This presentation contains the template of a Dramatic Story Canvas for formulating and executing "Good Strategy" as outlined in Richard Rumelt's book, "Good Strategy. Bad Strategy." The presented template for the Dramatic Story Canvas contains the "Good Strategy" Canvas which contains the 4 topics that Rumelt considers necessary for a Good Strategy. The Dramatic Story Canvas is applied to illustrate the story of how Steve Jobs saved Apple. http://goo.gl/rbNTN9

1. DRAMATIC
STORY
CANVAS:
Storyboard
Template
Holis&cally
Document,
Present,
and
Manage
Organiza&onal
Success
(Failure)
in
Business
and
Life
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
Before
AFer
Adap&ve
Storyboard
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

2. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE
DIAGNOSIS
POLICY
ACTION
PLAN
(TO
DO)
Before
AFer
“Good
Strategy”
Canvas
Strategic
Problem
Solving
Targets
(Metrics)
ExecuOon
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

3. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE
DIAGNOSIS
POLICY
ACTION
PLAN
(TO
DO)
Before
AFer
“Good
Strategy”
Canvas
Strategic
Problem
Solving
Targets
(Metrics)
ExecuOon
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

4. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE:
Short/Medium/Long-­‐term
(Problems:
Constraints/Obstacles)
DIAGNOSIS:
HolisOc
Business
Model
(Causes/Insights:
Ext./Int.
Resources)
POLICY
(Solu=ons:
Goals/Objec=ves/Strategy)
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
(DML)
Cycle
Before
AFer
“Good
Strategy”
Canvas
Strategic
Problem
Solving
Targets
(Metrics)
ExecuOon
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

5. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Holis&cally
Document,
Present,
and
Manage
Organiza&onal
Success
(Failure)
in
Business
and
Life
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE:
Short/Medium/Long-­‐term
(Problems:
Constraints/Obstacles)
DIAGNOSIS:
HolisOc
Business
Model
(Causes/Insights:
Ext./Int.
Resources)
POLICY
(Solu=ons:
Goals/Objec=ves/Strategy)
q C:
Collect
info
(on
business
model)
q D:
Define
customer
challenge,
pain,
unacceptable
trade-­‐off,
conflict,
or
Minimum
Viable
Problem
(MVP)
q M:
Measure
challenge,
pain,
trade-­‐off,
conflict,
or
problem
q A:
Analyze,
qualita=vely
and
quan=ta=vely,
core
(80/20)
causes
or
simulate
business
model
drivers
especially
at
level
of
system,
environment,
and
supersystem;
use
analogies,
if
necessary
q G:
Generate
disrup=ve
ideas
and
select
best
alterna=ve
(MAXIMIZE
VALUE
OR
HAPPINESS:
Minimize
Cost,
Pain,
and/or
Waste;
Minimize
Weaknesses
and
Threats
Maximize
Revenue,
Delight,
Benefit
and/or
Differen&a&on;
Maximize
Strengths
&
Opportuni.)
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
(DML)
Cycle
Before
AFer
“Good
Strategy”
Canvas:
Process
Strategic
Problem
Solving
ExecuOon
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

6. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Holis&cally
Document,
Present,
and
Manage
Organiza&onal
Success
(Failure)
in
Business
and
Life
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE:
Short/Medium/Long-­‐term
(Problems:
Constraints/Obstacles)
DIAGNOSIS:
HolisOc
Business
Model
(Causes/Insights:
Ext./Int.
Resources)
POLICY
(Solu=ons:
Goals/Objec=ves/Strategy)
q C:
Collect
info
(on
business
model)
q D:
Define
customer
challenge,
pain,
unacceptable
trade-­‐off,
conflict,
or
Minimum
Viable
Problem
(MVP)
q M:
Measure
challenge,
pain,
trade-­‐off,
conflict,
or
problem
q A:
Analyze,
qualita=vely
and
quan=ta=vely,
core
(80/20)
causes
or
simulate
business
model
drivers
especially
at
level
of
system,
environment,
and
supersystem;
use
analogies,
if
necessary
q G:
Generate
disrup=ve
ideas
and
select
best
alterna=ve
(MAXIMIZE
VALUE
OR
HAPPINESS:
Minimize
Cost,
Pain,
and/or
Waste;
Minimize
Weaknesses
and
Threats
Maximize
Revenue,
Delight,
Benefit
and/or
Differen&a&on;
Maximize
Strengths
&
Opportuni.)
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
(DML)
Cycle
q E:
Eliminate
–
q R:
Reduce
–
q I:
Increase
–
q C:
Create
–
Before
AFer
“Good
Strategy”
Canvas:
Process
Strategic
Problem
Solving
ExecuOon
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

7. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Holis&cally
Document,
Present,
and
Manage
Organiza&onal
Success
(Failure)
in
Business
and
Life
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE:
Short/Medium/Long-­‐term
(Problems:
Constraints/Obstacles)
DIAGNOSIS:
HolisOc
Business
Model
(Causes/Insights:
Ext./Int.
Resources)
POLICY
(Solu=ons:
Goals/Objec=ves/Strategy)
q C:
Collect
info
(on
business
model)
q D:
Define
customer
challenge,
pain,
unacceptable
trade-­‐off,
conflict,
or
Minimum
Viable
Problem
(MVP)
q M:
Measure
challenge,
pain,
trade-­‐off,
conflict,
or
problem
q A:
Analyze,
qualita=vely
and
quan=ta=vely,
core
(80/20)
causes
or
simulate
business
model
drivers
especially
at
level
of
system,
environment,
and
supersystem;
use
analogies,
if
necessary
q G:
Generate
disrup=ve
ideas
and
select
best
alterna=ve
(MAXIMIZE
VALUE
OR
HAPPINESS:
Minimize
Cost,
Pain,
and/or
Waste;
Minimize
Weaknesses
and
Threats
Maximize
Revenue,
Delight,
Benefit
and/or
Differen&a&on;
Maximize
Strengths
&
Opportuni.)
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
(DML)
Cycle
q E:
Eliminate
–
Waste
(Defects)
q R:
Reduce
–
Cost
(Pain)
q I:
Increase
–
Revenue
(Delight)
q C:
Create
–
Differen=a=on
(Awesome
Customer
Experience)
Before
AFer
“Good
Strategy”
Canvas:
9
Steps
of
Problem-­‐Based
Strategy
(CDMAG-­‐ERIC)
Strategic
Problem
Solving
ExecuOon
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

8. DRAMATIC
STORY
CANVAS
for
FormulaOng
and
ExecuOng
“Good
Strategy”
Holis&cally
Document,
Present,
and
Manage
Organiza&onal
Success
(Failure)
in
Business
and
Life
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE:
Short/Medium/Long-­‐term
(Problems:
Constraints/Obstacles)
DIAGNOSIS:
HolisOc
Business
Model
(Causes/Insights:
Ext./Int.
Resources)
POLICY
(Solu=ons:
Goals/Objec=ves/Strategy)
q C:
Collect
info
(on
business
model)
q D:
Define
customer
challenge,
pain,
unacceptable
trade-­‐off,
conflict,
or
Minimum
Viable
Problem
(MVP)
q M:
Measure
challenge,
pain,
trade-­‐off,
conflict,
or
problem
q A:
Analyze,
qualita=vely
and
quan=ta=vely,
core
(80/20)
causes
or
simulate
business
model
drivers
especially
at
level
of
system,
environment,
and
supersystem;
use
analogies,
if
necessary
q G:
Generate
disrup=ve
ideas
and
select
best
alterna=ve
(MAXIMIZE
VALUE
OR
HAPPINESS:
Minimize
Cost,
Pain,
and/or
Waste;
Minimize
Weaknesses
and
Threats
Maximize
Revenue,
Delight,
Benefit
and/or
Differen&a&on;
Maximize
Strengths
&
Opportuni.)
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
(DML)
Cycle
q E:
Eliminate
–
Waste
(Defects)
q R:
Reduce
–
Cost
(Pain),
e.g.,
size/cost;
complexity;
inaccessibility
(inconvenience);
&me
(delay)
q I:
Increase
–
Revenue
(Delight),
e.g.,
func&onality/performance;
quality;
status
(brand);
customiza&on/interac&on
q C:
Create
–
Differen=a=on
(Awesome
Customer
Experience)
Before
AFer
“Good
Strategy”
Canvas:
9
Steps
of
Problem-­‐Based
Strategy
(CDMAG-­‐ERIC)
Strategic
Problem
Solving
ExecuOon
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

9. InvenOon
of
the
DramaOc
Story
Canvas
was
Inspired
by
Pablo
Picasso’s
AdapOve
Approach
to
Art
Especially
in
His
“AdapOve
(Morphological)”
PainOng
of
a
Chicken
THE
MOST
ADAPTIVE
TOOL
IN
BUSINESS

10. The
DramaOc
Story
Canvas
Is
An
ExcepOonally
VersaOle
Tool
Because
of
Its
Universal
Story
Structure
In
Time
and
Space
THE
MOST
ADAPTIVE
TOOL
IN
BUSINESS

11. Example

12. DRAMATIC
STORY
CANVAS
for
Apple
(1998):
How
Steve
Jobs
Saved
Apple
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE
DIAGNOSIS
POLICY
Value
Engine
(Undesirable
Impacts)
q Serious
decline
in
market
share,
ROI,
revenue,
and
share
price
q High
nega=ve
cash
flow
q Compe==ve
disadvantage
(in
Red
Ocean
industry
of
personal
computers)
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
Cycle
Before
AFer
Apple’s
“Good
Strategy”
Canvas
(1998)
Strategic
Problem
Solving
ExecuOon
“Put
a
dent
in
the
universe”
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

13. DRAMATIC
STORY
CANVAS
for
Apple
(1998):
How
Steve
Jobs
Saved
Apple
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE
DIAGNOSIS
POLICY
Value
Engine
(Undesirable
Impacts)
q Serious
decline
in
market
share,
ROI,
revenue,
and
share
price
q High
nega=ve
cash
flow
q Compe==ve
disadvantage
(in
Red
Ocean
industry
of
personal
computers)
q Customers
have
difficul=es
in
differen=a=ng
Apple’s
products
q Complicated
product
lineup
q Too
many
(na=onal)
retailers:
too
many
models.
price
points,
and
markup
are
required
to
sa=sfy
various
retailers
q Highly
priced
products
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
Cycle
Before
AFer
Apple’s
“Good
Strategy”
Canvas
(1998)
Strategic
Problem
Solving
ExecuOon
“Put
a
dent
in
the
universe”
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

14. DRAMATIC
STORY
CANVAS
for
Apple
(1998):
How
Steve
Jobs
Saved
Apple
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE
DIAGNOSIS
POLICY
Value
Engine
(Undesirable
Impacts)
q Serious
decline
in
market
share,
ROI,
revenue,
and
share
price
q High
nega=ve
cash
flow
q Compe==ve
disadvantage
(in
Red
Ocean
industry
of
personal
computers)
q Customers
have
difficul=es
in
differen=a=ng
Apple’s
products
q Complicated
product
lineup
q Too
many
(na=onal)
retailers:
too
many
models.
price
points,
and
markup
are
required
to
sa=sfy
various
retailers
q Highly
priced
products
q Simplify
product
line
q Shrink
Apple
to
a
scale
and
scope
suitable
to
its
reality
of
being
a
niche
producer
in
highly
compe=-­‐
=ve
market
of
personal
computers
q Sell
products
through
few
retailers
q Borrow
US$150
Mio.
for
investment
q “Wait
for
the
next
big
thing
(wave)”
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
Cycle
Before
AFer
Apple’s
“Good
Strategy”
Canvas
(1998)
Strategic
Problem
Solving
ExecuOon
“Put
a
dent
in
the
universe”
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

15. DRAMATIC
STORY
CANVAS
for
Apple
(1998):
How
Steve
Jobs
Saved
Apple
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE
DIAGNOSIS
POLICY
Value
Engine
(Undesirable
Impacts)
q Serious
decline
in
market
share,
ROI,
revenue,
and
share
price
q High
nega=ve
cash
flow
q Compe==ve
disadvantage
(in
Red
Ocean
industry
of
personal
computers)
q Customers
have
difficul=es
in
differen=a=ng
Apple’s
products
q Complicated
product
lineup
q Too
many
(na=onal)
retailers:
too
many
models.
price
points,
and
markup
are
required
to
sa=sfy
various
retailers
q Highly
priced
products
q Simplify
product
line
q Shrink
Apple
to
a
scale
and
scope
suitable
to
its
reality
of
being
a
niche
producer
in
highly
compe=-­‐
=ve
market
of
personal
computers
q Sell
products
through
few
retailers
q Borrow
US$150
Mio.
for
investment
q “Wait
for
the
next
big
thing
(wave)”
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
Cycle
q E:
Eliminate
–
Waste
(Defects);
Distributors;
Development
of
new
opera=ng
systems;
Printers
and
peripherals
q R:
Reduce
–
Cost
(Pain);
No.
of
models
of
desktops
and
handheld
devices;
Retailers;
Manufacturing;
Inventory
q I:
Increase
–
Revenue
(Delight);
ROI;
Partnership
with
Microsog;
Outsourcing
(Manufacturing)
q C:
Create
–
Differen=a=on
(Awesome
Customer
Experience);
Online
Store;
Digital
Hub
(Ecosystem/Value
Network)
Before
AFer
Apple’s
“Good
Strategy”
Canvas
(1998)
Strategic
Problem
Solving
ExecuOon
“Put
a
dent
in
the
universe”
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

16. DRAMATIC
STORY
CANVAS
for
Apple
(1998):
How
Steve
Jobs
Saved
Apple
Source:
Based
on
Rumelt,
R.P.
(2011)
Good
Strategy.
Bad
Strategy.
Crown
Business:
New
York.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
hAp://twiAer.com/RodKuhnKing
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluOon
Gain:
(Un)Known
Business
Model
Business
Model
CHALLENGE:
Short/Medium/Long-­‐term
(Problems:
Constraints/Obstacles)
DIAGNOSIS:
HolisOc
Business
Model
(Causes/Insights:
Ext./Int.
Resources)
POLICY
(Solu=ons:
Goals/Objec=ves/Strategy)
Value
Engine
(Undesirable
Impacts)
q Serious
decline
in
market
share,
ROI,
revenue,
and
share
price
q High
nega=ve
cash
flow
q Compe==ve
disadvantage
(in
Red
Ocean
industry
of
personal
computers)
q Customers
have
difficul=es
in
differen=a=ng
Apple’s
products
q Complicated
product
lineup
q Too
many
(na=onal)
retailers:
too
many
models.
price
points,
and
markup
are
required
to
sa=sfy
various
retailers
q Highly
priced
products
q Simplify
product
line
q Shrink
Apple
to
a
scale
and
scope
suitable
to
its
reality
of
being
a
niche
producer
in
highly
compe=-­‐
=ve
market
of
personal
computers
q Sell
products
through
few
retailers
q Borrow
US$150
Mio.
for
investment
q “Wait
for
the
next
big
thing
(wave)”
ACTION
PLAN
(TO
DO)
-­‐
Core
Tac=cs/Coherent
Ac=ons:
Do-­‐Measure-­‐Learn
Cycle
q E:
Eliminate
–
Waste
(Defects);
Distributors;
Development
of
new
opera=ng
systems;
Printers
and
peripherals
q R:
Reduce
–
Cost
(Pain);
No.
of
models
of
desktops
and
handheld
devices;
Retailers;
Manufacturing;
Inventory
q I:
Increase
–
Revenue
(Delight);
ROI;
Partnership
with
Microsog;
Outsourcing
(Manufacturing)
q C:
Create
–
Differen=a=on
(Awesome
Customer
Experience);
Online
Store;
Digital
Hub
(Ecosystem/Value
Network)
Before
AFer
Apple’s
“Good
Strategy”
Canvas
(1998)
Strategic
Problem
Solving
ExecuOon
“Put
a
dent
in
the
universe”
Targets
(Metrics)
Job
To
Get
Done/Experience
(Journey:
Strategy/Execu=on)

17. Problem-­‐Based
Entrepreneurship
Entrepreneurs
Should
be
Trained
Just
Like
Medical
Doctors.
Entrepreneurs
Should
PracOce
as
well
as
Master
Problem-­‐Based
Strategy
and
Learning.