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THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams Create Win-Win Solutions

This presentation covers the Ambidexterity Principle which underlies all cases where Win-Win Solutions are created. In today's world where customers are looking for perfect solutions to their problems, Win-Lose solutions don't suffice. The fastest growing and most prosperous businesses are those like Apple that provide Win-Win solutions. This presentation provides tools for deeply understanding and applying the Ambidexterity Principle.

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THE AMBIDEXTERITY PRINCIPLE: How Ambidextrous Leaders, Strategists, and Teams Create Win-Win Solutions

  1. 1. Indra  Nooyi           Ken  Chenault           Jack  Welch           Bob  Young           A.G.  Lafley           Genrich  Altshuller           Isadore  Sharp             Steve  Jobs             Job  To  Get  Done  (Market/Goal):  Simply  and  rapidly  create  win-­‐win  solu4ons  especially  by  resolving  conflicts,   contradic4ons,  and  bipolari4es   AMBIDEXTROUS   LEADERS   (Win-­‐Win  or   Integra.ve  Thinkers)   HALL  OF  FAME  FOR  AMBIDEXTROUS  LEADERS  (Win-­‐Win  or  Integra.ve  Thinkers)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing  
  2. 2. Ambidextrous  Leadership  PaleUe  PaleUe  of  5  Leadership  Styles     The  EffecYveness  of  a  Leadership  Style  Depends  on  its  Environment         AMBIDEXTROUS   LEADER   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION   (Startup)       CONTINUOUS   IMPROVEMENT   (Company)   Shaping   Leadership   AdapYve   Leadership   Visionary   Leadership   Classic   Leadership   TransiYon   Leadership  
  3. 3. Ambidextrous  Leaders  &  Growth  Strategists   12  Visual  Tools  for  Rapidly  CreaYng  and  Delivering  Win-­‐Win  SoluYons   q     Ambidexterity  Spectrum   q     8  Key  Roles  of  an  Ambidextrous  Leader   q     Ambidextrous  Leadership  Galaxy   q     Ambidextrous  Radar  Chart  (ARC)   q     3  Disciplines  of  an  Ambidextrous  Leader   q     Business  Story  Theater   q     BCG-­‐Business  Model  Strip   q     PaleUe  of  Ambidextrous  Growth  Strategy   q     Ambidextrous  Strategy  Poraolio,  Stories  and  Tools   q     Value  Map  (Generic  &  Classic  Strategy  PaleAes)   q     Win-­‐Win  Loop  &  System   q     Red  Ocean  DisrupYon  (ROD)  Storyboard   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing  
  4. 4. Ambidexterity  Spectrum  
  5. 5. Ambidexterity  Change   (“Interface”)   Stability   (“Skeleton”)     In  Today’s  World  of  Globaliza4on,   Every  Living  Environment  is  Ambidextrous.     Every  Living  Environment  is   A  Mix  of  Change  and  Stability   In  Space  and  Time.    World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Ambidexterity  Spectrum   Ambidextrous  Environment       InnovaYon   q  Vola.lity   q  Uncertainty   q  Complexity   q  Ambiguity   Improvement   q  Intransience   q  Certainty   q  Simplicity   q  Unambiguity  
  6. 6. Ambidexterity   Stability   (“Skeleton”)     Where  on  the  Ambidexterity  Spectrum  is     Your  OrganizaYon?     Where  on  the  Ambidexterity  Spectrum  Are     You?    World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Ambidexterity  Spectrum   Ambidextrous  Environment       Change   (“Interface”)   InnovaYon   q  Vola.lity   q  Uncertainty   q  Complexity   q  Ambiguity   Improvement   q  Intransience   q  Certainty   q  Simplicity   q  Unambiguity  
  7. 7. One  of  the  Greatest  Challenges   for  Today’s  Leaders   Is  to   ConBnuously  Achieve  Growth   In  an  Ambidextrous  Environment  
  8. 8. ConBnuous  Growth   In  an  Ambidextrous  Environment   Requires   EffecBve  Ambidextrous  Leadership  
  9. 9. But,  Who  is  an  “Ambidextrous  Leader”?     An  Ambidextrous  Leader  is  Someone  Who  EffecYvely  Creates  Win-­‐Win  SoluYons    -­‐  Especially  by     Resolving  and/or  Managing  Bipolari.es  (Conflicts;  Apparent  Contradic.ons)  -­‐   For  the  Growth  and  Prosperity  of  an  Ecosystem   Examples  of  Bipolari.es  (Dilemmas/Conflicts)   q  Change  vs.  Stability   q  Chaos  (Discon.nui.es)  vs.  Order  (Con.nui.es)   q  Short-­‐term  Value  (Profit)  vs.  Long-­‐term  Value  (Profit)   q  Innova.on  vs.  Improvement  Projects   q  Disrup.ve  vs.  Incremental  Innova.on     q  Moderniza.on  (New)  vs.  Tradi.on  (Old)   q  Decentraliza.on  vs.  Centraliza.on   q  Vision  (Planning)  vs.  Reality  (Execu.on)   q  Big  Picture  (Zoom  out)  vs.  Details  (Zoom  in)   q  Emo.on  vs.  Logic   q  Explora.on  (Flexibility)  vs.  Exploita.on  (Rigidity)   q  Outside-­‐in  (Why-­‐How)  vs.  Inside-­‐out  (How-­‐Why)   q  Individualism  (Self)  vs.  Teamwork  (Other)   q  Market-­‐centricity  vs.  Product-­‐centricity   q  Whole  (Out  of  the  box)  vs.  Part  (in  the  box)  
  10. 10. HOW  DOES  SOMEONE   BECOME   AN  AMBIDEXTROUS  LEADER?  
  11. 11. Highly  Recommended  Resource   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.        
  12. 12. Ambidextrous  Leadership  Galaxy  
  13. 13. SEGMENTER   Match  approach  to   environment         DISRUPTER   Review  diagnosis  and   segmenta4on         TEAM  COACH              Select  the  right  people           for  the  job         SALESPERSON   Advocate  for  the               strategic  choices  (stories)         INQUISITOR   Ask  probing  ques4ons               to  help  thinking         ACCELERATOR   Put  weight  behind                 cri4cal  ini4a4ves         ANTENNA   Selec4vely  amplify   important  signals           DIAGNOSTICIAN   Take  an  external   perspec4ve           Job  To  Get  Done  (Market/Goal):  Simultaneously  play  different  roles  in  an  organiza4on  while   audi4ng/execu4ng  mul4ple  approaches  to  strategy  in  an  ambidextrous  environment   Source  of  Informa.on  on  Roles  of  Leader  as  Animator   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         AMBIDEXTROUS   LEADER   (BUSINESS  MODEL   ANIMATOR):   8  Key  Roles   AMBIDEXTROUS  LEADERSHIP  GALAXY  
  14. 14. SEGMENTER   Match  approach  to   environment         DISRUPTER   Review  diagnosis  and   segmenta4on         TEAM  COACH              Select  the  right  people           for  the  job         SALESPERSON   Advocate  for  the               strategic  choices  (stories)         INQUISITOR   Ask  probing  ques4ons               to  help  thinking         ACCELERATOR   Put  weight  behind                 cri4cal  ini4a4ves         ANTENNA   Selec4vely  amplify   important  signals           DIAGNOSTICIAN   Take  an  external   perspec4ve           1 2 3 4 5 6 7 8 AMBIDEXTROUS   LEADER   (BUSINESS  MODEL   ANIMATOR):   8  Key  Roles   Source  of  Informa.on  on  Roles  of  Leader  as  Animator   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Job  To  Get  Done  (Market/Goal):  Simultaneously  play  different  roles  in  an  organiza4on  while   audi4ng/execu4ng  mul4ple  approaches  to  strategy  in  an  ambidextrous  environment   AMBIDEXTROUS  LEADERSHIP  GALAXY  
  15. 15. SEGMENTER   Match  approach  to   environment         DISRUPTER   Review  diagnosis  and   segmenta4on         TEAM  COACH              Select  the  right  people           for  the  job         SALESPERSON   Advocate  for  the               strategic  choices  (stories)         INQUISITOR   Ask  probing  ques4ons               to  help  thinking         ACCELERATOR   Put  weight  behind                 cri4cal  ini4a4ves         ANTENNA   Selec4vely  amplify   important  signals           DIAGNOSTICIAN   Take  an  external   perspec4ve           1 2 3 4 5 6 7 8 Job  To  Get  Done  (Market/Goal):  ……………………………………………………………………………………………………………………   ………………………………………………………………………………………………………………………………………………………………………..   (1-­‐10)   (1-­‐10)   (1-­‐10)   (1-­‐10)   (1-­‐10)   (1-­‐10)   (1-­‐10)   (1-­‐10)   AMBIDEXTROUS  LEADERSHIP  ASSESSMENT  (ALA)   AMBIDEXTROUS   LEADER   (BUSINESS  MODEL   ANIMATOR):   8  Key  Roles   Source  of  Informa.on  on  Roles  of  Leader  as  Animator   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         AMBIDEXTROUS  LEADERSHIP  GALAXY  
  16. 16. Ambidextrous  Radar  Chart  (ARC)  
  17. 17. Ambidextrous  Radar  Chart  (ARC)   Ambidextrous  Leadership  Assessment     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   0   2   4   6   8   10   Diagnos.cian   Segmenter   Disrupter   Team  Coach   Salesperson   Inquisitor   Antenna   Accelerator   Ideal  Ambidextrous  Leader   Unambidextrous  Leader   Source  of  Informa.on  on  Roles  of  Leader  as  Animator   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Competency  Scale   1:  Low   10:  High  
  18. 18. Ambidextrous  Radar  Chart  (ARC)   Ambidextrous  Leadership  Assessment     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   0   2   4   6   8   10   Diagnos.cian   Segmenter   Disrupter   Team  Coach   Salesperson   Inquisitor   Antenna   Accelerator   Competency  Scale   1:  Low   10:  High   Source  of  Informa.on  on  Roles  of  Leader  as  Animator   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.        
  19. 19. 3  Disciplines   Of   An  Ambidextrous  Leader   (Business  Model  Animator)  
  20. 20. 3  Disciplines  of  an  Ambidextrous  Leader     Source  of  Informa.on   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         q  Leading:  Help  leaders  to  animate  and  coordinate   the  mix  or  paleUe  of  Ambidextrous  Strategy     q  Combining:  EffecYvely  manage  a  poraolio  of   mulYple  approaches  to  strategy  in  different  parts   of  business  or  in  mulYple  Yme  horizons   q  SelecYng  and  Matching:  Match  and  execute,  for  a   given  part  of  a  business,  the  approach  to  strategy   that  matches  or  fits  with  the  environment    
  21. 21. Source  of  Informa.on   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Strategy  PaleUe   (Archetypal   Strategies)   Leading   (Coordina.ng)   Combining   SelecYng  &   Matching   3  Disciplines  of  an  Ambidextrous  Leader    
  22. 22. Source  of  Informa.on   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Strategy  PaleUe   (Archetypal   Strategies)   Leading   (Coordina.ng)   Combining   SelecYng  &   Matching   3  Disciplines  of  an  Ambidextrous  Leader     One  Business  Unit   (One-­‐handed  Strategy)  
  23. 23. Source  of  Informa.on   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Strategy  PaleUe   (Archetypal   Strategies)   Leading   (Coordina.ng)   Combining   SelecYng  &   Matching   3  Disciplines  of  an  Ambidextrous  Leader     One  Business  Unit   (One-­‐handed  Strategy)   Mul.ple  Business  Units   (Ambidextrous  Strategy)  
  24. 24. Source  of  Informa.on   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Strategy  PaleUe   (Archetypal   Strategies)   Leading   (Coordina.ng)   Combining   SelecYng  &   Matching   3  Disciplines  of  an  Ambidextrous  Leader     (1-­‐10)   One  Business  Unit   (One-­‐handed  Strategy)   Mul.ple  Business  Units   (Ambidextrous  Strategy)  
  25. 25. Business  Story  Theater  
  26. 26. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)     (Back  Stage)     (Front  Stage)     (Basement)     (Center  Stage)  
  27. 27. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Back  Stage)     (Front  Stage)     (Basement)     (Center  Stage)   Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)  
  28. 28. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   VALUE  CREATION   (Back  Stage)   VALUE  DELIVERY   (Front  Stage)   VALUE  CAPTURE   (Basement)  
  29. 29. Who?  How?   Why?   Ø  OFFER   (Product/Service)   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   VALUE  CREATION   (Back  Stage)   VALUE  DELIVERY   (Front  Stage)   VALUE  CAPTURE   (Basement)  
  30. 30. Who?  How?   Why?   VALUE  CAPTURE  ANIMATOR   CUSTOMER  GROWTH  ANIMATOR  ENTERPRISE  ANIMATOR   Ø  OFFER   (Product/Service)   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   VALUE  CREATION   (Back  Stage)   VALUE  DELIVERY   (Front  Stage)   VALUE  CAPTURE   (Basement)  
  31. 31. Who?  How?   Why?   VALUE  CAPTURE  ANIMATOR   q  DiagnosYcian   CUSTOMER  GROWTH  ANIMATOR   q  Salesperson   q  Antenna   ENTERPRISE  ANIMATOR   q  Segmenter   q  Disrupter   q  Team  Coach   q  Inquisitor   q  Accelerator   Ø  OFFER   (Product/Service)   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   Source  of  Informa.on  on  Roles  of  Leader  as  Animator:   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   VALUE  CREATION   (Back  Stage)   VALUE  DELIVERY   (Front  Stage)   VALUE  CAPTURE   (Basement)  
  32. 32. Who?  How?   Why?   VALUE  CAPTURE  ANIMATOR   q  DiagnosYcian   CUSTOMER  GROWTH  ANIMATOR   q  Salesperson   q  Antenna   ENTERPRISE  ANIMATOR   q  Segmenter   q  Disrupter   q  Team  Coach   q  Inquisitor   q  Accelerator   Ø  OFFER   (Product/Service)   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   SUPPLY  SIDE   (Back  Stage)   DEMAND  SIDE   (Front  Stage)   VALUE  SIDE   (Basement)   Source  of  Informa.on  on  Roles  of  Leader  as  Animator:   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Ambidextrous  Leader  (Business  Model  Animator)   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)  
  33. 33. Who?  How?   Why?   VALUE  CAPTURE  ENGINE   CUSTOMER  GROWTH  ENGINE  ENTERPRISE  ENGINE   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   SUPPLY  SIDE   (Back  Stage)   DEMAND  SIDE   (Front  Stage)   VALUE  SIDE   (Basement)   4Q-­‐Business  Model  Strip   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   Ø  OFFER   (Product/Service)  
  34. 34. Who?  How?   Why?   VALUE  CAPTURE  ENGINE   q  Strategy  (Profit/Margin;  Experience)   CUSTOMER  GROWTH  ENGINE   q  Customer  Segment   q  Channels   q  Customer  RelaYonships   ENTERPRISE  ENGINE   q  Supplier/Inputs  (Partners)   q  Key  Resources   q  Key  AcYviYes   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing     (Center  Stage)   SUPPLY  SIDE   (Back  Stage)   DEMAND  SIDE   (Front  Stage)   VALUE  SIDE   (Basement)   4Q-­‐Business  Model  Strip   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   q  PAIN:  Cost  (Structure)   q  DELIGHT:  Revenue  (Streams)   Ø  OFFER   (Product/Service)   q  Value  ProposiYon            (Job  To  Get  Done)  
  35. 35. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater     8  Key  Roles  of  an  Ambidextrous  Leader  (Business  Model  Animator)   q  PAIN:  Cost  (Structure)   q  DELIGHT:  Revenue  (Streams)   VALUE  CAPTURE  ENGINE   q  Strategy  (Profit/Margin;  Experience)   CUSTOMER  GROWTH  ENGINE   q  Customer  Segment   q  Channels   q  Customer  RelaYonships   ENTERPRISE  ENGINE   q  Supplier/Inputs  (Partners)   q  Key  Resources   q  Key  AcYviYes   Ø  OFFER   (Product/Service)   q  Value  ProposiYon            (Job  To  Get  Done)  
  36. 36. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       q  PAIN:  Cost  (Structure)   q  DELIGHT:  Revenue  (Streams)   VALUE  CAPTURE  ENGINE   q  Strategy  (Profit/Margin;  Experience)   CUSTOMER  GROWTH  ENGINE   q  Customer  Segment   q  Channels   q  Customer  RelaYonships   ENTERPRISE  ENGINE   q  Supplier/Inputs  (Partners)   q  Key  Resources   q  Key  AcYviYes   Ø  OFFER   (Product/Service)   MISSION/VISION/GOAL/OBJECTIVE   q  Value  ProposiYon            (Job  To  Get  Done)  
  37. 37. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       q  PAIN:  Cost  (Structure)   q  DELIGHT:  Revenue  (Streams)   VALUE  CAPTURE  ENGINE   q  Strategy  (Profit/Margin;  Experience)   CUSTOMER  GROWTH  ENGINE   q  Customer  Segment   q  Channels   q  Customer  RelaYonships   ENTERPRISE  ENGINE   q  Supplier/Inputs  (Partners)   q  Key  Resources   q  Key  AcYviYes   Ø  OFFER   (Product/Service)   MISSION/VISION/GOAL/OBJECTIVE   Industry/Market   q  Value  ProposiYon            (Job  To  Get  Done)  
  38. 38. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       q  PAIN:  Cost  (Structure)   q  DELIGHT:  Revenue  (Streams)   VALUE  CAPTURE  ENGINE   q  Strategy  (Profit/Margin;  Experience)   CUSTOMER  GROWTH  ENGINE   q  Customer  Segment   q  Channels   q  Customer  RelaYonships   ENTERPRISE  ENGINE   q  Supplier/Inputs  (Partners)   q  Key  Resources   q  Key  AcYviYes   Ø  OFFER   (Product/Service)   q  Value  ProposiYon            (Job  To  Get  Done)   Threat  of  SUBSTITUTES   Threat  of  NEW  ENTRANTS   Bargaining  Power  of  SUPPLIERS   Bargaining  Power  of  CUSTOMERS   MISSION/VISION/GOAL/OBJECTIVE  
  39. 39. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       BUSINESS  SYSTEM   (Enterprise;  Industry)   Threat  of  SUBSTITUTES   Threat  of  NEW  ENTRANTS   Bargaining  Power  of  SUPPLIERS   Bargaining  Power  of  CUSTOMERS  
  40. 40. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       ENVIRONMENT  (Global/Local  Economy)   BUSINESS  SYSTEM   (Enterprise;  Industry)  
  41. 41. Who?  How?   Why?   What?   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       q  PAIN:  Cost  (Structure)   q  DELIGHT:  Revenue  (Streams)   VALUE  CAPTURE  ENGINE   q  Strategy  (Profit/Margin;  Experience)   CUSTOMER  GROWTH  ENGINE   q  Customer  Segment   q  Channels   q  Customer  RelaYonships   ENTERPRISE  ENGINE   q  Supplier/Inputs  (Partners)   q  Key  Resources   q  Key  AcYviYes   Ø  OFFER   (Product/Service)   MISSION/VISION/GOAL/OBJECTIVE   ENVIRONMENT  (Global/Local  Economy)   q  Value  ProposiYon            (Job  To  Get  Done)  
  42. 42. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       ENVIRONMENT  (Global/Local  Economy)   BUSINESS  SYSTEM   (Enterprise;  Industry)   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Who?  How?   What?   Why?  
  43. 43. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       ENVIRONMENT  (Global/Local  Economy)   BUSINESS  SYSTEM   (Enterprise;  Industry)   C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   Product/Service     Who?  How?   What?   Why?   Channel   Cost     (Pain)  
  44. 44. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       ENVIRONMENT  (Global/Local  Economy)   BUSINESS  SYSTEM   (Enterprise;  Industry)   Payment   (Feedback;  Reward)   Product/Service     Who?  How?   What?   Why?   SUPPLIER   Customer  
  45. 45. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       ENVIRONMENT  (Global/Local  Economy)   BUSINESS  SYSTEM   (Enterprise;  Industry)   Payment   (Feedback;  Reward)   Product/Service     Who?  How?   What?   SUPPLIER   Customer   Why?  
  46. 46. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   4Q-­‐Business  Model  Strip   Business  Story  Theater       ENVIRONMENT  (Global/Local  Economy)   BUSINESS  SYSTEM   (Enterprise;  Industry)   SUPPLIER   Customer  
  47. 47. BCG-­‐Business  Model  Strip  
  48. 48. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   Profit  Model  
  49. 49. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   Cost   Revenue   Profit  Model  
  50. 50. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   Cost  (Supply)   Revenue  (Demand)   Profit  Model  
  51. 51. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   OperaYng  Model   Value  ProposiYon   Profit  Model  
  52. 52. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   ENVIRONMENT   OperaYng  Model   Value  ProposiYon   Profit  Model   (Value;  Strategy)  
  53. 53. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   ENVIRONMENT   Customer   Segment   Org./ Value   Chain   Revenue  Model   (Delight)   Product/Service     Channel   Cost  Model   (Pain)   OPERATING  MODEL   VALUE  PROPOSITION   PROFIT  MODEL   (Value;  Strategy)  
  54. 54. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   ENVIRONMENT   PROFIT  MODEL   (Value;  Strategy)   OPERATING  MODEL   VALUE  PROPOSITION  
  55. 55. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   ENVIRONMENT   PROFIT  MODEL   (Value;  Strategy)   OPERATING  MODEL   VALUE  PROPOSITION   Revenue  Model  (Delight)  Cost  Model  (Pain)  
  56. 56. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   OPERATING  MODEL   VALUE  PROPOSITION   q  Value  Chain  (Key  Ac.vi.es)                       q  OrganizaYon  (Key  Resources/Partners)     Revenue  Model  (Delight)  Cost  Model  (Pain)   q  Product/Service                   q  Channels/RelaYonships   q  Customer  Segment   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   PROFIT  MODEL   (Shared  Value;  Strategy)   ENVIRONMENT  (Trade-­‐off)  
  57. 57. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   OPERATING  MODEL   VALUE  PROPOSITION   q  Value  Chain  (Key  Ac.vi.es)                       q  OrganizaYon  (Key  Resources/Partners)     Revenue  Model  (Delight)  Cost  Model  (Pain)   q  Product/Service                   q  Channels/RelaYonships   q  Customer  Segment   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   PROFIT  MODEL   (Shared  Value;  Strategy)   ENVIRONMENT  (Trade-­‐off)                  
  58. 58. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Revenue  Model  (Delight)  Cost  Model  (Pain)   OPERATING  MODEL   VALUE  PROPOSITION   q  Product/Service                   q  Channels/RelaYonships   q  Customer  Segment   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   q  Value  Chain  (Key  Ac.vi.es)                       q  OrganizaYon  (Key  Resources/Partners)     PROFIT  MODEL   (Shared  Value;  Strategy)   ENVIRONMENT  (Trade-­‐off)  
  59. 59. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG’s  Components  of  a  Profit  (Business)  Model     Source  of  Components  of  Business  Model:  hAps://www.bcg.com/documents/file36456.pdf   OPERATING  MODEL   VALUE  PROPOSITION   Revenue  Model  (Delight)   How  are  we  compensated  for  our   offering?   Cost  Model  (Pain)   How  do  we  configure  our  assets   and  costs  to  profitably  deliver   on  our  value  proposi4on?   q  Value  Chain  (Key  Ac.vi.es)                  -­‐  How  are  we  configured  to  deliver  on                        customer  demand?                -­‐  What  do  we  do  in-­‐house?                -­‐  What  do  we  outsource?     q  OrganizaYon  (Key  Resources/Partners)              -­‐  What/How  do  we  deploy  and  develop  our                        people  to  sustain  and  enhance  our                        compe44ve  advantage?   q  Product/Service                -­‐  What  are  we  offering  the  customers  to  sa4sfy                        their  needs?   q  Channels/RelaYonships                -­‐  What  are  channels  for  delivering  product/service                      to  customers?                  -­‐  What  are  our  rela4onships?   q  Customer  Segment                -­‐  Which  customers  do  we  seek  to  serve?                -­‐  Which  of  their  needs  do  we  seek  to  address?   -­‐  What  is  our  profit  model/strategy?   -­‐  What  is  the  customer  experience?   PROFIT  MODEL   (Shared  Value;  Strategy)   ENVIRONMENT  (Trade-­‐off):  What  is  the  trade-­‐off  (pain;  delight)  for  Job  To  Get  Done?  
  60. 60. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   BCG-­‐Business  Model  Strip   BCG  Format       ENVIRONMENT  
  61. 61. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Business  Model  Strip   Universal  Format       ENVIRONMENT  
  62. 62. PaleAe  of   Ambidextrous  Growth  Strategy   ConYnuously  Achieving  Growth  in  an  Ambidextrous  Environment  
  63. 63. “The  strategy  paleAe  consists  of     five  archetypal  approaches  to  strategy     –  basic  colors,  if  you  will  –     which  can  be  applied  to     different  parts  of  your  business:   from  geographies  to  industries  to  func.ons  to   stages  in  a  firm’s  life  cycle,   tailored  to  the  par4cular  environment  that   each  part  of  the  business  faces.”   Source  of  Informa.on     Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         What  is  a  Strategy  PaleUe?  
  64. 64. A  Strategy  PaleAe   Can  be  Regarded  as   A  Poraolio  or  Modular  Set   of   Strategies  and  Business  Models   in   Space  and  Time   What  is  a  Strategy  PaleUe?  
  65. 65. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing                          ITEM     PALETTE   ATTRIBUTES  OF  ENVIRONMENT   METRICS  (SUCCESS  CRITERIA)   CLASSIC   Strategy   q  Mature  industry   q  Low  growth;  High  concentra.on   q  Stable  regula.on   q  Scale   q  Market  share   VISIONARY   Strategy   q  White  space:  no  direct  compe..on   q  High  growth  poten.al   q  Limited  regula.on   q  First  to  market   q  Customer  Sa.sfac.on  (Delight)   RENEWAL   Strategy   q  Declining  industry:  crisis   q  Low  growth   q  Restricted  financing;  Nega.ve  cash  flow   q  Cost  savings   q  Cash  flow   SHAPING   Strategy   q  Fragmented  industry:  No  dominant  player   q  No  dominant  plaqorm   q  Shapable  regula.on   q  Ecosystem  Growth;  Interac.vity   q  Vitality  Index   ADAPTIVE   Strategy   q  Young  industry   q  Vola.le  growth;  Limited  concentra.on   q  High  technological  change   q  Cycle  .me   q  Vitality  Index   Ambidextrous  Strategy  AUributes  &  Metrics   Ambidextrous  Growth  Performance  Management     Source  of  Informa.on  on  A`ributes  &  Metrics   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.        
  66. 66. Ambidextrous  Strategy  Examples   Ambidextrous  Growth  Strategy  Story     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CLASSIC   Strategy   INDUSTRY:  Transporta.on  (Automobile);  Oil  &  Gas;  U.lity     Mars;  P  &  G   VISIONARY   Strategy   NON-­‐INDUSTRY  SPECIFIC     QuinYles;  Amazon   RENEWAL   Strategy   INDUSTRIES  IN  CRISES:  Financial  Industry  (USA:  2008-­‐2009)     American  Express;  AIG   SHAPING   Strategy   INDUSTRY:  Sosware;  Smartphone  Apps     Novo  Nordisk;  Apple   ADAPTIVE   Strategy   INDUSTRY:  Semiconductors;  Tex.le  (Retail)     Tata  Consultancy  Services;  3M   PALETTE                                  UNIT                       HORIZON     PAST     PRESENT     FUTURE   “Be  Fast”   “Be  First”   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”  
  67. 67. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy  
  68. 68. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   “Be  Fast”   “Be  First”   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”  
  69. 69. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   Short-­‐term   Long-­‐term   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy  
  70. 70. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   Short-­‐term   Long-­‐term   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy  
  71. 71. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   “Stability”   Sustaining  Innova4on   (Evolu4on:  Improve;     Preserve  the  Core:   Values;  Purpose)   “Change  (Agility)”   Disrup4ve   Innova4on   (Revolu4on:  Invent;   S4mulate  Progress:   Vision;  Goals)   Short-­‐term   Long-­‐term   AMBIDEXTROUS   GROWTH   STRATEGY   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy  
  72. 72. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   “Stability”   Sustaining  Innova4on   (Evolu4on:  Improve;     Preserve  the  Core:   Values;  Purpose)   “Change  (Agility)”   Disrup4ve   Innova4on   (Revolu4on:  Invent;   S4mulate  Progress:   Vision;  Goals)   RED  OCEAN  STRATEGY   IMPROVED  PRODUCTS/ SERVICES/BUS.  MODELS:   Defend  and  Extend  Core   or  Commodi4zed   Products/Services   BLUE  OCEAN  STRATEGY   INNOVATIVE  PRODUCTS/   SERVICES/BUS.  MODELS:   Build  Blue  Ocean/   Disrup4ve  Products:   Lean  Startups   Short-­‐term   Long-­‐term   AMBIDEXTROUS   GROWTH   STRATEGY   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy  
  73. 73. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Problem-­‐ Solu4on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   “Stability”   Sustaining  Innova4on   (Evolu4on:  Improve;     Preserve  the  Core:   Values;  Purpose)   “Change  (Agility)”   Disrup4ve   Innova4on   (Revolu4on:  Invent;   S4mulate  Progress:   Vision;  Goals)   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   RED  OCEAN  STRATEGY   IMPROVED  PRODUCTS/ SERVICES/BUS.  MODELS:   Defend  and  Extend  Core   or  Commodi4zed   Products/Services   BLUE  OCEAN  STRATEGY   INNOVATIVE  PRODUCTS/   SERVICES/BUS.  MODELS:   Build  Blue  Ocean/   Disrup4ve  Products:   Lean  Startups   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT       CONTINUOUS   INNOVATION   (EXPLORATION  CULTURE/   STRUCTURE:   Minimum  Value  Prop./   Viable  Product/   Business  Model/Resources)       CONTINUOUS   IMPROVEMENT   (EXPLOITATION  CULTURE/   STRUCTURE:   Maximum  Value  Prop./   Awesome  Product/   Business  Model/Resources)   Short-­‐term   Long-­‐term   AMBIDEXTROUS   GROWTH   STRATEGY   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy  
  74. 74. Ambidextrous  Growth  Strategy     Source  of  Informa.on  on  Strategy  Pale`e   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         Problem-­‐ Solu4on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy   AMBIDEXTROUS   GROWTH   STRATEGY   “Stability”   Sustaining  Innova4on   (Evolu4on:  Improve;     Preserve  the  Core:   Values;  Purpose)   “Change  (Agility)”   Disrup4ve   Innova4on   (Revolu4on:  Invent;   S4mulate  Progress:   Vision;  Goals)   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   RED  OCEAN  STRATEGY   IMPROVED  PRODUCTS/ SERVICES/BUS.  MODELS:   Defend  and  Extend  Core   or  Commodi4zed   Products/Services   BLUE  OCEAN  STRATEGY   INNOVATIVE  PRODUCTS/   SERVICES/BUS.  MODELS:   Build  Blue  Ocean/   Disrup4ve  Products:   Lean  Startups   CHANGE   MANAGEMENT   STABILITY   MANAGEMENT       CONTINUOUS   INNOVATION   (EXPLORATION  CULTURE/   STRUCTURE:   STARTUP)       CONTINUOUS   IMPROVEMENT   (EXPLOITATION  CULTURE/   STRUCTURE:   COMPANY)   Short-­‐term   Long-­‐term  
  75. 75. Ambidextrous  Strategy     Poraolio,  Stories,  and  Tools  
  76. 76. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CLASSIC   Strategy   VISIONARY   Strategy   RENEWAL   Strategy   SHAPING   Strategy   ADAPTIVE   Strategy   PALETTE                                  UNIT                       HORIZON     PAST     PRESENT     FUTURE   Ambidextrous  Strategy  Poraolio   Ambidextrous  Growth  Strategy  Story     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.        
  77. 77. Ambidextrous  Strategy  Poraolio   Ambidextrous  Growth  Strategy  Story     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CLASSIC   Strategy   VISIONARY   Strategy   RENEWAL   Strategy   SHAPING   Strategy   ADAPTIVE   Strategy   PALETTE                                  UNIT                       HORIZON     PAST     PRESENT     FUTURE  
  78. 78. Ambidextrous  Strategy  Stories  (???)       Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CLASSIC   Strategy   q CURRENT  REALITY:  Stable,  predictable  paUern  of  demand  and  compeYYve  industry  structure  exist   q FUTURE  REALITY:  Formulate  clear  goal  and  “stable”  plans  that  are  executed  with  liUle  or  no  change   q STRATEGY:  Build  sustainable  compeYYve  advantage  using  superior  scale  or  capabiliYes   VISIONARY   Strategy   q CURRENT  REALITY:  Matured/CommodiYzed/Fragmented  Industry:  Ripe  for  disrupYon   q FUTURE  REALITY:  Envision  end  state  but  flexibly  react  to  emerging  obstacles   q STRATEGY:  See  and  realize  new  possibiliYes  that  leverage  creaYvity,  speed,  and  persistence   RENEWAL   Strategy   q CURRENT  REALITY:     q FUTURE  REALITY:     q STRATEGY:   SHAPING   Strategy   q CURRENT  REALITY:     q FUTURE  REALITY:     q STRATEGY:   ADAPTIVE   Strategy   q CURRENT  REALITY:     q FUTURE  REALITY:     q STRATEGY:   PALETTE                                  UNIT                       HORIZON     PAST     PRESENT     FUTURE  
  79. 79. Ambidextrous  Strategy  Poraolio  QuesYons   Ambidextrous  Growth  Strategy  Story     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CLASSIC   Strategy   Analyze-­‐Plan-­‐Execute   •  Where  will  we  play?            *  What  is  our  compe..ve  advantage?          *  What  is  the  goal?   •  What  are  steps  required  for  us  to  achieve  the  goal?      *  What  capabili.es  do  we  need  to  achieve  goal?   VISIONARY   Strategy   Envisage-­‐Build-­‐Persist   •  What  future  do  we  want  to  realize?          *  How  do  we  know  the  future  is  plausible  and  valuable?   •  Does  organiza.on  believe  the  vision?        *  What  are  we  trying  to  build?    *  How  do  we  make  it  happen?   RENEWAL   Strategy   React-­‐Economize-­‐Grow   •  Have  we  cut  sufficiently  deep?          *  How  do  we  know  we  cut  the  right  things?   •  How  do  we  innovate  to  ensure  long  term  prosperity?          *  When  to  switch  from  survive  to  thrive?   SHAPING   Strategy   Engage-­‐Orchestrate-­‐Coevolve   •  What  is  the  win-­‐win  here?          *  How  can  we  influence  the  stakeholder  ecosystem  to  our  advantage?   •  What  can/do  we  need  to  control?          *  How  do  we  ensure  that  ecosystem  stays  healthy?   ADAPTIVE   Strategy   Vary-­‐Select-­‐Scale   •  What  is  the  paAern  of  external  change?          *  What  is  predictable?          *  What  do  we  not  know?   •  What  blind  spots  do  we  have?          *  Does  our  clock  speed  match  that  of  the  environment?   PALETTE                                  UNIT                       HORIZON     PAST     PRESENT     FUTURE   “Be  Fast”   “Be  First”   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”  
  80. 80. Ambidextrous  Strategy  Concepts/Tools   Ambidextrous  Growth  Strategy  Story     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   CLASSIC   Strategy   q Experience  Curve;  Growth  Share  Matrix   q Five  Forces  Model   q CapabiliYes   VISIONARY   Strategy   q Blue  Ocean  Strategy   q DisrupYve  InnovaYon  (innovator’s  Dilemma)   RENEWAL   Strategy   q Turnaround   q TransformaYon   SHAPING   Strategy   q Plaaorm  Businesses   q Business  Ecosystems   q Network-­‐Business  Models   ADAPTIVE   Strategy   q  Simple  Rules-­‐based  Approach   q  Temporary  Advantage;  Discovery-­‐driven  Planning  (Growth);  Strategies  for  Agility   q  Time-­‐based  CompeYYon;  AdapYve  Advantage   PALETTE                                  UNIT                       HORIZON     PAST     PRESENT     FUTURE   “Be  Fast”   “Be  First”   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”  
  81. 81. OTHER  Loop  for  Rapidly  Learning  and  Gewng  Things  Done   TacYcs  PaleUe     Source  of  Informa.on  on  Strategy  Pale`e  and  Corresponding  Tac4cs   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.         World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing              OTHER  LOOP     PALETTE   O:   Observe   T:   Think   H:   Hypothesize   E:   Experiment   R:   Reflect   CLASSIC   Strategy   Analyze   Plan   Execute   VISIONARY   Strategy   Envisage   Build   Persist   RENEWAL   Strategy   React   Economize   Grow   SHAPING   Strategy   Engage   Orchestrate   Coevolve   ADAPTIVE   Strategy   Vary   Select   Scale  
  82. 82. Value  Map   (Generic  &  Original  Strategy  PaleAes)  
  83. 83. VALUE  MAP   (+):  OBJECTIVE   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  CONSTRAINT   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  84. 84. VALUE  MAP   (+):  WIN   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  LOSS   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  85. 85. VALUE  MAP   (+):  DELIGHT   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  PAIN   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  86. 86. VALUE  MAP  FOR  ORIGINAL  STRATEGY  PALETTE  (Assump.ons  about  Environment)   (+):  DELIGHT:  PREDICTABILITY   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  PAIN:  RIGIDITY   Job  To  Be  Done  (Market/Goal):  Classify  Strategies  According  to  Criteria  of  Malleability  and  Unpredictability   Big  Urgent  Market  Problem  (BUMP):  Increased  dynamism  and  diversity  of  business  environments   VISIONARY   Strategy   ADAPTIVE   Strategy   SHAPING   Strategy   CLASSICAL   Strategy  
  87. 87. VALUE  MAP  FOR  ORIGINAL  STRATEGY  PALETTE  (Assump.ons  about  Environment)   (+):  DELIGHT:  PREDICTABILITY   Low   (1)   High   (10)   Low:   (1)   High:   (10)   (-­‐):  PAIN:  RIGIDITY   VISIONARY   Strategy     “I  can  predict  it  and   I  can’t  change  it”   ADAPTIVE   Strategy     “I  can’t  predict  it  and   I  can’t  change  it”   SHAPING   Strategy     “I  can’t  predict  it  BUT   I  can  change  it”   CLASSICAL   Strategy     “I  can  predict  it  BUT   I  can’t  change  it”   Job  To  Be  Done  (Market/Goal):  Classify  Strategies  According  to  Criteria  of  Malleability  and  Unpredictability   Big  Urgent  Market  Problem  (BUMP):  Increased  dynamism  and  diversity  of  business  environments  
  88. 88. AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   “Be  Fast”   “Be  First”   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”   Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Original  Strategy  PaleUe     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.      
  89. 89. AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   “Be  Fast”   “Be  First”   Shaping   Strategy   AdapYve   Strategy   Visionary   Strategy   Classic   Strategy   Renewal Strategy   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”   Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Original  Strategy  PaleUe     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.       NON-­‐ CUSTOMERS   (Dissa4sfiers;   Unmet  Needs)   EXISTING   CUSTOMERS   (Sa4sfiers;   Delighters)  
  90. 90. AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       CONTINUOUS   INNOVATION       CONTINUOUS   IMPROVEMENT   “Be  Fast”   “Be  First”   Shaping   Business Model   AdapYve   Business Model   Visionary   Business Model   Classic   Business Model   Renewal Strategy   “Be  the  Orchestrator”   “Be  Big”   “Be  Viable”   Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Original  Strategy  PaleUe     Source  of  Informa.on  on  Strategy  Pale`e  and  Ques4ons   Reeves,  M.;  Haanaes,  K.;  Sinha,  J.  (2015)  Your  Strategy  Needs  a  Strategy.  Boston:  Harvard  Business  Review  Press.       NON-­‐ CUSTOMERS   (Dissa4sfiers;   Unmet  Needs)   EXISTING   CUSTOMERS   (Sa4sfiers;   Delighters)  
  91. 91. VALUE  MAP   BLUE  OCEAN   Strategy   RED  OCEAN   Strategy   (+):  DELIGHT   Low   (1)   High   (10)   Low:   (1)   High:   (10)   SWEET  SPOT   DIFFERENTIATION   (LUXURY  SPOT)   Strategy   LOW  COST   (DISRUPTION  SPOT)   Strategy   (-­‐):  PAIN   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..  
  92. 92. VALUE  MAP   (+):  DELIGHT:  DifferenYaYon   Low   (1)   High   (10)   Low:   (1)   High:   (10)   SWEET  SPOT   (-­‐):  PAIN:  Cost   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..   BLUE  OCEAN   Strategy   RED  OCEAN   Strategy   LOW  COST   (DISRUPTION  SPOT)   Strategy   DIFFERENTIATION   (LUXURY  SPOT)   Strategy  
  93. 93. VALUE  MAP   (+):  DELIGHT:  DifferenYaYon   Low   (1)   High   (10)   Low:   (1)   High:   (10)   SWEET  SPOT   (-­‐):  PAIN:  Cost   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….…………….   Big  Urgent  Market  Problem  (BUMP):  ……………………………………………………………………………………………………………………..   BLUE  OCEAN   Strategy   RED  OCEAN   Strategy   LOW  COST   (DISRUPTION  SPOT)   Strategy   DIFFERENTIATION   (LUXURY  SPOT)   Strategy  
  94. 94. Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Generic  Strategy  PaleUe     AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Good  Enough   Low  Cost   Blue  Ocean   Strategy   DisrupYve   InnovaYon   Strategy   Red  Ocean   Strategy   Differen-­‐ YaYon   Strategy   Stuck-­‐in-­‐ the-­‐Middle   Strategy   Value  Innova4on   High  Differen4a4on       STARTUP   (“Child”)       COMPANY   (“Adult”)  
  95. 95. Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Generic  Strategy  PaleUe     AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Good  Enough   Low  Cost   Blue  Ocean   Strategy   DisrupYve   InnovaYon   Strategy   Red  Ocean   Strategy   Differen-­‐ YaYon   Strategy   Stuck-­‐in-­‐ the-­‐Middle   Strategy   Value  Innova4on   High  Differen4a4on       STARTUP   (“Child”)       COMPANY   (“Adult”)   NON-­‐ CUSTOMERS   (Dissa4sfiers;   Unmet  Needs)   EXISTING   CUSTOMERS   (Sa4sfiers;   Delighters)  
  96. 96. Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Generic  Strategy  PaleUe     AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Good  Enough   Low  Cost   Blue  Ocean   Strategy   DisrupYve   InnovaYon   Strategy   Red  Ocean   Strategy   Differen-­‐ YaYon   Strategy   Stuck-­‐in-­‐ the-­‐Middle   Strategy   Value  Innova4on   High  Differen4a4on       STARTUP   (“Child”)       COMPANY   (“Adult”)   EXPERIMENTATION   (Explora.on)   EXECUTION   (Exploita.on)   NON-­‐ CUSTOMERS   (Dissa4sfiers;   Unmet  Needs)   EXISTING   CUSTOMERS   (Sa4sfiers;   Delighters)  
  97. 97. Ambidextrous  Growth  Strategy  for  Sustainable  CompeYYve  Advantage   Generic  Strategy  PaleUe     AMBIDEXTROUS   GROWTH   STRATEGY   Changing  Environment   Stable  Environment   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Good  Enough   Low  Cost   Blue  Ocean   Bus.  Model   DisrupYve   InnovaYon   Bus.  Model   Red  Ocean   Bus.  Model   Differen-­‐ YaYon   Bus.  Model   Stuck-­‐in-­‐ the-­‐Middle   Bus.  Model   Value  Innova4on   High  Differen4a4on       STARTUP   (“Child”)       COMPANY   (“Adult”)   EXPERIMENTATION   (Explora.on)   EXECUTION   (Exploita.on)   NON-­‐ CUSTOMERS   (Dissa4sfiers;   Unmet  Needs)   EXISTING   CUSTOMERS   (Sa4sfiers;   Delighters)  
  98. 98. Win-­‐Win  Loop  &  System  
  99. 99. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………….…………….   Win-­‐Lose  System   Unipole     Rapidly  Resolve  and/or  Manage  Conflicts,  BipolariYes,  and  Dilemmas   DELIGHT   (+)   PAIN   (-­‐)       SYSTEM   (Trade-­‐off)   Pro   (Win)   Cons   (Lose)  
  100. 100. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       ANTI-­‐SYSTEM   (Trade-­‐off)   PAIN   (-­‐)   DELIGHT   (+)   DELIGHT   (+)   PAIN   (-­‐)       SYSTEM   (Trade-­‐off)   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………….…………….   Pro   (Win)   Cons   (Lose)   Pro   (Win)   Cons   (Lose)   Win-­‐Win  Loop   Bipole     Rapidly  Resolve  and/or  Manage  Conflicts,  BipolariYes,  and  Dilemmas   WIN-­‐WIN  SYSTEM   (Ideal  Solu.on:   Zero  Trade-­‐off)  
  101. 101. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       DisrupYve   SYSTEM   (Trade-­‐off)   PAIN   (-­‐)   DELIGHT   (+)   DELIGHT   (+)   PAIN   (-­‐)       ConvenYonal   SYSTEM   (Trade-­‐off)     Win-­‐Win  Loop   Bipole     Rapidly  Resolve  and/or  Manage  Conflicts,  BipolariYes,  and  Dilemmas   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………….…………….   Pro   (Win)   Cons   (Lose)   Pro   (Win)   Cons   (Lose)   WIN-­‐WIN  SYSTEM   (Ideal  Solu.on:   Zero  Trade-­‐off)  
  102. 102. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing       PRODUCT   (Trade-­‐off)   PAIN   (-­‐)   DELIGHT   (+)   DELIGHT   (+)   PAIN   (-­‐)   WIN-­‐WIN  SYSTEM   (Ideal  Solu.on:   Zero  Trade-­‐off)       CUSTOMER   (Trade-­‐off)   Product-­‐Customer  Fitness  Loop   Bipole     Rapidly  Resolve  and/or  Manage  Conflicts,  BipolariYes,  and  Dilemmas   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………….…………….   Pro   (Win)   Cons   (Lose)   Pro   (Win)   Cons   (Lose)   Fitness?  
  103. 103. World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Win-­‐Win  System       Rapidly  Resolve  and/or  Manage  Conflicts,  BipolariYes,  and  Dilemmas   ITEM   SYSTEM   (Hypothesis)   ANTI-­‐SYSTEM   (An.-­‐hypothesis)   WIN-­‐WIN  SYSTEM   (Synthesis)   IDEAL  SYSTEM   (Ideal  Final  Result)   DescripYon   (Model:   Elements/ Features)   Pain  (-­‐)       Delight  (+)       Trade-­‐off   (Value;   Experience)   Job  To  Be  Done  (Market/Goal):  ……………………………………………………………………………………………………………….……….  
  104. 104. Red  Ocean  DisrupYon  (ROD)   Storyboard  
  105. 105. C:   Customer   S:   Supplier   Payment   (Feedback;  Reward)   World-­‐class  Coaching  on  Business  Model  Moviemaking  &  Econgineering  for  Less  Than  $10/Month:  hAp://businessmodels.ning.com       Ambidextrous  Growth  Strategist.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hAp://businessmodels.ning.com  &  @rodKuhnKing   Red  Ocean  DisrupYon  (ROD)  Storyboard   4  Ques.ons  for   Rapidly  Co-­‐creaYng  and  EdiYng  Great  Stories,  Movies,  and  Magic  Tricks    

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