In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.

1. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

2. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL
q Present
q Future
q Past

3. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past

4. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past

5. “The
rate
of
economic
change
is
going
to
conJnue
to
be
high.
Obsolescence
and
commodiKzaKon
will
not
abate.
What
we
need
are
be7er
tools
for
business
development
and
market
creaKon.”
James
F.
Moore
BCG-­‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies

6. The
BCG-­‐Business
Model
Court
is
a
Universal
Planning
(End-­‐Means)
Tool
That
Synthesizes
4
Powerful
Frameworks
for
Trade-­‐Off
Problem
Solving
(TOPS)
as
well
as
Storytelling:
§ End-­‐Means
(EM)
Storyboard
§ TRIZ’s
MulKscreen
§ Brandenburger
&
Nalebuff’s
Value
Net
§ BCG’s
Business
Model
InnovaKon
Framework
BCG-­‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies

7. BENEFITS
Rapid
Innova:on
and
Improvement
(Win-­‐Win)
at
5
Levels
§ Personal/Employee/Career
Development
§ Product/Service
Development
§ Enterprise/Business
(Unit)/Profit
Model
Development
§ Industry/Domain
Development
§ Local/Regional/Global
Development
&
Security
BCG-­‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies

8. MISSION/VISION
“A
BCG-­‐Business
Model
Court
for
Every
§ Person/Employee/Career
§ Product/Service
§ Enterprise/Business
(Unit)/Profit
Model
§ Industry/Domain
§ Local/Regional/Global
Economy
&
Defense
Force
On
the
Planet”
BCG-­‐BUSINESS
MODEL
COURT
A
Universal
Planning
Tool
for
Rapidly
Achieving
Missions,
Visions,
Goals,
and
Strategies

9. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
Visual
Synthesis
of
Tools
for
Universal
Problem
Solving,
Project
Planning,
Improvement,
and
InnovaKon
q Present
q Future
q Past
HIGHEST
OUTCOMES
(Ideal
Result)
ENVIRONMENT
(Supersystem:
Industry/
Ecosystem/Value
Net;
Arena;
OpJon
Space)
BUSINESS
MODEL
(System:
Theater;
Extended
Enterprise;
Value
Chain)
q Mission/Purpose
q Vision;
Values
q Goals/ObjecJves
q Targets/Success
Criteria/
Key
Metrics/KPIs
q Policy
q Strategy
(Trade-­‐off)
q Value
ProposiJon
PROBLEM
HIERARCHY
(“What?”)
SOLUTION
HIERARCHY
PROJECT
OUTPUTS
(Reality
vs.
Hypotheses)
q Job
To
Get
Done
q Profit
Model
q Product/
Service/
Campaign
q
O.T.H.E.R.
Process
GOLDEN
PYRAMID

10. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
MEANS

11. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
MEANS
How?
Why?

12. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hypothesis/Fact)
MEANS
(Hypothesis/Fact)
How?
Why?

13. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
MEANS
(Hierarchy/Network)
How?
Why?

14. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
TOOL(S)
How?
Why?

15. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
Ambidexterity
Principle
(Hierarchy/Network)

16. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
Ambidexterity
Principle
“Pursue
ideal
win-­‐win
strategies
and
soluKons”

17. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidexterity
ObjecKve
(Challenge)
“Pursue
ideal
win-­‐win
strategies
and
soluKons”
Short-­‐term
Objec:ve
(Challenge)
Con:nuously
and
Simply
Create
Awesome
Customer
Experiences
(ACEs)
at
Minimum
Cost
Long-­‐term
Objec:ve
(Challenge)
Rapidly
Pursue
Sustainable
Compe::ve
Advantage
How?
Why?

18. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
R:
Reflect
(Pivot
or
Persevere?)
Outcomes
(Results)
O.T.H.E.R.
Loop

19. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
ANTI-­‐SYSTEM
(Trade-­‐off)
PAIN
(-­‐)
PAIN
(-­‐)
SYSTEM
(Trade-­‐off)
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-­‐WIN
SYSTEM
(Ideal
SoluJon)
DELIGHT
(+)
DELIGHT
(+)

20. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
ANTI-­‐SYSTEM
(Trade-­‐off)
PAIN
(-­‐)
PAIN
(-­‐)
SYSTEM
(Trade-­‐off)
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-­‐WIN
SYSTEM
(Ideal
SoluJon)
DELIGHT
(+)
DELIGHT
(+)
THEME/
JOB
TO
GET
DONE

21. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
(+):
DELIGHT
(Objec:ve)
Low
(1)
Low:
(1)
High:
(10)
(-­‐):
PAIN
(Constraint)
High
(10)
Trade-­‐off
Strategies
&
Business
Models

22. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
How?
Why?
Blue
Ocean
(Value
Innova:on)
Sweet
Spot
Luxury
Spot
(High
Differen:a:on)
DisrupKon
Spot
(Low
Cost)
Stuck-­‐in-­‐the-­‐
Middle
Red
Ocean
(+):
DELIGHT
(Differen:a:on;
Revenue)
Low
(1)
Low:
(1)
High:
(10)
(-­‐):
PAIN
(Cost)
High
(10)
Trade-­‐off
Strategies
&
Business
Models

23. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidextrous
Strategies
&
Business
Models
CANONICAL
STRATEGIES
Blue
Ocean
Strategy
DisrupKve
InnovaKon
Strategy
Red
Ocean
Strategy
Differen-­‐
KaKon
Strategy
Stuck-­‐in-­‐
the-­‐Middle
Strategy
STARTUP
(Experimenta@on
-­‐
Explora@on)
COMPANY
(Execu@on
-­‐
Exploita@on)
How?
Why?

24. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidextrous
Strategies
&
Business
Models
CANONICAL
BUSINESS
MODELS
Blue
Ocean
Bus.
Model
DisrupKve
InnovaKon
Bus.
Model
Red
Ocean
Bus.
Model
Differen-­‐
KaKon
Bus.
Model
Stuck-­‐in-­‐
the-­‐Middle
Bus.
Model
STARTUP
(Experimenta@on
-­‐
Explora@on)
COMPANY
(Execu@on
-­‐
Exploita@on)
How?
Why?

25. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Ambidextrous
Strategies
&
Business
Models
CANONICAL
BUSINESS
MODELS
Blue
Ocean
Bus.
Model
DisrupKve
InnovaKon
Bus.
Model
Red
Ocean
Bus.
Model
Differen-­‐
KaKon
Bus.
Model
Stuck-­‐in-­‐
the-­‐Middle
Bus.
Model
STARTUP
(Experimenta@on
-­‐
Explora@on)
COMPANY
(Execu@on
-­‐
Exploita@on)
How?
Why?
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

26. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
How?
Why?

27. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?

28. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
VALUE
NET
(ECOSYSTEM;
ARENA;
OPTION
SPACE)

29. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
Bargaining
Power
&
Threat
(Forces;
Influence):
AXrac:veness

30. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
How?
Why?
Strengths
&
Weaknesses
(SW):
Trade-­‐offs

31. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
END
(Hierarchy/Network)
Ambidextrous
Strategies
&
Business
Models
Problem-­‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
STRATEGY
PALETTE
How?
Why?

32. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-­‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Ambidextrous
Strategies
&
Business
Models
STRATEGY
PALETTE
How?
Why?

33. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-­‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Ambidextrous
Strategies
&
Business
Models
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
STRATEGY
PALETTE
How?
Why?

34. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-­‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Bus.
Model:
“Orchestrate”
AdapKve
Bus.
Model:
“Be
Fast”
Visionary
Bus.
Model:
“Be
First”
Classic
Bus.
Model:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Bus.
Model:
“Be
viable”
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Ambidextrous
Strategies
&
Business
Models
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
BUSINESS
MODEL
PALETTE
How?
Why?

35. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
How?
Why?
DiagnosKcian:
Take
an
external
perspec:ve
Segmenter:
Match
approach
to
environment
Disrupter:
Review
diagnosis
and
segmenta:on
Team
Coach:
Select
the
right
people
for
the
job
8
CRITICAL
ROLES
OF
AMBIDEXTROUS
LEADER
Salesperson:
Advocate
for
the
strategic
choices
(stories)
Inquisitor:
Ask
probing
ques:ons
to
help
thinking
Antenna:
Selec:vely
amplify
important
signals
Accelerator:
Put
weight
behind
cri:cal
ini:a:ves
BUSINESS
MODEL
ANIMATOR
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

36. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
Industry
(Ecosystem;
Arena;
OpJon
Space)
System
(Business/Profit/Enterprise
Model;
Product/Service;
“Court”)

37. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
Industry
(Arena;
OpJon
Space)
System
(Business/Profit/Enterprise
Model;
Product/Service;
“Court”)

38. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
System
(Business/Profit/Enterprise
Model;
Product/Service;
“Court”)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)

39. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)

40. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
Strengths
&
Weaknesses
(SW):
Trade-­‐offs

41. DialecKcs
Court
(3
Panels)
Ping
Pong
Court
(4
Panels)
Bookkeeping
Court
(6
Panels)
Soccer
Court
(6
Panels)
BMC
Court
(9
Panels)
Tennis
Court
(10
Panels)
3x3
Fractal
Court
(9
Panels)
Swimlane
Court
(2
or
More
Panels)
Job
To
Get
Done
(Market/Goal):
Visually
Document,
Organize,
and
Manage
Informa:on
Especially
for
Projects
on
Business
(Profit)
Model
Innova:on
and
Improvement
COURTS
FOR
BUSINESS
MODEL
GAMES:
Visually
Document,
Organize,
and
Manage
InformaJon
COURTS
(INTERFACES)
FOR
VISUALIZING
SYSTEMS
AND
BUSINESS
MODELS
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

42. UNIVERSAL
SYSTEM
MODEL
Overview
The
Universal
System
Model
(USM),
Which
is
Developed
by
Rod
King,
is
a
Simple
and
IntuiJve
Flow
Diagram
for
Visualizing
How
Any
System
Works
Especially
in
Business

43. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
(Delight)
Output
(Product/Service)
Cost
(Pain)
UNIVERSAL
SYSTEM
MODEL
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

44. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
q Past
q Present
q Future
Customer
Supplier/
Input
Revenue
(Delight)
Output
(Product/Service)
Cost
(Pain)
Processing
UNIVERSAL
SYSTEM
MODEL
q Past
q Present
q Future
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

45. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
q Past
q Present
q Future
Customer
Supplier/
Input
Revenue
(Delight)
Output
(Product/Service)
Channel
Cost
(Pain)
Processing
UNIVERSAL
SYSTEM
MODEL
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

46. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
Model
(Delight)
Channel
Cost
Model
(Pain)
UNIVERSAL
SYSTEM
MODEL
Product/Service
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

47. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Channel
UNIVERSAL
SYSTEM
MODEL
Product/Service
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer

48. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer

49. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(One-­‐sided
Market)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1

50. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(Two-­‐sided
Market)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
Customer
Segment
2

51. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(Two-­‐sided
Market)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
Customer
Segment
2

52. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
UNIVERSAL
SYSTEM
MODEL
(Mul:-­‐sided
Market)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Segment
1
Customer
Segment
2
Customer
Segment
3

53. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

54. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer

55. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer

56. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Supplier
Customer
Revenue
Model
(Delight)
Channel
Cost
Model
(Pain)
Product/Service
Processing

57. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

58. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

59. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
PROFIT
MODEL
(VALUE;
Margin)
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

60. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Processing
(Key
AcJviJes)
Output
(Product/Service)
Customer/Client
(Goal/Constraints)
Resources
(Key
Resources)
Retailers
(Channels/Rel.)
Customer
Supplier/
Input
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
PROFIT
MODEL
(VALUE;
Margin)
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

61. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Processing
(Key
AcJviJes)
Output
(Product/Service)
Customer/Client
(Goal/Constraints)
Resources
(Key
Resources)
Retailers
(Channels/Rel.)
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
PROFIT
MODEL
(VALUE;
Margin)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Customer
Supplier/
Input

62. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Processing
(Key
AcJviJes)
Output
(Product/Service)
Customer/Client
(Goal/Constraints)
Resources
(Key
Resources)
Retailers
(Channels/Rel.)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

63. UNIVERSAL
SYSTEM
MODEL
Differently
Organizing
Topics
of
BCG’s
Business
Model
InnovaJon
Framework

64. BCG’s
3
Windows
of
a
Business
Model
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Windows
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
Value
Proposi@on
Window:
Delivers
value
Opera@ng
Model
Window:
Creates
value
PROFIT
MARGIN
Window:
Captures
value
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

65. Business
Model
InnovaKon
and
Improvement
Value
Hierarchy
(AccounKng)
&
Supply
Chain
Logic
BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Customer
Segments
Strategic
(Supply
Chain)
Logic
Opera:onal
(Process)
Logic
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Profit
Margin
Accoun:ng
(Financial)
Logic

66. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Opera:onal
(Process)
Logic
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Suppliers/
Inputs
(Partners)
Customer
Segments
(Clients)
Business
Model
InnovaKon
and
Improvement
Value
Hierarchy
(AccounKng)
&
Supply
Chain
Logic
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic

67. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
Suppliers/
Inputs
(Partners)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Customer
Segments
(Clients)
Opera:onal
(Process)
Logic
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
VALUE
ENGINE
ENTERPRISE
ENGINE:
Value
Crea:on
CUSTOMER
GROWTH
ENGINE:
Value
Delivery
Cost
Supply
Revenue
Demand
Business
Model
InnovaKon
and
Improvement
Value
Hierarchy
(AccounKng)
&
Supply
Chain
Logic
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic

68. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
Suppliers/
Inputs
(Partners)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Customer
Segments
(Clients)
Opera:onal
(Process)
Logic
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
VALUE
ENGINE
ENTERPRISE
ENGINE:
Value
Crea:on
CUSTOMER
GROWTH
ENGINE:
Value
Delivery
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Cost
Supply
Revenue
Demand
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic

69. BUSINESS
(PROFIT)
MODEL
Captures
Value
OPERATING
MODEL
(Cost
Structure:
Pain)
Creates
Value
OrganizaKon
(Resources)
Suppliers/
Inputs
(Partners)
VALUE
PROPOSITION
(Revenue
Streams:
Delight)
Delivers
Value
Value
Chain
(Ac:vi:es)
Product/
Service
(Output)
Channels/
Rel.
(Distribu:on)
Customer
Segments
(Clients)
Opera:onal
(Process)
Logic
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
VALUE
ENGINE
ENTERPRISE
ENGINE:
Value
Crea:on
CUSTOMER
GROWTH
ENGINE:
Value
Delivery
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
Cost
Supply
Revenue
Demand
Profit
Margin
Strategic
(Supply
Chain)
Logic
Accoun:ng
(Financial)
Logic

70. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past

71. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past

72. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
PROFIT
MODEL:
Captures
Value
q Present
q Future
q Past

73. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Value
Chain
Product/Service
Customer/Client
OrganizaKon
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value

74. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
Value
Chain
Product/Service
Customer/Client
OrganizaKon
Channels/Rel.
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value

75. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
Value
Chain
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value

76. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past
PROFIT
MODEL:
Captures
Value

77. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
Customer
Segment
Org./
Value
Chain
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

78. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
Customer
Segment
Org./
Value
Chain
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
Processing
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

79. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

80. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL
VALUE
PROPOSITION
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(VALUE;
Margin)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

81. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

82. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

83. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

84. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

85. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

86. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

87. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

88. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

89. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
What
inputs
and
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Product/Service
(Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-­‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Channels/Rel.
(DistribuJon)
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

90. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Suppliers/Input
(Key
Partners)
What
inputs
and
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Output
(Product/Service;
Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-­‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Retailers
(Channel/Rel.)
What
is
the
ideal
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

91. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Suppliers/Input
(Key
Partners)
What
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Product/Service
(Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-­‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Channel/Rel.
(DistribuJon)
What
is
the
ideal
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Awesome
Customer
Experience
(ACE)
at
Minimum
Cost
GENERIC
QUESTIONS
q Present
q Future
q Past

92. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Suppliers/Input
(Key
Partners)
What
partners
are
needed
to
create,
deliver,
and
capture
value?
Value
Chain
(Key
AcJviJes)
How
to
rapidly
achieve
ideal
final
result
or
outcome?
Product/Service
(Ideal
SoluJon)
What
is
the
ideal
final
result
or
outcome?
What
is
(ideal)
tool?
Customer/Client
(Goal/Constraints)
What
is
the
problem,
goal,
Job
To
Get
Done
(JTGD),
and/or
desired
outcome
of
customer?
What
is
prevenKng
customer
from
achiev-­‐
ing
goal/outcome?
Why?
Why?
Why?
OrganizaKon
(Key
Resources)
What
resources
are
required
to
deliver
result/outcome?
Channel/Rel.
(DistribuJon)
What
is
the
ideal
channel
or
mean
to
deliver
soluKon?
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Create
Awesome
Customer
Experience
(ACE)
at
Minimum
Cost
GENERIC
QUESTIONS
q Present
q Future
q Past

93. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PRODUCT
DEVELOPMENT
CUSTOMER
DEVELOPMENT
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
FINANCE
q Present
q Future
q Past

94. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
RULES
TACTICS
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
PLAYERS
(TEAM)
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
…………………………………………..………………………..
q Present
q Future
q Past

95. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL:
Creates
Experience
VALUE
PROPOSITION:
Delivers
Experience
Where
to
PLAY?
Suppliers/Input
(Key
Partners)
Value
Chain
(Key
AcJviJes)
What
CAPABILITIES
are
Required?
Product/Service
(Ideal
SoluJon)
Customer/Client
(Goal/Constraints)
OrganizaKon
(Key
Resources)
What
MANAGEMENT
SYSTEMS
are
Required?
Channels/Rel.
(DistribuJon)
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(How
to
WIN?)
BCG-­‐Business
Model
Court
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
What
is
the
WINNING
ASPIRATION?
q Present
q Future
q Past
PLAYING-­‐
TO-­‐WIN-­‐
CHOICES
Where
to
COMPETE?

96. Example
of
a
Project
on
PROFIT
INNOVATION
AND
IMPROVEMENT
Using
a
Pladorm
of
Tools
on
the
BCG-­‐Business
Model
Court

97. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

98. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
MEANS
(Hierarchy/Network)
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

99. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

100. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
Strengths
&
Weaknesses
(SW)
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

101. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Environment
(Global)
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
R:
Reflect
(Pivot
or
Persevere?)
O.T.H.E.R.
Loop
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

102. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
ANTI-­‐SYSTEM
(Trade-­‐off)
PAIN
(-­‐)
PAIN
(-­‐)
SYSTEM
(Trade-­‐off)
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-­‐WIN
SYSTEM
(Ideal
SoluJon)
DELIGHT
(+)
DELIGHT
(+)
THEME/
JOB
TO
GET
DONE
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

103. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Blue
Ocean
(Value
Innova:on)
Sweet
Spot
Luxury
Spot
(High
Differen:a:on)
DisrupKon
Spot
(Low
Cost)
Stuck-­‐in-­‐the-­‐
Middle
Red
Ocean
(+):
DELIGHT
(Differen:a:on;
Revenue)
Low
(1)
Low:
(1)
High:
(10)
(-­‐):
PAIN
(Cost)
High
(10)
Trade-­‐off
Strategies
&
Business
Models
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

104. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Problem-­‐
Solu:on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy:
“Orchestrate”
AdapKve
Strategy:
“Be
Fast”
Visionary
Strategy:
“Be
First”
Classic
Strategy:
“Be
Big”
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
Renewal
Strategy:
“Be
viable”
Ambidextrous
Strategies
&
Business
Models
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
STRATEGY
PALETTE
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past

105. World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
Pale7e,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
COMPLEMENTORS
SUPPLIERS
CUSTOMERS
SCOPE:
COMPETITORS
(Incumbents:
SubsKtutes;
New
Entrants/Startups)
OPERATING
MODEL:
Creates
Value
VALUE
PROPOSITION:
Delivers
Value
Cost
Model
(Pain)
Revenue
Model
(Delight)
PROFIT
MODEL
(Captures
VALUE)
BCG-­‐Business
Model
Court
for
a
Project
by
Bruce
Henderson’s
InsKtute
MISSION/VISION/VALUES/SUCCESS
CRITERIA:
Originate
and
develop,
translate
and
apply
new
ideas
in
strategy
and
management
ü Present
(2015)
q Future
q Past