The document discusses ambidextrous leadership and provides examples. It defines an ambidextrous leader as someone who effectively creates win-win solutions, especially by resolving conflicts or managing contradictions for the growth of an ecosystem. It notes that continuous growth in an ambidextrous environment requires effective ambidextrous leadership. It lists examples of contradictions or dilemmas that ambidextrous leaders must manage, such as change vs stability, innovation vs improvement, and short-term vs long-term value.

1. Indra
Nooyi
Ken
Chenault
Jack
Welch
Bob
Young
A.G.
Lafley
Genrich
Altshuller
Isadore
Sharp
Steve
Jobs
Job
To
Get
Done
(Market/Goal):
Simply
and
rapidly
create
win-­‐win
solu4ons
especially
by
resolving
conflicts,
contradic4ons,
and
bipolari4es
AMBIDEXTROUS
LEADERS
(Win-­‐Win
or
Integra.ve
Thinkers)
HALL
OF
FAME
FOR
AMBIDEXTROUS
LEADERS
(Win-­‐Win
or
Integra.ve
Thinkers)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

2. Ambidextrous
Leadership
PaleUe
PaleUe
of
5
Leadership
Styles
The
EffecYveness
of
a
Leadership
Style
Depends
on
its
Environment
AMBIDEXTROUS
LEADER
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
(Startup)
CONTINUOUS
IMPROVEMENT
(Company)
Shaping
Leadership
AdapYve
Leadership
Visionary
Leadership
Classic
Leadership
TransiYon
Leadership

3. Ambidextrous
Leaders
&
Growth
Strategists
12
Visual
Tools
for
Rapidly
CreaYng
and
Delivering
Win-­‐Win
SoluYons
q
Ambidexterity
Spectrum
q
8
Key
Roles
of
an
Ambidextrous
Leader
q
Ambidextrous
Leadership
Galaxy
q
Ambidextrous
Radar
Chart
(ARC)
q
3
Disciplines
of
an
Ambidextrous
Leader
q
Business
Story
Theater
q
BCG-­‐Business
Model
Strip
q
PaleUe
of
Ambidextrous
Growth
Strategy
q
Ambidextrous
Strategy
Poraolio,
Stories
and
Tools
q
Value
Map
(Generic
&
Classic
Strategy
PaleAes)
q
Win-­‐Win
Loop
&
System
q
Red
Ocean
DisrupYon
(ROD)
Storyboard
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing

4. Ambidexterity
Spectrum

5. Ambidexterity
Change
(“Interface”)
Stability
(“Skeleton”)
In
Today’s
World
of
Globaliza4on,
Every
Living
Environment
is
Ambidextrous.
Every
Living
Environment
is
A
Mix
of
Change
and
Stability
In
Space
and
Time.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Ambidexterity
Spectrum
Ambidextrous
Environment
InnovaYon
q Vola.lity
q Uncertainty
q Complexity
q Ambiguity
Improvement
q Intransience
q Certainty
q Simplicity
q Unambiguity

6. Ambidexterity
Stability
(“Skeleton”)
Where
on
the
Ambidexterity
Spectrum
is
Your
OrganizaYon?
Where
on
the
Ambidexterity
Spectrum
Are
You?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Ambidexterity
Spectrum
Ambidextrous
Environment
Change
(“Interface”)
InnovaYon
q Vola.lity
q Uncertainty
q Complexity
q Ambiguity
Improvement
q Intransience
q Certainty
q Simplicity
q Unambiguity

7. One
of
the
Greatest
Challenges
for
Today’s
Leaders
Is
to
ConBnuously
Achieve
Growth
In
an
Ambidextrous
Environment

8. ConBnuous
Growth
In
an
Ambidextrous
Environment
Requires
EffecBve
Ambidextrous
Leadership

9. But,
Who
is
an
“Ambidextrous
Leader”?
An
Ambidextrous
Leader
is
Someone
Who
EffecYvely
Creates
Win-­‐Win
SoluYons
-­‐
Especially
by
Resolving
and/or
Managing
Bipolari.es
(Conflicts;
Apparent
Contradic.ons)
-­‐
For
the
Growth
and
Prosperity
of
an
Ecosystem
Examples
of
Bipolari.es
(Dilemmas/Conflicts)
q Change
vs.
Stability
q Chaos
(Discon.nui.es)
vs.
Order
(Con.nui.es)
q Short-­‐term
Value
(Profit)
vs.
Long-­‐term
Value
(Profit)
q Innova.on
vs.
Improvement
Projects
q Disrup.ve
vs.
Incremental
Innova.on
q Moderniza.on
(New)
vs.
Tradi.on
(Old)
q Decentraliza.on
vs.
Centraliza.on
q Vision
(Planning)
vs.
Reality
(Execu.on)
q Big
Picture
(Zoom
out)
vs.
Details
(Zoom
in)
q Emo.on
vs.
Logic
q Explora.on
(Flexibility)
vs.
Exploita.on
(Rigidity)
q Outside-­‐in
(Why-­‐How)
vs.
Inside-­‐out
(How-­‐Why)
q Individualism
(Self)
vs.
Teamwork
(Other)
q Market-­‐centricity
vs.
Product-­‐centricity
q Whole
(Out
of
the
box)
vs.
Part
(in
the
box)

10. HOW
DOES
SOMEONE
BECOME
AN
AMBIDEXTROUS
LEADER?

11. Highly
Recommended
Resource
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.

12. Ambidextrous
Leadership
Galaxy

13. SEGMENTER
Match
approach
to
environment
DISRUPTER
Review
diagnosis
and
segmenta4on
TEAM
COACH
Select
the
right
people
for
the
job
SALESPERSON
Advocate
for
the
strategic
choices
(stories)
INQUISITOR
Ask
probing
ques4ons
to
help
thinking
ACCELERATOR
Put
weight
behind
cri4cal
ini4a4ves
ANTENNA
Selec4vely
amplify
important
signals
DIAGNOSTICIAN
Take
an
external
perspec4ve
Job
To
Get
Done
(Market/Goal):
Simultaneously
play
different
roles
in
an
organiza4on
while
audi4ng/execu4ng
mul4ple
approaches
to
strategy
in
an
ambidextrous
environment
Source
of
Informa.on
on
Roles
of
Leader
as
Animator
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
AMBIDEXTROUS
LEADER
(BUSINESS
MODEL
ANIMATOR):
8
Key
Roles
AMBIDEXTROUS
LEADERSHIP
GALAXY

14. SEGMENTER
Match
approach
to
environment
DISRUPTER
Review
diagnosis
and
segmenta4on
TEAM
COACH
Select
the
right
people
for
the
job
SALESPERSON
Advocate
for
the
strategic
choices
(stories)
INQUISITOR
Ask
probing
ques4ons
to
help
thinking
ACCELERATOR
Put
weight
behind
cri4cal
ini4a4ves
ANTENNA
Selec4vely
amplify
important
signals
DIAGNOSTICIAN
Take
an
external
perspec4ve
1 2 3
4 5
6 7 8
AMBIDEXTROUS
LEADER
(BUSINESS
MODEL
ANIMATOR):
8
Key
Roles
Source
of
Informa.on
on
Roles
of
Leader
as
Animator
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Job
To
Get
Done
(Market/Goal):
Simultaneously
play
different
roles
in
an
organiza4on
while
audi4ng/execu4ng
mul4ple
approaches
to
strategy
in
an
ambidextrous
environment
AMBIDEXTROUS
LEADERSHIP
GALAXY

15. SEGMENTER
Match
approach
to
environment
DISRUPTER
Review
diagnosis
and
segmenta4on
TEAM
COACH
Select
the
right
people
for
the
job
SALESPERSON
Advocate
for
the
strategic
choices
(stories)
INQUISITOR
Ask
probing
ques4ons
to
help
thinking
ACCELERATOR
Put
weight
behind
cri4cal
ini4a4ves
ANTENNA
Selec4vely
amplify
important
signals
DIAGNOSTICIAN
Take
an
external
perspec4ve
1 2 3
4 5
6 7 8
Job
To
Get
Done
(Market/Goal):
……………………………………………………………………………………………………………………
………………………………………………………………………………………………………………………………………………………………………..
(1-­‐10)
(1-­‐10)
(1-­‐10)
(1-­‐10)
(1-­‐10)
(1-­‐10)
(1-­‐10)
(1-­‐10)
AMBIDEXTROUS
LEADERSHIP
ASSESSMENT
(ALA)
AMBIDEXTROUS
LEADER
(BUSINESS
MODEL
ANIMATOR):
8
Key
Roles
Source
of
Informa.on
on
Roles
of
Leader
as
Animator
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
AMBIDEXTROUS
LEADERSHIP
GALAXY

16. Ambidextrous
Radar
Chart
(ARC)

17. Ambidextrous
Radar
Chart
(ARC)
Ambidextrous
Leadership
Assessment
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
0
2
4
6
8
10
Diagnos.cian
Segmenter
Disrupter
Team
Coach
Salesperson
Inquisitor
Antenna
Accelerator
Ideal
Ambidextrous
Leader
Unambidextrous
Leader
Source
of
Informa.on
on
Roles
of
Leader
as
Animator
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Competency
Scale
1:
Low
10:
High

18. Ambidextrous
Radar
Chart
(ARC)
Ambidextrous
Leadership
Assessment
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
0
2
4
6
8
10
Diagnos.cian
Segmenter
Disrupter
Team
Coach
Salesperson
Inquisitor
Antenna
Accelerator
Competency
Scale
1:
Low
10:
High
Source
of
Informa.on
on
Roles
of
Leader
as
Animator
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.

19. 3
Disciplines
Of
An
Ambidextrous
Leader
(Business
Model
Animator)

20. 3
Disciplines
of
an
Ambidextrous
Leader
Source
of
Informa.on
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
q Leading:
Help
leaders
to
animate
and
coordinate
the
mix
or
paleUe
of
Ambidextrous
Strategy
q Combining:
EffecYvely
manage
a
poraolio
of
mulYple
approaches
to
strategy
in
different
parts
of
business
or
in
mulYple
Yme
horizons
q SelecYng
and
Matching:
Match
and
execute,
for
a
given
part
of
a
business,
the
approach
to
strategy
that
matches
or
fits
with
the
environment

21. Source
of
Informa.on
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Strategy
PaleUe
(Archetypal
Strategies)
Leading
(Coordina.ng)
Combining
SelecYng
&
Matching
3
Disciplines
of
an
Ambidextrous
Leader

22. Source
of
Informa.on
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Strategy
PaleUe
(Archetypal
Strategies)
Leading
(Coordina.ng)
Combining
SelecYng
&
Matching
3
Disciplines
of
an
Ambidextrous
Leader
One
Business
Unit
(One-­‐handed
Strategy)

23. Source
of
Informa.on
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Strategy
PaleUe
(Archetypal
Strategies)
Leading
(Coordina.ng)
Combining
SelecYng
&
Matching
3
Disciplines
of
an
Ambidextrous
Leader
One
Business
Unit
(One-­‐handed
Strategy)
Mul.ple
Business
Units
(Ambidextrous
Strategy)

24. Source
of
Informa.on
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Strategy
PaleUe
(Archetypal
Strategies)
Leading
(Coordina.ng)
Combining
SelecYng
&
Matching
3
Disciplines
of
an
Ambidextrous
Leader
(1-­‐10)
One
Business
Unit
(One-­‐handed
Strategy)
Mul.ple
Business
Units
(Ambidextrous
Strategy)

25. Business
Story
Theater

26. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
(Back
Stage)
(Front
Stage)
(Basement)
(Center
Stage)

27. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Back
Stage)
(Front
Stage)
(Basement)
(Center
Stage)
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)

28. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
VALUE
CREATION
(Back
Stage)
VALUE
DELIVERY
(Front
Stage)
VALUE
CAPTURE
(Basement)

29. Who?
How?
Why?
Ø OFFER
(Product/Service)
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
VALUE
CREATION
(Back
Stage)
VALUE
DELIVERY
(Front
Stage)
VALUE
CAPTURE
(Basement)

30. Who?
How?
Why?
VALUE
CAPTURE
ANIMATOR
CUSTOMER
GROWTH
ANIMATOR
ENTERPRISE
ANIMATOR
Ø OFFER
(Product/Service)
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
VALUE
CREATION
(Back
Stage)
VALUE
DELIVERY
(Front
Stage)
VALUE
CAPTURE
(Basement)

31. Who?
How?
Why?
VALUE
CAPTURE
ANIMATOR
q DiagnosYcian
CUSTOMER
GROWTH
ANIMATOR
q Salesperson
q Antenna
ENTERPRISE
ANIMATOR
q Segmenter
q Disrupter
q Team
Coach
q Inquisitor
q Accelerator
Ø OFFER
(Product/Service)
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
Source
of
Informa.on
on
Roles
of
Leader
as
Animator:
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
VALUE
CREATION
(Back
Stage)
VALUE
DELIVERY
(Front
Stage)
VALUE
CAPTURE
(Basement)

32. Who?
How?
Why?
VALUE
CAPTURE
ANIMATOR
q DiagnosYcian
CUSTOMER
GROWTH
ANIMATOR
q Salesperson
q Antenna
ENTERPRISE
ANIMATOR
q Segmenter
q Disrupter
q Team
Coach
q Inquisitor
q Accelerator
Ø OFFER
(Product/Service)
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
SUPPLY
SIDE
(Back
Stage)
DEMAND
SIDE
(Front
Stage)
VALUE
SIDE
(Basement)
Source
of
Informa.on
on
Roles
of
Leader
as
Animator:
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Ambidextrous
Leader
(Business
Model
Animator)
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)

33. Who?
How?
Why?
VALUE
CAPTURE
ENGINE
CUSTOMER
GROWTH
ENGINE
ENTERPRISE
ENGINE
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
SUPPLY
SIDE
(Back
Stage)
DEMAND
SIDE
(Front
Stage)
VALUE
SIDE
(Basement)
4Q-­‐Business
Model
Strip
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
Ø OFFER
(Product/Service)

34. Who?
How?
Why?
VALUE
CAPTURE
ENGINE
q Strategy
(Profit/Margin;
Experience)
CUSTOMER
GROWTH
ENGINE
q Customer
Segment
q Channels
q Customer
RelaYonships
ENTERPRISE
ENGINE
q Supplier/Inputs
(Partners)
q Key
Resources
q Key
AcYviYes
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
(Center
Stage)
SUPPLY
SIDE
(Back
Stage)
DEMAND
SIDE
(Front
Stage)
VALUE
SIDE
(Basement)
4Q-­‐Business
Model
Strip
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
q PAIN:
Cost
(Structure)
q DELIGHT:
Revenue
(Streams)
Ø OFFER
(Product/Service)
q Value
ProposiYon
(Job
To
Get
Done)

35. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
8
Key
Roles
of
an
Ambidextrous
Leader
(Business
Model
Animator)
q PAIN:
Cost
(Structure)
q DELIGHT:
Revenue
(Streams)
VALUE
CAPTURE
ENGINE
q Strategy
(Profit/Margin;
Experience)
CUSTOMER
GROWTH
ENGINE
q Customer
Segment
q Channels
q Customer
RelaYonships
ENTERPRISE
ENGINE
q Supplier/Inputs
(Partners)
q Key
Resources
q Key
AcYviYes
Ø OFFER
(Product/Service)
q Value
ProposiYon
(Job
To
Get
Done)

36. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
q PAIN:
Cost
(Structure)
q DELIGHT:
Revenue
(Streams)
VALUE
CAPTURE
ENGINE
q Strategy
(Profit/Margin;
Experience)
CUSTOMER
GROWTH
ENGINE
q Customer
Segment
q Channels
q Customer
RelaYonships
ENTERPRISE
ENGINE
q Supplier/Inputs
(Partners)
q Key
Resources
q Key
AcYviYes
Ø OFFER
(Product/Service)
MISSION/VISION/GOAL/OBJECTIVE
q Value
ProposiYon
(Job
To
Get
Done)

37. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
q PAIN:
Cost
(Structure)
q DELIGHT:
Revenue
(Streams)
VALUE
CAPTURE
ENGINE
q Strategy
(Profit/Margin;
Experience)
CUSTOMER
GROWTH
ENGINE
q Customer
Segment
q Channels
q Customer
RelaYonships
ENTERPRISE
ENGINE
q Supplier/Inputs
(Partners)
q Key
Resources
q Key
AcYviYes
Ø OFFER
(Product/Service)
MISSION/VISION/GOAL/OBJECTIVE
Industry/Market
q Value
ProposiYon
(Job
To
Get
Done)

38. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
q PAIN:
Cost
(Structure)
q DELIGHT:
Revenue
(Streams)
VALUE
CAPTURE
ENGINE
q Strategy
(Profit/Margin;
Experience)
CUSTOMER
GROWTH
ENGINE
q Customer
Segment
q Channels
q Customer
RelaYonships
ENTERPRISE
ENGINE
q Supplier/Inputs
(Partners)
q Key
Resources
q Key
AcYviYes
Ø OFFER
(Product/Service)
q Value
ProposiYon
(Job
To
Get
Done)
Threat
of
SUBSTITUTES
Threat
of
NEW
ENTRANTS
Bargaining
Power
of
SUPPLIERS
Bargaining
Power
of
CUSTOMERS
MISSION/VISION/GOAL/OBJECTIVE

39. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
BUSINESS
SYSTEM
(Enterprise;
Industry)
Threat
of
SUBSTITUTES
Threat
of
NEW
ENTRANTS
Bargaining
Power
of
SUPPLIERS
Bargaining
Power
of
CUSTOMERS

40. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
ENVIRONMENT
(Global/Local
Economy)
BUSINESS
SYSTEM
(Enterprise;
Industry)

41. Who?
How?
Why?
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
q PAIN:
Cost
(Structure)
q DELIGHT:
Revenue
(Streams)
VALUE
CAPTURE
ENGINE
q Strategy
(Profit/Margin;
Experience)
CUSTOMER
GROWTH
ENGINE
q Customer
Segment
q Channels
q Customer
RelaYonships
ENTERPRISE
ENGINE
q Supplier/Inputs
(Partners)
q Key
Resources
q Key
AcYviYes
Ø OFFER
(Product/Service)
MISSION/VISION/GOAL/OBJECTIVE
ENVIRONMENT
(Global/Local
Economy)
q Value
ProposiYon
(Job
To
Get
Done)

42. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
ENVIRONMENT
(Global/Local
Economy)
BUSINESS
SYSTEM
(Enterprise;
Industry)
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Who?
How?
What?
Why?

43. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
ENVIRONMENT
(Global/Local
Economy)
BUSINESS
SYSTEM
(Enterprise;
Industry)
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Who?
How?
What?
Why?
Channel
Cost
(Pain)

44. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
ENVIRONMENT
(Global/Local
Economy)
BUSINESS
SYSTEM
(Enterprise;
Industry)
Payment
(Feedback;
Reward)
Product/Service
Who?
How?
What?
Why?
SUPPLIER
Customer

45. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
ENVIRONMENT
(Global/Local
Economy)
BUSINESS
SYSTEM
(Enterprise;
Industry)
Payment
(Feedback;
Reward)
Product/Service
Who?
How?
What?
SUPPLIER
Customer
Why?

46. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
4Q-­‐Business
Model
Strip
Business
Story
Theater
ENVIRONMENT
(Global/Local
Economy)
BUSINESS
SYSTEM
(Enterprise;
Industry)
SUPPLIER
Customer

47. BCG-­‐Business
Model
Strip

48. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
Profit
Model

49. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
Cost
Revenue
Profit
Model

50. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
Cost
(Supply)
Revenue
(Demand)
Profit
Model

51. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
OperaYng
Model
Value
ProposiYon
Profit
Model

52. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
ENVIRONMENT
OperaYng
Model
Value
ProposiYon
Profit
Model
(Value;
Strategy)

53. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
ENVIRONMENT
Customer
Segment
Org./
Value
Chain
Revenue
Model
(Delight)
Product/Service
Channel
Cost
Model
(Pain)
OPERATING
MODEL
VALUE
PROPOSITION
PROFIT
MODEL
(Value;
Strategy)

54. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
ENVIRONMENT
PROFIT
MODEL
(Value;
Strategy)
OPERATING
MODEL
VALUE
PROPOSITION

55. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
ENVIRONMENT
PROFIT
MODEL
(Value;
Strategy)
OPERATING
MODEL
VALUE
PROPOSITION
Revenue
Model
(Delight)
Cost
Model
(Pain)

56. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
q Value
Chain
(Key
Ac.vi.es)
q OrganizaYon
(Key
Resources/Partners)
Revenue
Model
(Delight)
Cost
Model
(Pain)
q Product/Service
q Channels/RelaYonships
q Customer
Segment
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
PROFIT
MODEL
(Shared
Value;
Strategy)
ENVIRONMENT
(Trade-­‐off)

57. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OPERATING
MODEL
VALUE
PROPOSITION
q Value
Chain
(Key
Ac.vi.es)
q OrganizaYon
(Key
Resources/Partners)
Revenue
Model
(Delight)
Cost
Model
(Pain)
q Product/Service
q Channels/RelaYonships
q Customer
Segment
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
PROFIT
MODEL
(Shared
Value;
Strategy)
ENVIRONMENT
(Trade-­‐off)

58. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Revenue
Model
(Delight)
Cost
Model
(Pain)
OPERATING
MODEL
VALUE
PROPOSITION
q Product/Service
q Channels/RelaYonships
q Customer
Segment
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
q Value
Chain
(Key
Ac.vi.es)
q OrganizaYon
(Key
Resources/Partners)
PROFIT
MODEL
(Shared
Value;
Strategy)
ENVIRONMENT
(Trade-­‐off)

59. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG’s
Components
of
a
Profit
(Business)
Model
Source
of
Components
of
Business
Model:
hAps://www.bcg.com/documents/file36456.pdf
OPERATING
MODEL
VALUE
PROPOSITION
Revenue
Model
(Delight)
How
are
we
compensated
for
our
offering?
Cost
Model
(Pain)
How
do
we
configure
our
assets
and
costs
to
profitably
deliver
on
our
value
proposi4on?
q Value
Chain
(Key
Ac.vi.es)
-­‐
How
are
we
configured
to
deliver
on
customer
demand?
-­‐
What
do
we
do
in-­‐house?
-­‐
What
do
we
outsource?
q OrganizaYon
(Key
Resources/Partners)
-­‐
What/How
do
we
deploy
and
develop
our
people
to
sustain
and
enhance
our
compe44ve
advantage?
q Product/Service
-­‐
What
are
we
offering
the
customers
to
sa4sfy
their
needs?
q Channels/RelaYonships
-­‐
What
are
channels
for
delivering
product/service
to
customers?
-­‐
What
are
our
rela4onships?
q Customer
Segment
-­‐
Which
customers
do
we
seek
to
serve?
-­‐
Which
of
their
needs
do
we
seek
to
address?
-­‐
What
is
our
profit
model/strategy?
-­‐
What
is
the
customer
experience?
PROFIT
MODEL
(Shared
Value;
Strategy)
ENVIRONMENT
(Trade-­‐off):
What
is
the
trade-­‐off
(pain;
delight)
for
Job
To
Get
Done?

60. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
BCG-­‐Business
Model
Strip
BCG
Format
ENVIRONMENT

61. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Business
Model
Strip
Universal
Format
ENVIRONMENT

62. PaleAe
of
Ambidextrous
Growth
Strategy
ConYnuously
Achieving
Growth
in
an
Ambidextrous
Environment

63. “The
strategy
paleAe
consists
of
five
archetypal
approaches
to
strategy
–
basic
colors,
if
you
will
–
which
can
be
applied
to
different
parts
of
your
business:
from
geographies
to
industries
to
func.ons
to
stages
in
a
firm’s
life
cycle,
tailored
to
the
par4cular
environment
that
each
part
of
the
business
faces.”
Source
of
Informa.on
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
What
is
a
Strategy
PaleUe?

64. A
Strategy
PaleAe
Can
be
Regarded
as
A
Poraolio
or
Modular
Set
of
Strategies
and
Business
Models
in
Space
and
Time
What
is
a
Strategy
PaleUe?

65. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
ITEM
PALETTE
ATTRIBUTES
OF
ENVIRONMENT
METRICS
(SUCCESS
CRITERIA)
CLASSIC
Strategy
q Mature
industry
q Low
growth;
High
concentra.on
q Stable
regula.on
q Scale
q Market
share
VISIONARY
Strategy
q White
space:
no
direct
compe..on
q High
growth
poten.al
q Limited
regula.on
q First
to
market
q Customer
Sa.sfac.on
(Delight)
RENEWAL
Strategy
q Declining
industry:
crisis
q Low
growth
q Restricted
financing;
Nega.ve
cash
flow
q Cost
savings
q Cash
flow
SHAPING
Strategy
q Fragmented
industry:
No
dominant
player
q No
dominant
plaqorm
q Shapable
regula.on
q Ecosystem
Growth;
Interac.vity
q Vitality
Index
ADAPTIVE
Strategy
q Young
industry
q Vola.le
growth;
Limited
concentra.on
q High
technological
change
q Cycle
.me
q Vitality
Index
Ambidextrous
Strategy
AUributes
&
Metrics
Ambidextrous
Growth
Performance
Management
Source
of
Informa.on
on
A`ributes
&
Metrics
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.

66. Ambidextrous
Strategy
Examples
Ambidextrous
Growth
Strategy
Story
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CLASSIC
Strategy
INDUSTRY:
Transporta.on
(Automobile);
Oil
&
Gas;
U.lity
Mars;
P
&
G
VISIONARY
Strategy
NON-­‐INDUSTRY
SPECIFIC
QuinYles;
Amazon
RENEWAL
Strategy
INDUSTRIES
IN
CRISES:
Financial
Industry
(USA:
2008-­‐2009)
American
Express;
AIG
SHAPING
Strategy
INDUSTRY:
Sosware;
Smartphone
Apps
Novo
Nordisk;
Apple
ADAPTIVE
Strategy
INDUSTRY:
Semiconductors;
Tex.le
(Retail)
Tata
Consultancy
Services;
3M
PALETTE
UNIT
HORIZON
PAST
PRESENT
FUTURE
“Be
Fast”
“Be
First”
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”

67. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy

68. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
“Be
Fast”
“Be
First”
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”

69. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
Short-­‐term
Long-­‐term
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy

70. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
Short-­‐term
Long-­‐term
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy

71. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
“Stability”
Sustaining
Innova4on
(Evolu4on:
Improve;
Preserve
the
Core:
Values;
Purpose)
“Change
(Agility)”
Disrup4ve
Innova4on
(Revolu4on:
Invent;
S4mulate
Progress:
Vision;
Goals)
Short-­‐term
Long-­‐term
AMBIDEXTROUS
GROWTH
STRATEGY
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy

72. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
“Stability”
Sustaining
Innova4on
(Evolu4on:
Improve;
Preserve
the
Core:
Values;
Purpose)
“Change
(Agility)”
Disrup4ve
Innova4on
(Revolu4on:
Invent;
S4mulate
Progress:
Vision;
Goals)
RED
OCEAN
STRATEGY
IMPROVED
PRODUCTS/
SERVICES/BUS.
MODELS:
Defend
and
Extend
Core
or
Commodi4zed
Products/Services
BLUE
OCEAN
STRATEGY
INNOVATIVE
PRODUCTS/
SERVICES/BUS.
MODELS:
Build
Blue
Ocean/
Disrup4ve
Products:
Lean
Startups
Short-­‐term
Long-­‐term
AMBIDEXTROUS
GROWTH
STRATEGY
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy

73. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Problem-­‐
Solu4on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
“Stability”
Sustaining
Innova4on
(Evolu4on:
Improve;
Preserve
the
Core:
Values;
Purpose)
“Change
(Agility)”
Disrup4ve
Innova4on
(Revolu4on:
Invent;
S4mulate
Progress:
Vision;
Goals)
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
RED
OCEAN
STRATEGY
IMPROVED
PRODUCTS/
SERVICES/BUS.
MODELS:
Defend
and
Extend
Core
or
Commodi4zed
Products/Services
BLUE
OCEAN
STRATEGY
INNOVATIVE
PRODUCTS/
SERVICES/BUS.
MODELS:
Build
Blue
Ocean/
Disrup4ve
Products:
Lean
Startups
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
CONTINUOUS
INNOVATION
(EXPLORATION
CULTURE/
STRUCTURE:
Minimum
Value
Prop./
Viable
Product/
Business
Model/Resources)
CONTINUOUS
IMPROVEMENT
(EXPLOITATION
CULTURE/
STRUCTURE:
Maximum
Value
Prop./
Awesome
Product/
Business
Model/Resources)
Short-­‐term
Long-­‐term
AMBIDEXTROUS
GROWTH
STRATEGY
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy

74. Ambidextrous
Growth
Strategy
Source
of
Informa.on
on
Strategy
Pale`e
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
Problem-­‐
Solu4on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy
AMBIDEXTROUS
GROWTH
STRATEGY
“Stability”
Sustaining
Innova4on
(Evolu4on:
Improve;
Preserve
the
Core:
Values;
Purpose)
“Change
(Agility)”
Disrup4ve
Innova4on
(Revolu4on:
Invent;
S4mulate
Progress:
Vision;
Goals)
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
RED
OCEAN
STRATEGY
IMPROVED
PRODUCTS/
SERVICES/BUS.
MODELS:
Defend
and
Extend
Core
or
Commodi4zed
Products/Services
BLUE
OCEAN
STRATEGY
INNOVATIVE
PRODUCTS/
SERVICES/BUS.
MODELS:
Build
Blue
Ocean/
Disrup4ve
Products:
Lean
Startups
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
CONTINUOUS
INNOVATION
(EXPLORATION
CULTURE/
STRUCTURE:
STARTUP)
CONTINUOUS
IMPROVEMENT
(EXPLOITATION
CULTURE/
STRUCTURE:
COMPANY)
Short-­‐term
Long-­‐term

75. Ambidextrous
Strategy
Poraolio,
Stories,
and
Tools

76. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CLASSIC
Strategy
VISIONARY
Strategy
RENEWAL
Strategy
SHAPING
Strategy
ADAPTIVE
Strategy
PALETTE
UNIT
HORIZON
PAST
PRESENT
FUTURE
Ambidextrous
Strategy
Poraolio
Ambidextrous
Growth
Strategy
Story
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.

77. Ambidextrous
Strategy
Poraolio
Ambidextrous
Growth
Strategy
Story
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CLASSIC
Strategy
VISIONARY
Strategy
RENEWAL
Strategy
SHAPING
Strategy
ADAPTIVE
Strategy
PALETTE
UNIT
HORIZON
PAST
PRESENT
FUTURE

78. Ambidextrous
Strategy
Stories
(???)
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CLASSIC
Strategy
q CURRENT
REALITY:
Stable,
predictable
paUern
of
demand
and
compeYYve
industry
structure
exist
q FUTURE
REALITY:
Formulate
clear
goal
and
“stable”
plans
that
are
executed
with
liUle
or
no
change
q STRATEGY:
Build
sustainable
compeYYve
advantage
using
superior
scale
or
capabiliYes
VISIONARY
Strategy
q CURRENT
REALITY:
Matured/CommodiYzed/Fragmented
Industry:
Ripe
for
disrupYon
q FUTURE
REALITY:
Envision
end
state
but
flexibly
react
to
emerging
obstacles
q STRATEGY:
See
and
realize
new
possibiliYes
that
leverage
creaYvity,
speed,
and
persistence
RENEWAL
Strategy
q CURRENT
REALITY:
q FUTURE
REALITY:
q STRATEGY:
SHAPING
Strategy
q CURRENT
REALITY:
q FUTURE
REALITY:
q STRATEGY:
ADAPTIVE
Strategy
q CURRENT
REALITY:
q FUTURE
REALITY:
q STRATEGY:
PALETTE
UNIT
HORIZON
PAST
PRESENT
FUTURE

79. Ambidextrous
Strategy
Poraolio
QuesYons
Ambidextrous
Growth
Strategy
Story
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CLASSIC
Strategy
Analyze-­‐Plan-­‐Execute
• Where
will
we
play?
*
What
is
our
compe..ve
advantage?
*
What
is
the
goal?
• What
are
steps
required
for
us
to
achieve
the
goal?
*
What
capabili.es
do
we
need
to
achieve
goal?
VISIONARY
Strategy
Envisage-­‐Build-­‐Persist
• What
future
do
we
want
to
realize?
*
How
do
we
know
the
future
is
plausible
and
valuable?
• Does
organiza.on
believe
the
vision?
*
What
are
we
trying
to
build?
*
How
do
we
make
it
happen?
RENEWAL
Strategy
React-­‐Economize-­‐Grow
• Have
we
cut
sufficiently
deep?
*
How
do
we
know
we
cut
the
right
things?
• How
do
we
innovate
to
ensure
long
term
prosperity?
*
When
to
switch
from
survive
to
thrive?
SHAPING
Strategy
Engage-­‐Orchestrate-­‐Coevolve
• What
is
the
win-­‐win
here?
*
How
can
we
influence
the
stakeholder
ecosystem
to
our
advantage?
• What
can/do
we
need
to
control?
*
How
do
we
ensure
that
ecosystem
stays
healthy?
ADAPTIVE
Strategy
Vary-­‐Select-­‐Scale
• What
is
the
paAern
of
external
change?
*
What
is
predictable?
*
What
do
we
not
know?
• What
blind
spots
do
we
have?
*
Does
our
clock
speed
match
that
of
the
environment?
PALETTE
UNIT
HORIZON
PAST
PRESENT
FUTURE
“Be
Fast”
“Be
First”
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”

80. Ambidextrous
Strategy
Concepts/Tools
Ambidextrous
Growth
Strategy
Story
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CLASSIC
Strategy
q Experience
Curve;
Growth
Share
Matrix
q Five
Forces
Model
q CapabiliYes
VISIONARY
Strategy
q Blue
Ocean
Strategy
q DisrupYve
InnovaYon
(innovator’s
Dilemma)
RENEWAL
Strategy
q Turnaround
q TransformaYon
SHAPING
Strategy
q Plaaorm
Businesses
q Business
Ecosystems
q Network-­‐Business
Models
ADAPTIVE
Strategy
q Simple
Rules-­‐based
Approach
q Temporary
Advantage;
Discovery-­‐driven
Planning
(Growth);
Strategies
for
Agility
q Time-­‐based
CompeYYon;
AdapYve
Advantage
PALETTE
UNIT
HORIZON
PAST
PRESENT
FUTURE
“Be
Fast”
“Be
First”
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”

81. OTHER
Loop
for
Rapidly
Learning
and
Gewng
Things
Done
TacYcs
PaleUe
Source
of
Informa.on
on
Strategy
Pale`e
and
Corresponding
Tac4cs
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
OTHER
LOOP
PALETTE
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
R:
Reflect
CLASSIC
Strategy
Analyze
Plan
Execute
VISIONARY
Strategy
Envisage
Build
Persist
RENEWAL
Strategy
React
Economize
Grow
SHAPING
Strategy
Engage
Orchestrate
Coevolve
ADAPTIVE
Strategy
Vary
Select
Scale

82. Value
Map
(Generic
&
Original
Strategy
PaleAes)

83. VALUE
MAP
(+):
OBJECTIVE
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
CONSTRAINT
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

84. VALUE
MAP
(+):
WIN
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
LOSS
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

85. VALUE
MAP
(+):
DELIGHT
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
PAIN
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

86. VALUE
MAP
FOR
ORIGINAL
STRATEGY
PALETTE
(Assump.ons
about
Environment)
(+):
DELIGHT:
PREDICTABILITY
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
PAIN:
RIGIDITY
Job
To
Be
Done
(Market/Goal):
Classify
Strategies
According
to
Criteria
of
Malleability
and
Unpredictability
Big
Urgent
Market
Problem
(BUMP):
Increased
dynamism
and
diversity
of
business
environments
VISIONARY
Strategy
ADAPTIVE
Strategy
SHAPING
Strategy
CLASSICAL
Strategy

87. VALUE
MAP
FOR
ORIGINAL
STRATEGY
PALETTE
(Assump.ons
about
Environment)
(+):
DELIGHT:
PREDICTABILITY
Low
(1)
High
(10)
Low:
(1)
High:
(10)
(-­‐):
PAIN:
RIGIDITY
VISIONARY
Strategy
“I
can
predict
it
and
I
can’t
change
it”
ADAPTIVE
Strategy
“I
can’t
predict
it
and
I
can’t
change
it”
SHAPING
Strategy
“I
can’t
predict
it
BUT
I
can
change
it”
CLASSICAL
Strategy
“I
can
predict
it
BUT
I
can’t
change
it”
Job
To
Be
Done
(Market/Goal):
Classify
Strategies
According
to
Criteria
of
Malleability
and
Unpredictability
Big
Urgent
Market
Problem
(BUMP):
Increased
dynamism
and
diversity
of
business
environments

88. AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
“Be
Fast”
“Be
First”
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”
Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Original
Strategy
PaleUe
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.

89. AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
“Be
Fast”
“Be
First”
Shaping
Strategy
AdapYve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”
Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Original
Strategy
PaleUe
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
NON-­‐
CUSTOMERS
(Dissa4sfiers;
Unmet
Needs)
EXISTING
CUSTOMERS
(Sa4sfiers;
Delighters)

90. AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
CONTINUOUS
INNOVATION
CONTINUOUS
IMPROVEMENT
“Be
Fast”
“Be
First”
Shaping
Business
Model
AdapYve
Business
Model
Visionary
Business
Model
Classic
Business
Model
Renewal
Strategy
“Be
the
Orchestrator”
“Be
Big”
“Be
Viable”
Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Original
Strategy
PaleUe
Source
of
Informa.on
on
Strategy
Pale`e
and
Ques4ons
Reeves,
M.;
Haanaes,
K.;
Sinha,
J.
(2015)
Your
Strategy
Needs
a
Strategy.
Boston:
Harvard
Business
Review
Press.
NON-­‐
CUSTOMERS
(Dissa4sfiers;
Unmet
Needs)
EXISTING
CUSTOMERS
(Sa4sfiers;
Delighters)

91. VALUE
MAP
BLUE
OCEAN
Strategy
RED
OCEAN
Strategy
(+):
DELIGHT
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
DIFFERENTIATION
(LUXURY
SPOT)
Strategy
LOW
COST
(DISRUPTION
SPOT)
Strategy
(-­‐):
PAIN
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

92. VALUE
MAP
(+):
DELIGHT:
DifferenYaYon
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
(-­‐):
PAIN:
Cost
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..
BLUE
OCEAN
Strategy
RED
OCEAN
Strategy
LOW
COST
(DISRUPTION
SPOT)
Strategy
DIFFERENTIATION
(LUXURY
SPOT)
Strategy

93. VALUE
MAP
(+):
DELIGHT:
DifferenYaYon
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
(-­‐):
PAIN:
Cost
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..
BLUE
OCEAN
Strategy
RED
OCEAN
Strategy
LOW
COST
(DISRUPTION
SPOT)
Strategy
DIFFERENTIATION
(LUXURY
SPOT)
Strategy

94. Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Generic
Strategy
PaleUe
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Good
Enough
Low
Cost
Blue
Ocean
Strategy
DisrupYve
InnovaYon
Strategy
Red
Ocean
Strategy
Differen-­‐
YaYon
Strategy
Stuck-­‐in-­‐
the-­‐Middle
Strategy
Value
Innova4on
High
Differen4a4on
STARTUP
(“Child”)
COMPANY
(“Adult”)

95. Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Generic
Strategy
PaleUe
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Good
Enough
Low
Cost
Blue
Ocean
Strategy
DisrupYve
InnovaYon
Strategy
Red
Ocean
Strategy
Differen-­‐
YaYon
Strategy
Stuck-­‐in-­‐
the-­‐Middle
Strategy
Value
Innova4on
High
Differen4a4on
STARTUP
(“Child”)
COMPANY
(“Adult”)
NON-­‐
CUSTOMERS
(Dissa4sfiers;
Unmet
Needs)
EXISTING
CUSTOMERS
(Sa4sfiers;
Delighters)

96. Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Generic
Strategy
PaleUe
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Good
Enough
Low
Cost
Blue
Ocean
Strategy
DisrupYve
InnovaYon
Strategy
Red
Ocean
Strategy
Differen-­‐
YaYon
Strategy
Stuck-­‐in-­‐
the-­‐Middle
Strategy
Value
Innova4on
High
Differen4a4on
STARTUP
(“Child”)
COMPANY
(“Adult”)
EXPERIMENTATION
(Explora.on)
EXECUTION
(Exploita.on)
NON-­‐
CUSTOMERS
(Dissa4sfiers;
Unmet
Needs)
EXISTING
CUSTOMERS
(Sa4sfiers;
Delighters)

97. Ambidextrous
Growth
Strategy
for
Sustainable
CompeYYve
Advantage
Generic
Strategy
PaleUe
AMBIDEXTROUS
GROWTH
STRATEGY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Good
Enough
Low
Cost
Blue
Ocean
Bus.
Model
DisrupYve
InnovaYon
Bus.
Model
Red
Ocean
Bus.
Model
Differen-­‐
YaYon
Bus.
Model
Stuck-­‐in-­‐
the-­‐Middle
Bus.
Model
Value
Innova4on
High
Differen4a4on
STARTUP
(“Child”)
COMPANY
(“Adult”)
EXPERIMENTATION
(Explora.on)
EXECUTION
(Exploita.on)
NON-­‐
CUSTOMERS
(Dissa4sfiers;
Unmet
Needs)
EXISTING
CUSTOMERS
(Sa4sfiers;
Delighters)

98. Win-­‐Win
Loop
&
System

99. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Job
To
Be
Done
(Market/Goal):
………………………………………………………………………………………………………………….…………….
Win-­‐Lose
System
Unipole
Rapidly
Resolve
and/or
Manage
Conflicts,
BipolariYes,
and
Dilemmas
DELIGHT
(+)
PAIN
(-­‐)
SYSTEM
(Trade-­‐off)
Pro
(Win)
Cons
(Lose)

100. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
ANTI-­‐SYSTEM
(Trade-­‐off)
PAIN
(-­‐)
DELIGHT
(+)
DELIGHT
(+)
PAIN
(-­‐)
SYSTEM
(Trade-­‐off)
Job
To
Be
Done
(Market/Goal):
………………………………………………………………………………………………………………….…………….
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
Win-­‐Win
Loop
Bipole
Rapidly
Resolve
and/or
Manage
Conflicts,
BipolariYes,
and
Dilemmas
WIN-­‐WIN
SYSTEM
(Ideal
Solu.on:
Zero
Trade-­‐off)

101. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
DisrupYve
SYSTEM
(Trade-­‐off)
PAIN
(-­‐)
DELIGHT
(+)
DELIGHT
(+)
PAIN
(-­‐)
ConvenYonal
SYSTEM
(Trade-­‐off)
Win-­‐Win
Loop
Bipole
Rapidly
Resolve
and/or
Manage
Conflicts,
BipolariYes,
and
Dilemmas
Job
To
Be
Done
(Market/Goal):
………………………………………………………………………………………………………………….…………….
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
WIN-­‐WIN
SYSTEM
(Ideal
Solu.on:
Zero
Trade-­‐off)

102. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
PRODUCT
(Trade-­‐off)
PAIN
(-­‐)
DELIGHT
(+)
DELIGHT
(+)
PAIN
(-­‐)
WIN-­‐WIN
SYSTEM
(Ideal
Solu.on:
Zero
Trade-­‐off)
CUSTOMER
(Trade-­‐off)
Product-­‐Customer
Fitness
Loop
Bipole
Rapidly
Resolve
and/or
Manage
Conflicts,
BipolariYes,
and
Dilemmas
Job
To
Be
Done
(Market/Goal):
………………………………………………………………………………………………………………….…………….
Pro
(Win)
Cons
(Lose)
Pro
(Win)
Cons
(Lose)
Fitness?

103. World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Win-­‐Win
System
Rapidly
Resolve
and/or
Manage
Conflicts,
BipolariYes,
and
Dilemmas
ITEM
SYSTEM
(Hypothesis)
ANTI-­‐SYSTEM
(An.-­‐hypothesis)
WIN-­‐WIN
SYSTEM
(Synthesis)
IDEAL
SYSTEM
(Ideal
Final
Result)
DescripYon
(Model:
Elements/
Features)
Pain
(-­‐)
Delight
(+)
Trade-­‐off
(Value;
Experience)
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….……….

104. Red
Ocean
DisrupYon
(ROD)
Storyboard

105. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
hAp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hAp://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
DisrupYon
(ROD)
Storyboard
4
Ques.ons
for
Rapidly
Co-­‐creaYng
and
EdiYng
Great
Stories,
Movies,
and
Magic
Tricks