1. Virtual Ocean Strategy – the way to reset
strategies with a purpose driven
“traditional industry structures & resource
constraints are irrelevant” mindset?
(Draft For Discussion Purposes Only )
Charles Prabakar
Executive Global Partner/Managing Director
Willis Consulting LLC

2. “Virtual Ocean Strategy ” at a glance…
Situation Complication Resolution
 While the phrase  Lack of an Integrated systemic  We suggest a contrarian
“strategy reset” means mindset within the three purpose Deconstructionanist/
different things to dimensions of leadership, hybrid approach
different companies, strategy & innovation. (between Red ocean and
most strategy Blue Ocean) with a
 Lack of an agreed upon
practitioners agree, that “Virtual Ocean” mindset
purpose statement.
there are not many “–by resetting company’s
comprehensive purpose statement (vision,
 Lack of the purpose seed not
approaches available being germinated properly (in mission, values, codes and
within the market place spirit and essence) into an BHAG ), using nature’s
designed to reset both organization with a unique Seedal chain principle
the strategic plan, and culture with a unique DNA”. (Seed-Season-Sequel),
“design of the business with a “traditional industry
purpose seed”,  Lack of an approach with a structures and resource
simultaneously , with an “tearing down the walls of constraints are irrelevant”
industry structures”
integrated/systemic mindset along with a
mindset”, to meet the multi dimensional
 Lack of a multi dimensional
ever changing business balancing model, as opposed balancing model in the
needs of the 21st century to the traditional 2D “value- five dimensions of value,
social media driven cost” balancing model ( i.e. cost, velocity, growth and
connected world! tradeoff in ROS and “doing purpose.
both” in BOS).
Lack of an Integrated systemic mindset within the three purpose dimensions of
leadership, strategy & innovation, is the #1 reason, why most strategy resets, do
not yield its intended outcome!

3. How does VOS stack up against BOS and ROS within this MBA framework?
MBA Step Red Ocean Blue Ocean Virtual Ocean
Compete Dive deeper, in Fly faster into the virtual
aggressively in order to tap the space, in order to tap the
order to grab untapped value untapped value, by doubling
Motivation value from within an existing the size of the value pie, using
competitors, value ocean pie. our firm’s VOS, VRE, Capitalism
within an existing Plus, Purpose Innovation and
value ocean pie. VizPlanet platforms.
Beat the Make competition Make traditional Industry
Belief competition at irrelevant. structures and resource
any cost. constraints irrelevant.
Trade-off value Balance value Balance the five dimensional
Action and cost. and cost. value cycle i.e. “value-cost-
velocity-growth-purpose”
using five value stations (4
BSC+ purpose).
Stacking strategy frameworks with an MBA lens, not only helps us to diagnose &
prescribe effective and efficient strategies, but also, helps us to prioritize, where we
need to spend our time & energy (i.e. which step within MBA) to maximize value!

4. Virtual Ocean Strategy (VOS)
Using Nature’s Seedal Chain (Seed-Season-Sequel) Principle
1 2 3
Design the Business by Plan using the Integrated Three
resetting the Triune Purpose Track Seasonality (Leadership, Execute/Reap with the Triune
Strategy and Innovation) driven Shared Value (TSV) driven
Seed (vision, mission,
values, codes and BHAG) “Industry structure is irrelevant” “collaborative heartbeat” for
mindset the best outcome (Sequel)
Triune Purpose Frameworks (TPF) creating Triune Shared Value (TSV)
TPF’s Purpose Driven Profit Commercializat Triune Purpose Frameworks (TPF) creating Triune Shared Value (TSV)
Leadership(PDL) Culture Framework ion/ TPF’s Purpose Driven
THE SINUSOIDAL TRIO© – OUR PURPOSE
Commodity Leadership(PDL) Culture Framework
Financial
PDL© IN ACTION
DRIVEN LEADERSHIP (PDL©) FRAMEWORK
PURPOSE
Value- Iterate it
Faith/Trust Love/Empathy THE SINUSOIDAL TRIO© – OUR PURPOSE PDL© IN ACTION
1 DRIVEN LEADERSHIP (PDL©) FRAMEWORK
Crest 3 Crest
PURPOSE
Faith/Trust Love/Empathy
Mindset/ 4 Service & Heartbeat/ 1
Talent 5 Value Wisdom Crest 3 Crest
Mindset/ 4 Service & Heartbeat/
Talent 5 Value Wisdom
2
Know-
Trough Inspiration
how Hope/Aspire (“BE”)
Body Space/Skill
(“KNOW”) 2
Know-
Trough Inspiration
Action how Hope/Aspire (“BE”)
Body Space/Skill
Drivers (“KNOW”)
(“DO”)
Action
PDL’s “LOVE”,”FAITH”,“HOPE” Portfolios align1:1 with the “BE”, “KNOW”,
“DO” focus areas of WestPoint Leadership Framework as well.
Shareholder Value= Profit x Drivers
(“DO”)
CV= (1-g/ROIC)/ (WACC-g)
PDL’s “LOVE”,”FAITH”,“HOPE” Portfolios align1:1 with the “BE”, “KNOW”,
“DO” focus areas of WestPoint Leadership Framework as well.
Leadership Jobs-to-be ROIC=
done/Price
Leadership
(Creator/ Margin x
Orchestrator) (Creator/
Velocity
Value Orchestrator)
TPF’s Purpose Driven
“Jobs-To-
Customer
Portfolio-Thread View TPF’s Purpose Driven Chain TPF’s Purpose Driven
(PTV) based Strategic TPF with Innovation Portfolio Be-Done” Theme It Incubator
Portfolio-Thread View
(PTV) based Strategic TPF with
TPF’s Purpose Driven
Innovation Portfolio
Planning Framework its Triune (PIP) Framework Value – Planning Framework (PIP) Framework
Value – Test its Triune
4. The EPP, CPP & PIP 3. The radial orbit with 5
Purpose Purpose Innovation Model Using “Balancing Opposites”
Ideate it
Purpose Purpose Innovation Model Using “Balancing Opposites”
frameworks uncover perspectives and 6
it
For More Info – Read On…
4. The EPP, CPP & PIP 3. The radial orbit with 5
the winning paths. dilemmas, take charge. http://strategywithapurpose.b Purpose Innovation frameworks uncover perspectives and 6 For More Info – Read On…
Seed
logspot.com/2010/10/transfor
P6-P9 ming-so-what-opposites-in-to-
the winning paths. dilemmas, take charge. http://strategywithapurpose.b Purpose Innovation
Seed
logspot.com/2010/10/transfor
so.html
P6-P9 ming-so-what-opposites-in-to-
so.html
Strategy Innovation
5. Value
Strategy Innovation
(fruits) are P2-P5 Core Edge 5. Value
reaped/ (fruits) are P2-P5 Core Edge
2. Invisible
(Redeemer/ (Encourager/
reinvested & reaped/
sub-instructions 2. Invisible
(Redeemer/ (Encourager/
the radial reinvested &
in the form of sub-instructions
orbit flow the radial
experience & in the form of
orbit flow
Sustainer) Disruptor)
continues… experience &
capability pools
Growth
Something
Sustainer) Disruptor)
Something continues…
P10 are identified that that capability pools Something Something
transforms
P10 are identified that that
and placed on supports
transforms
The five invisible instructions the radial orbit rather than rather than and placed on supports
1. Purpose The five invisible instructions rather than rather than
that that 1. Purpose the radial orbit
/Learning/
Seed grows in P1 framework. supports! that that
transforms! Seed grows in P1 framework.
Culture
to a systemic transforms! supports!
Culture
to a systemic
organization.
1 2 3 4 5 organization.
Transforming “So What” opposites in to “So That” Strategy called Purpose 1 2 3 4 5 Transforming “So What” opposites in to “So That” Strategy called Purpose
Collaboratio
Innovation using the “forces of attraction” based Pull Value Chain is the way to go! Innovation using the “forces of attraction” based Pull Value Chain is the way to go!
*WACP= Weighted Average *WACP= Weighted Average
Cost of Purpose Vision /Seed n Cost of Purpose
Lead with the Purpose Culture, Strategize from the Core & Innovate with the Edge! Value – Slot it g Lead with the Purpose Culture, Strategize from the Core & Innovate with the Edge!
Purpose manifesting as Purpose resulting in as
Energy Purpose manifesting as Triune Shared Value
Value
Reset the purpose seed with a “seedal chain” spirit, formulate the strategy with
an integrated seasonality driven “industry structure is irrelevant” mindset, and
execute and reap with a TSV driven “collaborative heartbeat(sequel)”, thus
increasing the size of the value pie by multi-fold!

5. 1 Design the Business by resetting the Triune Purpose Seed using leadership,
strategy and Innovation Frameworks
TPF’s Purpose Driven
Leadership(PDL) Culture Framework
THE SINUSOIDAL TRIO© – OUR PURPOSE PDL© IN ACTION
DRIVEN LEADERSHIP (PDL©) FRAMEWORK
PURPOSE
Faith/Trust Love/Empathy
Crest 1 3 Crest
Mindset/ 4 Service & Heartbeat/
Talent 5 Value Wisdom
2
Know-
Trough Inspiration
how Hope/Aspire (“BE”)
Body Space/Skill
(“KNOW”)
Action
Drivers
(“DO”)
PDL’s “LOVE”,”FAITH”,“HOPE” Portfolios align1:1 with the “BE”, “KNOW”,
“DO” focus areas of WestPoint Leadership Framework as well.
Leadership
(Creator/
Orchestrator)
TPF’s Purpose Driven
Portfolio-Thread View TPF’s Purpose Driven
(PTV) based Strategic TPF with Innovation Portfolio
Planning Framework its Triune (PIP) Framework
Purpose
4. The EPP, CPP & PIP 3. The radial orbit with 5 Purpose Innovation Model Using “Balancing Opposites”
frameworks uncover perspectives and 6 For More Info – Read On…
the winning paths. dilemmas, take charge. http://strategywithapurpose.b Purpose Innovation
Seed
logspot.com/2010/10/transfor
P6-P9 ming-so-what-opposites-in-to-
so.html
Strategy Innovation
5. Value
(fruits) are P2-P5 Core Edge
reaped/
2. Invisible
(Redeemer/ (Encourager/
reinvested &
sub-instructions
the radial
in the form of
orbit flow
experience &
Sustainer) Disruptor)
continues…
capability pools Something Something
P10 are identified that that
and placed on supports transforms
The five invisible instructions the radial orbit rather than rather than
1. Purpose that
P1 framework. that
Seed grows in supports!
transforms!
Culture
to a systemic
organization.
1 2 3 4 5 Transforming “So What” opposites in to “So That” Strategy called Purpose
Innovation using the “forces of attraction” based Pull Value Chain is the way to go!
*WACP= Weighted Average
Cost of Purpose
Lead with the Purpose Culture, Strategize from the Core & Innovate with the Edge!

6. 2 Plan usingwith the TriuneTrack Seasonality driven Cyclical VOS Frameworks
Execute Integrated 3 Shared Value (TSV) mindset for the best Sequel
Profit
5. Commercialization/
5.Financi Commodity Value-
al Iterate it –(Fertile Land)
Shareholder Value= Profit x
Cust. Value= (1-g/ROIC)/ (WACC-g)
Jobs-to-be ROIC=
done/Price
1. Purpose Margin x
Velocity
2.Customer
4.Value
2. “Jobs-To- Chain
Be-Done”
Value – 1. Theme It 4. Incubator
Ideate it Value – Test it
(Hard Land ) – (Weedy
Land)
3.Growth
3. Vision Value – /Learning/
Slot it Collaboratio Legend :
Green – Leadership Track
(Shallow Land) n Purple – Innovation Track
g Black – Strategy Track

7. 3 Execute with the Triune Shared Value (TSV) mindset for the best VOS Sequel
TPF’s Purpose Driven
Leadership(PDL) Culture Framework
THE SINUSOIDAL TRIO© – OUR PURPOSE PDL© IN ACTION
DRIVEN LEADERSHIP (PDL©) FRAMEWORK
PURPOSE
Faith/Trust Love/Empathy
Crest 1 3 Crest
Mindset/ 4 Service & Heartbeat/
Talent 5 Value Wisdom
2
Know-
Trough Inspiration
how Hope/Aspire (“BE”)
Body Space/Skill
(“KNOW”)
Action
Drivers
(“DO”)
PDL’s “LOVE”,”FAITH”,“HOPE” Portfolios align1:1 with the “BE”, “KNOW”,
“DO” focus areas of WestPoint Leadership Framework as well.
Leadership
(Creator/
TPF’s Purpose Driven Orchestrator)
Portfolio-Thread View
TPF’s Purpose Driven
(PTV) based Strategic
Innovation Portfolio
Planning Framework TPF with (PIP) Framework
its Triune
Purpose
4. The EPP, CPP & PIP 3. The radial orbit with 5 Purpose Innovation Model Using “Balancing Opposites”
frameworks uncover perspectives and 6 For More Info – Read On…
the winning paths. dilemmas, take charge. http://strategywithapurpose.b Purpose Innovation
Seed
logspot.com/2010/10/transfor
P6-P9 ming-so-what-opposites-in-to-
so.html
Strategy Innovation
5. Value
(fruits) are P2-P5 Core Edge
reaped/
2. Invisible
(Redeemer/ (Encourager/
reinvested &
sub-instructions
the radial
in the form of
orbit flow
experience &
Sustainer) Disruptor)
continues…
capability pools Something Something
P10 are identified that that
and placed on supports transforms
The five invisible instructions the radial orbit rather than rather than
1. Purpose that
P1 framework. that
Seed grows in supports!
transforms!
Culture
to a systemic
organization.
1 2 3 4 5 Transforming “So What” opposites in to “So That” Strategy called Purpose
Innovation using the “forces of attraction” based Pull Value Chain is the way to go!
*WACP= Weighted Average
Cost of Purpose
Lead with the Purpose Culture, Strategize from the Core & Innovate with the Edge!

8. In spite of using these great frameworks, some strategy resets still do not
produce its intended outcome? Why?
In Porter’s words, the essence of strategy is choosing what not to do, and so,
here are five “what not to do’s” …..
•What Not To Do #4->: Do not mix SCA vs.
• What Not #1 -> Do not reset with a single
capability vs. competency within organic
dimensional strategy mindset, as opposed to an
and inorganic growth strategies , but follow
integrated systemic approach, in the three
a portfolio approach in managing
dimensions of leadership, strategy and innovation,
capabilities – as addressed by our
as addressed by our TPF framework within VOS.
Capability Pool Portfolio (CPP) Framework
• What Not #2-> Do not reset strategy without SCA vs. Competency vs. capability is
resetting the purpose seed, as addressed by our equivalent to Grandma’s hand trick of
Purpose driven seedal chain/scientific energy sautéing for the right duration with
management principle driven Portfolio Thread right temperature vs. Recipe vs.
view based strategic planning framework . Ingredient.
• What Not #3-> Do not go after an existing market, •What Not To Do #5-> Do not Execute
as opposed to going after the virtual ocean without a real time performance visibility ->
market and/or experience pools, which do not partly addressed by our big data driven
exist today with a motivational momentum real time valuation based Corporate
themes creating experience moments or performance management framework.
movements-> as addressed by our Experience
Pool Portfolio (EPP) framework and our Purpose
Innovation.

9. Alright…. How does it then stack up against Red Ocean and Blue Ocean?
# Red Ocean Blue Ocean Virtual Ocean (aka TPF)
1 Compete in an Create a new market Create a new market by tearing down the artificial
existing market, within an existing walls among industry structures and make traditional
within an existing industry structure and industry structures and cost constraints irrelevant.
industry structure make competition
with a unique irrelevant.
winning path.
2 Beat the Make competition Plan with “competition irrelevant” mindset, but
competition. irrelevant. execute with a collaborative mindset as competition
will catch up sooner than later, in the 21st century
digitally connected virtual world.
3 Value-cost trade- Break value-cost Balancing five dimensional “value-cost-velocity-
off. trade-off. growth-purpose” using nature’s principle of
“balancing opposites using the five value stations (4
BSC+purpose)
4 Align the whole Align the whole Align the whole system of firm's activities in pursuit of
system of firm's system of firm's low cost, differentiation, talent management,
activities with low activities in pursuit of operational velocity and purpose, all simultaneously.
cost or low cost and
differentiation. differentiation.
5 Sourced from a Sourced from two Sourced from three “inside-out” sources of
Single dimensional dimensional, “outside- “purpose-energy-value” portfolios, manifesting itself
“outside-in” in” strategy and as an integrated/systemic approach (of leadership,
Completive value innovation strategy and innovation dimensions), resulting in
Strategy mindset. mindset. Triune shared value (shareholder + societal +
spiritual/emotional/cultural value), governed by
nature's seedal chain principle.

10. How does it stack up against Red Ocean and Blue Ocean? Contd…
# Red Ocean Blue Ocean Virtual Ocean (aka TPF)
6 Success is Success is Value Success is Three dimensional Value Advantage
Competitive Innovation driven. driven=
Advantage driven market or experience advantage + capability or
competency advantage + collaborative
cultural/emotional value advantage .
7 Structuralistic Reconstructionist Deconstructionist approach where we start with a
approach where approach where super design purpose structure of business followed
structure decides strategy decides by strategy and then, arriving at the fine grained
strategy structure. Triune shared value(TSV) structure.
8 Primarily balances Primarily balances Five dimensional balancing of value, profit, growth,
value proposition value proposition, velocity and purpose propositions, thus resulting in
and value chain profit proposition 18 macro dilemmas as identified in our radial
proposition only and people framework.
proposition.
9 Exploit existing Create and capture Create and capture new demand with a pull
demand new demand. mechanism, yet prevent/mitigate and balance it
with supply side (i.e. push side) with a balanced
CORE-EDGE-FRINGE mindset.
10 Primarily shareholder Primarily shareholder Triune Shared Value driven i.e. two “outside-in”
value driven with value driven with values of Shareholder and societal value
CSR mindset, slowly value innovation complemented by “Inside-out“ value called
transforming into mindset. Spirituality/Emotional energy/culture value, which
Porter’s emerging makes it sustainable.
CSV mindset.