2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Strategy, and Innovation Accounting

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This document presents the 4-Box Value Engine Map, which outlines 4 positioning strategies/business models for products, businesses, industries, or systems. The strategies are: Blue Ocean (value innovation), Red Ocean (commoditization), Luxury Spot (differentiation), and Disruptive Innovation (low cost and good enough). It also includes sections to identify the Big Urgent Market Pain, Job To Be Done, and Ideal Value Proposition.

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Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms. This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.

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This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale. PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.

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Today, Nearly every environment in business, war, and life can be described as exhibiting VUCA. Originated after the Cold War by the US Army War College, VUCA is an acronym that refers to Volatility; Uncertainty; Complexity; Ambiguity. On the basis of VUCA, the US military is transforming its paradigm of Strategic Planning. It now adopts the paradigm of Adaptive Planning & Execution (APEX). Presented in this document is a 1-Page Visual Template for facilitating APEX in war as well as in business and life.

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Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS

Rod King, Ph.D.

Today, many growing organizations are ambidextrous: they have improvement projects as well as innovation projects. The common wisdom as espoused by proponents such as Steve Blank is that improvement projects require different tools from innovation projects. This author humbly disagrees. Both improvement and innovation projects have the same goal: Continuous Pain Solving & Learning (CPSL). In improvement projects, CPSL deals with routine or "tame" pains. In innovation projects, deals with novel or "wicked" pains. A universal pain solving platform can therefore be used for discovering and managing both tame and wicked pains. In this presentation, the XP Gameboard is presented as a visual platform that can be used for CPSL in both improvement and innovation projects. The XP Gameboard is driven by the pain solving and learning cycle of PPDR: Pain-Plan_Do-Review. Real-life case studies are presented on how to use the PPDR Cycle.

Continuous Pain Solving & Learning (CPSL) for Ambidextrous Organizations: Use...

Rod King, Ph.D.

Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?

BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...

Rod King, Ph.D.

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The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented. In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.

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Rod King, Ph.D.

Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.

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Rod King, Ph.D.

Apple and Amazon are two of the world's biggest and most successful companies. What's their secret? Apple and Amazon may have more similarities than differences. A careful study of the business practices of Apple and Amazon reveals that they share a secret that is enshrined in the paradigm and methodology of "Working Backwards." A generic way of expressing that paradigm is as follows: "Start with an Awesome WHY. Then, work backwards to a HOW." This paradigm was expressed by the late Steve Jobs when he said, "Start with the customer and work backwards (to the technology)." Jobs was fond of saying that Apple's goal is to deliver an "insanely great (customer) experience." Jeff Bezos, the Founder and CEO of Amazon constantly advises, "Start with the customer and work backwards." In this presentation, visual tools are presented for facilitating application of the Working Backwards (WB) Stack as well as Gamification Methodology. The toolkit of the WB Gamification Methodology consists of tools including the template of the Ideal Press Release (IPR) Story and Ideal Product Press Release (IPPR) Story as well as the Business Model Engine (BME). An example on applying these tools is presented.

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This presentation features the Experiment or "XP" Gameboard, the function of which is to help organizations rapidly solve problems, learn, and get (risky) projects done. Two formats of the XP gameboard are presented: circular and tabular formats. The XP Gameboard is shown to be a visual platform that seamlessly integrates several tool for solving problems as well as documenting, organizing, managing, and planning projects. Use of the XP Gameboard is demonstrated with examples of projects in Sierra Leone as well as the USA.

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In 2005, W. Chan Kim & R. Mauborgne published "Blue Ocean Strategy." This book has sold over 2 million copies and is translated in over 40 languages. Lean Startups need Blue Ocean Strategy. However, over 99% of readers are struggling with how to translate Blue Ocean Theory into practice. The Business Model Yacht provides a visual tool for translating every aspect of Blue Ocean Theory & Strategy into a practice of iterative problem finding and solving as well as execution as in the Lean Startup approach. Here's a Business Model Yacht that visually tells the Red Ocean Disruption (ROD) story of Cirque du Soleil. One advantage of using a Business Model Yacht diagram is that the Strategy Canvas, Blue Ocean Strategy, and Tactics (4 ERIC actions) as well as Business (Profit/Revenue) Model can all be shown on a single page. http://goo.gl/YH8qJ0

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MAKE EDUCATION MORE RELEVANT TO THE NEEDS OF SOCIETY Today’s local and global environments are often described using the acronym of VUCA: Volatile; Uncertain; Complex; Ambiguous. However, our Global Problem Solving (GPS) systems are in crisis: the human race is increasingly not able to solve problems faster than the rate at which problems emerge. Just think about the pervasive problems of poverty, international terrorism and wars as well as global warming and apparently incurable diseases. So, what are we to do? In my opinion, we need a radical mindset and paradigm shift in education, teaching, and learning. We need to move from unitary and binary education systems to platform education systems. Our education system needs to focus on developing strong competencies in Genius Innovation & Polymathism (GIP) which consists of Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. Karl Popper, the Austrian-British Philosopher, once said, “All life is problem solving.” The logic of Popper’s statement is fairly simple: if humans or organizations fail to solve problems, life ceases to exist! So, how can humans or organizations rapidly increase their capacity to discover and solve problems? This presentation introduces the STEMCELL Innovation Pyramid as a framework and tool for visually facilitating Genius Innovation & Polymathism (GIP) which includes Accelerated Learning, Universal Problem Solving & Project Management (UPSPM), Value Innovation, and Consilience. The STEMCELLL Innovation Pyramid incorporates a framework for STEM, which is an acronym for Science; Technology; Engineering; Mathematics. STEM constitutes the "basic innovation needs" or foundation of the STEMCELL Innovation Pyramid which can be viewed from multi-stakeholder perspectives, e.g., Investor; Customer; Enterprise (ICE). STEMCELL, which was coined by Dr. Rod King, is an acronym for Science; Technology; Engineering; Mathematics; Culture; Entertainment; Language; Literature. The CELL constitutes "peripheral innovation needs." It can be said that the CELL concentrates on the "Why" while the STEM concentrates on the "How" of Innovation. The STEMCELL Innovation Pyramid illustrates the why, what, and how of gaining sustainable innovation advantage in today's VUCA environment. Consequently, the STEMCELL Innovation Pyramid can be used as a tool for designing, presenting, and managing STEMCELL projects/experiments. The presentation also contains a comparison of the framework of STEM and STEMCELL Innovation education. Also featured in the presentation is the Small Multiplication Galaxy as an example of the approach of STEMCELL Innovation Pyramid Education which contrasts the approach of the traditional Multiplication Table in STEM Education. The Small Multiplication Galaxy presents a Discovery-driven and Gamification Approach to mastering multiplication in a simpler, faster, funner, and scalable manner.

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The Problem Solving Envelope is a visual template for Universal Problem Solving (UPS). The Problem Solving Envelope can be used to collaboratively document and organize ideas as well as discover and solve problems in any domain or discipline. In essence, the Problem Solving Envelope visually presents a TIMELINE in two formats: Classic Time - PAST (Problem Space); PRESENT (Method/Implementation Space); FUTURE (Solution Space). Space-Time - ENVIRONMENT (Creative LifeSpace - this is based on Kurt Lewin's Field Theory; Creative Lifespace represents the total environmental space in the past/present/future). My theory is that "Genius Workers" such as Steve Jobs deliberately use these spaces of time to fluidly organize ideas; discover, analyze, and solve problems; get things done. http://goo.gl/CwmjVq

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The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world. In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management. Which business model (ecosystem) mapping tool is your favorite? And why? What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems? We look forward to hearing from you. Best regards.

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It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method. http://goo.gl/m3iGdI

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"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory. To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method. Have fun! http://goo.gl/zsgl4k ### P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?

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How does one generate ideas for scalable startups such as Google, Facebook, and SnapChat? This presentation showcases the Universal Problem Solving (UPS) Canvas which can be used to start generating, presenting, and managing ideas for scalable startups. The core message of the presentation is that "scalable ideas" are best generated by starting with a big "Problem To Be Solved (PTBS)." http://goo.gl/UXM5eT

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It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt. This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean. http://goo.gl/j0rc4V

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To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology. Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U . http://goo.gl/0tVWqd

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This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.

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Introduced by Robert Kaplan and David Norton in the early 1990's, the Balanced Scorecard (BSC) is a popular tool for performance management. However, the Balanced Scorecard is mainly used by large organizations or corporations. One reason may be that the Balanced Scorecard is inaccessible by many entrepreneurs and startups as well as small and medium businesses because of its apparent complexity and level of detail. This presentation introduces the Balanced Scorecard (BSC) Envelope which is a simpler, funner, and versatile variant of the traditional Balanced Scorecard. The BSC Envelope, which targets non-users of the Balanced Scorecard, can interactively be used with index cards, Post-Its, and ordinary paper. A unique aspect of the Balanced Scorecard Envelope is that it focuses on answering the four questions of WHY, WHO, WHAT, and HOW before focusing on the four traditional questions of the Balanced Scorecard. The Balanced Scorecard Envelope also introduces the process of the OTHER Loop and DOMTI Attributes for the WHY, WHO, WHAT, and HOW of any project. Note that OTHER is an acronym for Observe, Think, Hypothesize, Experiment, and Reflect. DOMTI is an acronym that stands for Description, Objectives, Measures, Targets, and Initiatives. What do you think?

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This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).

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When you were a kid, what was your favorite fairy tale? Cinderella? Pied Piper of Hamelin? Little Red Riding Hood? Pinocchio? Imagine for a moment … Imagine … What made your favorite fairy tale so memorable? I guess that in every case, our answer is in one word: Drama! In today’s world of information explosion and big data, stories are becoming ever important for people to quickly make sense out of a deluge of information. As I noted a while ago, people quickly forget about presentations that contain detailed information and data. However, the memories and feelings of engaging stories could last for a lifetime. In today’s world of hyper-competition, information explosion, and big data, our best chance of standing out in the crowd is to create and present memorable stories. But, how can one simply create dramatic and memorable business stories? W. Chan Kim and Renee Mauborgne, in their bestselling business book “Blue Ocean Strategy,” provide entertaining stories of how Blue Ocean startups disrupted established Red Ocean companies. Who can forget Kim & Mauborgne’s intriguing stories of Cirque du Soleil vs. Ringling Brothers & Barnum and Bailey Circus; Southwest Airlines vs. Established Long Haul Airlines; Yellow Tail Wine vs. Premium and Budget Wines? At the heart of every Blue Ocean story is the archetypal conflict of Top Dog (“Villain” in Red Ocean) vs. Underdog (“Hero” in Blue Ocean); in biblical terms: Goliath vs. David. At the heart of every Blue Ocean story is the archetypal Hero’s Journey which involves transformation or disruption of the Red Ocean. In Blue Ocean stories, the Top Dog and Underdog initially compete for the attention and wallet of Dissatisfied Customers and/or Non-customers. Consequently, the Top Dog, Underdog, and Dissatisfied Customer constitute a triangle which I am referring to as the “War Triangle.” In short, the Top Dog, Underdog, and Dissatisfied Customer are engaged in a Business War Game. The War Triangle underscores the importance of strategy and tactics of players to deliver awesome customer experiences in a business war game. The War Triangle (Dissatisfied Customer-Top Dog-Underdog) is directly inspired and corresponds to Stephen Karpman’s Drama Triangle (Victim-Persecutor-Rescuer) for illustrating the dynamics of relationships in dysfunctional teams. In his seminal publication on “Fairy Tales and Script Drama Analysis”, Karpman argues that the memorability of fairy tales such as in Little Red Riding Hood, Cinderella, and Pied Piper of Hamelin is driven by the conflict, dysfunctionality, or chaos that is inherent in the Drama Triangle. Here, the inevitable conclusion is that the inherent dynamics and surprise of the Drama Triangle as well as War Triangle account for the engagement and memorability of Blue Ocean stories. http://goo.gl/myfFcF

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