THE GENIUS WORKER'S TOOLKIT FOR ELIMINATING BUSINESS FAILURE: How Genius Workers Solve Problems and Get Things Done Using the Back of an Envelope
9 likes1,904 views
The document discusses the concept of a 'problem solving envelope,' outlining various levels of problem-solving applicable to knowledge workers. It emphasizes the importance of holistic problem-solving methods, incorporating aspects like creative lifespace, strategic and operational planning, and the visualization of ideas. Additionally, it introduces tools and frameworks, such as the dramatic story canvas and lean startup methodology, for effectively addressing market challenges.
![#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing
BUSINESS
MODEL
DASHBOARD
BUSINESS
MODEL
DASHBOARD
[PERFORMANCE
OR
TRADE-‐OFF:
Cost
(Pain);
REVENUE
(Delight)]
Supersystem
Region/Gov./
NGOs
Influencers/
Media
Non-‐Customers
(Prospects)
PESTLIED
Events/
Trends
Environment
(Market/Industry)
Suppliers
Channels/
Rela%onships
(In)Direct
Compe%tors
New
Entrants
(Startups)
Customers
System
(Enterprise)
Input
Processor
Output
Feedback
The
3
Levels
of
Business
Model
Performance](https://image.slidesharecdn.com/problemsolvingenvelopeleanstrategycanvasrodking-140628125510-phpapp01/85/THE-GENIUS-WORKER-S-TOOLKIT-FOR-ELIMINATING-BUSINESS-FAILURE-How-Genius-Workers-Solve-Problems-and-Get-Things-Done-Using-the-Back-of-an-Envelope-51-320.jpg)
THE GENIUS WORKER'S TOOLKIT FOR ELIMINATING BUSINESS FAILURE: How Genius Workers Solve Problems and Get Things Done Using the Back of an Envelope
- 1. Example: Highly Proficient Knowledge Worker "Someone who holis-cally discovers and solves Big Urgent Market Problems (BUMPs)"
- 2. What is the Main Tool Used by A Genius Worker?
- 4. PROBLEM SOLVING ENVELOPE The 3 Levels of Holis;c Problem Solving #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing VISIONARY/CONCEPTUAL PROBLEM SOLVING Genius Worker Strategic Problem Solving Business Model Worker Tac%cal/Opera%onal Problem Solving Lean Startup Worker
- 5. PROBLEM SOLVING ENVELOPE The 3 Levels of Holis;c Problem Solving #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing VISIONARY/CONCEPTUAL PROBLEM SOLVING Genius Worker Strategic Problem Solving Business Model Worker Tac%cal/Opera%onal Problem Solving Lean Startup Worker
- 6. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem PRESENT Crea-ve LifeSpace FUTURE PAST THEME/ OBJECT/ CUSTOMER
- 7. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem PRESENT (Doing) Crea-ve LifeSpace (Networking; Learning; Environment) FUTURE (To Do) PAST (Done) THEME/ OBJECT/ CUSTOMER
- 8. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem Method/Implementa-on Space (Doing) Crea-ve LifeSpace (Networking; Learning; Environment) Solu-on Space (To Do) Problem Space (Done) THEME/ OBJECT/ CUSTOMER
- 9. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem Method/Implementa-on Space (Doing) Crea-ve LifeSpace (Networking; Learning; Environment) Solu-on Space (To Do) Problem Space (Done)
- 10. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem Method/Implementa-on Space (Doing) Solu-on Space (To Do) Problem Space (Done) Crea-ve LifeSpace (Networking; Learning; Environment)
- 11. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem PRESENT (Doing) Crea-ve LifeSpace (Networking; Learning; Environment) FUTURE (To Do) PAST (Done)
- 12. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visually Organize Ideas and Solve Any Problem Method/Implementa-on Space (Doing) Crea-ve LifeSpace (Networking; Learning; Environment) Solu-on Space (To Do) Problem Space (Done)
- 13. Visualiza%on of “Crea-ve LifeSpace”
- 14. What is a “Crea-ve LifeSpace”? Based on the work of Kurt Lewin, a Crea%ve LifeSpace is the “field,” environment, or space that surrounds an object from its past, through the present, and into the future. Like in a bio-‐epic movie, the Crea%ve LifeSpace of an object contains the object’s journey or total experience from “cradle” to “grave” and “beyond.” #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
- 15. PROBLEM SOLVING ENVELOPE: Classic Template Theme/Object/Customer: …………………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
- 16. PROBLEM SOLVING ENVELOPE: Rectangular Jigsaw Template Theme/Object/Customer: …………………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
- 17. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE METHOD SPACE SOLUTION SPACE IMPLEMENTATION SPACE PROBLEM SOLVING ENVELOPE: Space Perspec%ve Theme/Object/Customer: …………………………………………………………………………………………………………………………….. CREATIVE LIFESPACE
- 18. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (Red Ocean Tool/Trade-‐off) METHOD SPACE (Job To Get Done; Analysis/Strategy) SOLUTION SPACE (Blue Ocean Tool/Trade-‐off) IMPLEMENTATION SPACE (Strategic/Tac;cal/Opera;onal) PROBLEM SOLVING ENVELOPE: Space Perspec%ve Theme/Object/Customer: …………………………………………………………………………………………………………………………….. CREATIVE LIFESPACE (Networking; Environment)
- 19. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (Red Ocean Tool/Trade-‐off) METHOD SPACE (Job To Get Done; Analysis/Strategy) SOLUTION SPACE (Blue Ocean Tool/Trade-‐off) IMPLEMENTATION SPACE (Strategic/Tac;cal/Opera;onal) PROBLEM SOLVING ENVELOPE: Space Perspec%ve Theme/Object/Customer: …………………………………………………………………………………………………………………………….. CREATIVE LIFESPACE (Networking; Environment) Strategic/Tac;cal/Opera;onal Problem Solving Visionary/Conceptual Problem Solving
- 20. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PAST (Done) PRESENT (Doing) FUTURE (To Do) CREATIVE LIFESPACE (Networking; Environment) PROBLEM SOLVING ENVELOPE: Time Perspec%ve Theme/Object/Customer: ……………………………………………………………………………………………………………………………..
- 21. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (PAST: Done) METHOD SPACE (PRESENT: Thinking) SOLUTION SPACE (FUTURE: To Do) IMPLEMENTATION SPACE (PRESENT: Doing) PROBLEM SOLVING ENVELOPE: Space-‐Time Perspec%ve Theme/Object/Customer: …………………………………………………………………………………………………………………………….. CREATIVE LIFESPACE (Networking; Environment)
- 22. PROBLEM SOLVING ENVELOPE (PSE) TOOLKIT Industry/Market/Customer Goal: …………………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) Visionary Problem Solving Opera-onal Problem Solving Strategic Problem Solving
- 23. PROBLEM SOLVING ENVELOPE (PSE) TOOLKIT Industry/Market/Customer Goal: …………………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Visionary Problem Solving Opera-onal Problem Solving Strategic Problem Solving Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) q Trade-‐off q Job To Get Done q 3 Generic Strategies q Blue Ocean Strategy q Lean Startup Method q Timeline q Kanban Board q Six Sigma Method q Business Plan q 9 Windows (Mul%-‐screen) q 5 Forces of Compe%%on q SWOT Analysis q Lean Business Model Canvas q Balanced Scorecard Mission Vision Strategy Canvas Ac%vity Chart Progress Report q Bug List q Trends q Customer Archetype q 4 Ps
- 24. PROBLEM SOLVING ENVELOPE (PSE) TOOLKIT Industry/Market/Customer Goal: …………………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Implementa%on Space Problem Space Solu%on Space Present Crea%ve LifeSpace Past Future Space vs. Time Time Past Present Future System (Enterprise) Environment (Ind./Market) Supersystem Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) Method Space Drama-c Story Canvas Lean Strategy Canvas Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 25. PROBLEM SOLVING ENVELOPE (PSE) TOOLKIT Industry/Market/Customer Goal: …………………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Implementa%on Space Problem Space Solu%on Space Present Crea%ve LifeSpace Past Future Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) Method Space Theme/Object/ Customer Theme/Object/ Customer Space vs. Time Theme/Object/ Customer Time Past Present Future System (Enterprise) Environment (Ind./Market) Supersystem Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 26. APPLE’S PROBLEM SOLVING ENVELOPE (PSE) FOR LISTENING TO MUSIC 2001 Industry/Market/Customer Goal: Listen to Music #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) For Listening to Music Method (Strategy/Tac;cs) Implementa%on (Execu;on) Problem (Red Ocean) Solu%on (Blue Ocean) Present (Doing) Crea%ve LifeSpace (Networking; Environment) Past (Done) Future (To Do) Listen to Music Listen to Music Space vs. Time Listen to Music Time Past Present Future System (Enterprise) Environment (Ind./Market) Supersystem Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 27. APPLE’S PROBLEM SOLVING ENVELOPE (PSE) FOR PERSONALLY ORGANIZING AND MANAGING INFOFRMATION (2007) Industry/Market/Customer Goal: Personally Organize and Manage Informa;on #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) For Personally Organizing and Managing Informa-on Method (Strategy/Tac;cs) Implementa%on (Execu;on) Problem (Red Ocean) Solu%on (Blue Ocean) Present (Doing) Crea%ve LifeSpace (Networking; Environment) Future (To Do) Personally Organize & Manage Info Personally Organize & Manage Info Past (Done) Space vs. Time Personally Organize & Manage Info Time Past Present Future System (Enterprise) Environment (Ind./Market) Supersystem Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 28. PROBLEM SOLVING ENVELOPE (PSE) FOR CONTINUOUS IMPROVEMENT Industry/Market/Customer Goal: Zero Defect #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) For Con-nuous Improvement Method (Strategy/Tac;cs) Implementa%on (Execu;on) Problem (Red Ocean) Solu%on (Blue Ocean) Present (Doing) Crea%ve LifeSpace (Networking; Environment) Past (Done) Future (To Do) Product/Service Product/Service Space vs. Time Product/Service Time Past Present Future System (Enterprise) Some Defects Product/ Service Zero Defect (Six Sigma) Environment (Ind./Market) Supersystem Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 29. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) For Con-nuous Innova-on Method (Strategy/Tac;cs) Implementa%on (Execu;on) Problem (Red Ocean) Solu%on (Blue Ocean) Present (Doing) Crea%ve LifeSpace (Networking; Environment) Past (Done) Future (To Do) Product/Service/ Business Model Product/Service/ Business Model PROBLEM SOLVING ENVELOPE (PSE) FOR CONTINUOUS INNOVATION Industry/Market/Customer Goal: Awesome Customer Experience (ACE) Space vs. Time Product/Service/ Business Model Time Past Present Future System (Enterprise) Product/Service/ Business Model Awesome Customer Exp. Environment (Ind./Market) Supersystem Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 30. PROBLEM SOLVING ENVELOPE (PSE) FOR SILICON VALLEY STARTUPS 2014 Industry/Market/Customer Goal: Zero Mortality Rate (ZMR) for Silicon Valley Startups #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Space Perspec;ve Time Perspec;ve PROBLEM SOLVING ENVELOPE (PSE) For Silicon Valley Startups Method (Strategy/Tac;cs) Implementa%on (Execu;on) Problem (Red Ocean) Solu%on (Blue Ocean) Present (Doing) Crea%ve LifeSpace (Networking; Environment) Past (Done) Future (To Do) Silicon Valley Startups Silicon Valley Startups Space vs. Time Silicon Valley Startups Time Past Present Future System (Enterprise) High Failure Rate Silicon Valley Startups Zero Failure Rate Environment (Ind./Market) Supersystem Space-‐Time Dashboard System Hierarchy (Business Model Dashboard)
- 31. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing “Smart” Execu%on Cycle Doing (PRESENT) Outcome Done (PAST) Plan To Do (FUTURE) Rapidly Eliminate “Fat Strategy” and Maximize Profitability
- 32. DRAMATIC STORY CANVAS Industry (Product Category)/Market: ………………………………………………………………………………………………………………….. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (Red Ocean/Trade-‐off/Tool) METHOD SPACE (Job To Get Done; Analysis/Strategy) SOLUTION SPACE (Blue Ocean/Trade-‐off/Tool) IMPLEMENTATION SPACE (Strategic/Tac;cal/Opera;onal) Strategic/Tac;cal/Opera;onal Problem Solving Visionary/Conceptual Problem Solving
- 33. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (Red Ocean/Trade-‐off/Tool) METHOD SPACE (Job To Get Done; Analysis/Strategy) SOLUTION SPACE (Blue Ocean/Trade-‐off/Tool) Strategic/Tac;cal/Opera;onal Problem Solving Visionary/Conceptual Problem Solving DRAMATIC STORY CANVAS Industry (Product Category)/Market: …………………………………………………………………………………………………………………..
- 34. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (Red Ocean/Trade-‐off/Tool) METHOD SPACE (Job To Get Done; Analysis/Strategy) SOLUTION SPACE (Blue Ocean/Trade-‐off/Tool) VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) Strategic/Tac;cal/Opera;onal Problem Solving Visionary/Conceptual Problem Solving DRAMATIC STORY CANVAS Industry (Product Category)/Market: …………………………………………………………………………………………………………………..
- 35. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing PROBLEM SPACE (Red Ocean/Trade-‐off/Tool) METHOD SPACE (Job To Get Done; Analysis/Strategy) SOLUTION SPACE (Blue Ocean/Trade-‐off/Tool) VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ Strategic/Tac;cal/Opera;onal Problem Solving Visionary/Conceptual Problem Solving DRAMATIC STORY CANVAS Industry (Product Category)/Market: …………………………………………………………………………………………………………………..
- 36. DRAMATIC STORY CANVAS: Basic Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model Job To Get Done/Experience (Strategy/Tac%cs/Execu%on)
- 37. DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS) Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model Before A_er Job To Get Done/Experience (Journey: Strategy/Execu%on)
- 38. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model Before A_er Business Model (System) VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe%%ve/Unfair Advantage) Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu%on) DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS) Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life
- 39. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model Before A_er Business Model (System) Key Metrics VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe%%ve/Unfair Advantage) Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu%on) DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS) Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life
- 40. DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS) Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model D. Simple (Tame/ Closed) Problem B. Complex Problem C. Complicated Problem A. Chao-c (Wicked/ Open) Problem PROBLEM SPACE: 4 Problem Archetypes Problem Archetypes Before A_er Job To Get Done/Experience (Journey: Strategy/Execu%on)
- 41. DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS) Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model D. Improving/ Disrup%ng B. Prototyping C. Pilo%ng/ Building A. Pretotyping Measuring; Learning Before A_er METHOD SPACE: 4 Problem-‐Solving Strategies Job To Get Done/Experience (Journey: Strategy/Execu%on)
- 42. DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS) Holis;cally Document, Present, and Manage Organiza;onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN Solu-on Gain: (Un)Known Business Model Business Model D. Improving/ Disrup%ng B. Prototyping C. Pilo%ng/ Building A. Pretotyping Measuring; Learning Before A_er Holis%c (Pafern/Non-‐linear/ System/Crea%ve) Thinking, Design, and Problem Solving Reduc%onist (Fragmented/Linear/ Analy%cal/Cri%cal) Thinking, Design, and Problem Solving METHOD SPACE: 4 Problem-‐Solving Strategies Job To Get Done/Experience (Journey: Strategy/Execu%on)
- 43. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE Future Present Past SYSTEM HIERARCHY (Business Model Dashboard) System Environment Supersystem
- 44. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE Future Present Past SYSTEM HIERARCHY (Business Model Dashboard) System (Internal) Environment (Locally External) Supersystem (Globally External)
- 45. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE Future (To Do) Present (Doing) Past (Done) SYSTEM HIERARCHY (Business Model Dashboard) System (Internal) Environment (Locally External) Supersystem (Globally External)
- 46. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE Future (To Do) Present (Doing) Past (Done) SYSTEM HIERARCHY (Business Model Dashboard) System (Internal) Environment (Locally External) Supersystem (Globally External) CREATIVE LIFESPACE
- 47. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE (Trade-‐off: SWOT Analysis) Future + O: Opportuni%es -‐ T: Threats Present + S: Strengths -‐ W: Weaknesses Past (Done) SYSTEM HIERARCHY (Business Model Dashboard) System (Internal) Environment (Locally External) Supersystem (Globally External) CREATIVE LIFESPACE
- 48. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE (Trade-‐off: SWOT Analysis) Future + O: Opportuni%es -‐ T: Threats Present + S: Strengths -‐ W: Weaknesses Past (Done) SYSTEM HIERARCHY (Business Model Dashboard) System (Internal) Environment (Locally External) Supersystem (Globally External)
- 49. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE (Trade-‐off: SWOT Analysis) Future Present Past (Done) +: O -‐: T +: S -‐: W SYSTEM HIERARCHY (Business Model Dashboard) System (Internal) Environment (Locally External) Supersystem (Globally External)
- 50. Space-‐Time Dashboard #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing SPACE vs TIMELINE TIMELINE (Trade-‐off: SWOT Analysis) Future Present Past (Done) +: O -‐: T +: S -‐: W SYSTEM HIERARCHY (Business Model Dashboard) System (Organiza;on; Enterprise) Environment (Market/Industry) Supersystem (Globally External)
- 51. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing BUSINESS MODEL DASHBOARD BUSINESS MODEL DASHBOARD [PERFORMANCE OR TRADE-‐OFF: Cost (Pain); REVENUE (Delight)] Supersystem Region/Gov./ NGOs Influencers/ Media Non-‐Customers (Prospects) PESTLIED Events/ Trends Environment (Market/Industry) Suppliers Channels/ Rela%onships (In)Direct Compe%tors New Entrants (Startups) Customers System (Enterprise) Input Processor Output Feedback The 3 Levels of Business Model Performance
- 52. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing ? 1 2 4 3 5 Chasm (“Death Valley”) STARTUP FOUNDER 1. Just Do It-‐ Worker 2. Business Plan-‐ Worker 3. Lean Startup-‐ Worker 4. Genius Worker 5. Life Cycle Worker Performance (Delight; Benefit) Cost (Pain) Scalable Startup’s Journey (Quest/Lifecycle) 5 Types of “Startup Founders”