dramatic story canvas for apple: how steve jobs saved apple
DESCRIPTION
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/rbNTN9TRANSCRIPT
DRAMATIC STORY CANVAS: Storyboard Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluOon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AFer
“Good Strategy” Canvas
Strategic
Prob
lem Solving
Targets (Metrics) Ex
ecuO
on
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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluOon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AFer
“Good Strategy” Canvas
Strategic
Prob
lem Solving
Targets (Metrics) Ex
ecuO
on
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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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
Prob
lem Solving
Targets (Metrics) Ex
ecuO
on
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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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)
q C: Collect info (on business model)
q D: Define customer challenge, pain, unacceptable trade-‐off, conflict, or Minimum Viable Problem (MVP)
q M: Measure challenge, pain, trade-‐off, conflict, or problem
q A: 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
q G: 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, Benefit and/or Differen&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
Prob
lem Solving
ExecuO
on
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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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)
q C: Collect info (on business model)
q D: Define customer challenge, pain, unacceptable trade-‐off, conflict, or Minimum Viable Problem (MVP)
q M: Measure challenge, pain, trade-‐off, conflict, or problem
q A: 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
q G: 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, Benefit and/or Differen&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
Prob
lem Solving
ExecuO
on
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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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)
q C: Collect info (on business model)
q D: Define customer challenge, pain, unacceptable trade-‐off, conflict, or Minimum Viable Problem (MVP)
q M: Measure challenge, pain,
trade-‐off, conflict, or problem
q A: 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
q G: 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, Benefit and/or Differen&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 – Differen=a=on (Awesome Customer Experience)
Before
AFer
“Good Strategy” Canvas: 9 Steps of Problem-‐Based Strategy (CDMAG-‐ERIC)
Strategic
Prob
lem Solving
ExecuO
on
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. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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)
q C: Collect info (on business model)
q D: Define customer challenge, pain, unacceptable trade-‐off, conflict, or Minimum Viable Problem (MVP)
q M: Measure challenge, pain,
trade-‐off, conflict, or problem
q A: 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
q G: 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, Benefit and/or Differen&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), e.g., size/cost; complexity; inaccessibility (inconvenience); &me (delay) q I: Increase – Revenue (Delight), e.g., func&onality/performance; quality; status (brand); customiza&on/interac&on q C: Create – Differen=a=on (Awesome Customer Experience)
Before
AFer
“Good Strategy” Canvas: 9 Steps of Problem-‐Based Strategy (CDMAG-‐ERIC)
Strategic
Prob
lem Solving
ExecuO
on
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/Execu=on)
InvenOon of the DramaOc Story Canvas was Inspired by Pablo Picasso’s AdapOve Approach to Art
Especially in His “AdapOve (Morphological)” PainOng of a Chicken
THE MOST ADAPTIVE TOOL IN BUSINESS
The DramaOc Story Canvas Is
An ExcepOonally VersaOle Tool Because of
Its Universal Story Structure In
Time and Space
THE MOST ADAPTIVE TOOL IN BUSINESS
Example
DRAMATIC STORY CANVAS for Apple (1998): How Steve Jobs Saved Apple
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluOon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
Value Engine (Undesirable Impacts) q Serious decline in market share,
ROI, revenue, and share price
q High nega=ve cash flow
q Compe==ve disadvantage (in Red Ocean industry of personal computers)
ACTION PLAN (TO DO) -‐ Core Tac=cs/Coherent Ac=ons: Do-‐Measure-‐Learn Cycle
Before
AFer
Apple’s “Good Strategy” Canvas (1998)
Strategic
Prob
lem Solving
ExecuO
on
“Put a dent in the universe”
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS for Apple (1998): How Steve Jobs Saved Apple
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluOon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
Value Engine (Undesirable Impacts) q Serious decline in market share,
ROI, revenue, and share price
q High nega=ve cash flow
q Compe==ve disadvantage (in Red Ocean industry of personal computers)
q Customers have difficul=es in differen=a=ng Apple’s products
q Complicated product lineup q Too many (na=onal) retailers: too
many models. price points, and markup are required to sa=sfy various retailers
q Highly priced products
ACTION PLAN (TO DO) -‐ Core Tac=cs/Coherent Ac=ons: Do-‐Measure-‐Learn Cycle
Before
AFer
Apple’s “Good Strategy” Canvas (1998)
Strategic
Prob
lem Solving
ExecuO
on
“Put a dent in the universe”
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS for Apple (1998): How Steve Jobs Saved Apple
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluOon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
Value Engine (Undesirable Impacts) q Serious decline in market share,
ROI, revenue, and share price
q High nega=ve cash flow
q Compe==ve disadvantage (in Red Ocean industry of personal computers)
q Customers have difficul=es in differen=a=ng Apple’s products
q Complicated product lineup q Too many (na=onal) retailers: too
many models. price points, and markup are required to sa=sfy various retailers
q Highly priced products
q Simplify product line q Shrink Apple to a scale and scope
suitable to its reality of being a niche producer in highly compe=-‐=ve market of personal computers
q Sell products through few retailers q Borrow US$150 Mio. for investment q “Wait for the next big thing (wave)”
ACTION PLAN (TO DO) -‐ Core Tac=cs/Coherent Ac=ons: Do-‐Measure-‐Learn Cycle
Before
AFer
Apple’s “Good Strategy” Canvas (1998)
Strategic
Prob
lem Solving
ExecuO
on
“Put a dent in the universe”
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS for Apple (1998): How Steve Jobs Saved Apple
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluOon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
Value Engine (Undesirable Impacts) q Serious decline in market share,
ROI, revenue, and share price
q High nega=ve cash flow
q Compe==ve disadvantage (in Red Ocean industry of personal computers)
q Customers have difficul=es in differen=a=ng Apple’s products
q Complicated product lineup q Too many (na=onal) retailers: too
many models. price points, and markup are required to sa=sfy various retailers
q Highly priced products
q Simplify product line q Shrink Apple to a scale and scope
suitable to its reality of being a niche producer in highly compe=-‐=ve market of personal computers
q Sell products through few retailers q Borrow US$150 Mio. for investment q “Wait for the next big thing (wave)”
ACTION PLAN (TO DO) -‐ Core Tac=cs/Coherent Ac=ons: Do-‐Measure-‐Learn Cycle q E: Eliminate – Waste (Defects); Distributors; Development of new opera=ng systems; Printers and peripherals q R: Reduce – Cost (Pain); No. of models of desktops and handheld devices; Retailers; Manufacturing; Inventory q I: Increase – Revenue (Delight); ROI; Partnership with Microsog; Outsourcing (Manufacturing) q C: Create – Differen=a=on (Awesome Customer Experience); Online Store; Digital Hub (Ecosystem/Value Network)
Before
AFer
Apple’s “Good Strategy” Canvas (1998)
Strategic
Prob
lem Solving
ExecuO
on
“Put a dent in the universe”
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS for Apple (1998): How Steve Jobs Saved Apple
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & hAp://twiAer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E 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)
Value Engine (Undesirable Impacts) q Serious decline in market share,
ROI, revenue, and share price
q High nega=ve cash flow
q Compe==ve disadvantage (in Red Ocean industry of personal computers)
q Customers have difficul=es in differen=a=ng Apple’s products
q Complicated product lineup q Too many (na=onal) retailers: too
many models. price points, and markup are required to sa=sfy various retailers
q Highly priced products
q Simplify product line q Shrink Apple to a scale and scope
suitable to its reality of being a niche producer in highly compe=-‐=ve market of personal computers
q Sell products through few retailers q Borrow US$150 Mio. for investment q “Wait for the next big thing (wave)”
ACTION PLAN (TO DO) -‐ Core Tac=cs/Coherent Ac=ons: Do-‐Measure-‐Learn Cycle q E: Eliminate – Waste (Defects); Distributors; Development of new opera=ng systems; Printers and peripherals q R: Reduce – Cost (Pain); No. of models of desktops and handheld devices; Retailers; Manufacturing; Inventory q I: Increase – Revenue (Delight); ROI; Partnership with Microsog; Outsourcing (Manufacturing) q C: Create – Differen=a=on (Awesome Customer Experience); Online Store; Digital Hub (Ecosystem/Value Network)
Before
AFer
Apple’s “Good Strategy” Canvas (1998)
Strategic
Prob
lem Solving
ExecuO
on
“Put a dent in the universe”
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/Execu=on)
Problem-‐Based Entrepreneurship
Entrepreneurs Should be Trained Just Like Medical Doctors.
Entrepreneurs Should PracOce as well as Master
Problem-‐Based Strategy and Learning.