Download - The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment

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. [email protected] & 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”)




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”)




History Today Someday


Past Global Business Model

(“Done”)

Present Global Business Model

(“Doing”)

Future Global Business Model

(“To Do”)



Business Model (Canvas)



Industry Ecosystem

Market Ecosystem


Macro-‐Economic Influencers

Key Trends & Complementors



Global Business Model (GBM) Canvas Worksheet Focusing on Business Model (Canvas) at a Certain Point in Time


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. [email protected] & 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



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


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



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. [email protected] & 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)?



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)



(-‐) (+)

Copyright 2013. Dr. Rod King. [email protected] & 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)?



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)

(-‐) (+)


Indu

stry Ecosystem

(IE): Sup

ply

Market E

cosystem

(ME): D

eman

d

S: Shared Value (Mission/Vision)



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. [email protected] & 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



Environment Global Business Model (GBM) Canvas: Worksheet

Worksheet Focusing on the Four “Walls” of the Business Model Environment (BME)


Copyright 2013. Dr. Rod King. [email protected] & 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



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


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)


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?


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. [email protected] & 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)


How to Prepare

A Global Business Model (GBM)

Plan

For Business (Startup) Projects?

Global Business Model (GBM)

Checklist Management

Copyright 2013. Dr. Rod King. [email protected] & 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



Environment


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


Determine and test Customer AcquisiTon Cost Determine LifeTme Value of Customer Determine expense model Determine ‘cost’ of partnership


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. [email protected] & 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



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



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. [email protected] 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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Music Player



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. [email protected] Music Player Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)



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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Smartphone



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. [email protected] Smartphone Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Newspaper



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. [email protected] Newspaper Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Marke6ng



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. [email protected] Marke>ng Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)



ENTR

OPY

(Chaos/FricTo


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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Bicycle



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. [email protected] Bicycle Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)



ENTR

OPY

(Chaos/FricTo


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”


Future “Buying Shoes”


(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)

OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Buying Shoes



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. [email protected] “Buying Shoes” Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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”


Future “Cleaning Floor”



OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Cleaning Floor



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. [email protected] “Cleaning Floor” Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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


Future Entrepreneurship



OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Entrepreneurship



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. [email protected] Entrepreneurship Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Entrepre-‐ neurship


ENTR

OPY

(Chaos/FricTo


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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Banking



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. [email protected] Banking Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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


Future USA



OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) USA



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. [email protected] USA Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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


Future PoliTcal Campaign



OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Poli6cal Campaign



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. [email protected] Poli>cal Campaign Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


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


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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) CAREER



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. [email protected] CAREER Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For CAREER

ENTR

OPY

(Chaos/FricTo


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”)


OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) YOU



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. [email protected] YOU Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

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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

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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)



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. [email protected] Object Design Cycle: Global Problem Solving (GPS) Canvas

Plan Problem Build

Measure Learn

KP KA

KR

VP CR CS

CH C$ R$

(-‐) (+)


(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)


ENTR

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Download - The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and Other Industries: A Business Model Innovation Toolkit for Surviving in a Massively Disruptive Environment

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