The Business DNA Pyramid is like a Business Pyramid (Tree) of Knowledge. Unlike the Tree of Knowledge in the Bible, the Business DNA Pyramid is not forbidden. A word of caution, though: Deep knowledge of the Business DNA Pyramid could forever change your approach to business planning, product innovation, entrepreneurship education, and project management. In simple terms, the Business DNA Pyramid offers a single page on which nearly all business ideas, tools, models, and projects can be presented. In short, the Business DNA Pyramid summarizes the elusive Business Theory of Everything. The above Business DNA Pyramid can be used to present the following business approaches: * Traditional Business Planning * Adaptive Planning & Experimentation (APEX) * Business DNA Playbook * Lean Startup Method * Customer Development * Business Model Innovation * Project (Inventive) Problem Solving * Playing-To-Win (Strategic Choice Cascade) Framework * Competitive Strategy * Blue Ocean Strategy The pleasure is yours. Explore ....

1. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
What
Capabili8es
Must
Be
In
Place
to
Win?
How
Will
We
Win
In
Chosen
Markets?
Where
Will
We
Play?
What
Is
Our
Winning
Aspira8on?
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Strategic
Choice
Cascade
Perspec-ve
D
N
A
What
Management
Systems?
q Product/Service
(PS)
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)

2. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Core
Capabili8es
How
to
Win
Where
to
Play
Winning
Aspira8on
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Strategic
Choice
Cascade
Perspec-ve
D
N
A
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
Management
Systems
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
q Product/Service
(PS)
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)

3. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Strategic
Choice
Cascade
Perspec-ve
D
N
A
q Product/Service
(PS)
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)

4. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
D
N
A
q Product/Service
(PS)
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
MISSION;
CORE
VALUES

5. Examples

6. P
&
G’s
Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Strategic
Choice
Cascade
Perspec-ve
D
N
A
q Grow
from
core:
focus
on
leading
brands,
core
markets
&
mass
markets
q Extend
to
home,
beauty,
health
&
personal
care
q Expand
into
emerging
markets
q Build
highly
differenEated
brands
backed
by
global
scale
and
ubiquitous
distribuEon
q Consumer
understanding
q InnovaEon;
Brand
Building
q Go-­‐to-­‐market
ability;
Scale
q Goals;
ObjecEves;
Strategy;.
q KPIs:
Shareholder
Value,
…
q Leadership
Development
q Meaningfully
improve
the
lives
of
the
world’s
consumers
q Deliver
leadership,
sales,
profits,
and
value
creaEon
q Product/Service
(PS)
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)

7. Oil
of
Olay’s
Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Strategic
Choice
Cascade
Perspec-ve
D
N
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
q BeSer
anE-­‐aging
skin-­‐care
products
q Winning
markeEng
campaign
connected
to
consumer
insights
q Establish
a
“massEge”
segment
q Move
upmarket
(in
“massEge”
channel)
q Target
younger
women
in
their
30s
&
40s
who
want
and
need
anE-­‐aging
products
q
Sell
in
major
geographies
(North
America
&
UK)
q Consumer
understanding
q MarkeEng
campaign
partnering
q Leverage
systems
q Channel
&
partner
systems
q Become
a
leading
skin-­‐care
brand
q Help
establish
a
key
pillar
in
the
P
&
G
beauty-­‐care
business,
along
with
hair
care
q Win
convincingly
in
chosen
channels
and
markets
q Product/Service
(PS)
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)

8. Appendix
How
to
Design
and
Manage
a
Business
DNA
Strategy

9. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing

10. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Lean
Startup-­‐Golden
Circle
Perspec-ve
Strategic
Choice
Cascade
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)

11. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Strategic
Choice
Cascade
Perspec-ve
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
What
Is
Our
Winning
Aspira8on?
Lean
Startup-­‐Golden
Circle
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)

12. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Strategic
Choice
Cascade
Perspec-ve
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
What
Is
Our
Winning
Aspira8on?
N
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
Where
Will
We
Play?

13. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Strategic
Choice
Cascade
Perspec-ve
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
What
Is
Our
Winning
Aspira8on?
N
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
How
Will
We
Win
In
Chosen
Markets?
q Value
Proposi-on
(VP)
Lean
Startup-­‐Golden
Circle
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
Where
Will
We
Play?

14. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Strategic
Choice
Cascade
Perspec-ve
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
What
Is
Our
Winning
Aspira8on?
N
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
Where
Will
We
Play?
How
Will
We
Win
In
Chosen
Markets?
q Value
Proposi-on
(VP)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
Lean
Startup-­‐Golden
Circle
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
D
What
Capabili8es
Must
Be
In
Place
to
Win?

15. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
Source:
Based
on
Lafley,
A.G.;
Mar:n,
R.G.
(2013).
Playing
to
Win.
Harvard
Business
Review
Press:
MassachuseQs.
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Strategic
Choice
Cascade
Perspec-ve
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
What
Is
Our
Winning
Aspira8on?
N
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
Where
Will
We
Play?
How
Will
We
Win
In
Chosen
Markets?
q Value
Proposi-on
(VP)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
Lean
Startup-­‐Golden
Circle
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
What
Capabili8es
Must
Be
In
Place
to
Win?
D
What
Management
Systems?
q Product/Service
(PS)

16. Business
DNA
Pyramid
Rapidly
Document,
Analyze,
Design,
and
Present
Innova:ve
Ideas,
Projects,
Models,
and
Tools
DMCI
Loop:
Document.
Model.
Collaborate.
Improve.
A
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Pain
q Delight
(Gain)
What
Is
Our
Winning
Aspira8on?
N
q Customer
Segment
(CS)
q Channels
(CH)
-­‐
Promo-on
q Customer
Rel.
(CR)
Where
Will
We
Play?
How
Will
We
Win
In
Chosen
Markets?
q Value
Proposi-on
(VP)
q Key
Partners
(KP)
q Key
Resources
(KR)
–
People,
etc.
q Key
Ac-vi-es
(KA)
–
Process,
etc.
Lean
Startup-­‐Golden
Circle
Perspec-ve
Project
Problem
Solving-­‐Business
Model
Perspec-ve
(Outcomes/Choices)
What
Capabili8es
Must
Be
In
Place
to
Win?
D
What
Management
Systems?
q Product/Service
(PS)
MISSION;
CORE
VALUES