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                  The Disruptor’s Journey   
                                      Primary Disruptive Question:                                                 
                   How to Generate Massive Growth in Customers, Happiness, and Value?




                                                Dr. Rod King



                                                          D:
                                                     Design

                                                   Customer Experience 
                         D:                        Journey (E.A.R. Chain)                    E:
                                                   Product/Service 
                   Disrupt                         Value (Supply) Chain 
                                                   Business Model 
                                                                                       Execute


                                                          O:
            What to disrupt? 
                                                                                                 What to disrupt to? 
             RED OCEAN                              Observe                                         BLUE OCEAN 
              (Present)                                                                               (Future) 
                                                  How best to disrupt? 




Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
THE DISRUPTOR’S JOURNEY                                                 
        Achieve Zero Failure Rate (ZFR) for Businesses in Our Communities and the World 
                                                   


1. Form A+ Team/Community & Formulate Primary Disruptive Question (PDQ): 
   How to Generate Massive Growth in Customers, Happiness, and Value in No Time … for X? 
   (Note: X is a Category of Products, Services, Place, Job‐To‐Be‐Done, an Activity, or Industry) 
    

2. Collaboratively Answer the PDQ Especially By Using 3 Disruption Questions: 
   * What to disrupt? Red Ocean (Present) 
   * What to disrupt to? Blue Ocean (Future) 
   * How best to disrupt? Value Disruption Strategy & Tactics (ODDE Wheel) 
   Process for Value Disruption Strategy & Tactics (OODE Wheel) 
   Choose Space (Time): Red Ocean (Present) or Blue Ocean (Future) 

       O: Observe and Model (Problems, Solutions, Constraints, Trends, SWOT, and Conventional 
       Trade‐offs in Customer Experience Journey, Chain, or Ecosystem for Given Activity) 

       D: Disrupt (Conventional Trade‐offs in Customer Experience Journey) Using 
       Internal/External Resources in Space & Time: Short/Medium/Long Term 

                  •   Eliminate Pain: Disadvantages; Weaknesses; Threats; Undesirable/Harmful 
                      Effects; Waste; Defects; Complexity; Inconvenience; Negative Root‐causes; 
                      Weakest Links; Barriers; Constraints; Size; Cost; Risks  

                  •   Reduce Pain: Disadvantages; Weaknesses; Threats; Undesirable/Harmful 
                      Effects; Waste; Defects; Complexity; Inconvenience; Negative Root‐causes; 
                      Weakest Links; Barriers; Constraints; Size; Cost; Risks  

                  •    Increase Delight: Advantages; Strengths; Opportunities; Desirable/Useful 
                      Effects;  Differentiation; Brand (Image); Performance; Function; Quality; 
                      Customization (Personalization); Fun; Revenue; Rewards  

                  •   Create Delight: Advantages; Strengths; Opportunities; Desirable/Useful 
                      Effects;  Differentiation; Brand (Image); Performance; Function; Quality; 
                      Customization (Personalization); Fun; Revenue; Rewards 

       D: Design (Prototype; Test; Validate; Iterate … Brand/Activity/Workflow/Job‐To‐Be‐Done/ 
       Product/Service/Business Model/Supply Chain; Report …  for Vision and Market Fit of 
       Customer Segment)  

       E: Execute (Deliver and Manage Performance to Circles of Influencers/ Evangelists/Early 
       Adopters/Customer Segment)  

                                               BUSINESS 
                                                 PLAN 


                                        Compete Different 

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THE DISRUPTOR'S JOURNEY: How to Generate Massive Growth in Customers, Happiness, and Value?

  • 1.     Now Playing The Disruptor’s Journey    Primary Disruptive Question:                                                  How to Generate Massive Growth in Customers, Happiness, and Value? Dr. Rod King D: Design   Customer Experience  D: Journey (E.A.R. Chain)  E: Product/Service  Disrupt Value (Supply) Chain  Business Model  Execute O: What to disrupt?   What to disrupt to?  RED OCEAN     Observe BLUE OCEAN  (Present)  (Future)  How best to disrupt?  Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  • 2. THE DISRUPTOR’S JOURNEY                                                  Achieve Zero Failure Rate (ZFR) for Businesses in Our Communities and the World    1. Form A+ Team/Community & Formulate Primary Disruptive Question (PDQ):  How to Generate Massive Growth in Customers, Happiness, and Value in No Time … for X?  (Note: X is a Category of Products, Services, Place, Job‐To‐Be‐Done, an Activity, or Industry)    2. Collaboratively Answer the PDQ Especially By Using 3 Disruption Questions:  * What to disrupt? Red Ocean (Present)  * What to disrupt to? Blue Ocean (Future)  * How best to disrupt? Value Disruption Strategy & Tactics (ODDE Wheel)  Process for Value Disruption Strategy & Tactics (OODE Wheel)  Choose Space (Time): Red Ocean (Present) or Blue Ocean (Future)  O: Observe and Model (Problems, Solutions, Constraints, Trends, SWOT, and Conventional  Trade‐offs in Customer Experience Journey, Chain, or Ecosystem for Given Activity)  D: Disrupt (Conventional Trade‐offs in Customer Experience Journey) Using  Internal/External Resources in Space & Time: Short/Medium/Long Term  • Eliminate Pain: Disadvantages; Weaknesses; Threats; Undesirable/Harmful  Effects; Waste; Defects; Complexity; Inconvenience; Negative Root‐causes;  Weakest Links; Barriers; Constraints; Size; Cost; Risks   • Reduce Pain: Disadvantages; Weaknesses; Threats; Undesirable/Harmful  Effects; Waste; Defects; Complexity; Inconvenience; Negative Root‐causes;  Weakest Links; Barriers; Constraints; Size; Cost; Risks   •  Increase Delight: Advantages; Strengths; Opportunities; Desirable/Useful  Effects;  Differentiation; Brand (Image); Performance; Function; Quality;  Customization (Personalization); Fun; Revenue; Rewards   • Create Delight: Advantages; Strengths; Opportunities; Desirable/Useful  Effects;  Differentiation; Brand (Image); Performance; Function; Quality;  Customization (Personalization); Fun; Revenue; Rewards  D: Design (Prototype; Test; Validate; Iterate … Brand/Activity/Workflow/Job‐To‐Be‐Done/  Product/Service/Business Model/Supply Chain; Report …  for Vision and Market Fit of  Customer Segment)   E: Execute (Deliver and Manage Performance to Circles of Influencers/ Evangelists/Early  Adopters/Customer Segment)   BUSINESS  PLAN  Compete Different