There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans. The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans. To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.

1. 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.
rodkuhnhking@gmail.com
&
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)

2. 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.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
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?

3. Past
Global
Business
Model
(“Done”)
Present
Global
Business
Model
(“Doing”)
Future
Global
Business
Model
(“To
Do”)
Global
Business
Model
(GBM)
PLAN
One-­‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
History
Today
Someday
Mission/Vision/Purpose/
Ideals/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Business
Model
(System)

4. Past
Global
Business
Model
(“Done”)
Present
Global
Business
Model
(“Doing”)
Future
Global
Business
Model
(“To
Do”)
Global
Business
Model
(GBM)
PLAN
One-­‐Page
Business
Innova6on
Toolkit
for
Visual
Change
Management
Business
Model
(Canvas)
Business
Model
(Canvas)
Business
Model
(Canvas)
Industry
Ecosystem
Market
Ecosystem
Business
Model
(Canvas)
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)

5.
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Business
Model
(Canvas)
at
a
Certain
Point
in
Time
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
PoliTcal;
Economic;
Social;
Technological;
Legal;
InternaTonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Business
Model
(Canvas/Cycle/System)

6. Environment
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
5
Phases
of
Business
Model
(“Con6nents”/Lean
Startup)
Cycle
Problem
Plan
Build
Measure
Learn

7. Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Classic
Business
Model
(Canvas)
at
a
Certain
Point
in
Time
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
PoliTcal;
Economic;
Social;
Technological;
Legal;
InternaTonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Problem
Plan
Build
Measure

8. 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.
rodkuhnhking@gmail.com
&
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)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
con>nuously
learn
(to
increase
customers,
perf.
or
shared
value)?
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Global
Business
Model
(GBM)
Canvas
Worksheet
Focusing
on
Details
of
Business
Model
(Canvas)
Including
“Learn”
Block

9. Environment
Key
Ac>vi>es
(KA)
Key
Partners
(KP)
Key
Resources
(KR)
Value
Proposi>on
(VP)
Pain:
Cost
Structure
(C$)
Delight:
Revenue
Streams
(R$)
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
con>nuously
learn
(to
increase
customers,
perf.
or
shared
value)?
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
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)

10. 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)
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
S:
Shared
Value
(Mission/Vision)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
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’

11. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Environment
Global
Business
Model
(GBM)
Canvas:
Worksheet
Worksheet
Focusing
on
the
Four
“Walls”
of
the
Business
Model
Environment
(BME)
Business
Model
(Canvas)

12. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
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
Business
Model
(Canvas)
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

13. 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)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing
Industry
Ecosystem
(Industry/Rivalry/
Strengths/Weaknesses/
OpportuniTes/Threats/Risks)

14. 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?
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing

15. Global
Business
Model
(GBM)
Plan:
Project
Tasks
of
Successful
Entrepreneurs
and
Businesses

16.
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.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing

17.
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)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h=p://businessmodels.ning.com
&
h=p://twi=er.com/RodKuhnKing

18. How
to
Prepare
A
Global
Business
Model
(GBM)
Plan
For
Business
(Startup)
Projects?

19.
Global
Business
Model
(GBM)
Checklist
Management

20. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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”
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Environment
Business
Model
(Canvas)
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”

21. 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
Pain:
Cost
Structure
(C$)
Determine
and
test
Customer
AcquisiTon
Cost
Determine
LifeTme
Value
of
Customer
Determine
expense
model
Determine
‘cost’
of
partnership
Delight:
Revenue
Streams
(R$)
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.
rodkuhnhking@gmail.com
&
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”
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q Document
and
reflect
on
performance:
What
we
thought/What
we
did/What
we
learned/What
next
to
do
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Global
Business
Model
(GBM)
Canvas:
Checklist
of
AcTviTes/Tasks/“To
Do”

22. Designer’s
Arrow
of
Time
Another
PerspecTve
of
The
Global
Business
Model
(GBM)
Plan
“Design
or
frame
any
object
in
space
and
5me”

23. 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
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
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.
rodkuhnhking@gmail.com
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)
ENTROPY
(Chaos/FricTon/Obstacles)
(Historical
Facts/Memory)
Short/Medium/Long-­‐term

24. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Music
Player
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
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.
rodkuhnhking@gmail.com
Music
Player
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)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

25. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Smartphone
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Smartphone
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Smartphone
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Smartphone
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

26. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Newspaper
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Newspaper
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Newspaper
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Newspaper
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

27. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Marke6ng
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
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.
rodkuhnhking@gmail.com
Marke>ng
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)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

28. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Bicycle
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
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.
rodkuhnhking@gmail.com
Bicycle
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)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

29. 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”
Design
(“Doing”)
Future
“Buying
Shoes”
Design
(“To
Do”)
(Historical
Facts/Memory)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Buying
Shoes
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
“Buying
Shoes”
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
“Buying
Shoes”
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
“Buying
Shoes”
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

30. 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”
Design
(“Doing”)
Future
“Cleaning
Floor”
Design
(“To
Do”)
(Historical
Facts/Memory)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Cleaning
Floor
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
“Cleaning
Floor”
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
“Cleaning
Floor”
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
“Cleaning
Floor”
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

31. 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
Design
(“Doing”)
Future
Entrepreneurship
Design
(“To
Do”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Entrepreneurship
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Entrepreneurship
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Entrepreneurship
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Entrepre-­‐
neurship
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

32. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Banking
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Banking
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Banking
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
Banking
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

33. 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
Design
(“Doing”)
Future
USA
Design
(“To
Do”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
USA
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
USA
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
USA
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
USA
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

34. 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
Design
(“Doing”)
Future
PoliTcal
Campaign
Design
(“To
Do”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Poli6cal
Campaign
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
PoliTcal
Campaign
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Poli>cal
Campaign
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)
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)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

35. 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”)
(Historical
Facts/Memory)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
CAREER
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
CAREER
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
CAREER
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
CAREER
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

36. 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”)
(Real-­‐Tme
Facts/Prototypes)
(Hypotheses/Plans)
OBJECT
(Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
YOU
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
YOU
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
YOU
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)
Mission/Vision/
Purpose/Ideals/
Goal/Job
To
Be
Done/
Shared
Value
Proposi>on/
Ideal
Final
Result/
Shared
Happiness
For
YOU
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term

37. 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)
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Industry
Ecosystem
(Supply)
Market
Ecosystem
(Demand)
Object
Design
Cycle
(Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean
Startup
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
Object
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)
(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)
(Historical
Facts/Memory)
ENTROPY
(Chaos/FricTon/Obstacles)
Short/Medium/Long-­‐term