dramatic story canvas for apple: how steve jobs saved apple

Download DRAMATIC STORY CANVAS FOR APPLE: How Steve Jobs Saved Apple

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This presentation contains the template of a Dramatic Story Canvas for formulating and executing "Good Strategy" as outlined in Richard Rumelt's book, "Good Strategy. Bad Strategy." The presented template for the Dramatic Story Canvas contains the "Good Strategy" Canvas which contains the 4 topics that Rumelt considers necessary for a Good Strategy. The Dramatic Story Canvas is applied to illustrate the story of how Steve Jobs saved Apple. http://goo.gl/rbNTN9

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  • DRAMATIC STORY CANVAS: Storyboard Template Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model Before AFer Adap&ve Storyboard Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE DIAGNOSIS POLICY ACTION PLAN (TO DO) Before AFer Good Strategy Canvas Strategic Problem Solving Targets (Metrics) ExecuOon Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE DIAGNOSIS POLICY ACTION PLAN (TO DO) Before AFer Good Strategy Canvas Strategic Problem Solving Targets (Metrics) ExecuOon Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE: Short/Medium/Long-term (Problems: Constraints/Obstacles) DIAGNOSIS: HolisOc Business Model (Causes/Insights: Ext./Int. Resources) POLICY (Solu=ons: Goals/Objec=ves/Strategy) ACTION PLAN (TO DO) - Core Tac=cs/Coherent Ac=ons: Do-Measure-Learn (DML) Cycle Before AFer Good Strategy Canvas Strategic Problem Solving Targets (Metrics) ExecuOon Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE: Short/Medium/Long-term (Problems: Constraints/Obstacles) DIAGNOSIS: HolisOc Business Model (Causes/Insights: Ext./Int. Resources) POLICY (Solu=ons: Goals/Objec=ves/Strategy) qC: Collect info (on business model) qD: Dene customer challenge, pain, unacceptable trade-o, conict, or Minimum Viable Problem (MVP) qM: Measure challenge, pain, trade-o, conict, or problem qA: Analyze, qualita=vely and quan=ta=vely, core (80/20) causes or simulate business model drivers especially at level of system, environment, and supersystem; use analogies, if necessary qG: Generate disrup=ve ideas and select best alterna=ve (MAXIMIZE VALUE OR HAPPINESS: Minimize Cost, Pain, and/or Waste; Minimize Weaknesses and Threats Maximize Revenue, Delight, Benet and/or Dieren&a&on; Maximize Strengths & Opportuni.) ACTION PLAN (TO DO) - Core Tac=cs/Coherent Ac=ons: Do-Measure-Learn (DML) Cycle Before AFer Good Strategy Canvas: Process Strategic Problem Solving ExecuOon Targets (Metrics) Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE: Short/Medium/Long-term (Problems: Constraints/Obstacles) DIAGNOSIS: HolisOc Business Model (Causes/Insights: Ext./Int. Resources) POLICY (Solu=ons: Goals/Objec=ves/Strategy) qC: Collect info (on business model) qD: Dene customer challenge, pain, unacceptable trade-o, conict, or Minimum Viable Problem (MVP) qM: Measure challenge, pain, trade-o, conict, or problem qA: Analyze, qualita=vely and quan=ta=vely, core (80/20) causes or simulate business model drivers especially at level of system, environment, and supersystem; use analogies, if necessary qG: Generate disrup=ve ideas and select best alterna=ve (MAXIMIZE VALUE OR HAPPINESS: Minimize Cost, Pain, and/or Waste; Minimize Weaknesses and Threats Maximize Revenue, Delight, Benet and/or Dieren&a&on; Maximize Strengths & Opportuni.) ACTION PLAN (TO DO) - Core Tac=cs/Coherent Ac=ons: Do-Measure-Learn (DML) Cycle q E: Eliminate q R: Reduce q I: Increase q C: Create Before AFer Good Strategy Canvas: Process Strategic Problem Solving ExecuOon Targets (Metrics) Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE: Short/Medium/Long-term (Problems: Constraints/Obstacles) DIAGNOSIS: HolisOc Business Model (Causes/Insights: Ext./Int. Resources) POLICY (Solu=ons: Goals/Objec=ves/Strategy) qC: Collect info (on business model) qD: Dene customer challenge, pain, unacceptable trade-o, conict, or Minimum Viable Problem (MVP) qM: Measure challenge, pain, trade-o, conict, or problem qA: Analyze, qualita=vely and quan=ta=vely, core (80/20) causes or simulate business model drivers especially at level of system, environment, and supersystem; use analogies, if necessary qG: Generate disrup=ve ideas and select best alterna=ve (MAXIMIZE VALUE OR HAPPINESS: Minimize Cost, Pain, and/or Waste; Minimize Weaknesses and Threats Maximize Revenue, Delight, Benet and/or Dieren&a&on; Maximize Strengths & Opportuni.) ACTION PLAN (TO DO) - Core Tac=cs/Coherent Ac=ons: Do-Measure-Learn (DML) Cycle q E: Eliminate Waste (Defects) q R: Reduce Cost (Pain) q I: Increase Revenue (Delight) q C: Create Dieren=a=on (Awesome Customer Experience) Before AFer Good Strategy Canvas: 9 Steps of Problem-Based Strategy (CDMAG-ERIC) Strategic Problem Solving ExecuOon Targets (Metrics) Job To Get Done/Experience (Journey: Strategy/Execu=on)
  • DRAMATIC STORY CANVAS for FormulaOng and ExecuOng Good Strategy Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluOon Gain: (Un)Known Business Model Business Model CHALLENGE: Short/Medium/Long-term (Problems: Constraints/Obstacles) DIAGNOSIS: HolisOc Business Model (Causes/Insights: Ext./Int. Resources) POLICY (Solu=ons: Goals/Objec=ves/Strategy) qC: Collect info (on business model) qD: Dene customer challenge, pain, unacceptable trade-o, conict, or Minimum Viable Problem (MVP) qM: Measure challenge, pain, trade-o, conict, or problem qA: Analyze, qualita=vely and quan=ta=vely, core (80/20) causes or simulate business model drivers especially at level of system,