What is the Ultimate Business Tool (UBT)? Is it the 1-Page Business Plan, Business Model Canvas, Lean Canvas, or Balanced Scorecard? My research indicates that the Ultimate Business Tool is none of the above. The closest to the ultimate tool is Mathew May's Play-To-Win Strategy Canvas. Going beyond the Play-To-Win Strategy Canvas is the RODopoly Gameboard which holistically answers the seven RODopoly questions. These questions are based on many ideas including Roger Martin's cascade of 5 Strategy Questions as well as Porter's Five Forces and Brandenburger & Nalebuff's Value Net. With regard to the Ultimate Business Tool, I'd nominate the Seven RODopoly Questions, for the right questions are more important than the tools. Without questions, tools do not have much relevance. Questions define the goal or Job To Get Done (JTGD) of tools. Albert Einstein once said, "The important thing is not to stop questioning." What more can I say?

1. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1-­‐Page
Bus.
Plan
Bus.
Model
Canvas
Lean
Canvas
Balanced
Scorecard
RODopoly
Galaxy
1
What
is
our
issue/problem/winning
aspira?on?
Mission/
Vision/
ObjecPve
Problem
SoluPon
Vision
Problem/
Mission/
Vision/Val.
2
Where
do
we
play?
Customer/
Channels/
RelaPonship
Customer/
Channels
Customer
Perspec?ve
Market
Segment
(Customer)
3
How
best
do
we
win?
Strategy/
Product/
AcPon
Plan
Value
ProposiPon
(Product)
Value
Proposi-­‐
Pon
Strategy
Strategy
(Project
Roadmap)
4
What
capabili?es
are
in
place?
AcPviPes/
Resources
Process/
Learning
Suppliers
(Competence)
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Cost
Structure/
Revenue
Streams
Metrics/
Cost/
Revenue
Streams
Financial
Perspec?ve
Suppliers
(Learning/
Profit
Model)
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Unfair
Advantage
CompePtors
(Alterna<ve
Products)
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
(Partners)
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Business
and
Customer
Problem
Solving
Tools
“Rapidly
Get
Projects
Done”

2. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1-­‐Page
Bus.
Plan
Bus.
Model
Canvas
Lean
Canvas
Balanced
Scorecard
RODopoly
Galaxy
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
Mission/
Vision/
ObjecPve
Problem
SoluPon
Vision
Problem/
Mission/
Vision/Val.
2
Product-­‐Market
Fit
Where
do
we
play?
Customer/
Channels/
RelaPonship
Customer/
Channels
Customer
Perspec?ve
Market
Segment
(Customer)
3
How
best
do
we
win?
Strategy/
Product/
AcPon
Plan
Value
ProposiPon
(Product)
Value
Proposi-­‐
Pon
Strategy
Strategy
(Project
Roadmap)
4
What
capabili?es
are
in
place?
AcPviPes/
Resources
Process/
Learning
Suppliers
(Competence)
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Cost
Structure/
Revenue
Streams
Metrics/
Cost/
Revenue
Streams
Financial
Perspec?ve
Suppliers
(Learning/
Profit
Model)
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Unfair
Advantage
CompePtors
(Alterna<ve
Products)
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
(Partners)
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Business
and
Customer
Problem
Solving
Tools
“Rapidly
Get
Projects
Done”

3. The
7
RODopoly
Ques?ons:
A
Unified
Strategy
Matrix
for
Leaders,
Managers,
and
Entrepreneurs

4. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
2
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“Rapidly
Get
Projects
Done”

5. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
Problem
(Defects)
Causes
(Needs)
Trade-­‐off
(B.U.M.P.)
Harmful
Effects
Stuck-­‐/
Sadness
Crisis/
VUCA
Criteria
Diagnosis
Aspira?on
Vision
Values
Mission
2
Where
do
we
play?
Custom-­‐
er/Rel./
Channel
Market
Seg-­‐
ment
Arena/
OpPon
Space
Job
To
Get
Done
Brand/
Ideo-­‐
logy
Sector/
Region/
Locality
3
How
best
do
we
win?
Value
Proposi-­‐
<on
Strategy
(Project
Roadmap)
Goal/
ObjecPve:
Experiment
Ideal
Solu<on
(MVP)
Culture
(War-­‐
gaming)
Change/
SWOT/
Policy
4
What
capabili?es
are
in
place?
Team/
Ac<vi<es
Supplier
(Enterp.)
Core
Compet.
OTHER
Loop
AdapPve
Habits
Passion/
Agility
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Learning
(Cost/
Revenue)
Supplier
(Enterp.
Metrics)
Profit
Model
Improv.
Profit
Model
Inno.
Structure
&
Trend-­‐
spocng
Compe-­‐
Pve
Intel-­‐
ligence
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Subs<-­‐
tutes
Compe-­‐
?tors
Analogs/
AnPlogs
Value
Net
Ind.
Eco-­‐
system
Value
Network
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
Synergy
Co-­‐
opePPon
Co-­‐evo-­‐
luPon
Collabo-­‐
raPon
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“Rapidly
Get
Projects
Done”

6. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
Problem
(Defects)
Causes
(Needs)
Trade-­‐off
(B.U.M.P.)
Harmful
Effects
Stuck-­‐/
Sadness
Crisis/
VUCA
Criteria
Diagnosis
Aspira?on
Vision
Values
Mission
2
Where
do
we
play?
Custom-­‐
er/Rel./
Channel
Market
Seg-­‐
ment
Arena/
OpPon
Space
Job
To
Get
Done
Brand/
Ideo-­‐
logy
Sector/
Region/
Locality
3
How
best
do
we
win?
Value
Proposi-­‐
<on
Strategy
(Project
Roadmap)
Goal/
ObjecPve:
Experiment
Ideal
Solu<on
(MVP)
Culture
(War-­‐
gaming)
Change/
SWOT/
Policy
4
What
capabili?es
are
in
place?
Team/
Ac<vi<es
Supplier
(Enterp.)
Core
Compet.
OTHER
Loop
AdapPve
Habits
Passion/
Agility
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Learning
(Cost/
Revenue)
Supplier
(Enterp.
Metrics)
Profit
Model
Improv.
Profit
Model
Inno.
Structure
&
Trend-­‐
spocng
Compe-­‐
Pve
Intel-­‐
ligence
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Subs<-­‐
tutes
Compe-­‐
?tors
Analogs/
AnPlogs
Value
Net
Ind.
Eco-­‐
system
Value
Network
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
Synergy
Co-­‐
opePPon
Co-­‐evo-­‐
luPon
Collabo-­‐
raPon
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Le^
Brain
Problem
Solving:
HOW
Right
Brain
Problem
Solving:
WHY
“Rapidly
Get
Projects
Done”

7. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
Problem
(Defects)
Causes
(Needs)
Trade-­‐off
(B.U.M.P.)
Harmful
Effects
Stuck-­‐/
Sadness
Crisis/
VUCA
Criteria
Diagnosis
Aspira?on
Vision
Values
Mission
2
Product-­‐Market
Fit
Where
do
we
play?
Custom-­‐
er/Rel./
Channel
Market
Seg-­‐
ment
Arena/
OpPon
Space
Job
To
Get
Done
Brand/
Ideo-­‐
logy
Sector/
Region/
Locality
3
How
best
do
we
win?
Value
Proposi-­‐
<on
Strategy
(Project
Roadmap)
Goal/
ObjecPve:
Experiment
Ideal
Solu<on
(MVP)
Culture
(War-­‐
gaming)
Change/
SWOT/
Policy
4
What
capabili?es
are
in
place?
Team/
Ac<vi<es
Supplier
(Enterp.)
Core
Compet.
OTHER
Loop
AdapPve
Habits
Passion/
Agility
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Learning
(Cost/
Revenue)
Supplier
(Enterp.
Metrics)
Profit
Model
Improv.
Profit
Model
Inno.
Structure
&
Trend-­‐
spocng
Compe-­‐
Pve
Intel-­‐
ligence
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Subs<-­‐
tutes
Compe-­‐
?tors
Analogs/
AnPlogs
Value
Net
Ind.
Eco-­‐
system
Value
Network
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
Synergy
Co-­‐
opePPon
Co-­‐evo-­‐
luPon
Collabo-­‐
raPon
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Le^
Brain
Problem
Solving:
HOW
Right
Brain
Problem
Solving:
WHY
“Rapidly
Get
Projects
Done”

8. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
Problem
(Defects)
Causes
(Needs)
Trade-­‐off
(B.U.M.P.)
Harmful
Effects
Stuck-­‐/
Sadness
Crisis/
VUCA
Criteria
Diagnosis
Aspira?on
Vision
Values
Mission
2
Product-­‐Market
Fit
Where
do
we
play?
Custom-­‐
er/Rel./
Channel
Market
Seg-­‐
ment
Arena/
OpPon
Space
Job
To
Get
Done
Brand/
Ideo-­‐
logy
Sector/
Region/
Locality
3
How
best
do
we
win?
Value
Proposi-­‐
<on
Strategy
(Project
Roadmap)
Goal/
ObjecPve:
Experiment
Ideal
Solu<on
(MVP)
Culture
(War-­‐
gaming)
Change/
SWOT/
Policy
4
What
capabili?es
are
in
place?
Team/
Ac<vi<es
Supplier
(Enterp.)
Core
Compet.
OTHER
Loop
AdapPve
Habits
Passion/
Agility
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Learning
(Cost/
Revenue)
Supplier
(Enterp.
Metrics)
Profit
Model
Improv.
Profit
Model
Inno.
Structure
&
Trend-­‐
spocng
Compe-­‐
Pve
Intel-­‐
ligence
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Subs<-­‐
tutes
Compe-­‐
?tors
Analogs/
AnPlogs
Value
Net
Ind.
Eco-­‐
system
Value
Network
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
Synergy
Co-­‐
opePPon
Co-­‐evo-­‐
luPon
Collabo-­‐
raPon
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Management
Problem
Solving:
HOW
Leadership
Problem
Solving:
WHY
“Rapidly
Get
Projects
Done”

9. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
Problem
(Defects)
Causes
(Needs)
Trade-­‐off
(B.U.M.P.)
Harmful
Effects
Stuck-­‐/
Sadness
Crisis/
VUCA
Criteria
Diagnosis
Aspira?on
Vision
Values
Mission
2
Product-­‐Market
Fit
Where
do
we
play?
Custom-­‐
er/Rel./
Channel
Market
Seg-­‐
ment
Arena/
OpPon
Space
Job
To
Get
Done
Brand/
Ideo-­‐
logy
Sector/
Region/
Locality
3
How
best
do
we
win?
Value
Proposi-­‐
<on
Strategy
(Project
Roadmap)
Goal/
ObjecPve:
Experiment
Ideal
Solu<on
(MVP)
Culture
(War-­‐
gaming)
Change/
SWOT/
Policy
4
What
capabili?es
are
in
place?
Team/
Ac<vi<es
Supplier
(Enterp.)
Core
Compet.
OTHER
Loop
AdapPve
Habits
Passion/
Agility
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Learning
(Cost/
Revenue)
Supplier
(Enterp.
Metrics)
Profit
Model
Improv.
Profit
Model
Inno.
Structure
&
Trend-­‐
spocng
Compe-­‐
Pve
Intel-­‐
ligence
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Subs<-­‐
tutes
Compe-­‐
?tors
Analogs/
AnPlogs
Value
Net
Ind.
Eco-­‐
system
Value
Network
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
Synergy
Co-­‐
opePPon
Co-­‐evo-­‐
luPon
Collabo-­‐
raPon
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
MANAGER:
Zooms
In
LEADER:
Zooms
Out
“Rapidly
Get
Projects
Done”

10. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
Problem
(Defects)
Causes
(Needs)
Trade-­‐off
(B.U.M.P.)
Harmful
Effects
Stuck-­‐/
Sadness
Crisis/
VUCA
Criteria
Diagnosis
Aspira?on
Vision
Values
Mission
2
Where
do
we
play?
Custom-­‐
er/Rel./
Channel
Market
Seg-­‐
ment
Arena/
OpPon
Space
Job
To
Get
Done
Brand/
Ideo-­‐
logy
Sector/
Region/
Locality
3
How
best
do
we
win?
Value
Proposi-­‐
<on
Strategy
(Project
Roadmap)
Goal/
ObjecPve:
Experiment
Ideal
Solu<on
(MVP)
Culture
(War-­‐
gaming)
Change/
SWOT/
Policy
4
What
capabili?es
are
in
place?
Team/
Ac<vi<es
Supplier
(Enterp.)
Core
Compet.
OTHER
Loop
AdapPve
Habits
Passion/
Agility
5
What
management
systems
and
profit
model
are
required
for
sustainability?
Learning
(Cost/
Revenue)
Supplier
(Enterp.
Metrics)
Profit
Model
Improv.
Profit
Model
Inno.
Structure
&
Trend-­‐
spocng
Compe-­‐
Pve
Intel-­‐
ligence
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Subs<-­‐
tutes
Compe-­‐
?tors
Analogs/
AnPlogs
Value
Net
Ind.
Eco-­‐
system
Value
Network
7
How
do
complementors
typically
deliver
value
or
happiness?
Partners
Comple-­‐
mentors
Synergy
Co-­‐
opePPon
Co-­‐evo-­‐
luPon
Collabo-­‐
raPon
MANAGER:
Zooms
In
LEADER:
Zooms
Out
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
“Rapidly
Get
Projects
Done”

11. Templates
for
The
7
RODopoly
Ques?ons:
A
Unified
Strategy
Matrix
for
Leaders,
Managers,
and
Entrepreneurs

12. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
WHY?
WHAT?
HOW?
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN

13. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
WHY?
WHAT?
HOW?
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN

14. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
WHY?
WHAT?
HOW?
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN

15. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
WHY?
WHAT?
HOW?
“MANAGER"
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
“LEADER”
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN

16. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
WHY?
(End)
WHAT?
(Ways)
HOW?
(Means)
“MANAGER"
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
“LEADER”
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN

17. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
WHY?
(End:
Spiritual/
Shared
Value)
WHAT?
(Ways:
Emo<onal/
Social;
Intellectual)
HOW?
(Means:
Physical)
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“MANAGER"
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
“LEADER”
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”

18. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
“ABRAINDEXTROUS”
PROBLEM
SOLVING
(APS):
Analy<c
Hierarchy
Process
LEFT
BRAIN
Problem
Solving:
AspiraPonal/Strategic
(MEANS:
LOGICAL)
RIGHT
BRAIN
Problem
Solving:
InspiraPonal/Visionary
(END:
EMOTIONAL)
WHY?
WHAT?
HOW?
MANAGER
Archetype
LEADER
Archetype
“Rapidly
Get
Projects
Done”

19. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
“ABRAINDEXTROUS”
PROBLEM
SOLVING
(APS):
Analy<c
Hierarchy
Process
LEFT
BRAIN
Problem
Solving:
AspiraPonal/Strategic
(MEANS:
LOGICAL)
RIGHT
BRAIN
Problem
Solving:
InspiraPonal/Visionary
(END:
EMOTIONAL)
WHY?
“Black
Hat”
Problem
Solving
“Yellow
Hat”
Problem
Solving
WHAT?
“Blue
Hat”
Problem
Solving
HOW?
“White
Hat”
Problem
Solving
“Green
Hat”
Problem
Solving
“Red
Hat”
Problem
Solving
MANAGER
Archetype
LEADER
Archetype
“Rapidly
Get
Projects
Done”

20. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
“ABRAINDEXTROUS”
PROBLEM
SOLVING
(APS):
Analy<c
Hierarchy
Process
LEFT
BRAIN
Problem
Solving:
AspiraPonal/Strategic
(MEANS:
LOGICAL)
RIGHT
BRAIN
Problem
Solving:
InspiraPonal/Visionary
(END:
EMOTIONAL)
WHY?
Aspira<onal
Problem
Solving
Inspira<onal
Problem
Solving
WHAT?
Strategic
Problem
Solving
HOW?
Bus.
Model
Problem
Solving
Conceptual
Problem
Solving
Visionary
Problem
Solving
MANAGER
Archetype
LEADER
Archetype
“Rapidly
Get
Projects
Done”

21. “LEAGER’S”
BRAIN
HOW?
NEOCORTEX
(“Manager”:
Gets
Projects
Done)
LIMBIC
BRAIN
(“Leader”:
Inspires
People;
Plans)
WHY?
WHAT?
HOW?
WHY?
WHAT?
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
PRODUCT:
Minimum
Viable
Product
(MVP)
Business
Model:
Hypotheses
Business
Model:
Facts
VISION:
Leap
of
Faith
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
PROBLEM/EFFECTS
Profit
Model
(Profit
Margin)
STRATEGY
(Job
To
Get
Done;
Value
Proposi<on)
HABIT

22. “LEAGER’S”
BRAIN
HOW?
NEOCORTEX
(“Manager”:
Gets
Projects
Done)
LIMBIC
BRAIN
(“Leader”:
Inspires
People;
Plans)
WHY?
WHAT?
HOW?
WHY?
WHAT?
Profit
Model
(Profit
Margin)
PRODUCT:
Minimum
Viable
Product
(MVP)
Business
Model:
Hypotheses
Business
Model:
Facts
STRATEGY
(Job
To
Get
Done;
Value
Proposi<on)
VISION:
Leap
of
Faith
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
PROBLEM/EFFECTS
O.T.H.E.R.
Loop
HABIT
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence

23. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
2
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“Rapidly
Get
Projects
Done”

24. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
2
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Le^
Brain
Problem
Solving:
HOW
Right
Brain
Problem
Solving:
WHY
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
“Rapidly
Get
Projects
Done”

25. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Le^
Brain
Problem
Solving:
HOW
Right
Brain
Problem
Solving:
WHY
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
“Rapidly
Get
Projects
Done”

26. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
MANAGER:
Zooms
In
LEADER:
Zooms
Out
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
“Rapidly
Get
Projects
Done”

27. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

28. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

29. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

30. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

31. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
Prob-­‐Soln
Fit
What
is
our
issue/problem/winning
aspira?on?
2
Product-­‐Market
Fit
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
Ecosystem
Fit
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

32. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
WHY?
What
is
our
issue/problem/winning
aspira?on?
2
HOW?
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
WHAT?
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

33. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
2
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

34. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup?on
(ROD)
Monopoly
Ques?ons
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
1
What
is
our
issue/problem/winning
aspira?on?
2
Where
do
we
play?
3
How
best
do
we
win?
4
What
capabili?es
are
in
place?
5
What
management
systems
and
profit
model
are
required
for
sustainability?
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
7
How
do
complementors
typically
deliver
value
or
happiness?
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….

35. Example

36. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Six
Sigma
Method
vs.
Lean
Startup
Method
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
SIX
SIGMA
METHOD
LEAN
STARTUP
METHOD
1
What
is
our
issue/problem/winning
aspira?on?
ExisPng
Product
Defects
High
failure
rate
of
startups
Zero
Defect
(6
Sigma)
Building
profitable
products
2
Where
do
we
play?
ExisPng
(paying)
customers
Unvalidated
customers:
to
be
discovered/validated
3
How
best
do
we
win?
Rapidly
eliminate
defects
(at
lowest
cost)
Rapid
iteraPon
and
accelerat-­‐
ed
customer
learning
4
What
capabili?es
are
in
place?
• Six
Sigma
Team(s)
• DMAIC
Loop/Process
Knowledge
about
method:
Build-­‐Measure-­‐Learn
Loop
5
What
management
systems
and
profit
model
are
required
for
sustainability?
• Control
Charts,
etc.
• Return
on
Invest.
• InnovaPon
AccounPng
• Unvalidated
profit
model
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
Increase
customer
saPsfacPon/Reduce
customer
complaints
InnovaPve/disrupPve
business
(profit)
models
7
How
do
complementors
typically
deliver
value
or
happiness?
Lean
Startup
Community
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Business
and
Customer
Problem
Solving
Tools
“Rapidly
Get
Projects
Done”

37. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
GE’s
FastWorks
Method
vs.
Lean
Startup
Method
7
RODopoly
Ques.ons
for
Winning
Purpose-­‐driven
Game
in
an
Industry
q Present
q Future
q Past
Item
RODopoly
(Universal
Project)
Ques?ons
FASTWORKS
METHOD
LEAN
STARTUP
METHOD
1
What
is
our
issue/problem/winning
aspira?on?
PROBLEM
STATEMENT
High
failure
rate
of
startups
LEAP
OF
FAITH
(VISION)
Building
profitable
products
2
Where
do
we
play?
(CUSTOMER
SEGMENT)
Unvalidated
customers:
to
be
discovered/validated
3
How
best
do
we
win?
STRATEGY;
MINIMUM
VIABLE
PRODUCT
(MVP)
Rapid
iteraPon
and
accelerat-­‐
ed
customer
learning
4
What
capabili?es
are
in
place?
PIVOT
OR
PERSEVERE?
(RESOURCES/PROCESS)
Knowledge
about
method:
Build-­‐Measure-­‐Learn
Loop
5
What
management
systems
and
profit
model
are
required
for
sustainability?
LEARNING
&
METRICS
• InnovaPon
AccounPng
• Unvalidated
profit
model
6
How
does
industry
(compe??on)
typically
capture/share
value
or
happiness?
InnovaPve/disrupPve
business
(profit)
models
7
How
do
complementors
typically
deliver
value
or
happiness?
Lean
Startup
Community
Project
(OrganizaPon:
Product/Service;
Team):
……………………………………..…………
Date:
…..………………….
Business
and
Customer
Problem
Solving
Tools
“Rapidly
Get
Projects
Done”

38. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
WHY?
(End:
Spiritual/
Shared
Value)
WHAT?
(Ways:
Emo<onal/
Social;
Intellectual)
HOW?
(Means:
Physical)
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
Golden
Triangle
for
Lean
Startups
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry

39. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
WHY?
(End:
Spiritual/
Shared
Value)
WHAT?
(Ways:
Emo<onal/
Social;
Intellectual)
HOW?
(Means:
Physical)
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“MANAGER"
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
“LEADER”
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
Golden
Triangle
for
Lean
Startups
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry

40. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
WHY?
(End:
Spiritual/
Shared
Value)
WHAT?
(Ways:
Emo<onal/
Social;
Intellectual)
HOW?
(Means:
Physical)
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“MANAGER"
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
“LEADER”
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
Golden
Triangle
for
Lean
Startups
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
STRATEGY
VISION
(Leap
of
Faith)
Business
Model
(Hypotheses)

41. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
WHY?
(End:
Spiritual/
Shared
Value)
WHAT?
(Ways:
Emo<onal/
Social;
Intellectual)
HOW?
(Means:
Physical)
NEOCORTEX
(BRAIN)
LIMBIC
BRAIN
“MANAGER"
q Logical/Ra?onal
q Dialec?cal/Strategy
q Cri?cal/Analy?cal
q Rou?ne/Details
q Conven?on
q Efficiency/Short-­‐term
q Convergence
“LEADER”
q Emo?onal/Inspiring
q Vision/Empowering
q Intui?ve/Feelings
q Novelty/Big
Picture
q Disrup?on
q Effec?veness/Dream
q Divergence
GOLDEN
TRIANGLE:
“Simply
Inspire
People
and
Rapidly
Get
Projects
Done”
Golden
Triangle
for
Lean
Startups
6
“Abraindextrous”
Hats
for
Winning
Purpose-­‐driven
Game
in
an
Industry
Profit
Model
(ValidaPon)
PRODUCT:
MVP
(Project
Roadmap)
Business
Model
(Hypotheses)
Business
Model
(Problem)
STRATEGY
VISION
(Leap
of
Faith)

42. Appendix
:
OTHER
Loop

43. OTHER
Loop
Mother
Of
All
Tools
(MOAT)
for
Problem
Discovery
and
Solving
Rapidly
Translate
Vision
into
Reality
OTHER
Loop
(Universal
Problem
Solving)
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
R:
Reflect
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

44. OTHER
Loop
Mother
Of
All
Tools
(MOAT)
for
Problem
Discovery
and
Solving
Rapidly
Translate
Vision
into
Reality
OTHER
Loop
(Universal
Problem
Solving)
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
R:
Reflect
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

45. OTHER
Loop
Mother
Of
All
Tools
(MOAT)
for
Problem
Discovery
and
Solving
Rapidly
Translate
Vision
into
Reality
OTHER
Loop
(Universal
Problem
Solving)
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
R:
Reflect
Sheet
1
of
2
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

46. 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
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

47. 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
IdenPfy
or
Define
ExisPng
Problem/
SituaPon
(Bus
Model)
D:
Define
M:
Measure
P:
Plan
Empathize
Define
T:
Think
METHOD
Space
Explore/Make
Sense/
QuesPon/Categorize:
Root-­‐cause
Analysis
A:
Analyze
H:
Hypothesize
SOLUTION
Space
Theorize:
SoluPons/
AssumpPons/
PredicPons
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
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

48. 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
Renewal
Strategy
Ambidextrous
Environment
Applica?on
of
the
OTHER
Loop
to
Opera?onalizing
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con<nuous
Innova.on
Culture/Habit
RouPne
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
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing