Blue Ocean Planning & Execution: 8 Tools for ReDesigning Business Models & Making Better Decisions

BLUE OCEAN PLANNING & EXECUTION8 Tools for Redesigning Business Models & Making Better Decisions

Dr. Rod King

[email protected] & http://businessmodels.ning.comhttp://twitter.com/RodKuhnKing

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing

Copyright 2009. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

WHY REDESIGN EXISTING BUSINESS MODELS?”Greater Competition, Digitalization, and Globalization are Creating Bloody ‘Red Oceans’ for Businesses”

• To Exponentially Increase Business Growth and Profitability

• To Exponentially Increase the Value Quotient for Core, Peripheral, and Remote Customers As Well As Non-customers

• To Swim Out of the ‘Red Ocean’ and Make the Competition Irrelevant

• To Significantly Deliver More Value for Customers’ Jobs

• To Facilitate Mergers and Acquisitions

• To Respond to Competitive Pressures Including Commoditization

• To Take Advantage of Emerging Opportunities and Technology

• To Capture Greater Value (Profit) in the Value Chain and Network

• To Provide a More Sustainable and Defensible Competitive Advantage





HIGHLY SUCCESSFUL REDESIGNS OF CONVENTIONAL BUSINESS MODELSBusinesses With High Value Quotient (VQ)





WHAT IS THE VALUE QUOTIENT?A Universal Metric of Success and Zoomable Decision-making

+ -

Ideal VQ StrategyEveryone to continuously maximize benefit while minimizing cost throughout the value chain

NoteValue Quotient = Advantage/Disadvantage= Benefit/Cost= Revenue/Cost= Strength/Weakness= Opportunity/Threat= Reward/Risk= Relevant Content/Noise= Positives/Negatives= Delight/Pain= Good/Bad




Physical 'Job'

Emotional/Social 'Job'

Intellectual 'Job'

Spiritual 'Job' 0

5

10

Customer Jobs Compass for Google Search & Facebook

Ideal Software (Tool/Internet) Google Search Facebook

Google SearchELEMENTS OF LONG TERM-BUSINESS MODEL:

Long-term Competitive Advantage Scenarios• Increase performance of/develop/acquire software applications that customers hire to do ‘Physical Jobs’• Increase performance of/develop/acquire software applications that customers hire to do ‘Emotional/Social Jobs’• Increase performance of/develop/acquire software applications that customers hire to do ‘Intellectual Jobs’• (Increase performance of/develop/acquire software applications that customers hire to do ‘Spiritual Jobs’???)

Long-term Value Proposition• ‘Total Happiness’ For All Customer Jobs on the Internet

Targeted Customer Segments (Niches)• ‘Short and Long Tail’ of Users on the Internet

Existing Impact of Google Search on Total Jobs• Average Impact of Google on Total Jobs = (6 + 2 + 5.5 + 2)/4 = 4.3

Impact of Ideal Software on Total JobsImpact of Ideal Software on Total Jobs =‘Perfect 10’

CUSTOMER JOBS COMPASS: What Jobs Must You Facilitate or Do In a Hierarchy of Customer Needs or ‘Jobs’?


(for Developing Tools to Make Customers Happier As Well As for Determining What ‘Jobs’ or Niche(s) of Total Happiness to Focus on)




BLUE OCEAN COMPASS: 60,000ft

• Visualization of Shape as well as Trends of Competing, Desired, and Ideal Business Results (Models)

TOOLS FOR REDESIGNING BUSINESS MODELS &

MAKING BETTER DECSIONS

STRATEGY RADAR: 40,000ft

• Illustration of Detailed Shape of Competing, Desired, and Ideal Business Results (Models)• Design of Value Proposition

IDEAL VALUE CHAIN: Tactical View

• Visualization of Ideal Value Chain (Business Model) for IVQ Strategy• Flows of Information (Cost and Revenue) & Resources Within a Value Chain or Business Model

BLUE OCEAN RADAR: 200,000ft

• Illustration of Ideal Business Result• Illustration of “Cost vs. Benefit” Trade-offs (Contradictions) & Trends• Basic Elements of Value Quotient

BLUE OCEAN STRATEGIC PLAN

• Elements and Resources for Pursuing Goal of Ideal Value Quotient (Blue Ocean), Achieving Blue Ocean Plan, and Totally Engaging Employees and Other Stakeholders

WHEEL OF OBSTACLES

• Illustration of Internal Obstacles and Constraints to Achieving the Ideal Value Quotient for the Value Chain or Business Model

BLUE OCEAN MAP: Global View

• Illustration of Current and Desired Positions of You & Your Competitors• Illustration of IVQ and Market Seg-ments Including Red and Blue Oceans

BOND: 100,000ft

Ways to Reduce Obstacles to Goal:• Facilitation of Decision-making• Visualization of Strategy• Modeling and Testing of Strategy


8 Tools for Redesigning Business Models & Making Better Decisions




∞

(-): PAIN

IDEAL VALUE QUOTIENT (BLUE OCEAN)

Value Quotient

(VQ)

(Uncontested Experience, Market Space, or New Category)

Lowly differentiated and low-cost value chain

Highly differentiated and

premium-priced/free value chain

(+):DELIGHT

Blue

Oce

an P

lan

Red Ocean PlanStrategic Choice

BLUE OCEAN Google Search

RED OCEAN * “Me Too” Search Engine

No. of Competitors


Fractal Market Segmentation (Niches) of Search Engine Market

BLUE OCEAN MAP: Global View of the Value Quotientfor Determining Where You and Your Competitors Currently Are & Where You Must Go




BLUE OCEAN RADAR: 200,000ft View of the Value Quotientfor Comparing, Evaluating, and Redesigning Business Models As Well As Products and Services

0 2 4 6 8 100

2

4

6

8

10

Blue Ocean Radar Showing “Cost vs. Benefit” Trade-offsBENEFIT (Revenue)

COST

Desired VQ = 8/2= 4

Existing VQ = 2/6= 0.33 < 1

Value Quotient (VQ) = Benefit/Cost = Revenue/Cost = Revenue to Cost Ratio = Slope of Value Quotient Line


Ideal Value Quotient(Blue Ocean)

Ideal Value Quotient (Blue Ocean) Ideal Final Result of Continuously Implementing IVQ Decisions Job To Be Done (JBTD) at No Cost & With No Negative Effect

(Free)

Object/Core Job: ………………………………..…….

(cf. Goal of IVQ to Moore’s Law & “Singularity”)




Moore’s Law As A Special Case of Law of Increasing Value Quotient “The number of transistors on an integrated circuit roughly doubles every two years”

0 2 4 6 8 100

2

4

6

8

10

Blue Ocean Radar Showing “Cost vs. Benefit” Trade-offs for Computing PowerBENEFIT (Transistors)

COST(Size)

VQ = 8/1= 8



Ideal Value Quotient (Blue Ocean or “Singularity”)

(Free)

Object/Core Job: Integrated Circuit Board

(cf. Goal of IVQ to Moore’s Law & “Singularity”)


VQ = 4/1= 4

VQ = 2/1= 2




0 2 4 6 8 100

2

4

6

8

10

Blue Ocean Radar Showing “Cost vs. Benefit” Trade-offs in ComputingBENEFIT (Performance)

COST(Size)



Ideal Value Quotient (INTERNET or “Singularity”)

(Free)

Object/Core Job: Computer/Storage Devices


Using the Blue Ocean Radar to Illustrate Trends in the Evolution of Technology

“The Ideal Object Uses Its Internal and “Free” Resources to Instantly Do Its Job at No Cost and Without Any Negative Effect”

IVQ –Problem Solving Look within and across industries as well as in nature for similar or analogous resolution of trade-off

Old Mainframe Computer

Mini-computer

Desktop Computer

Laptop Computer

Palmtop Computer




0 2 4 6 8 100

2

4

6

8

10

Blue Ocean Radar Showing “Cost vs. Benefit” Trade-offs in TransportationBENEFIT (Speed)

COST(Size)



Ideal Value Quotient (LIGHT or Blue Ocean)

(Free)


Using the Blue Ocean Radar to Illustrate Trends in the Evolution of Technology

“The Ideal Object Uses Its Internal and “Free” Resources to Instantly Do Its Job at No Cost and Without Any Negative Effect”

IVQ –Problem Solving Look within and across industries as well as in nature for similar or analogous resolution of trade-offRocket

Aircraft

CarBicycle

Object/Core Job: Vehicles

Ship

Train




Using the Blue Ocean Radar to Creatively Resolve Trade-offs “Someone, Somewhere May Have Already Resolved Your Trade-off or Contradiction”

0 2 4 6 8 100

2

4

6

8

10

Blue Ocean Radar Showing “Cost vs. Benefit” Trade-offs in Information Process-ingBENEFIT

(Amt of Info)

COST (Processing Time)

Existing Paradigm (VQ = 6/8 = 0.75)



Ideal Value Quotient (Blue Ocean or “Infinite Genius”)

(Free)


Breakthrough Paradigm

VQ = 8/2 = 4


Object/Core Job: Linear Page




Using the Blue Ocean Radar to Creatively Resolve Trade-offs “Someone, Somewhere May Have Already Resolved Your Trade-off or Contradiction”

0 2 4 6 8 100

2

4

6

8

10

Blue Ocean Radar Showing “Cost vs. Benefit” Trade-offs in ProductionBENEFIT (Quality)

COST

Existing VQ = 6/4= 1.5



Ideal Value Quotient (Blue Ocean or “Singularity”)

(Free)


Optimum VQ = 8/4= 2

Conventional Thinking VQ = 8/7= 1.1


Object/Core Job: Vehicles




Blue Ocean Network Diagram (BOND)for Quickly Making Better Decisions, Goals, and Strategies in Business (Projects)

Quality

COST (Price)

24x7 Personalization/ Customization

Differentiation (Simplicity/Brand/

Novelty)

CUSTOMERS (Sales/Revenue)


Business Action …

BENEFIT “Exponentially increase the business’s Value Quotient (= Benefit/Cost)”




Blue Ocean Network Diagram (BOND)for Visualizing Blue Ocean Goals & Strategy: Case of Google Search

Quality (Speed):INCREASE

COST (Price): REDUCE

24x7 Personalization:

INCREASE

Differentiation (Simplicity/Brand):

INCREASE



Business Action …

BENEFIT “Exponentially increase the business’s Value Quotient (= Benefit/Cost)”




Blue Ocean Network Diagram (BOND)for Modeling Blue Ocean Strategy and Assumptions: Case of Google Search

Quality (Speed)

COST (Price)

24x7 Personalization/ Customization

Differentiation (Simplicity/Brand/

Novelty)



Business Action …

+

+

+

+ + -

+

+

+

+

+

-

-

+

+

+

+

?

+

+

“Exponentially increase the business’s Value Quotient (= Benefit/Cost)”




BENEFIT

Blue Ocean Network Diagram (BOND)for Scoring Elements of the Value Quotient for a Business (Project)

Quality:(1-10)

COST (Price):(1-10)

24x7 Personalization:

(1-10)

Differentiation (Simplicity/Brand):

(1-10)



Business Action …





1. Obtain, from customer interviews or questionnaires, scores for the existing performance of each element or “value quotient factor” on the Blue Ocean Network Diagram (BOND) and for the surveyed or “Red Ocean” company.

Score each element of Value Quotient using a scale from 1 (low) to 10 (high):• Quality: (1-10)• Cost: (1-10)• Differentiation: (1-10)• Personalization (Customization): (1-10)

2. Plot, on a Blue Ocean Compass, the average score for each element. Then, draw the profile or radar chart for the existing performance of the surveyed company.

3. Explore scenarios for desired or future profiles that are strongly differentiated from “Red Ocean” profiles as well as lie closer to the “ideal” Blue Ocean.

4. Choose the Blue Ocean profile with the highest Value Quotient (VQ). Then, derive corresponding IVQ (Blue Ocean) strategies for competitive advantage and value propositions for segments (“niches”) of customers.

How to Quickly Develop an IVQ Strategy and Value Quotient




Quality (Speed)

Cost (Price)

Differentiation (Simplicity/Relevance)

On-demand; 24x7 (Personalization) 0

5

10

Blue Ocean Compass for “Me Too” Search Engine and Google Search

Ideal Business Result Google Search "Me Too" Search Engine

Google Search4 ELEMENTS OF BUSINESS MODEL:

Competitive Advantage Strategies• Increase quality (speed) to level 9• Maintain cost at free: level 1• Increase differentiation (simplicity/relevance/ brand/novelty) to level 8• Increase on-demand; 24x7/(personalization; customization) services to level 8

Value Propositions (Innovative Processes)• Higher quality (speed) and greater simplicity• Higher differentiation (simplicity/relevance/ brand/novelty) at no additional cost• Higher 24x7 personalization (for advertisers/ affiliates: AdWords; AdRank; AdSense)

Targeted Customer Segments (Niches)• Students/Researchers/Internet Users who directly and quickly want information• Early adopter/innovator; Non-customers• Low cost-Advertisers• Website Owners/Content Providers

Value Quotient (VQ)• Benefit = Quality + Differentiation + Personalization = (9 + 8 + 8)/3 = 25/3 = 8.3• Cost = 1• Value Quotient (VQ) = 8.3/1 = 8.3

BLUE OCEAN COMPASS: 60,000ft View of the Value Quotient


(for Generally Redesigning a Business Model & Value Proposition)




Speed (Q)

Price ( C )

Lounges (D)

Meals (D)

Friendly Service (D)

Seating Choice (P)

0

5

10

Strategy Radar for the Average Airline and Southwest Airlines

Ideal Business Result Southwest Airlines Average Airline

Southwest Airlines4 ELEMENTS OF BUSINESS MODEL:

Competitive Advantage StrategiesQuality (Q) • Increase speed to level 9Cost ( C )• Reduce ticket price to level 1.3Differentiation (D)• Reduce lounges to level 1.2• Reduce meals to level 2.1• Increase friendly service to level 8.8Personalization (P)• Reduce personalization to level 1

Value Propositions (Innovative Processes)• Higher speed at lower cost• Friendlier service at lower cost

Targeted Customer Segments (Niches)• Frequent/Low-cost traveler• Early adopter/innovator; Non-customers

Value Quotient (VQ)• Benefit = Quality + Differentiation + Customization = (9 + 1.2 + 2.1 + 8.8 + 1)/5 = 22.1/5 = 4.42• Cost = 1.3• Value Quotient (VQ) = 4.52/1.3 = 3.4


STRATEGY RADAR: 40,000ft View of the Value Quotient

(for More Specifically Redesigning a Business Model & Value Proposition)




CUSTOMER VALUE PROPOSITION

• Uncluttered, fast, free, accurate search engine results and experience• Monetization of web page/site• Targeted, measurable, cost-effective, and relevant online advertising

BLUE OCEAN STRATEGIC PLAN FOR: GOOGLE SEARCH

CUSTOMER BENEFITS/EXPERIENCE

• Simple interface/Easy to use• Fast, accurate, and relevant results• Free search service• Unobtrusive ads; Site monetization• Targeted ads based on page’s content

VISION (“Future Headline”)

• Search engine platform; Software-as-a-Service (platform)• Advertising platform• Gateway to world’s knowledge-base

INDUSTRY/BUSINESS • Industry: Computer (Software); Advertising• Niche: Internet Search; Online Ads• Model: Business to Consumer (B2C); Business to Business (B2B); Platform

MAIN GOAL/OBJECTIVE/STRATEGY

Blue Ocean Strategic Plan for providing an unprecedented customer experience• (See Blue Ocean Compass & Blue Ocean Map; Blue Ocean PAD; Value Chain Model; Blue Ocean Dashboard)

MISSION/CORE VALUES

• “To organize the world's information and make it universally accessible and useful”• “Don’t Be Evil”

COMPANY BACKGROUND

• Location: Mountain View, California• Founder(s): Sergey Brin; Larry Page• Revenue: US$21.79 billion (2008)• No. of Direct Competitors:

PRODUCTS/SERVICES

• Internet Search Engine: Google Search• Online Bidding Platform: Adwords• Online Syndicated Ads: Adsense• Complementary Apps: Maps, etc.


BLUE OCEAN STRATEGIC PLAN: Strategic View of the Businessfor Facilitating IVQ Strategy Execution, Organizational Alignment, and Total Employee Engagement




E: ENVIRONMENT

• Competitors: Yahoo; AOL; MSN; etc.• Non-customers/Non-consumers• Partners/Complementors• Investors/Board of Directors• Gov./Community (Open Source)/Env.

GOOGLE’S VALUE CHAIN (Business Model)

P: PROCESSES/STRATEGIES

• Procurement; HR Mngt; Operations• Technology/R & D/Innovn/Production• Marketing/Branding/PR/Sales• Distribution/Logistics/Partnering• Customer Service (Relationship Mngt)

R: RETAILERS/DISTRIBUTORS/ CHANNELS• Website Owners• Content Providers: Individuals/ Corporations (Portals)• Affiliates; Partners: OEMs; Browsers

E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE• Highly Productive/Creative workers• (Experienced) Management• Patented PageRank Algorithm• Android: Operating System • Software Development Kits (SDK)

C: CUSTOMERS/CONSUMERS

• Web Users/Searchers: Desktop/Mobile• Website Owners• Advertisers - > Revenue• Enterprises (Search) -> Revenue• Software/API Developers

O: OUTPUTS/PRODUCT/SERVICE

• Google Search Engine/Search platform• Bidding & Advertising Platform: AdWords; AdSense; AdRank• Other Products/Apps such as Google Appliance

S: SUPPLIERS/MATERIALS

• Computers• Servers• Other Items

M: MACHINERY/EQUIPMENT/ FACILITYExternal •Efficient Data Centers/Scalable Architecture/Server Farms• WiFi Infrastructure• Satellite


Ideal Value Chain (Business Model): Tactical View“Perfect, Free, Simple, and Personalized (PFSP)”

KEY Revenue (Information Flow)

Cost (Information Flow)

Strategic Question: What is the Value Quotient (VQ) of elements of the value chain as well as the entire value chain?

“PFSP”




E: ENVIRONMENT

• Competitors• Non-customers/Non-consumers• Partners• Investors • Gov./Community/Society/Environment

IDEAL VALUE CHAIN (BUSINESS MODEL):Flows & Resources -

“Perfect, Free, Simple, and Personalized”

P: PROCESSES/STRATEGIES

• Procurement; HR Mngt; Operations• Technology/R & D/Innovn/Production• Marketing/Branding/PR/Sales• Distribution/Logistics/Partnering• Customer Service (Relationship Mngt)

R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE

E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE

C: CUSTOMERS/CONSUMERS O: OUTPUTS/PRODUCT/SERVICE

S: SUPPLIERS/MATERIALS M: MACHINERY/EQUIPMENT/ FACILITY


Template for Ideal Value Chain (Business Model)Flows & Resources for “Perfect, Free, Simple, and Personalized (PFSP)”

KEY Revenue (Information Flow)

Cost (Information Flow)

Strategic Question: What is the Value Quotient (VQ) of elements of the value chain as well as the entire value chain?





WHEEL OF OBSTACLES3 Internal Obstacles to Realizing the Ideal Value Quotient (IVQ) or Blue Ocean

WHEEL OF OBSTACLES

Enron

Traditional Airlines

“Me Too” Search Engines

AIG

Healthcare

Detroit Automakers

Alaska’s Road to Nowhere

Denver Airport

“Mom and Pop” Businesses




ENVIRONMENT/SUPPLIER PROCESSES

• Partnering/Complementing/Feedback• Merging/(De)Centralizing/Integration• Networking/Volunteering/Recycling• Convergence/(De)Regulation• Distributorship/Affiliates/Network

INNOVATIVE PROCESSES FOR REDESIGNING BUSINESS

MODELS & PURSUING THE IDEAL VALUE QUOTENT

DOMAIN-PROCESSES/FUNCTIONALITY • Digitalization/Idealization/Downsizing• Virtualization/Customization/DIY/JIT• Zero Defect/Lean/Six Sigma/Analytics• Automatic/Outsourcing/Scalability• Restructuring/Inventive Principles

CHANNEL/WHOLESALERS PROCESSES

• Multiple Channels/Syndication/Chain• Pyramid/Multi-level Markets/Wheel• Digitalization/Online/Word-of-mouth• Distributorship/Affiliates/Network• Advertising/Auction Platform/Partners

EMPLOYEE PROCESSES

• Specialization/IP Creation-Protection• Outsourcing/Sub-contracting/Agents• ‘Star’ Performers/Top grading/Fun• Wisdom of the Crowd/Co-creation• Cross-functional Teams/Downsizing

CUSTOMER PROCESSES

• Segmentation/Direct Selling/Branding• Cross-subsidy/Hybridized Markets• Subscription/Leasing/After Sale• Auction/Co-creation/Collaboration• Advertising/Freemium/Licensing

PRODUCT/SERVICE PROCESSES

• Product/Service-Platform/Package• Service-focus/Servicing/Upgrading• Performance-based Pricing/Discounts• Fixed product (shell) and recurring/ replaceable/upgradeable component

GENERAL PROCESSES

• Vertical/Horizontal Integration• Extension/Compression/Removal• Open Collaboration/Long Tail (80-20)• Unbundling/De-integration/Bundling• Convergence/Standardization/Self-X

MACHINERY/FACILITY PROCESSES

• Franchise/Leasing/Rental• Localization/Substitution/Reversal• Modularization/Standardization• Asymmetry/’Poka Yoke’/Nesting• Attributes Interdependency


INNOVATIVE PROCESSES FOR REDESIGNING BUSINESS MODELS & PURSUING THE IDEAL VALUE QUOTIENT

(Achieving apparently impossible business goals, strategies, and value propositions)





BLUE OCEAN NETWORK DIAGRAM (BOND)What and Why?

What is the Blue Ocean Network Diagram (BOND)?• A tool for redesigning business models, pursuing the Ideal Value Quotient (IVQ), and making better decisions • Universal tool and visual framework for quickly and systematically eliminating 3 critical obstacles to the Ideal Value Quotient (IVQ): poor business decisions; uninspiring business goals and targets; Red Ocean (“Me Too”) strategies & models• Global view of “What customers want” or “Voice of the Customer”

Why Blue Ocean Network Diagram (BOND)?• Facilitates decision-making for management and employees as well as board of directors• Facilitates organizational alignment and engagement especially for employees; everyone is on the same page and using the same metrics• Provides simple framework for visualizing Blue Ocean Strategy and IVQ• Provides simple visual framework for modeling as well as reviewing business strategies, objectives, models, assumptions, trade-offs, and decisions• Provides transparency in the selection and weighting of “value quotient factors” or decision-making criteria for evaluating possible business choices• Facilitates calculation of the value quotient for a business




4 Axioms of the Ideal Value Quotient (VQ)


1. Every object, which has sustainable growth, generally increases its Value Quotient (VQ) over time. Otherwise, the object declines and eventually dies.

2. A real-world object exhibits trade-offs or contradictions: advantages accompa-nied by disadvantages; benefits accompanied by costs; positives accompanied by negatives; delight accompanied by pain; good accompanied by evil.

3. An ideal object has an ideal Value Quotient (VQ), that is, lives in a “Blue Ocean” with no trade-off or contradiction: infinite advantages and no disadvantage; infinite benefits and no cost; infinite positive effects and no negative effect; infinite delight and no pain; good without any bad. The ideal object has zero mass and uses its internal and ‘free’ resources to perfectly do its job at no extra cost, at any time, and without any disadvantage.

4. Over time, a species or an ecosystem of real-world objects evolves towards the ideal object. Otherwise, the species declines and becomes extinct.




Related Concepts of the Ideal Value Quotient (VQ)


• Value Quotient (Value Engineering)

• Ideal Final Result (IFR); Ideality (TRIZ); SWOT Analysis (Business Planning)

• Benefit/Cost Ratio; Revenue to Cost Ratio (Financial Planning)

• Moore’s Law (Gordon Moore); Law of Accelerating Returns; Singularity (Ray Kurzweil)

• Disruptive Innovation (Clayton Christensen)

• Decision Theory: Rationality; Optimality; Satisficing Behavior (Economics)

• Invisible Hand; Market Forces (Economics); 80-20 Rule (Vilfredo Pareto)

• Theory of Evolution (Charles Darwin)




The Law of Increasing Value Quotient


The Value Quotient (VQ) of a technological device as well as living system tends to follow the shape of an envelope of S-Curves that progresses towards a point of infinite Value Quotient. Otherwise, the technological device or living system declines and dies.

Value Quotient (VQ)

Time

Envelope of S-Curves




INITIAL ELEMENT(“SEED”)

TIME

Past Present Future

Elements

System

Environment (Supersystem)

SPAC

E

PRESENT SYSTEM:

Space-Time Template for the Evolution of a SystemFor Facilitating the Making of Scenarios (for Business/Product) in Space and Time





1. Battelle, J. (2005) The Search. New York: Portfolio. 2. Chesbrough, H. (2006) Open Business Models. Boston: Harvard Business School (HBS) Press. 3. Christensen, C.; Raynor, M.E. (2003) The Innovator’s Solution. Boston: Harvard Business School

(HBS) Press.4. Jarvis, J. (2009) What Would Google Do?. New York: HarperCollins.5. Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS)

Press.6. King, R. (2009) The Zoomable Page for Innovative Thinking in Space and Time: How Geniuses

and World-class Innovators Really Think … And How Anyone Can Do So in 1 Minute or Less.Fresno: Ideal-Solution Management.

7. Shuen, A. (2008) Web 2.0. California: O’Reilly.

Dr. Rod King

Speaker, Consultant, and Trainer on Business Model Analysis, Design, and Innovation

[email protected] & http://businessmodels.ning.comhttp://twitter.com/RodKuhnKing

REFERENCES




Date post:	20-Aug-2015
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