious Extremism, Team Miscommunication, and Extreme Poverty. The aforementioned problems are the root-causes of many other undesirable situations such as in international terrorism, team dysfunctionality, and global conflicts. So, how can we rapidly discover and solve our biggest problems in our today’s society?
Many tools exist for discovering and solving societal problems. However, these tools are fragmented and use a piecemeal approach to discovering and solving people-centered problems. Methodologies such the Lean Startup Method and TRIZ are not systematically applied to discovering and solving global problems such as religious extremism, team miscommunication, and extreme poverty. To date, there is no single tool that can be used for universally discovering and solving people-centered problems.
This presentation introduces the Organization Periodic Table (OPT) as a tool for Universal Problem Solving & Project Management. In particular, OPT can be used for rapidly reducing global problems such as religious extremism, team miscommunication, and extreme poverty. The mission or core purpose of OPT is to create “Greater Global Peace, Understanding, and Prosperity.”
The basic format of OPT is a 1-Page Worksheet that illustrates the 5 knowledge structures of any organization or in a universe of objects. OPT can be customized such as in the form of a Religion Periodic Table (RPT) and Business Model Periodic Table (BMPT). This presentation contains examples of such customization. OPT in any of its form facilitates organizational planning, analysis, innovation, and design.
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.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
8 POWERFUL MEMORY TECHNIQUES for Developing a Photographic Memory at School, ...Rod King, Ph.D.
This presentation features the Memorization-Salone Galaxy as a tool for facilitating the development of a photographic memory everywhere. Eight techniques are recommended for developing a photographic memory: 1) Acronyms 2) Acrostics 3) Rhymes/Songs 4) Clustering 5) Contextual Stimuli 6) Peg Mnemonics 7) Link Mnemonics 8) Place Mnemonics. Application of these 8 techniques is facilitated by using the visual tool of the Salone Galaxy, the basic format of which is a 3x3 grid.
BUSINESS DESIGN PERIODIC TABLE (BDPT): The Amazing Global Race to Achieve Uni...Rod King, Ph.D.
There is an amazing but apparently invisible race going on in the world of business problem solving and project management. Global corporate giants such as IBM, GE, and Samsung are massively acquiring talent and other resources for the pending cognitive war of “Universal Problem Solving & Project Management (UPSPM).” Global corporations want to rapidly develop and deploy frameworks for UPSPM, the three main legs of which are Business Planning, Business Model/Design Thinking, and Lean Startup Method.
In today’s volatile, uncertain, complex, and ambiguous environment, there is increasing consensus that complex or “wicked” problems are best solved holistically in one tent rather than in a piecemeal manner in several silos. In other words, there is increasing agreement that Holistic Thinking, Collaboration, and Wisdom of the Crowd trump Mechanistic Thinking, Individualism, and the Lone Genius.
Although traditionally bespoke tools have been used for creative problem solving and project management, there is a need - in the name of greater efficiency and effectiveness - to integrate paradigms and tools for problem solving solving and project management. Today, integrated approaches and tools are subsumed under the heading of “Business Design.” Educational institutions such as the University of Toronto’s Rotman School of Management and Domus Academy in Milan (Italy) offer postgraduate degrees in Business Design. Companies, which embrace Business Design, include P & G, GE, Samsung, SAP, and Airbnb. Long-term practitioners of business design include the world's most innovative companies such as Apple and Google.
Basically, there are two polarizing schools of thought regarding the holistic paradigm of UPSPM. On the one hand, there is the school of UPSPM. It is fair to say that UPSPMers believe one methodology can be used to solve both "tame" and "wicked" problems. On the other hand, there is the school of Anti-UPSPMers who believe that "one size does not fit all:" each class of business problems is unique and demands bespoke or customized tools and solutions. Although business has been dominated by Anti-UPSPMers, the number of UPSPMers is on the rise especially as the paradigms of Business Design and Ambidexterity gains more prominence.
More and more books are being published regarding the paradigm of UPSPM and in particular, Business Design. However, the tools are sparse and poorly integrated. Integrated frameworks for Business Design include the following: IDEO's Design Thinking, Dan Roam's SQVID, Simon Sinek's Golden Circle, Steve Blank's Customer Development Stack, Ash Maurya's Lean Stack, and Kevin Boudreau's Framework of Frameworks. With the exception of Boudreau's Framework of Frameworks, there's no other framework that ties together apparently disparate tools of Business Design. However, Boudreau's Framework of Frameworks is conceptual unlike in this presentation that features a visual and scalable framework for UPSPM.
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.
1-PAGE ORGANIZATION MAPS OF THE WORLD’S MOST INNOVATIVE COMPANIESRod King, Ph.D.
Every Organization Map (OM) answers one question: How does an organization work?
This presentation features the Organization Maps of two of the world's most innovative companies: Alphabet (Google) and Apple. Each Organization Map comprehensively explains how each company works.
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.
What are the three biggest problems that the world faces?
For me, the world's biggest problems are Religious Extremism, Team Miscommunication, and Extreme Poverty. The aforementioned problems are the root-causes of many other undesirable situations such as in international terrorism, team dysfunctionality, and global conflicts. So, how can we rapidly discover and solve our biggest problems in our today’s society?
Many tools exist for discovering and solving societal problems. However, these tools are fragmented and use a piecemeal approach to discovering and solving people-centered problems. Methodologies such the Lean Startup Method and TRIZ are not systematically applied to discovering and solving global problems such as religious extremism, team miscommunication, and extreme poverty. To date, there is no single tool that can be used for universally discovering and solving people-centered problems.
This presentation introduces the Organization Periodic Table (OPT) as a tool for Universal Problem Solving & Project Management. In particular, OPT can be used for rapidly reducing global problems such as religious extremism, team miscommunication, and extreme poverty. The mission or core purpose of OPT is to create “Greater Global Peace, Understanding, and Prosperity.”
The basic format of OPT is a 1-Page Worksheet that illustrates the 5 knowledge structures of any organization or in a universe of objects. OPT can be customized such as in the form of a Religion Periodic Table (RPT) and Business Model Periodic Table (BMPT). This presentation contains examples of such customization. OPT in any of its form facilitates organizational planning, analysis, innovation, and design.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Today, many growing organizations are ambidextrous: they have improvement projects as well as innovation projects. The common wisdom as espoused by proponents such as Steve Blank is that improvement projects require different tools from innovation projects. This author humbly disagrees. Both improvement and innovation projects have the same goal: Continuous Pain Solving & Learning (CPSL).
In improvement projects, CPSL deals with routine or "tame" pains. In innovation projects, deals with novel or "wicked" pains. A universal pain solving platform can therefore be used for discovering and managing both tame and wicked pains.
In this presentation, the XP Gameboard is presented as a visual platform that can be used for CPSL in both improvement and innovation projects. The XP Gameboard is driven by the pain solving and learning cycle of PPDR: Pain-Plan_Do-Review. Real-life case studies are presented on how to use the PPDR Cycle.
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.
APPLE & AMAZON'S SECRET: “Start with an Awesome WHY. Then, Work Backwards to ...Rod King, Ph.D.
Apple and Amazon are two of the world's biggest and most successful companies. What's their secret?
Apple and Amazon may have more similarities than differences. A careful study of the business practices of Apple and Amazon reveals that they share a secret that is enshrined in the paradigm and methodology of "Working Backwards." A generic way of expressing that paradigm is as follows: "Start with an Awesome WHY. Then, work backwards to a HOW." This paradigm was expressed by the late Steve Jobs when he said, "Start with the customer and work backwards (to the technology)." Jobs was fond of saying that Apple's goal is to deliver an "insanely great (customer) experience." Jeff Bezos, the Founder and CEO of Amazon constantly advises, "Start with the customer and work backwards."
In this presentation, visual tools are presented for facilitating application of the Working Backwards (WB) Stack as well as Gamification Methodology. The toolkit of the WB Gamification Methodology consists of tools including the template of the Ideal Press Release (IPR) Story and Ideal Product Press Release (IPPR) Story as well as the Business Model Engine (BME). An example on applying these tools is presented.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
1-Page Adaptive Planning & Execution (APEX) for RAPIDLY WINNING MILITARY & BU...Rod King, Ph.D.
Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.
Many educational institutions in countries around the world including the USA are pursuing mastery of STEM, which is an acronym for Science, Technology, Engineering, and Mathematics. These organizations believe that mastery of STEM is a prerequisite for gaining sustainable competitive advantage in this age of globalization. Institutions in Sierra Leone are increasingly being involved in bringing STEM especially to women and in particular, young girls from age 3.
For all the rhetoric and inspiration regarding STEM, there is little public guidance on how STEM can be effectively deployed especially to kids from age 3. Consequently, disparate approaches and tools are used for delivering STEM so that learning about the effectiveness and efficiency of STEM programs is not widely shared. The risk is that STEM can easily become a fad and subsequently, fade into obscurity.
This presentation introduces the visual and holistic tool of the "STEM Gamification Cycle." Building on the classic learning cycle of Plan-Do-Review (PDR), the STEM Gamification Cycle adds a block of "Problem" before the "Plan" Phase. Thus, the STEM Gamification Cycle deals with four phases or blocks: Problem-Plan-Do-Review (PPDR), which are respectively visualized as suits (stacks) like in a deck of playing cards: Problem (Heart); Plan (Spade); Do (Club); Review (Diamond).
By associating phases of the STEM Gamification Cycle with the suits in a deck of playing cards, fun and modularization are deliberately introduced in the framework of the STEM Gamification Cycle. STEM subjects can then be more easily gamified to increase participants' motivation and involvement as well as skills of creativity, problem solving, and innovation. In every project on the planet, the STEM Gamification Cycle is at play with varying levels of effectiveness and efficiency. The STEM Gamification Cycle can be expressed in various visual formats such as a chain (linear), tree (hierarchical), and diamond (network).
The mission of facilitators of the STEM Gamification Cycle is to "Create Genius Innovators & Polymaths (GIPs) in Every Corner of the Planet." A key goal of the STEM Gamification Cycle is to help people especially kids from age 3 to rapidly acquire skills in Scientific Problem Solving & Project Management (SPSPM). Using the STEM Gamification Cycle, someone could separately as well as collaboratively discover and solve problems in STEM: Science; Technology; Engineering; Mathematics. The best of luck in your journey as you rapidly go through the STEM Gamification Cycle while solving problems not only in STEM but also in CELL (Culture; Entertainment; Language; Literature) projects.
Coming to think of it, the overarching framework of the STEM Gamification Cycle is the "STEMCELL Gamification Diamond." The spatial structure of the Problem-Plan-Do-Review is a diamond (tetrahedron) rather than a cycle of links. Happy adventure ... especially in successfully getting done risky projects.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
Experiment (XP) Gameboard: How Great Organizations Rapidly Solve Problems, Le...Rod King, Ph.D.
This presentation features the Experiment or "XP" Gameboard, the function of which is to help organizations rapidly solve problems, learn, and get (risky) projects done. Two formats of the XP gameboard are presented: circular and tabular formats.
The XP Gameboard is shown to be a visual platform that seamlessly integrates several tool for solving problems as well as documenting, organizing, managing, and planning projects. Use of the XP Gameboard is demonstrated with examples of projects in Sierra Leone as well as the USA.
1-Page L.I.S.T.: Community Problem Solving & Design (CPSD) for Kids, Entrepr...Rod King, Ph.D.
This presentation introduces the 1-Page LIST, which is a new visual tool for Community Problem Solving & Design (CPSD). Based on Innovate Salone's 8 Topics for a Project Proposal, the visual tool of the 1-Page LIST is designed to be used in every phase of an innovation project cycle: from idea conception to problem-solution fit and product-market fit to business model fitness/scaling. The 1-Page LIST debunks the myth of "One Tool Does Not Fit All." As a customizable platform tool, the 1-Page LIST is the main tool for the methodology of Universal Problem Solving & Performance Management (UPSPM). Consequently, the 1-Page LIST can be used in conjunction with all ideas, tools, and methodologies in business and organizational development. Favorite complementary tools and methodologies include the Kanban Board, Business Model Canvas, and Lean Canvas as well as Design Thinking, Lean Startup Methodology, and Six Sigma Methodology. Using the 1-Page LIST saves teams tremendous time, money, and other resources as well as greatly facilitates communication in multi-disciplinary teams. The framework of the 1-Page LIST is tacitly/explicitly used in innovation and improvement projects around the world especially in community problem solving programs in Sierra Leone, Kenya, and South Africa.
The Project Molecule: A Better Way to Organize Space and Time for Any ProjectRod King, Ph.D.
There are many ways to organize a project. However, the simplest way to organize a project is using six question-tags: When; Where; Who; What; Why; How. Rudyard Kipling, an English writer and poet, referred to these six question-tags as "Six Honest Serving Men." In school, children at Kindergarten are taught how to organize and present their ideas using the six question-tags.
Although the six question-tags have been used for centuries for organizing and presenting ideas, the hierarchical relationship between the question-tags has not been explored. In this presentation, a new organization of the question-tags is offered: When (Time) and Where (Space) are considered to be the fundamental but inextricably linked "superatom" for organizing reality in the past, present, and future. Where or space is considered to be analogous to an ecosystem, which is further broken down into four question-tags: Who; What; Why; How. Consequently, the six question-tags are said to constitute an "Ecosystem Hierarchy" while the four question-tags constitute the system or "molecule."
A core idea of this presentation is that any project can be better organized using a Project or SpaceTime Molecule that can be visually presented as an Ecosystem Hierarchy. Several formats of the Project Molecule are presented including a linear, 3x3 grid, tetrahedral mind map, and 'Periodic Table' format. These Project Molecules can be used for holistically organizing and managing ideas for any project. The Project Molecule is synonymous with the term, "Business Model Molecule."
THE POWER OF ADAPTIVE PLANNING & EXECUTION (APEX): Sail to the Blue Ocean of ...Rod King, Ph.D.
The above presentation is an adaptation of the content of a workshop that I gave, on November 14, 2014, to attendants of the African American Education and Academic Success Conference at the California State University of Fresno. The overall theme of my workshop was how to achieve goals especially under conditions of great uncertainty. Blue Ocean Success is the destination of extraordinarily successful projects.
For more widespread distribution of the workshop's content, I've reframed the aforementioned theme using "APEX" which is an acronym for "Adaptive Planning and Execution." Coined in 2003, APEX refers to the current planning paradigm that the United States Department of Defense is using to “create and revise military plans rapidly and systematically, as circumstances require.” APEX is a powerful paradigm for planning and execution especially in an environment that is volatile, uncertain, complex, and ambiguous (VUCA). In the military establishment, APEX is currently disrupting the Red Ocean of deliberate planning.
Although APEX is a very powerful paradigm and methodology, little is known or published about it. Moreover, APEX was designed for the US Department of Defense, which is sometimes described as the world's largest, most complex, and powerful bureaucracy. Consequently and to my knowledge, APEX is not transparently and systematically applied outside of the military establishment. Nevertheless, I believe that APEX would soon revolutionize the world of business planning as well as non-profit planning.
This presentation introduces "1-Page APEX" as a visual tool that greatly simplifies understanding and application of the original APEX methodology especially by entrepreneurs, startups, established businesses, and non-profit organizations. Using the 1-Page APEX can significantly eliminating waste while accelerating the innovation of products and services that create Blue Ocean Success. In short, 1-Page APEX would help you achieve success sooner or at worst, achieve failure sooner and far less expensively.
Now, it's your turn to explore ... Just remember that in the world of 1-Page APEX, proposed actions are hypotheses or experiments that require rapid validation while iteratively moving towards your desired goal.
Bon voyage ...
http://goo.gl/KlS8CD
THE CUSTOMER DEVELOPMENT ROADMAP FOR BLUE OCEAN STRATEGISTSRod King, Ph.D.
Blue Ocean Strategy - which has the stated goal of creating an uncontested market space while making competitors irrelevant - presents a creative and visual approach for developing Business Strategy. As a tool for creating scalable startups, Blue Ocean Strategy focuses on what Steve Blank calls "Customer Discovery" in his four stage process of Customer Development. The other stages of Blank's Customer Development Methodology are Customer Validation, Customer Creation, and Company Building.
This presentation introduces a visual tool, the Customer Development Roadmap, for integrating ideas from Blank's Customer Development Methodology and Kim & Mauborgne's Blue Ocean Strategy. The Customer Development Roadmap facilitates the learning and application of the Customer Development methodology as well as provides a visual framework for executing Blue Ocean Strategy especially for a scalable startup. A key goal of the Customer Development Roadmap is to better manage the development and reduce the risk of failure of Blue Ocean Startups.
The presentation covers a wide spectrum of applications of where “less is more”. The presentation discusses that for every trend there is an opposing and stabilizing trend. This observation may open the door for many applications.
The Rich 3-Act Business Model STORYBOARD: Rapid Business Model Prototyping, S...Rod King, Ph.D.
Despite the recent proliferation in business model representation, business model visualization is relatively poor and still fraught with many problems. I’ve observed 10 Business Model Problems, each problem of which has been solved by the “3-Act Business Model Network,” a simple and information-rich platform for visualizing, organizing, integrating, discussing, innovating on, testing, evaluating, benchmarking, and managing business models as well as stories.
In brief, the 3-Act Business Model Network provides an all-in-one platform for facilitating not only business model prototyping, strategy, validation, and execution but also story prototyping, testing, and management. Using the “rich” 3-Act Business Model Network, you could achieve great savings in time, cost, and energy while holistically prototyping and managing business models as well as inspirational stories of change.
To facilitate use of the 3-Act Business Model Network, the tool is applied to the business model of Apple’s iPod; see http://goo.gl/zdZ05f
Below is a list of 10 problems that plague other representations of a business model.
#1: TOWER-OF-BABEL Problem
#2: BUILDING BLOCK OVERLOAD Problem
#3: INCOHERENT BUSINESS-MODEL-LOGIC Problem
#4: REVERSE-INCOME-STATEMENT Problem
#5: ASSUMPTION-FORMULATION-AND-TESTING Problem
#6: PERFORMANCE-MANAGEMENT Problem
#7: EXTERNAL BUSINESS MODEL INTEGRATION Problem
#8: HOLISTIC BUSINESS MODEL Problem
#9: UNILEVEL BUSINESS MODEL Problem
#10: SHARED-VALUE Problem
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.
Today, many growing organizations are ambidextrous: they have improvement projects as well as innovation projects. The common wisdom as espoused by proponents such as Steve Blank is that improvement projects require different tools from innovation projects. This author humbly disagrees. Both improvement and innovation projects have the same goal: Continuous Pain Solving & Learning (CPSL).
In improvement projects, CPSL deals with routine or "tame" pains. In innovation projects, deals with novel or "wicked" pains. A universal pain solving platform can therefore be used for discovering and managing both tame and wicked pains.
In this presentation, the XP Gameboard is presented as a visual platform that can be used for CPSL in both improvement and innovation projects. The XP Gameboard is driven by the pain solving and learning cycle of PPDR: Pain-Plan_Do-Review. Real-life case studies are presented on how to use the PPDR Cycle.
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.
APPLE & AMAZON'S SECRET: “Start with an Awesome WHY. Then, Work Backwards to ...Rod King, Ph.D.
Apple and Amazon are two of the world's biggest and most successful companies. What's their secret?
Apple and Amazon may have more similarities than differences. A careful study of the business practices of Apple and Amazon reveals that they share a secret that is enshrined in the paradigm and methodology of "Working Backwards." A generic way of expressing that paradigm is as follows: "Start with an Awesome WHY. Then, work backwards to a HOW." This paradigm was expressed by the late Steve Jobs when he said, "Start with the customer and work backwards (to the technology)." Jobs was fond of saying that Apple's goal is to deliver an "insanely great (customer) experience." Jeff Bezos, the Founder and CEO of Amazon constantly advises, "Start with the customer and work backwards."
In this presentation, visual tools are presented for facilitating application of the Working Backwards (WB) Stack as well as Gamification Methodology. The toolkit of the WB Gamification Methodology consists of tools including the template of the Ideal Press Release (IPR) Story and Ideal Product Press Release (IPPR) Story as well as the Business Model Engine (BME). An example on applying these tools is presented.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
1-Page Adaptive Planning & Execution (APEX) for RAPIDLY WINNING MILITARY & BU...Rod King, Ph.D.
Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.
Many educational institutions in countries around the world including the USA are pursuing mastery of STEM, which is an acronym for Science, Technology, Engineering, and Mathematics. These organizations believe that mastery of STEM is a prerequisite for gaining sustainable competitive advantage in this age of globalization. Institutions in Sierra Leone are increasingly being involved in bringing STEM especially to women and in particular, young girls from age 3.
For all the rhetoric and inspiration regarding STEM, there is little public guidance on how STEM can be effectively deployed especially to kids from age 3. Consequently, disparate approaches and tools are used for delivering STEM so that learning about the effectiveness and efficiency of STEM programs is not widely shared. The risk is that STEM can easily become a fad and subsequently, fade into obscurity.
This presentation introduces the visual and holistic tool of the "STEM Gamification Cycle." Building on the classic learning cycle of Plan-Do-Review (PDR), the STEM Gamification Cycle adds a block of "Problem" before the "Plan" Phase. Thus, the STEM Gamification Cycle deals with four phases or blocks: Problem-Plan-Do-Review (PPDR), which are respectively visualized as suits (stacks) like in a deck of playing cards: Problem (Heart); Plan (Spade); Do (Club); Review (Diamond).
By associating phases of the STEM Gamification Cycle with the suits in a deck of playing cards, fun and modularization are deliberately introduced in the framework of the STEM Gamification Cycle. STEM subjects can then be more easily gamified to increase participants' motivation and involvement as well as skills of creativity, problem solving, and innovation. In every project on the planet, the STEM Gamification Cycle is at play with varying levels of effectiveness and efficiency. The STEM Gamification Cycle can be expressed in various visual formats such as a chain (linear), tree (hierarchical), and diamond (network).
The mission of facilitators of the STEM Gamification Cycle is to "Create Genius Innovators & Polymaths (GIPs) in Every Corner of the Planet." A key goal of the STEM Gamification Cycle is to help people especially kids from age 3 to rapidly acquire skills in Scientific Problem Solving & Project Management (SPSPM). Using the STEM Gamification Cycle, someone could separately as well as collaboratively discover and solve problems in STEM: Science; Technology; Engineering; Mathematics. The best of luck in your journey as you rapidly go through the STEM Gamification Cycle while solving problems not only in STEM but also in CELL (Culture; Entertainment; Language; Literature) projects.
Coming to think of it, the overarching framework of the STEM Gamification Cycle is the "STEMCELL Gamification Diamond." The spatial structure of the Problem-Plan-Do-Review is a diamond (tetrahedron) rather than a cycle of links. Happy adventure ... especially in successfully getting done risky projects.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
Experiment (XP) Gameboard: How Great Organizations Rapidly Solve Problems, Le...Rod King, Ph.D.
This presentation features the Experiment or "XP" Gameboard, the function of which is to help organizations rapidly solve problems, learn, and get (risky) projects done. Two formats of the XP gameboard are presented: circular and tabular formats.
The XP Gameboard is shown to be a visual platform that seamlessly integrates several tool for solving problems as well as documenting, organizing, managing, and planning projects. Use of the XP Gameboard is demonstrated with examples of projects in Sierra Leone as well as the USA.
1-Page L.I.S.T.: Community Problem Solving & Design (CPSD) for Kids, Entrepr...Rod King, Ph.D.
This presentation introduces the 1-Page LIST, which is a new visual tool for Community Problem Solving & Design (CPSD). Based on Innovate Salone's 8 Topics for a Project Proposal, the visual tool of the 1-Page LIST is designed to be used in every phase of an innovation project cycle: from idea conception to problem-solution fit and product-market fit to business model fitness/scaling. The 1-Page LIST debunks the myth of "One Tool Does Not Fit All." As a customizable platform tool, the 1-Page LIST is the main tool for the methodology of Universal Problem Solving & Performance Management (UPSPM). Consequently, the 1-Page LIST can be used in conjunction with all ideas, tools, and methodologies in business and organizational development. Favorite complementary tools and methodologies include the Kanban Board, Business Model Canvas, and Lean Canvas as well as Design Thinking, Lean Startup Methodology, and Six Sigma Methodology. Using the 1-Page LIST saves teams tremendous time, money, and other resources as well as greatly facilitates communication in multi-disciplinary teams. The framework of the 1-Page LIST is tacitly/explicitly used in innovation and improvement projects around the world especially in community problem solving programs in Sierra Leone, Kenya, and South Africa.
The Project Molecule: A Better Way to Organize Space and Time for Any ProjectRod King, Ph.D.
There are many ways to organize a project. However, the simplest way to organize a project is using six question-tags: When; Where; Who; What; Why; How. Rudyard Kipling, an English writer and poet, referred to these six question-tags as "Six Honest Serving Men." In school, children at Kindergarten are taught how to organize and present their ideas using the six question-tags.
Although the six question-tags have been used for centuries for organizing and presenting ideas, the hierarchical relationship between the question-tags has not been explored. In this presentation, a new organization of the question-tags is offered: When (Time) and Where (Space) are considered to be the fundamental but inextricably linked "superatom" for organizing reality in the past, present, and future. Where or space is considered to be analogous to an ecosystem, which is further broken down into four question-tags: Who; What; Why; How. Consequently, the six question-tags are said to constitute an "Ecosystem Hierarchy" while the four question-tags constitute the system or "molecule."
A core idea of this presentation is that any project can be better organized using a Project or SpaceTime Molecule that can be visually presented as an Ecosystem Hierarchy. Several formats of the Project Molecule are presented including a linear, 3x3 grid, tetrahedral mind map, and 'Periodic Table' format. These Project Molecules can be used for holistically organizing and managing ideas for any project. The Project Molecule is synonymous with the term, "Business Model Molecule."
THE POWER OF ADAPTIVE PLANNING & EXECUTION (APEX): Sail to the Blue Ocean of ...Rod King, Ph.D.
The above presentation is an adaptation of the content of a workshop that I gave, on November 14, 2014, to attendants of the African American Education and Academic Success Conference at the California State University of Fresno. The overall theme of my workshop was how to achieve goals especially under conditions of great uncertainty. Blue Ocean Success is the destination of extraordinarily successful projects.
For more widespread distribution of the workshop's content, I've reframed the aforementioned theme using "APEX" which is an acronym for "Adaptive Planning and Execution." Coined in 2003, APEX refers to the current planning paradigm that the United States Department of Defense is using to “create and revise military plans rapidly and systematically, as circumstances require.” APEX is a powerful paradigm for planning and execution especially in an environment that is volatile, uncertain, complex, and ambiguous (VUCA). In the military establishment, APEX is currently disrupting the Red Ocean of deliberate planning.
Although APEX is a very powerful paradigm and methodology, little is known or published about it. Moreover, APEX was designed for the US Department of Defense, which is sometimes described as the world's largest, most complex, and powerful bureaucracy. Consequently and to my knowledge, APEX is not transparently and systematically applied outside of the military establishment. Nevertheless, I believe that APEX would soon revolutionize the world of business planning as well as non-profit planning.
This presentation introduces "1-Page APEX" as a visual tool that greatly simplifies understanding and application of the original APEX methodology especially by entrepreneurs, startups, established businesses, and non-profit organizations. Using the 1-Page APEX can significantly eliminating waste while accelerating the innovation of products and services that create Blue Ocean Success. In short, 1-Page APEX would help you achieve success sooner or at worst, achieve failure sooner and far less expensively.
Now, it's your turn to explore ... Just remember that in the world of 1-Page APEX, proposed actions are hypotheses or experiments that require rapid validation while iteratively moving towards your desired goal.
Bon voyage ...
http://goo.gl/KlS8CD
THE CUSTOMER DEVELOPMENT ROADMAP FOR BLUE OCEAN STRATEGISTSRod King, Ph.D.
Blue Ocean Strategy - which has the stated goal of creating an uncontested market space while making competitors irrelevant - presents a creative and visual approach for developing Business Strategy. As a tool for creating scalable startups, Blue Ocean Strategy focuses on what Steve Blank calls "Customer Discovery" in his four stage process of Customer Development. The other stages of Blank's Customer Development Methodology are Customer Validation, Customer Creation, and Company Building.
This presentation introduces a visual tool, the Customer Development Roadmap, for integrating ideas from Blank's Customer Development Methodology and Kim & Mauborgne's Blue Ocean Strategy. The Customer Development Roadmap facilitates the learning and application of the Customer Development methodology as well as provides a visual framework for executing Blue Ocean Strategy especially for a scalable startup. A key goal of the Customer Development Roadmap is to better manage the development and reduce the risk of failure of Blue Ocean Startups.
The presentation covers a wide spectrum of applications of where “less is more”. The presentation discusses that for every trend there is an opposing and stabilizing trend. This observation may open the door for many applications.
The Rich 3-Act Business Model STORYBOARD: Rapid Business Model Prototyping, S...Rod King, Ph.D.
Despite the recent proliferation in business model representation, business model visualization is relatively poor and still fraught with many problems. I’ve observed 10 Business Model Problems, each problem of which has been solved by the “3-Act Business Model Network,” a simple and information-rich platform for visualizing, organizing, integrating, discussing, innovating on, testing, evaluating, benchmarking, and managing business models as well as stories.
In brief, the 3-Act Business Model Network provides an all-in-one platform for facilitating not only business model prototyping, strategy, validation, and execution but also story prototyping, testing, and management. Using the “rich” 3-Act Business Model Network, you could achieve great savings in time, cost, and energy while holistically prototyping and managing business models as well as inspirational stories of change.
To facilitate use of the 3-Act Business Model Network, the tool is applied to the business model of Apple’s iPod; see http://goo.gl/zdZ05f
Below is a list of 10 problems that plague other representations of a business model.
#1: TOWER-OF-BABEL Problem
#2: BUILDING BLOCK OVERLOAD Problem
#3: INCOHERENT BUSINESS-MODEL-LOGIC Problem
#4: REVERSE-INCOME-STATEMENT Problem
#5: ASSUMPTION-FORMULATION-AND-TESTING Problem
#6: PERFORMANCE-MANAGEMENT Problem
#7: EXTERNAL BUSINESS MODEL INTEGRATION Problem
#8: HOLISTIC BUSINESS MODEL Problem
#9: UNILEVEL BUSINESS MODEL Problem
#10: SHARED-VALUE Problem
Customer Growth Hacking for Lean Startups: How Silicon Valley is Creating Bil...Rod King, Ph.D.
Traditional Business Planning theories and tools are not keeping pace with the rate of innovation in the startup world. Many startups are no longer using traditional business plans. Many startups do not formally start with applying Porter's Competitive Strategy or Value Chain. For the many billion dollar startups that have recently been created, none has been reported to use traditional business tools such as the voluminous business plan, value chain, and industry attractiveness analysis.
Today's billion dollar startups such as Facebook, GroupOn, AirBnB, and DropBox are mainly using tools of Customer Growth Hacking and in particular, tools of the Lean Startup methodology in combination with Growth Hacking. The presentation above includes a visual summary of the methodology of Customer Growth Hacking as it relates to the Lean Startup Methodology and Growth Hacking. The Lean Startup Methodology and Growth Hacking "intersect" in the area of Innovation Accounting and Marketing Analytics and in particular, "EARRR" metrics of the Customer Growth Honeycomb.
Although the Lean Startup Methodology is comprehensive, its focus is on emergent problem solving especially using the Enterprise Engine of a business model engine. In contrast, Growth Hacking focuses on the performance of the Customer Growth Engine especially using the "EAARRR" metrics to facilitate innovation accounting. In practice, billion dollar startups synchronize the performance of the Enterprise Engine and Customer Growth Engine with the performance of the Value Engine of a business model while rapidly and inexpensively discovering as well as solving BUMPs: Big Urgent Market Problems.
To conclude, this article presents an overview of the methodology of Customer Growth Hacking which covers emergent problem solving as well as deliberate problem solving. In todays world of high volatility, uncertainty, complexity, and ambiguity, the planning paradigm is shifting away from deliberate problem solving to emergent problem solving. While the tools of traditional business planning are applied and relevant to established businesses with established customers and known products, in the fast moving world of startups, traditional business planning tools are becoming obsolete.
If you're thinking of building billion dollar startups, the methodology most likely to let you rapidly and inexpensively achieve your goal is Customer Growth Hacking. Why not start with the phase of Customer Hacking (to achieve problem-solution fit), then proceed to Customer Growth (to achieve product-market fit), and move further to Growth Hacking (to achieve business model fit and scaling)?
What do you think?
Business Model Project Management for APPLE'S Classic iPodRod King, Ph.D.
This presentation involves the application of the methodology of Business Model Project Management (BMPM) to Apple's classic iPod. BMPM is a visual management that focuses on the unique concept of "One-page Business Model Planning, Marketing, and Performance Management. In BMPM, a single tool - the Business DNA Model - is used to comprehensively plan, market, brand, and manage business models. The result is greater business communication and alignment as well as tremendous savings in time, money, and energy for the business. The case study on Apple's iPod illustrates how the tool of the Business DNA Model can be applied.
The Linear Business Model Canvas on the Disruptor's Arrow of TimeRod King, Ph.D.
The Linear Business Model Canvas is a simpler, more versatile, and powerful form of the Business Model Canvas, which is non-linear and was created by Alexander Osterwalder. The Linear Business Model Canvas avoids the complexity and non-linear logic of the original Business Model Canvas. No specific graphic layout or canvas is needed for the Linear Business Model Canvas. Consequently, the Linear Business Model Canvas can be applied anywhere and everywhere as well as for all projects in performance improvement, business/strategic planning, and performance management.
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.
Comprehensive guide on how to build a marketing strategy that will beat the competition and drive growth.
A step-by-step guide that will show you how to build a winning marketing strategy by following the best practices of the top 3 global management consulting firms (BCG, Bain, McKinsey)
roger malina presentation to the new design media and art initiative at lafayette college. title using transition design to start redesigning science itsel, part of the stem to steam motivation initiatives
STEAM to STEM: Redesigning Science Itself by Roger Malinaroger malina
Presented at Balance Un Balance Conference, Plymouth 2017 STEAM to STEM: How the arts, design and humanities can work with STEM to redesign science itself: The scientific method needs redesigning for the problems we are working on today. Scientific culture needs redesigning to couple better to the needed social re-design (design 4.0) for a sustainable global civilization .
Public Science: Taking Astronomy to the PeopleKim Arcand
Public Science: science outreach that has been conducted outdoors or in another type of public or accessible space such as a public park, metro stop, library etc. with the intention of engaging the public
A panel of children's literacy and science education experts were on Capitol Hill to champion a new approach to STEM education that will make these critical disciplines more accessible to young people. Introducing The Curious Adventures of Sydney and Symon in: Water Wonders, a new STEM-meets-literacy resource for children ages 6-8, the National Writing Project, Reading Is Fundamental, and FableVision outlined the importance of their collaborative effort, and provided examples of how Water Wonders is currently being used in children's literacy programs nationwide.
Past civilisations have nurtured small populations of those trying to understand and manipulate nature to some advantage in materials, tools, weapons, food, and wealth. However, they never formed communities and lacked the means of recording, communicating, and sharing successes and failures. They also lacked a common framework/philosophy to qualify them as scientists, but that all began to change in the 16th Century. In this lecture we consider the progression to a philosophy of science, and the underlying principles and assumptions that now guide scientific inquiry.We also examines the nature of scientific knowledge, the methods of acquisition, evolution, and significance over past centuries, and reflect on the value to society.
In the struggle to solve problems, deliver understanding, and reveal the truth about our universe, science had to suffer and survive: ignorance, bigotry, established superstitions, and the ‘diktats’ of religions and politics, and latterly, falling education standards mired by social media. We chart that ‘scientific’ journey emphasising the importance of observation, experimentation, and the search for universal laws. Ultimately, this essentially Aristotelian perspective was challenged and overtaken by the rise of empiricism, which emphasised the importance of sensory experience and the limitations of human knowledge.
Science continues to evolve and provide us with the best truths attainable with our leading edge technologies of observation and experimentation. Today, it stands as the greatest and richest contributor to human knowledge, understanding, progress, and wellbeing. In turn, debates and controversies are ongoing, shaping the field and philosophy which remains essential for understanding the nature of scientific knowledge and the models it creates. But unlike any belief system, the answers and models furnishers by science are not certain and invariant, they tend to be stochastic and incomplete - ‘the best we can do’ at a given time.
Knowledge science, concept computing and intelligent citiesMills Davis
This keynote was presented at two Kent State University (KSU) Knowledge Science Center (KSC) symposia held in Canton, Ohio and Washington, DC. As the title suggests, this presentation focuses on three aspects of the Knowledge Science Center mission: knowledge science, concept computing, and intelligent cities. The mission of knowledge science is transformation. Concept computing is the next paradigm. And, intelligent cities are a destination worthy of the journey.
Brief history of science from Aristotle, Galileo, Bacon, Descartes to Max Weber, Foucault
Theories of Science: Induction, deduction
Critical thinking of science
Similar to The STEMCELL Innovation Pyramid: How Organizations Can Rapidly Gain Sustainable Innovation Advantage in a VUCA World (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.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...Rod King, Ph.D.
Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?
Facilitating STEM Gamification & Business Model Gamification Projects: Some V...Rod King, Ph.D.
This presentation contains some visual templates for facilitating STEM Gamification as well as Business Model Gamification projects. STEM is an acronym for Science; Technology; Engineering; Mathematics.
FROM TRADITIONAL ACCOUNTING TO BUSINESS MODEL IMPROVEMENT & INNOVATION ACCOUN...Rod King, Ph.D.
Traditionally, businesses or business models are managed using financial metrics. However, financial metrics such as profit and revenue are lagging indicators that are available at the end of a financial period. In today's volatile, uncertain, complex, and ambiguous environment, real-time metrics are needed for (corrective) actions to be taken in real time and in particular, before the end of a financial period. Also, for innovation projects by startups, financial metrics are not useful in early stages of the project such as when discovering (paying) customers and finding product-market fit. Leading metrics are therefore required especially for startups.
This presentation offers a tool - Business Model Scorecard - that can be used to monitor the progress of a project throughout its lifecycle: from idea through startup to established company. The Business Model Scorecard focuses on four categories of success metrics: Viability; Desirability; Sustainability; Feasibility. These metrics, which directly relate to the 4 engines of a business model, can be used to holistically monitor the performance of a business model throughout its lifecyle.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
25. Organiza(on Periodic Table (OPT) for Greater World Peace, Understanding, and Prosperity
“Universally Classify the World’s Objects.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
STEMCELL Innova-on Pyramid for Crea-ng a Value Innova-on Economy (VIE)
Universal Problem Solving & Project Mngt
HOW
WHO
WHY (End) HOW (Means)
q Future q Present q Past
PROBLEM/CHALLENGE:
Trade-off (Delight/Pain: +/-); Constraints
P.I.E.S. Happiness Hierarchy (in Community)
q Intellectual Needs, Goals,
Jobs, and Happiness Criteria
- Simplicity (Complexity)
- Time (Delay)
- Risk
q Physical Needs, Goals,
Jobs, and Happiness Criteria
- Performance (Func_onality)
- Quality (Defects)
- Cost (Revenue; Size)
- Accessibility (Convenience)
q Emo(onal Needs, Goals, Jobs, and
Happiness Criteria
- Social Aura (Brand/Status); Novelty/Aesthe_cs
- Interac_vity (Customiza_on; Socializa_on; Fun)
u Science
u Technology
u Engineering
u Mathema=cs
q Spiritual Needs, Goals, Jobs, and
Happiness Criteria
- Peace of Mind (Stress-free; Enlightenment; Freedom;
Empowerment; Self-actualiza_on; Legacy)
u Culture (Habit; Values)
u Entertainment (Value)
u Language (Communica=on)
u Literature (StoryModeling)
Value
Capture/
Delivery
Value Crea(on
WHAT (Ways/Strategy: Value Innova=on PlaZorm)
Strategic Problem
Discovery & Solving
(Games)/
Resources (Int./Ext.)
Tac(cal Problem
Discovery & Solving
(Games)/
Resources (Int./Ext.)
38. CUSTOMER PERSPECTIVE
PROVIDER’S PERSPECTIVE
q “[w]ill give kids the opportunity to
build their self efficacy, become
role models ...”
q “[o]pportunity to interact with
technology …”
q “[e]ngage(d) between 600 - 100
kids in both Bo and Kenema
a[er the end of six months.”
STEM Gamifica(on
q S: Science
q T: Technology
q E: Engineering
q M: Mathema(cs
CELL Gamifica_on
q C: Culture
q E: Entertainment
q L: Language
q L: Literature
ACTIVITIES/TEAM GAMES
1. Learning GAMES
2. Making GAMES
3. Connec=ng GAMES
4. Quiz compe==ons
5. ROLE PLAY/ACTING
6. Field trip (GAMES)
SPONSOR’S PERSPECTIVE
Organiza(on Periodic Table (OPT) for Greater World Peace, Understanding, and Prosperity
“Universally Classify the World’s Objects.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Project Gamifica(on Galaxy for “STEM for Change in Sierra Leone”
ü Future q Present q Past
WHERE (Context/Environment): Sierra Leone (Bo/Kenema)
Pain/Delight (-/+): ….....
876
4
1
5
32
Problem/Job To Get Done (JTGD): Play STEM Games 24x7?
…............WHO................
YOUNG GIRLS (Ages 3-6)
0
W
H
Y
W
H
A
T
H
O
W
WHEN
50. 2 x 45 =
x (of) 4 5
2 08 10
9
0
0
9 0 0
A Simpler, Faster, and Scalable Method to Mul=ply Small Numbers
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal arrow
to obtain a total for each circle
5. Product is number defined by a sequence of
digits going in an an_-clockwise direc_on
One & Two-Digit “HORIZONTAL” Mul_plica_on: Right-to-les Addi=on (vs. Les-to-right Addi=on)
7 x 89 =
x (of) 8 9
7 56 63
2
3
6
2 3 6
Faster Alterna_ve
2 x 45 = (08) (10) = 0 90
Faster Alterna_ve
7 x 89 = (56) (63) = 6 23
8+1= 9 6+6= 12
51. 32 x 2 =
x (of) 0 2
2 0 4
3 0 6
6
4
0
6 4 0
2x2 Mul_plica_on
A Simpler, Faster, and Scalable Method to Mul=ply Small Numbers
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal arrow
to obtain a total for each circle
5. Product is number defined by a sequence of
digits going in an an_-clockwise direc_on
One & Two-Digit “VERTICAL” Mul_plica_on: Right-to-les Addi=on (vs. Les-to-right Addi=on)
32 x 45 =
x (of) 4 5
2 8 10
3 12 15
4
0
14
4 0 14
53. 32 x 21 =
x 2 1
2 4 2
3 6 3
7
2
6
7 2 6 212 x 231 =
x 2 3 1
2 4 6 2
1 2 3 1
2 4 6 2
7
2
9
8 9 4
8 4
2 7
2x2 Mul_plica_on 3x3 Mul_plica_on
A Simpler, Faster, and Scalable Method to Mul=ply Small Numbers
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal arrow
to obtain a total for each circle
5. Product is number defined by a sequence of
digits going in an an_-clockwise direc_on
55. 1263 x 5974 = 7,545,162
x 5 9 7 4
3 15 27 21 12
6 30 54 42 24
2 10 18 14 8
1 5 9 7 4
6
2
1
25,781 x 12,457 = 321,153,917
x 1 2 4 5 7
1 1 2 4 5 7
8 8 16 32 40 56
7 7 14 28 35 49
5 5 10 20 25 35
2 2 4 8 10 14
1
7
9
5 4 5 7
4x4 Digit Mul_plica_on 5x5 Mul_plica_on
2 3 5
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal
arrow to obtain a total for each circle
5. Product is number defined by sequence
of digits going in an_-clockwise direc_on
3
1 1
A Simpler, Faster, and Scalable Method to Mul=ply Large Numbers
58. x 6
30
2 4
x 2 1
9 6
2
3
2x2 Mul_plica_on 3x3 Mul_plica_on
Challenge: Complete, without using a calculator, the Mul=plica=on Galaxy to obtain the product of
the original two numbers.
25 x 6 = 2 x =
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal arrow
to obtain a total for each circle
5. Product is number defined by a sequence of
digits going in an an_-clockwise direc_on
59. ………. x ………. = …………….
x 3 2 1 1
3 9 6 3 3
4 12 8 4 4
1 3 2 1 1
2 6 4 2 2
………… x …………. = ………………..
x 2 0 1 4 3
1 2 0 1 4 3
4 8 0 4 16 12
2 4 0 2 8 6
3 6 0 3 12 9
1 2 0 1 4 3
4x4 Digit Mul_plica_on 5x5 Mul_plica_on
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal
arrow to obtain a total for each circle
5. Product is number defined by sequence
of digits going in an_-clockwise direc_on
Challenge: Find, without using a calculator, the original two numbers that are mul=plied as well as
the product for the Mul=plica=on Galaxies below.
60. ………. x ………. = …………….
x
6 3 3
12 8 4
3 1 1
4 2 2
………… x …………. = ………………..
x
2 1 4 3
8 0 4
0 2 8
6 12 9
1 4
4x4 Digit Mul_plica_on 5x5 Mul_plica_on
5 Steps for Using Ecy’s Mul_plica_on Galaxy
1. Draw a square grid: 3x3, 4x4, 5x5, …
2. Write the digits to be mul_plied in the
direc_on indicated by the x and y axes
3. Fill in cells by mul_plying digits
4. Add result of cell along each diagonal
arrow to obtain a total for each circle
5. Product is number defined by sequence
of digits going in an_-clockwise direc_on
Challenge: Find, without using a calculator, the original two numbers that are mul=plied as well as
the product for the Mul=plica=on Galaxies below.