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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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."
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.
Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an ...Rod King, Ph.D.
The presentation features a Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa. The project, which is being done by high school students taking part in the 2012 Innovate Salone Challenge, is presented using the Disruptive Innovation Canvas. The Innovate Salone Program is the brainchild of David Sengeh, a graduate of Harvard and currently a PhD student at MIT. The Innovate Salone Program involves a National High School Innovation Challenge where students are required to invent products that solve problems in local communities.
The ability to grow (and shrink) according to the needs and the available resources is an essential part of designing applications. In this talk we'll cover the fundamental elements of scalability, including aspects involving people, processes and technology. With sound and proven principles and some advice on how to shape your organisation, set the right processes and design your application, this session is a must-see for developers and technical leads alike.
Can you be successful without a plan for rolling out your collaboration initiative to users? Maybe. But it's going to cost you more and take you longer, and there's no guarantee your users will fully embrace it in the long run. Join collaboration expert Michael Sampson as he explains how applying the necessary time and resources upfront pays dividends.
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
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.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Analisi dell'ondata di operazioni M&A concernenti le startup tech innovative.
La disruption tecnologica pone continuamente nuove sfide e modifica i business model tradizionali: la sharingeconomy, l’AI, l’IoT sono alcuni esempi.
Le startup hanno nel proprio DNA quel vento di distruzione creatrice (Schumpeter) e propongono soluzioni innovative ai problemi. Le aziende corporate hanno una performance finanziaria, una struttura dimensionale e organizzativa consolidata. Le prime hanno bisogno delle seconde, e viceversa. ES. banche <-> startup fintech; imprese farmaceutiche <-> startup biotech
L'integrazione è l'unica soluzione win-win. This is a "merger for survival"...
El Business Model Canvas para proveer soluciones a problemas empresarialesAlex Rayón Jerez
Aplicar las posibilidades que las TIC ofrecen a nivel de Datos, Aplicación y Entorno Social en los casos de estudio analizados en la sesión 10. Para ello, a lo largo de esta sesión, se elaborará un Business Model Canvas en el que los diferentes equipos de trabajo determinarán las mejores soluciones para los problemas operativos para cada uno de las startups y empresas estudiadas.
Cada una de las empresas y startups propuestas, tienen diferentes problemas en diferentes áreas orgánicas de una empresa: comercial, administración, financiera, recursos humanos, producción, marketing, etc. Por todo ello, a través de la herramienta del Business Model Canvas, el estudiante irá descubriendo problemas y definiendo posibles soluciones.
The roots of the Business Model Canvas lie in a PhD dissertation that started in 2000 (see p. 46 for a Business Model Canvas Reminder). Today its success goes far beyond our wildest imagination. Organizations around the world are adopting
the Canvas.
The research outlined in this report shows why the Business Model Canvas is so popular and how organizations apply it. We are excited to share this knowledge with you and highlight some best practices.
Yet, the Business Model Canvas is just the begin- ning. Strategyzer aspires to create a whole new generation of business tools that change the way organizations do strategy and innovation. Accom- pany us on this exciting journey of transformation.
— Alexander Osterwalder and Yves Pigneur
Cursos TIE. Desarrollo del modelo de negocio. Business model canvasfernandomilla.es
Dentro del ciclo de cursos del TIE del Centro Municipal de Empresas de Gijon, se imparte un curso práctico sobre cómo crear modelos de negocio a partir de ideas usando el Business Model Canvas
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."
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.
Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an ...Rod King, Ph.D.
The presentation features a Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa. The project, which is being done by high school students taking part in the 2012 Innovate Salone Challenge, is presented using the Disruptive Innovation Canvas. The Innovate Salone Program is the brainchild of David Sengeh, a graduate of Harvard and currently a PhD student at MIT. The Innovate Salone Program involves a National High School Innovation Challenge where students are required to invent products that solve problems in local communities.
The ability to grow (and shrink) according to the needs and the available resources is an essential part of designing applications. In this talk we'll cover the fundamental elements of scalability, including aspects involving people, processes and technology. With sound and proven principles and some advice on how to shape your organisation, set the right processes and design your application, this session is a must-see for developers and technical leads alike.
Can you be successful without a plan for rolling out your collaboration initiative to users? Maybe. But it's going to cost you more and take you longer, and there's no guarantee your users will fully embrace it in the long run. Join collaboration expert Michael Sampson as he explains how applying the necessary time and resources upfront pays dividends.
Talk delivered by Craig Smith at YOW! 2015 in Melbourne, Brisbane and Sydney on 4-10 December 2015.
With 73% of the world using Scrum as their predominant Agile method, this session will open up your eyes to the many other Agile and edgy Agile methods and movements in the world today For many, Agile is a toolbox of potential methods, practices and techniques, and like any good toolbox it is often more about using the right tool for the problem that will result in meaningful results.Take a rapid journey into the world of methods like Mikado, Nonban, Vanguard and movements like Holocracy,Drive and Stoos where we will uncover 40 methods and movements in 40 minutes to help strengthen your toolbox.
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.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Analisi dell'ondata di operazioni M&A concernenti le startup tech innovative.
La disruption tecnologica pone continuamente nuove sfide e modifica i business model tradizionali: la sharingeconomy, l’AI, l’IoT sono alcuni esempi.
Le startup hanno nel proprio DNA quel vento di distruzione creatrice (Schumpeter) e propongono soluzioni innovative ai problemi. Le aziende corporate hanno una performance finanziaria, una struttura dimensionale e organizzativa consolidata. Le prime hanno bisogno delle seconde, e viceversa. ES. banche <-> startup fintech; imprese farmaceutiche <-> startup biotech
L'integrazione è l'unica soluzione win-win. This is a "merger for survival"...
El Business Model Canvas para proveer soluciones a problemas empresarialesAlex Rayón Jerez
Aplicar las posibilidades que las TIC ofrecen a nivel de Datos, Aplicación y Entorno Social en los casos de estudio analizados en la sesión 10. Para ello, a lo largo de esta sesión, se elaborará un Business Model Canvas en el que los diferentes equipos de trabajo determinarán las mejores soluciones para los problemas operativos para cada uno de las startups y empresas estudiadas.
Cada una de las empresas y startups propuestas, tienen diferentes problemas en diferentes áreas orgánicas de una empresa: comercial, administración, financiera, recursos humanos, producción, marketing, etc. Por todo ello, a través de la herramienta del Business Model Canvas, el estudiante irá descubriendo problemas y definiendo posibles soluciones.
The roots of the Business Model Canvas lie in a PhD dissertation that started in 2000 (see p. 46 for a Business Model Canvas Reminder). Today its success goes far beyond our wildest imagination. Organizations around the world are adopting
the Canvas.
The research outlined in this report shows why the Business Model Canvas is so popular and how organizations apply it. We are excited to share this knowledge with you and highlight some best practices.
Yet, the Business Model Canvas is just the begin- ning. Strategyzer aspires to create a whole new generation of business tools that change the way organizations do strategy and innovation. Accom- pany us on this exciting journey of transformation.
— Alexander Osterwalder and Yves Pigneur
Cursos TIE. Desarrollo del modelo de negocio. Business model canvasfernandomilla.es
Dentro del ciclo de cursos del TIE del Centro Municipal de Empresas de Gijon, se imparte un curso práctico sobre cómo crear modelos de negocio a partir de ideas usando el Business Model Canvas
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
Lecture, organisation and structure of sales activities and controlling sales...Rahat Kazmi
This lecture was prepared for BTEC Business Studies Level 4, but can also be useful for other business studies students, Sales Managers, Sales Team Leaders and Supervisors
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
In this eBook, you will learn about:
• Establishing a common connection
• Showing relevance to your audience
• Communicating your skills
• Engaging your audience
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.
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.
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.
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.
3 Problem Solving Tools for Strategists, Business Model Innovators, and Strat...Rod King, Ph.D.
Strategists, Business Model Innovators, and Lean Startup Practitioners tend to use different and fragmented tools. Consequently, communication and cooperation are poor between Strategists, Business Model Innovators, and Lean Startup Practitioners especially in collaborative projects. This presentation features the Problem Solving Engine (PSE) Toolkit which is a visual framework that integrates tools used by Strategists, Business Model Innovators, and Lean Startup Practitioners. One advantage is greater communication as well as effective and efficient problem solving in innovation projects especially under conditions of great uncertainty.
http://goo.gl/zzRSDO
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.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
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.
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.
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.
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.
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/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
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.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
13. Theme
(+/0/-)
1
2
3
4
Golden Circle: Topics
(Elements of Goal or CommunicaWon Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. WHY
2. HOW
3. WHAT
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Golden Circle vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
WHY
HOW
WHAT
3.
2.
1.
TOTAL DESIGN THINKING (TDT) PLATFORM for Golden Circle
14. Theme
(+/0/-)
1
2
3
4
Golden Circle: Topics
(Elements of Goal or CommunicaWon Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. WHY
2. HOW
3. WHAT
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
Why will/do you do what you/will do?
How will/do you do what you/will do?
What will/do you do?
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Golden Circle vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
WHY
HOW
WHAT
3.
2.
1.
TOTAL DESIGN THINKING (TDT) PLATFORM for Golden Circle
15. Theme
(+/0/-)
1
2
3
4
Golden Circle: Topics
(Elements of Goal or CommunicaWon Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. WHY
2. HOW
3. WHAT
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
Why will/do you do what you/will do?
How will/do you do what you/will do?
What will/do you do?
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Golden Circle vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
“Always Start with Empathy (Pain/WHY) in the Pain-Plan-Do-Review (PPDR) Cycle.”
WHY
HOW
WHAT
3.
2.
1.
16. Theme
(+/0/-)
1
2
3
4
Golden Circle: Topics
(Elements of Goal or CommunicaWon Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. WHY
2. HOW
3. WHAT
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
Why will/do you do what you/will do?
How will/do you do what you/will do?
What will/do you do?
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Golden Circle vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
“Always Start with Empathy (Pain/WHY) in the Pain-Plan-Do-Review (PPDR) Cycle.”
WHY
HOW
WHAT
3.
2.
1.
17. Theme
(+/0/-)
1
2
3
4
Golden Circle: Topics
(Elements of Goal or CommunicaWon Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. WHY
2. HOW
3. WHAT
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
Why will/do you do what you/will do?
How will/do you do what you/will do?
What will/do you do?
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Golden Circle vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
“Always Start with Empathy (Pain/WHY) in the Pain-Plan-Do-Review (PPDR) Cycle.”
WHY
HOW
WHAT
3.
2.
1.
Limbic Brain
19. Theme
(+/0/-)
1
2
3
4
One Page Business Plan: Topics
(Elements of Goal Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Vision
2. Mission
3. ObjecXves
4. Strategies
5. Plans
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of One Page Business Plan vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for One Page Business Plan
1
2
3
4
5
HOW
20. Theme
(+/0/-)
1
2
3
4
One Page Business Plan: Topics
(Elements of Goal Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Vision
2. Mission
3. ObjecXves
4. Strategies
5. Plans
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of One Page Business Plan vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
Where will you be … in 5/10/15 years?
Why are you doing what you do … now/in 15 years?
What outcomes would you like to celebrate in 1 year?
How will you compete and win?
What projects/products/services will best help you to
achieve your strategies/objecWves/mission/vision?
TOTAL DESIGN THINKING (TDT) PLATFORM for One Page Business Plan
1
2
3
4
5
HOW
21. Theme
(+/0/-)
1
2
3
4
One Page Business Plan: Topics
(Elements of Goal Hierarchy)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Vision
2. Mission
3. ObjecXves
4. Strategies
5. Plans
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of One Page Business Plan vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for One Page Business Plan
1
2
3
4
5
HOW
23. Business Model Canvas: Topics/QuesPons
(Elements of Extended Enterprise/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
Theme
(+/0/-)
1
2
3
4
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Business Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
4 6 5 2 1
7 3
8 9
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model Canvas
WHO WHY HOW
24. Theme
(+/0/-)
1
2
3
4
Business Model Canvas: Topics/QuesPons
(Elements of Extended Enterprise/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Business Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
4 6 5 2 1
7 3
8 9
Who are our most important customers?
What type of customer relaWonship to build?
Through which channels are customers to be reached?
Who are our key partners?
What value do we deliver to customers?
What key acWviWes does value proposiWon require?
What key resources does value proposiWon require?
What are important costs?
What do customers pay for?
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model Canvas
WHO WHY HOW
25. Theme
(+/0/-)
1
2
3
4
Business Model Canvas: Topics/QuesPons
(Elements of Extended Enterprise/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Business Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
4 6 5 2 1
7 3
8 9
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model Canvas
WHO WHY HOW
27. 4 6 5 2 1
7 3
8 9
Theme
(+/0/-)
1
2
3
4
Mission Model Canvas: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS); Beneficiaries
2. Customer RelaXonships (CR); Buy-in
3. Channels (CH); Deployment
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$); Budget
9. Revenue Streams (R$); Success
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Mission Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Mission Model Canvas
WHO WHY HOW
28. Theme
(+/0/-)
1
2
3
4
Mission Model Canvas: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS); Beneficiaries
2. Customer RelaXonships (CR); Buy-in
3. Channels (CH); Deployment
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$); Budget
9. Revenue Streams (R$); Success
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Whom do you create value for or deliver value to?
How to get support/buy-in?
Through what channels to deploy Min. Viable Product?
What outsourcers/partners help you?
What is the value proposiWon: what pain is solved?
What (unique) acWviWes are required to deliver the VP?
What skills, competence, and resources do you have?
What is resulWng cost or disadv.?
What are successful outcomes?
Topics of Mission Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Mission Model Canvas
WHO WHY HOW
29. Theme
(+/0/-)
1
2
3
4
Mission Model Canvas: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS); Beneficiaries
2. Customer RelaXonships (CR); Buy-in
3. Channels (CH); Deployment
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$); Budget
9. Revenue Streams (R$); Success
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Whom do you create value for or deliver value to?
How to get support/buy-in?
Through what channels to deploy Min. Viable Product?
What outsourcers/partners help you?
What is the value proposiWon: what pain is solved?
What (unique) acWviWes are required to deliver the VP?
What skills, competence, and resources do you have?
What is resulWng cost or disadv.?
What are successful outcomes ?
Topics of Mission Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Mission Model Canvas
WHO WHY HOW
30. 4 6 5 2 1
7 3
8 9
Theme
(+/0/-)
1
2
3
4
Mission Model Canvas: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS); Beneficiaries
2. Customer RelaXonships (CR); Buy-in
3. Channels (CH); Deployment
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$); Budget
9. Revenue Streams (R$); Success
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Mission Model Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Mission Model Canvas
WHO WHY HOW
32. Theme
(+/0/-)
1
2
3
4
Beneficiary Canvas: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Beneficiary Segments
2. Beneficiary RelaXonships; Buy-in
3. DistribuXon Channels; Deployment
4. Key Partners (KP)
5. Mission (Program) Offering
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$); Budget
9. Impact Metrics; Success
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Whom do you create value for or deliver value to?
How to get support/buy-in?
Through what channels to deploy Min. Viable Product?
What outsourcers/partners help you?
What is the value proposiWon: what pain is solved?
What (unique) acWviWes are required to deliver the VP?
What skills, competence, and resources do you have?
What is resulWng cost or disadv.?
What are successful outcomes ?
Topics of Beneficiary Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Beneficiary Canvas
WHO WHY HOW
33. 4 6 5 2 1
7 3
8 9
Theme
(+/0/-)
1
2
3
4
Donor Canvas: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Donor Segments
2. Donor RelaXonships; Buy-in
3. DistribuXon Channels; Deployment
4. Key Partners (KP): Non-Program
5. Donor-focused Value ProposiXon
6. Key AcXviXes (KA): Non-Program
7. Key Resources (KR): Non-Program
8. Cost Structure (C$); Non-Program
9. Revenue Streams (R$); Success
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Whom do you create value for or deliver value to?
How to get support/buy-in?
Through what channels to deploy Min. Viable Product?
What outsourcers/partners help you?
What is the value proposiWon: what pain is solved?
What (unique) acWviWes are required to deliver the VP?
What skills, competence, and resources do you have?
What is resulWng cost or disadv.?
What are successful outcomes ?
Topics of Donor Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Donor Canvas
WHO WHY HOW
35. Theme
(+/0/-)
1
2
3
4
Business Model You: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP)
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Business Model You vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
4 6 5 2 1
7 3
8 9
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model You
WHO WHY HOW
36. Theme
(+/0/-)
1
2
3
4
Business Model You: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP); Value Provided
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue (R$); Benefits
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Whom do you (want to) help?
What type of relaWonship to build?
Through which channels you reach or are reached?
Who helps you?
How do you help?
What do you do to help?
What skills, competence, and resources do you have?
What do you give out (away)?
What do you get (in return)?
Topics of Business Model You vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model You
WHO WHY HOW
37. Theme
(+/0/-)
1
2
3
4
Business Model You: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP); Value Provided
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue (R$); Benefits
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Whom do you (want to) help?
What type of relaWonship to build?
Through which channels you reach or are reached?
Who helps you?
How do you help?
What do you do to help?
What skills, competence, and resources do you have?
What do you give out (away)?
What do you get (in return)?
Topics of Business Model You vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model You
4 6 5 2 1
7 3
8 9
WHO WHY HOW
38. Theme
(+/0/-)
1
2
3
4
Business Model You: Topics/QuesPons
(Elements of Extended You/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Customer RelaXonships (CR)
3. Channels (CH)
4. Key Partners (KP)
5. Value ProposiXon (VP); Value Provided
6. Key AcXviXes (KA)
7. Key Resources (KR)
8. Cost Structure (C$)
9. Revenue (R$); Benefits
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Topics of Business Model You vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Business Model You
WHO WHY HOW
40. Theme
(+/0/-)
1
2
3
4
Lean Canvas: Topics
(Elements of Extended Enterprise/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Unfair Advantage (UA)
3. Channels (CH)
4. Problem (Prob)
5. Value ProposiXon (VP)
6. SoluXon (Soln)
7. Key Metrics (KM)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Topics of Lean Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
TOTAL DESIGN THINKING (TDT) PLATFORM for Lean Canvas
WHY
41. Theme
(+/0/-)
1
2
3
4
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
4 6 5 2 1
7 3
8 9
Topics of Lean Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
Who are our most important customers?
What can’t be easily copied or bought?
Through which channels are customers to be reached?
Who are the top 3 problems?
What value do we deliver to customers?
What are the top 3 features?
What key acWviWes do you measure?
What are important costs?
What do customers pay for?
TOTAL DESIGN THINKING (TDT) PLATFORM for Lean Canvas
Lean Canvas: Topics
(Elements of Extended Enterprise/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Unfair Advantage (UA)
3. Channels (CH)
4. Problem (Prob)
5. Value ProposiXon (VP)
6. SoluXon (Soln)
7. Key Metrics (KM)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
WHY
42. Theme
(+/0/-)
1
2
3
4
Lean Canvas: Topics
(Elements of Extended Enterprise/System)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
1. Customer Segments (CS)
2. Unfair Advantage (UA)
3. Channels (CH)
4. Problem (Prob)
5. Value ProposiXon (VP)
6. SoluXon (Soln)
7. Key Metrics (KM)
8. Cost Structure (C$)
9. Revenue Streams (R$)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Define)
1.1 Problem/Challenge/Pain
1.2 Customers/Stakeholders
1.3 Other SoluXons
2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed SoluPon
2.2 Plan of AcPon
2.3 Resources
3. DO (Doing: Build/
Prototype; Measure; Test)
4. REVIEW (Done: Learn; InnovaPon AccounPng)
4.1 Budget: COST (STRUCTURE)
4.2 MoPvaPon: BENEFITS – REVENUE (STREAMS)
World’s First SoNware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Topics of Lean Canvas vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Visions, Dreams, and Goals
4 6 5 2 1
7 3
8 9
TOTAL DESIGN THINKING (TDT) PLATFORM for Lean Canvas
WHY