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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
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
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):	..................................
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?
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
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
WHAT	REALLY	IS	
A	BUSINESS	MODEL	MOLECULE?
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):	.........................................
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
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
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
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
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
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
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
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
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
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
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
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
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	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
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
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
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
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
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
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
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
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
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
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
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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	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.
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)
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
10	Elements	of	
Business	Model	(Organiza^on)	Molecule
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
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):	.........................................
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World

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