the global business model (gbm) plan for improving wellness of healthcare and other industries: a...
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Past (“Done”)
Present (“Doing”)
Future (“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System)
Past (“Done”)
Present (“Doing”)
Future (“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
What WAS performance of business (model/ system)?
What WILL/ MUST be performance of business (model/ system)?
What IS performance of business (model/ system)?
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System) Strategy/Execu>on
How SHOULD business (model/system) get to desired performance?
Past Global Business Model
(“Done”)
Present Global Business Model
(“Doing”)
Future Global Business Model
(“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
History Today Someday
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System)
Past Global Business Model
(“Done”)
Present Global Business Model
(“Doing”)
Future Global Business Model
(“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Business Model (Canvas)
Business Model (Canvas)
Business Model (Canvas)
Industry Ecosystem
Market Ecosystem
Business Model (Canvas)
Macro-‐Economic Influencers
Key Trends & Complementors
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System)
Global Business Model (GBM) Canvas Worksheet Focusing on Business Model (Canvas) at a Certain Point in Time
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Environment
KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Business Model (Canvas/Cycle/System)
Environment
(-‐) (+)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Topics for the Environment are mainly adapted from the Business Model Environment (www.businessmodelgeneraTon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on 5 Phases of Business Model (“Con6nents”/Lean Startup) Cycle
Problem Plan Build
Measure
Learn
Global Business Model (GBM) Canvas Worksheet Focusing on Classic Business Model (Canvas) at a Certain Point in Time
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Environment
KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Problem Plan Build
Measure
Environment
Key Ac>vi>es (KA)
Key Partners (KP)
Key Resources (KR)
Value Proposi>on
(VP)
Customer Segments
(CS)
Pain: Cost Structure (C$)
Delight: Revenue Streams (R$)
Channels (CH)
Customer Rela>onships
(CR)
(-‐) (+)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Topics of the above canvas are mainly adapted from The Business Model Canvas & Environment (www.businessmodelgeneraTon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise con>nuously learn (to increase customers, perf. or shared value)?
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on Details of Business Model (Canvas) Including “Learn” Block
Environment
Key Ac>vi>es (KA)
Key Partners (KP)
Key Resources (KR)
Value Proposi>on
(VP)
Pain: Cost Structure (C$)
Delight: Revenue Streams (R$)
(-‐) (+)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Topics of the above canvas are mainly adapted from The Business Model Canvas & Environment (www.businessmodelgeneraTon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise con>nuously learn (to increase customers, perf. or shared value)?
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on Details of Business Model (Canvas/Process) Including “Learn” Block
Channels (CH)
Customer Segments (CS)
Customer Rela>onships (CR)
E: Environment
P: Process/Strategy
S: Suppliers/Partners/Inputs
E: Employees/ Brand/IP
O: Output (Product/
Service/Value ProposiTon)
Pain (Disadvantages; Costs; Weaknesses)
Delight (Advantages; Benefits; Strengths)
(-‐) (+)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
S: Shared Value (Mission/Vision)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on Details of Business Model (Chain/Process) Including “Learn” Block
R: Retailers/Distrib./Channels/CRM
C: Customers/Consumers
M: Machinery/ Techno’/Infra’
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Environment Global Business Model (GBM) Canvas: Worksheet
Worksheet Focusing on the Four “Walls” of the Business Model Environment (BME)
Business Model (Canvas)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Environment Global Business Model (GBM) Canvas
Focusing on the Four “Walls” of the Business Model Environment (BME): Annota6ons
q Suppliers
q Influencers/ Recommenders
q Intermediaries
q SubsTtutors
q Complementors
q PotenTal/New Entrants
q Market Segments (Market Hierarchy/ Size/Opportunity): PercepTons/Preferences/ Choices/Behaviors q Non-‐customers (Tiers) q Partners/
Alliances
q ExternaliTes (Infrastructure)
q Direct CompeTtors
Business Model (Canvas)
q Saboteurs
q PESTLIED Trends
q Decision-‐makers
q Government
q Labor Market
q Capital (Financing) q Natural Resources
q LogisTcs
q NGOs
q Investors
q Community
Industry Ecosystem: Details for Industry A=racTveness Analysis
New or Poten>al Entrants (Complementors)
Suppliers Customers/Users
Differen6a6on of inputs
Supplier concentra6on
Importance of volume and speed to supplier
Cost rela6ve to
total purchases
Impacts of input on cost & differen6a6on
Forward Integra6on
Presence of subs6tute inputs
Backward Integra6on
Rela6ve price performance of subs6tutes
Switching costs Buyer propensity to subs6tute
Diversity
Fixed costs/value added Brand iden6ty
Overcapacity
Informa6on complexity Entry barriers
Product differences
Product differen6a6on
Buyer concentra6on
Incen6ves for decision-‐makers
Price/ Volume/ Total purchase
Impacts of quality/performance
Switching costs
Buyer info’
Backward/Forward Integra6on
Buyer profits
Access to distribu6on
Economies of scale Capital requirements
Government policy
Exit barriers
Channel/distributor concentra6on Differen6a6on of channels/distributors
Backward Integra6on Forward Integra6on
Cost advantages Trends/Pa]erns Tipping point
Virality
ROI
Main Source: Based on Porter, M. (1998) Compe>>ve Advantage. New York: The Free Press. Porter, M. (1998) Compe>>ve Strategy. New York: The Free Press.
Compe>tors (Subs>tutors)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Industry Ecosystem (Industry/Rivalry/
Strengths/Weaknesses/OpportuniTes/Threats/Risks)
SOCIAL NETWORKING/ SEARCH ENGINE CANVAS q Facebook q Twi]er q LinkedIn q Google (Search; Calendar) q Pinterest
TIME MANAGEMENT CANVAS q Gedng Things Done (GTD)
CHANGE MANAGEMENT CANVAS q Theory of Constraints q Theory of InvenTve Problem
Solving (“TRIZ”) q “10-‐10-‐10” Decision-‐making
DISRUPTIVE INNOVATION CANVAS q DisrupTve InnovaTon Theory q Blue Ocean Strategy q Business Model (DNA) DisrupTon q Lean Startup Method q Customer Development Stack
IDEAS MANAGEMENT CANVAS q Brainstorming; To-‐Do List q SuggesTon Box q Vision Board; Storyboard q Crowdsourcing (Wisdomsourcing) q Fractal Grid (Past/Present/Future)
8 CATEGORIES OF APPLICATIONS AND JOBS FOR GLOBAL BUSINESS MODEL
(GBM) PLAN -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐
You can use the GBM Plan as …
BUSINESS/STRATEGIC PLANNING CANVAS
q Bus. Model Planning/GeneraTon q Business Plan; Strategic Plan; q Discovery-‐driven Planning q CompeTTve Strategy q Shared Value (Happiness)
SPACE-‐TIME VISUALIZATION CANVAS q Classic Timeline; Storyline q Einstein’s Space-‐Time Grid q Eddington’s Arrow of Time q Toyota’s Kanban Board q Calendar; To-‐Do List; Journal
PROJECT MANAGEMENT CANVAS q Six Sigma Methodology q Lean Thinking q Project Management Under
CondiTons of Uncertainty q Performance Management
8 CATEGORIES OF APPLICATIONS AND JOBS FOR GLOBAL BUSINESS MODEL (GBM) PLAN A Plakorm for Visual Change Management: Which Canvas or Job is Your Favorite?
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Global Business Model (GBM) Plan: Project Tasks
of Successful Entrepreneurs and Businesses
Global Business Model (GBM) Plan One-‐Page Business InnovaTon Toolkit for Visual Change Management
A Global Business Model (GBM) Plan Is
A Space-‐Time Canvas That Consists of
A North Star-‐Goal (Outcome) And
Past, Present, and Future Canvases For Planning, Organizing, EvaluaTng, and Managing
Any Change Project Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Redefining “Business Model” The New Paradigm of Shared Happiness Business Models (SHBM)
A Business Model Is
A RepresentaTon of How
An Organiza>on Designs, Delivers, and Shares
Happiness (Value)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
How to Prepare
A Global Business Model (GBM)
Plan
For Business (Startup) Projects?
Global Business Model (GBM)
Checklist Management
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Tasks on the above canvas are mainly adapted from Steve Blank’s course at Stanford University: “ENGR 245: The Lean Launch Pad”
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Environment
Business Model (Canvas)
q IdenTfy type of business (product/ service)
q Determine the type of industry you are in
q Discover dominant trends that relate to industry, market, complementors, and relevant Macro-‐Economic Influencers
q Determine who the decision-‐makers are: size of budget; current expenditures; workflow for buying decision
q Determine product-‐market fitness/ unfair advantage
q Determine tree of customer
Job-‐To-‐Be-‐Done
q IdenTfy market size (total/served/target)
q Talk to 10-‐15 potenTal complementors
q Talk to 10-‐15 compeTtors: direct/new entrants
q Determine switching costs
q Determine who the key influencers/stakeholders are and talk to them
q Determine market type
q Evaluate compeTtors’ products/services
q Form community
Global Business Model (GBM) Canvas: Checklist of AcTviTes/Tasks/“To Do”
Environment
Key Ac>vi>es (KA)
Use Global Prob-‐lem Solving Cycle Validate bus model Do “Search Engine” markeTng
Key Partners (KP)
Talk to 10-‐15 potenTal partners Determine incenTves and impediments regarding partners Determine risks with partners Search for co-‐creators
Key Resources (KR)
Build team/culture Generate bus. idea Get Resources: IT Infrastructure/ Workspace
Value Proposi>on
(VP) Determine feature set for Minimum Viable Product (MVP) Plan (formulate) and test Value ProposiTon (VP) Check Value Pro-‐posiTon-‐Customer Fit
Customer Segments
(CS) Prepare expe-‐riment to test customer archetypes
Talk to 10-‐15 potenTal customers Understand goal/problems/jobs/pain/gain
Pain: Cost Structure (C$)
Determine and test Customer AcquisiTon Cost Determine LifeTme Value of Customer Determine expense model Determine ‘cost’ of partnership
Delight: Revenue Streams (R$)
Determine and test product pricing: 10-‐15 customers Prepare dashboard of metrics for CS, CH, and CR: How to get/keep/grow customers (revenue)?
Channels (CH)
Determine how to get customers into channel/ relaTonship Devise packaging
Customer Rela>onships
(CR) Blog about project Ask customers to take acTon
(-‐) (+)
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Tasks on the above canvas are mainly adapted from Steve Blank’s course at Stanford University: “ENGR 245: The Lean Launch Pad”
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q Document and reflect on performance: What we thought/What we did/What we learned/What next to do
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas: Checklist of AcTviTes/Tasks/“To Do”
Designer’s Arrow of Time Another PerspecTve of
The Global Business Model (GBM) Plan
“Design or frame any object in space and 5me”
Designer’s Arrow of Time (DAT) for the Healthcare Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Healthcare Design
(“Done”)
Present Healthcare Design
(“Doing”)
Future Healthcare Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Healthcare
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Healthcare Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Healthcare
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Healthcare Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
ENTR
OPY
(Chaos/FricTo
n/Obstacles)
(Historical Facts/Memory)
Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Music Players: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Music Player Design
(“Done”)
Present Music Player Design
(“Doing”)
Future Music Player Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Music Player
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Music Player Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Music Player
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Music Player Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Smartphone Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Smartphone
Design (“Done”)
Present Smartphone
Design (“Doing”)
Future Smartphone
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Smartphone
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Smartphone Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Smartphone Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Smartphone (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Newspaper Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Thriving in a Vola6le, Uncertain, Complex, and Ambiguous (VUCA) Environment
Past Newspaper Design (“Done”)
Present Newspaper Design (“Doing”)
Future Newspaper Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Newspaper
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Newspaper Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Newspaper Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Newspaper (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Marke>ng: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past MarkeTng Design
(“Done”)
Present MarkeTng Design
(“Doing”)
Future MarkeTng Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Marke6ng
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
MarkeTng Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Marke>ng
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Marke>ng Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Bicycle: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Bicycle Design
(“Done”)
Present Bicycle Design
(“Doing”)
Future Bicycle Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Bicycle
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Bicycle Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Bicycle
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Bicycle Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for “Buying Shoes”: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past “Buying Shoes”
Design (“Done”)
Present “Buying Shoes”
Design (“Doing”)
Future “Buying Shoes”
Design (“To Do”)
(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Buying Shoes
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
“Buying Shoes” Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com “Buying Shoes” Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For “Buying Shoes”
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for “Cleaning Floor”: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past “Cleaning Floor”
Design (“Done”)
Present “Cleaning Floor”
Design (“Doing”)
Future “Cleaning Floor”
Design (“To Do”)
(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Cleaning Floor
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
“Cleaning Floor” Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com “Cleaning Floor” Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For “Cleaning Floor”
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Entrepreneurship Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Entrepreneurship
Design (“Done”)
Present Entrepreneurship
Design (“Doing”)
Future Entrepreneurship
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Entrepreneurship
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Entrepreneurship Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Entrepreneurship Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Entrepre-‐ neurship
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Banking Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Banking Design (“Done”)
Present Banking Design (“Doing”)
Future Banking Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Banking
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Banking Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Banking Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Banking (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the USA: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past USA
Design (“Done”)
Present USA
Design (“Doing”)
Future USA
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) USA
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
USA Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com USA Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For USA (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Poli>cal Campaign: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Thriving in a Vola6le, Uncertain, Complex, and Ambiguous (VUCA) Environment
Past PoliTcal Campaign
Design (“Done”)
Present PoliTcal Campaign
Design (“Doing”)
Future PoliTcal Campaign
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Poli6cal Campaign
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
PoliTcal Campaign Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Poli>cal Campaign Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Poli>cal Campaign (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for CAREER: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past CAREER Design (“Done”)
Present CAREER Design (“Doing”)
Future CAREER Design (“To Do”)
(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) CAREER
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
CAREER Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com CAREER Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For CAREER
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for YOU: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past YOU Design (“Done”)
Present YOU Design (“Doing”)
Future YOU Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) YOU
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
YOU Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com YOU Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For YOU (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Object: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Object Design
(“Done”)
Present Object Design
(“Doing”)
Future Object Design
(“To Do”)
(Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Object Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com Object Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Real-‐Tme Facts/Prototypes)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Object (System)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
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