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.
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?
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.
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.
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.
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.
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.
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.
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.
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?
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.
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.
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.
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.
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.
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.
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.
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.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
1-Page Adaptive Planning & Execution (APEX) for RAPIDLY WINNING MILITARY & BU...Rod King, Ph.D.
Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
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.
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.
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?
The STEMCELL Innovation Pyramid: How Organizations Can Rapidly Gain Sustainab...Rod King, Ph.D.
MAKE EDUCATION MORE RELEVANT TO THE NEEDS OF SOCIETY
Today’s local and global environments are often described using the acronym of VUCA: Volatile; Uncertain; Complex; Ambiguous. However, our Global Problem Solving (GPS) systems are in crisis: the human race is increasingly not able to solve problems faster than the rate at which problems emerge. Just think about the pervasive problems of poverty, international terrorism and wars as well as global warming and apparently incurable diseases. So, what are we to do?
In my opinion, we need a radical mindset and paradigm shift in education, teaching, and learning. We need to move from unitary and binary education systems to platform education systems. Our education system needs to focus on developing strong competencies in Genius Innovation & Polymathism (GIP) which consists of Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. Karl Popper, the Austrian-British Philosopher, once said, “All life is problem solving.” The logic of Popper’s statement is fairly simple: if humans or organizations fail to solve problems, life ceases to exist! So, how can humans or organizations rapidly increase their capacity to discover and solve problems?
This presentation introduces the STEMCELL Innovation Pyramid as a framework and tool for visually facilitating Genius Innovation & Polymathism (GIP) which includes Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. The STEMCELLL Innovation Pyramid incorporates a framework for STEM, which is an acronym for Science; Technology; Engineering; Mathematics. STEM constitutes the "basic innovation needs" or foundation of the STEMCELL Innovation Pyramid which can be viewed from multi-stakeholder perspectives, e.g., Investor; Customer; Enterprise (ICE).
STEMCELL, which was coined by Dr. Rod King, is an acronym for Science; Technology; Engineering; Mathematics; Culture; Entertainment; Language; Literature. The CELL constitutes "peripheral innovation needs." It can be said that the CELL concentrates on the "Why" while the STEM concentrates on the "How" of Innovation. The STEMCELL Innovation Pyramid illustrates the why, what, and how of gaining sustainable innovation advantage in today's VUCA environment. Consequently, the STEMCELL Innovation Pyramid can be used as a tool for designing, presenting, and managing STEMCELL projects/experiments. The presentation also contains a comparison of the framework of STEM and STEMCELL Innovation education.
Also featured in the presentation is the Small Multiplication Galaxy as an example of the approach of STEMCELL Innovation Pyramid Education which contrasts the approach of the traditional Multiplication Table in STEM Education. The Small Multiplication Galaxy presents a Discovery-driven and Gamification Approach to mastering multiplication in a simpler, faster, funner, and scalable manner.
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.
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...Rod King, Ph.D.
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
The Simplest Game for Mastering Business Model Innovation and Improvement: RO...Rod King, Ph.D.
The RODopoly Railboard is a unique visual presentation that of a gameboard that can be used for rapidly learning about business model innovation and improvement.
The RODopoly Railboard above can be used in many and different ways. Nowadays, "Entrepreneurs are everywhere." Kids in Middle School are being increasingly introduced to entrepreneurship. I thought, "Rather than use a business plan to organize ideas on entrepreneurship as well as business planning and management, why not use a gameboard?" The RODopoly Railboard lends itself to quizzes and adaptation of classic "obstacle race" games such as Ludo and Barricade. Not only would players be using business vocabulary before and during the game, but also they can learn about business tools afterwards.
The RODopoly Railboard inherently contains ideas and tools such as Supply Chain, Core Competence, Growth Engine, Five Forces, Value Net, and Business Model. I hope these comments indicate how valuable is the RODopoly Railboard. Use of the RODopoly Railboard is limited only by your imagination!
The main deliverable of Event 3 ("Decide") is a storyboard that would be subsequently used for prototyping the desired customer experience of pre-qualified customers. Before preparing a storyboard, however, the best conceptual solution (sketch) has to be selected and, if necessary, remixed with the best features of alternatives to produce an "ideal (strongest) solution." This presentation visually summarizes the required process while providing three case studies to facilitate understanding of the process of "Decide."
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
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.
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.
Case Study on Applying the COMMUNITY Happiness Canvas to a Real-life Innovati...Rod King, Ph.D.
This presentation contains a simple case study on how to apply the Total Happiness Canvas and in particular, the COMMUNITY Happiness Canvas in a project. Here, the main use of the COMMUNITY Happiness Canvas is to visually collect, organize, and process ideas using the Pain-Plan-Do-Review (PPDR) Cycle which is illustrated on the COMMUNITY Happiness Canvas.
1-Page Adaptive Planning & Execution (APEX) for RAPIDLY WINNING MILITARY & BU...Rod King, Ph.D.
Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
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.
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.
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?
The STEMCELL Innovation Pyramid: How Organizations Can Rapidly Gain Sustainab...Rod King, Ph.D.
MAKE EDUCATION MORE RELEVANT TO THE NEEDS OF SOCIETY
Today’s local and global environments are often described using the acronym of VUCA: Volatile; Uncertain; Complex; Ambiguous. However, our Global Problem Solving (GPS) systems are in crisis: the human race is increasingly not able to solve problems faster than the rate at which problems emerge. Just think about the pervasive problems of poverty, international terrorism and wars as well as global warming and apparently incurable diseases. So, what are we to do?
In my opinion, we need a radical mindset and paradigm shift in education, teaching, and learning. We need to move from unitary and binary education systems to platform education systems. Our education system needs to focus on developing strong competencies in Genius Innovation & Polymathism (GIP) which consists of Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. Karl Popper, the Austrian-British Philosopher, once said, “All life is problem solving.” The logic of Popper’s statement is fairly simple: if humans or organizations fail to solve problems, life ceases to exist! So, how can humans or organizations rapidly increase their capacity to discover and solve problems?
This presentation introduces the STEMCELL Innovation Pyramid as a framework and tool for visually facilitating Genius Innovation & Polymathism (GIP) which includes Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. The STEMCELLL Innovation Pyramid incorporates a framework for STEM, which is an acronym for Science; Technology; Engineering; Mathematics. STEM constitutes the "basic innovation needs" or foundation of the STEMCELL Innovation Pyramid which can be viewed from multi-stakeholder perspectives, e.g., Investor; Customer; Enterprise (ICE).
STEMCELL, which was coined by Dr. Rod King, is an acronym for Science; Technology; Engineering; Mathematics; Culture; Entertainment; Language; Literature. The CELL constitutes "peripheral innovation needs." It can be said that the CELL concentrates on the "Why" while the STEM concentrates on the "How" of Innovation. The STEMCELL Innovation Pyramid illustrates the why, what, and how of gaining sustainable innovation advantage in today's VUCA environment. Consequently, the STEMCELL Innovation Pyramid can be used as a tool for designing, presenting, and managing STEMCELL projects/experiments. The presentation also contains a comparison of the framework of STEM and STEMCELL Innovation education.
Also featured in the presentation is the Small Multiplication Galaxy as an example of the approach of STEMCELL Innovation Pyramid Education which contrasts the approach of the traditional Multiplication Table in STEM Education. The Small Multiplication Galaxy presents a Discovery-driven and Gamification Approach to mastering multiplication in a simpler, faster, funner, and scalable manner.
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.
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...Rod King, Ph.D.
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
The Simplest Game for Mastering Business Model Innovation and Improvement: RO...Rod King, Ph.D.
The RODopoly Railboard is a unique visual presentation that of a gameboard that can be used for rapidly learning about business model innovation and improvement.
The RODopoly Railboard above can be used in many and different ways. Nowadays, "Entrepreneurs are everywhere." Kids in Middle School are being increasingly introduced to entrepreneurship. I thought, "Rather than use a business plan to organize ideas on entrepreneurship as well as business planning and management, why not use a gameboard?" The RODopoly Railboard lends itself to quizzes and adaptation of classic "obstacle race" games such as Ludo and Barricade. Not only would players be using business vocabulary before and during the game, but also they can learn about business tools afterwards.
The RODopoly Railboard inherently contains ideas and tools such as Supply Chain, Core Competence, Growth Engine, Five Forces, Value Net, and Business Model. I hope these comments indicate how valuable is the RODopoly Railboard. Use of the RODopoly Railboard is limited only by your imagination!
The main deliverable of Event 3 ("Decide") is a storyboard that would be subsequently used for prototyping the desired customer experience of pre-qualified customers. Before preparing a storyboard, however, the best conceptual solution (sketch) has to be selected and, if necessary, remixed with the best features of alternatives to produce an "ideal (strongest) solution." This presentation visually summarizes the required process while providing three case studies to facilitate understanding of the process of "Decide."
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
THE GENIUS WORKER'S TOOLKIT FOR ELIMINATING BUSINESS FAILURE: How Genius Work...Rod King, Ph.D.
The Problem Solving Envelope is a visual template for Universal Problem Solving (UPS). The Problem Solving Envelope can be used to collaboratively document and organize ideas as well as discover and solve problems in any domain or discipline.
In essence, the Problem Solving Envelope visually presents a TIMELINE in two formats: Classic Time - PAST (Problem Space); PRESENT (Method/Implementation Space); FUTURE (Solution Space). Space-Time - ENVIRONMENT (Creative LifeSpace - this is based on Kurt Lewin's Field Theory; Creative Lifespace represents the total environmental space in the past/present/future). My theory is that "Genius Workers" such as Steve Jobs deliberately use these spaces of time to fluidly organize ideas; discover, analyze, and solve problems; get things done.
http://goo.gl/CwmjVq
THE CUSTOMER EXPERIENCE (CE) GAMEPLAN: A Universal Design Model For Answering...Rod King, Ph.D.
Starting business design by using a Value Chain, Business Model Canvas, Lean Canvas, or other business model visualization is a wasteful process in terms of time, money, and other resources that are consumed. The Customer Experience (CE) Gameplan indicates why. In addition, the CE Gameplan can be used to explain why some business models succeed while others fail, decline, or die.
A template of the Customer Experience (CE) Gameplan is available here:
http://goo.gl/cI1DBa
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.
PEOPLE FIRST ORGANIZATION & DESIGN (PFOD) for Startups & Established Organiza...Rod King, Ph.D.
This presentation features the visual tool of People First Community (PFC) Map. Although the strategy of "Put People First" is intuitive, startups and established organizations experience great difficulties in translating into reality the strategy of "Put People First." The visual tool of the People First Community (PFC) Map starts with "WHO" while mapping all stakeholders in a community. A PCF Map can be prepared for past, present, and future communities while managing as well as designing a strategy of "Put People First."
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world.
In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management.
Which business model (ecosystem) mapping tool is your favorite? And why?
What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems?
We look forward to hearing from you.
Best regards.
The One-Page Strategy & Execution (OPSE) Map: A New Way to Rapidly Achieve Ta...Rod King, Ph.D.
The world of personal and business development is awash with books about how to achieve goals. Yet, many people fail to achieve their goals using the suggested approaches and tools in those books as well as training courses. Why?
In this presentation, a new approach is presented, which is based on the art and science of how systems (and in particular, business model engines) work. King's Universal Business Model Equation (UBME) is presented for explaining why and how people and organizations fail to achieve their goals. UBME can also be used as a framework for setting, achieving, and managing goals using the simple but extremely versatile tool of the One-Page Strategy & Execution (OPSE) Map. Benefits of using the OPSE Map include the delight of rapidly achieving your goals as well as enormous savings in time, money, and energy in projects in the WE_Economy.
BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopoliz...Rod King, Ph.D.
The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly."
BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.
Here is the first chapter of my new book 'Package, Position, Profit: How to build a legal practice the 21st Century wants to buy'. If you like chapter 1, the book is available to buy from https://www.ark-group.com
Similar to Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER Scorecard (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
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.
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.
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."
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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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.
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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.
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.
5. Fastest Way to Map, Prototype, and Test Business Models That Achieve Goals: Business Model Canvas vs. Business Model Strip
q Future (To Do) q Present (Doing) q Past (Done)
World’s First SoYware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Why Draw 9 Building Blocks for Your Business Model … When You Can Just Draw 1 Business Model Strip
Alexander Osterwalder’s
BUSINESS MODEL CANVAS (For-Profit)
Rod King’s
BUSINESS MODEL STRIP (For-Profit Pipe)
BUSINESS MODEL STRIP (Minimum Viable Pipe)
KP
KA
VP CR CS
KR CH
C$
R$
KEY
q CS: Customer Segment
q CH: Channels
q CR: Customer RelaYonships
q VP: Value ProposiYon
q KA: Key AcYviYes
q KR: Key Resources
q KP: Key Partners
q C$: Cost Structure
q R$: Revenue Streams
Stakeholder: ….......................................
Job To Get Done (JTGD): …....................
Pain/Delight (-/+): .................................
Pain Solving Ques9on (PSQ): ...............
CS
CR
CH
VP R$
KA
KR
KP
C$
Business Model Canvas (BMC) Strip
Output Feedback
Channel
Value Creator
(Resources; Processes; Values)
Value Recipient
(Stakeholder: -/+)
WHEN:
6. 5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL
q WHO provides or creates value?
Value Creator
q FOR WHOM is value provided or delivered?
Value Recipient
q WHAT is offered to Value Recipient?
Output
q WHAT does the Value Creator get in return from Value Recipient?
Feedback (Impact: -/+; Experience; Product-InformaYon-Goods-Services (PIGS))
q HOW does the Value Creator create, deliver, and capture/share value?
Resources; Processes; Values (RPV); Channels; Partners
BUSINESS MODEL STRIP
q Future (To Do) q Present (Doing) q Past (Done)
World’s First SoYware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
VALUE
CREATOR
VALUE
RECIPIENT
Channels
Value
Creator
Value
Reci-
pient
Out-
put
Part-
ners
Chan
-nels
Feedback (Impact: -/+)
FEEDBACK
(ReacYon)
OUTPUT
(TOOL)
VC VR O F
WHEN:
WHERE: ….........................................