The Red Ocean Disruption (ROD) Scorecard: How Steve Jobs Differently Answered the 4 ROD Questions...
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Transcript of The Red Ocean Disruption (ROD) Scorecard: How Steve Jobs Differently Answered the 4 ROD Questions...
Red Ocean Disrup/on (R.O.D.) Scorecard: 4 ROD Ques*ons
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models Date: ………………………………..
VISION (“LEAP OF FAITH”): What do customers & non-‐customers (stakeholders/“tribes”) ul*mately want or need from the system/business model?
PRESENT PERFORMANCE (“RED OCEAN”): What is the present performance, conven*on, or paradigm, given the func*on (job-‐to-‐get-‐done) of the system/business model?
STRATEGY, BUSINESS MODEL, AND EXECUTION CYCLE: How must the present performance, conven*on, paradigm, or “Red Ocean” of the system/business model be disrupted while geSng to the future performance, conven*on, paradigm, or “Blue Ocean”?
FUTURE PERFORMANCE (“BLUE OCEAN”): What is the desired future performance, conven*on, or paradigm, given the func*on (job-‐to-‐get-‐done) of the system/business model?
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
VISION: INSANELY GREAT CUSTOMER EXPERIENCE: Seamless Music Experience (Everywhere); “A Thousand Songs in Your Pocket” -‐ Luxury SpoUers
PRESENT PERFORMANCE: Listen to Music (System/Product: Portable Music Player) Pain of Tradi*onal Portable Music Players u Limited Song Storage u “Ugly” Design u Limited BaUery Life u Bulky/Thick (Not Pocketable); Skipped Songs
Delight of Tradi*onal Music Players u Portable Music
STRATEGY, BUSINESS MODEL, AND EXECUTION CYCLE: u Red Ocean Disrup*on (R.O.D.) Strategy including E.R.I.C. (Eliminate; Reduce; Increase; Create) Tac*cs u Business Model Disrup*on/Pa\ern/Resources: Luxury Spot; Asset Sale u Lean Startup Project Execu*on (LSPE): DB-‐MAIL (Define; Build; Measure; Analyze; Improve; Learn) Cycle
& Business Model Storyboard
FUTURE PERFORMANCE: Listen to Music (System/Product: Digital Portable Music Player) Delight of Classic iPod u “A Thousand Songs in Your Pocket” u AUrac*ve “Cool” Design/Long BaUery Life/As Thin As a Deck of Playing Cards u Seamless Music Catalog Organiza*on and Experience
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Red Ocean Disrup/on (R.O.D.) Scorecard for Apple’s iPod (2001) How Steve Jobs/Apple Answered the 4 ROD Ques*ons and Rapidly Disrupted the Music Industry
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Zoom-‐in View of Red Ocean Disrup/on (R.O.D.) Scorecard for Apple’s iPod How Steve Jobs/Apple Answered the 4 ROD Ques*ons and Rapidly Disrupted the Music Industry
VISION: Seamless Music Experience (Everywhere); “A Thousand Songs in Your Pocket”
E: Eliminate • Control BuUons • Gray/Black Color • On-‐off Switch
R: Reduce • Size/Weight • Thickness
• Complexity of Use
I: Increase • Price
• Song Storage • BaUery Life
C: Create • LCD Screen • Scroll Wheel • Packaging
• Fast Download • Unique Ads
• Disrup*ve Business Model
E.R.I.C. Tac/cs
Limited Song Storage
Limited BaQery Life
“Ugly” Design
Skipped Songs
Bulky/Thick
Portable Music
Pain Pain
Delight Delight
Red Ocean Specifica/ons (Features/Metrics)
Blue Ocean Specifica/ons (Features/Metrics)
PRESENT PERFORMANCE (Customer Experience: Pain/Delight)
FUTURE PERFORMANCE (Customer Experience: Pain/Delight)
Job To Get Done: Listen to Music (with Zero Pain)
Job To Get Done: Listen to Music (with Zero Pain)
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Present Performance:
Products That “Suck” -‐ Red Ocean Specifica*ons
Future Performance:
Insanely Great Product/Service/Business Model -‐ Blue Ocean Specifica*ons
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Strategy, Business Model, and Execu/on Cycle
(ERIC Tac*cs; DB-‐MAIL Cycle): Red Ocean Disrup7on-‐Lean Startup Project Execu7on
To Do
Zoom-‐out View of Red Ocean Disrup/on Scorecard for Apple’s iPod (2001) How Steve Jobs/Apple Answered the 4 ROD Ques*ons and Rapidly Disrupted the Music Industry
Vision (Ideal Final Result): UNCONTESTED MARKET SPACE
IN THE MUSIC INDUSTRY-‐ Ideal Bus. Model Specifica*ons * “Seamless Music Experience (Everywhere)” * “A Thousand Songs in Your Pocket”
Short/Medium/Long-‐term
Doing Done
Past Performance
(Analog/An*log) -‐ Black Ocean Specifica*ons
Key MVP is an acronym for “Minimum Viable Product” ERIC is an acronym for “Eliminate; Reduce; Increase; Create” DB-‐MAIL is an acronym for “Define; Build; Measure; Analyze; Improve; Learn”
Business Model (Baseline/Prototype: MVP)
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Benefits of Using a Red Ocean Disrup/on (R.O.D.) Scorecard
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
q The Red Ocean Disrup*on (R.O.D.) Scorecard is a portable, holis*c, dynamic, and extremely versa*le tool/roadmap: use it to describe/develop/rate stories for planning, improvement, marke*ng, and innova*on projects
q Simpler to understand and use especially in an environment of great uncertainty q Common visual language and shared understanding for planners, strategists,
improvers, marketers, and innovators in various disciplines
q Accelerated learning in improvement, marke*ng, and innova*on projects
q Rapid formula*on and implementa*on of ideas as well as plans and strategies
q Seamless knowledge transfer within and between domains
q Can be customized or adapted for specific domains
q Solu*on of apparently impossible problems and trade-‐offs #4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Red Ocean Disrup/on (R.O.D.) Scorecard: 4 ROD Topics (General)
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
VISION (“LEAP OF FAITH”):
PRESENT PERFORMANCE (“RED OCEAN”):
STRATEGY, BUSINESS MODEL, AND EXECUTION CYCLE:
FUTURE PERFORMANCE (“BLUE OCEAN”):
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Date: ………………………………..
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Red Ocean Disrup/on (R.O.D.) Scorecard: 4 ROD Topics (Annotated)
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
VISION (“LEAP OF FAITH”): q Vision Statement (Ul*mate Want or Need)
q Customer Segment (“Tribe”)
PRESENT PERFORMANCE (“RED OCEAN”): q Job-‐To-‐Get-‐Done & Product/Service/Tool/System
q Pain
q Delight
STRATEGY, BUSINESS MODEL, AND EXECUTION CYCLE: u Red Ocean Disrup*on (R.O.D.) Strategy including E.R.I.C. (Eliminate; Reduce; Increase; Create) Tac*cs u Business Model Disrup*on/Pa\ern/Resources: u Lean Startup Project Execu*on (LSPE): DB-‐MAIL (Define; Build; Measure; Analyze; Improve; Learn) Cycle
& Business Model Storyboard
FUTURE PERFORMANCE (“BLUE OCEAN”): q Job-‐To-‐Get-‐Done & Product/Service/Tool/System
q Pain
q Delight
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Date: ………………………………..
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Red Ocean Disrup/on (R.O.D.) Scorecard: 4 ROD Ques*ons
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models Date: ………………………………..
VISION (“LEAP OF FAITH”): What do customers & non-‐customers (stakeholders/“tribes”) ul*mately want or need from the system/business model?
PRESENT PERFORMANCE (“RED OCEAN”): What is the present performance, conven*on, or paradigm, given the func*on (job-‐to-‐get-‐done) of the system/business model?
STRATEGY, BUSINESS MODEL, AND EXECUTION CYCLE: How must the present performance, conven*on, paradigm, or “Red Ocean” of the system/business model be disrupted while geSng to the future performance, conven*on, paradigm, or “Blue Ocean”?
FUTURE PERFORMANCE (“BLUE OCEAN”): What is the desired future performance, conven*on, or paradigm, given the func*on (job-‐to-‐get-‐done) of the system/business model?
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Red Ocean Disrup/on (R.O.D.) Scorecard: 4 ROD Descrip*ons
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
VISION (“LEAP OF FAITH”): Brief statement or tagline that describes a dream benefit, trade-‐off, ul*mate want/need, apparently impossible goal, or ideal final result of a system (project/business model/product/service) for a targeted customer segment (“tribe”)
PRESENT PERFORMANCE (“RED OCEAN”): Current level of outcomes, results, trade-‐offs, specifica*ons of a business model (system/product/service) from business (internal) and customer (external) perspec*ves for a product/service/business model/tool/system
STRATEGY, BUSINESS MODEL, AND EXECUTION CYCLE: Set of itera*ve processes and ac*vi*es as well as business model disrup*on for winning customers in a compe**ve environment as well as detailed tac*cs and experimental ac*ons for the business model (system/product/service) to achieve future performance specifica*ons
FUTURE PERFORMANCE (“BLUE OCEAN”): Desired, proposed, or hypothe*cal level of outcomes (results, trade-‐offs, or specifica*ons) in the short/medium/long-‐term from business (internal) and customer perspec*ves for a product/service/business model/tool/system
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Date: ………………………………..
Zoom-‐in View of Red Ocean Disrup/on (R.O.D.) Scorecard
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
VISION: ……………………………………………………………………….…….……….
E.R.I.C. Tac/cs
R: Reduce
I: Increase C: Create
E: Eliminate
Pain Pain
Delight Delight
Red Ocean Specifica/ons (Features/Metrics)
Blue Ocean Specifica/ons (Features/Metrics)
PRESENT PERFORMANCE (Customer Experience: Pain/Delight)
FUTURE PERFORMANCE (Customer Experience: Pain/Delight)
q PRODUCT q SERVICE q BUSINESS MODEL q TOOL/SYSTEM
q PRODUCT q SERVICE q BUSINESS MODEL q TOOL/SYSTEM
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Job To Get Done: …………………………………….
Job To Get Done: …………………………………….
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Date: ………………………………..
Present Performance:
Products That “Suck” -‐ Red Ocean Specifica*ons
Future Performance:
Insanely Great Product/Service/Business Model -‐ Blue Ocean Specifica*ons
To Do
Vision (Ideal Final Result): UNCONTESTED MARKET SPACE
IN …………… INDUSTRY -‐ Ideal Bus. Model Specifica*ons
Short/Medium/Long-‐term
Doing Done
Past Performance
(Analog/An*log) -‐ Black Ocean Specifica*ons
Key MVP is an acronym for “Minimum Viable Product” ERIC is an acronym for “Eliminate; Reduce; Increase; Create” DB-‐MAIL is an acronym for “Define; Build; Measure; Analyze; Improve; Learn”
0 421
Business Model (Baseline/Prototype: MVP)
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Zoom-‐out View of Red Ocean Disrup/on (R.O.D.) Scorecard
Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
Strategy, Business Model, and Execu/on cycle
(ERIC Tac*cs; DB-‐MAIL Cycle): Red Ocean Disrup7on-‐Lean Startup Project Execu7on
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
Date: ………………………………..
#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
PRESENT PERFORMANCE (“RED OCEAN”)
STRATEGY, BUSINESS MODEL, AND
EXECUTION CYCLE
FUTURE PERFORMANCE (“BLUE OCEAN”)
Red Ocean Disrup/on (ROD) Storyboard Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
VISION (“LEAP OF FAITH”) (Customer Segment/“Tribe”):
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#4ROD. Dr. Rod King. [email protected] & hQp://businessmodels.ning.com & hQp://twiQer.com/RodKuhnKing
PRESENT PERFORMANCE (“RED OCEAN”)
STRATEGY, BUSINESS MODEL, AND
EXECUTION CYCLE
FUTURE PERFORMANCE (“BLUE OCEAN”)
STRATEGY
BUSINESS MODEL/RESOURCES
EXECUTION CYCLE
PRODUCT/SERVICE/TOOL PAIN (-‐)
DELIGHT (+)
PRODUCT/SERVICE/TOOL
PAIN (-‐)
DELIGHT (+)
Red Ocean Disrup/on (ROD) Storyboard -‐ Annotated Cost-‐effec*vely Improve and Innovate on Products, Services, and Business Models
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VISION (“LEAP OF FAITH”) (Customer Segment/“Tribe”):