The purpose of a business model is to rapidly create, deliver, and share an ecstatic (magical) experience for customers and other stakeholders. But, how? This presentation on Business Model Problem Solving presents the framework of the Business Periodic Table as a framework for rapidly discovering and solving customer problems especially with a view to obtaining an Net Brand Affinity Score (NBA) Score of 100%. The NBA Score, which is calculated based on results from a FeelingMeter Survey, refers to the percentage difference between "Fans" and "Detractors."

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
Simple
Business
Periodic
Table
for
Game-­‐changing
BUSINESS
MODEL
PIVOTS
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
Prop.
6.3
Product
6.4
Service
6.5
Bus.
Model
MEANS
(Pivots/Choices)
7
WHY
8
WHO
9
WHAT
10.1
HOW
10.2
WHEN
10.3
WHERE
1-­‐Sided
Market
(Niche)
2-­‐Sided
Market
3-­‐Sided
Market
(MulM-­‐sided)
General
Pivots/
InnovaMons
Cards
for
HolisMcally
Defining,
DocumenMng,
Improving,
and
PivoMng
BUSINESS
MODELS

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
Simple
Business
Periodic
Table
for
Game-­‐changing
BUSINESS
MODEL
PIVOTS
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
Prop.
6.3
Product
6.4
Service
6.5
Bus.
Model
MEANS
(Pivots/Choices)
7
Rev.
Streams;
Profit
Model
WHY
8
Customers;
RelaMonships
WHO
9
Product;
Service
WHAT
10.1
Resources;
AcMviMes
HOW
10.2
WHEN
10.3
Channels
WHERE
1-­‐Sided
Market
(Niche)
2-­‐Sided
Market
3-­‐Sided
Market
(MulM-­‐sided)
General
Pivots/
InnovaMons
Cards
for
HolisMcally
Defining,
DocumenMng,
Improving,
and
PivoMng
BUSINESS
MODELS

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
Simple
Business
Periodic
Table
for
Game-­‐changing
BUSINESS
MODEL
PIVOTS
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
Prop.
6.3
Product
6.4
Service
6.5
Bus.
Model
MEANS
(Pivots/Choices)
7
Rev.
Streams;
Profit
Model
WHY
8
Customers;
RelaMonships
WHO
9
Product;
Service
WHAT
10.1
Resources;
AcMviMes
HOW
10.2
WHEN
10.3
Channels
WHERE
1-­‐Sided
Market
(Niche)
Instagram
(from
check-­‐in
app)
2-­‐Sided
Market
Paypal
(from
crypto-­‐
graphy
sobware)
3-­‐Sided
Market
(MulM-­‐sided)
Groupon
(from
social
advocacy
site)
Twi7er
(from
podcast
site)
Flickr
(from
role-­‐playing
game)
Pinterest
(from
social
shopping
website)
General
Pivots/
InnovaMons
Cards
for
HolisMcally
Defining,
DocumenMng,
Improving,
and
PivoMng
BUSINESS
MODELS

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
Simple
Business
Periodic
Table
for
Game-­‐changing
BUSINESS
MODEL
PIVOTS
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
Prop.
6.3
Product
6.4
Service
6.5
Bus.
Model
MEANS
(Pivots/Choices)
7
Rev.
Streams;
Profit
Model
WHY
8
Customers;
RelaMonships
WHO
9
Product;
Service
WHAT
10.1
Resources;
AcMviMes
HOW
10.2
WHEN
10.3
Channels
WHERE
1-­‐Sided
Market
(Niche)
High
Margin
Service/Subscr.
Performance-­‐
based
Payment
Poor;
Non-­‐market
Mass
Market
Luxury
Market
Blue
Oceaners
Add-­‐on
(Bundle)
DisrupMve
Product
Low/High-­‐end
Zoom-­‐in;
Zoom-­‐out
Competence
Outsourcing
Cross-­‐selling
Lemon-­‐to-­‐Lemonade
Recycling
Time-­‐based:
Seasonal/Peak
Hour
Resources
Bundling
Unique
Partnerships
Geographical
Niche
2-­‐Sided
Market
Licensing
Cross-­‐subsidy
Affiliate
FracMonaMon
Freemium;
Lock-­‐in;
Razor
&
Blade
AucMon;
Peer-­‐to-­‐Peer;
Barter;
Franchise
Co-­‐creaMon
Co-­‐innovaMon
Crowd-­‐funding
Crowdsourcing
3-­‐Sided
Market
(MulM-­‐sided)
Ad
Revenue
Open
Source
Long
Tail
Pla_orm
(Integrator/
Aggregator)
Mass
CustomizaMon
Metered
Use
Unbundling
MulM-­‐level
MarkeMng
General
Pivots/
InnovaMons
Flat/Fixed
Rate
Advanced
Order
Pay-­‐per-­‐use
Pay-­‐what-­‐you-­‐
want
Rent
(Lease)
Rev.
Sharing
Person;
Business
Extractor/Miner
Manufacturer
Service
Provider
Consultant/Coach
Broker/Mediator
Reseller/Retailer
No
Frills/Low
Touch
White
Label
Loyalty
IncenMves
Experience
Selling
Purchase-­‐On-­‐demand
Component
Branding
Customer
Data
Selling
AutomaMon;
DigitalizaMon
Pla_orm
(eCommerce)
Supermarket
Orchestrator
Reverse
Engineering
Reverse
InnovaMon
Self-­‐service
Just-­‐in-­‐Mme
On
Demand
Zero
Time
Time-­‐based
Fee:
Fixed/
Variable
Guarantee
Distributor
Direct;
Sales
Force
DisintermediaMon
Internet
+/-­‐
Bricks
Pull
Open
InnovaMon
Community
Cards
for
HolisMcally
Defining,
DocumenMng,
Improving,
and
PivoMng
BUSINESS
MODELS

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
Prop.
6.3
Product
6.4
Service
6.5
Bus.
Model
MEANS
(Pivots/Choices)
7
WHY
8
WHO
9
WHAT
10.1
HOW
10.2
WHEN
10.3
WHERE
1-­‐Sided
Market
(Niche)
2-­‐Sided
Market
3-­‐Sided
Market
(MulM-­‐sided)
General
Pivots/
InnovaMons

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
Simple
Business
Periodic
Table
for
BUSINESS
MODEL
WINNERS
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
Prop.
6.3
Product
6.4
Service
6.5
Bus.
Model
MEANS
(Pivots/Choices)
7
WHY
8
Customer
InMmacy
WHO
9
Product
InnovaMon
WHAT
10.1
OperaMonal
Excellence
HOW
10.2
WHEN
10.3
WHERE
1-­‐Sided
Market
(Niche)
Harley
Davidson
Sony
(Walkman)
Apple
(iPod)
Intel
Swatch
MicrosoV
WalMart
Southwest
Airlines
EasyJet;
RyanAir
McDonald’s
Hertz
2-­‐Sided
Market
Macy’s
Nike
Dell
Honda
3-­‐Sided
Market
(MulM-­‐sided)
Apple
Apple
(iPhone)
Toyota
eBay
General
Pivots/
InnovaMons
Cards
for
HolisMcally
Defining,
DocumenMng,
Improving,
and
PivoMng
BUSINESS
MODELS

7. Appendix
Templates
for
Visually
Organizing
The
8
Global
Organizing
Universal
Topics
(GOUTs)
Of
The
Business
Periodic
Table
Universal
Problem
Solving
&
Project
Management

8.
The
Four
Archetypal
Faces
Of
The
Business
Periodic
Table
Universal
Problem
Solving
&
Project
Management

9. 1.
Stone-­‐Heap
Face
Discrete
Periodic
Table

10. PROCESS
END
PROBLEM
WAYS
MEANS
ECOSYSTEM
CONSTRAINTS
PROJECT
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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project

11. 2.
Linear
(Chain)
Face
Linear
Periodic
Table

12. PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
ECOSYSTEM
CONSTRAINTS
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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
SIX
SIGMA
METHODOLOGY
LEAN
STARTUP
METHOD
PROJECT
Six
Sigma
Project
Lean
Startup
Project
PROCESS
Define-­‐Measure-­‐Analyze-­‐Improve-­‐Control
(DMAIC)
Cycle
Build-­‐Measure-­‐Learn
(BML)
Feedback
Loop
END
q Six
Sigma
Quality
(Zero
Defect)
of
Product/Service/Process
q Validated
Vision
or
Leap
of
Faith
q Validated
Learning/Business
Model
Engine
q Achievement
of
Learning
Milestones
q Innovaive
Product/Service
That
Customers
Love
and/or
are
Willing
to
Buy
PROBLEM
Defecive
Product/Service/Process
Undesirable
or
Unvalidated
Product/Service
WAYS
q Coninuously
Improve
q Eliminate
Defects
q Coninuously
Innovate;
Experiment;
Pivot
q Discover
and
Validate
Customer
Problem/
Soluion/Business
Model
(Engine);
Scale
q Fine
Tune
Engines
of
Growth;
Be
AdapMve
MEANS
Six
Sigma
Team;
DMAIC
Cycle;
Opimizaion/Standardizaion
Lean
Startup
Team;
BML
Loop;
MVP;
Get
Out
Of
Building;
Innovaion
Accouning;
Kanban
CONSTRAINTS
Time;
Cost
Risk:
Problem-­‐Soluion
Fit;
Product-­‐Market
Fit
ECOSYSTEM
Matured
Product
in
Established
Market
Unvalidated
Supplier/Market/Partner/Channel

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC
(HOW?)
(WHO?)
(WHY?)
(WHAT?)

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
Domain-­‐specific
Topic
RED
OCEAN
(Present:
Doing)
BLUE
OCEAN
(Future:
To
Do)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
PAST:
Done
(Understand/Learn/Built)
PRESENT:
Doing
(Build/Measure:
Facts)
FUTURE:
To
Do
(Plan/To
Build:
Hypotheses)
PROJECT
PROCESS
END
PROBLEM
WAYS
MEANS
CONSTRAINTS
ECOSYSTEM
MAIN
TOPIC

22. 3.
Hierarchical
(Tree)
Face
Hierarchical
Periodic
Table

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
MAIN
TOPIC
8
Global
Organizing
Universal
Topics
(GOUT)
PROJECT
ECOSYSTEM
CONSTRAINTS
SYSTEM
PROCESS
END
PROBLEM
WAYS
MEANS

24. PROCESS
END
PROBLEM
WAYS
MEANS
ECOSYSTEM
CONSTRAINTS
PROJECT
MAIN
TOPIC
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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
MAIN
TOPIC

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project

28. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
Lean
Canvas
BUSINESS
PERIODIC
TABLE
Feeling-­‐
Meter
Lean
Startup
Methodology
Value
Map
1-­‐Page
Business
Plan
1-­‐Page
Business
Model
Problem
Solving

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
Business
Model
Canvas
Lean
Canvas
BUSINESS
PERIODIC
TABLE
1-­‐Page
Business
Plan
Feeling-­‐
Meter
Lean
Startup
Methodology
5
Forces
Strategy
Theory
of
Constraints
Value
Map
Balanced
Scorecard
1-­‐Page
ImplementaNon
Plan
1-­‐Page
Business
Model
Problem
Solving

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Generic/Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
END
2.1
Mission
2.2
Vision
2.3
Values
2.4
Success
Criteria
2.5
Stopping
Criteria
3.1
Job
To
Get
Done
3.2
Job
To
Be
Done
3.3
Goal
3.4
ObjecNve
3.5
Target
4.1
Past
4.2
Present
4.3
Future
4.4
Short-­‐term
4.5
Medium-­‐term/
Long-­‐term
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
ProposiNon
6.3
Product
6.4
Service
6.5
Business
Model
MEANS
7
WHY
8
WHO
9
WHAT
10.1
HOW
10.2
WHEN
10.3
WHERE
CONSTRAINTS
FITNESS
BARRIERS
(Physical/Intellectual/Emoional/Spiritual)
ECOSYSTEM
11
SUPPLIERS
12
CUSTOMERS
13
COMPETITORS
14
COMPLEMENTORS
15.1
INDUSTRY
15.2
ENVIRONMENT
Search
for
any
person,
organizaMon,
or
tool
to
improve

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
Simple
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐risky
Project
8
GROUPS
(FAMILIES)
40
PROPERTIES
OF
ANY
PERSON,
ORGANIZATION,
OR
TOOL
(Generic/Basic
Organizing
Universal
Topics)
PROJECT
1
PROJECT
INFORMATION
PROCESS
OTHER
Loop
(Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect)
END
2.1
Mission
2.2
Vision
2.3
Values
2.4
Success
Criteria
2.5
Stopping
Criteria
3.1
Job
To
Get
Done
3.2
Job
To
Be
Done
3.3
Goal
3.4
ObjecNve
3.5
Target
4.1
Past
4.2
Present
4.3
Future
4.4
Short-­‐term
4.5
Medium-­‐term/
Long-­‐term
PROBLEM
5.1
Problem
5.2
Trade-­‐off
5.3
ContradicNon
5.4
Bipolarity
5.5
Conflict
WAYS
6.1
Strategy
6.2
Value
ProposiNon
6.3
Product
6.4
Service
6.5
Business
Model
MEANS
7
WHY
8
WHO
9
WHAT
10.1
HOW
10.2
WHEN
10.3
WHERE
CONSTRAINTS
FITNESS
BARRIERS
(Physical/Intellectual/Emoional/Spiritual)
ECOSYSTEM
11
SUPPLIERS
12
CUSTOMERS
13
COMPETITORS
14
COMPLEMENTORS
15.1
INDUSTRY
15.2
ENVIRONMENT
Search
for
any
person,
organizaMon,
or
tool
to
improve

34. 4.
Network
(Web)
Face
Network
Periodic
Table

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
1
PROJECT
END
Ways
MEANS
ECOSYSTEM
PROBLEM
PROCESS
CONSTRAINTS
Classic
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project

36. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
1
PROJECT
END
Ways
MEANS
ECOSYSTEM
PROBLEM
F
I
T
N
E
S
S
B
A
R
R
I
E
R
S
PROCESS
Classic
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project

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
1
PROJECT
O-­‐T-­‐H-­‐E-­‐R
Loop
Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect
END
Ways
MEANS
ECOSYSTEM
PROBLEM
F
I
T
N
E
S
S
B
A
R
R
I
E
R
S
Classic
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project

38. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Classic
Business
Periodic
Table
40
Playing
Cards
of
a
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project
1
PROJECT
7
WHY
2.1
Mission
2.2
Vision
2.3
Values
2.4
Success
Criteria
2.5
Stopping
Criteria
8
WHO
3.1
Job
To
Get
Done
3.2
Job
To
Be
Done
3.3
Goal
3.4
ObjecNve
3.5
Target
9
WHAT
4.1
Past
4.2
Present
4.3
Future
4.4
Short-­‐term
4.5
Medium/Long-­‐term
10.1
HOW
5.1
PROBLEM
5.2
TRADE-­‐OFF
5.3
CONTRADICTION
5.4
BIPOLARITY
5.5
CONFLICT
10.2
WHEN
6.1
Strategy
6.2
Value
ProposiNon
6.3
Product
6.4
Service
6.5
Business
Model
10.3
WHERE
11
SUPPLIERS
12
CUSTOMERS
13
COMPETITORS
14
COMPLEMENTORS
15.1
INDUSTRY
15.2
ENVIRONMENT
End
Problem
Means
(System/Enterprise;
SoluMon)
Ecosystem
(Pla_orm/Network/Context)
F
I
T
N
E
S
S
B
A
R
R
I
E
R
S
(Physical;
Intellectual;
EmoMonal;
Spiritual)
O-­‐T-­‐H-­‐E-­‐R
Loop
Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect
PROJECT
CHOICES
(4
MODULES)

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
Classic
Business
Periodic
Table
40
Playing
Cards
of
a
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project
1
PROJECT
7
WHY
2.1
Mission
2.2
Vision
2.3
Values
2.4
Success
Criteria
2.5
Stopping
Criteria
8
WHO
3.1
Job
To
Get
Done
3.2
Job
To
Be
Done
3.3
Goal
3.4
ObjecNve
3.5
Target
9
WHAT
4.1
Past
4.2
Present
4.3
Future
4.4
Short-­‐term
4.5
Medium/Long-­‐term
10.1
HOW
5.1
PROBLEM
5.2
TRADE-­‐OFF
5.3
CONTRADICTION
5.4
BIPOLARITY
5.5
CONFLICT
10.2
WHEN
6.1
Strategy
6.2
Value
ProposiNon
6.3
Product
6.4
Service
6.5
Business
Model
10.3
WHERE
11
SUPPLIERS
12
CUSTOMERS
13
COMPETITORS
14
COMPLEMENTORS
15.1
INDUSTRY
15.2
ENVIRONMENT
End
Problem
Means
(System/Enterprise;
SoluMon)
Ecosystem
(Pla_orm/Network/Context)
F
I
T
N
E
S
S
B
A
R
R
I
E
R
S
(Physical;
Intellectual;
EmoMonal;
Spiritual)
O-­‐T-­‐H-­‐E-­‐R
Loop
Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect
PROJECT
CHOICES
(4
MODULES)

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
Business
Periodic
Table
for
CLASSIC
LEAN
STARTUP
METHOD
40
Playing
Cards
for
Risky
and
Non-­‐Risky
Projects
1
Lean
Startup
Project
Timeline
PROJECT
7
5
Whys;
Metrics
Inno’
AccounMng
WHY
2.1
AdapMve
Org.
(‘Zero
Waste’)
Mission
2.2
Leap
of
Faith
Hypothesis/AssumpMon
Vision
2.3
Accountability
(Fact-­‐based)
Culture
Values
2.4
Value;
AARRRL
AcMonable
Metrics:
3As
Success
Criteria
2.5
Waste
(Quality)
Vanity
Metrics;
Runway
Stopping
Criteria
8
People/Team
Customer
WHO
3.1
Experiment
(Batch)
Validated
Learning
Job
To
Get
Done
3.2
Customer
Archetype
Job
To
Be
Done
3.3
Create
Radically
Successful
Business
Goal
3.4
ConMnuously
Innovate
ObjecNve
3.5
Learning
Milestones
Target
9
Min.
Viable
Product
(MVP):
Prototype
WHAT
4.1
Built
Kanban
(Validated)
Past
4.2
Building
Kanban
(In
Progress)
Present
4.3
To
Build
Kanban
(Backlog)
Future
4.4
Problem-­‐SoluMon
Fit
Short-­‐term
4.5
Product-­‐Market
Fit
Business
Model
Fit
Medium/Long-­‐term
10.1
Build-­‐Measure-­‐
Learn
(BML)
Loop
HOW
5.1
SMcky/Paid/Viral:
3
Engines
of
Growth
PROBLEM
5.2
Cohort
Analysis
Split-­‐tesMng
TRADE-­‐OFF
5.3
CONTRADICTION
5.4
BIPOLARITY
5.5
CONFLICT
10.2
Runway
WHEN
6.1
Pivot
(10
No.)
Growth
Hypothesis
Strategy
6.2
Value
Hypothesis
Value
ProposiNon
6.3
Analogs/AnMlogs
Min.
Viable
Product
Product
6.4
Analogs/AnMlogs
Min.
Viable
Service
Service
6.5
Bus.
Model
Engine
Business
Model
Arch.
Business
Model
10.3
Genchi
Gembutsu
WHERE
11
SUPPLIERS
12
Pull
Customer
Archetype
CUSTOMERS
13
Analogs/AnMlogs
COMPETITORS
14
COMPLEMENTORS
15.1
INDUSTRY
15.2
ProporMonal
Investment
ENVIRONMENT
End
Problem
Means
(System/Enterprise;
SoluMon)
Ecosystem
(Pla_orm/Network/Context)
F
I
T
N
E
S
S
B
A
R
R
I
E
R
S
(Physical;
Intellectual;
EmoMonal;
Spiritual)
–
Get
Out
Of
Building;
Speed
Bumps
PRODUCT-­‐MARKET
FIT
LEAN
STARTUP
METHOD
in
“THE
LEAN
STARTUP”
Book
by
Eric
Ries
(Related
Topics)
PROJECT
CHOICES
(4
MODULES)
O-­‐T-­‐H-­‐E-­‐R
Loop
(Build-­‐Measure-­‐Learn
Loop)
–
Process;
Learning
Observe-­‐Think-­‐Hypothesize-­‐Experiment-­‐Reflect

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
LEAN
DIAMOND
(Front
of
Envelope;
Yin
–
WHY
Side
or
CULTURE
Side:
Problem-­‐End)
q Present
(Build/Measure)
q Future
(Plan)
q Past
(Understand)
PROJECT:
……………………………………………………………………………………………..………………
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………………………………
Job
To
Get
Done:
……………………………………………..……………………..……………………………
q Present
(Build/Measure)
q Future
(Plan/To
Do)
q Past
(Understand/Learn)
PROBLEM
(TRADE-­‐OFF)
Envelope
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project

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
LEAN
DIAMOND
(Back
of
Envelope;
Yang
–
HOW
Side
or
STRATEGY
Side:
Means
or
SoluMon-­‐End)
MEANS
q Present
(Build/Measure)
q Future
(Plan)
q Past
(Understand)
(HOW?)
(WHO?)
(WHY?)
(WHAT?)
Envelope
Business
Periodic
Table
Matrix
Mind
Map
(MMM)
for
Managing
Every
Risky
and
Non-­‐Risky
Project
WAYS
ECOSYSTEM

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
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsNtutes;
New
Entrants/Startups)
q Present
q Future
q Past
q Present
ü Future
q Past
q Present
(Build/Measure)
ü Future
(Plan/To
Do)
Picture-­‐frame
Business
Periodic
Table
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
……………………………………………………………………………………………………………
Job
To
Get
Done:
……………………………………………..………………………………………………………………………………………
q Present
(Build/Measure)
q Future
(Plan/To
Do)
q Past
(Understand/Learn)
Global
Environment
PROBLEM
(TRADE-­‐OFF)
WAYS

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
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsNtutes;
New
Entrants/Startups)
q Present
q Future
q Past
q Present
ü Future
q Past
q Present
(Build/Measure)
ü Future
(Plan/To
Do)
Picture-­‐frame
Business
Periodic
Table
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
……………………………………………………………………………………………………………
Job
To
Get
Done:
……………………………………………..………………………………………………………………………………………
q Present
(Build/Measure)
q Future
(Plan/To
Do)
q Past
(Understand/Learn)
Global
Environment
PROBLEM
(TRADE-­‐OFF)
WAYS
(WHO?)
MEANS
(WHY?)
(HOW?)
(WHAT?)

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
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsNtutes;
New
Entrants/Startups)
q Present
q Future
q Past
q Present
ü Future
q Past
q Present
(Build/Measure)
ü Future
(Plan/To
Do)
Picture-­‐frame
Business
Periodic
Table
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
……………………………………………………………………………………………………………
Job
To
Get
Done:
……………………………………………..………………………………………………………………………………………
q Present
(Build/Measure)
q Future
(Plan/To
Do)
q Past
(Understand/Learn)
Global
Environment
PROBLEM
(TRADE-­‐OFF)
WAYS
MEANS
(WHY?)
(HOW?)
(WHAT?)
(WHO?)

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
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsNtutes;
New
Entrants/Startups)
q Present
q Future
q Past
q Present
ü Future
q Past
q Present
(Build/Measure)
ü Future
(Plan/To
Do)
Picture-­‐frame
Business
Periodic
Table
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
……………………………………………………………………………………………………………
Job
To
Get
Done:
……………………………………………..………………………………………………………………………………………
q Present
(Build/Measure)
q Future
(Plan/To
Do)
q Past
(Understand/Learn)
Global
Environment
PROBLEM
(TRADE-­‐OFF)
WAYS
MEANS
(WHY?)
(HOW?)
(WHAT?)
(WHO?)

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
COMPLEMENTORS
SUPPLIERS
CUSTOMERS;
NON-­‐CUSTOMERS
COMPETITORS
(Incumbents:
SubsNtutes;
New
Entrants/Startups)
q Present
q Future
q Past
q Present
ü Future
q Past
q Present
(Build/Measure)
ü Future
(Plan/To
Do)
Picture-­‐frame
Business
Periodic
Table
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
……………………………………………………………………………………………………………
Job
To
Get
Done:
……………………………………………..………………………………………………………………………………………
q Present
(Build/Measure)
q Future
(Plan/To
Do)
q Past
(Understand/Learn)
Global
Environment
PROBLEM
(TRADE-­‐OFF)
WAYS
MEANS