business model problem solving using the business periodic table

World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & 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



8 GROUPS (FAMILIES)




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


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


2-‐Sided Market






8 GROUPS (FAMILIES)




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



WHY


WHO



10.2

WHEN

10.3 Channels

WHERE


Instagram (from check-‐in app)

2-‐Sided Market

Paypal (from crypto-‐graphy sobware)


Groupon (from social advocacy site)

Twi7er (from podcast site) Flickr (from role-‐playing game) Pinterest (from social shopping website)





8 GROUPS (FAMILIES)




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



WHY


WHO



10.2

WHEN

10.3 Channels

WHERE


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


Ad Revenue Open Source

Long Tail Pla_orm (Integrator/Aggregator)

Mass CustomizaMon Metered Use Unbundling MulM-‐level MarkeMng


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



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

8 GROUPS (FAMILIES)




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


7

WHY

8

WHO

9

WHAT

10.1

HOW

10.2

WHEN

10.3

WHERE


2-‐Sided Market




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

8 GROUPS (FAMILIES)




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


7

WHY

8 Customer InMmacy

WHO

9 Product InnovaMon WHAT

10.1 OperaMonal Excellence HOW

10.2

WHEN

10.3

WHERE


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


Apple Apple (iPhone) Toyota eBay



Appendix

Templates for Visually Organizing The 8 Global Organizing Universal Topics

(GOUTs) Of

The Business Periodic Table

Universal Problem Solving & Project Management

The Four Archetypal Faces Of

The Business Periodic Table

Universal Problem Solving & Project Management

1. Stone-‐Heap Face

Discrete Periodic Table

PROCESS

END

PROBLEM

WAYS

MEANS

ECOSYSTEM

CONSTRAINTS

PROJECT



2. Linear (Chain) Face

Linear Periodic Table

PROJECT

PROCESS

END PROBLEM

WAYS

MEANS

ECOSYSTEM

CONSTRAINTS



MAIN TOPIC



8 GROUPS (FAMILIES)

PROJECT

PROCESS

END

PROBLEM

WAYS

MEANS

CONSTRAINTS

ECOSYSTEM

MAIN TOPIC



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



8 GROUPS (FAMILIES)

PROJECT

PROCESS

END

PROBLEM

WAYS

MEANS

CONSTRAINTS

ECOSYSTEM

MAIN TOPIC



8 GROUPS (FAMILIES)

PROJECT

PROCESS

END

PROBLEM

WAYS

MEANS

CONSTRAINTS

ECOSYSTEM

MAIN TOPIC

(HOW?) (WHO?)

(WHY?)

(WHAT?)



8 GROUPS (FAMILIES)

PROJECT

PROCESS

END

PROBLEM

WAYS

MEANS

CONSTRAINTS

ECOSYSTEM

MAIN TOPIC



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



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

3. Hierarchical (Tree) Face

Hierarchical Periodic Table



MAIN TOPIC 8 Global Organizing Universal Topics (GOUT)

PROJECT ECOSYSTEM CONSTRAINTS SYSTEM

PROCESS END PROBLEM WAYS MEANS

PROCESS

END

PROBLEM

WAYS

MEANS

ECOSYSTEM

CONSTRAINTS

PROJECT

MAIN TOPIC





MAIN TOPIC



Lean Canvas

BUSINESS PERIODIC TABLE

Feeling-‐Meter

Lean Startup Methodology

Value Map

1-‐Page Business Plan

1-‐Page Business Model Problem Solving



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



8 GROUPS (FAMILIES)

40 PROPERTIES OF ANY PERSON, ORGANIZATION, OR TOOL (Generic/Basic Organizing Universal Topics)



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

4. Network (Web) Face

Network Periodic Table


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


1

PROJECT

END

Ways

MEANS

ECOSYSTEM

PROBLEM

F I T N E S S B A R R I E R S

PROCESS



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 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)


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


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


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


COMPLEMENTORS

SUPP

LIER

S

CUSTOMER

S; NON-‐CUSTOMER

S

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


WAYS


COMPLEMENTORS

SUPP

LIER

S

CUSTOMER

S; NON-‐CUSTOMER

S






WAYS

(WHO?)

MEANS

(WHY?)

(HOW?)

(WHAT?)


COMPLEMENTORS

SUPP

LIER

S

CUSTOMER

S; NON-‐CUSTOMER

S






WAYS

MEANS

(WHY?)

(HOW?)

(WHAT?) (WHO?)


COMPLEMENTORS

SUPP

LIER

S

CUSTOMER

S; NON-‐CUSTOMER

S






WAYS

MEANS