Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?

1. Checklist of Topics for Business Modeling & Business Planning
“The PDDR Cycle Describes How Great Organiza;ons Rapidly Solve Pains, Learn, and Get Risky Jobs Done.”
q WHEN (Time) q WHERE (Space) ENVIRONMENT (Space)
Domain/Project/Game/Job To Get Done: ….................. Tool/Product/Service: …..................
P: PAIN
(WHO)
E:
Empathize
D:
Define
(Measure;
Analyze)
q PROBLEM (Fitness; Survival)
q Customers (Unknown Pains)
q Partners/Strategic Alliances
q Suppliers; Channels
q Advisors/Mentors/Sponsors
q DEFECTS/ERRORS/MISTAKES
q WASTE; GROWTH; ALIGNMENT
q CompeStors; Complementors
q Investors/Shareholders
q Board of Directors
P: PLAN
(HOW)
I:
Ideate
(Improve)
q SOLUTION (Fit Business Model)
q OperaSons (Strategy; TesCng)
q ProducSon (Prototyping)
q MarkeSng (Customer Dev.)
q Finance (OpCon Financing)
q MISSION/VISION/PURPOSE
q Goals/ObjecSves
q Strategies/AcSviSes
q TacScs/Targets/Measures
q Programs/IniSaSves/Projects
D: DO
(WHAT)
P:
Prototype
(Build)
T:
Test
(Measure)
q EXPERIMENT (for InnovaCon)
q Novel/DisrupSve Product (Bet)
q Build-Measure-Learn Loop
q Passion/MoSvaSon/Drive
q ConnecSng/Social Networking
q EXECUTION (for Improvement)
q Improved Product/Service
q Plan (Completed AcCons/Tasks)
q Brand/Culture/Core Values
q Infrastructure: Demand/Supply
R: REVIEW
(WHY)
R:
Reflect
(Learn)
(Control)
q INNOVATION ACCOUNTING
q Learning Metrics: TracCon
(“Pirate” Metrics); Cycle Time
q Validated Learning (Habit)
q Decision: Persevere or Pivot?
q FINANCIAL ACCOUNTING
q Financial Metrics: ROI;
Revenue; Cost; Market Share
q Benchmarking (Best PracCce)
q Gap Analysis: Deficit?
QuesSoner
Planner
Doer
Reviewer
4 Actors (For Every
Pain Solving Cycle)
World’s First SoIware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
RELIEF/SOLUTION
(Space)
PAIN/PROBLEM
(Space)
BUSINESS MODEL ENGINE CULTURE
(Lean Startup/Ambidextrous Company)
BUSINESS PLAN CULTURE
(Classic Company)
Design Thinking
Lean Startup; Six Sigma