I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place. A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.

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
BCG-­‐Business
Model
Court
Visual
Synthesis
of
Tools
for
Universal
Problem
Solving,
Project
Planning,
Improvement,
and
InnovaGon
q Present
q Future
q Past
HIGHEST
OUTCOMES
(Ideal
Result)
ENVIRONMENT
(Supersystem:
Industry/
Ecosystem/Value
Net;
Arena;
OpPon
Space)
BUSINESS
MODEL
(System:
Theater;
Extended
Enterprise;
Value
Chain)
q Mission/Purpose
q Vision;
Values
q Goals/ObjecPves
q Targets/Success
Criteria/
Key
Metrics/KPIs
q Policy
q Strategy
(Trade-­‐off)
q Value
ProposiPon
PROBLEM
HIERARCHY
(“What?”)
SOLUTION
HIERARCHY
(“What?”)
PROJECT
OUTPUTS
(Reality
vs.
Hypotheses)
q Job
To
Get
Done
q Profit
Model
q Product/
Service/
Campaign
q
O.T.H.E.R.
Process
GOLDEN
PYRAMID

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
TacGcal
HOW?
Strategic
HOW?
(WHAT?)
BUSINESS
MODEL
CAUSES
(Factors)
ENVIRONMENTAL
CAUSES
(Factors)
BCG-­‐Business
Model
Court
EFFECT
(WHY?):
PROBLEM/FAILURE
CRITERIA:
…………………………………………..……………..
q Present
q Future
q Past

3. 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
TacGcal
HOW?
Strategic
HOW?
(WHAT?)
q Profit
(Value/Experience)
Model
q Product/Service/Campaign
q O.T.H.E.R.
Process
q TacPcs/AcPons
q Policy
q Strategy
(Trade-­‐off)
q Value
ProposiPon
q Job
To
Get
Done
BUSINESS
MODEL
CAUSES
(Factors)
ENVIRONMENTAL
CAUSES
(Factors)
BCG-­‐Business
Model
Court
EFFECT
(WHY?):
PROBLEM/FAILURE
CRITERIA:
…………………………………………..……………..
q Present
q Future
q Past

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
TacGcal
HOW?
Strategic
HOW?
(WHAT?)
BUSINESS
MODEL
MEANS
ENVIRONMENTAL
MEANS
(WAYS)
BCG-­‐Business
Model
Court
END
(WHY?):
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..……………..
q Present
q Future
q Past

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
TacGcal
HOW?
Strategic
HOW?
(WHAT?)
q Profit
(Value/Experience)
Model
q Product/Service/Campaign
q O.T.H.E.R.
Process
q TacPcs/AcPons
q Policy
q Strategy
(Trade-­‐off)
q Value
ProposiPon
q Job
To
Get
Done
BUSINESS
MODEL
MEANS
ENVIRONMENTAL
MEANS
(WAYS)
BCG-­‐Business
Model
Court
END
(WHY?):
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..……………..
q Present
q Future
q Past

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
Ideal
Purpose
of
a
Purpose-­‐Driven
OrganizaGon
The
Ideal
Purpose
Of
a
Purpose-­‐Driven
OrganizaGon
is
to
Create
an
Awesome
Customer
Experience
(ACE)
At
Zero
Cost

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
HOW?
Ideal
Purpose
of
a
Purpose-­‐Driven
OrganizaGon

8.
BCG-­‐Business
Model
Court

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
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

10.
Problem-­‐SoluPon
Fitness
(Is
there
a
problem
worth
solving?)

11. 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
SOLUTION
SPACE
PROBLEM
SPACE
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
Problem-­‐WHY
Problem-­‐WHAT
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
What
is
the
(ideal)
soluGon?
SoluGon-­‐WHY
Why
does
soluGon
work?
Problem-­‐WHY
Why
does
problem
occur?
Problem-­‐WHAT
What
is
the
(core)
problem?
SoluGon-­‐HOW
How
(and
when)
does
soluGon
work?
Problem-­‐HOW
How
(and
when)
does
problem
occur?
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
What
is
the
(ideal)
soluGon?
SoluGon-­‐WHY
Why
does
soluGon
work?
Problem-­‐WHY
Why
does
problem
occur?
Problem-­‐WHAT
What
is
the
(core)
problem?
SoluGon-­‐HOW
How
(and
when)
does
soluGon
work?
Problem-­‐HOW
How
(and
when)
does
problem
occur?
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
R:
ReflecGons
H:
Hypotheses
O:
ObservaGons
Project
Info
q Non-­‐/Customer
(Goal/Constraints)
q Unit
of
Analysis
q Failure
Criteria
(Stopping
Rule)
E:
Experiments
T:
Thoughts
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
O.T.H.E.R.
Court

21. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
R:
ReflecGons
(Insights;
Lessons
Learned)
H:
Hypotheses
(Assump=ons;
Predic=ons;
Model)
O:
ObservaGons
(Visual;
Auditory;
Ki-­‐
nesthe=c;
Olfactory;
Gustatory)
Project
Info
q Non-­‐/Customer
(Goal/Constraints)
q Unit
of
Analysis
q Failure
Criteria
(Stopping
Rule)
E:
Experiments
(Tests;
Results)
T:
Thoughts
(Causal
Factors)
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
O.T.H.E.R.
Court

22.
Market-­‐Product
Fitness
(Is
there
a
Big
Urgent
Market
Problem
(BUMP)?)

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
PRODUCT
SPACE
(Unknown;
Known)
MARKET
SPACE
(Unknown;
Known)
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
MARKET-­‐
PRODUCT

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
PRODUCT
SPACE
(Unknown;
Known)
MARKET
SPACE
(Unknown;
Known)
Customer’s
Delight
Customer’s
Goal/
Job
To
Get
Done
Customer’s
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
MARKET-­‐
PRODUCT

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
PRODUCT
SPACE
(Unknown;
Known)
MARKET
SPACE
(Unknown;
Known)
Product’s
FuncGonality
Product’s
Delight
(Benefit)
Customer’s
Delight
Customer’s
Goal/
Job
To
Get
Done
Product’s
Pain
(Cost)
Customer’s
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
MARKET-­‐
PRODUCT

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
PRODUCT
SPACE
(Unknown;
Known)
MARKET
SPACE
(Unknown;
Known)
Product’s
FuncGonality
Product’s
Delight
(Benefit)
Customer’s
Delight
Customer’s
Goal/
Job
To
Get
Done
Product’s
Pain
(Cost)
Customer’s
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
MARKET-­‐
PRODUCT
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)

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
PRODUCT
SPACE
(Unknown;
Known)
MARKET
SPACE
(Unknown;
Known)
Product’s
FuncGonality
Product’s
Delight
(Benefit)
q Quality
q Performance
q Brand
q CustomizaPon
Customer’s
Delight
Customer’s
Goal/
Job
To
Get
Done
Product’s
Pain
(Cost)
q Cost
(Size)
q Complexity
q Inaccessibility
q Time
(Delay)
Customer’s
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
MARKET-­‐
PRODUCT
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)

28.
Business
Ecosystem
Assessment
(Does
the
business
ecosystem
offer
us
sustainable
compe==ve
advantage?)

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
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
Environment
(Global/Local:
P.E.S.T.L.I.E.D.
Trends/Intelligence)
ECOSYSTEM
(VALUE
NET)
ECOSYSTEM

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
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
ECOSYSTEM

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
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past
ECOSYSTEM

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
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcPviPes)
Product/Service
(Ideal
SoluPon)
Customer/Client
(Goal/Constraints)
OrganizaGon
(Key
Resources)
Channels/Rel.
(DistribuPon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value
ECOSYSTEM

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
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcPviPes)
Product/Service
(Ideal
SoluPon)
Customer/Client
(Goal/Constraints)
OrganizaGon
(Key
Resources)
Channels/Rel.
(DistribuPon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
Environment
(Global/Local:
P.E.S.T.L.I.E.D.
Trends/Intelligence)
ECOSYSTEM

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
The
Ideal
Purpose
Of
a
Combat-­‐Military
is
to
Create
an
Awful
Customer
Experience
(ACE)
For
the
Enemy
At
Zero
Cost
Ideal
Purpose
of
a
Combat-­‐MILITARY

35. 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
HOW?
Ideal
Purpose
of
a
Combat-­‐MILITARY

36.
BCG-­‐Business
Model
Wargame

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
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

38.
Problem-­‐SoluPon
Fitness
(Is
there
a
problem
worth
solving?)

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
SOLUTION
SPACE
PROBLEM
SPACE
VALUE
(EXPERIENCE)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
VALUE
(EXPERIENCE)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

42. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
Problem-­‐WHY
Problem-­‐WHAT
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

43. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

44. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

45. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROBLEM-­‐
SOLUTION

46. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
SoluGon-­‐WHY
Problem-­‐WHY
Problem-­‐WHAT
SoluGon-­‐HOW
Problem-­‐HOW
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COLLABORATORS/FRENEMIES
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)
PROBLEM-­‐
SOLUTION

47. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
What
is
the
(ideal)
soluGon?
SoluGon-­‐WHY
Why
does
soluGon
work?
Problem-­‐WHY
Why
does
problem
occur?
Problem-­‐WHAT
What
is
the
(core)
problem?
SoluGon-­‐HOW
How
(and
when)
does
soluGon
work?
Problem-­‐HOW
How
(and
when)
does
problem
occur?
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COLLABORATORS/FRENEMIES
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)
PROBLEM-­‐
SOLUTION

48. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
SoluGon-­‐WHAT
What
is
the
(ideal)
soluGon?
SoluGon-­‐WHY
Why
does
soluGon
work?
Problem-­‐WHY
Why
does
problem
occur?
Problem-­‐WHAT
What
is
the
(core)
problem?
SoluGon-­‐HOW
How
(and
when)
does
soluGon
work?
Problem-­‐HOW
How
(and
when)
does
problem
occur?
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
PROBLEM
(HIERARCHY)
EFFECT
CAUSES
SOLUTION
(HIERARCHY)
END
MEANS
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COLLABORATORS/FRENEMIES
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)
Environment
(Global/Local:
P.E.S.T.L.I.E.D.
Trends/Intelligence)
PROBLEM-­‐
SOLUTION

49. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
R:
ReflecGons
H:
Hypotheses
O:
ObservaGons
Project
Info
q Non-­‐/Customer
(Goal/Constraints)
q Unit
of
Analysis
q Failure
Criteria
(Stopping
Rule)
E:
Experiments
T:
Thoughts
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
O.T.H.E.R.
Court

50. 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
SOLUTION
SPACE
(Unknown;
Known)
PROBLEM
SPACE
(Unknown;
Known)
R:
ReflecGons
(Insights;
Lessons
Learned)
H:
Hypotheses
(Assump=ons;
Predic=ons;
Model)
O:
ObservaGons
(Visual;
Auditory;
Ki-­‐
nesthe=c;
Olfactory;
Gustatory)
Project
Info
q Non-­‐/Customer
(Goal/Constraints)
q Unit
of
Analysis
q Failure
Criteria
(Stopping
Rule)
E:
Experiments
(Tests;
Results)
T:
Thoughts
(Causal
Factors)
PAIN
(Disadvantages)
DELIGHT
(Advantages)
VALUE
(EXPERIENCE)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsGtutes;
New
Entrants/Startups)
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
O.T.H.E.R.
Court

51.
Stakeholder-­‐Tool
Fitness
(Is
there
a
stakeholder’s
problem
worth
solving?)

52. 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
TOOL
SPACE
(Unknown;
Known)
STAKEHOLDER
SPACE
(Unknown;
Known)
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
Stakeholder-­‐
Tool

53. 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
TOOL
SPACE
(Unknown;
Known)
STAKEHOLDER
SPACE
(Unknown;
Known)
STAKEHOLDER’S
Delight
STAKEHOLDER’S
Goal/
Job
To
Get
Done
STAKEHOLDER’S
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
Stakeholder-­‐
Tool

54. 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
TOOL
SPACE
(Unknown;
Known)
STAKEHOLDER
SPACE
(Unknown;
Known)
TOOL’S
FuncGonality
TOOL’S
Delight
(Benefit)
STAKEHOLDER’S
Delight
STAKEHOLDER’S
Goal/
Job
To
Get
Done
TOOL’S
Pain
(Cost)
STAKEHOLDER’S
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
Stakeholder-­‐
Tool

55. 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
TOOL
SPACE
(Unknown;
Known)
STAKEHOLDER
SPACE
(Unknown;
Known)
TOOL’S
FuncGonality
TOOL’S
Delight
(Benefit)
STAKEHOLDER’S
Delight
STAKEHOLDER’S
Goal/
Job
To
Get
Done
TOOL’S
Pain
(Cost)
STAKEHOLDER’S
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
Stakeholder-­‐
Tool
COLLABORATORS/FRENEMIES
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)

56. 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
TOOL
SPACE
(Unknown;
Known)
STAKEHOLDER
SPACE
(Unknown;
Known)
TOOL’S
FuncGonality
TOOL’S
Delight
(Benefit)
q Quality
q Performance
q Brand
q CustomizaPon
STAKEHOLDER’S
Delight
STAKEHOLDER’S
Goal/
Job
To
Get
Done
TOOL’S
Pain
(Cost)
q Cost
(Size)
q Complexity
q Inaccessibility
q Time
(Delay)
STAKEHOLDER’S
Pain
PAIN
(Disadvantages)
DELIGHT
(Advantages)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
VALUE
(EXPERIENCE)
Stakeholder-­‐
Tool
COLLABORATORS/FRENEMIES
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)

57.
War
Ecosystem
Assessment
(Does
the
war
ecosystem
offer
us
sustainable
compe==ve
advantage?)

58. BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COLLABORATORS/FRENEMIES
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)
Environment
(Global/Local:
P.E.S.T.L.I.E.D.
Trends/Intelligence)
WAR
THEATER
WAR
ECOSYSTEM
(WAR
THEATER/CHAIN)

59. BACK
STAGE
OF
WAR-­‐THEATER
FRONT
STAGE
OF
WAR-­‐THEATER
SUPPLIERS/INPUTS
ACTIVITIES
WEAPONRY/SERVICE
TARGETED
SEGMENTS
ORGANIZATION
CHANNELS/ARENAS
Cost
(Losses/Damages/Pain)
EffecGveness
(Victories/Benefits)
WAR
STRATEGY/SCOREBOARD
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)
Environment
(Global/Local:
P.E.S.T.L.I.E.D.
Trends/Intelligence)
COLLABORATORS/FRENEMIES
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
WAR
THEATER
WAR
ECOSYSTEM
(WAR
THEATER/CHAIN)

60. BACK
STAGE
OF
WAR-­‐THEATER
FRONT
STAGE
OF
WAR-­‐THEATER
SUPPLIERS/INPUTS
(Partners/Allies)
ACTIVITIES
-­‐ Job
To
Get
Done
-­‐ Rules
(Simple)
-­‐ Campaigns/TacPcs
-­‐ O.T.H.E.R.
Loop
(cf.
OODA
Loop)
WEAPONRY/SERVICE
(Ideal
Tool/Asset)
TARGETED
SEGMENTS
(Goals/Constraints)
q Opponents/Enemies
q Commercial
Sector
q Public;
Influencers
q Government;
NGOs
ORGANIZATION
-­‐ Resources
-­‐ CapabiliPes
-­‐ Team/Forces
-­‐ Infrastructure
-­‐ Culture/Brand
CHANNELS/ARENAS
(Land/Sea/Air;
Online)
Cost
(Losses/Damages/Pain)
EffecGveness
(Victories/Benefits)
WAR
STRATEGY/SCOREBOARD
BCG-­‐Business
Model
Wargame
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
SUPPLIERS
DEFENSE
OFFENSE
(ConvenGonal;
Guerilla/Insurgents)
Environment
(Global/Local:
P.E.S.T.L.I.E.D.
Trends/Intelligence)
W:
Weak-­‐
nesses
S:
Strengths
T:
Threats
O:
Oppor-­‐
tuniPes
SWOT
Profile
COLLABORATORS/FRENEMIES
WAR
THEATER
WAR
ECOSYSTEM
(WAR
THEATER/CHAIN)