This presentation contains a toolkit for accelerating FastWorks project especially at General Electric (GE).

1.
GE’s
Ambidextrous
Growth
Strategy:
3
Simple
Tools
for
Accelera>ng
FastWorks
Projects
BUSINESS
MODEL
STORYTELLING
&
ECONGINEERING

2. GE’s
Ambidextrous
Growth
Strategy
Ambidextrous
Organizer
Framework
for
Sustainably
Managing
Transient
Compe>>ve
Advantage
Chasm
(Transi8on)
AMBIDEXTROUS
GROWTH
STRATEGY
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
Job
To
Get
Done
Changing
Environment
Stable
Environment
FASTWORKS
–
Innova>on
Program
(EXPLORATION
CULTURE)
SIX
SIGMA
–
Improvement
Program
(EXPLOITATION
CULTURE)
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

3. FastWorks
refers
to
General
Electric
(GE)’s
Framework
For
Con>nuous
and
Rapid
Innova>on
which
is
based
on
Eric
Ries’s
Lean
Startup
Method

4. Why
FastWorks?

5. 7
Reasons
Why
GE
is
Deploying
FastWorks
Projects
Everywhere
Shorten
>me
to
market
for
innova>ve
products/services/projects:
“speed
and
agility
as
compe>>ve
advantage”
More
closely
align
product
features
with
customer
needs
and
aspira>ons
Rapidly
deliver
products
that
customers
love
and
buy
at
low
cost
or
premium
price
Facilitate
a
culture
of
con>nuous
itera>on
as
well
as
rapid
scien>fic
problem
solving
and
decision-­‐making
Rapidly
develop
highly
innova>ve
and
profitable
business
models
as
well
as
pla`orms
for
innova>ve
products
Significantly
reduce
investment
risks
as
well
as
learning
cost
for
disrup>ve
innova>ons
Rapidly
increase
revenue,
profit,
and
market
share
especially
in
emerging
markets
1
2
3
4
5
6
7
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

6. What
Environment?

7. In
Today’s
World
of
Globaliza8on,
Organiza>ons
Are
Living
in
an
Ambidextrous
Environment:
A
Global
Environment
That
is
Stable
and
Rapidly
Changing
(Vola>le,
Uncertain,
Complex,
and
Ambiguous)
in
Space
and
Time

8. ORGANIZATION
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

9. Low
Uncertainty/
Risk
ORGANIZATION
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

10. Low
Uncertainty/
Risk
ORGANIZATION
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

11. Changing
Environment
Stable
Environment
Low
Uncertainty/
Risk
ORGANIZATION
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Plan
&
Execute
(Six
Sigma/Planning
Project)
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

12. Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
ORGANIZATION
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Plan
&
Execute
(Six
Sigma/Planning
Project)
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

13. Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
ORGANIZATION
O.T.H.E.R.
Loop
Plan
&
Execute
(Six
Sigma/Planning
Project)
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

14. Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
ORGANIZATION
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

15. Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
ORGANIZATION
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
Ambidextrous
Environment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

16. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Ambidextrous
Environment
Evolu>on
of
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
COMPANY
STARTUP
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

17. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Ambidextrous
Environment
Evolu>on
of
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

18. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Ambidextrous
Environment
Evolu>on
of
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

19. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Ambidextrous
Environment
Evolu>on
of
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

20. World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
hTp://twiTer.com/RodKuhnKing
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Ambidextrous
Environment
Evolu>on
of
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
Problem-­‐
Solu>on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Changing
Environment
Stable
Environment

21. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu>on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy
Adap>ve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy
Ambidextrous
Environment
Evolu>on
of
Strategy
Choose
the
Right
Strategy
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
MAPPING
PLANNING
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

22. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu>on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
EARLY
Adopters
Innovators
(“EARLY-­‐
VANGELISTS”)
EARLY
Majority
LATE
Majority
CHASM
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
MAPPING
PLANNING
Ambidextrous
Environment
Evolu>on
of
Customer
Segment
Choose
the
Right
Customer
Segment
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

23. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu>on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
(Prototype)
Product
Adap>ve
(Pretotype)
Product
Visionary
(Pilot)
Product
Classic
(Full-­‐scale)
Product
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
Ambidextrous
Environment
Evolu>on
of
a
Scalable
Product
Choose
the
Right
Product
for
the
Right
Stage
of
Business
Model
in
the
Right
Environment
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
MAPPING
PLANNING
CHASM
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

24. ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu>on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Project
Plan
Adap>ve
Project
Plan
Visionary
Project
Plan
Classic
Project
Plan
Renewal
Project
Plan
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua>on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
Novel
Problems
Con>nuous
Innova5on
Culture/Habit
Rou8ne
Problems
Con>nuous
Improvement
Culture/Habit
Ambidextrous
Environment
Evolu>on
of
Project
Plan
Choose
the
Right
Project
Plan
for
the
Right
Stage
of
Product/Business
Model
in
the
Right
Environment
STARTUP
(Minimum
Viable
Product/
Business
Model)
COMPANY
(Maximum
Awesome
Product/
Business
Model)
MAPPING
PLANNING
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

25. Explore
GE’s
Ambidextrous
Growth
Strategy
Ambidextrous
Organizer
Framework
for
Sustainably
Managing
Transient
Compe>>ve
Advantage
Source
of
8
Tac>cs:
Mainly
Based
on
Rita
Gunther
McGrath’s
book,
“The
End
of
Compe>>ve
Advantage”
Chasm
(Transi8on)
RED
OCEAN
STRATEGY
IMPROVED
PRODUCTS/
SERVICES/BUS.
MODELS:
Defend
and
Extend
Core
or
Commodi>zed
Products/Services
BLUE
OCEAN
STRATEGY
INNOVATIVE
PRODUCTS/
SERVICES/BUS.
MODELS:
Build
Blue
Ocean/
Disrup>ve
Products:
Lean
Startups
“Stability”
Sustaining
Innova>on
(Evolu>on:
Improve;
Preserve
the
Core:
Values;
Purpose)
“Change
(Agility)”
Disrup>ve
Innova>on
(Revolu>on:
Invent;
S>mulate
Progress:
Vision;
Goals)
Ramp
up
Reconfigure
Pretotype
Prototype
FASTWORKS
–
Innova>on
Program
(EXPLORATION
CULTURE:
Minimum
Value
Prop./
Viable
Product/
Business
Model/
Resources)
AMBIDEXTROUS
GROWTH
STRATEGY
Exploit
SIX
SIGMA
–
Improvement
Program
(EXPLOITATION
CULTURE:
Maximum
Value
Prop./
Awesome
Product/
Business
Model/
Resources)
Posi5oning/Scou5ng
Op5ons
Core
Enhancements
Stepping
Stones
PlaOorm
Launches
CHANGE
MANAGEMENT
STABILITY
MANAGEMENT
Job
To
Get
Done
Changing
Environment
Stable
Environment
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

26. How
to
Execute
Ambidextrous
Growth
Strategy?

27. FastWorks
Wheel
TOOL

28. Source:
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf

29. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
2
34
5

30. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/
CUSTOMER
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
2
34
5

31. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/
CUSTOMER
VISION
(Leap
of
Faith;
Key
Assump8ons)
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
2
34
5

32. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/
CUSTOMER
PRODUCT
(Minimum
Viable
Product/
Business
Model)
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
34
5
VISION
(Leap
of
Faith;
Key
Assump8ons)
2

33. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
PROBLEM/
CUSTOMER
LEARNING
METRICS
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
4
5
PRODUCT
(Minimum
Viable
Product/
Business
Model)
3
VISION
(Leap
of
Faith;
Key
Assump8ons)
2

34. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot
or
Persevere)
PROBLEM/
CUSTOMER
LEARNING
METRICS
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
4
5
PRODUCT
(Minimum
Viable
Product/
Business
Model)
3
VISION
(Leap
of
Faith;
Key
Assump8ons)
2

35. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot
or
Persevere)
PROBLEM/
CUSTOMER
LEARNING
METRICS
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
4
5
D:
Define
M:
Measure
A:
Analyze
I:
Improve
(Build)
C:
Control
(Measure)
PRODUCT
(Minimum
Viable
Product/
Business
Model)
3
VISION
(Leap
of
Faith;
Key
Assump8ons)
2

36. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot
or
Persevere)
PROBLEM/
CUSTOMER
LEARNING
METRICS
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
4
5
D:
Define
M:
Measure
A:
Analyze
G:
Generate
I:
Improve
(Build)
C:
Control
(Measure)
-­‐
Decide
(Learn)
PRODUCT
(Minimum
Viable
Product/
Business
Model)
3
VISION
(Leap
of
Faith;
Key
Assump8ons)
2

37. Source:
Based
on
hTps://www.ge.com/sites/default/files/ge_webcast_presenta8on_09152014_0.pdf
STRATEGY
(Pivot
or
Persevere)
PROBLEM/
CUSTOMER
LEARNING
METRICS
Successful
FastWorks
Wheel
Rapidly
Discover
and
Solve
Problems
Everywhere
1
4
5
D:
Define
M:
Measure
A:
Analyze
G:
Generate
I:
Improve
(Build)
C:
Control
(Measure)
-­‐
Decide
(Learn)
OTHER
Loop
PRODUCT
(Minimum
Viable
Product/
Business
Model)
3
VISION
(Leap
of
Faith;
Key
Assump8ons)
2

38. OTHER
Loop
TOOL

39. Reflect
Observe
Think
Hypothesize
Experiment
OTHER
Loop
Rapidly
Discover
and
Solve
Problems
Everywhere
O
T
HE
R OTHER
Loop
for
Scien8fic
Problem
Solving
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
(Build;
Measure)
R:
Reflect
(Learn)

40.
Reflect
(Learn)
Observe
Think
Hypothesize
Experiment
(Build;
Measure)
OTHER
Loop
Rapidly
Discover
and
Solve
Problems
Everywhere
O
T
HE
R OTHER
Loop
for
Scien8fic
Problem
Solving
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
(Build;
Measure)
R:
Reflect
(Learn)

41.
Reflect
(Learn)
Observe
Think
(Orient)
Hypothesize
(Decide)
Experiment
(Build;
Measure)
OTHER
Loop
Rapidly
Discover
and
Solve
Problems
Everywhere
O
T
HE
R OTHER
Loop
for
Scien8fic
Problem
Solving
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
(Build;
Measure)
R:
Reflect
(Learn)

42. OTHER
Loop
Rapidly
Discover
and
Solve
Problems
Everywhere
O
T
HE
R OTHER
Loop
for
Scien8fic
Problem
Solving
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
(Build;
Measure)
R:
Reflect
(Learn)

43. OTHER
Loop
Mother
Of
All
Tools
(MOAT)
for
Problem
Discovery
and
Solving
Rapidly
Translate
Vision
into
Reality
OTHER
Loop
(Universal
Problem
Solving)
Problem
Solving
Cycle
(Gap-­‐Elimina>on
Heuris>cs:
Con>nuous
Itera>on)
OODA
Loop
(John
Boyd)
BML
Cycle
(Eric
Ries)
HETI
Loop
(Steve
Blank)
FastWorks
Cycle
(General
Electric)
DMAIC
Cycle
(Motorola)
O:
Observe
O:
Observe
Problem
(Customer)
D:
Define
M:
Measure
T:
Think
O:
Orient
A:
Analyze
H:
Hypothesize
D:
Decide
H:
Hypothesis
Leap
of
Faith
(Vision)
E:
Experiment
A:
Act
B:
Build
M:
Measure
E:
Experiment
T:
Test
Minimum
Viable
Product
(MVP);
Learning
Metrics
I
:
Improve
R:
Reflect
L:
Learn
I:
Insight
Pivot
or
Persevere
C:
Control
Sheet
1
of
2
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

44. OTHER
Loop
Mother
Of
All
Tools
(MOAT)
for
Problem
Discovery
and
Solving
Rapidly
Translate
Vision
into
Reality
OTHER
Loop
(Universal
Problem
Solving)
Problem
Solving
Cycle
(Gap-­‐Elimina>on
Heuris>cs:
Con>nuous
Itera>on)
Crea>ve
Web
(Rod
King)
Scien>fic
Method
(Francis
Bacon)
DMADV
Cycle
PDCA
Cycle
(Deming)
Design
Thinking
Process
(Stanford
Uni)
O:
Observe
PROBLEM
Space
Iden8fy
or
Define
Exis8ng
Problem/
Situa8on
(Bus
Model)
D:
Define
M:
Measure
P:
Plan
Empathize
Define
T:
Think
METHOD
Space
Explore/Make
Sense/
Ques8on/Categorize:
Root-­‐cause
Analysis
A:
Analyze
H:
Hypothesize
SOLUTION
Space
Theorize:
Solu8ons/
Assump8ons/
Predic8ons
D:
Design
Ideate
E:
Experiment
IMPLEMENTATION
Space
Collect,
Analyze,
and
Present
Data
Using
Specimens/Samples
(Min.
Viable
System)
V:
Verify
D:
Do
C:
Check
A:
Act
Prototype
Test
R:
Reflect
CREATIVE
LIFESPACE
(Env.)
Conclude:
Validate/
Reject
Hypotheses;
To
Do
or
Not
To
Do
Sheet
2
of
2
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

45. A
Holis8c
Way
to
Rapidly
Discover
and
Solve
Problems
Especially
in
Environment
of
Extreme
Uncertainty
4Q-­‐BUSINESS
MODEL
STRIP
TOOL

46. 4Q-­‐Business
Model
Strip
Universal
Problem
Solving
(UPS)
Stack
Rapidly
Discover
and
Solve
Problems
Everywhere
Problem
Solving
Opera>onal
Level
Strategic
Level
Conceptual
Level
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

47. 4Q-­‐Business
Model
Strip
Universal
Problem
Solving
(UPS)
Stack
Rapidly
Discover
and
Solve
Problems
Everywhere
Problem
Solving
Business
Modeling
Strategy
Strategic
Level
Conceptual
Level
Opera>onal
Level
Performance
Management
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

48.
Problem
Solving
Business
Modeling
Strategy
4Q-­‐Business
Model
Strip
Universal
Problem
Solving
(UPS)
Stack
Rapidly
Discover
and
Solve
Problems
Everywhere
Strategic
Level
Conceptual
Level
Opera>onal
Level
Performance
Management
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

49.
4Q-­‐Business
Model
Strip
Universal
Problem
Solving
(UPS)
Stack
Rapidly
Discover
and
Solve
Problems
Everywhere
Problem
Solving
Business
Modeling
Strategy
Strategic
Level
Conceptual
Level
Opera>onal
Level
Performance
Management
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

50.
4Q-­‐Business
Model
Strip
Universal
Problem
Solving
(UPS)
Stack
Rapidly
Discover
and
Solve
Problems
Everywhere
Strategic
Strip
Conceptual
Strip
Opera>onal
Strip
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

51.
4Q-­‐Business
Model
Strip
Universal
Problem
Solving
(UPS)
Stack
Rapidly
Discover
and
Solve
Problems
Everywhere
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

52. From
4Q-­‐Business
Model
Strip
To
GE-­‐Business
Model
Strip

53. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
Problem
Solving
Business
Modeling
Strategy
Performance
Management
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

54. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

55. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

56. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
CUSTOMER
PRODUCT
SUPPLIER
(Minimum
Viable
Product)
(Minimum
Viable
Team)
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

57. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
Strategy
CUSTOMER
PRODUCT
(Minimum
Viable
Product)
(Minimum
Viable
Team)
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

58. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
Strategy
CUSTOMER
PRODUCT
(Minimum
Viable
Product)
(Minimum
Viable
Team)
STRATEGY
(Pivot/Persevere)
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

59. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
Strategy
CUSTOMER
PRODUCT
(Minimum
Viable
Product)
(Minimum
Viable
Team)
STRATEGY
(Pivot/Persevere)
Performance
Management
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

60. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
Strategy
CUSTOMER
PRODUCT
(Minimum
Viable
Product)
(Minimum
Viable
Team)
STRATEGY
(Pivot/Persevere)
Performance
Management
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

61. GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
Problem
Solving
Business
Modeling
Strategy
CUSTOMER
PRODUCT
(Minimum
Viable
Product)
(Minimum
Viable
Team)
STRATEGY
(Pivot/Persevere)
Opera>onal
Level
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
SUPPLIER
Performance
Management
Strategic
Level
Conceptual
Level
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

62. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
STRATEGY
(Minimum
Viable
Product)
(Minimum
Viable
Team)
(Pivot/Persevere)
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

63. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
STRATEGY
(Minimum
Viable
Product)
(Minimum
Viable
Team)
(Pivot/Persevere)
SUPPLIER
OTHER
Loop
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
(Build;
Measure)
R:
Reflect
(Learn)
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

64. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
STRATEGY
1
1
2
3
4
(Minimum
Viable
Product)
5
(Minimum
Viable
Team)
(Pivot/Persevere)
0 SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

65. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Minimum
Business
Model
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
1
1
2
3
4
(Pivot/Persevere)
C:
Customer
S:
Supplier
Channel/
Market
Feedback
(Response;
Experience)
Value
Proposi5on
(Minimum
Viable
Product)
STRATEGY
5
0
Core
Competence
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

66. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Performance
Management
(“EAARRR”)
Metrics
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
1
1
2
3
4
C:
Customer
S:
Supplier
STRATEGY
5
0
E:
Engagement
A:
Acquisi5on
A:
Ac5va5on
R:
Reten5on
R:
Revenue
R:
Referral
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

67. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Performance
Management
(“EAARRR”)
Metrics
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
STRATEGY
SUPPLIER
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

68. GE-­‐Business
Model
Strip
Performance
Management
(“EAARRR”)
Metrics
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing

69. Appendix

70. CUSTOMER
PRODUCT
GE-­‐Business
Model
Strip
Based
on
GE’s
Fastworks
Cycle
Rapidly
Discover
and
Solve
Problems
Everywhere
PAIN
(Cost/Structure)
VALUE
(Profit/Margin)
DELIGHT
(Revenue/Streams)
VISION
(Leap
of
Faith)
LEARNING
METRICS
PROBLEM
(un/known)
STRATEGY
1
1
2
3
4
(Minimum
Viable
Product)
5
(Minimum
Viable
Team)
(Pivot/Persevere)
0 SUPPLIER
D:
Define
M:
Measure
A:
Analyze
I:
Improve
C:
Control
World-­‐class
Coaching
on
Business
Model
Storytelling
&
Econgineering
for
Less
Than
$10/Month:
hWp://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
@rodKuhnKing