The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Business Stories Using the...
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When you were a kid, what was your favorite fairy tale? Cinderella? Pied Piper of Hamelin? Little Red Riding Hood? Pinocchio? Imagine for a moment … Imagine … What made your favorite fairy tale so memorable? I guess that in every case, our answer is in one word: Drama! In today’s world of information explosion and big data, stories are becoming ever important for people to quickly make sense out of a deluge of information. As I noted a while ago, people quickly forget about presentations that contain detailed information and data. However, the memories and feelings of engaging stories could last for a lifetime. In today’s world of hyper-competition, information explosion, and big data, our best chance of standing out in the crowd is to create and present memorable stories. But, how can one simply create dramatic and memorable business stories? W. Chan Kim and Renee Mauborgne, in their bestselling business book “Blue Ocean Strategy,” provide entertaining stories of how Blue Ocean startups disrupted established Red Ocean companies. Who can forget Kim & Mauborgne’s intriguing stories of Cirque du Soleil vs. Ringling Brothers & Barnum and Bailey Circus; Southwest Airlines vs. Established Long Haul Airlines; Yellow Tail Wine vs. Premium and Budget Wines? At the heart of every Blue Ocean story is the archetypal conflict of Top Dog (“Villain” in Red Ocean) vs. Underdog (“Hero” in Blue Ocean); in biblical terms: Goliath vs. David. At the heart of every Blue Ocean story is the archetypal Hero’s Journey which involves transformation or disruption of the Red Ocean. In Blue Ocean stories, the Top Dog and Underdog initially compete for the attention and wallet of Dissatisfied Customers and/or Non-customers. Consequently, the Top Dog, Underdog, and Dissatisfied Customer constitute a triangle which I am referring to as the “War Triangle.” In short, the Top Dog, Underdog, and Dissatisfied Customer are engaged in a Business War Game. The War Triangle underscores the importance of strategy and tactics of players to deliver awesome customer experiences in a business war game. The War Triangle (Dissatisfied Customer-Top Dog-Underdog) is directly inspired and corresponds to Stephen Karpman’s Drama Triangle (Victim-Persecutor-Rescuer) for illustrating the dynamics of relationships in dysfunctional teams. In his seminal publication on “Fairy Tales and Script Drama Analysis”, Karpman argues that the memorability of fairy tales such as in Little Red Riding Hood, Cinderella, and Pied Piper of Hamelin is driven by the conflict, dysfunctionality, or chaos that is inherent in the Drama Triangle. Here, the inevitable conclusion is that the inherent dynamics and surprise of the Drama Triangle as well as War Triangle account for the engagement and memorability of Blue Ocean stories. http://goo.gl/myfFcF
Transcript of The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Business Stories Using the...
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DRAMATIC STORY CANVAS: Space-‐Timeline Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
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SoluXon Gain: (Un)Known
Business Model
Business Model
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS: Space-‐Timeline Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
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AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS: Space-‐Timeline Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
Disruptor’s Arrow of Time (Space-‐Timeline)
Past/Present: PROBLEM DISCOVERY (FINDING) Future: SOLUTION VALIDATION
Before
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Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS: Problem-‐Solu=on Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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E OCEAN
SoluXon Gain: (Un)Known
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Business Model
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Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS: Storyboard Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model
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Adap&ve Storyboard
Job To Get Done/Experience (Journey: Strategy/Execu=on)
The Children and Many Faces Of
The DramaXc Story Canvas
PROBLEM-‐SOLVING PLATFORM OF THE DRAMATIC STORY CANVAS
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
DRAMATIC STORY CANVAS
Hollywood Story Canvas
Karpman’s Drama Triangle
Brand DisrupXon Canvas
Dru’s DisrupXon Template
Good Strategy Canvas
Rumelt’s Good Strategy
Business Model VisualizaXon
Canvas
Lean Canvas
Business Model Canvas
Business Model Storyboard
Product InnovaXon Canvas
TRIZ
HolisXc Problem Solving
Canvas
Problem-‐SoluXon Template
AdapXve Storyboard Tempalte
DRAMATIC STORY CANVAS FOR “HOLLYWOOD” STORYTELLING
Source: Based on Karpman Drama Triangle: hVp://en.wikipedia.org/wiki/Karpman_drama_triangle
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model
PERSECUTOR (Villain/Top Dog)
VICTIM (Survivor)
RESCUER (Hero/Underdog)
STORY PLOT (THEME/ENVIRONMENT)
Hollywood Story Canvas
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR BRAND DISRUPTION STRATEGY
Source: Based on Dru, J.-‐M. (1997) Disrup0on. John Wiley & Sons: New York.
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CONVENTION
DISRUPTION CYCLE (Pretotyping. Prototyping. Pilo&ng. Execu&ng)
VISION
BRAND PROPOSITION
Brand Disrup&on Canvas
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AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR DEVELOPING “GOOD STRATEGY”
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
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Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
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“Good Strategy” Canvas
Strategic
Prob
lem Solving
Targets (Metrics) Ex
ecuX
on
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
BUSINESS MODEL ENVIRONMENT (Compe==ve/Unfair Advantage)
Business Model Visualiza&on (BMV) Canvas
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR PRODUCT INNOVATION
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model
Before
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TRADE-‐OFF of Product (CONTRADICTION)
METHOD SPACE (TOOLS: Analogies; Principles; ...)
OUTCOME/RESOLUTION (IDEAL FINAL RESULT)
IMPLEMENTATION SPACE (PRETOTYPE/PROTOTYPE/PILOT/FULL-‐SCALE PRODUCT)
Product Innova&on Canvas
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS)
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model
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PROBLEM SPACE
METHOD SPACE
SOLUTION SPACE
IMPLEMENTATION SPACE
Holis&c Problem Solving (HPS) Canvas
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS)
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model
D. Simple (Tame/ Closed) Problem
B. Complex Problem
C. Complicated Problem
A. ChaoXc (Wicked/ Open) Problem
PROBLEM SPACE: 4 Problem Archetypes
Problem Archetypes
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Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS)
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model D.
Improving/ Disrup=ng
B. Prototyping
C. Pilo=ng/ Building
A. Pretotyping
Measuring; Learning
Before
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METHOD SPACE: 4 Problem-‐Solving Strategies
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR HOLISTIC PROBLEM SOLVING (HPS)
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
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SoluXon Gain: (Un)Known
Business Model
Business Model D.
Improving/ Disrup=ng
B. Prototyping
C. Pilo=ng/ Building
A. Pretotyping
Measuring; Learning
Before
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Holis=c (PaUern/Non-‐linear/ System/Crea=ve) Thinking, Design, and Problem Solving
Reduc=onist (Fragmented/Linear/ Analy=cal/Cri=cal) Thinking, Design, and Problem Solving
METHOD SPACE: 4 Problem-‐Solving Strategies
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR CUSTOMER EXPERIENCE MAPPING
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
WAR ARENA (War Triangle)
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
RED OCE
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E OCEAN
Business Model
Business Model
Experience Radar (Emo&onal Factors)
Before
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Job To Get Done/Experience (Journey: Strategy/Execu=on)
DRAMATIC STORY CANVAS FOR CUSTOMER EXPERIENCE MAPPING
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
“OrganizaXons Succeed or Gain CompeXXve Advantage
Because They Rapidly IdenXfy and Solve BUMPs:
Big Urgent Market Problems”
R.O.D.’s Law of OrganizaXonal Success
P.S. R.O.D. is an acronym for “Red Ocean Disrup=on”
Linear and Fragmented Tools for DocumenXng, PresenXng, and Managing Business Success (Failure) TradiXonal Business & Mission Planning q (Waterfall) Business Plan & Tools q One-‐Page Business Plan q Marke=ng Plan & Tools
Strategic Planning q Strategic Plan & Tools q Compe==ve Advantage Strategy & Tools q Blue Ocean Strategy & Tools
TacXcal (Product) Planning and Performance Management q Agile (Product) Development & Tools q Customer Development & Tools q Lean Startup Method & Principles q Business Model Canvas q Lean Canvas q Balanced Scorecard
Document Organiza=onal
Success (Failure)
Manage Organiza=onal
Success (Failure)
Present Organiza=onal
Success (Failure)
DSC
Drama0c Story Canvas
HolisXc Tool for IteraXvely DocumenXng, PresenXng, and Managing Business Success (Failure)
DocumenXng, PresenXng, and Managing Spectacular Startup Failure
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
DRAMATIC STORY CANVAS FOR WEBVAN
Holis&cally Understand Why and How Webvan Failed in the Business of Online-‐Home Delivered Grocery
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
DRAMATIC STORY CANVAS FOR BETTER PLACE
Holis&cally Understand Why and How BeVer Place Failed in the Business of Electric Powered Transporta0on
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
DocumenXng, PresenXng, and Managing Extraordinary Startup Success
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CONVENTION
DISRUPTION CYCLE (Pretotyping. Prototyping. Pilo&ng. Execu&ng)
VISION
“Blue Ocean” Shoe Store
Online Shoe Store
BRAND PROPOSITION “Delivering Happiness”
Zappos’ Brand Disrup&on Canvas
DRAMATIC STORY CANVAS FOR OFFLINE SHOE SHOPPING VS. ZAPPOS
Holis&cally Understand Why and How Zappos Succeeds in the Business of Shoe Selling
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
DRAMATIC STORY CANVAS FOR OFFLINE SHOE SHOPPING VS. ZAPPOS
Holis&cally Understand Why and How Zappos Succeeds in the Business of Shoe Selling
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CONVENTION
DISRUPTION CYCLE (Pretotyping. Prototyping. Pilo&ng. Execu&ng)
VISION
Tradi=onal Portable Music Player
“Blue Ocean” Music Player
Apple’s iPod
BRAND PROPOSITION “Think Different”
A Thousand Songs in Your Pocket
Apple’s Brand Disrup&on Canvas
DRAMATIC STORY CANVAS FOR PORTABLE MUSIC PLAYER VS. APPLE’S IPOD
Holis&cally Understand Why and How Apple’s iPod Succeeds in the Business of Music Entertainment
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
DRAMATIC STORY CANVAS FOR PORTABLE MUSIC PLAYER VS. APPLE’S IPOD
Holis&cally Understand Why and How Apple’s iPod Succeeds in the Business of Music Entertainment
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CONVENTION
DISRUPTION CYCLE (Pretotyping. Prototyping. Pilo&ng. Execu&ng)
VISION
Tradi=onal Movie Rental
“Blue Ocean” Movie Rental
BRAND PROPOSITION The most expansive selec=on of DVDs; easy way to choose movies; fast and free delivery; no late fees.
Nehlix’s Brand Disrup&on Canvas
DRAMATIC STORY CANVAS FOR BLOCKBUSTER VS. NETFLIX
Holis&cally Understand Why and How Nehlix Succeeds in the Business of Movie Rental
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
SoluXon Gain: (Un)Known
DRAMATIC STORY CANVAS FOR BLOCKBUSTER VS. NETFLIX
Holis&cally Understand Why and How Nehlix Succeeds in the Business of Movie Rental
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CONVENTION
DISRUPTION CYCLE (Pretotyping. Prototyping. Pilo&ng. Execu&ng)
VISION
Tradi=onal Circus
“Blue Ocean” Circus Theater
BRAND PROPOSITION “We Reinvent the Circus”
Cirque du Soleil’s Brand Disrup&on Canvas
DRAMATIC STORY CANVAS FOR RINGLING BROS. VS. CIRQUE DU SOLEIL
Holis&cally Understand Why and How Cirque du Soleil Succeeds in the Business of Live Theatrical Entertainment
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
0
10 Revenge
DELIGHT
HOPE
JOY
Fear
Grudge (Frustra=on)
Anger
Sadness
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
SoluXon Gain: (Un)Known
DRAMATIC STORY CANVAS FOR RINGLING BROS. VS. CIRQUE DU SOLEIL
Holis&cally Understand Why and How Cirque du Soleil Succeeds in the Business of Live Theatrical Entertainment
Villain (Compe&tor/Persecutor)
Hero (Disruptor/Rescuer)
Customer (Dissa&sfier/
Vic&m)
RED OCE
AN BLU
E OCEAN
Business Model
Business Model
Problem Pain: (Un)Known
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu=on)
