QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas vs. Lean Canvas vs....

World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & @rodKuhnKing

Red Ocean Disrup?on (ROD) Monopoly Ques?ons 7 RODopoly Ques.ons for Winning Purpose-‐driven Game in an Industry

q  Present q  Future q  Past

Item RODopoly (Universal Project) Ques?ons 1-‐Page Bus. Plan

Bus. Model Canvas

Lean Canvas

Balanced Scorecard

RODopoly Galaxy

1 What is our issue/problem/winning aspira?on?

Mission/ Vision/ ObjecPve

Problem SoluPon

Vision Problem/Mission/ Vision/Val.

2 Where do we play?

Customer/ Channels/ RelaPonship

Customer/Channels

Customer Perspec?ve

Market Segment (Customer)

3 How best do we win? Strategy/ Product/AcPon Plan

Value ProposiPon (Product)

Value Proposi-‐Pon

Strategy Strategy (Project Roadmap)

4 What capabili?es are in place?

AcPviPes/Resources

Process/ Learning

Suppliers (Competence)

5 What management systems and profit model are required for sustainability?

Cost Structure/ Revenue Streams

Metrics/ Cost/ Revenue Streams

Financial Perspec?ve

Suppliers (Learning/Profit Model)

6 How does industry (compe??on) typically capture/share value or happiness?

Unfair Advantage

CompePtors (Alterna<ve Products)

7 How do complementors typically deliver value or happiness?

Partners Comple-‐mentors (Partners)

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. Business and Customer Problem Solving Tools “Rapidly Get Projects Done”




Item RODopoly (Universal Project) Ques?ons 1-‐Page Bus. Plan

Bus. Model Canvas

Lean Canvas

Balanced Scorecard

RODopoly Galaxy

1

Prob

-‐Soln Fit

What is our issue/problem/winning aspira?on?

Mission/ Vision/ ObjecPve

Problem SoluPon

Vision Problem/Mission/ Vision/Val.

2

Prod

uct-‐Market F

it

Where do we play?

Customer/ Channels/ RelaPonship

Customer/Channels

Customer Perspec?ve

Market Segment (Customer)

3 How best do we win? Strategy/ Product/AcPon Plan

Value ProposiPon (Product)

Value Proposi-‐Pon

Strategy Strategy (Project Roadmap)


AcPviPes/Resources

Process/ Learning

Suppliers (Competence)


Cost Structure/ Revenue Streams

Metrics/ Cost/ Revenue Streams

Financial Perspec?ve

Suppliers (Learning/Profit Model)

6

Ecosystem Fit How does industry (compe??on) typically

capture/share value or happiness? Unfair Advantage

CompePtors (Alterna<ve Products)


Partners Comple-‐mentors (Partners)


The 7 RODopoly Ques?ons: A Unified Strategy Matrix

for Leaders, Managers, and Entrepreneurs




Item RODopoly (Universal Project) Ques?ons


2 Where do we play?

3 How best do we win?





Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. NEOCORTEX (BRAIN) LIMBIC BRAIN “Rapidly Get Projects Done”






Problem (Defects)

Causes (Needs)

Trade-‐off (B.U.M.P.)

Harmful Effects

Stuck-‐/Sadness

Crisis/ VUCA

Criteria Diagnosis Aspira?on Vision Values Mission

2 Where do we play? Custom-‐er/Rel./ Channel

Market Seg-‐ment

Arena/ OpPon Space

Job To Get Done

Brand/ Ideo-‐logy

Sector/ Region/ Locality

3 How best do we win? Value Proposi-‐<on

Strategy (Project Roadmap)

Goal/ ObjecPve: Experiment

Ideal Solu<on (MVP)

Culture (War-‐gaming)

Change/ SWOT/ Policy

4 What capabili?es are in place? Team/ Ac<vi<es

Supplier (Enterp.)

Core Compet.

OTHER Loop

AdapPve Habits

Passion/ Agility


Learning (Cost/Revenue)

Supplier (Enterp. Metrics)

Profit Model Improv.

Profit Model Inno.

Structure& Trend-‐spocng

Compe-‐Pve Intel-‐ligence


Subs<-‐tutes

Compe-‐?tors

Analogs/AnPlogs

Value Net

Ind. Eco-‐system

Value Network


Partners Comple-‐mentors

Synergy Co-‐opePPon

Co-‐evo-‐luPon

Collabo-‐raPon







Problem (Defects)

Causes (Needs)


Harmful Effects

Stuck-‐/Sadness

Crisis/ VUCA



Market Seg-‐ment

Arena/ OpPon Space

Job To Get Done

Brand/ Ideo-‐logy





Ideal Solu<on (MVP)




Supplier (Enterp.)

Core Compet.

OTHER Loop

AdapPve Habits

Passion/ Agility





Profit Model Inno.




Subs<-‐tutes

Compe-‐?tors

Analogs/AnPlogs

Value Net

Ind. Eco-‐system

Value Network




Co-‐evo-‐luPon

Collabo-‐raPon

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. Le^ Brain Problem Solving: HOW Right Brain Problem Solving: WHY “Rapidly Get Projects Done”





1

Prob

-‐Soln Fit


Problem (Defects)

Causes (Needs)


Harmful Effects

Stuck-‐/Sadness

Crisis/ VUCA


2

Prod

uct-‐Market F

it

Where do we play? Custom-‐er/Rel./ Channel

Market Seg-‐ment

Arena/ OpPon Space

Job To Get Done

Brand/ Ideo-‐logy





Ideal Solu<on (MVP)




Supplier (Enterp.)

Core Compet.

OTHER Loop

AdapPve Habits

Passion/ Agility





Profit Model Inno.



6


capture/share value or happiness? Subs<-‐tutes

Compe-‐?tors

Analogs/AnPlogs

Value Net

Ind. Eco-‐system

Value Network




Co-‐evo-‐luPon

Collabo-‐raPon

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. Le^ Brain Problem Solving: HOW Right Brain Problem Solving: WHY “Rapidly Get Projects Done”





1

Prob

-‐Soln Fit


Problem (Defects)

Causes (Needs)


Harmful Effects

Stuck-‐/Sadness

Crisis/ VUCA


2

Prod

uct-‐Market F

it


Market Seg-‐ment

Arena/ OpPon Space

Job To Get Done

Brand/ Ideo-‐logy





Ideal Solu<on (MVP)




Supplier (Enterp.)

Core Compet.

OTHER Loop

AdapPve Habits

Passion/ Agility





Profit Model Inno.



6



Compe-‐?tors

Analogs/AnPlogs

Value Net

Ind. Eco-‐system

Value Network




Co-‐evo-‐luPon

Collabo-‐raPon

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. Management Problem Solving: HOW Leadership Problem Solving: WHY “Rapidly Get Projects Done”





1

Prob

-‐Soln Fit


Problem (Defects)

Causes (Needs)


Harmful Effects

Stuck-‐/Sadness

Crisis/ VUCA


2

Prod

uct-‐Market F

it


Market Seg-‐ment

Arena/ OpPon Space

Job To Get Done

Brand/ Ideo-‐logy





Ideal Solu<on (MVP)




Supplier (Enterp.)

Core Compet.

OTHER Loop

AdapPve Habits

Passion/ Agility





Profit Model Inno.



6



Compe-‐?tors

Analogs/AnPlogs

Value Net

Ind. Eco-‐system

Value Network




Co-‐evo-‐luPon

Collabo-‐raPon

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. MANAGER: Zooms In LEADER: Zooms Out “Rapidly Get Projects Done”






Problem (Defects)

Causes (Needs)


Harmful Effects

Stuck-‐/Sadness

Crisis/ VUCA



Market Seg-‐ment

Arena/ OpPon Space

Job To Get Done

Brand/ Ideo-‐logy





Ideal Solu<on (MVP)




Supplier (Enterp.)

Core Compet.

OTHER Loop

AdapPve Habits

Passion/ Agility





Profit Model Inno.




Subs<-‐tutes

Compe-‐?tors

Analogs/AnPlogs

Value Net

Ind. Eco-‐system

Value Network




Co-‐evo-‐luPon

Collabo-‐raPon

MANAGER: Zooms In LEADER: Zooms Out Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..………………….

“Rapidly Get Projects Done”

Templates for The 7 RODopoly Ques?ons: A Unified Strategy Matrix

for Leaders, Managers, and Entrepreneurs


Red Ocean Disrup?on (ROD) Monopoly Ques?ons 6 “Abraindextrous” Hats for Winning Purpose-‐driven Game in an Industry

WHY?

WHAT?

HOW?

GOLDEN TRIANGLE: “Simply Inspire People and Rapidly Get Projects Done”

NEOCORTEX (BRAIN) LIMBIC BRAIN



WHY?

WHAT?

HOW?

q  Logical/Ra?onal q  Dialec?cal/Strategy q  Cri?cal/Analy?cal q  Rou?ne/Details q  Conven?on q  Efficiency/Short-‐term q  Convergence

q  Emo?onal/Inspiring q  Vision/Empowering q  Intui?ve/Feelings q  Novelty/Big Picture q  Disrup?on q  Effec?veness/Dream q  Divergence





WHY?

WHAT?

HOW?

“MANAGER" q  Logical/Ra?onal q  Dialec?cal/Strategy q  Cri?cal/Analy?cal q  Rou?ne/Details q  Conven?on q  Efficiency/Short-‐term q  Convergence

“LEADER” q  Emo?onal/Inspiring q  Vision/Empowering q  Intui?ve/Feelings q  Novelty/Big Picture q  Disrup?on q  Effec?veness/Dream q  Divergence





WHY? (End)

WHAT? (Ways)

HOW? (Means)

“MANAGER" q  Logical/Ra?onal q  Dialec?cal/Strategy q  Cri?cal/Analy?cal q  Rou?ne/Details q  Conven?on q  Efficiency/Short-‐term q  Convergence






WHY?

(End: Spiritual/Shared Value)

WHAT? (Ways: Emo<onal/Social; Intellectual)

HOW?

(Means: Physical)

NEOCORTEX (BRAIN) LIMBIC BRAIN “MANAGER" q  Logical/Ra?onal q  Dialec?cal/Strategy q  Cri?cal/Analy?cal q  Rou?ne/Details q  Conven?on q  Efficiency/Short-‐term q  Convergence





“ABRAINDEXTROUS” PROBLEM SOLVING (APS): Analy<c Hierarchy Process

LEFT BRAIN Problem Solving: AspiraPonal/Strategic (MEANS: LOGICAL)

RIGHT BRAIN Problem Solving: InspiraPonal/Visionary (END: EMOTIONAL)

WHY?

WHAT?

HOW?

MANAGER Archetype LEADER Archetype “Rapidly Get Projects Done”






WHY?

“Black Hat” Problem Solving

“Yellow Hat” Problem Solving

WHAT?

“Blue Hat” Problem Solving

HOW?

“White Hat” Problem Solving

“Green Hat” Problem Solving

“Red Hat” Problem Solving







WHY?

Aspira<onal Problem Solving

Inspira<onal Problem Solving

WHAT?

Strategic Problem Solving

HOW?

Bus. Model Problem Solving

Conceptual Problem Solving

Visionary Problem Solving


“LEAGER’S”BRAIN

HOW?

NEOCORTEX (“Manager”:

Gets Projects Done)

LIMBIC BRAIN (“Leader”:

Inspires People; Plans)

WHY?

WHA

T?

HOW?

WHY?

WHA

T?

q  Logical/Ra?onal q  Dialec?cal/Strategy q  Cri?cal/Analy?cal q  Rou?ne/Details q  Conven?on q  Efficiency/Short-‐term q  Convergence


PRODUCT: Minimum Viable Product (MVP) Business Model: Hypotheses

Business Model: Facts VISION: Leap of Faith



PROBLEM/EFFECTS

Profit Model (Profit Margin)

STRATEGY (Job To Get Done; Value Proposi<on)

HABIT

“LEAGER’S”BRAIN

HOW?

NEOCORTEX (“Manager”:

Gets Projects Done)

LIMBIC BRAIN (“Leader”:

Inspires People; Plans)

WHY?

WHA

T?

HOW?

WHY?

WHA

T?

Profit Model (Profit Margin)

PRODUCT: Minimum Viable Product (MVP) Business Model: Hypotheses

Business Model: Facts

STRATEGY (Job To Get Done; Value Proposi<on)

VISION: Leap of Faith



PROBLEM/EFFECTS

O.T.H.E.R. Loop

HABIT q  Logical/Ra?onal q  Dialec?cal/Strategy q  Cri?cal/Analy?cal q  Rou?ne/Details q  Conven?on q  Efficiency/Short-‐term q  Convergence







2 Where do we play?












2 Where do we play?






Le^ Brain Problem Solving: HOW Right Brain Problem Solving: WHY

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. “Rapidly Get Projects Done”





1

Prob

-‐Soln Fit


2

Prod

uct-‐Market F

it

Where do we play?




6


capture/share value or happiness?


Le^ Brain Problem Solving: HOW Right Brain Problem Solving: WHY

Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..…………………. “Rapidly Get Projects Done”





1

Prob

-‐Soln Fit


2

Prod

uct-‐Market F

it

Where do we play?




6


capture/share value or happiness?


MANAGER: Zooms In LEADER: Zooms Out Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..………………….

“Rapidly Get Projects Done”





1

Prob

-‐Soln Fit


2

Prod

uct-‐Market F

it

Where do we play?




6

Ecosystem Fit

How does industry (compe??on) typically capture/share value or happiness?


Project (OrganizaPon: Product/Service; Team): ……………………………………..………… Date: …..………………….





1

WHY

?


2

HOW?

Where do we play?




6

WHA

T?

How does industry (compe??on) typically capture/share value or happiness?








2 Where do we play?







Example


Six Sigma Method vs. Lean Startup Method 7 RODopoly Ques.ons for Winning Purpose-‐driven Game in an Industry


Item RODopoly (Universal Project) Ques?ons SIX SIGMA METHOD LEAN STARTUP METHOD


ExisPng Product Defects High failure rate of startups

Zero Defect (6 Sigma) Building profitable products

2 Where do we play? ExisPng (paying) customers

Unvalidated customers: to be discovered/validated

3 How best do we win? Rapidly eliminate defects (at lowest cost)

Rapid iteraPon and accelerat-‐ed customer learning

4 What capabili?es are in place? •  Six Sigma Team(s) •  DMAIC Loop/Process

Knowledge about method: Build-‐Measure-‐Learn Loop


•  Control Charts, etc. •  Return on Invest.

•  InnovaPon AccounPng •  Unvalidated profit model


Increase customer saPsfacPon/Reduce customer complaints

InnovaPve/disrupPve business (profit) models


Lean Startup Community



GE’s FastWorks Method vs. Lean Startup Method 7 RODopoly Ques.ons for Winning Purpose-‐driven Game in an Industry


Item RODopoly (Universal Project) Ques?ons FASTWORKS METHOD LEAN STARTUP METHOD


PROBLEM STATEMENT High failure rate of startups

LEAP OF FAITH (VISION) Building profitable products

2 Where do we play? (CUSTOMER SEGMENT) Unvalidated customers: to be discovered/validated

3 How best do we win? STRATEGY; MINIMUM VIABLE PRODUCT (MVP)

Rapid iteraPon and accelerat-‐ed customer learning

4 What capabili?es are in place? PIVOT OR PERSEVERE? (RESOURCES/PROCESS)

Knowledge about method: Build-‐Measure-‐Learn Loop


LEARNING & METRICS •  InnovaPon AccounPng •  Unvalidated profit model


InnovaPve/disrupPve business (profit) models


Lean Startup Community



WHY?

(End: Spiritual/ Shared Value)

WHAT?

(Ways: Emo<onal/Social; Intellectual)

HOW?

(Means: Physical)



Golden Triangle for Lean Startups 6 “Abraindextrous” Hats for Winning Purpose-‐driven Game in an Industry


WHY?


WHAT?


HOW?

(Means: Physical)






WHY?

(End: Spiritual/Shared Value)

WHAT?


HOW?

(Means: Physical)





STRATEGY

VISION (Leap of Faith)

Business Model (Hypotheses)


WHY?


WHAT?


HOW?

(Means: Physical)





Profit Model (ValidaPon)

PRODUCT: MVP (Project Roadmap)

Business Model (Hypotheses)

Business Model (Problem)

STRATEGY

VISION (Leap of Faith)

Appendix : OTHER Loop

OTHER Loop Mother Of All Tools (MOAT) for Problem Discovery and Solving

Rapidly Translate Vision into Reality

OTHER Loop (Universal Problem Solving) O: Observe

T: Think

H: Hypothesize

E: Experiment

R: Reflect




OTHER Loop (Universal Problem Solving)

O: Observe

T: Think

H: Hypothesize

E: Experiment

R: Reflect

Sheet 1 of 2





Problem Solving Cycle (Gap-‐Elimina<on Heuris<cs: Con<nuous Itera<on)

OODA Loop (John Boyd)

BML Cycle (Eric Ries)

HETI Loop (Steve Blank)

FastWorks Cycle (General Electric)

DMAIC Cycle (Motorola)

O: Observe O: Observe Problem (Customer)

D: Define M: Measure

T: Think O: Orient A: Analyze

H: Hypothesize D: Decide

H: Hypothesis Leap of Faith (Vision)

E: Experiment A: Act

B: Build M: Measure

E: Experiment T: Test

Minimum Viable Product (MVP); Learning Metrics

I : Improve

R: Reflect

L: Learn I: Insight Pivot or Persevere C: Control

Sheet 1 of 2





Problem Solving Cycle (Gap-‐Elimina<on Heuris<cs: Con<nuous Itera<on) Crea?ve Web (Rod King)

Scien?fic Method (Francis Bacon)

DMADV Cycle

PDCA Cycle (Deming)

Design Thinking Process (Stanford Uni)

O: Observe

PROBLEM Space IdenPfy or Define ExisPng Problem/SituaPon (Bus Model)

D: Define M: Measure

P: Plan

Empathize Define

T: Think

METHOD Space Explore/Make Sense/ QuesPon/Categorize: Root-‐cause Analysis

A: Analyze

H: Hypothesize SOLUTION Space Theorize: SoluPons/AssumpPons/ PredicPons

D: Design Ideate

E: Experiment IMPLEMENTATION Space

Collect, Analyze, and Present Data Using Specimens/Samples (Min. Viable System)

V: Verify D: Do C: Check A: Act

Prototype Test

R: Reflect

CREATIVE LIFESPACE (Env.)

Conclude: Validate/Reject Hypotheses; To Do or Not To Do

Sheet 2 of 2


ORGANIZATION Low Uncertainty/ Risk

Extreme Uncertainty/ Risk

Problem-‐Solu<on Fit

Business Model Fit/ Scaling

Product-‐Market Fit

Shaping Strategy

Adap?ve Strategy

Visionary Strategy

Classic Strategy

RenewalStrategy

Ambidextrous Environment Applica?on of the OTHER Loop to Opera?onalizing Strategy

Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment

Novel Problems Con<nuous Innova.on Culture/Habit

RouPne Problems Con<nuous Improvement Culture/Habit

O.T.H.E.R. Loop

Hypothesize & Experiment (Lean Startup/Effectua<on Project)

Plan & Execute (Six Sigma/Planning Project)

MAPPING PLANNING

STARTUP (Minimum

Viable Product/ Business Model)

COMPANY (Maximum

Awesome Product/ Business Model)

Changing Environment

Stable Environment


QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas vs. Lean Canvas vs....

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Transcript of QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas vs. Lean Canvas vs....