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Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business...
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UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Rod King, Ph.D. &
Over 50 Collaborative Heroes From Around The World
Compete Different
HEROES
A P
We Are in the Industry
Of
Inspiring People and Organizations
To
Systematically Achieve Greatness
A P
A Value Disruption Designer
Is Typically
An Underdog
That Aims to Disrupt
A Top Dog’s Business Model
A P
A Value Disruption Designer
Is Also
An Ideals-Driven Living System
– Leader, Coach, Organization, Professional, Strategist, Entrepreneur, Employee,
Rural Area, City, Region, Country, or World –
That Aspires to be Greater and Lives
The Credo for Value Disruption Design
Rev. Dr. Martin Luther King
Steve Jobs
Southwest Airlines
Sir Richard Branson (Virgin)
Edwards Deming
GREAT VALUE DISRUPTION
DESIGNERS
Dream the Undreamable
Bill Gates
Apple
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
HALL OF FAME FOR VALUE DISRUPTION DESIGNERS
“Compete Different”
We believe in thinking and competing differently. We believe in looking inside and outside the box for inspiration. We are inspired by technologists as well as artists.
We believe in shifting paradigms. We believe in employees, customers, and partners being treated as heroes in a disruptive journey to achieve their ideals and dreams of greatness.
We believe in engaging and inspiring the human spirit. We believe that people matter and can be inspired to do greater things.
We love to inspire and be inspired by our customers and partners. We believe in radically improving the world’s level of greatness.
We believe in underdogs. We believe in disrupting the status quo, conventions, and top dogs. We believe that together, we can make this world a greater place.
We believe that every organization is a living system. We believe that the survival and prosperity of every living system depends on the wellness of its parts (subsystems) and supersystem.
CREDO FOR
VALUE DISRUPTION DESIGN
We believe in the right of every individual to achieve his or her highest potential. We believe that excellence is a right and not a privilege.
We believe in dreaming the undream- able We believe in the ideal of Infinite Shared Greatness.
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CREDO FOR VALUE DISRUPTION DESIGN
“Compete Different”
HEROES
A P
“UNDERDOG VS. TOP DOG” STRUGGLE FOR GREATNESS
The Top Dog Dilemma: Survival of the Greatest
TOP DOG
Villain Underdog
(Potential Hero)
Ideal-Solutions Management 1630 East Shaw Avenue, Suite 163 CA 93710 USA
Copyright 2012 by Rod Kuhn King: Version 1.0
All rights reserved, including the right to reproduce this book or portions thereof in any form whatsoever.
For more information, contact Dr. Rod Kuhn King, 1630 East Shaw Avenue, Suite 163, CA 93710, USA. [email protected]
ISBN-978-0-9838251-1-1
‘Underdog To Top Dog’ is in no way authorized, prepared, approved, or endorsed by Steve Jobs and is not affiliated with or endorsed by any of his past or present organizations.
A P
DEDICATION
This Book
Is Dedicated to
All Underdogs (Over 5 Billion People in the World
Who Would Like to be Greater)
A P
FOREWORD
I Especially Would Like to Thank
Nina and Ecy King For Their
Great Patience, Love, and Understanding.
I Also Wish to Thank Everyone For
Believing in and Supporting the Vision.
A P
Also, A Big “Thank You”
To
The Many Collaborators
Around the World.
Your Feedback and Support
Are
Very Much Appreciated.
ITENNWH Late 2004: I “receive” an insight that information in the whole universe could be visually summarized on a single screen or sheet of paper. Based on that insight, I develop a paper-based model (“Galaxy”) for visually managing ideas and solving problems
2005 - Early 2007: I manage the development of a prototype of the Galaxy software which can be used for visually managing information, solving problems, and fractally displaying results from multiple search engines on the Internet
Year 2003 … I’m thinking of starting a business that’s based on my passions of Visual Problem Solving, Innovation, and Information Management
Latter 2007: I discover that there is no robust and reliable roadmap to guide the development of scalable businesses. Product-centric innovat-ion tools are not effective. Many promising scalable businesses are failing or have stunted growth in customers and revenue.
2007 – Date: I start studying why and how Steve Jobs/Apple achieves extra-ordinary success. I discover existing innovation theories and tools do not adequately explain Apple’s success. I develop the theory and methodology of “Value Disruption Design (VDD).” This book illustrates my findings …
Early 2004: I register a startup called “Ideal-Solutions Management (ISM)”
MY STORY
Mid-2004: I enroll in a business incubator and take an eight-week course on writing a Business Plan. I produce a well-written business plan which has annual projections of revenue and cost
Early 2007 - 2008: I obtain Venture Financing to launch a Visual Search Engine startup, Galaxy IT. As CEO and Innovation Architect, I lead develop-ment of a prototype of the visual search engine which is highly and internationally acclaimed. But, …
MY STORY AND MISSION
Radically Improve the World’s Level of Greatness
Compete Different
HEROES
A P
WHAT IS THIS VISUAL HANDBOOK ABOUT?
Business Modeling Tools for the Systematic Pursuit of Greatness
At its Core, this Book is About
Business Modeling Tools for The Mission of
“Radically Improve
The World’s Level of Greatness”
While Starting and Encouraging
Conversation About Disruptive Models for
Eliminating the High Failure Rate of
Product and Business Launches
A P
WHAT IS THIS VISUAL HANDBOOK OPERATIONALLY ABOUT?
Helping Underdogs to Systematically Achieve Greatness
This Book
Is Further About
Reinventing a Simpler Way for
The Majority of the World to Excel at
Business Inspiration & Risk Management,
Innovation, Branding, and
Storytelling
A P
WHAT IS THIS VISUAL HANDBOOK FINALLY ABOUT?
Radically Improve the World’s Level of Greatness
Using a Fractal Notecard (Notecard of Notecards),
This Book Presents Unique Business Modeling Tools
- “Cosmic Evolution and Disruption” Framework,
Business DNA Model, and
“Underdog vs. Top Dog” Disruption Theory -
For
Systematically Achieving Greatness
A P
WHAT IS A DISRUPTIVE ORGANIZATION?
Radically Improve the World’s Level of Greatness
A Disruptive Organization
Is
A Living System or Potential Hero
That Disrupts or Topples a Top Dog’s
Business Model in an Existing Ecosystem
Or Becomes the New Top Dog
In a “Blue Ocean” Ecosystem
A P
“Disruption is Not Anarchy.
It is
A Strategically Directed Shake-up.”
Jean-Marie Dru
DOES “DISRUPTION” MEAN ANARCHY?
A P
A NOTE
I Have Used the Word “Hero”
To Refer to
A Hero (Masculine Living System)
As Well As
A Heroine (Feminine Living System)
ITENNWH Part 2: Intermediate Business ModelingTools of Value Disruption Design Page 388
Application of Intermediate Business Modeling Tools Page 392
Introducing Value Disruption Design (VDD) Page 35
One Last Thing … Page 404
Collaborators Page 407
Part 1: Basic Business Modeling Tools of Value Disruption Design Page 336
UNDERDOG TO TOP DOG
How Leaders Like Steve Jobs and Apple
Create Disruptive Business Models
Application of Basic Business Model- ing Tools Page 380
One More Thing … Page 398
TABLE OF CONTENTS - Overview
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
ITENNWH Part 2: Intermediate Business Modeling Tools of Value Disruption Design Page 388
Application of Intermediate Business Modeling Tools Page 392
Introducing Value Disruption Design (VDD) Page 35 Big Picture of VDD 36 The Disruptor’s Arrow of Time 60 Detailed Picture of VDD 124 Business DNA Modeling 146 The Underdog/Hero’s Journey 196 Steve Jobs/Apple’s Journey 209
One Last Thing … Page 404
Collaborators Page 407
Part 1: Basic Business Modeling Tools of Value Disruption Design Page 336 The Hero’s Experience Journey & Dashboard 341 Roles, Personas, and Tactics for Underdogs 372
UNDERDOG TO TOP DOG
How Leaders Like Steve Jobs and Apple
Create Disruptive Business Models
Application of Basic Business Modeling Tools Page 380
One More Thing … Page 398 Business Model Warfare 399
TABLE OF CONTENTS - Details
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
A P
WHAT’S UNIQUE ABOUT THIS VISUAL HANDBOOK?
This Book Introduces the Strategy of
Business Inspiration & Risk Management (BIRM)
- That Is, Value Disruption Strategy -
Especially Through
The Lens and Achievements
Of Steve Jobs and Apple
A P
ONE MORE UNIQUE THING …
The Foundation of Tools for
Value Disruption Design in This Book
is
Arthur Eddington’s “Arrow of Time”
Time Stretches From Zero (“Big Bang”) to Eternity And
Space Stretches From Zero to Infinite Space
Where
A P
WHO IS THE STRATEGIC USER FOR THIS VISUAL HANDBOOK?
Ideally, This Book Is For
A Challenged But Inspiring Mentor:
A Leader, Coach, or an Organization
That is Struggling to Inspire Heroes and
Disruptors to Achieve Greatness in
A Highly Volatile, Competitive, and Risky
Environment (Nightmare Ocean) of
Launching Products and Businesses
A P
THE OPERATONAL USER
This Book Targets
Potential Heroes and In Particular,
Value Disruption Designers:
Underdogs Who Want to Positively Disrupt the Status Quo and Systematically Achieve Greatness –
Business Model Disruptors, Planners & Performance Managers
Disruptive Product Inventors & Innovators
Disruptive Business Valuators
Disruptive Marketers and Advertisers
Disruptive Brand Experts & Strategists
Disruptive Storytellers & Presenters
A P
HOW YOU CAN SERIOUSLY USE THIS VISUAL HANDBOOK
”Greatnesspedia:” A Collaborative Encyclopedia of Business Modeling Tools for Systematically Achieving Greatness
This Unique 3-in-1 Visual Handbook
Can Be Used As
A Book of Cutting-edge Business Ideas
A Book of Business Quotes
A Book of Business Modeling Tools For Achieving Greatness
A P
CREATE YOUR OWN “PLAYBOOKS” OUT OF THIS VISUAL HANDBOOK
Systematically Achieve Greatness
This Visual Handbook Is
A Fractal Book: A Book of Books of Notecards
Based on Themes or Topics of Interest, You Can Select, Print, and Collate
Notecards to Form Personal “Playbooks:” A Cool Collection of Thematic Notecards
Such As On Topics of Disruption, Business Models, or Apple
A P
A FUN AND CREATIVE WAY TO USE THIS VISUAL HANDBOOK
Creative Ideas Can Be Obtained From Anywhere
Steps for Using This Handbook
In a Fun and Creative Way:
1. Write Down a Tough “Open-ended” Problem or Question.
2. Choose a Random Page or “Notecard” of This Visual Handbook.
3. Use the Content of the Randomly Selected Page or Notecard as an “Idea Prompter” and Creatively Generate Ideas for Solving the Problem or Answering the Question.
ITENNWH Disruptor; Rule-breaker Disruptive Innovator/Innovation Rebel; Anarchist; Rascal Revolutionary; Revolter Non-conformist; Heretic Insurgent; Guerilla; Pirate
Game-changer; Rule-maker Paradigm Shaper; Questioner Paradigm Shifter; Free Thinker Rule-breaker; Unbeliever Contrarian; Dissenter; Doubter Change Agent; Cynic; Skeptic
David; Robin Hood; Spider-Man Cinderella; Potential Hero(ine) Ugly Duckling; Rudolf (Reindeer) Dark Horse; Rocky Balboa Stone Which the Builders Rejected Tortoise
Outlaw; Renegade; Iconoclast Dissident; Anti-establishment Unpopular; Unattractive Poor; Disenfranchised; Abused “Struggler”; Unemployed; Lost “Asymmetrical Thinker”
Black Swan; Contrarian; Island Butterfly’s Wings Silent Majority; Masses; Hoi Polloi Despised; Untouchables Bottom of the Pyramid; Scorned Underprivileged; Wretched
Challenger Contender Potential/Actual Loser Disadvantaged; Marginalized Underling; Dwarf Weakling; Lower Class
UNDERDOGS
Startup; Upstart Adventurer; Explorer; Pioneer New Entrant; Powerless; Weak Beginner; “Caterpillar” Novice; Baby; Child; Infirm Amateur; Experimenter
Outlier; Outsider; Minority Deviant; Fringe; Edgy Odd; Anomaly; “Crazy One” Banished; Prisoner; Blacksheep Servant; Slave; Sufferer Stranger; Deserter; Rejected
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
THE UMBRELLA AND MARKET OF UNDERDOGS
Underdogs Come in Many Guises. Every Underdog is a Potential Hero (Top Dog).
Create Great Products, Services, and Business Models
That Reinvent Industries
And Change The World
OUR UNIQUE PROMISE
You Would Become Greater
Value Disruption Design
Is
Synonymous with
Scalable
Business Model Disruption:
Up to Level of the Universe
Unlike in
Classic Business Model Disruption,
Value Disruption Design
Is Based on
The Unique Framework of
“Cosmic Evolution and Disruption (CED)”
Value Disruption Design
Introduces
A Living Systems Paradigm
For
Engaging and Inspiring the Human Spirit
Value Disruption Design
Is
A Living System Methodology:
Like in a Living System or Body,
All Parts of the Methodology
Are Related and Dynamic
IMPROVING THE WORLD’S LEVEL OF GREATNESS
Frames or Stages in the Evolution and Disruption of Global Economy Models (GEMs)
Extraction Industry
Gamifica-tion/
Immersion
GLOBAL ECONOMY MODELS
Manufacturing Industry Service Industry Experience Industry
Agriculture/ Mining
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“We Can’t Solve Problems By Using
The Same Kind of Thinking We Used
When We Created Them”
Albert Einstein
In Our Universe, Entropy (Chaos/Disruption)
Is The Rule While
Negentropy (Order/Stability) Is
The Exception
CHAOS IS THE ORDER OF THE UNIVERSE
The Living Space-Time Fabric of the Universe
As Well As
Business Models
Can be Visualized Using Fractal Graphic Organizers:
Arrow of Time DNA Model 3x3 Fractal Grid (“Tic-Tac-Toe”)
BUSINESS MODEL VISUALIZATION
We Owe, to Disruption, the Birth of our Universe
a
ORGANIZATIONAL VALUE DISRUPTION DESIGN
Build Great Organizational Models Business Greatness; Product/Service Greatness
Non-Profit Organizational Greatness
Rural/Urban/Regional Greatness
National/Global Greatness
Tool: Organizational Arrow of Time (OAT)
Transformations in Organizational Model o Pain - Delight o Red Ocean – Blue Ocean o Underdog – Top Dog o Convention – Positive Disruption o Crisis – Opportunity o Low Profitability – High Profitability; Poverty-Wealth
o Low Performance – High Performance o Lowly Innovative – Highly Innovative
PERSONAL VALUE DISRUPTION DESIGN
Build Great Personal Models Employee Greatness
Individual Greatness
Team Greatness
Family Greatness
Tool: Personal Arrow of Time (PAT)
Transformations in Personal Model o Pain - Pleasure o Stuck – Unstuck; Fearful - Fearless o Chaos – Order o Poor – Rich o Insecurity – Confidence o Uncreative – Highly Creative o Slow Learner – Fast Learner o Sadness – Happiness
CATEGORIES AND
MAIN APPLICATIONS OF
VALUE DISRUPTION DESIGN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CATEGORIES AND MAIN APPLICATIONS OF VALUE DISRUPTION DESIGN
Business Modeling Tools for Organizational and Personal Greatness, Innovation, Change Management, Disruption, and Transformation
The Dream or Fractal Goal Of
Value Disruption Design Is
To Radically Improve The World’s Level of Greatness
PRIDE & JOY
ELEGANCE & BEAUTY
FUN & HAPPINESS
GAME-CHANGE
PHYSICAL GREATNESS Food Housing; Clothing Travel Health; Safety/Defense Financial Wealth
FREEDOM & SUSTAINABILITY
ELEMENTS OF GREATNESS
8 Ideals for Engaging and Inspiring
The Human Spirit
CONNECTEDNESS & LOVE
DISCOVERY & ENLIGHTENMENT
ELEMENTS OF GREATNESS
Complementary Elements for Determining “Level of Greatness”
“If You Do Not Know How to
Ask the Right Question, You Discover
Nothing”
Edwards Deming
Value Disruption Design Focuses on Answering
Two Existential (“Greatness”) Questions About Space and Time:
1. Who are we?
2. How to be great?
a
WHO ARE WE?
VALUE DISRUPTION DESIGN’S RESPONSES
TO THE TWO GREATNESS QUESTIONS
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
VALUE DISRUPTION DESIGN’S RESPONSES TO THE TWO GREATNESS QUESTIONS
People Make Decisions Based On Their Perception of Who They Are and How They Want to Be Great
HIERARCHY OF
LIVING SYSTEMS
Underdog TOP DOG
Our Place in the Universe or Cosmos
Level of Strategic Greatness or Actualization - Quality of Living: Physical; Intellectual; Emotional; Spiritual Greatness or Value
Level of Tactical Greatness or Utility - Pain: Cost; Inaccessibility; Complexity; Time - Delight: Functionality; Quality; Brand; Customization (Personalization)
A Unique Approach to Defining Who We Are
HOW TO BE GREAT? Always Use the Business Modeling Tools of Value Disruption Design
Disruptor’s Arrow of Time
Where do we come from?
Where must we go?
What is our mission/vision/ core purpose?
What is our Identity?
What is our culture?
What is our brand/cause?
What are our core values?
What are our SWOTs: - S: Strengths? - W: Weaknesses? - O: Opportunities? - T: Threats? How to be great?
What is our next journey?
What are our aspirations and needs?
What business are we in?
What is our positioning?
What is our core message or Identity Value Proposition (IVP)?
QUESTIONS RELATING TO “WHO ARE WE?”
Are we underdogs or top dogs?
How to make ourselves, society, and the world greater?
How must we get there?
What are obstacles, barriers, or constraints?
What are our passions, unique gifts, talents, and resources?
QUESTIONS RELATING TO “WHO ARE WE?”
Elements of Identity, Culture, and Human-centered Business Models
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN I: INTROVERT (1-10) Internally/Inwardly oriented Territorial; Quiet; Reflective Limited relationships with people Conserves energy; Reserved Interested in internal activities
T: THINKER (1-10) Likes objectivity, principles, criteria, and logical analysis Impersonal approach Good at argumentation/critique Values competence and justice
J: JUDGE (1-10) Prefers to deal with structured situations; Goal-oriented Seriously establishes deadlines Weighs evidence before deciding Plans ahead; Seeks closure
S: SENSOR (1-10) Prefers facts; Detail-thinking Focuses on present Realistic; Practical Down-to-earth Believes in actualities
N: INTUITIONIST (1-10) Values hunches and inspirations Focuses on visions of future Speculative; Big picture-thinking Imaginative; Innovative Believes in possibilities/varieties
P: PERCEPTOR (1-10) Prefers to deal with open options Flexible with respect to deadlines Prefers adaptation & spontaneity Likes to ‘treasure-hunt’ Likes to wait and see; Easygoing
8 BASIC PERSONAS FOR
ACHIEVING GREATNESS ------------------------
Key: 1 – Low; 10 - High
E: EXTRAVERT (1-10) Externally/Outwardly oriented Sociable; Outgoing; Talkative Multiplicity of relationships Expends a lot of physical energy Interested in external activities
F: FEELER (1-10) Likes subjectivity and value More personal approach to people and projects; caring Appeals to emotions; Empathetic Values harmony
8 BASIC PERSONAS FOR ACHIEVING GREATNESS
Who are we: physically, emotionally, intellectually, and spiritually?
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GREATNESS CHART FOR VALUE DISRUPTION DESIGNERS
Self-Assessment Greatness Chart: Where currently are you? Where must you go?
Mission/Goal/Vision/Value Proposition/Job To Be Done: ………..…………………………………………………………………….……...
• R: Review • Q: Question • O: Observe; Disrupt; Prototype • N: Network with • E: Experiment with (Prototype) • S: Synthesize
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
0
2
4
6
8
10
Passion in Domain
Vision (Trends) in Domain
Focus (Concentration)
Creativity/Design (Content/Useability)
Validated Execution
Engaging Presentation (Storytelling)
Salesmanship (Competitiveness)
Great Value Disruption Designer Challenged Value Disruption Designer
a
PRAGMATIST: Worm’s Eye View
Likes to zoom in and see the details (worm’s eye view)
Brings operational situations into sharp focus
Focuses on problem and execution
Deals with facts, analysis, and logic
Likes to look for root-causes
Disdains Strategic/Business Plans
Uses local (detailed) thinking
Pursues incremental improvements
May miss the context, environment, or big picture
Thrives in business model improvement
VISIONARY: Bird’s Eye View
Likes to zoom out and see the big picture (bird’s eye or panoramic view)
Maps the big picture, vision, and strategy
Focuses on solution and strategy
Deals with intuition and feelings
Driven by trends and patterns
Favors Long-term Vision
Uses global (big picture) thinking
Pursues disruption and game-change
May miss the details or “nuts and bolts“
Thrives in businesss model disruption
PRAGMATIST vs.
VISIONARY ------------------------
“WHO ARE WE?”
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
PRAGMATIST vs. VISIONARY
Zooming In vs. Zooming Out for Achieving Greatness
A Sustainable and Great Living System
Continuously Maximizes Greatness - Minimizes Pain and Maximizes Delight -
In its Ecosystem. Otherwise,
the Living System Declines or Dies.
LAW OF GREAT LIVING SYSTEMS
A Pillar of Value Disruption Design for Great Business Models, Products, Services, and Organizations
Greatness =
Value =
Delight/Pain =
1/Trade-off
A P
THE DISRUPTOR’S
ARROW OF TIME
A Visual Tool for Zoomable Business Modeling,
Storytelling, Presentation, Planning, Problem Solving, Innovation, and
Performance Management
The Ubiquitous Tool Of
Value Disruption Design Is
The Disruptor’s Arrow of Time (An Invention of Rod Kuhn King)
The Intuitive Tool Of
The Disruptor’s Arrow of Time Is the Culmination of
20 Years of Post-doctoral Research and Synthesis of
Ideas and Tools for Problem Solving in Multiple Disciplines
Value Disruption Designers
Such As
Steve Jobs and Apple
Intuitively Use the Logic of
The Disruptor’s Arrow of Time
The Disruptor’s Arrow of Time Will Help You to Understand
“Cosmic Evolution and Disruption” While You
Make Great Positive Change In
Business, Personal Life, and The World at Large
The Disruptor’s Arrow of Time Provides a Visual Platform for the
Emerging “Gamification” of Strategic Planning and Management
As Well As Business Model Disruption
And Business Intelligence
From a Human-centered View, The Disruptor’s Arrow of Time
Provides a Shared Visual Language And Tool For Becoming Greater:
A Greater … Leader, Coach, Organization,
Professional, Strategist, Entrepreneur, Employee, Citizen,
Rural Area, City, Region, Country, or World
In Theory, The Disruptor’s Arrow of Time Is
A Living Space-Time Fabric (Space-Time Omniscope)
That Envelopes All Objects And Contains All Knowledge In
The Universe: Past, Present, and Future
MACROCOSMIC SYSTEMS & DISRUPTION
Galaxies
Solar System MICROCOSMIC SYSTEMS & DISRUPTION
Universe
LIVING SPACE-TIME FABRIC FOR VALUE DISRUPTION DESIGN
Cosmic Evolution and Disruption (CED) Framework: Zooming In and Out of Space and Time
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Disruptor’s Arrow of Time
MESOCOSMIC SYSTEMS & DISRUPTION Cosmos
Earth
Regions
Nations
Organizations
Localities
Creative Destruction Law of Entropy
Religious Stories of Disruption and Creation
Law of Great
Living Systems
Big Bang Theory
Undreamable Dreams
Universal Ideals/ Beliefs
Stars
Living Systems
MARKETERS/BRANDING AGENTS
GAME-CHANGERS
CHANGE AGENTS
COACHES/TRAINERS
STRATEGISTS
DEVELOPERS/VALUATORS
POLICY MAKERS
DECISION-MAKERS
VISIONARIES
PLANNERS/SCHEDULERS
ARCHITECTS
IDEA GENERATORS
WRITERS/COMMUNICATORS
THERAPISTS/MOTIVATORS
ANTHROPOLOGISTS
HISTORIANS/“TIME TRAVELERS”
MISCELLANEOUS REVOLUTIONARIES/SEERS
PUPILS/STUDENTS/TEACHERS/ LECTURERS PATTERN THINKERS
DESIGNERS
INNOVATORS
INVENTORS
VISUALIZERS/IDEA MANAGERS
PEOPLE WHO
TACITLY USE THE DISRUPTOR’S ARROW OF TIME
BUSINESS MODEL DISRUPTORS
ENGINEERS/PROBLEM SOLVERS
ANALYSTS/SYSTEM THINKERS
PROCESS MANAGERS
EVOLUTIONARY BIOLOGISTS/ ECONOMISTS
COSMOLOGISTS FUTURISTS/FORECASTERS/ TREND WATCHERS
PEOPLE WHO TACITLY USE THE DISRUPTOR’S ARROW OF TIME
Customer Segments for The Disruptor’s Arrow of Time: Space-Time Thinker
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Golden Circle
Journey
Space-Time Grid
Time Machine
Strategic Plan
Business Plan; Action Plan
Development/Growth Plan
Travel Plan: Land; Sea; Air
Timeline; Evolutionary Timeline
Plan; Sequence of Plans
Calendar; Diary; Journal
Storyboard; Story; Storyline
Behavior over Time
Performance Over Time
Time-based Graphs
Dynamic Models
System Hierarchy
Space Hierarchy
Nested Spaces: Russian Dolls; Chinese Boxes Movie Frames
Value Chain
Supply Chain
Business DNA Model
Business Model Canvas
THE MANY “FACES” OF
THE DISRUPTOR’S ARROW OF TIME
SIPOC Diagram
Fishbone Diagram
Balanced Scorecard
Gantt Chart; Swimlane Diagram
Lifecycle ; DNA
Space-Time Grid
9 Windows Diagram
3x3 Fractal Grid
THE MANY “FACES” OF THE DISRUPTOR’S ARROW OF TIME
Static and Dynamic Forms of the Disruptor’s Arrow of Time (Space-Time Grid)
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENNWH PERSONALIZATION Customizable: Can easily be personalized and made unique
ZOOMABLE PAGE SIZE & ZERO COST Fits on one page One can zoom in or zoom out of items on a single page Template is freely available Saves money in projects
FUNCTONALITY & VERSATILITY Used to organize ideas about the evolution of objects in space/time Personal/Business/Org. Greatness Versatile: easy to use at various levels of an organization
SIMPLICITY Simple to understand and use Easy to work through past, present, and future situations or evolution of models
ZERO TIME Can instantly be prepared Can be learned and applied instantly at a basic level Saves time in generating, organiz- ing and analyzing ideas in projects
QUALITY Highly visual and brain-friendly Incredibly logical and rich structure Efficient organizer of ideas and objects in space and time
OPERATIONAL BENEFITS AND
VALUE OF
THE DISRUPTOR’S ARROW OF TIME
BRAND/IMAGE “Best of both worlds” - Can be used effectively by underdogs as well Top Dogs Fun to use
TOTAL ACCESSIBILITY Freely available on the Internet: can be accessed from anywhere
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
OPERATIONAL BENEFITS AND VALUE OF THE DISRUPTOR’S ARROW OF TIME
Advantages
The Disruptor’s Arrow Is
The Tacit/Explicit Framework for Power Tools in Domains Such As
Creativity: Brainstorming; Envisioning; Vision Board Innovation/Problem Solving: TRIZ; Theory of Constraints Planning: Five Forces; Value Chain; Value Net; SWOT Analysis Analysis: Fishbone Diagram; SIPOC Diagram; Root-cause Design: Disruption; Business Model Design; Product Design Scenario-Making: Affinity Diagram Writing/Presentation: Storyboarding
Use The Disruptor’s Arrow of Time
To Gain Insights On Past, Present, and Future Systems
In the Universe:
You; Your Job/Career/Activity; Family; Society Products; Services; Process; Market; Industry Enterprise/Business; Organization; Government Locality; Region; Nation; World Personal Model; Business Model; Industry Model
1. Choose Any System, Frame, Situation, or Problem:
You, Product, Service, or Organization.
2. Explore Scenarios Such as for Great “You’s, Products, Services,
Organizations, or Business Models” Using The Lens or
Business Modeling Tool of The Disruptor’s Arrow of Time
INTERESTING EXERCISE ON USING THE DISRUPTOR’S ARROW OF TIME
Value Disruption Design in Practice
A P
Visual Templates
Of
The Disruptor’s Arrow of Time
Master The Art and Science of
Zooming Out and Zooming In On Frames In Space and Time
A P
“Leaders Need Multiple Perspectives
To Get a Complete Picture.
Effective Leaders Zoom In and Zoom Out.”
Rosabeth Moss Canter
PAST (“As Was”)
PRESENT (“As Is”)
FUTURE (“To Be”)
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS (“Timeless”)
GREAT RESULT
DISRUPTOR’S ARROW OF TIME (DAT)
Logic of Zooming In and Out of the Four Frames (Spaces, Blocks, Zones, or “Boxes”) of Time
Zooming
Pragmatist; Analyst; Engineer: Logic; Facts
Visionary; Designer; Artist: Emotion; Feelings
PAST
PRESENT
FUTURE
Short-term
Medium-term
Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
GREAT RESULT
DISRUPTOR’S ARROW OF TIME: Detailed View of a “Space-Time Omniscope”
Visual Timeline and Frames for Organizing and Managing Information for All Living and Non-living Systems
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
Big Bang (“Cosmic Egg”)
Zooming
PAST FRAME
Past Reality History
Past States
Past Scene(s), Stories, and Events
PRESENT FRAME
Present Reality Current Affairs
Existing States
Present Scenes, Events, and Processes
FUTURE FRAME
Future Reality Future States Visions; Plans Predictions Forecasts Scenarios Bets; Projections Fantasies; Fiction
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CATEGORIZATION OF STATES AND EVENTS USING DISRUPTOR’S ARROW OF TIME
A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living Systems
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
IDEALS/DREAMS/ GREATNESS
GREAT RESULT
Zooming
PAST (“As was”) Where were we?
PRESENT (“As is”) Where are we? S: Strengths W: Weaknesses
FUTURE (“To be”) Where will/must we go? O: Opportunities T: Threats
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BASIC QUESTIONS FOR THE DISRUPTOR’S ARROW OF TIME
A Visual Timeline, Evolutionary Chart, Journey, and Frame for All Living and Non-living Systems
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
IDEALS/DREAMS/ GREATNESS
GREAT RESULT
Zooming
PAST SYSTEM
FUTURE SYSTEM Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
IDEAL SYSTEM
(IDEAL ANTI-SYSTEM)
NESTED SYSTEMS FOR THE DISRUPTOR’S ARROW OF TIME
Evolution of Nested (Multi-level) System at the Level of a Nation: The Greatness of the Internal and External Varies
PRESENT SYSTEM
National
Regional Local
Zooming
PAST JOB (Activity)
FUTURE JOB (Activity) Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
IDEAL JOB (ACTIVITY)
(IDEAL ANTI-JOB)
JOB (ACTIVITY) PLAN AND EVOLUTION: Overview
In Theory, the Job (Activity) Plan is a Universe and Frame of All Job (Activity) Plans: Past, Present, and Future
PRESENT JOB (Activity)
Zooming
PAST
PRESENT UNDERDOG
FUTURE TOP DOG
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
AMERICAN IDEALS/DREAMS/
GREATNESS Life GREAT PERSON/HERO
Liberty
Pursuit of Happiness
ARCHETYPAL STORY OF THE AMERICAN DREAM
Engaging and Inspiring the Human Spirit
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
Zooming
PAST
Villain
PRESENT
Underdog
FUTURE
Top Dog
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
GREAT PERSON/HERO
DRAMATIC EVOLUTION FROM UNDERDOG TO TOP DOG
Elements of a Dramatic Underdog/Hero’s Journey
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
Zooming
BAD
GOOD
GREAT
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
GREAT SYSTEM/RESULT
“BAD-GOOD-GREAT” ARROW OF TIME
Elements of a Transformation-to-Greatness Cycle in a Complex Adaptive System
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
PAST
PRESENT
FUTURE
Short-term
Medium-term
Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
STORYTELLING AND WRITING USING THE DISRUPTOR’S ARROW OF TIME
Surprise vs. Suspense Scenarios and Presentations
HOW? WHY? Story of SURPRISE
Story of SUSPENSE
“Zig” “Zag”
IDEALS/DREAMS/ GREATNESS
GREAT SYSTEM/HERO
PAST
PRESENT
FUTURE Short-term Medium-term: “I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and return-ing him safely to the earth.”
Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
DISRUPTIVE VISION PRESENTATION: President John F. Kennedy
Engaging and Inspiring the Human Spirit
IDEALS/DREAMS/ GREATNESS
GREAT AMERICA/HERO
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
Zooming
PAST
PRESENT
FUTURE Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
GREAT AMERICA/WORLD
“I HAVE A DREAM”
DISRUPTIVE VISION PRESENTATION: Rev. Dr. Martin Luther King
Engaging and Inspiring the Human Spirit
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
Zooming
SITUATION (SYSTEM) Description
PROBLEM Specific Problem/ Contradiction (-/+) Generic Problem/ Contradiction (-/+)/ Problem Analogy
SOLUTION Specific Solution/ Contradiction (-/+) Generic Solution/ Contradiction (-/+)/ Solution Analogy
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS/
IDEAL FINAL RESULT (IFR) ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
ANALOGICAL PROBLEM SOLVING ON ARROW OF TIME
Problem-Solution Journey That Systematically Uses Analogies as in TRIZ (“Theory of Inventive Problem Solving”)
HOW? Left Brain: Logic; Cause
WHY? Right Brain: Emotion; Effect
Zooming
PAST SYSTEM
FUTURE SYSTEM Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
IDEAL SYSTEM/RESULT (IDEAL ANTI-SYSTEM)
SYSTEM PLAN AND EVOLUTION: Overview
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PRESENT SYSTEM
Zooming
PAST SYSTEM
FUTURE SYSTEM Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM PLAN AND EVOLUTION: Fractal Grid Map (Zooming In/Out)
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PRESENT SYSTEM
IDEALS/DREAMS/ GREATNESS
IDEAL FINAL GREATNESS: ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
PAST DNA
FUTURE DNA Short-term
Medium-term
Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM PLAN AND EVOLUTION: Living DNA Model
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PRESENT DNA
D A N D A N D A N
Key
Design Needs Aspirations
D N A
IDEALS/DREAMS/ GREATNESS
IDEAL DNA/RESULT:
ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
PAST BUS. DNA
FUTURE BUS. DNA Short-term Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM PLAN AND EVOLUTION: Concept/Mind Map
In Theory, the System Plan is a Universe and Frame of All System Plans: Past, Present, and Future
PRESENT BUS. DNA
D
A
N Bus. DNA
D
A
N Bus. DNA
D
A
N Bus. DNA
Key
Design Needs Aspirations
D N A
IDEALS/DREAMS/ GREATNESS
IDEAL BUSINESS DNA:
ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
PAST SYSTEM
FUTURE SYSTEM Short-term Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
LIVING SYSTEM PLAN AND EVOLUTION: Nested Map (Multi-level Zooming)
In Theory, the Living System Plan is a Universe and Frame of All Living System Plans: Past, Present, and Future
PRESENT SYSTEM
System
Environment
Impact (Result:-/+)
System
Environment
Impact (Result:-/+)
System
Environment
Impact (Result:-/+)
IDEALS/DREAMS/ GREATNESS
IDEAL LIVING SYSTEM:
ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
Zooming
PAST TECHNICAL SYSTEM
FUTURE TECHNICAL SYSTEM Short-term Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
TECHNICAL SYSTEM PLAN AND EVOLUTION: Multi-level Zooming
The Most Effective Problem Solvers, Inventors, and Innovators Zoom In and Zoom Out of a Given Frame or System
PRESENT TECHNICAL SYSTEM
System/ Elements
Supersystem
Result:-/+
System/ Elements
Supersystem
Result:-/+
System/ Elements
Supersystem
Result:-/+
IDEALS/DREAMS/ GREATNESS
IDEAL FINAL RESULT:
ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +) [ANTI- SYSTEM]
Zooming
PAST SYSTEM:
PRESENT SYSTEM: PAIN (Disadvantages: -) Problem; Complexity Waste; Defects; Errors Cost; Size; Friction Inconvenience; Delay Constraints; Obstacles Contradictions; Death ... DELIGHT (Advantages: +) Revenue; Accessibility Functonality ...
FUTURE SYSTEM: Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
IDEAL FINAL GREATNESS: ZERO PAIN INFINITE DELIGHT
ASPIRATION MAP ON DISRUPTOR’S ARROW OF TIME
Engaging and Inspiring the Human Spirit for Inventive Problem Solving
Pain (-)
Delight(+)
Enterprise
Bus. Ecosystem
Result: -/+
PAST
FUTURE DISRUPTION Short-term
Medium-term Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS
VISION
GREAT BRAND
DISRUPTION ADVERTISING, MARKETING, AND BRANDING
Engaging and Inspiring the Human Spirit
PRESENT CONVENTION
Zooming
Extraction Industry Model
Manufacturing Industry Model
Service Industry Model
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GLOBAL ECONOMY MODEL (GEM) PLAN: Overview
Frames or Stages in the Development of Dominant Paradigms and Industries in Global Economy
IDEALS/DREAMS/ GREATNESS
Agriculture/ Mining
Industry
Experience Industry Model
Physical Product Industry
Service/ Knowledge
Industry
Extraction Industry Model
Manufacturing Industry Model
Service Industry Model
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GLOBAL ECONOMY MODEL (GEM) PLAN: Zooming In (Exploded View)
Frames or Stages in the Development of Dominant Paradigms and Industries in Global Economy
IDEALS/DREAMS/ GREATNESS
Agriculture/ Mining
Industry
Experience Industry Model
Physical Product Industry
Service/ Knowledge
Industry
Suppliers (Inbound)
Customers (Buyers)
INDUSTRY, COMPANY, OR SYSTEM (Supply/Value Chain; Value Net)
Competitors (Substitutors)
New or Potential Entrants (Complementors)
3D-INDUSTRY MODEL: Picture Frame (Center-Periphery Format)
How Attractive or Great is the Industry (Company, System, or You)?
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
New or Potential Entrants (Complementors)
Suppliers (Inbound)
Customers (Buyers/Users)
INDUSTRY, COMPANY,
SYSTEM, OR YOU (SUPPLY/VALUE CHAIN;
VALUE NET)
Competitors (Substitutors)
GLOBAL ENVIRONMENT/ SHARED GREATNESS (RESULT: -/+)
Delighters Satisfiers Dissatisfiers Unserved
3D-INDUSTRY MODEL: Picture Frame (With Forces/Linkages/Relationships)
A Force Can Be a Strength (Bargaining Power) , Weakness, Opportunity, or Threat
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
New or Potential Entrants (Complementors)
Competitors (Substitutors)
Suppliers (Inbound)
Customers (Buyers/Users)
INDUSTRY, COMPANY,
SYSTEM, OR YOU (SUPPLY/VALUE CHAIN;
VALUE NET)
GLOBAL ENVIRONMENT/ SHARED GREATNESS (RESULT: -/+)
Delighters Satisfiers Dissatisfiers Unserved
3D-INDUSTRY MODEL: External Players and Greatness Factors
New or Potential Entrants (Complementors)
Suppliers Customers/Users
Differentiation of inputs
Supplier concentration
Importance of volume and speed to supplier
Cost relative to
total purchases
Impacts of input on cost & differentiation
Forward Integration
Presence of substitute
inputs
Backward Integration
Relative price performance of substitutes
Switching costs Buyer propensity to substitute
Diversity
Fixed costs/value added
Brand identity
Overcapacity
Information complexity
Entry barriers
Product differences
Product differentiation
Buyer concentration
Incentives for decision-makers
Price/ Volume/ Total purchase
Impacts of quality/performance
Switching costs
Buyer info’
Backward/Forward Integration
Buyer profits
Access to distribution
Economies of scale Capital requirements
Government policy
Exit barriers
Channel/distributor concentration Differentiation of channels/distributors
Backward Integration Forward Integration
Cost advantages Trends/Patterns
Tipping point
Virality
ROI
Main Source: Based on Porter, M. (1998) Competitive Advantage. New York: The Free Press. Porter, M. (1998) Competitive Strategy. New York: The Free Press.
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Competitors (Substitutors)
INDUSTRY, COMPANY,
SYSTEM, OR YOU (SUPPLY/VALUE CHAIN;
VALUE NET)
GLOBAL ENVIRONMENT/ SHARED GREATNESS (RESULT: -/+)
Suppliers INDUSTRY, COMPANY,
SYSTEM, OR YOU
Customers
Complementors
Competititors
3D-INDUSTRY MODEL: Fractal Picture Frame (“Picture Frame-in-Picture Frame”)
How Attractive or Great is the Industry (Company, System, or You)?
LOCAL ENVIRONMENT/ SHARED GREATNESS (RESULT: -/+)
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
New or Potential Entrants (Complementors)
Suppliers (Inbound)
Customers (Buyers/Users)
Competitors (Substitutors)
GLOBAL ENVIRONMENT/ SHARED GREATNESS (RESULT: -/+)
Delighters Satisfiers Dissatisfiers Unserved
PAST Business Model
PRESENT Business Model
FUTURE Business Model
Short-term
Medium-term
Long-term
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL PLAN: Overview
In Theory, the Business Model Plan is a Universe and Frame of All Business Models: Past, Present, and Future
IDEALS/DREAMS/ GREATNESS
IDEALS/DREAMS/ GREATNESS
IDEAL BUSINESS MODEL: ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
Zooming
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL PLAN: DNA Model (Exploded View)
In Theory, the Business Model Plan is a Universe and Frame of All Business Models: Past, Present, and Future
PAST Business DNA Model
PRESENT Business DNA Model
FUTURE Business DNA Model
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra’
Process/ Strategy
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Customer Rel. Management
Environ-ment: Global
Shared Greatness (Profit)
IDEALS/DREAMS/ GREATNESS/GREAT MODEL
D A N
PAST (“As Was”) Business Model HOW was it done? WHAT was done? WHY was it done?
PRESENT (“As Is”) Business Model
HOW to do it? WHAT to do? WHY do it?
FUTURE (“To Be”) Business Model
HOW will it be done?
WHAT will be done?
WHY will it be done?
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
PAST, PRESENT, AND FUTURE BUSINESS MODELS: Checklist of Questions
States of Business Models in Time
IDEALS/DREAMS/ GREATNESS
IDEAL BUSINESS MODEL: ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
Zooming
PHASE 1 (FRAME 1)
PHASE 2 (FRAME 2)
PHASE 3 (FRAME 3)
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
IDEALS/DREAMS/ GREATNESS (“Timeless”)
GREAT SYSTEM/RESULT
PHASES OF DISRUPTOR’S ARROW OF TIME
Ticking of Biological Clock Towards Greatness
Zooming
STATE 1 (FRAME 1)
STATE 2 (FRAME 2)
STATE 3 (FRAME 3)
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
STATES OF DISRUPTOR’S ARROW OF TIME
Frames or Snapshots at Points in Time
Zooming
IDEALS/DREAMS/ GREATNESS (“Timeless”)
GREAT SYSTEM/RESULT
STAGE 1
STAGE 2
STAGE 3
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
STAGES OF DISRUPTOR’S ARROW OF TIME
All the Universe is a Stage for Greatness
Zooming
IDEALS/DREAMS/ GREATNESS (“Timeless”)
GREAT SYSTEM/RESULT
ACT 1 Birth/Infancy
ACT 2 Growth
ACT 3 Maturity/Death
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ACTS IN THE JOURNEY OF LIFE
Normative Stages in a Natural Lifecycle
Creative Idea (“Egg/Sperm”)
IDEALS/DREAMS/ GREATNESS/
Mission/Vision GREAT BUSINESS MODEL: ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
Zooming
Threshold (“Cleft”; Objections)
Ordeal (“Chasm”; Complications)
ACT 1 Infant Business Model
ACT 2 Growing Business Model
ACT 3 Matured Business Model
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL METAMORPHOSIS
Normative Stages in the Greatness of a Business Model
Business Idea (“Egg”)
IDEALS/DREAMS/ GREATNESS/
Mission/Vision GREAT BUSINESS MODEL: ZERO PAIN (Cost: -) INFINITE DELIGHT (Benefit: +)
Zooming
Threshold (“Cleft”; Objections)
Ordeal (“Chasm”; Complications)
Disruption Spot
Luxury Spot
Strategic Choice
Sweet Spot UNDERDOG
Blue Ocean UNDERDOG
Luxury Spot UNDERDOG
(Pure Visionary/Inspirer)
Disruption Spot/Lean UNDERDOG
Minimum Viable Dream
(MVD)
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CATEGORIES OF UNDERDOGS
WHO ARE WE? Where do we come from? Where currently are we? Where must we go?
Volcano UNDERDOG
Green Ocean UNDERDOG
Red Ocean UNDERDOG
No-Man’s-Island UNDERDOG
Oasis (‘Stuck-in-the-middle’)
UNDERDOG
(-): PAIN: Failure to Execute
(+): DELIGHT:
Ability to Dream
Key Potential Top Dog (Hero) Unsuccessful Underdog
Strong Execution Average Execution Weak Execution
Small Dream
Big Dream
“The Biggest Adventure You Can Ever Take
Is To Live
The Life of Your Dreams”
Oprah Winfrey
“Every Act of Creation
Is First
An Act of Destruction”
Pablo Picasso
A P
A Universe of Collaborative Heroes …
56 Collaborative Heroes From 20 Different Countries Around the World
Who Helped With Their Feedback
ITENNWH
Angelo Richiello, Switzerland
Beth Bridges, USA www.clovischamber.com
Alan Michaels, USA www.industrybuildingblocks.com
Cedric Salibi, Canada
Claudia Kuzma, USA
Ali Anani, Jordan www.phenomena.jo
COLLABORATIVE HEROES
Andreas Schweitzer, Switzerland www.borawind.ch
Carlo Clementi, Italy
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
Sheet 1 of 7
ITENNWH
Dennis King, Sierra Leone
Donovan Johnson, USA
Craig Scharton, USA
Hope May-Cole, Sierra Leone
Iain Acton, England
David Kaiser, USA www.darkmatterconsulting.com
COLLABORATIVE HEROES
David “Dr G” Williams, Hong Kong
Francesca Bonner, USA www.bonnerpublications.com
Sheet 2 of 7
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
ITENNWH
John Griffin, USA www.greenenergyconsultants.biz
John Kowa, Uganda
Ilan Sinai, Israel
Ken Dailey, USA
Leigh Cowan, Australia www.launchengineering.com
James Leveille, USA
COLLABORATIVE HEROES
Jimmy Johnston, Scotland
Kamal Hassan, United Arab Emirates
Sheet 3 of 7
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
ITENNWH
Lynnea Quinn Hagen, USA www.abundancecoaching.net
Marijn Mulders, Netherlands www.tolobranca.nl
Leslie Koroma, USA www.africansportstv.com
Mark Barkan, USA
Mark Jones, USA www.tcjanitorial.com
Lilach Goren, USA
COLLABORATIVE HEROES
Lordson Ohi, Nigeria
Mario Luis Tavares Ferreira, Brazil
Sheet 4 of 7
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
ITENNWH
Pope Moore, England http://blogs-design.com
Prince Kamanda, England
Martin Kaczynski, Canada
Rudi Kruger, South Africa www.espial.co.za
Rowan Norrie, Scotland www.truenorthinnovation.co.uk
Mitu Shah, India
COLLABORATIVE HEROES
Paul Culmsee, Australia www.sevensigma.com.au
Ricardo de Carvalho, Brazil
Sheet 5 of 7
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
ITENNWH
Sandra Pickering, England
Scott McIntyre, USA
Rudi Burkhard, Switzerland
Stan Kirkwood, USA
Stephen Eyring, USA
Sadegh Babaii, USA
COLLABORATIVE HEROES
Sami Atig, France www.card4net.com
Sidney Clouston, USA
Sheet 6 of 7
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
ITENNWH
Tushar Kanikdale, India
Victor Armaselu, Romania
Suzanne Pollock, Australia www.masterplanyourbrand.com
Yavi Madurai, South Africa
Yunchuan Sun, China
Thomas Chalmers, Scotland www.idealifeinternational.com
COLLABORATIVE HEROES
Tiffany Massa, USA
Vietanh Ngyuen, USA http://graspingfish.com
Sheet 7 of 7
COLLABORATIVE HEROES ON
UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models
WHAT WORLDWIDE COLLABORATORS
SEPARATELY SAY ABOUT
THIS VISUAL HANDBOOK
OF
BUSINESS MODELING TOOLS
FOR
VALUE DISRUPTION DESIGN (BUSINESS MODEL DISRUPTION)
a
Alan S. Michaels Business Owner
The book is a great read because of its impact-rich content. Dr. King has done an excellent job in two ways. First, Dr. King brings forward the best practices of many of the greatest business gurus; and second, he uses his remarkable insights in building a holistic “Value Disruption Design” methodology which leverages the best practices of our best thinkers, including the late Steve Jobs.
If you want to improve results, then read different, learn different and do different – starting with reading Dr. King’s book, Underdog to Top Dog: How Leaders Like Steve Jobs and Apple Create Disruptive Business Models.
Thomas Chalmers Leadership & Organizational Dev. Coach
Firstly, I love your Credo. It captures so much more than just a set of values. My reaction to the Credo was that it aligns very well with a living-working-growing-thriving organism/organisation. Excellent work.
Unfortunately there are no new superlatives to describe your work Rod. As you have done all your life, you have taken the abstract and made it accessible for all underdogs everywhere. You are the top dog in disruptive thinking.
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
a
Mario Luis Ferreira Project Director
The only thing that I can add is that it is an amazing work! It is the broadest systemic vision that I have read. As the “old saying” goes: Fortune favors the bold. It was not easy and for sure it was not painless. Great tools and concepts: ODDE wheel, Business DNA Model, 3 “DIM” risks, EAR, BIRM, VDD, DLS, and so on. Amazing collection of different approaches that absolutely make the whole greater than the sum of the parts!
Ken Dailey Category Management Consultant
Tremendous effort and research are well evident from the start to the finish. Intellectually it is a terrific source of various business methodologies and explanations.
It would make a great framework for a curriculum in a business school and the theoretical explanations would stimulate and be the basis for endless thought-provoking conversations.
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
a
Stan Kirkwood Consultant on Innovative Perf. Management
I can see from the content that this has been a labor of love. There is an extraordinary amount of detail which had to come from research. I am humbled by what you have produced.
Yunchuan Sun, Ph.D. University Professor
I’m glad that you’ve done a great and amazing work.
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
a
Pope Moore Entrepreneur
Thanks for giving me the opportunity to read the draft of your ebook - I really appreciate that. I've read through it, and I'm very impressed by both its content and presentation, and I'm in no doubt that any aspiring business person who is privileged enough to apply even just a small percentage of the content will do well to improve their chances of success. I'll definitely apply much of the strategies you outlined. The point that Apple for instance, treated customers as a potential hero is so valid, unfortunately not many businesses apply that.
I recently came across a short video by a guy called Simon Sinek. He spoke about how great leaders and innovators think (Martin Luther King, Steve Jobs and the Wright Brothers were some of the examples he used), their total convictions in what they believed in, and how they applied the concept of "Why, How, What" to positively influence the emotions of people who listened to them. Your interpretation of it as a DNA is brilliant.
Rowan Norrie Entrepreneur & Mentor
Many thanks for sending this through. Some really great stuff here! Overall – a great methodology , and one that I can absolutely relate to! Great job.
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
a
Beth Bridges Networking Motivator
As the Networking Motivator, I know that networking is all about disrupting the 'status quo.' Networking opens doors previously locked, creates shortcuts to success and provides everyone involved with great value. What I didn't know was how I could consciously developed a process and a philosophy which puts this kind of disruptive value creation in the hands of everyone. From lending an EAR (engagement, acquisi- tion, retention) to networking to knowing how to use your V.O.I.C.E. this book provides a blueprint for anyone looking to go from underdog to creative, game-changing industry leader.
Scott McIntyre Chief Strategy Officer
It feels like a series of lectures/discussions/classes than a book, per se. It certainly would spark questions.
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
a
Vietanh Nguyen Analyst & Adjunct Faculty Member
Your theory of the disruptor's journey appears to offer an interesting and plausible take on the strategy behind the "Think Different" ad campaign of Apple - inspiring customers to envision themselves as personal heroes while living out the technologist-artist archetype. DeLorean tried the same strategy and almost pulled it off with its "Live the Dream" ad campaign.
Iain Acton University Lecturer
I think you have some great ideas and unique thinking on business development frameworks and market disruption approaches. Great work!
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
a
John Griffin Adjunct University Professor
This is an impressive piece of work.
Ali Anani, Ph.D. Managing Director
I have just read your great and insightful book. It is a great joy to read. You applied your DNA approach creatively to disrupt my mind and I end up with the happiness of learning, fulfilment and wanting the pleasure of reading more. Your creative approach of blending many areas of thinking on one space or canvas is a tribute to your ability to see beyond the known boundaries. Your explanations of the success stories of Apple and other companies are recipes for all companies to move on the right track. I invite all readers to invest their time in reading this great E-Book.
WHAT WORLDWIDE
COLLABORATORS SEPARATELY SAY ABOUT THE VISUAL HANDBOOK:
“UNDERDOG TO TOP DOG”
“UNDERDOG TO TOP DOG How Leaders Like Steve Jobs and Apple Create Disruptive Business Models”
Inventor of over 40 Power Tools for Value Disruption Design (“Radically Improve the World’s Level of Greatness”) – Facilitating work in the areas of Business DNA Modeling Product & Service Innovation Greatness Management
Inventor of “The Fractal Grid” This technology, which has US and International patent-pending, can be used for visually organizing and prioritizing massive amounts of information such as in search engines, social networks, and Infinite Business Playbook (IBP)
Speaker & Consultant on “Underdog To Top Dog” “The Greatnesspedia Project” Inventor of “Value Disruption
Design,” a Visual Platform of Business Modeling Tools for Systematically Achieving Greatness
Founder of the Wisdomsourcing Group, an online Global Think Tank for collaboratively improving customer experiences and resolving tough dilemmas Organizer & Coordinator of Wisdom- sourcing survey involving over 200 professionals from over 30 countries
CONTACT Dr. Rod King: California, USA Cell: (559) 248-6230 [email protected] http://twitter.com/RodKuhnKing
B. Eng. (Hons) in Civil Eng. Master of Infrastructure Planning Ph.D. in Regional Dev. Planning Postgraduate Certificate in
Advanced Academic Studies Over 20 years of experience in
creative problem solving for multi-disciplinary projects
Dr. Rod King, Inventor of Value Disruption Design
Inventor of first software that wholly invents magic tricks
Inventor of several magic tricks Author of “Trickanalyzing the
Close-up Magic of David Copperfield” & several articles
Winner of several championships in chess and table-tennis
Founder and former CEO of Galaxy IT, Inc., a venture-financed visual search engine business
Major contributor on creativity to the multi-author book, “Research Methods for Postgraduates”
Former Lecturer
THE MAIN AUTHOR Engage and Inspire the Human Spirit
Dr. Rod King, Inventor of Value Disruption Design
HEROES
a
Prof. Dr. McSam Dixon-Fyle DePauw University
Dr. King is one of the most innovative thinkers around today, with great capacities at conceptualizing phenomena in unfamiliar terrain, and proffering new approaches to the solution of some of our most intractable societal challenges. His gift in moving the mathematically abstract into the empirical realm is uncanny, and his devotion to cutting-edge, yet society-friendly, innovation is his burning passion. In all this, he wears his learning very lightly, and makes research and development a fun-filled activity.
Beth Bridges Chief Networking Officer, Clovis Chamber of Commerce
Rod has the unique skill of being an extremely deep and detailed thinker who can create simple, visual concepts that give the layperson a confident place to stand. I feel smarter just listening to him ... because I have these big concepts that I can use as a framework for more and more detailed thinking. I'm very glad that he will be using his ideas to help small to medium businesses grow and thrive.
ABOUT ROD KING
Author of “UNDERDOG TO TOP DOG”
ABOUT ROD KING
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BIBLIOGRAPHY Sheet 1 of 7
BIBLIOGRAPHY
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Sheet 7 of 7
A P
INDEX
Apple, 7, 24, 65, 164, 192, 217, 227-229, 263, 274, 306, 312, 383, 406, Archetype, 269, 270 Arrow, 48, 54, 60-113, 189, 373, 389-392, 405, 477, 485 Aspirations Map, 267-275, 333 Blank, Steve, 217 Branson, Richard, 7 BUMP, 199 Campbell, Joseph, 304, 350, 405 Challenge, 27, 32, 57, 199, 203 Christensen, Clayton, 217, 286 Collaboration, 193, 195, 290 Collins, James, 217 Credo, 6, 8, 134 Curve, Value,364 Customer Acquisition, 361, 367, 376-377, 487, 492 Cycle, Hype, 241-242
Dashboard, 134, 337, 341, 360-366, 382, 391, 477 David, 32, 374 DIM Risks, 139, 240 Disruptive Organization, 19 Disruptor, 4, 27, 32, 71, 141 Dream, 70, 85, 114 Experience, 193, 226, 252-255, 292, 300, 306, 313, 319, 338 Evolution, 18, 39, 43, 70, 81-97 189-190, 247, 276, 286, 371 Failure, 451-454, 456, 501 Google, 7, 164, 192, 266 Goliath, 165-166, 374 Hamel, Gary, 217 Heroship, 130, 132, 291 Hierarchy, 54, 72, 134, 161, 163, 164, 342, 444, 461, 486 Hub, 194, 262, 306, 402
Innovation, 15, 17, 74, 134, 450 iPod, 208, 306, 346, 381, 383, 385, 394, 406 iTunes, 208, 306, 383, 395, 406 Inspiration, 8, 17, 24, 56, 282 Jobs, Steve, 7, 15, 24, 65, 141, 144, 164, 207, 208, 209-306, 319, 338, 406 Journey, 8, 55, 81-112, 140, 196, 209, 212, 252, 255, 279, 286, 292, 297, 304, 324-330, 491 King, Martin, Luther, 7, 90 Level of Greatness, 15, 43, 54 Mentor, 27, 130, 141, 147 Metrics, 359, 361 Moore, Geoffrey, 217
Newtonian, 218, 287 ODDE Wheel, 134, 304-328, 481-490 Paradigm, 8, 32, 40, 100, 218, 231, 236, 245, 286 Plan, 15, 56, 58, 67 Polarities, 288-290 Popper, Karl, 278 Porras, Jerry, 217 Porter, Michael, 104, 287 Preferences, 364, 377, 384, 487 Principle, 56, 130, 132, 133, 291 Program, 310-313, 403, 490 Promise, 34 Question, Existential, 53, 439, 441, 442
A P
INDEX
Revenue, 98, 191, 227, 306, 327, 361 Ries, Eric, 217 SEMPORCES, 183 Southwest Airlines, 7, 164, 266 Spot, Disruption, 266-267, 269-276 Luxury, 266-267, 269-276 Sweet, 266-267, 269-276 Story, 15, 17, 28, 72, 321 Swan, 32 SWOT, 55, 197, 259, 465, 466, 479, 480 Team, 49, 206, 280, 369, 370, 442, 482 Technologist-Artist, 8, 226, 227, 228, 248, 263, 264, 340, 381 Tipping Point, 104, 189, 190, 245
Underdog, 5, 9, 19 Value Disruption Design, 35ff. Virgin, 7, 164, 374, War, 159, 247, 319, 320, 399, 400 Yin-Yang, 25
He
Join The Value Disruption Design (VDD) University to Radically Improve the World’s Level of Greatness.
Let us Spread Knowledge on How to Inspire and Help Underdogs to Systematically Achieve Greatness.
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HEROES
THE GREAT DISRUPTION
COMETH
“Recent Advances Throughout the Sciences Suggest That All Organized Systems
Share Generic Phenomena Characterizing Their Emergence, Development, and Evolution.
Whether They are Physical, Biological, or Cultural Systems, Certain Similarities and Homologies
Pervade Evolving Entities Throughout An Amazingly Diverse Universe.”
Eric Chaisson
THE DISRUPTOR’S ARROW OF TIME
WILL CHANGE
EVERYTHING.
There Will Be An Explosion of Creativity and Innovation
In Every Field of Knowledge.
WE BELIEVE THAT
WE CAN HELP TO ELIMINATE
THE HIGH FAILURE RATE (HFR)
OF PRODUCT & BUSINESS LAUNCHES
IN
OUR COMMUNITIES AND THE WORLD
LET’S SHARE OUR STORIES OF HOW
UNDERDOGS (POTENTIAL HEROES)
UNDERSTAND, DISCOVER, AND SOLVE
CRISES
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AND
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