We are in the industry of inspiring people and organizations to systematically achieve Greatness. "Underdog to Top Dog" is a visual handbook of ideas, quotes, and business modeling tools for systematically achieving greatness. Using the model of leaders like Steve Jobs and Apple, this unique handbook illustrates how any individual or organization can systematically achieve greatness while creating disruptive business models.
This presentation is a preview of the visual ebook, “Underdog to Top Dog”, which has over 500 pages. The complete book can be obtained from the weblink: http://goo.gl/YXGLo
Please feel free to share the book’s preview. Also, you can join the online university that specializes in the “Underdog to Top Dog” methodology which is formally called “Value Disruption Design (VDD).”
Python Notes for mca i year students osmania university.docx
Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
1. HEROES
Compete Different
UNDERDOG TO TOP DOG
How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Rod King, Ph.D.
&
Over 50 Collaborative Heroes From Around The World
2. We Are in the Industry
Of
Inspiring People A P Organizations
and
To
Systematically Achieve Greatness
3. This is a Visual Handbook
Of
Business Modeling Tools
AP
For
Systematically Achieving
Greatness
4. Our Ideal User
Is
A Value Disruption Designer
AP
Or
Business Model Disruptor
5. A Value Disruption Designer
Is Typically
An Underdog
AP
That Aims to Disrupt
A Top Dog’s Business Model
6. A Value Disruption Designer
Is Also
An Ideals-Driven Living System
– Leader, Coach, Organization,
AP
Professional, Strategist, Entrepreneur, Employee,
Rural Area, City, Region, Country, or World –
That Aspires to be Greater and Lives
The Credo for Value Disruption Design
7. HALL OF FAME FOR VALUE DISRUPTION DESIGNERS
“Compete Different”
Steve Jobs Apple Edwards Deming
GREAT
VALUE DISRUPTION
DESIGNERS
Rev. Dr. Martin Luther King
Dream the Undreamable Southwest Airlines
Google
Bill Gates Sir Richard Branson (Virgin)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
8. CREDO FOR VALUE DISRUPTION DESIGN
HEROES
“Compete Different”
We believe in engaging and inspiring We believe in dreaming the undream- We believe that every organization is
the human spirit. able a living system.
We believe that the survival and
We believe that people matter and We believe in the ideal of Infinite prosperity of every living system
can be inspired to do greater things. Shared Greatness. depends on the wellness of its parts
(subsystems) and supersystem.
We believe in thinking and competing We love to inspire and be inspired by
differently. CREDO our customers and partners.
We believe in looking inside and
outside the box for inspiration.
FOR We believe in radically improving
We are inspired by technologists as VALUE DISRUPTION DESIGN the world’s level of greatness.
well as artists.
We believe in shifting paradigms. We believe in the right of every We believe in underdogs.
individual to achieve his or her
We believe in employees, customers, highest potential. We believe in disrupting the status
and partners being treated as heroes quo, conventions, and top dogs.
in a disruptive journey to achieve We believe that excellence is a right
their ideals and dreams of greatness. and not a privilege. We believe that together, we can
make this world a greater place.
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
9. “UNDERDOG VS. TOP DOG” STRUGGLE FOR GREATNESS
The Top Dog Dilemma: Survival of the Greatest
TOP DOG
AP
Underdog
(Potential Hero) Villain
10. Ideal-Solutions Management
1630 East Shaw Avenue, Suite 163
CA 93710
USA
Copyright 2012 by Rod Kuhn King: Version 1.0
All rights reserved, including the right to reproduce this book or portions
thereof in any form whatsoever.
For more information, contact Dr. Rod Kuhn King, 1630 East Shaw Avenue,
Suite 163, CA 93710, USA. rodkuhnking@sbcglobal.net
‘Underdog To Top Dog’ is in no way authorized,
ISBN-978-0-9838251-1-1 prepared, approved, or endorsed by Steve Jobs and is
not affiliated with or endorsed by any of his past or
present organizations.
11. DEDICATION
This Book
Is Dedicated to
AP
All Underdogs
(Over 5 Billion People in the World
Who Would Like to be Greater)
12. FOREWORD
I Especially
Would Like to Thank
Nina and Ecy King
For ATheir
P
Great Patience, Love, and Understanding.
I Also Wish to Thank Everyone
For
Believing in and Supporting the Vision.
13. Also, A Big “Thank You”
To
The Many Collaborators
Around the World.
AP
Your Feedback and Support
Are
Very Much Appreciated.
15. MY STORY AND MISSION
Radically Improve the World’s Level of Greatness
Year 2003 … I’m thinking of starting a Early 2004: I register a startup called Mid-2004: I enroll in a business
business that’s based on my passions “Ideal-Solutions Management (ISM)” incubator and take an eight-week
of Visual Problem Solving, Innovation, course on writing a Business Plan. I
and Information Management produce a well-written business plan
which has annual projections of
revenue and cost
Late 2004: I “receive” an insight that ITENNWH
MY STORY 2005 - Early 2007: I manage the
information in the whole universe development of a prototype of the
could be visually summarized on a Galaxy software which can be used
single screen or sheet of paper. Based HEROES for visually managing information,
on that insight, I develop a paper- solving problems, and fractally
based model (“Galaxy”) for visually displaying results from multiple
managing ideas and solving problems Compete Different search engines on the Internet
Latter 2007: I discover that there is 2007 – Date: I start studying why and
Early 2007 - 2008: I obtain Venture
no robust and reliable roadmap to how Steve Jobs/Apple achieves extra-
Financing to launch a Visual Search
guide the development of scalable ordinary success. I discover existing
Engine startup, Galaxy IT. As CEO and
businesses. Product-centric innovat- innovation theories and tools do not
Innovation Architect, I lead develop-
ion tools are not effective. Many adequately explain Apple’s success. I
ment of a prototype of the visual
promising scalable businesses are develop the theory and methodology
search engine which is highly and
failing or have stunted growth in of “Value Disruption Design (VDD).”
internationally acclaimed. But, …
customers and revenue. This book illustrates my findings …
16. WHAT IS THIS VISUAL HANDBOOK ABOUT?
Business Modeling Tools for the Systematic Pursuit of Greatness
At its Core, this Book is About
Business Modeling Tools for The Mission of
“Radically Improve
AP
The World’s Level of Greatness”
While Starting and Encouraging
Conversation About Disruptive Models for
Eliminating the High Failure Rate of
Product and Business Launches
17. WHAT IS THIS VISUAL HANDBOOK OPERATIONALLY ABOUT?
Helping Underdogs to Systematically Achieve Greatness
This Book
Is Further About
Reinventing a Simpler Way for
AP
The Majority of the World to Excel at
Business Inspiration & Risk Management,
Innovation, Branding, and
Storytelling
18. WHAT IS THIS VISUAL HANDBOOK FINALLY ABOUT?
Radically Improve the World’s Level of Greatness
Using a Fractal Notecard (Notecard of Notecards),
This Book Presents Unique Business Modeling Tools
- “Cosmic Evolution andA Disruption” Framework,
P
Business DNA Model, and
“Underdog vs. Top Dog” Disruption Theory -
For
Systematically Achieving Greatness
19. WHAT IS A DISRUPTIVE ORGANIZATION?
Radically Improve the World’s Level of Greatness
A Disruptive Organization
Is
A Living System Aor Potential Hero
P
That Disrupts or Topples a Top Dog’s
Business Model in an Existing Ecosystem
Or Becomes the New Top Dog
In a “Blue Ocean” Ecosystem
20. DOES “DISRUPTION” MEAN ANARCHY?
“Disruption is Not Anarchy.
ItA P
is
A Strategically Directed Shake-up.”
Jean-Marie Dru
21. A NOTE
I Have Used the Word “Hero”
To Refer to
AP
A Hero (Masculine Living System)
As Well As
A Heroine (Feminine Living System)
22. TABLE OF CONTENTS - Overview
UNDERDOG TO TOP DOG
How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Introducing Value Disruption Design Part 1: Basic Business Modeling Application of Basic Business Model-
(VDD) Tools of Value Disruption Design ing Tools
Page 35 Page 336 Page 380
Part 2: Intermediate Business ITENNWH Application of Intermediate Business
ModelingTools of Value Disruption
UNDERDOG TO TOP DOG Modeling Tools
Design
How Leaders
Like Steve Jobs and Apple
Page 388 Create Disruptive Business Models Page 392
One More Thing … One Last Thing … Collaborators
Page 398 Page 404 Page 407
23. TABLE OF CONTENTS - Details
UNDERDOG TO TOP DOG
How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Introducing Value Disruption Design Part 1: Basic Business Modeling Application of Basic Business
(VDD) Page 35 Tools of Value Disruption Design Modeling Tools Page 380
Big Picture of VDD 36 Page 336
The Disruptor’s Arrow of Time 60 The Hero’s Experience Journey
Detailed Picture of VDD 124 & Dashboard 341
Business DNA Modeling 146 Roles, Personas, and Tactics for
The Underdog/Hero’s Journey 196 Underdogs 372
Steve Jobs/Apple’s Journey 209
Part 2: Intermediate Business ITENNWH Application of Intermediate
Modeling Tools of Value Disruption UNDERDOG TO TOP DOG Business Modeling Tools Page 392
Design Page 388
How Leaders
Like Steve Jobs and Apple
Create Disruptive Business Models
One More Thing … Page 398 One Last Thing … Page 404 Collaborators Page 407
Business Model Warfare 399
24. WHAT’S UNIQUE ABOUT THIS VISUAL HANDBOOK?
This Book Introduces the Strategy of
Business Inspiration & Risk Management
(BIRM)
AP
- That Is, Value Disruption Strategy -
Especially Through
The Lens and Achievements
Of Steve Jobs and Apple
26. ONE MORE UNIQUE THING …
The Foundation of Tools for
Value Disruption Design in This Book
is
AP
Arthur Eddington’s “Arrow of Time”
Where
Time Stretches From Zero (“Big Bang”) to Eternity
And
Space Stretches From Zero to Infinite Space
27. WHO IS THE STRATEGIC USER FOR THIS VISUAL HANDBOOK?
Ideally, This Book Is For
A Challenged But Inspiring Mentor:
A Leader, Coach, or an Organization
AP
That is Struggling to Inspire Heroes and
Disruptors to Achieve Greatness in
A Highly Volatile, Competitive, and Risky
Environment (Nightmare Ocean) of
Launching Products and Businesses
28. THE OPERATONAL USER
This Book Targets
Potential Heroes and In Particular,
Value Disruption Designers:
AP
Underdogs Who Want to Positively Disrupt the Status Quo and Systematically Achieve Greatness –
Business Model Disruptors, Planners & Performance Managers
Disruptive Product Inventors & Innovators
Disruptive Business Valuators
Disruptive Marketers and Advertisers
Disruptive Brand Experts & Strategists
Disruptive Storytellers & Presenters
29. HOW YOU CAN SERIOUSLY USE THIS VISUAL HANDBOOK
”Greatnesspedia:” A Collaborative Encyclopedia of Business Modeling Tools for Systematically Achieving Greatness
This Unique 3-in-1 Visual Handbook
Can Be Used As
AP
A Book of Cutting-edge Business Ideas
A Book of Business Quotes
A Book of Business Modeling Tools
For Achieving Greatness
30. CREATE YOUR OWN “PLAYBOOKS” OUT OF THIS VISUAL HANDBOOK
Systematically Achieve Greatness
This Visual Handbook
Is
A Fractal Book: A Book of Books of Notecards
Based on Themes or Topics of Interest,
AP
You Can Select, Print, and Collate
Notecards to Form Personal “Playbooks:”
A Cool Collection of Thematic Notecards
Such As On Topics of
Disruption, Business Models, or Apple
31. A FUN AND CREATIVE WAY TO USE THIS VISUAL HANDBOOK
Creative Ideas Can Be Obtained From Anywhere
Steps for Using This Handbook
In a Fun and Creative Way:
1. AP
Write Down a Tough “Open-ended” Problem or Question.
2. Choose a Random Page or “Notecard” of This Visual
Handbook.
3. Use the Content of the Randomly Selected Page or
Notecard as an “Idea Prompter” and Creatively Generate
Ideas for Solving the Problem or Answering the Question.
32. THE UMBRELLA AND MARKET OF UNDERDOGS
Underdogs Come in Many Guises. Every Underdog is a Potential Hero (Top Dog).
David; Robin Hood; Spider-Man Challenger Startup; Upstart
Cinderella; Potential Hero(ine) Contender Adventurer; Explorer; Pioneer
Ugly Duckling; Rudolf (Reindeer) Potential/Actual Loser New Entrant; Powerless; Weak
Dark Horse; Rocky Balboa Disadvantaged; Marginalized Beginner; “Caterpillar”
Stone Which the Builders Rejected Underling; Dwarf Novice; Baby; Child; Infirm
Tortoise Weakling; Lower Class Amateur; Experimenter
Disruptor; Rule-breaker ITENNWH Game-changer; Rule-maker
Disruptive Innovator/Innovation Paradigm Shaper; Questioner
Rebel; Anarchist; Rascal Paradigm Shifter; Free Thinker
Revolutionary; Revolter UNDERDOGS Rule-breaker; Unbeliever
Non-conformist; Heretic Contrarian; Dissenter; Doubter
Insurgent; Guerilla; Pirate Change Agent; Cynic; Skeptic
Outlier; Outsider; Minority Outlaw; Renegade; Iconoclast Black Swan; Contrarian; Island
Deviant; Fringe; Edgy Dissident; Anti-establishment Butterfly’s Wings
Odd; Anomaly; “Crazy One” Unpopular; Unattractive Silent Majority; Masses; Hoi Polloi
Banished; Prisoner; Blacksheep Poor; Disenfranchised; Abused Despised; Untouchables
Servant; Slave; Sufferer “Struggler”; Unemployed; Lost Bottom of the Pyramid; Scorned
Stranger; Deserter; Rejected “Asymmetrical Thinker” Underprivileged; Wretched
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
33. WHAT WOULD YOU DO
IF YOU WERE THREATENED
AP
BY A TOP DOG?
34. OUR UNIQUE PROMISE
You Would Become Greater
Create Great Products,
Services, and Business Models
That
Reinvent Industries
And
Change The World
38. Value Disruption Design
Is
Synonymous with
Scalable
Business Model Disruption:
Up to Level of the Universe
39. Unlike in
Classic Business Model Disruption,
Value Disruption Design
Is Based on
The Unique Framework of
“Cosmic Evolution and Disruption (CED)”
40. Value Disruption Design
Introduces
A Living Systems Paradigm
For
Engaging and Inspiring the Human Spirit
41. Value Disruption Design
Is
A Living System Methodology:
Like in a Living System or Body,
All Parts of the Methodology
Are Related and Dynamic
42. The Mission of
Value Disruption Design is
AP
“Radically Improve
The World’s Level of Greatness”
43. IMPROVING THE WORLD’S LEVEL OF GREATNESS
Frames or Stages in the Evolution and Disruption of Global Economy Models (GEMs)
Extraction Industry Manufacturing Industry Service Industry Experience Industry
Agriculture/ Gamifica-
Mining tion/
Immersion
GLOBAL ECONOMY MODELS
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
44. “We Can’t Solve Problems
By Using
The Same Kind of Thinking
We Used
When We Created Them”
Albert Einstein
46. CHAOS IS THE ORDER OF THE UNIVERSE
In Our Universe,
Entropy (Chaos/Disruption)
Is
The Rule While
Negentropy (Order/Stability)
Is
The Exception
47. THE BIG DISRUPTION
Our Universe
Is
A Living Space-Time Fabric
Whose Birth
Started With
A “Big Bang”
48. BUSINESS MODEL VISUALIZATION
We Owe, to Disruption, the Birth of our Universe
The Living Space-Time Fabric of the Universe
As Well As
Business Models
Can be Visualized Using Fractal Graphic Organizers:
Arrow of Time DNA Model 3x3 Fractal Grid (“Tic-Tac-Toe”)
49. CATEGORIES AND MAIN APPLICATIONS OF VALUE DISRUPTION DESIGN
Business Modeling Tools for
Organizational and Personal Greatness, Innovation, Change Management, Disruption, and Transformation
ORGANIZATIONAL VALUE DISRUPTION DESIGN PERSONAL VALUE DISRUPTION DESIGN
Build Great Organizational Models Build Great Personal Models
Business Greatness; Product/Service Greatness Employee Greatness
Non-Profit Organizational Greatness Individual Greatness
Rural/Urban/Regional Greatness Team Greatness
National/Global Greatness a Family Greatness
CATEGORIES
AND
Tool: Organizational Arrow of Time (OAT) MAIN APPLICATIONS
Tool: Personal Arrow of Time (PAT)
OF
VALUE DISRUPTION DESIGN
Transformations in Organizational Model Transformations in Personal Model
o Pain - Delight o Pain - Pleasure
o Red Ocean – Blue Ocean o Stuck – Unstuck; Fearful - Fearless
o Underdog – Top Dog o Chaos – Order
o Convention – Positive Disruption o Poor – Rich
o Crisis – Opportunity o Insecurity – Confidence
o Low Profitability – High Profitability; Poverty-Wealth o Uncreative – Highly Creative
o Low Performance – High Performance o Slow Learner – Fast Learner
o Lowly Innovative – Highly Innovative o Sadness – Happiness
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
50. The Dream or Fractal Goal
Of
Value Disruption Design
Is
To Radically Improve
The World’s Level of Greatness
51. ELEMENTS OF GREATNESS
Complementary Elements for Determining “Level of Greatness”
FUN & HAPPINESS FREEDOM & SUSTAINABILITY CONNECTEDNESS & LOVE
PRIDE & JOY ELEMENTS OF GREATNESS ELEGANCE & BEAUTY
8 Ideals for
Engaging and Inspiring
The Human Spirit
DISCOVERY & ENLIGHTENMENT GAME-CHANGE PHYSICAL GREATNESS
Food
Housing; Clothing
Travel
Health; Safety/Defense
Financial Wealth
52. “If You Do Not Know
How to
Ask the Right Question,
You Discover
Nothing”
Edwards Deming
53. Value Disruption Design
Focuses on Answering
Two Existential
(“Greatness”) Questions
About Space and Time:
1. Who are we?
2. How to be great?
54. VALUE DISRUPTION DESIGN’S RESPONSES TO THE TWO GREATNESS QUESTIONS
People Make Decisions Based On Their Perception of Who They Are and How They Want to Be Great
WHO ARE WE? HOW TO BE GREAT?
HIERARCHY OF
Always Use the Business Modeling Tools of
LIVING SYSTEMS
Value Disruption Design
Underdog TOP DOG
Disruptor’s
Arrow of Time
a
VALUE DISRUPTION DESIGN’S
RESPONSES
A Unique Approach to Defining TO THE TWO
Who We Are GREATNESS QUESTIONS
Our Place in the Universe or Cosmos
Level of Strategic Greatness or Actualization
- Quality of Living: Physical; Intellectual;
Emotional; Spiritual Greatness or Value
Level of Tactical Greatness or Utility
- Pain: Cost; Inaccessibility; Complexity; Time
- Delight: Functionality; Quality; Brand;
Customization (Personalization)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
55. QUESTIONS RELATING TO “WHO ARE WE?”
Elements of Identity, Culture, and Human-centered Business Models
What is our Identity?
What business are we in? Are we underdogs or top dogs?
What is our culture?
What is our positioning? How to make ourselves,
society, and the world greater?
What is our brand/cause?
What is our core message or
Identity Value Proposition (IVP)?
What are our core values?
Where do we come from? Where must we go?
QUESTIONS RELATING TO What is our mission/vision/
“WHO ARE WE?” core purpose?
How must we get there? What are our SWOTs: What is our next journey?
- S: Strengths?
What are obstacles, barriers, - W: Weaknesses? What are our aspirations and
or constraints? - O: Opportunities? needs?
- T: Threats?
What are our passions, unique
gifts, talents, and resources? How to be great?
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
56. 8 BASIC PERSONAS FOR ACHIEVING GREATNESS
Who are we: physically, emotionally, intellectually, and spiritually?
J: JUDGE (1-10) P: PERCEPTOR (1-10) E: EXTRAVERT (1-10)
Prefers to deal with structured Prefers to deal with open options Externally/Outwardly oriented
situations; Goal-oriented Flexible with respect to deadlines Sociable; Outgoing; Talkative
Seriously establishes deadlines Prefers adaptation & spontaneity Multiplicity of relationships
Weighs evidence before deciding Likes to ‘treasure-hunt’ Expends a lot of physical energy
Plans ahead; Seeks closure Likes to wait and see; Easygoing Interested in external activities
I: INTROVERT (1-10) ITENN
8 BASIC PERSONAS T: THINKER (1-10)
Internally/Inwardly oriented FOR Likes objectivity, principles,
Territorial; Quiet; Reflective ACHIEVING GREATNESS criteria, and logical analysis
Limited relationships with people Impersonal approach
Conserves energy; Reserved
------------------------ Good at argumentation/critique
Interested in internal activities Key: 1 – Low; 10 - High Values competence and justice
F: FEELER (1-10) S: SENSOR (1-10) N: INTUITIONIST (1-10)
Likes subjectivity and value Prefers facts; Detail-thinking Values hunches and inspirations
More personal approach to Focuses on present Focuses on visions of future
people and projects; caring Realistic; Practical Speculative; Big picture-thinking
Appeals to emotions; Empathetic Down-to-earth Imaginative; Innovative
Values harmony Believes in actualities Believes in possibilities/varieties
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
57. GREATNESS CHART FOR VALUE DISRUPTION DESIGNERS
Self-Assessment Greatness Chart: Where currently are you? Where must you go?
Mission/Goal/Vision/Value Proposition/Job To Be Done:
………..…………………………………………………………………….……...
Passion in Domain
10
8
Salesmanship Vision (Trends) in
(Competitiveness) 6 Domain
4
2
0
Engaging
Focus
Presentation
(Concentration)
(Storytelling)
• R: Review
• Q: Question
• O: Observe; Disrupt; Prototype
Creativity/Design • N: Network with
Validated Execution
(Content/Useability) • E: Experiment with (Prototype)
• S: Synthesize
Great Value Disruption Designer Challenged Value Disruption Designer
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
58. PRAGMATIST vs. VISIONARY
Zooming In vs. Zooming Out for Achieving Greatness
PRAGMATIST: Worm’s Eye View VISIONARY: Bird’s Eye View
Likes to zoom in and see the details Likes to zoom out and see the big picture
(worm’s eye view) (bird’s eye or panoramic view)
Brings operational situations into sharp focus Maps the big picture, vision, and strategy
Focuses on problem and execution PRAGMATIST Focuses on solution and strategy
a
vs.
Deals with facts, analysis, and logic VISIONARY Deals with intuition and feelings
------------------------
Likes to look for root-causes Driven by trends and patterns
“WHO ARE WE?”
Disdains Strategic/Business Plans Favors Long-term Vision
Uses local (detailed) thinking Uses global (big picture) thinking
Pursues incremental improvements Pursues disruption and game-change
May miss the context, environment, or big picture May miss the details or “nuts and bolts“
Thrives in business model improvement Thrives in businesss model disruption
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
59. LAW OF GREAT LIVING SYSTEMS
A Pillar of Value Disruption Design for Great Business Models, Products, Services, and Organizations
A Sustainable and Great
Living System
Continuously Maximizes Greatness
- Minimizes Pain and Maximizes Delight -
In its Ecosystem. Greatness =
Value =
Otherwise, Delight/Pain =
1/Trade-off
the Living System Declines or Dies.
60. THE DISRUPTOR’S
ARROW OF TIME
AP
A Visual Tool for
Zoomable Business Modeling,
Storytelling, Presentation,
Planning, Problem Solving, Innovation, and
Performance Management
61. The Ubiquitous Tool
Of
Value Disruption Design
Is
The Disruptor’s Arrow of Time
(An Invention of Rod Kuhn King)
62. The Intuitive Tool
Of
The Disruptor’s Arrow of Time
Is the Culmination of
20 Years of Post-doctoral
Research and Synthesis of
Ideas and Tools for Problem
Solving in Multiple Disciplines
65. Value Disruption Designers
Such As
Steve Jobs and Apple
Intuitively Use the Logic of
The Disruptor’s Arrow of Time
66. The Disruptor’s Arrow of Time
Will Help You to Understand
“Cosmic Evolution and Disruption”
While You
Make Great Positive Change
In
Business, Personal Life, and
The World at Large
67. The Disruptor’s Arrow of Time
Provides a Visual Platform for the
Emerging “Gamification” of
Strategic Planning and Management
As Well As
Business Model Disruption
And
Business Intelligence
68. From a Human-centered View,
The Disruptor’s Arrow of Time
Provides a Shared Visual Language
And Tool For Becoming Greater:
A Greater …
Leader, Coach, Organization,
Professional, Strategist, Entrepreneur,
Employee, Citizen,
Rural Area, City, Region, Country, or World
69. In Theory,
The Disruptor’s Arrow of Time Is
A Living Space-Time Fabric
(Space-Time Omniscope)
That Envelopes All Objects And
Contains All Knowledge In
The Universe:
Past, Present, and Future
70. LIVING SPACE-TIME FABRIC FOR VALUE DISRUPTION DESIGN
Cosmic Evolution and Disruption (CED) Framework: Zooming In and Out of Space and Time
MACROCOSMIC SYSTEMS & DISRUPTION
Creative Destruction Universe
Law of Entropy
Big Bang Theory Religious Stories of Disruption and Creation
Cosmos
MESOCOSMIC SYSTEMS & DISRUPTION
Galaxies Law of
Great
Living Systems
MICROCOSMIC SYSTEMS & DISRUPTION
Solar System
Earth
Undreamable
Nations Dreams
Regions Stars
Disruptor’s Arrow of Time Universal
Organizations
Ideals/
Living Systems Localities Beliefs
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
71. PEOPLE WHO TACITLY USE THE DISRUPTOR’S ARROW OF TIME
Customer Segments for The Disruptor’s Arrow of Time: Space-Time Thinker
VISIONARIES DESIGNERS BUSINESS MODEL DISRUPTORS
PLANNERS/SCHEDULERS INNOVATORS ENGINEERS/PROBLEM SOLVERS
ARCHITECTS INVENTORS ANALYSTS/SYSTEM THINKERS
IDEA GENERATORS VISUALIZERS/IDEA MANAGERS PROCESS MANAGERS
MARKETERS/BRANDING AGENTS STRATEGISTS
PEOPLE
GAME-CHANGERS WHO DEVELOPERS/VALUATORS
TACITLY USE
CHANGE AGENTS POLICY MAKERS
THE DISRUPTOR’S
COACHES/TRAINERS ARROW OF TIME DECISION-MAKERS
EVOLUTIONARY BIOLOGISTS/ WRITERS/COMMUNICATORS MISCELLANEOUS
ECONOMISTS REVOLUTIONARIES/SEERS
THERAPISTS/MOTIVATORS
COSMOLOGISTS PUPILS/STUDENTS/TEACHERS/
ANTHROPOLOGISTS LECTURERS
FUTURISTS/FORECASTERS/
TREND WATCHERS HISTORIANS/“TIME TRAVELERS” PATTERN THINKERS
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
72. THE MANY “FACES” OF THE DISRUPTOR’S ARROW OF TIME
Static and Dynamic Forms of the Disruptor’s Arrow of Time (Space-Time Grid)
Timeline; Evolutionary Timeline Value Chain SIPOC Diagram
Plan; Sequence of Plans Supply Chain Fishbone Diagram
Calendar; Diary; Journal Business DNA Model Balanced Scorecard
Storyboard; Story; Storyline Business Model Canvas Gantt Chart; Swimlane Diagram
Golden Circle Strategic Plan
THE MANY “FACES”
Journey Business Plan; Action Plan
OF
Space-Time Grid THE DISRUPTOR’S Development/Growth Plan
ARROW OF TIME
Time Machine Travel Plan: Land; Sea; Air
Lifecycle ; DNA Behavior over Time System Hierarchy
Space-Time Grid Performance Over Time Space Hierarchy
9 Windows Diagram Time-based Graphs Nested Spaces: Russian Dolls;
Chinese Boxes
3x3 Fractal Grid Dynamic Models Movie Frames
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
73. OPERATIONAL BENEFITS AND VALUE OF THE DISRUPTOR’S ARROW OF TIME
Advantages
FUNCTONALITY & VERSATILITY QUALITY BRAND/IMAGE
Used to organize ideas about the Highly visual and brain-friendly “Best of both worlds” - Can be
evolution of objects in space/time Incredibly logical and rich used effectively by underdogs
Personal/Business/Org. Greatness structure as well Top Dogs
Versatile: easy to use at various Efficient organizer of ideas and Fun to use
levels of an organization objects in space and time
PERSONALIZATION ITENNWH
OPERATIONAL BENEFITS ZOOMABLE PAGE SIZE & ZERO COST
AND
Customizable: Can easily be Fits on one page
VALUE
personalized and made unique One can zoom in or zoom out of
OF
items on a single page
THE DISRUPTOR’S Template is freely available
ARROW OF TIME Saves money in projects
TOTAL ACCESSIBILITY SIMPLICITY ZERO TIME
Freely available on the Internet: Simple to understand and use Can instantly be prepared
can be accessed from anywhere Easy to work through past, Can be learned and applied
present, and future situations or instantly at a basic level
evolution of models Saves time in generating, organiz-
ing and analyzing ideas in projects
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
74. The Disruptor’s Arrow
Is
The Tacit/Explicit Framework for
Power Tools in Domains Such As
Creativity: Brainstorming; Envisioning; Vision Board
Innovation/Problem Solving: TRIZ; Theory of Constraints
Planning: Five Forces; Value Chain; Value Net; SWOT Analysis
Analysis: Fishbone Diagram; SIPOC Diagram; Root-cause
Design: Disruption; Business Model Design; Product Design
Scenario-Making: Affinity Diagram
Writing/Presentation: Storyboarding
75. Use
The Disruptor’s Arrow of Time
To Gain Insights On
Past, Present, and Future Systems
In the Universe:
You; Your Job/Career/Activity; Family; Society
Products; Services; Process; Market; Industry
Enterprise/Business; Organization; Government
Locality; Region; Nation; World
Personal Model; Business Model; Industry Model
76. INTERESTING EXERCISE ON USING THE DISRUPTOR’S ARROW OF TIME
Value Disruption Design in Practice
1. Choose
Any System, Frame, Situation, or Problem:
You, Product, Service, or Organization.
2. Explore Scenarios Such as for
Great “You’s, Products, Services,
Organizations, or Business Models” Using
The Lens or
Business Modeling Tool of
The Disruptor’s Arrow of Time
77. Visual Templates
Of
The Disruptor’s Arrow of Time
AP
Master
The Art and Science of
Zooming Out and Zooming In
On Frames In Space and Time
78. “Leaders Need
Multiple Perspectives
To
Get a Complete Picture.
AP
Effective Leaders
Zoom In and Zoom Out.”
Rosabeth Moss Canter
79. DISRUPTOR’S ARROW OF TIME (DAT)
Logic of Zooming In and Out of the Four Frames (Spaces, Blocks, Zones, or “Boxes”) of Time
PAST PRESENT FUTURE
(“As Was”) (“As Is”) (“To Be”)
IDEALS/DREAMS/
GREATNESS
(“Timeless”)
GREAT RESULT
Pragmatist; Visionary;
Analyst; Engineer: Zooming
Designer; Artist:
Logic; Facts Emotion; Feelings
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
80. DISRUPTOR’S ARROW OF TIME: Detailed View of a “Space-Time Omniscope”
Visual Timeline and Frames for Organizing and Managing Information for All Living and Non-living Systems
PAST PRESENT FUTURE
Short-term IDEALS/DREAMS/
GREATNESS
Medium-term
GREAT RESULT
Long-term
Big Bang (“Cosmic Egg”)
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
81. CATEGORIZATION OF STATES AND EVENTS USING DISRUPTOR’S ARROW OF TIME
A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living Systems
PAST FRAME PRESENT FRAME FUTURE FRAME
Past Reality Present Reality Future Reality
Future States IDEALS/DREAMS/
History Current Affairs Visions; Plans GREATNESS
Predictions
Past States Existing States Forecasts GREAT RESULT
Scenarios
Past Scene(s), Present Scenes, Bets; Projections
Stories, and Events Events, and Processes Fantasies; Fiction
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
82. BASIC QUESTIONS FOR THE DISRUPTOR’S ARROW OF TIME
A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living Systems
PAST (“As was”) PRESENT (“As is”) FUTURE (“To be”)
Where were we? Where are we? Where will/must we
IDEALS/DREAMS/
go?
GREATNESS
S: Strengths O: Opportunities
GREAT RESULT
W: Weaknesses T: Threats
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
83. NESTED SYSTEMS FOR THE DISRUPTOR’S ARROW OF TIME
Evolution of Nested (Multi-level) System at the Level of a Nation: The Greatness of the Internal and External Varies
PAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM
Short-term
IDEALS/DREAMS/
National GREATNESS
Regional Medium-term
Local IDEAL SYSTEM
Long-term
(IDEAL ANTI-SYSTEM)
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
84. JOB (ACTIVITY) PLAN AND EVOLUTION: Overview
In Theory, the Job (Activity) Plan is a Universe and Frame of All Job (Activity) Plans: Past, Present, and Future
PAST JOB (Activity) PRESENT JOB (Activity) FUTURE JOB (Activity)
Short-term
IDEALS/DREAMS/
GREATNESS
Medium-term
IDEAL JOB (ACTIVITY)
Long-term
(IDEAL ANTI-JOB)
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
85. ARCHETYPAL STORY OF THE AMERICAN DREAM
Engaging and Inspiring the Human Spirit
PAST PRESENT FUTURE
AMERICAN
UNDERDOG TOP DOG
IDEALS/DREAMS/
GREATNESS
Life GREAT PERSON/HERO
Liberty
Pursuit of
Happiness
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
86. DRAMATIC EVOLUTION FROM UNDERDOG TO TOP DOG
Elements of a Dramatic Underdog/Hero’s Journey
PAST PRESENT FUTURE
Villain Underdog Top Dog IDEALS/DREAMS/
GREATNESS
GREAT PERSON/HERO
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
87. “BAD-GOOD-GREAT” ARROW OF TIME
Elements of a Transformation-to-Greatness Cycle in a Complex Adaptive System
BAD GOOD GREAT
IDEALS/DREAMS/
GREATNESS
GREAT SYSTEM/RESULT
HOW? WHY?
Left Brain: Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
88. STORYTELLING AND WRITING USING THE DISRUPTOR’S ARROW OF TIME
Surprise vs. Suspense Scenarios and Presentations
PAST PRESENT FUTURE
Short-term IDEALS/DREAMS/
GREATNESS
Medium-term
GREAT SYSTEM/HERO
Long-term
HOW? “Zig” “Zag” WHY?
Story of Story of
SURPRISE SUSPENSE
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
89. DISRUPTIVE VISION PRESENTATION: President John F. Kennedy
Engaging and Inspiring the Human Spirit
PAST PRESENT FUTURE
Short-term
Medium-term:
“I believe that this nation IDEALS/DREAMS/
should commit itself to GREATNESS
achieving the goal, before this
decade is out, of landing a
man on the moon and return- GREAT AMERICA/HERO
ing him safely to the earth.”
Long-term
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
90. DISRUPTIVE VISION PRESENTATION: Rev. Dr. Martin Luther King
Engaging and Inspiring the Human Spirit
PAST PRESENT FUTURE
Short-term
IDEALS/DREAMS/
GREATNESS
Medium-term
GREAT AMERICA/WORLD
Long-term
“I HAVE A DREAM”
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
91. ANALOGICAL PROBLEM SOLVING ON ARROW OF TIME
Problem-Solution Journey That Systematically Uses Analogies as in TRIZ (“Theory of Inventive Problem Solving”)
SITUATION (SYSTEM) PROBLEM SOLUTION
Description Specific Problem/ Specific Solution/
IDEALS/DREAMS/
Contradiction (-/+) Contradiction (-/+)
GREATNESS/
IDEAL FINAL RESULT (IFR)
ZERO PAIN (Cost: -)
Generic Problem/ Generic Solution/
INFINITE DELIGHT
Contradiction (-/+)/ Contradiction (-/+)/
(Benefit: +)
Problem Analogy Solution Analogy
HOW? WHY?
Left Brain: Zooming Right Brain:
Logic; Cause Emotion; Effect
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
92. SYSTEM PLAN AND EVOLUTION: Overview
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM
Short-term
IDEALS/DREAMS/
GREATNESS
Medium-term
IDEAL SYSTEM/RESULT
Long-term
(IDEAL ANTI-SYSTEM)
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
93. SYSTEM PLAN AND EVOLUTION: Fractal Grid Map (Zooming In/Out)
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM
Short-term
IDEALS/DREAMS/
GREATNESS
Medium-term
IDEAL FINAL GREATNESS:
Long-term
ZERO PAIN (Cost: -)
INFINITE DELIGHT
(Benefit: +)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
94. SYSTEM PLAN AND EVOLUTION: Living DNA Model
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PAST DNA PRESENT DNA FUTURE DNA
Short-term
IDEALS/DREAMS/
Medium-term GREATNESS
Long-term IDEAL DNA/RESULT:
ZERO PAIN (Cost: -)
D N A D N A D N A INFINITE DELIGHT
(Benefit: +)
Key
D Design N Needs A Aspirations
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
95. SYSTEM PLAN AND EVOLUTION: Concept/Mind Map
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PAST BUS. DNA PRESENT BUS. DNA FUTURE BUS. DNA
Short-term
Medium-term
IDEALS/DREAMS/
Long-term
GREATNESS
A A A
Bus. Bus. Bus. IDEAL BUSINESS DNA:
DNA
N DNA
N DNA
N ZERO PAIN (Cost: -)
INFINITE DELIGHT
D D D
(Benefit: +)
Key
D Design N Needs A Aspirations
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
96. LIVING SYSTEM PLAN AND EVOLUTION: Nested Map (Multi-level Zooming)
In Theory, the Living System Plan is a Universe and Frame of All Living System Plans: Past, Present, and Future
PAST SYSTEM PRESENT SYSTEM FUTURE SYSTEM
Short-term
Medium-term
IDEALS/DREAMS/
Long-term
GREATNESS
Impact (Result:-/+) Impact (Result:-/+) Impact (Result:-/+)
IDEAL LIVING SYSTEM:
Environment Environment Environment
ZERO PAIN (Cost: -)
System System System INFINITE DELIGHT
(Benefit: +)
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
97. TECHNICAL SYSTEM PLAN AND EVOLUTION: Multi-level Zooming
The Most Effective Problem Solvers, Inventors, and Innovators Zoom In and Zoom Out of a Given Frame or System
PAST PRESENT FUTURE
TECHNICAL SYSTEM TECHNICAL SYSTEM TECHNICAL SYSTEM
Short-term
Medium-term IDEALS/DREAMS/
Long-term GREATNESS
Result:-/+ Result:-/+ Result:-/+
Supersystem Supersystem Supersystem
IDEAL FINAL RESULT:
ZERO PAIN (Cost: -)
System/ System/ System/ INFINITE DELIGHT
Elements Elements Elements
(Benefit: +)
[ANTI-
SYSTEM]
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
98. ASPIRATION MAP ON DISRUPTOR’S ARROW OF TIME
Engaging and Inspiring the Human Spirit for Inventive Problem Solving
PAST SYSTEM: PRESENT SYSTEM: FUTURE SYSTEM:
PAIN (Disadvantages: -)
Problem; Complexity Short-term
Waste; Defects; Errors IDEALS/DREAMS/
Cost; Size; Friction GREATNESS
Inconvenience; Delay Medium-term
Result: -/+
Constraints; Obstacles IDEAL FINAL GREATNESS:
Bus. Ecosystem Contradictions; Death ... Long-term
DELIGHT (Advantages: +)
ZERO PAIN
Enterprise
Revenue; Accessibility INFINITE DELIGHT
Functonality ...
Delight(+)
Pain (-)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
99. DISRUPTION ADVERTISING, MARKETING, AND BRANDING
Engaging and Inspiring the Human Spirit
PAST PRESENT FUTURE
CONVENTION DISRUPTION
Short-term
IDEALS/DREAMS/
GREATNESS
Medium-term
VISION
Long-term
GREAT BRAND
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
100. GLOBAL ECONOMY MODEL (GEM) PLAN: Overview
Frames or Stages in the Development of Dominant Paradigms and Industries in Global Economy
Extraction Manufacturing Service
Industry Model Industry Model Industry Model
IDEALS/DREAMS/
GREATNESS
Agriculture/ Physical Service/ Experience
Mining Product Knowledge Industry
Industry Industry Industry Model
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
101. GLOBAL ECONOMY MODEL (GEM) PLAN: Zooming In (Exploded View)
Frames or Stages in the Development of Dominant Paradigms and Industries in Global Economy
Extraction Manufacturing Service
Industry Model Industry Model Industry Model
IDEALS/DREAMS/
GREATNESS
Agriculture/ Physical Service/ Experience
Mining Product Knowledge Industry
Industry Industry Industry Model
New or Potential Entrants (Complementors)
Suppliers INDUSTRY, COMPANY, OR SYSTEM Customers
(Inbound) (Supply/Value Chain; Value Net) (Buyers)
Competitors (Substitutors)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
102. 3D-INDUSTRY MODEL: Picture Frame (Center-Periphery Format)
How Attractive or Great is the Industry (Company, System, or You)?
GLOBAL ENVIRONMENT/
SHARED GREATNESS (RESULT: -/+)
New or Potential Entrants
(Complementors)
INDUSTRY,
COMPANY,
Suppliers Customers
(Inbound) SYSTEM, OR YOU (Buyers/Users)
(SUPPLY/VALUE CHAIN; Delighters
VALUE NET) Satisfiers
Dissatisfiers
Unserved
Competitors
(Substitutors)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
103. 3D-INDUSTRY MODEL: Picture Frame (With Forces/Linkages/Relationships)
A Force Can Be a Strength (Bargaining Power) , Weakness, Opportunity, or Threat
GLOBAL ENVIRONMENT/
SHARED GREATNESS (RESULT: -/+)
New or Potential Entrants
(Complementors)
INDUSTRY,
COMPANY,
Suppliers Customers
(Inbound) SYSTEM, OR YOU (Buyers/Users)
(SUPPLY/VALUE CHAIN; Delighters
VALUE NET) Satisfiers
Dissatisfiers
Unserved
Competitors
(Substitutors)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
104. 3D-INDUSTRY MODEL: External Players and Greatness Factors
Main Source: Based on Porter, M. (1998) Competitive Advantage. New York: The Free Press.
Porter, M. (1998) Competitive Strategy. New York: The Free Press.
GLOBAL ENVIRONMENT/
SHARED GREATNESS (RESULT: -/+)
Channel/distributor concentration Differentiation of channels/distributors
Cost New or Potential Entrants Price/
relative to Backward Integration Forward Integration
total purchases
(Complementors) Virality
Volume/
Cost advantages Trends/Patterns Total purchase
Supplier concentration ROI Government policy Tipping point Buyer concentration
Differentiation of inputs Product differentiation
INDUSTRY, Backward/Forward
Backward Integration
COMPANY, Integration
Suppliers Customers/Users
Forward Integration SYSTEM, OR YOU Switching costs
Impacts of input on cost & (SUPPLY/VALUE CHAIN; Impacts of
differentiation quality/performance
VALUE NET)
Importance of volume and Incentives for
speed to supplier decision-makers
Diversity Relative price performance of substitutes
Presence of Competitors Product differences
Overcapacity Buyer info’
substitute
inputs Access to distribution (Substitutors) Buyer
Capital requirements Fixed costs/value added
Information complexity profits
Economies of scale Brand identity
Buyer propensity to substitute Entry barriers Exit barriers Switching costs
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
105. 3D-INDUSTRY MODEL: Fractal Picture Frame (“Picture Frame-in-Picture Frame”)
How Attractive or Great is the Industry (Company, System, or You)?
GLOBAL ENVIRONMENT/
SHARED GREATNESS (RESULT: -/+)
New or Potential Entrants
(Complementors)
LOCAL ENVIRONMENT/
SHARED GREATNESS (RESULT: -/+)
Complementors
Suppliers INDUSTRY, Customers
Suppliers COMPANY, Customers
(Inbound) SYSTEM, OR YOU
(Buyers/Users)
Delighters
Competititors Satisfiers
Dissatisfiers
Unserved
Competitors
(Substitutors)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
106. BUSINESS MODEL PLAN: Overview
In Theory, the Business Model Plan is a Universe and Frame of All Business Models: Past, Present, and Future
PAST PRESENT FUTURE
Business Model Business Model Business Model
IDEALS/DREAMS/
Short-term GREATNESS
Medium-term IDEAL BUSINESS MODEL:
ZERO PAIN (Cost: -)
Long-term INFINITE DELIGHT
(Benefit: +)
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
107. BUSINESS MODEL PLAN: DNA Model (Exploded View)
In Theory, the Business Model Plan is a Universe and Frame of All Business Models: Past, Present, and Future
PAST PRESENT FUTURE
Business DNA Model Business DNA Model Business DNA Model IDEALS/DREAMS/
GREATNESS/GREAT MODEL
D Design N Needs A Asp.
Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared
Inputs/ Culture/ Technol./ Strategy (Product/ Channels/ Customer Rel. ment: Greatness
Partners Brand/IP Infra’ Service) Distributors Management Global (Profit)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
108. PAST, PRESENT, AND FUTURE BUSINESS MODELS: Checklist of Questions
States of Business Models in Time
PAST (“As Was”) PRESENT (“As Is”) FUTURE (“To Be”)
Business Model Business Model Business Model
HOW was it done?
IDEALS/DREAMS/
HOW to do it? HOW will it be done?
GREATNESS
WHAT was done? WHAT to do? WHAT will be done?
IDEAL BUSINESS MODEL:
WHY was it done? WHY do it? WHY will it be done? ZERO PAIN (Cost: -)
INFINITE DELIGHT
(Benefit: +)
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
109. PHASES OF DISRUPTOR’S ARROW OF TIME
Ticking of Biological Clock Towards Greatness
PHASE 1 PHASE 2 PHASE 3
(FRAME 1) (FRAME 2) (FRAME 3)
IDEALS/DREAMS/
GREATNESS
(“Timeless”)
GREAT SYSTEM/RESULT
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
110. STATES OF DISRUPTOR’S ARROW OF TIME
Frames or Snapshots at Points in Time
STATE 1 STATE 2 STATE 3
(FRAME 1) (FRAME 2) (FRAME 3)
IDEALS/DREAMS/
GREATNESS
(“Timeless”)
GREAT SYSTEM/RESULT
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
111. STAGES OF DISRUPTOR’S ARROW OF TIME
All the Universe is a Stage for Greatness
STAGE 1 STAGE 2 STAGE 3
IDEALS/DREAMS/
GREATNESS
(“Timeless”)
GREAT SYSTEM/RESULT
Zooming
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing