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

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We are in the industry of inspiring people and organizations to systematically achieve Greatness. "Underdog to Top Dog" is a visual handbook of ideas, quotes, and business modeling tools for systematically achieving greatness. Using the model of leaders like Steve Jobs and Apple, this unique handbook illustrates how any individual or organization can systematically achieve greatness while creating disruptive business models. This presentation is a preview of the visual ebook, “Underdog to Top Dog”, which has over 500 pages. The complete book can be obtained from the weblink: http://goo.gl/YXGLo Please feel free to share the book’s preview. Also, you can join the online university that specializes in the “Underdog to Top Dog” methodology which is formally called “Value Disruption Design (VDD).”

Transcript of Underdog to Top Dog (Preview): How Leaders Like Steve Jobs and Apple Create Disruptive Business...

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

This is a Visual Handbook

Of

Business Modeling Tools

For

Systematically Achieving

Greatness

A P

Our Ideal User

Is

A Value Disruption Designer

Or

Business Model Disruptor

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

Google

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.

A P

Nevertheless,

Responsibility for Errors and Omissions

is

Entirely Mine.

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

DESIRED RESULT

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).

A P

WHAT WOULD YOU DO

IF YOU WERE THREATENED

BY A TOP DOG?

Create Great Products, Services, and Business Models

That Reinvent Industries

And Change The World

OUR UNIQUE PROMISE

You Would Become Greater

A P

INTRODUCING …

VALUE DISRUPTION DESIGN (VDD)

A P

THE BIG PICTURE

OF

VALUE DISRUPTION DESIGN

A P

THE VISIBLE HAND:

Business Modeling Tools

For

Systematically

Achieving Greatness

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

A P

The Mission of

Value Disruption Design is

“Radically Improve

The World’s Level of Greatness”

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

Greatness

Is

Relative

In Our Universe, Entropy (Chaos/Disruption)

Is The Rule While

Negentropy (Order/Stability) Is

The Exception

CHAOS IS THE ORDER OF THE UNIVERSE

Our Universe

Is

A Living Space-Time Fabric

Whose Birth Started With

A “Big Bang”

THE BIG DISRUPTION

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

In Essence,

The Disruptor’s Arrow of Time

Is

A Novel Segmentation of

The Classic Timeline

A Visual Explanation:

Disruptor’s Arrow of Time

=

Classic Timeline + Vision Board

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

Dream the Undreamable.

Then, Translate

That Dream Into Reality.

MANTRA FOR UNDERDOGS

“The Biggest Adventure You Can Ever Take

Is To Live

The Life of Your Dreams”

Oprah Winfrey

Dream in Circles

Realistic Dream

Undreamable Dream

Minimum Viable Dream

Project

You May Start

An Experiment With

A Minimum Viable Dream (MVD)

For Achieving

A Great Result

“Every Act of Creation

Is First

An Act of Destruction”

Pablo Picasso

Our Destiny

Is

To Become Greater

Greatness

Is

Our Universal North Star

Adam Smith’s “Invisible Hand”

Describes

A Self-organizing Mechanism

For

Achieving Greatness

Sustainable Greatness

Is About

Selflessly Serving Humanity

COLLABORATORS

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

Cameron, G. (2010) TRIZICS. CreateSpace. Chaisson, E.J. (2001) Cosmic Evolution. Massachussetts: Harvard University Press. Christensen, C. (1997) The Innovator’s Dilemma. Massachusetts: Harvard Business School. Christensen, C.; Raynor, M.E. (2003) The Innovator’s Solution. Massachusetts: HBS. Christian, D. (2011) Maps of Time. California: University of California Press. Csikszentmihalyi, M. (2004) Good Business. New York: Penguin Group. Coburn, P. (2006) The Change Function. New York: Portfolio. Collins, J.C. (2001) Good to Great. New York: HarperCollins. Conley, C. (2007) Peak. New York: San Francisco: Jossey-Bass. Conley, C. (2001) The Rebel Rules. New York: Fireside. Covey, S.R. (1989) The 7 Habits of Highly Effective People. London: Simon & Schuster. Covey, S.R. (1989) The 8th Habit. New York: Free Press. Crano, W.D. (2012) The Rules of Influence. New York: St. Martin Press. Davidson, H. (2005) The Committed Enterprise. Oxford: Elsevier Butterworth-Heinemann. Dawkins, R. (2009) The Selfish Gene. New York: Oxford University Press. De Bono, E. (1992) Serious Creativity. London: HarperCollinsBusiness. De Mstvhi, S.; Hamilton, J.T. (2009) You Are What You Choose. New York: Portfolio. Deming, E. W. (2000) Out of the Crisis. Massachusetts: MIT Press.

Sheet 2 of 7

BIBLIOGRAPHY

Denny, S. (2011) Killing Giants. New York: Portfolio. Dettmer, H.W. (1997) Goldratt’s Theory of Constraints. Wisconsin: ASQ Quality Press. Dru, J.-M. (2002) Beyond Disruption. New York: John Wiley & Sons. Dru, J.-M. (1997) Disruption. New York: John Wiley & Sons. Dru, J.-M. (2007) How Disruption Brought Order. New York: Palgrave Macmillan. Dyer, J.; Gregersen, H. (2011) The Innovator’s DNA. Massachusetts: Harvard Business Review Press. Duarte, N. (2010) Resonate. New Jersey: John Wiley & Sons. Elliot, J. (2011) The Steve Jobs Way. New York: Vanguard Press. Fortune (2011) The Legacy of Steve Jobs. New York: Fortune Books. Frank, R. H. (2011) The Darwin Economy. New Jersey: Princeton University Press. Fulmer, W.E. (2000) Shaping the Adaptive Organization. New York: Amacom. Furr, N.; Ahlstrom, P. (2011) Nail It Then Scale It. USA. Gallo, C. (2011) The Innovation Secrets of Steve Jobs. New York: McGraw Hill. Gallo, C. (2010) The Presentation Secrets of Steve Jobs. New York: McGraw Hill. Gilding, P. (2012) The Great Disruption. New York: Bloomsbury Press. Goldratt, E. (1999) The Goal. Hampshire: Gower. Gutsche, J. (2009) Exploiting Chaos. New York: Gotham Books. Harford, T. (2011) Why Success Always Starts With Failure. New York: Farrar, Straus and Giroux.

Sheet 3 of 7

BIBLIOGRAPHY

Harrington, H.J. (2012) Streamlined Process Improvement. New York: McGraw Hill. Heath, C.; Heath, D. (2010) Switch. New York: Random House. Hoverstadt, P. (2008) The Fractal Organization. West Sussex: John Wiley & Sons. Howie, P.J. (2011) The Evolution of Revolutions. New York: Prometheus Books. Horan, J. (2004) The One Page Business Plan. California: The One Page Business Plan Company. Isaacson, W. (2011) Steve Jobs. Simon: Simon & Shuster.Johnson, M.W. (2010) Seizing the White Space. Massachusetts: Harvard Business Press. Johnson, B. (1996) Polarity Management. Massachusetts: HRD Press. Kaplan, R.S.; Norton, D.P. (1996) The Balanced Scorecard. Massachusetts: HBS Press. Kahney, L. (2008) Inside Steve’s Brain. New York: Portfolio. Kim, W.C.; Maurborgne, R. (2005) Blue Ocean Strategy. Massachusetts: Harvard Business School Press. Klubeck, M. (2011) Metrics. New York: Apress. Koch, R. The Power Laws of Business. London: Nicholas Brealey Publishing. Lafley, A.G.; Charan, R. (2008) The Game-Changer. New York: Crown Publishing. Lahinsky, A. (2012) Inside Apple. New York: Business Plus. Lanza, R.; Berman, B. (2009) Biocentrism. Texas: Benbella Books. Lee, J. (2011) The Right-Brain Plan. California: New World Library. Lee, R. K.; Goodrich, N.E. (2012) Value Innovation Works. Createspace.com.

Sheet 4 of 7

BIBLIOGRAPHY

Levy, S. (2007) The Perfect Thing. New York: Simon & Shuster. Lowe, T. (2009) Get Motivated. New York: DoubleDay. Maddock, G.M.; Uriarte, L.C. (2011) Brand New. New Jersey: John Wiley & Sons. Marks, N. (2011) The Happiness Manifesto. Ted Books Martin, R. (2007) The Opposable Mind. Massachusetts: Harvard Business School Press. Maurya, A. (2012) Running Lean. USA: O’Reilly. May, M.E. (2010) In Pursuit of Elegance. New York: Broadway Books. McGoff, C. (2012) The Primes. New Jersey: John Wiley & Sons. Merrifield, R. (2009) Rethink. New Jersey: FT Press. Miller, J.G. (1978) Living Systems. New York: McGraw-Hill. Moore, J.F. (1997) The Death of Competition. New York: HarperBusiness. Morey, D.; Miller, S. (2004) The Underdog Advantage. N.ew York: McGraw-Hill Morgan, A. (2009) Eating the Big Fish. New Jersey: John Wiley & Sons. Mullins, J.; Komisar, R. (2009) Getting to Plan B. Massachusetts: Harvard Business Press. Murray, D.K. (2011) Plan B. New York: Free Press. Neumeier, M. (2006) The Brand Gap. California: New Riders. Neumeier, M. (2009) The Designful Company. California: New Riders. Neumeier, M. (2007) Zag. California: New Riders. Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman.

Sheet 5 of 7

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Paharia, N.; Keinan, A.; Avery, J.; Schor, J.B. (2009) The Underdog Effect in: Journal of Consumer Research, 2011: Volume 37, Issue 5, pp. 775-790. Pink, D.H. (2005) A Whole New Mind. New York: Riverhead Books. Pink, M.Q. (2008) Rainforest Strategy. Florida: Excel Books. Porter, M.E. (1998) Competitive Strategy. New York: The Free Press. Reza, S.; Iyer, V.; Hildebrand, V.G. (2012) The Customer Experience Edge. New York: McGraw Hill. Rhoades, A. (2011) Built on Values. San Francisco: Jossey-Bass. Richardson, A. (2010) Innovation X. San Francisco: Jossey-Bass. Ries, E. (2011) The Lean Startup. New York: Crown Publishing Group. Robbins, A> (2003) Awaken the Giant Within. New York: Free Press. Rumelt, R.P. (2011) Good Strategy. Bad Strategy. New York: Crown Publishing. Sander, P. (2012) What Would Steve Jobs Do? New York: McGraw Hill. Schmetterer, B. (2003) Leap. New Jersey: John Wiley & Sons, Inc. Segall, K. (2012) Insanely Simple. New York: Portfolio/Penguin. Sharp, S. (2009) Competitive Intelligence Advantage. New Jersey: John Wiley & Sons, Inc. Sharpiro, A. (2011) Users Not Customers. New York: Portfolio/Penguin. Shenkar, O. (2010) Copycats. Massachusetts: Harvard Business Press.

Sheet 6 of 7

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Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons. Sims, P. (2011) Little Bets. New York: Free Press. Sisodia, R.; Wolfe, D.B.; Sheth, J. (2007) Firms of Endearment. New Jersey: Wharton School Publishing. Slywotzky, A.J. (2011) Demand Generation. New York: Random House. Spier, F. (2010) Big History and the Future of Humanity. West Sussex: Wiley-Blackwell. Stengel, J. (2011) Grow. New York: Crown Publishing. Stinnett, B. (2005) Think Like Your Customer. New York: McGraw-Hill. Thomke, S.H. (2003) Experimentation Matters. Massachusetts: Harvard Business School Press. Trout, J. (1999) The Power of Simplicity. New York: McGraw-Hill. Verganti, R. (2009) Design-Driven Innovation. Massachusetts: Harvard Business Press. Vester, F. (2007) The Art of Interconnected Thinking. Munich: MCB Verlag. Wacker, W.; Mathews, R. (2002) The Deviant’s Advantage. New York: Three Rivers Press. Wheatley, M.J. (1994) Leadership and the New Science. California: Berrett-Koehler Publishers. Williams, L. (2010) Disrupt. New Jersey: FT Press. Wolfe, N. (2011) The Living Organization: Book 1 –Encounter. Irvine: Quantum Leaders Publishing. Wolff, J. (2001) Do Something Different. London: Virgin Publishing Ltd. Wylie, A. (2011) Win Big. Dallas: BenBella Books. Yoffie, D.B.; Kwak, M. (2001) Judo Strategy. Massachusetts: Harvard Business School Press.

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

A P

We Exist

“To Radically Improve

The World’s Level of Greatness”

OUR MISSION

“IF IT AIN’T BROKE,

FIX IT!”

THE WORLD

NEEDS

MORE VALUE DISRUPTORS

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.

Use Just 4 Disruption Questions for Eliminating

the High Failure Rate (HFR) of Product & Business Launches (For Your Twitter Messages, Please Use the Hashtag #VDD)

Come Join us and Build a Disruptive University http://businessmodels.ning.com

Compete Different

HEROES

MASTER

VALUE DISRUPTION DESIGN

COMPETE D I F F E R E N T

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.

AS A VALUE DISRUPTION MENTOR,

WE HAVE

AN UNBELIEVABLE OPPORTUNITY

TO

MAKE THE WORLD GREATER

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

IN BUSINESS, PERSONAL LIFE,

AND

THE WORLD

JOIN

THE GREATNESS REVOLUTION

USING

VALUE DISRUPTION DESIGN

JOIN

THE PHENOMENON AND MOVEMENT

OF

“UNDERDOG TO TOP DOG”

WELCOME TO

THE GREATNESS ECONOMY

Where Value Disruption Designers

Are

The New Heroes

“Be Not Afraid of Greatness,

Some Men Are Born Great,

Some Achieve Greatness, and

Some Have Greatness

Thrust Upon Them.”

William Shakespeare