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A	business	model	(system/project/organiza8on/ecosystem)	is	best	visualized	using	a	
	“Business	Model	Molecule	(BMM)”	that	...
A	business	model	(system/project/organiza8on/ecosystem)	is	best	visualized	using	a	
	“Business	Model	Molecule	(BMM)”	that	...
WHAT	
WHERE	
(Space)	
WHO	
WHEN	
(Time)	
	
HOW	
WHY	
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(C...
WHAT	
WHERE	
(Space)	
WHO	
WHEN	
(Time)	
	
HOW	
WHY	
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(C...
From	a	higher	level	perspec8ve,	
a	business	model	is		
A	vehicle,	tool,	or	ecosystem	that	sustainably	
achieves		
an	organ...
A	business	model	is	really	about	
HOW	you	create	WHAT	for	WHOM.	
And	WHY.	
World’s	First	So?ware	for	Ideal	Community	Probl...
WHAT	REALLY	IS	
A	BUSINESS	MODEL	MOLECULE?
WHERE	(Context/Environment):	................................................................................................
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Example
4	Atoms	of	
Business	Model	(Organiza^on)	Molecule
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
World’s	First	So?ware	for	Ideal	Community	Problem	Solving	&	Design	(CPSD)	
“Radically	Improve	the	Performance	of	Every	Org...
Business	Model	Scorecard		
Can	be	used	to		
Visually	Organize	Topics	(Elements)	of		
Any	Methodology,	Method,	Procedure,	o...
WHERE	(Context/Environment):	................................................................................................
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WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHAT	REALLY	IS	
A	BUSINESS	MODEL	SCORECARD?
What	is	the		
Business	Model	Scorecard	(BMS)?	
Developed	by	Rod	King,	
	the	Business	Model	Scorecard	(BMS)	is		
a	Visual	T...
What	is	the		
Business	Model	Scorecard?	
The	template	of	the	Business	Model	Scorecard	
consists	of	three	main	sec8ons:		
	...
WHERE	(Context/Environment):	................................................................................................
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WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
10	Elements	of	
Business	Model	(Organiza^on)	Molecule
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
WHERE	(Context/Environment):	................................................................................................
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BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Le...
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BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World

In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.

In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.

This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.

In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.

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BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World

  1. 1. A business model (system/project/organiza8on/ecosystem) is best visualized using a “Business Model Molecule (BMM)” that consists of four atoms: WHO; WHY; WHAT; HOW. WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing From a network or ‘flow’ perspec8ve, a business model refers to the story, system, or logic of how an organiza8on sustainably creates, delivers, and shares/captures value. WHAT IS A BUSINESS MODEL? Mul=level Defini=on of a Business Model (Value Sharing) Viability: Benefit; Revenue HOW WHAT WHO WHY The four atoms (WHO; WHY; WHAT; HOW) of a Business Model Molecule can be presented using many visual formats including a chain (list), tree (mind map; fractal grid), and network (triangle; diamond; ‘periodic table’; canvas). Business Model Molecule: Atomic Level Generic Model Ques=ons
  2. 2. A business model (system/project/organiza8on/ecosystem) is best visualized using a “Business Model Molecule (BMM)” that consists of four atoms: WHO; WHY; WHAT; HOW. WHAT WHERE (Space) WHO WHEN (Time) HOW WHY WHO is targeted customer? WHY will targeted customer pay for offer (product/service)? WHAT is the offer (value proposi=on/product/service) desired by targeted customer? HOW to create and deliver offer/value for targeted customer? World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing From a network or ‘flow’ perspec8ve, a business model refers to the story, system, or logic of how an organiza8on sustainably creates, delivers, and shares/captures value. WHAT IS A BUSINESS MODEL? Mul=level Defini=on of a Business Model (Value Sharing) Viability: Benefit; Revenue HOW WHAT WHO WHY The four atoms (WHO; WHY; WHAT; HOW) of a Business Model Molecule can be presented using many visual formats including a chain (list), tree (mind map; fractal grid), and network (triangle; diamond; ‘periodic table’; canvas). Business Model Molecule: Atomic Level Profit Model Ques=ons
  3. 3. WHAT WHERE (Space) WHO WHEN (Time) HOW WHY World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing HOW WHAT WHO WHY Business Model Molecule (Value Sharing) Viability: Benefit; Revenue WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) VISION (End): ......................................... STRATEGY (Ways): ..................................
  4. 4. WHAT WHERE (Space) WHO WHEN (Time) HOW WHY World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing HOW WHAT WHO WHY Business Model Molecule: Peter Drucker’s 5 Most Important Ques8ons (MIQ) (Value Sharing) Viability: Benefit; Revenue WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... MIQ-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) VISION (End): ......................................... STRATEGY (Ways): .................................. WHO IS OUR CUSTOMER? WHAT ARE OUR RESULTS? WHAT IS OUR PLAN? WHAT DOES THE CUSTOMER VALUE? WHAT IS OUR MISSION?
  5. 5. From a higher level perspec8ve, a business model is A vehicle, tool, or ecosystem that sustainably achieves an organiza^on’s strategy, vision, and mission. From a network or ‘flow’ perspec8ve, a business model refers to the logic of how an organiza8on sustainably creates, delivers, and shares/captures value. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT IS A BUSINESS MODEL? Mul=level Defini=on of a Business Model
  6. 6. A business model is really about HOW you create WHAT for WHOM. And WHY. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT IS A BUSINESS MODEL? Mul=level Defini=on of a Business Model
  7. 7. WHAT REALLY IS A BUSINESS MODEL MOLECULE?
  8. 8. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule: Atomic Level VISION (End): ............................................. STRATEGY (Ways): .........................................
  9. 9. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  10. 10. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  11. 11. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? (Value Sharing) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  12. 12. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  13. 13. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  14. 14. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  15. 15. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  16. 16. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need? How best to rapidly create, deliver, and manage the solu=on(s)? Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. Value Sharing VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  17. 17. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  18. 18. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  19. 19. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. WHO WHY WHAT HOW VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  20. 20. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Fractal Molecule, Atom, and Mind Map A business model molecule consists of four atoms (WHO; WHY; WHAT; HOW), each of which is like a “fractal mind map,” that is, a mind map of mind maps. WHO WHY WHAT HOW VISION (End): ............................................. STRATEGY (Ways): ......................................... Business Model Molecule: Atomic Level
  21. 21. Example
  22. 22. 4 Atoms of Business Model (Organiza^on) Molecule
  23. 23. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need?) VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  24. 24. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need?) (Value Sharing) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  25. 25. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need?) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  26. 26. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) What solu=ons or experiences does the targeted group (ideally) need?) Why is it important to rapidly discover and solve the most important problems of the targeted group? Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  27. 27. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need?) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  28. 28. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? q Water-geEers/bearers/ carriers (from water well) How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? What solu=ons or experiences does the targeted group (ideally) need?) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  29. 29. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? q Water-geEers/bearers/ carriers (from water well) How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? q Risky way of liJing bucket of water from well q Accidents, high cost, and pain of li?ing buckets What solu=ons or experiences does the targeted group (ideally) need?) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  30. 30. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? q Water-geEers/bearers/ carriers (from water well) How best to rapidly create, deliver, and manage the solu=on(s)? WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Why is it important to rapidly discover and solve the most important problems of the targeted group? q Risky way of liJing bucket of water from well q Accidents, high cost, and pain of li?ing buckets What solu=ons or experiences does the targeted group (ideally) need? q Tap (In-house/public locaPon) q Electric hoist (for liJing buckets from water well) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  31. 31. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? q Water-geEers/bearers/ carriers (from water well) Why is it important to rapidly discover and solve the most important problems of the targeted group? q Risky way of liJing bucket of water from well q Accidents, high cost, and pain of li?ing buckets What solu=ons or experiences does the targeted group (ideally) need? q Tap (In-house/public locaPon) q Electric hoist (for liJing buckets from water well) How best to rapidly create, deliver, and manage the solu=on(s)? q Khadija Daramy WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  32. 32. World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Whose lives or happiness should we improve? q Water-geEers/bearers/ carriers (from water well) Why is it important to rapidly discover and solve the most important problems of the targeted group? q Risky way of liJing bucket of water from well q Accidents, high cost, and pain of li?ing buckets What solu=ons or experiences does the targeted group (ideally) need? q Tap (In-house/public locaPon) q Electric hoist (for liJing buckets from water well) How best to rapidly create, deliver, and manage the solu=on(s)? q Khadija Daramy WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): …..... BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done) (Value Sharing) Viability: Benefit VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving & Design (CPSD) Business Model Molecule: Atomic Level
  33. 33. Business Model Scorecard Can be used to Visually Organize Topics (Elements) of Any Methodology, Method, Procedure, or Process for System Improvement and/or Innova^on
  34. 34. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule VISION (End): ............................................. STRATEGY (Ways): .........................................
  35. 35. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule VISION (End): ............................................. STRATEGY (Ways): .........................................
  36. 36. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing L.I.S.T.-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule 5) Other Solu^ons 4) Proposed Solu^on 2) Problem/Challenge 3) Problem Mo^va^on/ Benefit 8) Resources Needed 6) Budget/Cost 7) Plan of Ac^on 1b) Channels/ Rela8onship 1c) Supplier/ Key Partners 1a) Stakeholders L.I.S.T. is an acronym for List of Innovate Salone Topics (For Submibng Project Proposals) VISION (End): ............................................. STRATEGY (Ways): .........................................
  37. 37. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BMC.-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule Value Proposi^on (VP) Cost Structure (C$) Revenue Streams (R$) Key Ac^vi^es (KA) Key Resources (KR) Channels (CH)/ Cust. Rela^onship (CR) Key Partners (KP) Customer Segments (CS) BMC is an acronym for Business Model Canvas VISION (End): ............................................. STRATEGY (Ways): .........................................
  38. 38. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing LC.-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule Value Proposi^on (VP) Cost Structure (C$) Revenue Streams (R$) Channels (CH) Problem (Prob) Customer Segments (CS) LC is an acronym for Lean Canvas Solu^on (Soln) Unfair Advantage (UA) Key Metrics (KM) VISION (End): ............................................. STRATEGY (Ways): .........................................
  39. 39. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BMC-LC.-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule Value Proposi^on (VP) Cost Structure (C$) Revenue Streams (R$) Key Ac^vi^es (KA) Key Resources (KR) Channels (CH)/ Cust. Rela^onship (CR) Key Partners (KP) Customer Segments (CS) Solu^on (Soln) Unfair Advantage (UA) Key Metrics (KM) VISION (End): ............................................. STRATEGY (Ways): .........................................
  40. 40. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BSC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY Business Model Molecule Financial Perspec8ve Internal Processes Perspec8ve Learning & Growth Perspec8ve Customer Perspec8ve BSC is an acronym for Balanced Scorecard VISION (End): ............................................. STRATEGY (Ways): .........................................
  41. 41. WHAT REALLY IS A BUSINESS MODEL SCORECARD?
  42. 42. What is the Business Model Scorecard (BMS)? Developed by Rod King, the Business Model Scorecard (BMS) is a Visual Tool for Simply Improving the Performance of Every Organiza^on, Project, and Business Model on the Planet. Note The Business Model Scorecard (BMS), which uses an “ecosystem” as its unit of analysis, can be used as a plug-and-play pladorm for presen8ng any business tool; e.g., List of Innovate Salone (LIST) for Project Proposals; Balanced Scorecard; Performance Prism; Value Chain; Supply Chain; Business Model Canvas; Lean Canvas.
  43. 43. What is the Business Model Scorecard? The template of the Business Model Scorecard consists of three main sec8ons: q  Time Zone: When (Future/Present/Past) q  Space Zone: Where (Context/Environment) q  Business Model (Organiza^on) Molecule: Who/Why/What/How (System)
  44. 44. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) WHAT WHERE (Space) WHO WHEN (Time) HOW WHY VISION (End): ............................................. STRATEGY (Ways): .........................................
  45. 45. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  46. 46. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  47. 47. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  48. 48. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE: 4 Atom-Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  49. 49. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE: 4 Atom-Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO Whose lives or happiness should we improve? WHY Why is it important to rapidly discover and solve the most important problems of the targeted group? WHAT What solu8ons or experiences does the targeted group (ideally) need? HOW How best to rapidly create, deliver, and manage solu8on(s) for greater happiness? BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  50. 50. 10 Elements of Business Model (Organiza^on) Molecule
  51. 51. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  52. 52. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  53. 53. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  54. 54. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  55. 55. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO Whose lives or happiness should we improve? WHY Why is it important to rapidly discover and solve the most important problems of the targeted group? WHAT What solu8ons or experiences does the targeted group (ideally) need? HOW How best to rapidly create, deliver, and manage the solu8on(s)? BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  56. 56. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  57. 57. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  58. 58. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  59. 59. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  60. 60. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  61. 61. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) 1(b) 1(c) WHY WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  62. 62. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) 1(b) 1(c) WHY 2 3 WHAT HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  63. 63. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) 1(b) 1(c) WHY 2 3 WHAT 4 5 HOW BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  64. 64. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) 1(b) 1(c) WHY 2 3 WHAT 4 5 HOW 6 7 8 BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  65. 65. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 3 WHAT 4 5 HOW 6 7 8 BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  66. 66. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) WHAT 4 5 HOW 6 7 8 BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  67. 67. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) WHAT 4 Output (Solu^on/Tool) 5 Other Solu^ons HOW 6 7 8 BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  68. 68. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) WHAT 4 Output (Solu^on/Tool) 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) 7 Processing (Ac^vi^es) 8 Input (Resources) BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats. VISION (End): ............................................. STRATEGY (Ways): .........................................
  69. 69. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE S: Strengths W: Weaknesses O: Opportuni8es T: Threats ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) WHAT 4 Output (Solu^on/Tool) 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) 7 Processing (Ac^vi^es) 8 Input (Resources) SWOT-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) SWOT Analysis VISION (End): ............................................. STRATEGY (Ways): .........................................
  70. 70. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing SIPOC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) SIPOC Process UNIT: WHERE MOLECULE List of Topics of SIPOC Process ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q C: Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners q S: Supplier WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) WHAT 4 Output (Solu^on/Tool) q O: Output 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) 7 Processing (Ac^vi^es) q P: Process 8 Input (Resources) q I: Input VISION (End): ............................................. STRATEGY (Ways): .........................................
  71. 71. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BSC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Balanced Scorecard (BSC) UNIT: WHERE MOLECULE List of Topics of Balanced Scorecard ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Perspec8ve 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Financial Perspec8ve (Revenue) WHAT 4 Output (Solu^on/Tool) 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Financial Perspec8ve (Cost) 7 Processing (Ac^vi^es) q Processing Perspec8ve 8 Input (Resources) q Learning & Growth Perspec8ve VISION (End): ............................................. STRATEGY (Ways): .........................................
  72. 72. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BSC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) Balanced Scorecard UNIT: WHERE MOLECULE List of Topics of Balanced Scorecard ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/Supply Chain MODEL) WHO 1(a) Customers q Customer Perspec8ve: To achieve our vision, how should we appear to customers? 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Financial Perspec8ve (Revenue): To succeed financially, how should we appear to shareholders? WHAT 4 Output (Solu^on/Tool) 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Financial Perspec8ve (Cost): To succeed financially, how should we appear to shareholders? 7 Processing (Ac^vi^es) q Processing Perspec8ve: To sa=sfy our shareholders and customers, what business processes must we excel at/ 8 Input (Resources) q Learning & Growth Perspec8ve: To achieve our vision, how will we sustain our ability to change and improve? VISION (End): ............................................. STRATEGY (Ways): .........................................
  73. 73. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing 1PBP-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) 1 Page Business Plan (1PBP) UNIT: WHERE MOLECULE List of Topics of 1 Page Business Plan ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge q Objec8ve 3 Posi^ve Impacts (+) WHAT 4 Output (Solu^on/Tool) q Strategy 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) 7 Processing (Ac^vi^es) q Ac8on Plan 8 Input (Resources) VISION/MISSION: ....................................... STRATEGY (Ways): .........................................
  74. 74. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing L.I.S.T.-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) List of Innovate Salone Topics (L.I.S.T.) UNIT: WHERE MOLECULE List of Innovate Salone Topics (LIST) for an Ecosystem ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS) 1(b) Channels/Customer Rela^onships q Channels/Rela8onships (CHR) 1(c) Suppliers/Partners q Suppliers/Key Partners (SKP) WHY 2 Problem/Challenge q Problem/Challenge (PC) 3 Posi^ve Impacts (+) q Problem Mo8va8on/Benefits (PMB) WHAT 4 Output (Solu^on/Tool) q Proposed Solu8on (PS) 5 Other Solu^ons q Other Solu8ons (OS) HOW 6 Nega^ve Impacts (-) q Budget/Cost (BC) 7 Processing (Ac^vi^es) q Plan of Ac8on (PA) 8 Input (Resources) q Resources Needed (RN) VISION (End): ............................................. STRATEGY (Ways): .........................................
  75. 75. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing L.I.S.T.-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) List of Innovate Salone Topics (L.I.S.T.) UNIT: WHERE MOLECULE List of Innovate Salone Topics (LIST) for an Ecosystem ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS): Who are customers? 1(b) Channels/Customer Rela^onships q Channels/Rela8onships (CHR): What channels/rela=onships for reaching customers? 1(c) Suppliers/Partners q Suppliers/Key Partners (SKP): Who are suppliers/key partners? WHY 2 Problem/Challenge q Problem/Challenge (PC): What is problem/challenge to be solved? 3 Posi^ve Impacts (+) q Problem Mo8va8on/Benefits (PMB): Why is the problem important? WHAT 4 Output (Solu^on/Tool) q Proposed Solu8on (PS): How do you plan to fix problem? 5 Other Solu^ons q Other Solu8ons (OS): What are other community solu=ons? HOW 6 Nega^ve Impacts (-) q Budget/Cost (BC): What is the budget/cost for comple=ng project? 7 Processing (Ac^vi^es) q Plan of Ac8on (PA): What are steps to make the project a reality? 8 Input (Resources) q Resources Needed (RN): What are resources needed for comple=ng project? VISION (End): ............................................. STRATEGY (Ways): .........................................
  76. 76. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BMN-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Business Model Navigator (BMN) UNIT: WHERE MOLECULE List of Topics of BUSINESS MODEL NAVIGATOR (Source: Gassman, Frankenberger, and Csik (2015) Business Model Navigator. Harlow: Pearson.) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer: Who are our target customers? 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Profit Mechanism: Why does the business model generate profit? WHAT 4 Output (Solu^on/Tool) q Value Proposi8on: What do we offer to customers? 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) 7 Processing (Ac^vi^es) q Value Chain: How do we produce our offerings? 8 Input (Resources) VISION (End): ............................................. STRATEGY (Ways): .........................................
  77. 77. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BMC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Business Model Canvas (BMC) UNIT: WHERE MOLECULE List of Topics of BUSINESS MODEL CANVAS (BMC) (Source: Osterwalder, O.; Pigneur, Y. (2009) Business Model Genera8on.) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS) 1(b) Channels/Customer Rela^onships q Channels (CH) q Customer Rela8onships (CR) 1(c) Suppliers/Partners q Key Partners (KP) WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Revenue Streams (R$) WHAT 4 Output (Solu^on/Tool) q Value Proposi8on (VP) 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Cost Structure (C$) 7 Processing (Ac^vi^es) q Key Ac8vi8es (KA) 8 Input (Resources) q Key Resources (KR) VISION (End): ............................................. STRATEGY (Ways): .........................................
  78. 78. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BMC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Business Model Canvas (BMC) UNIT: WHERE MOLECULE List of Topics of BUSINESS MODEL CANVAS (BMC) (Source: Osterwalder, O.; Pigneur, Y. (2009) Business Model Genera8on.) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS): For what customer (segment) is value created? 1(b) Channels/Customer Rela^onships q Channels (CH): Through which channels are customers to be reached? q Customer Rela8onships (CR): What type of rela=onship to establish? 1(c) Suppliers/Partners q Key Partners (KP): Who are key partners and suppliers? WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Revenue Streams (R$): What are the main sources or items of revenue? WHAT 4 Output (Solu^on/Tool) q Value Proposi8on (VP): What value to deliver to customer (segment)? 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Cost Structure (C$): What are the main sources or items of cost? 7 Processing (Ac^vi^es) q Key Ac8vi8es (KA): What key ac=vi=es are required to deliver on the value proposi=on? 8 Input (Resources) q Key Resources (KR): What key resources are required to deliver on the value proposi=on? VISION (End): ............................................. STRATEGY (Ways): .........................................
  79. 79. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing LC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Lean Canvas (LC) UNIT: WHERE MOLECULE List of Topics of LEAN CANVAS (LC) (Source: Maurya, A. (2012) Running Lean. Sebastopol: O’Reilly Media.) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS) 1(b) Channels/Customer Rela^onships q Channels (CH) 1(c) Suppliers/Partners WHY 2 Problem/Challenge q Problem (Prob) 3 Posi^ve Impacts (+) q Revenue Streams (R$) WHAT 4 Output (Solu^on/Tool) q Unique Value Proposi8on (UVP) q Solu8on (Soln) 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Cost Structure (C$) 7 Processing (Ac^vi^es) q Key Metrics (KM) 8 Input (Resources) q Unfair Advantage (UA) VISION (End): ............................................. STRATEGY (Ways): .........................................
  80. 80. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing LC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Lean Canvas (LC) UNIT: WHERE MOLECULE List of Topics of LEAN CANVAS (LC) (Source: Maurya, A. (2012) Running Lean. Sebastopol: O’Reilly Media.) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS): Target customers 1(b) Channels/Customer Rela^onships q Channels (CH): Path to customers 1(c) Suppliers/Partners WHY 2 Problem/Challenge q Problem (Prob): Top 3 problems 3 Posi^ve Impacts (+) q Revenue Streams (R$): Revenue model; Life=me value; Revenue; Gross Margin WHAT 4 Output (Solu^on/Tool) q Unique Value Proposi8on (UVP): Single, clear, compelling message that states why you are different and worth buying q Solu8on (Soln): Top 3 features 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Cost Structure (C$): Customer acquisi=on costs; Distribu=on costs; Hos=ng; People, etc. 7 Processing (Ac^vi^es) q Key Metrics (KM): Key ac=vi=es you measure 8 Input (Resources) q Unfair Advantage (UA): Can’t be easily copied or bought VISION (End): ............................................. STRATEGY (Ways): .........................................
  81. 81. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... BMM-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) UNIT: WHERE MOLECULE List of Topics of BUSINESS MODEL MATRIX (BMM) (Source: Reichert, B. (2016) The Art and Science of Building Your Business Model. Garage Technology Ventures (Notes).) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/Supply Chain MODEL) WHO 1(a) Customers q Target Customers: Who are target customers or customer categories/segments? 1(b) Channels/Customer Rela^onships q Marke8ng Plan: How are you going to get your message out to your target audiences? How are you going to get customers to come to you? q Sales Plan: How are you going to sell your product? Direct, channels, partners? How are you going to convert qualified prospects/leads into customers? 1(c) Suppliers/Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Pricing: What is your pricing model for each of your target customer groups? q Revenue Streams: What is your ini8al primary source of revenue? How will your revenue streams evolve over 8me? What is the life8me value of a customer? WHAT 4 Output (Solu^on/Tool) q Value Proposi8on: What is your core value proposi8on for your primary target customers? For your other customer/stakeholder categories? q Product Roadmap: What is your ini8al product offering? How will product evolve? 5 Other Solu^ons q Compe88ve Advantages: What are your key compe88ve advantages, for each category of compe8tor and for each category of customer? HOW 6 Nega^ve Impacts (-) q Costs: What is your cost structure? For developing and delivering product? For acquiring new customers and upselling old customers? For service and support? 7 Processing (Ac^vi^es) 8 Input (Resources) VISION (End): ............................................. STRATEGY (Ways): .........................................
  82. 82. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Business Model Canvas (BMC) vs. “Linear” Business Model Matrix (BMM) UNIT: WHERE MOLECULE List of Topics of BUSINESS MODEL CANVAS (BMC) List of Topics of BUSINESS MODEL MATRIX (BMM) ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS) q Target Customers 1(b) Channels/Customer Rela^onships q Channels (CH) q Customer Rela8onships (CR) q Marke8ng Plan q Sales Plan 1(c) Suppliers/Partners q Key Partners (KP) WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Revenue Streams (R$) q Pricing q Revenue Streams WHAT 4 Output (Solu^on/Tool) q Value Proposi8on (VP) q Value Proposi8on q Product Roadmap 5 Other Solu^ons q Compe88ve Advantages HOW 6 Nega^ve Impacts (-) q Cost Structure (C$) q Costs 7 Processing (Ac^vi^es) q Key Ac8vi8es (KA) 8 Input (Resources) q Key Resources (KR) VISION (End): ............................................. STRATEGY (Ways): .........................................
  83. 83. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing UNIT: WHERE MOLECULE List of Topics of 1 Page Business Plan List of Topics of 4-Box Business Model Framework ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers 1(b) Channels/Customer Rela^onships 1(c) Suppliers/Partners WHY 2 Problem/Challenge q Objec8ves 3 Posi^ve Impacts (+) q Profit Formula: Revenue (Streams) WHAT 4 Output (Solu^on/Tool) q Strategies q Customer Value Proposi8on 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Profit Formula: Cost (Structure) 7 Processing (Ac^vi^es) q Ac8on Plans q Key Processes 8 Input (Resources) q Key Resources 1PBP-4BBM-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) 1 Page Business Plan (1PBP) vs. “Linear” 4-Box Business Model (4BBM) Framework VISION/MISSION: ....................................... STRATEGY (Ways): .........................................
  84. 84. WHERE (Context/Environment): ................................................................................................. Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): …..... World’s First So?ware for Ideal Community Problem Solving & Design (CPSD) “Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BMC-BUSINESS MODEL SCORECARD (BMS) Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done) “Linear” Business Model Canvas (BMC): Detailed vs. Conceptual Level UNIT: WHERE MOLECULE List of Topics of BUSINESS MODEL CANVAS (BMC): Detailed Level List of Topics of BUSINESS MODEL CANVAS (BMC): Conceptual Level ATOM (4 No.) ELEMENT (10 No.) DESCRIPTION ORGANIZATION OR BUSINESS MODEL (Scene/Community/Organiza8on/Project/Enterprise/ Supply Chain MODEL) WHO 1(a) Customers q Customer Segments (CS) q Customer 1(b) Channels/Customer Rela^onships q Channels (CH) q Customer Rela8onships (CR) 1(c) Suppliers/Partners q Key Partners (KP) q Infrastructure: Key Partners WHY 2 Problem/Challenge 3 Posi^ve Impacts (+) q Revenue Streams (R$) q Finance: Revenue Streams WHAT 4 Output (Solu^on/Tool) q Value Proposi8on (VP) q Offer 5 Other Solu^ons HOW 6 Nega^ve Impacts (-) q Cost Structure (C$) q Finance: Cost Structure 7 Processing (Ac^vi^es) q Key Ac8vi8es (KA) q Infrastructure: Key Ac8vi8es and Key Resources 8 Input (Resources) q Key Resources (KR) VISION (End): ............................................. STRATEGY (Ways): .........................................

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In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks. In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies. This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones. In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.

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