a universal planning tool (platform) for rapidly achieving missions, visions, goals, and strategies:...

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

OPERATING MODEL VALUE PROPOSITION

PROFIT MODEL

OPERATING MODEL: Creates Value VALUE PROPOSITION: Delivers Value

PROFIT MODEL: Captures Value

“The rate of economic change is going to conJnue to be high.

Obsolescence and commodiKzaKon will not abate.

What we need are be7er tools for business development and

market creaKon.” James F. Moore

BCG-‐BUSINESS MODEL COURT A Universal Planning Tool for Rapidly Achieving Missions, Visions, Goals, and Strategies

The BCG-‐Business Model Court is a Universal Planning (End-‐Means) Tool

That Synthesizes 4 Powerful Frameworks for Trade-‐Off Problem Solving (TOPS) as well as Storytelling:

§  End-‐Means (EM) Storyboard §  TRIZ’s MulKscreen §  Brandenburger & Nalebuff’s Value Net §  BCG’s Business Model InnovaKon Framework

BENEFITS

Rapid Innova:on and Improvement (Win-‐Win) at 5 Levels §  Personal/Employee/Career Development §  Product/Service Development §  Enterprise/Business (Unit)/Profit Model Development §  Industry/Domain Development §  Local/Regional/Global Development & Security

MISSION/VISION “A BCG-‐Business Model Court for Every §  Person/Employee/Career §  Product/Service §  Enterprise/Business (Unit)/Profit Model §  Industry/Domain §  Local/Regional/Global Economy & Defense Force On the Planet”

BCG-‐Business Model Court Visual Synthesis of Tools for Universal Problem Solving, Project Planning, Improvement, and InnovaKon

HIGHEST

OUTCOMES (Ideal Result)

ENVIRONMENT (Supersystem: Industry/Ecosystem/Value Net; Arena; OpJon Space)

BUSINESS MODEL (System: Theater; Extended Enterprise;

Value Chain)

q  Mission/Purpose q  Vision; Values q  Goals/ObjecJves q  Targets/Success Criteria/ Key Metrics/KPIs

q  Policy q  Strategy (Trade-‐off) q  Value ProposiJon

PROBLEM HIERARCHY (“What?”)

SOLUTION HIERARCHY

PROJECT OUTPUTS (Reality vs. Hypotheses)

q  Job To Get Done

q  Profit Model q  Product/ Service/ Campaign q  O.T.H.E.R. Process

How? Why?

END (Hypothesis/Fact)

MEANS (Hypothesis/Fact)

How? Why?

END (Hierarchy/Network)

MEANS (Hierarchy/Network)

How? Why?

TOOL(S)

How? Why?

Ambidexterity Principle (Hierarchy/Network)

How? Why?

Ambidexterity Principle “Pursue ideal win-‐win strategies and soluKons”

Ambidexterity ObjecKve (Challenge) “Pursue ideal win-‐win strategies and soluKons”

Short-‐term Objec:ve (Challenge) Con:nuously and Simply Create

Awesome Customer Experiences (ACEs) at Minimum Cost

Long-‐term Objec:ve (Challenge) Rapidly Pursue Sustainable Compe::ve Advantage

How? Why?

O: Observe (Detect; Sense)

T: Think (Analyze) H: Hypothesize

E: Experiment/ Execute (Act)

R: Reflect (Pivot or Persevere?)

Outcomes (R

esults)

O.T.H.E.R. Loop

How? Why?

ANTI-‐SYSTEM (Trade-‐off)

PAIN (-‐)

SYSTEM (Trade-‐off)

Pro (Win)

Cons (Lose)

Pro (Win)

Cons (Lose)

WIN-‐WIN SYSTEM (Ideal SoluJon)

DELIGHT (+)

How? Why?

PAIN (-‐)

Pro (Win)

Cons (Lose)

Pro (Win)

Cons (Lose)

DELIGHT (+)

THEME/ JOB TO

GET DONE

How? Why? (+): DE

(Objec:ve)

Low (1)

Low: (1)

High: (10)

(-‐): PAIN (Constraint) High (10)

Trade-‐off Strategies & Business Models

How? Why?

Blue Ocean

(Value Innova:on)

Sweet Spot

Luxury Spot

(High Differen:a:on)

DisrupKon Spot

(Low Cost)

Stuck-‐in-‐the-‐

Middle

Red Ocean

(+): DE

(Differen:a

:on; Revenue)

Low (1)

Low: (1)

High: (10)

(-‐): PAIN (Cost) High (10)

Ambidextrous Strategies & Business Models

CANONICAL STRATEGIES

Blue Ocean Strategy

DisrupKve InnovaKon Strategy

Red Ocean Strategy

Differen-‐KaKon Strategy

Stuck-‐in-‐the-‐Middle Strategy

STARTUP (Experimenta@on -‐

Explora@on)

COMPANY (Execu@on -‐ Exploita@on)

How? Why?

CANONICAL BUSINESS MODELS

Blue Ocean Bus. Model

DisrupKve InnovaKon Bus. Model

Red Ocean Bus. Model

Differen-‐KaKon

Bus. Model

Stuck-‐in-‐the-‐Middle Bus. Model

Explora@on)

How? Why?

CANONICAL BUSINESS MODELS

Blue Ocean Bus. Model

DisrupKve InnovaKon Bus. Model

Red Ocean Bus. Model

Differen-‐KaKon

Bus. Model

Stuck-‐in-‐the-‐Middle Bus. Model

Explora@on)

How? Why?

COMPLEMENTORS

CUSTOMER

COMPETITORS (Incumbents: SubsKtutes; New Entrants/Startups)

How? Why?

COMPLEMENTORS

CUSTOMER

How? Why?

VALUE NET (ECOSYSTEM; ARENA; OPTION SPACE)

COMPLEMENTORS

CUSTOMER

How? Why?

Bargaining Power & Threat (Forces; Influence): AXrac:veness

COMPLEMENTORS

CUSTOMER

How? Why?

Strengths & Weaknesses (SW): Trade-‐offs

Problem-‐Solu:on Fit

Business Model Fit/ Scaling

Product-‐Market Fit

Shaping Strategy: “Orchestrate”

AdapKve Strategy: “Be Fast”

Visionary Strategy: “Be First”

Classic Strategy: “Be Big”

STARTUP (Minimum Viable Product: MVP)

COMPANY (Maximum Awesome Product: MAP)

RenewalStrategy: “Be viable”

STRATEGY PALETTE

How? Why?

STRATEGY PALETTE

How? Why?

Ambidextrous Strategies & Business Models COMPLEMENTORS

CUSTOMER

COMPETITORS (Incumbents: SubsKtutes; New Entrants/Startups) STRATEGY PALETTE

How? Why?

Shaping Bus. Model: “Orchestrate”

AdapKve Bus. Model: “Be Fast”

Visionary Bus. Model: “Be First”

Classic Bus. Model:

“Be Big”

Renewal Bus. Model: “Be viable”

CUSTOMER

COMPETITORS (Incumbents: SubsKtutes; New Entrants/Startups) BUSINESS MODEL PALETTE

How? Why?

DiagnosKcian: Take an external

perspec:ve

Segmenter: Match approach to environment

Disrupter: Review diagnosis and segmenta:on

Team Coach: Select the right people for the job

8 CRITICAL ROLES OF

AMBIDEXTROUS LEADER

Salesperson: Advocate for the strategic choices

(stories)

Inquisitor: Ask probing ques:ons to help thinking

Antenna: Selec:vely amplify important signals

Accelerator: Put weight behind cri:cal ini:a:ves

BUSINESS MODEL ANIMATOR

Environment (Global)

Industry (Ecosystem; Arena; OpJon Space)

System (Business/Profit/Enterprise Model; Product/Service; “Court”)

Industry (Arena; OpJon Space)

COMPLEMENTORS

CUSTOMER

Environment (Global) COMPLEMENTORS

CUSTOMER

Strengths & Weaknesses (SW): Trade-‐offs

DialecKcs Court

(3 Panels)

Ping Pong Court

(4 Panels)

Bookkeeping Court

(6 Panels)

Soccer Court

(6 Panels)

BMC Court

(9 Panels)

Tennis Court

(10 Panels)

3x3 Fractal Court

(9 Panels)

Swimlane Court

(2 or More Panels)

Job To Get Done (Market/Goal): Visually Document, Organize, and Manage Informa:on Especially for Projects on Business (Profit) Model Innova:on and Improvement

COURTS FOR BUSINESS MODEL GAMES:

Visually Document, Organize, and Manage

InformaJon

COURTS (INTERFACES) FOR VISUALIZING SYSTEMS AND BUSINESS MODELS

UNIVERSAL SYSTEM MODEL Overview

The Universal System Model (USM), Which is Developed by Rod King, is a Simple and IntuiJve Flow Diagram for Visualizing How Any System Works Especially in Business

Customer

Supplier/Input

Revenue (Delight)

Output (Product/Service)

Cost (Pain)

UNIVERSAL SYSTEM MODEL

q  Past q  Present q  Future

Customer

Supplier/Input

Revenue (Delight)

Cost (Pain)

Processing

Customer

Supplier/Input

Revenue (Delight)

Channel

Cost (Pain)

Processing

Customer

Supplier/Input

Revenue Model (Delight)

Channel

Cost Model (Pain)

Product/Service

Processing

Channel

Product/Service

Processing

Supplier

Customer

Supplier

Customer

UNIVERSAL SYSTEM MODEL (One-‐sided Market)

Supplier

Customer Segment 1

UNIVERSAL SYSTEM MODEL (Two-‐sided Market)

Supplier

Customer Segment 1

Customer Segment 2

UNIVERSAL SYSTEM MODEL (Two-‐sided Market)

Supplier

Customer Segment 1

Customer Segment 2

UNIVERSAL SYSTEM MODEL (Mul:-‐sided Market)

Supplier

Customer Segment 1

Customer Segment 2

Customer Segment 3

Supplier

Customer

Supplier

Customer

Supplier

Customer

Channel

Cost Model (Pain)

Product/Service Processing

Customer

Supplier/Input

Product/Service Channel

Cost Model (Pain)

Processing

Customer

Supplier/Input

Cost Model (Pain)

Processing

Customer

Supplier/Input

Cost Model (Pain)

PROFIT MODEL (VALUE; Margin)

Processing

Suppliers/Input (Key Partners)

Processing (Key AcJviJes)

Customer/Client (Goal/Constraints)

Resources (Key Resources)

Retailers (Channels/Rel.)

Customer

Supplier/Input

Cost Model (Pain)

Processing

Cost Model (Pain)

COMPLEMENTORS

CUSTOMER

Customer

Supplier/Input

COMPLEMENTORS

CUSTOMER

Cost Model (Pain) Revenue Model (Delight) PROFIT MODEL (VALUE; Margin)

UNIVERSAL SYSTEM MODEL Differently Organizing Topics of BCG’s Business Model InnovaJon Framework

BCG’s 3 Windows of a Business Model BCG’s Components of a Profit (Business) Model

Source of Windows of Business Model: hAps://www.bcg.com/documents/file36456.pdf

Value Proposi@on Window: Delivers value

Opera@ng Model Window: Creates value

PROFIT MARGIN Window: Captures value

Business Model InnovaKon and Improvement Value Hierarchy (AccounKng) & Supply Chain Logic

BUSINESS (PROFIT) MODEL

Captures Value

OPERATING MODEL (Cost Structure:

Pain) Creates Value

OrganizaKon

(Resources)

VALUE PROPOSITION (Revenue Streams:

Delight) Delivers Value

Value Chain

(Ac:vi:es)

Product/Service (Output)

Customer Segments

Strategic (Supply Chain)

Opera:onal (Process) Logic

Profit Margin

Accoun:ng (Financial)

Captures Value

Pain) Creates Value

OrganizaKon

(Resources)

Value Chain

(Ac:vi:es)

Channels/ Rel.

(Distribu:on)

Suppliers/Inputs

(Partners)

Customer Segments (Clients)

Profit Margin Strategic

(Supply Chain) Logic

Captures Value

Pain) Creates Value

OrganizaKon

(Resources)

Suppliers/Inputs

(Partners)

Value Chain

(Ac:vi:es)

Channels/ Rel.

(Distribu:on)

VALUE ENGINE

ENTERPRISE ENGINE: Value Crea:on CUSTOMER GROWTH ENGINE: Value Delivery

Supply

Revenue

Demand

Captures Value

Pain) Creates Value

OrganizaKon

(Resources)

Suppliers/Inputs

(Partners)

Value Chain

(Ac:vi:es)

Channels/ Rel.

(Distribu:on)

VALUE ENGINE

Supply

Revenue

Demand

Captures Value

Pain) Creates Value

OrganizaKon

(Resources)

Suppliers/Inputs

(Partners)

Value Chain

(Ac:vi:es)

Channels/ Rel.

(Distribu:on)

VALUE ENGINE

Supply

Revenue

Demand

Cost Model (Pain) Revenue Model (Delight)

Value Chain

Product/Service Customer/Client

OrganizaKon

Suppliers/Input Value Chain

Product/Service Customer/Client

OrganizaKon Channels/Rel.

Suppliers/Input Value Chain

Product/Service (Ideal SoluJon)

OrganizaKon Channels/Rel. (DistribuJon)

Value Chain (Key AcJviJes)

OrganizaKon (Key Resources)

Channels/Rel. (DistribuJon)

Customer Segment

Org./Value Chain

Cost Model (Pain)

Processing

COMPLEMENTORS

CUSTOMER

Customer Segment

Org./Value Chain

Cost Model (Pain)

Processing

COMPLEMENTORS

CUSTOMER

COMPLEMENTORS

CUSTOMER

SCOPE: COMPETITORS (Incumbents: SubsKtutes; New Entrants/Startups)

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

Cost Model (Pain) Revenue Model (Delight) PROFIT MODEL (Captures VALUE)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

What inputs and partners are needed to create, deliver, and capture value?

How to rapidly achieve ideal final result or outcome?

What is the ideal final result or outcome? What is (ideal) tool?

What is the problem, goal, Job To Get Done (JTGD), and/or desired outcome of customer? What is prevenKng customer from achiev-‐ing goal/outcome? Why? Why? Why?

What resources are required to deliver result/outcome?

channel or mean to deliver soluKon?

COMPLEMENTORS

CUSTOMER

What inputs and partners are needed to create, deliver, and capture value?

Output (Product/Service; Ideal SoluJon)

Retailers (Channel/Rel.)

What is the ideal channel or mean to deliver soluKon?

COMPLEMENTORS

CUSTOMER

OPERATING MODEL: Creates Experience VALUE PROPOSITION: Delivers Experience

What partners are needed to create, deliver, and capture value?

Channel/Rel. (DistribuJon)

BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: Create Awesome Customer Experience (ACE) at Minimum Cost

QUESTIONS

COMPLEMENTORS

CUSTOMER

What partners are needed to create, deliver, and capture value?

Channel/Rel. (DistribuJon)

BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: Create Awesome Customer Experience (ACE) at Minimum Cost

QUESTIONS

PRODUCT DEVELOPMENT CUSTOMER DEVELOPMENT

FINANCE

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

OPERATING MODEL: Creates Experience VALUE PROPOSITION: Delivers Experience Where to PLAY?

What CAPABILITIES are Required?

What MANAGEMENT SYSTEMS are Required?

Cost Model (Pain) Revenue Model (Delight) PROFIT MODEL (How to WIN?)

BCG-‐Business Model Court MISSION/VISION/VALUES/SUCCESS CRITERIA: What is the WINNING ASPIRATION?

q  Present q  Future q  Past PL

AYING-‐

TO-‐W

IN-‐

CHOICES

Where to COMPETE?

Example of a Project on PROFIT INNOVATION AND IMPROVEMENT

Using a Pladorm of Tools on the BCG-‐Business Model Court

BCG-‐Business Model Court for a Project by Bruce Henderson’s InsKtute MISSION/VISION/VALUES/SUCCESS CRITERIA:

Originate and develop, translate and apply new ideas in strategy and management ü  Present (2015) q  Future q  Past

MEANS (Hierarchy/Network)

CUSTOMER

Strengths & Weaknesses (SW)

CUSTOMER

O: Observe (Detect; Sense)

T: Think (Analyze) H: Hypothesize

E: Experiment/ Execute (Act)

R: Reflect (Pivot or Persevere?)

O.T.H.E.R. Loop

PAIN (-‐)

Pro (Win)

Cons (Lose)

Pro (Win)

Cons (Lose)

DELIGHT (+)

THEME/ JOB TO

GET DONE

Blue Ocean

(Value Innova:on)

Sweet Spot

Luxury Spot

(High Differen:a:on)

DisrupKon Spot

(Low Cost)

Stuck-‐in-‐the-‐

Middle

Red Ocean

(+): DE

(Differen:a

:on; Revenue)

Low (1)

Low: (1)

High: (10)

(-‐): PAIN (Cost) High (10)

CUSTOMER

COMPETITORS (Incumbents: SubsKtutes; New Entrants/Startups) STRATEGY PALETTE

COMPLEMENTORS

CUSTOMER

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

ü  Present (2015)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

COMPLEMENTORS

CUSTOMER

RULES TACTICS

PLAYERS (TEAM)

DiagnosKcian: Take an external

perspec:ve

Segmenter: Match approach to environment

Disrupter: Review diagnosis and segmenta:on

Team Coach: Select the right people for the job

8 CRITICAL ROLES OF

AMBIDEXTROUS LEADER

Salesperson: Advocate for the strategic choices

(stories)

Inquisitor: Ask probing ques:ons to help thinking

Antenna: Selec:vely amplify important signals

Accelerator: Put weight behind cri:cal ini:a:ves

BUSINESS MODEL ANIMATOR

RAPIDLY PURSUE SUSTAINABLE COMPETITIVE ADVANTAGE

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