1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvement, and Innovation: BCG-Business Model Wargame
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The document provides an extensive overview of world-class coaching on the ambidexterity principle, strategic frameworks, and ambidextrous leadership, led by Dr. Rod King. It emphasizes the importance of creating an ideal customer experience and outlines various business model components, such as mission, vision, goals, and success criteria. Additionally, it addresses problem-solving techniques and environmental factors critical for businesses aiming for growth and innovation.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvement, and Innovation: BCG-Business Model Wargame
- 1. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing BCG-‐Business Model Court Visual Synthesis of Tools for Universal Problem Solving, Project Planning, Improvement, and InnovaGon q Present q Future q Past HIGHEST OUTCOMES (Ideal Result) ENVIRONMENT (Supersystem: Industry/ Ecosystem/Value Net; Arena; OpPon Space) BUSINESS MODEL (System: Theater; Extended Enterprise; Value Chain) q Mission/Purpose q Vision; Values q Goals/ObjecPves q Targets/Success Criteria/ Key Metrics/KPIs q Policy q Strategy (Trade-‐off) q Value ProposiPon PROBLEM HIERARCHY (“What?”) SOLUTION HIERARCHY (“What?”) PROJECT OUTPUTS (Reality vs. Hypotheses) q Job To Get Done q Profit Model q Product/ Service/ Campaign q O.T.H.E.R. Process GOLDEN PYRAMID
- 2. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TacGcal HOW? Strategic HOW? (WHAT?) BUSINESS MODEL CAUSES (Factors) ENVIRONMENTAL CAUSES (Factors) BCG-‐Business Model Court EFFECT (WHY?): PROBLEM/FAILURE CRITERIA: …………………………………………..…………….. q Present q Future q Past
- 3. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TacGcal HOW? Strategic HOW? (WHAT?) q Profit (Value/Experience) Model q Product/Service/Campaign q O.T.H.E.R. Process q TacPcs/AcPons q Policy q Strategy (Trade-‐off) q Value ProposiPon q Job To Get Done BUSINESS MODEL CAUSES (Factors) ENVIRONMENTAL CAUSES (Factors) BCG-‐Business Model Court EFFECT (WHY?): PROBLEM/FAILURE CRITERIA: …………………………………………..…………….. q Present q Future q Past
- 4. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TacGcal HOW? Strategic HOW? (WHAT?) BUSINESS MODEL MEANS ENVIRONMENTAL MEANS (WAYS) BCG-‐Business Model Court END (WHY?): MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..…………….. q Present q Future q Past
- 5. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TacGcal HOW? Strategic HOW? (WHAT?) q Profit (Value/Experience) Model q Product/Service/Campaign q O.T.H.E.R. Process q TacPcs/AcPons q Policy q Strategy (Trade-‐off) q Value ProposiPon q Job To Get Done BUSINESS MODEL MEANS ENVIRONMENTAL MEANS (WAYS) BCG-‐Business Model Court END (WHY?): MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..…………….. q Present q Future q Past
- 6. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing Ideal Purpose of a Purpose-‐Driven OrganizaGon The Ideal Purpose Of a Purpose-‐Driven OrganizaGon is to Create an Awesome Customer Experience (ACE) At Zero Cost
- 7. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing HOW? Ideal Purpose of a Purpose-‐Driven OrganizaGon
- 9. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past
- 10. Problem-‐SoluPon Fitness (Is there a problem worth solving?)
- 11. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE PROBLEM SPACE BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM-‐ SOLUTION
- 12. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM-‐ SOLUTION
- 13. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM-‐ SOLUTION
- 14. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) Problem-‐WHY Problem-‐WHAT Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM-‐ SOLUTION
- 15. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM-‐ SOLUTION
- 16. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES PROBLEM-‐ SOLUTION
- 17. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS PROBLEM-‐ SOLUTION
- 18. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT What is the (ideal) soluGon? SoluGon-‐WHY Why does soluGon work? Problem-‐WHY Why does problem occur? Problem-‐WHAT What is the (core) problem? SoluGon-‐HOW How (and when) does soluGon work? Problem-‐HOW How (and when) does problem occur? PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS PROBLEM-‐ SOLUTION
- 19. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT What is the (ideal) soluGon? SoluGon-‐WHY Why does soluGon work? Problem-‐WHY Why does problem occur? Problem-‐WHAT What is the (core) problem? SoluGon-‐HOW How (and when) does soluGon work? Problem-‐HOW How (and when) does problem occur? PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) PROBLEM-‐ SOLUTION
- 20. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) R: ReflecGons H: Hypotheses O: ObservaGons Project Info q Non-‐/Customer (Goal/Constraints) q Unit of Analysis q Failure Criteria (Stopping Rule) E: Experiments T: Thoughts PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) O.T.H.E.R. Court
- 21. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) R: ReflecGons (Insights; Lessons Learned) H: Hypotheses (Assump=ons; Predic=ons; Model) O: ObservaGons (Visual; Auditory; Ki-‐ nesthe=c; Olfactory; Gustatory) Project Info q Non-‐/Customer (Goal/Constraints) q Unit of Analysis q Failure Criteria (Stopping Rule) E: Experiments (Tests; Results) T: Thoughts (Causal Factors) PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) O.T.H.E.R. Court
- 22. Market-‐Product Fitness (Is there a Big Urgent Market Problem (BUMP)?)
- 23. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PRODUCT SPACE (Unknown; Known) MARKET SPACE (Unknown; Known) PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) MARKET-‐ PRODUCT
- 24. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PRODUCT SPACE (Unknown; Known) MARKET SPACE (Unknown; Known) Customer’s Delight Customer’s Goal/ Job To Get Done Customer’s Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) MARKET-‐ PRODUCT
- 25. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PRODUCT SPACE (Unknown; Known) MARKET SPACE (Unknown; Known) Product’s FuncGonality Product’s Delight (Benefit) Customer’s Delight Customer’s Goal/ Job To Get Done Product’s Pain (Cost) Customer’s Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) MARKET-‐ PRODUCT
- 26. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PRODUCT SPACE (Unknown; Known) MARKET SPACE (Unknown; Known) Product’s FuncGonality Product’s Delight (Benefit) Customer’s Delight Customer’s Goal/ Job To Get Done Product’s Pain (Cost) Customer’s Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) MARKET-‐ PRODUCT COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups)
- 27. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing PRODUCT SPACE (Unknown; Known) MARKET SPACE (Unknown; Known) Product’s FuncGonality Product’s Delight (Benefit) q Quality q Performance q Brand q CustomizaPon Customer’s Delight Customer’s Goal/ Job To Get Done Product’s Pain (Cost) q Cost (Size) q Complexity q Inaccessibility q Time (Delay) Customer’s Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) MARKET-‐ PRODUCT COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups)
- 28. Business Ecosystem Assessment (Does the business ecosystem offer us sustainable compe==ve advantage?)
- 29. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) Environment (Global/Local: P.E.S.T.L.I.E.D. Trends/Intelligence) ECOSYSTEM (VALUE NET) ECOSYSTEM
- 30. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past ECOSYSTEM
- 31. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing OPERATING MODEL: Creates Value VALUE PROPOSITION: Delivers Value BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. PROFIT MODEL: Captures Value q Present q Future q Past ECOSYSTEM
- 32. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing OPERATING MODEL: Creates Value VALUE PROPOSITION: Delivers Value Suppliers/Input (Key Partners) Value Chain (Key AcPviPes) Product/Service (Ideal SoluPon) Customer/Client (Goal/Constraints) OrganizaGon (Key Resources) Channels/Rel. (DistribuPon) Cost Model (Pain) Revenue Model (Delight) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROFIT MODEL: Captures Value ECOSYSTEM
- 33. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing OPERATING MODEL: Creates Value VALUE PROPOSITION: Delivers Value Suppliers/Input (Key Partners) Value Chain (Key AcPviPes) Product/Service (Ideal SoluPon) Customer/Client (Goal/Constraints) OrganizaGon (Key Resources) Channels/Rel. (DistribuPon) Cost Model (Pain) Revenue Model (Delight) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROFIT MODEL: Captures Value COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) Environment (Global/Local: P.E.S.T.L.I.E.D. Trends/Intelligence) ECOSYSTEM
- 34. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing The Ideal Purpose Of a Combat-‐Military is to Create an Awful Customer Experience (ACE) For the Enemy At Zero Cost Ideal Purpose of a Combat-‐MILITARY
- 35. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing HOW? Ideal Purpose of a Combat-‐MILITARY
- 37. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past
- 38. Problem-‐SoluPon Fitness (Is there a problem worth solving?)
- 39. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE PROBLEM SPACE VALUE (EXPERIENCE) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 40. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) VALUE (EXPERIENCE) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 41. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 42. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) Problem-‐WHY Problem-‐WHAT Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 43. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 44. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 45. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past PROBLEM-‐ SOLUTION
- 46. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT SoluGon-‐WHY Problem-‐WHY Problem-‐WHAT SoluGon-‐HOW Problem-‐HOW PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past COLLABORATORS/FRENEMIES SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents) PROBLEM-‐ SOLUTION
- 47. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT What is the (ideal) soluGon? SoluGon-‐WHY Why does soluGon work? Problem-‐WHY Why does problem occur? Problem-‐WHAT What is the (core) problem? SoluGon-‐HOW How (and when) does soluGon work? Problem-‐HOW How (and when) does problem occur? PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past COLLABORATORS/FRENEMIES SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents) PROBLEM-‐ SOLUTION
- 48. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) SoluGon-‐WHAT What is the (ideal) soluGon? SoluGon-‐WHY Why does soluGon work? Problem-‐WHY Why does problem occur? Problem-‐WHAT What is the (core) problem? SoluGon-‐HOW How (and when) does soluGon work? Problem-‐HOW How (and when) does problem occur? PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) PROBLEM (HIERARCHY) EFFECT CAUSES SOLUTION (HIERARCHY) END MEANS BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past COLLABORATORS/FRENEMIES SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents) Environment (Global/Local: P.E.S.T.L.I.E.D. Trends/Intelligence) PROBLEM-‐ SOLUTION
- 49. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) R: ReflecGons H: Hypotheses O: ObservaGons Project Info q Non-‐/Customer (Goal/Constraints) q Unit of Analysis q Failure Criteria (Stopping Rule) E: Experiments T: Thoughts PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past O.T.H.E.R. Court
- 50. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing SOLUTION SPACE (Unknown; Known) PROBLEM SPACE (Unknown; Known) R: ReflecGons (Insights; Lessons Learned) H: Hypotheses (Assump=ons; Predic=ons; Model) O: ObservaGons (Visual; Auditory; Ki-‐ nesthe=c; Olfactory; Gustatory) Project Info q Non-‐/Customer (Goal/Constraints) q Unit of Analysis q Failure Criteria (Stopping Rule) E: Experiments (Tests; Results) T: Thoughts (Causal Factors) PAIN (Disadvantages) DELIGHT (Advantages) VALUE (EXPERIENCE) COMPLEMENTORS SUPPLIERS CUSTOMERS COMPETITORS (Incumbents: SubsGtutes; New Entrants/Startups) BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past O.T.H.E.R. Court
- 51. Stakeholder-‐Tool Fitness (Is there a stakeholder’s problem worth solving?)
- 52. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TOOL SPACE (Unknown; Known) STAKEHOLDER SPACE (Unknown; Known) PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) Stakeholder-‐ Tool
- 53. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TOOL SPACE (Unknown; Known) STAKEHOLDER SPACE (Unknown; Known) STAKEHOLDER’S Delight STAKEHOLDER’S Goal/ Job To Get Done STAKEHOLDER’S Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) Stakeholder-‐ Tool
- 54. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TOOL SPACE (Unknown; Known) STAKEHOLDER SPACE (Unknown; Known) TOOL’S FuncGonality TOOL’S Delight (Benefit) STAKEHOLDER’S Delight STAKEHOLDER’S Goal/ Job To Get Done TOOL’S Pain (Cost) STAKEHOLDER’S Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) Stakeholder-‐ Tool
- 55. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TOOL SPACE (Unknown; Known) STAKEHOLDER SPACE (Unknown; Known) TOOL’S FuncGonality TOOL’S Delight (Benefit) STAKEHOLDER’S Delight STAKEHOLDER’S Goal/ Job To Get Done TOOL’S Pain (Cost) STAKEHOLDER’S Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) Stakeholder-‐ Tool COLLABORATORS/FRENEMIES SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents)
- 56. World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & @rodKuhnKing TOOL SPACE (Unknown; Known) STAKEHOLDER SPACE (Unknown; Known) TOOL’S FuncGonality TOOL’S Delight (Benefit) q Quality q Performance q Brand q CustomizaPon STAKEHOLDER’S Delight STAKEHOLDER’S Goal/ Job To Get Done TOOL’S Pain (Cost) q Cost (Size) q Complexity q Inaccessibility q Time (Delay) STAKEHOLDER’S Pain PAIN (Disadvantages) DELIGHT (Advantages) BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past VALUE (EXPERIENCE) Stakeholder-‐ Tool COLLABORATORS/FRENEMIES SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents)
- 57. War Ecosystem Assessment (Does the war ecosystem offer us sustainable compe==ve advantage?)
- 58. BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past COLLABORATORS/FRENEMIES SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents) Environment (Global/Local: P.E.S.T.L.I.E.D. Trends/Intelligence) WAR THEATER WAR ECOSYSTEM (WAR THEATER/CHAIN)
- 59. BACK STAGE OF WAR-‐THEATER FRONT STAGE OF WAR-‐THEATER SUPPLIERS/INPUTS ACTIVITIES WEAPONRY/SERVICE TARGETED SEGMENTS ORGANIZATION CHANNELS/ARENAS Cost (Losses/Damages/Pain) EffecGveness (Victories/Benefits) WAR STRATEGY/SCOREBOARD SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents) Environment (Global/Local: P.E.S.T.L.I.E.D. Trends/Intelligence) COLLABORATORS/FRENEMIES BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past WAR THEATER WAR ECOSYSTEM (WAR THEATER/CHAIN)
- 60. BACK STAGE OF WAR-‐THEATER FRONT STAGE OF WAR-‐THEATER SUPPLIERS/INPUTS (Partners/Allies) ACTIVITIES -‐ Job To Get Done -‐ Rules (Simple) -‐ Campaigns/TacPcs -‐ O.T.H.E.R. Loop (cf. OODA Loop) WEAPONRY/SERVICE (Ideal Tool/Asset) TARGETED SEGMENTS (Goals/Constraints) q Opponents/Enemies q Commercial Sector q Public; Influencers q Government; NGOs ORGANIZATION -‐ Resources -‐ CapabiliPes -‐ Team/Forces -‐ Infrastructure -‐ Culture/Brand CHANNELS/ARENAS (Land/Sea/Air; Online) Cost (Losses/Damages/Pain) EffecGveness (Victories/Benefits) WAR STRATEGY/SCOREBOARD BCG-‐Business Model Wargame MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..……………………….. q Present q Future q Past SUPPLIERS DEFENSE OFFENSE (ConvenGonal; Guerilla/Insurgents) Environment (Global/Local: P.E.S.T.L.I.E.D. Trends/Intelligence) W: Weak-‐ nesses S: Strengths T: Threats O: Oppor-‐ tuniPes SWOT Profile COLLABORATORS/FRENEMIES WAR THEATER WAR ECOSYSTEM (WAR THEATER/CHAIN)