The document describes an ambidexterity learning cycle that involves continuously discovering and solving big urgent market problems. It involves observing market problems, analyzing them, hypothesizing solutions, experimenting with solutions, and reflecting on whether to pivot or persevere. The cycle aims to meet customer goals and create win-win outcomes. Coaching is provided on applying principles of ambidexterity, strategic frameworks, and leadership approaches.

1. Ambidexterity
Learning
Cycle:
OTHER
Loop
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
Reference:
h+ps://www.linkedin.com/pulse/three-­‐ways-­‐your-­‐company-­‐can-­‐learn-­‐unlearn-­‐mar?n-­‐reeves?trk=hp-­‐feed-­‐ar?cle-­‐?tle-­‐like
ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
Strategy
PaleGe
Shaping
Strategy
Classical
Strategy
Adap?ve
Strategy
Visionary
Strategy
TacLcs
for
Bus.
Model
Shape
Execute
(Build)
Adapt
Op?mize
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
Outcomes
(Results)
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)

2. Ambidexterity
Learning
Cycle:
OTHER
Loop
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
Reference:
h+ps://www.linkedin.com/pulse/three-­‐ways-­‐your-­‐company-­‐can-­‐learn-­‐unlearn-­‐mar?n-­‐reeves?trk=hp-­‐feed-­‐ar?cle-­‐?tle-­‐like
ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Outcomes
(Results)
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)

3. Appendix

4. Business
Ecosystem
Story
Tool
(B.E.S.T.)
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
ENVIRONMENT
(Trade-­‐off)
SYSTEM
(Product;
Enterprise;
Industry;
Business
Model)
q Past
q Present
q Future
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Outcomes
(Results)
Customer
Segment:
Non-­‐/Customers

5. Business
Ecosystem
Story
Tool
(B.E.S.T.)
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
ENVIRONMENT
(Trade-­‐off)
q Past
q Present
q Future
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)

6. ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
Outcomes
(Results)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
Business
Ecosystem
Story
Tool
(B.E.S.T.)
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
q Past
q Present
q Future

7. ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
Outcomes
(Results)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
Problem
Space
SoluLon
Space
ImplementaLon
Space
Business
Ecosystem
Story
Tool
(B.E.S.T.)
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
q Past
q Present
q Future

8. ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
Outcomes
(Results)
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
Problem
Space
SoluLon
Space
ImplementaLon
Space
Business
Ecosystem
Story
Tool
(B.E.S.T.)
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
q Past
q Present
q Future

9. Ambidexterity
Learning
Cycle:
OTHER
Loop
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
Reference:
h+ps://www.linkedin.com/pulse/three-­‐ways-­‐your-­‐company-­‐can-­‐learn-­‐unlearn-­‐mar?n-­‐reeves?trk=hp-­‐feed-­‐ar?cle-­‐?tle-­‐like
ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
Canonical
Strategies
Blue
Ocean
Strategy
Differen-­‐
?a?on
Strategy
Low
Cost
Strategy
Red
Ocean
Strategy
TacLcs
for
Bus.
Model
Value-­‐
Innovate
Differen-­‐
?ate
(Quality)
Lower
Cost
Commo-­‐
di?ze
Outcomes
(Results)
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
Problem
Space
SoluLon
Space
ImplementaLon
Space

10. Ambidexterity
Learning
Cycle:
OTHER
Loop
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
Reference:
h+ps://www.linkedin.com/pulse/three-­‐ways-­‐your-­‐company-­‐can-­‐learn-­‐unlearn-­‐mar?n-­‐reeves?trk=hp-­‐feed-­‐ar?cle-­‐?tle-­‐like
ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
Outcomes
(Results)
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
DiagnosLcian
Inquisitor
Disrupter
Segmenter
Accelerator
Team
Coach
Salesperson
Antenna
Problem
Space
SoluLon
Space
ImplementaLon
Space

11. Ambidexterity
Learning
Cycle:
OTHER
Loop
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
Reference:
h+ps://www.linkedin.com/pulse/three-­‐ways-­‐your-­‐company-­‐can-­‐learn-­‐unlearn-­‐mar?n-­‐reeves?trk=hp-­‐feed-­‐ar?cle-­‐?tle-­‐like
ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
Outcomes
(Results)
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
Define
Control
Analyze
Generate
Improve
Measure
Problem
Space
SoluLon
Space
ImplementaLon
Space

12. Ambidexterity
Learning
Cycle:
OTHER
Loop
Con$nuously
Discover
and
Solve
Big
Urgent
Market
Problems
(BUMPs)
Reference:
h+ps://www.linkedin.com/pulse/three-­‐ways-­‐your-­‐company-­‐can-­‐learn-­‐unlearn-­‐mar?n-­‐reeves?trk=hp-­‐feed-­‐ar?cle-­‐?tle-­‐like
ENVIRONMENT
(Trade-­‐off)
World-­‐class
Coaching
on
Applying
the
Ambidexterity
Principle,
Strategy
PaleGe,
and
Ambidextrous
Leadership
Galaxy
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h+p://businessmodels.ning.com
&
@rodKuhnKing
O:
Observe
(Detect;
Sense)
T:
Think
(Analyze)
H:
Hypothesize
E:
Experiment/
Execute
(Act)
Outcomes
(Results)
R:
Reflect
(Pivot
or
Persevere?)
Customer
Goal,
Job
To
Get
Done
(JTGD),
and/or
Ideal
Win-­‐Win
SoluLon
Customer
Segment:
Non-­‐/Customers
ORGANIZATION
(PRODUCT;
COMPANY/UNIT;
BUSINESS
MODEL;
ORGANISM;
TOOL)
Problem
Statement
Leap
of
Faith
Minimum
Viable
Product
(MVP)
Learning
Metrics
Pivot
or
Persevere?
Problem
Space
SoluLon
Space
ImplementaLon
Space