ge’s ambidextrous growth strategy: 3 simple tools for accelerating fastworks projects
TRANSCRIPT
GE’s Ambidextrous Growth Strategy: 3 Simple Tools for Accelera>ng FastWorks Projects
BUSINESS MODEL STORYTELLING & ECONGINEERING
GE’s Ambidextrous Growth Strategy Ambidextrous Organizer Framework for Sustainably Managing Transient Compe>>ve Advantage
Chasm (Transi8on)
AMBIDEXTROUS GROWTH STRATEGY
CHANGE MANAGEMENT
STABILITY MANAGEMENT
Job To Get Done
Changing Environment Stable Environment
FASTWORKS – Innova>on Program
(EXPLORATION CULTURE)
SIX SIGMA – Improvement Program (EXPLOITATION CULTURE)
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
FastWorks refers to General Electric (GE)’s Framework
For Con>nuous and Rapid Innova>on
which is based on Eric Ries’s Lean Startup Method
7 Reasons Why GE is Deploying FastWorks Projects Everywhere
Shorten >me to market for innova>ve products/services/projects: “speed and agility as compe>>ve advantage”
More closely align product features with customer needs and aspira>ons
Rapidly deliver products that customers love and buy at low cost or premium price
Facilitate a culture of con>nuous itera>on as well as rapid scien>fic problem solving and decision-‐making
Rapidly develop highly innova>ve and profitable business models as well as pla`orms for innova>ve products
Significantly reduce investment risks as well as learning cost for disrup>ve innova>ons
Rapidly increase revenue, profit, and market share especially in emerging markets
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World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
In Today’s World of Globaliza8on, Organiza>ons Are Living in an Ambidextrous Environment: A Global Environment That is
Stable and Rapidly Changing
(Vola>le, Uncertain, Complex, and Ambiguous) in
Space and Time
ORGANIZATION
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Low Uncertainty/ Risk
ORGANIZATION
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Low Uncertainty/ Risk
ORGANIZATION
Rou8ne Problems Con>nuous Improvement Culture/Habit
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Changing Environment
Stable Environment
Low Uncertainty/ Risk
ORGANIZATION
Rou8ne Problems Con>nuous Improvement Culture/Habit
O.T.H.E.R. Loop Plan & Execute
(Six Sigma/Planning Project)
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
ORGANIZATION
Rou8ne Problems Con>nuous Improvement Culture/Habit
O.T.H.E.R. Loop Plan & Execute
(Six Sigma/Planning Project)
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne Problems Con>nuous Improvement Culture/Habit
ORGANIZATION
O.T.H.E.R. Loop Plan & Execute
(Six Sigma/Planning Project)
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne Problems Con>nuous Improvement Culture/Habit
ORGANIZATION
O.T.H.E.R. Loop
Hypothesize & Experiment (Lean Startup/Effectua>on Project)
Plan & Execute (Six Sigma/Planning Project)
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne Problems Con>nuous Improvement Culture/Habit
ORGANIZATION
O.T.H.E.R. Loop
Hypothesize & Experiment (Lean Startup/Effectua>on Project)
Plan & Execute (Six Sigma/Planning Project)
MAPPING PLANNING
Ambidextrous Environment
Choose the Right Customer Segment for the Right Stage of Product in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Ambidextrous Environment Evolu>on of Strategy
Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne 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
COMPANY
STARTUP
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Ambidextrous Environment Evolu>on of Strategy
Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne 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
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Ambidextrous Environment Evolu>on of Strategy
Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne 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
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Ambidextrous Environment Evolu>on of Strategy
Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne 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
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: hWp://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & hTp://twiTer.com/RodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Ambidextrous Environment Evolu>on of Strategy
Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne 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)
Problem-‐Solu>on Fit
Business Model Fit/ Scaling
Product-‐Market Fit
Changing Environment
Stable Environment
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 Evolu>on of Strategy
Choose the Right Strategy for the Right Stage of Product/Business Model in the Right Environment
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne 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
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Problem-‐Solu>on Fit
Business Model Fit/ Scaling
Product-‐Market Fit
EARLY Adopters
Innovators (“EARLY-‐
VANGELISTS”)
EARLY Majority
LATE Majority
CHASM
O.T.H.E.R. Loop
Hypothesize & Experiment (Lean Startup/Effectua>on Project)
Plan & Execute (Six Sigma/Planning Project)
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne Problems Con>nuous Improvement Culture/Habit
STARTUP (Minimum
Viable Product/ Business Model)
COMPANY (Maximum
Awesome Product/ Business Model)
MAPPING PLANNING
Ambidextrous Environment Evolu>on of Customer Segment
Choose the Right Customer Segment for the Right Stage of Product/Business Model in the Right Environment
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Problem-‐Solu>on Fit
Business Model Fit/ Scaling
Product-‐Market Fit
Shaping (Prototype) Product
Adap>ve (Pretotype) Product
Visionary (Pilot)
Product
Classic (Full-‐scale) Product
O.T.H.E.R. Loop
Hypothesize & Experiment (Lean Startup/Effectua>on Project)
Plan & Execute (Six Sigma/Planning Project)
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne Problems Con>nuous Improvement Culture/Habit
Ambidextrous Environment Evolu>on of a Scalable Product
Choose the Right Product for the Right Stage of Business Model in the Right Environment
STARTUP (Minimum
Viable Product/ Business Model)
COMPANY (Maximum
Awesome Product/ Business Model)
MAPPING PLANNING
CHASM
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Problem-‐Solu>on Fit
Business Model Fit/ Scaling
Product-‐Market Fit
Shaping Project Plan
Adap>ve Project Plan
Visionary Project Plan
Classic Project Plan
Renewal Project Plan
O.T.H.E.R. Loop
Hypothesize & Experiment (Lean Startup/Effectua>on Project)
Plan & Execute (Six Sigma/Planning Project)
Novel Problems Con>nuous Innova5on Culture/Habit
Rou8ne Problems Con>nuous Improvement Culture/Habit
Ambidextrous Environment Evolu>on of Project Plan
Choose the Right Project Plan for the Right Stage of Product/Business Model in the Right Environment
STARTUP (Minimum
Viable Product/ Business Model)
COMPANY (Maximum
Awesome Product/ Business Model)
MAPPING PLANNING
Changing Environment
Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Explore
GE’s Ambidextrous Growth Strategy Ambidextrous Organizer Framework for Sustainably Managing Transient Compe>>ve Advantage
Source of 8 Tac>cs: Mainly Based on Rita Gunther McGrath’s book, “The End of Compe>>ve Advantage”
Chasm (Transi8on)
RED OCEAN STRATEGY IMPROVED PRODUCTS/SERVICES/BUS. MODELS: Defend and Extend Core or Commodi>zed Products/Services
BLUE OCEAN STRATEGY INNOVATIVE PRODUCTS/ SERVICES/BUS. MODELS: Build Blue Ocean/ Disrup>ve Products: Lean Startups
“Stability” Sustaining Innova>on (Evolu>on: Improve; Preserve the Core: Values; Purpose)
“Change (Agility)” Disrup>ve Innova>on (Revolu>on: Invent; S>mulate Progress: Vision; Goals)
Ramp up
Reconfigure
Pretotype
Prototype
FASTWORKS – Innova>on Program
(EXPLORATION CULTURE: Minimum Value Prop./
Viable Product/ Business Model/
Resources)
AMBIDEXTROUS GROWTH STRATEGY
Exploit
SIX SIGMA – Improvement Program (EXPLOITATION CULTURE: Maximum Value Prop./ Awesome Product/ Business Model/
Resources)
Posi5oning/Scou5ng Op5ons Core Enhancements
Stepping Stones PlaOorm Launches
CHANGE MANAGEMENT
STABILITY MANAGEMENT
Job To Get Done
Changing Environment Stable Environment
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
2
34
5
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/ CUSTOMER
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
2
34
5
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/ CUSTOMER
VISION
(Leap of Faith; Key Assump8ons)
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
2
34
5
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/ CUSTOMER
PRODUCT (Minimum Viable
Product/ Business Model)
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
34
5 VISION
(Leap of Faith; Key Assump8ons)
2
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/ CUSTOMER
LEARNING METRICS
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
4
5
PRODUCT (Minimum Viable
Product/ Business Model)
3
VISION
(Leap of Faith; Key Assump8ons)
2
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot or Persevere)
PROBLEM/ CUSTOMER
LEARNING METRICS
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
4
5
PRODUCT (Minimum Viable
Product/ Business Model)
3
VISION
(Leap of Faith; Key Assump8ons)
2
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot or Persevere)
PROBLEM/ CUSTOMER
LEARNING METRICS
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
4
5
D: Define M: Measure A: Analyze
I: Improve (Build)
C: Control (Measure)
PRODUCT (Minimum Viable
Product/ Business Model)
3
VISION
(Leap of Faith; Key Assump8ons)
2
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot or Persevere)
PROBLEM/ CUSTOMER
LEARNING METRICS
FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
4
5
D: Define M: Measure A: Analyze
G: Generate
I: Improve (Build)
C: Control (Measure)
-‐ Decide (Learn)
PRODUCT (Minimum Viable
Product/ Business Model)
3
VISION
(Leap of Faith; Key Assump8ons)
2
Source: Based on hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot or Persevere)
PROBLEM/ CUSTOMER
LEARNING METRICS
Successful FastWorks Wheel Rapidly Discover and Solve Problems Everywhere
1
4
5
D: Define M: Measure A: Analyze
G: Generate
I: Improve (Build)
C: Control (Measure)
-‐ Decide (Learn)
OTHER Loop
PRODUCT (Minimum Viable
Product/ Business Model)
3
VISION
(Leap of Faith; Key Assump8ons)
2
Reflect
Observe
Think
Hypothesize Experiment
OTHER Loop Rapidly Discover and Solve Problems Everywhere
O
T
HE
R OTHER Loop for Scien8fic Problem Solving O: Observe T: Think H: Hypothesize E: Experiment (Build; Measure) R: Reflect (Learn)
Reflect (Learn)
Observe
Think
Hypothesize
Experiment (Build;
Measure)
OTHER Loop Rapidly Discover and Solve Problems Everywhere
O
T
HE
R OTHER Loop for Scien8fic Problem Solving O: Observe T: Think H: Hypothesize E: Experiment (Build; Measure) R: Reflect (Learn)
Reflect (Learn)
Observe
Think (Orient)
Hypothesize (Decide)
Experiment (Build;
Measure)
OTHER Loop Rapidly Discover and Solve Problems Everywhere
O
T
HE
R OTHER Loop for Scien8fic Problem Solving O: Observe T: Think H: Hypothesize E: Experiment (Build; Measure) R: Reflect (Learn)
OTHER Loop Rapidly Discover and Solve Problems Everywhere
O
T
HE
R OTHER Loop for Scien8fic Problem Solving O: Observe T: Think H: Hypothesize E: Experiment (Build; Measure) R: Reflect (Learn)
OTHER Loop Mother Of All Tools (MOAT) for Problem Discovery and Solving
Rapidly Translate Vision into Reality
OTHER Loop (Universal Problem Solving)
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
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
OTHER Loop Mother Of All Tools (MOAT) for Problem Discovery and Solving
Rapidly Translate Vision into Reality
OTHER Loop (Universal Problem Solving)
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 Iden8fy or Define Exis8ng Problem/Situa8on (Bus Model)
D: Define M: Measure
P: Plan
Empathize Define
T: Think
METHOD Space Explore/Make Sense/ Ques8on/Categorize: Root-‐cause Analysis
A: Analyze
H: Hypothesize SOLUTION Space Theorize: Solu8ons/Assump8ons/ Predic8ons
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
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
A Holis8c Way to Rapidly Discover and Solve Problems
Especially in Environment of Extreme Uncertainty
4Q-‐BUSINESS MODEL STRIP
TOOL
4Q-‐Business Model Strip Universal Problem Solving (UPS) Stack
Rapidly Discover and Solve Problems Everywhere
Prob
lem
Solving
Opera>o
nal
Level
Strategic
Level
Conceptual
Level
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
4Q-‐Business Model Strip Universal Problem Solving (UPS) Stack
Rapidly Discover and Solve Problems Everywhere
Prob
lem
Solving
Busine
ss M
odeling
Strategy
Strategic
Level
Conceptual
Level
Opera>o
nal
Level
Performan
ce
Man
agem
ent
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
Prob
lem
Solving
Busine
ss M
odeling
Strategy
4Q-‐Business Model Strip Universal Problem Solving (UPS) Stack
Rapidly Discover and Solve Problems Everywhere
Strategic
Level
Conceptual
Level
Opera>o
nal
Level
Performan
ce
Man
agem
ent
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
4Q-‐Business Model Strip Universal Problem Solving (UPS) Stack
Rapidly Discover and Solve Problems Everywhere
Prob
lem
Solving
Busine
ss M
odeling
Strategy
Strategic
Level
Conceptual
Level
Opera>o
nal
Level
Performan
ce
Man
agem
ent
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
4Q-‐Business Model Strip Universal Problem Solving (UPS) Stack
Rapidly Discover and Solve Problems Everywhere
Strategic
Strip
Co
nceptual
Strip
Opera>o
nal
Strip
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
4Q-‐Business Model Strip Universal Problem Solving (UPS) Stack
Rapidly Discover and Solve Problems Everywhere
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
Prob
lem
Solving
Busin
ess M
odeling
Strategy
Performance
Managem
ent
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
CUSTOMER PRODUCT SUPPLIER
(Minimum Viable Product)
(Minimum Viable Team)
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
Strategy
CUSTOMER PRODUCT
(Minimum Viable Product)
(Minimum Viable Team)
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
Strategy
CUSTOMER PRODUCT
(Minimum Viable Product)
(Minimum Viable Team)
STRATEGY
(Pivot/Persevere)
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
Strategy
CUSTOMER PRODUCT
(Minimum Viable Product)
(Minimum Viable Team)
STRATEGY
(Pivot/Persevere)
Performance
Managem
ent
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
Strategy
CUSTOMER PRODUCT
(Minimum Viable Product)
(Minimum Viable Team)
STRATEGY
(Pivot/Persevere)
Performance
Managem
ent
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
Prob
lem
Solving
Busin
ess M
odeling
Strategy
CUSTOMER PRODUCT
(Minimum Viable Product)
(Minimum Viable Team)
STRATEGY
(Pivot/Persevere)
Opera>o
nal
Level PAIN
(Cost/Structure) VALUE
(Profit/Margin) DELIGHT
(Revenue/Streams)
SUPPLIER
Performance
Managem
ent
Strategic
Level
Conceptual
Level
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
STRATEGY
(Minimum Viable Product)
(Minimum Viable Team)
(Pivot/Persevere)
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
STRATEGY
(Minimum Viable Product)
(Minimum Viable Team)
(Pivot/Persevere)
SUPPLIER
OTHER Loop O: Observe T: Think H: Hypothesize E: Experiment (Build; Measure) R: Reflect (Learn)
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
STRATEGY
1
1
2
3
4
(Minimum Viable Product)
5
(Minimum Viable Team)
(Pivot/Persevere)
0 SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Minimum Business Model
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known) 1
1
2
3
4
(Pivot/Persevere)
C: Customer
S: Supplier
Channel/ Market
Feedback (Response; Experience)
Value Proposi5on
(Minimum Viable Product)
STRATEGY 5
0
Core Competence
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Performance Management (“EAARRR”) Metrics
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known) 1
1
2
3
4
C: Customer
S: Supplier
STRATEGY 5
0
E: Engagement
A: Acquisi5on A: Ac5va5on
R: Reten5on
R: Revenue
R: Referral
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Performance Management (“EAARRR”) Metrics
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
STRATEGY
SUPPLIER
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
GE-‐Business Model Strip Performance Management (“EAARRR”) Metrics
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing
CUSTOMER PRODUCT
GE-‐Business Model Strip Based on GE’s Fastworks Cycle
Rapidly Discover and Solve Problems Everywhere
PAIN (Cost/Structure)
VALUE (Profit/Margin)
DELIGHT (Revenue/Streams)
VISION (Leap of Faith)
LEARNING METRICS
PROBLEM (un/known)
STRATEGY
1
1
2
3
4
(Minimum Viable Product)
5
(Minimum Viable Team)
(Pivot/Persevere)
0 SUPPLIER
D: Define M: Measure A: Analyze
I: Improve
C: Control
World-‐class Coaching on Business Model Storytelling & Econgineering for Less Than $10/Month: hWp://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & @rodKuhnKing