THE ONE-PAGE BUSINESS ECOSYSTEM STORY: A Visual Handbook for Eliminating the Pain of Traditional...

& http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Ecosystems, Projects, and Trends”

Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE

HEROES

Compete Different

A Visual Handbook for Eliminating the Pain of Traditional Business Plans

A BUSINESS ECOSYSTEM STORY?

WHY USE

Solo Developer of “Sillycon Desert”

Copyright 2012. Dr. Rod King. [email protected]

“The Significant Problems We Have

Cannot Be Solved

At the Same Level of Thinking

With Which We Created Them.”

Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Albert Einstein (On the Need for Paradigm Shifting or Thinking Out Of The Box)

“Visually Organize and Manage the World’s Ecosystems, Projects, and Trends”


Welcome

To

The Age of

Blended Reality Games:

(BRG) “Where Every Thing is a Story”

Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Ecosystems, Projects, and Trends”


Hi. My Name is

Solomon Developer.

I Live in Blended Reality,

In a Place Called “Sillycon Desert.”

My Friends and Relatives Just Call Me,

“Solo”



“We are Creating A New Kind of Reality,

One in Which

Physical and Digital Environments,

Media, and Interactions

Are Woven Together Throughout Our Daily Lives.

In This World,

The Virtual and the Physical

Are Seamlessly Integrated.”

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

Institute for the Future Copyright 2012. Dr. Rod King. & http://twitter.com/RodKuhnKing

“Visually Organize and Manage the World’s Ecosystems, Projects, and Trends” Buy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit http://goo.gl/6NFFE



A Story

Is

A Disruptive But Meaningful

Organization of

Information Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Life

Is

The Story of An Ecosystem

That is Called

“The Universe" Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Everything

Or

Every Object

Can Be Seen As

A Story and

Part of a Larger Story Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Our Stories

Are

All Connected

In

The Ecosystem of the Universe



I Am …

Part of the Story of My Family,

Part of the Story of My Society,

Part of the Story of My Country,

Part of the Story of the Earth, and

Part of the Story of the Universe

I Am … Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


The Human Mind

Best Creates, Organizes, Manages, Evaluates, and

Shares Information

As

Stories



A Plan

Is Essentially

A (Fictional/Evidence‐based) Story

Containing Scenes and Scripts for

Achieving A Hierarchy of Goals in Time



Every Plan

Can Be Presented

As

A Storyboard of Scenes

That Create Greater Customer Value

Along a Timeline Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


As a Tool Beyond

The Maturity Stage of its Lifecycle,

The Traditional Business Plan

Is On Life Support and

Awaiting Death



Traditionally,

A Business/Strategic Plan

Does Not Focus On

Identifying, Validating, and

Solving

Customers’ Toughest Problems Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


A Business/Strategic Plan

Typically

Does Not Focus On

Greater Customer Value Creation

Over Time.

Focus is on Business Value Creation. Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


THE CRISIS: Wasteful Ecosystem of the Business/Strategic Plan (Validated Contradiction/Problem/Value/Hypothesis)

The Traditional Business/Strategic Plan

Organizes Ideas for Achieving Business Goals.

However, It Takes a Long Time to Prepare

& Quickly Becomes Obsolete and Not Executed.

The Story in a TraditionaI Business/Strategic Plan is Boring, Expensive, and Difficult to Update In

Today’s Highly Volatile Environment.Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


CONSEQUENCES OF THE BUSINESS/STRATEGIC PLAN CRISIS

Business Goals are Not Met: Declining Profit; Bankruptcy High Rate of Failure of Businesses Especially Startups

Large Waste of Resources: Money; Time; Labor; Energy

Slow Growth or Decline of Local/Regional/National Economy

Layoffs; Rising Unemployment

Competitive Disadvantage of Business/Industry/Region

Negative Multiplier Effect in the Business Ecosystem/Economy

Wasted Opportunities for Stakeholders



OVERVIEW OF CAUSES OF THE BUSINESS/STRATEGIC PLAN CRISIS

The Operation of BUSINESS ECOSYSTEMS

Is

Invisible, Notoriously “Messy,” Highly Volatile, and Difficult to Map

As Well As Difficult to Predict and Manage.

Consequently, Rigid and Detailed Business Plans are Inadequate for

Managing Information About How Businesses and Ecosystems Work.

Note that A Business or An Enterprise

Is Considered As

An Organism That Lives in Ever Faster & Open Business Ecosystems.



A BIG CHALLENGE

One of the Biggest Challenges

In Business

Especially for Startups

Is To Find

A Profitable and Scalable Niche of Customers



So,

Before a Detailed Business/Strategic Plan

Is Prepared,

Stories of the New Business Idea or Ecosystem

Should First Be Prototyped (Plotted; Modeled; Storyboarded), Tested, and Validated

Especially Using Feedback From

Traditional Customers and Non‐customers Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


10 REQUIREMENTS FOR A SOLUTION TO THE BUSINESS PLAN CRISIS

Any Alternative Story Tool or Document to a Traditional Business/Strategic Plan Should Be:

Simple (in Terms of Topics, Graphic Layout, and Content Description)

Lean or Slim: Takes Short Time to Initially Prepare (Hypotheses/Plan)

User‐friendly & Fun: Logic is Easy to Follow and Use; Fun to Present Flexible & Modular: Easy to Upgrade; Can Be Used With Other Tools

Comprehensive in Scope: Describes Why, What, and How of Business

Scalable: Can Easily be Expanded to a Full‐Scale Management Report

Updateable & Adaptive: Can Easily be Updated, Changed, or Managed

Versatile: Can Be Used for Many and Varied Tasks in Business & Life

Facilitates Collaboration, Execution, and Performance Management


Programmatic: Includes a Timeline for All Outcomes to be Achieved



A SOLUTION: A BUSINESS ECOSYSTEM STORY

This Visual Handbook Focuses on

The Natural Story Template of

“Business Ecosystem Story” Which Meets

All the Requirements of a Solution To the Business/Strategic Plan Crisis




A NEW PARADIGM SHIFT: From the Traditional Business/Strategic Plan to the Business Ecosystem Story

PRESENT PROBLEM/NEED/GOAL/JOB: Huge Waste of Time, Money, and Other Resources on Plans That Are Not Executed

PRESENT SYSTEM (Where currently are we?)

VALUE TRANSFORMATION TOOL – Evolve, Explore, or Disrupt: What if (Eliminate/Reduce/Increase/Create)

FUTURE SYSTEM (Where must we go?)

Short/Medium/Long‐term

Not Focused On Efficiently Identifying, Validating, and Solving Customers’ Toughest Problems

Boring; Voluminous

Expensive

Difficult to Update

Eliminate * Lots of Paperwork; Complexity * High Failure Rate of Projects

Reduce * Preparation Time; Cost; Waste

Increase * Execution; Versatility; Scalablity * Customer Feedback; Productivity * Testing; Iteration; Learning

Create * Ecosystem Story: (Pre)Feasibility * Minimum Viable Story (Brand/ Value Proposition) * Fun; Collaboration

Maximization of CUSTOMER VALUE

Maximization of DELIGHT

Minimization of PAIN

DREAM/ VISION/ Ideal Final Result (IFR): Value (+/‐)

Business EcosystemStory

Traditional Business/Strategic Plan

• Competing Tools for Organizing and Managing Ideas to Achieve Business Goals; Traditional Business/Strategic Plan; Business Model Canvas

• Time, Effort, and Cost as Well as Lack of Community for Learning How to Use New Tools for Organizing and Managing Business Stories

• Psychological Inertia: Reluctance and fear to change to a different system or tool; Little or no formal knowledge about business ecosystems

CONSTRAINTS (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?



The Deep Structure of

A Business Ecosystem Story is Based on

The Universal Organizing Principle of

“End” and “Means”:

WHY? WHAT? HOW? End Means



Let’s Start With …



WHY?



Why Use a Business Ecosystem Story?

Business Ecosystem Stories

Would Radically Change

How You See Things in Business & Life

As Well As Help You Make

A Positive Dent in the World



The Business Ecosystem Story

Is

A Universal Planning & Management Tool (Natural Story Template)

That Supersedes

Traditional, Rigid, and “Boring” Plans:

Business Plans; Value Chain Plans; Business Model Plans

Strategic Plans; Marketing Plans; Performance Dashboards

Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http //twitter.co: m/RodKuhnKing

Product Plans; Personal Development (HR) Plans


6 Other Reasons

Why You May Want to Use




Story #1:

Build a

Disruptive Business Ecosystem

That Competes Differently and

Makes Competitors Irrelevant Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Story #2:

Deeply Inspire, Engage, and Align

Employees and

Other Stakeholders in

Your Business Ecosystem Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Story #3:

Maximize Current Attractiveness

‐ Maximize Delight (Strengths) and

Minimize Pain (Weaknesses) ‐

Of Your Business Ecosystem Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Story #4:

Maximize Future Attractiveness

‐ Maximize Opportunities and

Minimize Threats (Risks) ‐

Of Your Business Ecosystem Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Story #5:

Identify,

Validate, and Solve

Customers’ Toughest Problems or

Big Urgent Market ProblemsCopyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Story #6:

Simply Translate

Your Dreams, Vision, and Plans

Into

Reality Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


Let’s Go On To …



WHAT?



What is a Business Ecosystem Story?

A Business Ecosystem Story Is

A Natural Story Template (End‐Means Model) For Identifying, Validating, and Solving

Customers’ Toughest Problems.

A Business Ecosystem Story Comprehensively Maps The Story (Why‐What‐How) of

Any Organization: Past, Present, and/or Future



In Particular,

A Business Ecosystem Story

Visually Answers

3 UNIVERSAL STORY QUESTIONS (USQ):

WHY does the organization exist?

WHAT needs does the organization fulfill?

HOW does the organization fulfill needs?





Using the List of Outcomes

For a Completed Business Ecosystem Story

Together With the Framework of

The 3 Universal Story Questions,

You Could Narrate

Engaging “Why‐What‐How” Stories

For

Any Given Business Ecosystem or its Parts

A Successful Business Ecosystem Story

Reflects

The Logic of

A Validated

Customer Problem – Solution

(Product‐Market Fit)





Every Stakeholder in Every Organization

Must Always Know, Read, and Understand

Its Business Ecosystem Story

Because


Contains the Logic of

Why and How a Business Ecosystem

Succeeds or Fails in Adding Great Value


Is

An Important Tool for

Organizational Storytelling,

Planning, Decision‐Making, and Management:

Every Decision, Action, Initiative, or Project

Impacts or Is Impacted By


The Business Ecosystem


Who Uses a Business Ecosystem Story?

Organizations: Profit/Not‐for‐Profit Investors; Financiers; Board of Directors Leaders; Managers; Corporate Storytellers

Business Accelerators/Incubators/Communities

Business Advisors/Mentors/Coaches/Bloggers

Planners; Strategists; Marketers; Inventors

Business Model Innovators; Problem Solvers

Startups; Entrepreneurs; Professionals; Students Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing


4 CATEGORIES OF NEEDS IN A BUSINESS ECOSYSTEM


4 CATEGORIES OF

NEEDS IN

A BUSINESS ECOSYSTEM

PHYSICAL Needs EMOTIONAL Needs

INTELLECTUAL Needs SPIRITUAL Needs




Uses

A Business Ecosystem

As

A Unit of Storytelling,

Planning, Analysis, Design, Innovation, And Performance Management



General Definition of Business Ecosystem

A “Business” or An “Enterprise”

Is

A System, Living Organization, or An Organism

With Physical, Intellectual, Social, and/Or Spiritual Goals For Viably Solving

The Problems of Customers, the Business, and Society.

A BUSINESS ECOSYSTEM

Is


A Supersystem or Superorganism


Specific Definition of Business Ecosystem

A Business Ecosystem is

A Scene, Frame, Snapshot, Storyboard, Story Plot, Dashboard, Business Model, or Dynamic Simulation of

A Superorganism, Living Organization, or Community

That Viably Pursues and Achieves a Hierarchy of Goals Especially of

Increasing the Number of Profitable “Species” &

Delivering Greater Value in the Ecosystem



BENEFITS OF USING A BUSINESS ECOSYSTEM STORY


Greater Productivity & Success; Unique Insights & Opportunities

BENEFITS OF

USING

A BUSINESS ECOSYSTEM STORY (Natural Story Template)

Versatile, Fractal & Scalable Platform: Basic Tool for

“Business Theory of Everything”

Universal Storytelling Language & Faster Knowledge Transfer

Shared Understanding & Greater Focus

Simple and Memorable Outline of 9 Topics: “SEMPORCES”

Fun Metaphor & Collaboration for Customer Problem Solving

Easier Updates & Performance Management

Shared Vision & Value



Let’s Conclude With …



HOW?



How Are Business Ecosystem Stories Structured?

Every Business Ecosystem Story Has

The Same Topics, Parts, Modules, Skeleton, Acts, Configuration, or Structure of Elements:

9 Archetypal Topics or Basic “Species” That are

Arranged in a Linear Pattern Such As in A Chain or River



The 9 Topics of a Business Ecosystem Story: SEMPORCES


& http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Suppliers/Inputs/Partners S

Employees/Brand/IP/etc. E

C

O

S

Y

S

T

E

M

E

Machinery/Tool/etc. M

Process/Strategy P

Output (Product/Service) O

Retailers/Channels (CRM) R

Customers/Consumers C

Environment (Global) E

Shared Value (Delight/Pain) S



Example 1: Business Ecosystem Story of SOUTHWEST AIRLINES (1971)


S Suppliers/Inputs/Partners: Capital; Boeing; Fuel Suppliers E

C

O

S

Y

S

TE

M

Employees/Brand/IP/etc.: Founders; Fun and Lean Crew E

Machinery/Tool/etc.: 737 Aircrafts; Secondary Airports M

Process/Strategy: Frequent Point‐to‐Point Flights P

Output (Product/Service): Reliable & Very Low Priced Flights O

Retailers/Channels (CRM): Check‐in Booth (in Airports) R

Customers/Consumers: Low‐end Market/‘Local Tourists’ C

Environment (Global): Long Haul Airlines: United Airlines; … E Shared Value (Delight/Pain): “The Speed of a Plane at the Price of a Car … Whenever You Need It”; Extraordinary ROI

S

Validated Pain and Problems of Long Haul Airlines: Expensive Flights; Rigid Schedules; Inconvenient Access to Airports



Example 2: Business Ecosystem Story of CIRQUE DU SOLEIL (1984)


S Suppliers/Inputs/Partners: Capital; Prop Makers E

C

O

S

Y

S

T

E

M

Employees/Brand/IP/etc.: Founders; Actors/Acrobats/Clowns E

Machinery/Tool/etc.: Glamorized Tents; Unique Theater M

Process/Strategy: Multiple Theater‐Circus Productions P

Output (Product/Service): Thematic Theater‐Circus Show O

Retailers/Channels (CRM): Ticket Offices; On Site (Sale) R

C

Environment (Global): Ringling Bros …; Regional Circuses; … E Shared Value (Delight/Pain): Artistic and Musically Themed Circus Show; Extraordinary ROI; “We Reinvent the Circus”

S

Customers/Consumers: Higher Income Adults/Families Validated Pain and Problems of Traditional Circus: ‘Crass’ Circus Entertainment in ‘Crass’ Venues; Abuse of Circus Animals





(1998) Example 3: Business Ecosystem Story of GOOGLE SEARCH

S Suppliers/Inputs/Partners: Capital; Content Owners on Web

E

C

O

S

Y

S

T

E

M

Employees/Brand/IP/etc.: Founders; Proprietary Algorithm E

Machinery/Tool/etc.: Search Engine; IT Search Platform M

Process/Strategy: Manage IT Platform/Auction; Blue Ocean P

Output (Product/Service): Accurate Results; Targeted Ads O

Retailers/Channels (CRM): google.com; Affiliated web sites R

Customers/Consumers: Advertisers; Web searchers C

Environment (Global): Yahoo; Overture; Ask; Alta Vista; … E Shared Value (Delight/Pain): Free and Accurate Results; Targeted Ads; Extraordinary ROI; “Do No Evil”

S

Validated Pain and Problems of Traditional Search Engines: Poorly Targeted and Annoying Ads; Inaccurate Search Results




Ecosystem Story Questions for

An Organization’s Business Ecosystem Story

Narrative: 3

WHY does [Organization] exist? WHAT needs does [Organization] fulfill? HOW does [Organization] fulfill needs?




Te

mplate #1: Business Ecosystem Story of …………………………………..


C

O

S

Y

S

T

E

M

E


Process/Strategy P






Suppliers/Inputs/Partners: S

Validated Pain and Problems of Traditional (Top Dog) Products/Services


Template #2: Customer (Underdog) in a Business Ecosystem Story



Suppliers/Inputs/Partners: Alliances S

Employees/Brand/IP/etc.: Mentor; Supporting Team E

Machinery/Tool/etc.: Special or Unique Tool/Place M

Process/Strategy: Plot; Stratagems/Strategies/Tactics; Job P

Output (Product/Service): Super Tool/Service/Information O

Retailers/Channels (CRM): Distributor/Media/Messenger R

Customers/Consumers: Hero (Protagonist); Problems; Needs C

Environment (Global): Antagonist; Competitors; Constraints E

Shared Value (Delight/Pain):

E

S

S

T

E

C

O

Y


M Shared Dream/Vision/Value/ S


Ideals/ Goals/Results/Outcomes



Template #3: Customer Ecosystem Story of …………………………………..


C

O

S

Y

S

T

E

M

Suppliers/Inputs/Partners: S

E


Process/Strategy P










Ecosystem Story: Underlying Logic of “SEMPORCES” Chain

Suppliers/Inputs/Partners S Upstream


C

O

S

Y

S

T

E

M

HOW?

[D]esign System

‐ Input/Processing/Output (System)

E


Process/Strategy P

Midstream

System

Global/Local Environment

WHAT?

[N]eeds

‐






Product‐(Feedback)Market Fitness

Left Brain – Evaluate

SUPPLY SYSTEM (Inside the Enterprise)

Right Brain – Explore

DEMAND SYSTEM (Outside the Enterprise)

Downstream WHY? [A]spirations System ‐ Result (Effect)

Total Brain – Envision SHARED VALUE (= Delight/Pain)


Business Ecosystem Story as a Fractal of 9 Stories



Employees/Brand Story E

C

O

S

Y

S

T

E

M

E

Machinery/Tool Story M

Process/Strategy Story P

Output (Product/Service) Story O

Retailers/Channels (CRM) Story R

Customer/Consumer Story C

Environment (Global) Story E

Shared Value (Delight/Pain) Story S

Suppliers StoryS


The 9 Topics



Of

A Business Ecosystem Story

Can Be Used

Topics

For

Ecosystem

As

Interview


Stakeholders in an

[email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing “Visually Organize and Manage the World’s Ecosystems, Projects, and Trends”


The Gr sperity

Criti On

The Health an fecycle Stage

Their Busin cosystems

owth and Pro

Of

Individuals and Enterprises

cally Depend

d Li

Of

ess E

Copyright 2012. Dr. Rod King.



T y

Efficie Used

To Id olve

Big U MPs)

he Business Ecosystem Stor

Can

ntly and Cost Effectively Be

entify, Validate, and S

Customers’ Toughest Problems

Especially

rgent Market Problems (BU



BRG # nslation 1: Business Ecosystem Story ‐ Tra

* Print out/Draw Large (“SEMPORCES”) Templates

for

* Translate Each of Your Following Documents:

Business Plan; Strategic Plan; Product Plan; Business Idea Business Scorecard

Mission/Vision/Value

Dreams/Vision

Into a

the Business Ecosystem Story

Model (Canvas); Value Chain; Balanced

Statements

One‐Page Business Ecosystem Story


BRG #2: Business Ecosystem Story ‐ Evaluation

* Print out/Draw Large (“SEMPORCES”) Templates

for the Business Ecosystem Story

* Map/Document and Evaluate Customers’ Problems

Business

Using a One‐Page Business Ecosystem Story of

Your Business Your Main Customer’s Business

Your Supplier’s Your Main Competitor’s Business





BRG #3: Fun Collaborative Project

Use a Social Media Platform

Prepare

a Description for

Business Ecosystem: C‐E‐S

Such as Twitter To Collaboratively

A Story For Your Organization or Project: [Organization’s] Business Ecosystem Story.Each ollabC orator SubmitsEach of 9 Topics of the

P‐O‐R‐S‐E‐M‐




BONUS



BUSINESS ECOSYSTEM PROJECT MANAGEMENT

MAPPING, PLANNING, AND MANAGING

ANY EVENT

ANY BUSINESS

IN

SPACE AND TIME

OR

ECOSYSTEM STORY




Building

A

Planning, Executing, and Managing

An Arduous Epic Journey

Profitable & Sustainable Business Ecosystem

Involves

The Story of




The Disruptor’s Arrow of Time

Effectively

Is

An All‐in‐One Tool

As Well As

A Living Map

For

Managing Stories in Space and Time




You Can Use the Visual Tool of

The

To Plan, Present, and Manage

The Evolution em Story:

Enterprises; Organizations;

Tools; Facilities; Employees; Teams; Society; Industries;

Disruptor’s Arrow of Time (DAT)

of Any Ecosyst

Non‐profit

Products;

the World; Universe Copyright 2012. Dr. Rod King. [email protected]


Presents



Two or ystems

A Valu

Past & Pres nt & Future

More Scenes, Systems, or Ecos

That Are

Arranged in a Timeline.

e Transformation Tool or Process

Occupies the Space Between


ent as well as Prese



Can Be nswer

What is the exi tion or problem? Where were we? Where How


Used to A

The 6 Customer Problem Solving Questions:

sting situa

currently are we? Where must we go?

should we get there? What are the constraints?

Disruptor’s Arrow of Time (DAT): ………………………………………..…………….………………….. Client/Customer: ………….………………..

OB: ………………………………………..………………………………………………………. Date: ……………………………

…….……

PROBLEM/NEED/GOAL/J …….……

PRESENT “SYSTEM” (Where currently are we?)


FUTURE “ S(Where must

Short/Medium/

YSTEM” we go?) Long‐term



“Blue Ocean”

“Red Ocean”

DREAM/VISION/

Ideal Final Result (IFR): Value (+/‐)

CONSTRAINTS What are constrain( ts/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?

ECOSYSTEM Story on Arrow of Time (ESAT): ………………………..…………….………………….. Client/Customer: ………….………………..…….……

PROBLEM/NEED/GOAL/JOB: ………………………………………..………………………………………………………. Date: ………………………………….……

PRES ory” ENT “ECOSYSTEM St(Where currently are we?)


FUTU ry” RE “ ECOSYSTEM Sto(Where must we go?)

Short/Medium/Long‐term

S

E

M

P

O

R

C

E

S

S

E

M

P

O

R

C

E

S

DREAM/ VISION/ Ideal Final Result (IFR): Value (+/‐)

CONSTRAINTS



(What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/IFR)?



This Blended Reality Presentation

Is

Available for

FREE ON THE INTERNET

Why Not



Downlo a Copy,

ad

Now?




Please Share

‐ Especially on Social Media

Such As Facebook ‐

This Story

In Your Involving

Friends, and

Family

Twitter and

Blended Reality

Ecosystem

Colleagues,




Reinvent the Way

B s

Crea ged, Evaluated, and Shared

Let’s

usiness Plans and Storie

Are

ted, Organized, Mana




Help to

“Radically Improve

The World’s Greatness”




See the Universe

A Blended Lens

Using Template

‐P‐O‐R‐C‐E‐S”

Through

Reality

The Natural Story

Of


“S‐E‐M

Life must ard … be lived forw

.Backwards Understood Be Only Can But


Based on a Quote by Soren Kierkegaard

Danish Philosopher




http://goo.gl/6NFFEBuy the ebook - “The Business DNA Model for Business Investors, Mentors, and Startups” - for $8. Visit

THANKS!

Date post:	21-Oct-2014
Category:	Business
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