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#VisionaryD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.c...
#VisionaryD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.c...
#VisionaryD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.c...
#VisionaryD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h9p://businessmodels.ning.com	
  &	
  h9p://twi9er.c...
The	
  Business	
  DNA	
  Pyramid	
  
A	
  Universal	
  Tool	
  for	
  GeLng	
  More	
  Customers	
  
In	
  Less	
  Time	
...
A
N
D
Business	
  DNA	
  Pyramid	
  for	
  Game-­‐changers	
  
“Don’t	
  Just	
  Improve.	
  Change	
  the	
  Game.”	
  
D...
A
N
D
Business	
  DNA	
  Pyramid	
  for	
  Game-­‐changers	
  
“Don’t	
  Just	
  Improve.	
  Change	
  the	
  Game.”	
  
D...
A
N
D
MISSION;	
  CORE	
  VALUES;	
  CULTURE	
  
Business	
  DNA	
  Pyramid	
  for	
  Game-­‐changers	
  
“Don’t	
  Just	
...
A
N
D
MISSION;	
  CORE	
  VALUES;	
  CULTURE	
  
Business	
  DNA	
  Pyramid	
  for	
  Game-­‐changers	
  
“Don’t	
  Just	
...
A
N
D
MISSION;	
  CORE	
  VALUES;	
  CULTURE	
  
Business	
  DNA	
  Pyramid	
  for	
  Game-­‐changers	
  
“Don’t	
  Just	
...
A
q  Cost	
  Structure	
  (C$)	
  
q  Revenue	
  Streams	
  (R$)	
  
q  Pain	
  
q  Delight	
  (Gain)	
  
What	
  Is	
...
Game-­‐
changing	
  
(Winning)	
  
PRODUCT	
  
Game-­‐changing	
  
(Winning)	
  
STRATEGY	
  
Game-­‐changing	
  
(Winning...
O:	
  OBSERVE	
  (Document)	
   O:	
  ORIENT	
  (Model)	
  
A:	
  ACT	
  (Improve)	
   D:	
  DECIDE	
  (Collaborate)	
  
S...
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The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the Game."

There have been many world-changing organizations in the past. And there are many world-changing organizations at present. Examples of world-changing organizations include Apple, Google, Amazon, Facebook, and Twitter. But how are world-changing organizations created? How does an individual or a team move from an idea to a world-changing business?

The world of business literature is full of books providing frameworks that explain how world-changing organizations are created as well as operate. Popular frameworks and tools include the following:

* James Collins & Jerry Porras's Core Ideology-Envisioned Future Framework in their "Built To Last" book
* Simon Sinek's Golden Circle in his "Start With Why" book
* Michael Porter's Competitive Strategy in his book "Competitive Strategy"
* W. Chan Kim & Renee Mauborgne's Blue Ocean Strategy in their book, "Blue Ocean Strategy"
* A.J. Lafley & Roger L. Martin's Strategic Choice Cascade Framework in their book, "Playing to Win"
* Robert S. Kaplan & David P. Norton's Balanced Scorecard in their book, "The Balanced Scorecard"
* Alexander Osterwalder & Yves Pigneur's Business Model Canvas in their book, "Business Model Generation"
* Eric Ries's Vision-Strategy-Product (VSP) Pyramid and Build-Measure-Learn (BML) Loop in his book, "The Lean Startup"

In spite of the proliferation of tools that describe as well as predict how world-changing organizations are created, the frameworks and tools including those above hardly reference or "talk" to each other. The result is a piecemeal approach to describing and building world-changing organizations. The consequence is the high failure rate of about 90% of startups that attempt to create world-changing products, services, and/or organizations.

In contrast to previous approaches, this presentation introduces a holistic framework - Business DNA Pyramid - that features 3 game-changing DNA questions that can be used to comprehensively explain as well as build world-changing organizations starting from just an idea. Despite the simplicity and coherence of the framework of the Business DNA Pyramid, building a world-changing organization is complex in reality. However, answering the 3 DNA Questions, which involve vertical and horizontal integration of the DNA (Design; Needs; Aspirations) of an organization, would facilitate the creation of world-changing organizations.

Hopefully, the transparency, scalability, and common visual language of the Business DNA Pyramid would help entrepreneurs, startups, and established organizations to effectively and efficiently achieve their world-changing visions. And certainly, our world would be a much better and happier place.

What do you think?

The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the Game."

  1. 1. #VisionaryD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   3  Game-­‐changing   DNA  QuesGons   Game-­‐ changing   (Winning)   PRODUCT   Game-­‐changing   (Winning)   STRATEGY   Game-­‐changing   (Winning)                                 VISION   Business  DNA  Pyramid   (Visionary  Level:  Outcomes)   “GAME-­‐CHANGING”  ORGANIZATION   Why?  What?  How?   D N A D N A What  is  our  Game-­‐changing   (Winning)  VISION?   What  is  our  Game-­‐changing   (Winning)  STRATEGY?   What  is  our  Game-­‐changing   (Winning)  PRODUCT?   Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   CUSTOMER  
  2. 2. #VisionaryD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Game-­‐ changing   (Winning)   PRODUCT   Game-­‐changing   (Winning)   STRATEGY   Game-­‐changing   (Winning)                                 VISION   Business  DNA  Pyramid   (Visionary  Level:  Outcomes)   “GAME-­‐CHANGING”  ORGANIZATION   D N A Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   CUSTOMER                       D N A PRODUCT   STRATEGY        VISION   Worksheet  for  Business  DNA  Pyramid   [OrganizaGon]   q  Conven=on  (“Red  Ocean”)   q  Disrup=on  (“Blue  Ocean”)   CUSTOMER  (Problem):  ………………………..…….   ……………………………………………………………………    
  3. 3. #VisionaryD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Game-­‐ changing   (Winning)   PRODUCT   Game-­‐changing   (Winning)   STRATEGY   Game-­‐changing   (Winning)                                 VISION   Business  DNA  Pyramid   (Visionary  Level:  Outcomes)   “GAME-­‐CHANGING”  ORGANIZATION   D N A Business  DNA  Pyramid  for  Google  (Search)   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   CUSTOMER                       D N A PRODUCT   STRATEGY        VISION   Google’s  Business  DNA  Pyramid   Google  Search  Engine   Red  Ocean  DisrupGon  (ROD)  Strategy:   Disrupt  Yahoo;  Overture;  Ask;  Alta  Vista   Mission:   “To  organize  the  world's  informaJon  and   make  it  universally  accessible  and  useful.”   CUSTOMER:  Someone  who  searches  for   informaJon  BUT  …   Example   GOOGLE   q  Conven=on  (“Red  Ocean”)   ü  Disrup=on  (“Blue  Ocean”)  
  4. 4. #VisionaryD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   Game-­‐ changing   (Winning)   PRODUCT   Game-­‐changing   (Winning)   STRATEGY   Game-­‐changing   (Winning)                                 VISION   Business  DNA  Pyramid   (Visionary  Level:  Outcomes)   “GAME-­‐CHANGING”  ORGANIZATION   D N A Business  DNA  Pyramid  for  VisionaryD.com   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   CUSTOMER                       D N A PRODUCT   STRATEGY        VISION   VisionaryD’s  Business  DNA  Pyramid   Business  DNA  Search  Engine   Red  Ocean  DisrupGon  (ROD)  Strategy:   Disrupt  Google,  Wikipedia,  Slideshare,  and   LinkedIn   Global  Community  of  Game-­‐changers:   “Awesome  Customer  Experience  (ACE)  for     Every  Community  on  the  Planet”   CUSTOMER:  Someone  who  wants  to  get   more  customers  BUT  …   Example   VisionaryD.com   q  Conven=on  (“Red  Ocean”)   ü  Disrup=on  (“Blue  Ocean”)  
  5. 5. The  Business  DNA  Pyramid   A  Universal  Tool  for  GeLng  More  Customers   In  Less  Time  and  at  Lower  Cost  
  6. 6. A N D Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   UPSTREAM             MIDSTREAM             DOWNSTREAM       CUSTOMER  
  7. 7. A N D Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   UPSTREAM             MIDSTREAM             DOWNSTREAM       CUSTOMER  
  8. 8. A N D MISSION;  CORE  VALUES;  CULTURE   Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   UPSTREAM             MIDSTREAM             DOWNSTREAM       CUSTOMER  
  9. 9. A N D MISSION;  CORE  VALUES;  CULTURE   Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   STRATEGIC  LEVEL   CUSTOMER  
  10. 10. A N D MISSION;  CORE  VALUES;  CULTURE   Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   STRATEGIC  LEVEL   CUSTOMER  
  11. 11. A q  Cost  Structure  (C$)   q  Revenue  Streams  (R$)   q  Pain   q  Delight  (Gain)   What  Is  Our  Game-­‐changing  (Winning)  AspiraGon?   N q  Customer  Segment  (CS)   q  Channels  (CH)  -­‐  Promo=on   q  Customer  Rel.  (CR)  Where  Will  We  Change  (Win)  the  Game?   How  Will  We  Change  (Win)   the  Game  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  Forensics   Project  Problem  Solving-­‐Business  Model  Forensics   (Outcomes/Choices)   D What   Management   Systems?   q  Product/Service  (PS)   MISSION;  CORE  VALUES;  CULTURE   Business  DNA  Pyramid  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   CUSTOMER   What  CapabiliGes                       (AcGviGes/Programs)  Must  Be           In  Place  to  Change  (Win)  Game?  
  12. 12. Game-­‐ changing   (Winning)   PRODUCT   Game-­‐changing   (Winning)   STRATEGY   Game-­‐changing   (Winning)                                 VISION   Business  DNA  Pyramid   (Visionary  Level:  Outcomes)   “GAME-­‐CHANGING”  ORGANIZATION   D N A Business  DNA  Pyramid  for  Brand  DisrupGon   “Don’t  Just  Improve.  Change  the  Game.”   DMCI  Loop:  Document.  Model.  Collaborate.  Improve.   CUSTOMER                       D N A PRODUCT   STRATEGY        VISION   Red  Ocean  DisrupGon  (ROD)  Strategy:   Disrupt  ConvenJon/ConvenJonal  Brand(s):       (ERIC:  Eliminate/Reduce/Increase/Create)   Source:  Based  on  Dru,  J.-­‐M.  (1997)  DisrupJon.  John  Wiley  &  Sons,  Inc.:  New  York.   #VisionaryD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing   CUSTOMER  (Problem):  ………………………..…….   ……………………………………………………………………     Worksheet  for  Business  DNA  Pyramid   [OrganizaGon]   q  Conven=on  (“Red  Ocean”)   q  Disrup=on  (“Blue  Ocean”)         (Value  InnovaGon/IFR:  Ideal  Final  Result)  
  13. 13. O:  OBSERVE  (Document)   O:  ORIENT  (Model)   A:  ACT  (Improve)   D:  DECIDE  (Collaborate)   Steve  Jobs’  Message  for  Game-­‐changers   “Don’t  Just  Improve.  Change  the  Game.”   Slightly  Adapted  from  Apple’s  1997  TV  Campaign   “Here's  to  the  [game-­‐changers].   The  misfits.  The  rebels.  The  troublemakers.  The  round  pegs  in  the  square  holes.   The  ones  who  see  things  differently.   They're  not  fond  of  rules.  And  they  have  no  respect  for  the  status  quo.   You  can  quote  them,  disagree  with  them,  glorify  or  vilify  them.     About  the  only  thing  you  can't  do  is  ignore  them.   Because  they  change  things.     They  push  the  human  race  forward.   And  while  some  may  see  them  as  the  crazy  ones,  we  see  genius.     Because  the  people  who  are  crazy  enough  to  think  they  can  change  the  world,   are  the  ones  who  do.”   #VisionaryD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h9p://businessmodels.ning.com  &  h9p://twi9er.com/RodKuhnKing  

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There have been many world-changing organizations in the past. And there are many world-changing organizations at present. Examples of world-changing organizations include Apple, Google, Amazon, Facebook, and Twitter. But how are world-changing organizations created? How does an individual or a team move from an idea to a world-changing business? The world of business literature is full of books providing frameworks that explain how world-changing organizations are created as well as operate. Popular frameworks and tools include the following: * James Collins & Jerry Porras's Core Ideology-Envisioned Future Framework in their "Built To Last" book * Simon Sinek's Golden Circle in his "Start With Why" book * Michael Porter's Competitive Strategy in his book "Competitive Strategy" * W. Chan Kim & Renee Mauborgne's Blue Ocean Strategy in their book, "Blue Ocean Strategy" * A.J. Lafley & Roger L. Martin's Strategic Choice Cascade Framework in their book, "Playing to Win" * Robert S. Kaplan & David P. Norton's Balanced Scorecard in their book, "The Balanced Scorecard" * Alexander Osterwalder & Yves Pigneur's Business Model Canvas in their book, "Business Model Generation" * Eric Ries's Vision-Strategy-Product (VSP) Pyramid and Build-Measure-Learn (BML) Loop in his book, "The Lean Startup" In spite of the proliferation of tools that describe as well as predict how world-changing organizations are created, the frameworks and tools including those above hardly reference or "talk" to each other. The result is a piecemeal approach to describing and building world-changing organizations. The consequence is the high failure rate of about 90% of startups that attempt to create world-changing products, services, and/or organizations. In contrast to previous approaches, this presentation introduces a holistic framework - Business DNA Pyramid - that features 3 game-changing DNA questions that can be used to comprehensively explain as well as build world-changing organizations starting from just an idea. Despite the simplicity and coherence of the framework of the Business DNA Pyramid, building a world-changing organization is complex in reality. However, answering the 3 DNA Questions, which involve vertical and horizontal integration of the DNA (Design; Needs; Aspirations) of an organization, would facilitate the creation of world-changing organizations. Hopefully, the transparency, scalability, and common visual language of the Business DNA Pyramid would help entrepreneurs, startups, and established organizations to effectively and efficiently achieve their world-changing visions. And certainly, our world would be a much better and happier place. What do you think?

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