Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviemakers, Storytellers,...

C: Customer

S: Supplier

Payment (Feedback; Reward)

Product/Service OTHER Loop

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Red Ocean Disrup<on (ROD) Storyboard

Rapidly Visualize, Prototype, and Test Your Business Plot, Strategy Story, Value Proposi<on, and Business Model

ENVIRONMENT

STRATEGY CURRENT ECOSYSTEM FUTURE ECOSYSTEM

C: Customer

S: Supplier






1 3 2

ENVIRONMENT 0

STRATEGY CURRENT ECOSYSTEM FUTURE ECOSYSTEM

C: Customer

S: Supplier






1 3 2

ENVIRONMENT QUESTION 0

STRATEGY QUESTION

CURRENT ECOSYSTEM QUESTION

FUTURE ECOSYSTEM QUESTION

C: Customer

S: Supplier






1 3 2

ENVIRONMENT (Trade-‐off; Context: Place; Time; Cue/Trigger/Signal) – Why Change? 0

STRATEGY

(How best to change & win?) CURRENT ECOSYSTEM (What to change?)

FUTURE ECOSYSTEM (To what to change?)

C: Customer

S: Supplier






1 3 2

DOING TO DO DONE


STRATEGY



C: Customer

S: Supplier






1 3 2

DOING TO DO DONE

Domain/Industry/Market (Job To Get Done): ……………………………………………………………………………………………………………………………………….


STRATEGY



For Brand Disruptors

C: Customer

S: Supplier






DISRUPTION

1 3 2

CONVENTION VISION


STRATEGY



For Lean Startups

C: Customer

S: Supplier


1 3 2


Red Ocean Disrup<on (ROD) Storyboard Universal Goal Achievement (UGA) Template


STRATEGY



C: Customer

S: Supplier


Product/Service


OTHER Loop

Red Ocean Disrup<on (ROD) Storyboard for Lean Startup Movies


1 3 2

Product (Current Business Model Trade-‐off)

Vision (Future Business Model Trade-‐off)

(Build-‐Measure-‐Learn Loop)

DOING TO DO DONE


CURRENT ECOSYSTEM (What to change?)


(How best to change & win?)

Strategy

Milestones (Key Metrics)

C: Customer

S: Supplier


Product/Service


OTHER Loop



1 3 2




DOING TO DO DONE

Eliminate

Reduce

Create

Increase





Strategy


C: Customer

S: Supplier


Product/Service


OTHER Loop

a b c d



1 3 2

Legend: Problem-‐Solu^on Fit Product-‐Market Fit Business Model Fit Scaling a b c d




DOING TO DO DONE

Eliminate

Reduce

Create

Increase





Strategy


C: Customer

S: Supplier


Product/Service


Domain/Industry/Market (Job To Get Done): Travel from one place to another … quickly and safely

1 3 2

OTHER Loop


How Apple/Steve Jobs Simply Created a Business Model Movie That Disrupted the Music Industry Ex

ample

TO DO DONE DOING

a b c dProduct

(Current Business Model Trade-‐off)


Eliminate

Reduce

Create

Increase





Strategy

C: Customer

S: Supplier


Product/Service



How Apple/Steve Jobs Simply Created a Business Model Movie That Disrupted the Music Industry

Domain/Industry/Market (Job To Get Done): Listen to music (song collec^on/library) … everywhere

1 3 2

Exam

ple

OTHER Loop DOING TO DO DONE



a b c d

Eliminate

Reduce

Create

Increase





Strategy

For Designers & Problem Solvers

C: Customer

S: Supplier


1 3 2




STRATEGY



C: Customer

S: Supplier


Domain/Purpose/Goal (Job To Get Done): ……………………………………………………………………………………………………………………………………….

1 3 2




STRATEGY



C: Customer

S: Supplier


1 3 2


OTHER Loop

Red Ocean Disrup<on (ROD) Storyboard for

Rapidly Co-‐crea<ng and Edi<ng Game-‐changing Movies



STRATEGY



C: Customer

S: Supplier


1 3 2

House of Pain Delight

Happiness Zone


(Build-‐Measure-‐Learn Loop) Red Game (Habit/AWribute) Ideal Game (Habit/AWribute)



Pain

OTHER Loop

Eliminate

Reduce

Create

Increase



STRATEGY



VISION

C: Customer

S: Supplier


1 3 2


Happiness Zone





Pain

OTHER Loop

CURRENT Job To Get Done NEW Job To Get Done

Eliminate

Reduce

Create

Increase



STRATEGY



VISION

C: Customer

S: Supplier


1 3 2


Happiness Zone





Pain

OTHER Loop

PROBLEM (Trade-‐off)

IDEAL SOLUTION (Zero Trade-‐off)

Eliminate

Reduce

Create

Increase



STRATEGY



VISION

C: Customer

S: Supplier


1 3 2


Happiness Zone





Pain

OTHER Loop

C I R EPROBLEM (Trade-‐off)


Eliminate

Reduce

Create

Increase



STRATEGY



VISION

C: Customer

S: Supplier


1 3 2


Happiness Zone





Pain

OTHER Loop

C I R EPROBLEM (Trade-‐off)


Stuck/trapped in a small world (“dis/comfort zone”)

Endless PossibiliSes!!! (Sense of purpose/freedom)

Eliminate

Reduce

Create

Increase



STRATEGY



VISION

For Strategists

Use A Red Ocean Disrup<on (ROD) Storyboard

To Rapidly Solve Any Problem

While Visually Crea^ng, Edi^ng, and Managing

Business Model Movies, Stories, and Plans

Benefit of a Red Ocean Disrup<on (ROD) Storyboard

A Red Ocean Disrup<on (ROD) Storyboard Is

Dynamic Visual Template That Answers 4 Fundamental Ques<ons

Of A Change Management Project

Current Ecosystem (Business Model) Quesôn: What to Change?

Future Ecosystem (Business Model) Quesôn: To What to Change?

Strategy Quesôn: How Best to Change & Win?

What Really is a Red Ocean Disrup<on (ROD) Storyboard?

1

3

2

Environment Quesôn: Why Change? 0

C: Customer

S: Supplier


Product/Service




1 3 2

ENVIRONMENT QUESTION 0

STRATEGY QUESTION

CURRENT ECOSYSTEM QUESTION

FUTURE ECOSYSTEM QUESTION

C: Customer

S: Supplier


Product/Service




1 3 2


STRATEGY



C: Customer

S: Supplier


Product/Service




1 3 2

Note OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect. The OTHER Loop is a generic tac^c for itera^vely achieving goals, objec^ves, strategies, and targets.

OTHER Loop


STRATEGY




C: Customer

S: Supplier


Product/Service




1 3 2

OTHER Loop


STRATEGY




C: Customer

S: Supplier


Product/Service




1 3 2

OTHER Loop



STRATEGY




C: Customer

S: Supplier


Product/Service




1 3 2

OTHER Loop


RED OCEAN IDEAL OCEAN


STRATEGY




C: Customer

S: Supplier


Product/Service




1 3 2

OTHER Loop



STRATEGY




C: Customer

S: Supplier


Product/Service




1 3 2

OTHER Loop


Eliminate

Reduce

Create

Increase


STRATEGY




Present (“As Is”) Future (“To Be”)

Rapidly Visualize Your Red Ocean Disrup<on (ROD) Story Red Ocean Disrup<on (ROD) Storyboard


What to change? To what to change?

How best to change & win?




RED OCEAN






RED OCEAN

IDEAL OCEAN






Examples of Red Ocean Disrup^on (ROD) aka Blue Ocean Strategy (BOS) Stories Ringling Brothers vs. Cirque du Soleil; Tradi<onal Long-‐haul Airlines vs. Southwest Airlines; Tradi<onal Wine vs. Yellow Tail; Walkman vs. iPod; Borders vs. Amazon; Blockbuster vs. Nealix; Encyclopedia Britannica vs. Wikipedia; Tradi<onal Hotels vs. Airbnb

RED OCEAN

IDEAL OCEAN





Infancy

Birth

Growth Chasm



Maturity

RED OCEAN

IDEAL OCEAN





Infancy (Shaping Strategy)

Birth (AdapSve Strategy)

Growth (Visionary Strategy)

Maturity (Classic Strategy)



RED OCEAN

IDEAL OCEAN



Chasm





RED OCEAN

IDEAL OCEAN





Prototype

Pretotype

Pilot

Full-‐scale



RED OCEAN

IDEAL OCEAN





Customer Valida<on (Startup)

Customer Discovery (Startup)

Company Crea<on

Company Building



RED OCEAN

IDEAL OCEAN



Chasm



Problem-‐Solu<on Fit



RED OCEAN

IDEAL OCEAN



Chasm



Product-‐Market Fit




RED OCEAN

IDEAL OCEAN



Chasm





Business Model Fit



RED OCEAN

IDEAL OCEAN



Chasm





Business Model Fit

Scaling



RED OCEAN

IDEAL OCEAN



Chasm





RED OCEAN

IDEAL OCEAN






RED OCEAN

IDEAL OCEAN



q  Reality/Facts (External & Internal Trade-‐offs)


Business Model Resources/ Value Factors & Trade-‐offs q  S: Strengths (1-‐10) q  W: Weaknesses (1-‐10) q  O: Opportuni<es (1-‐10) q  T: Threats (1-‐10)



RED OCEAN

IDEAL OCEAN





q  Core Purpose/Mission q  Vision q  Core Values q  Goal q  Objec<ves/“Jobs” (Physical/Intellectual/ Emo^onal/Spiritual)




RED OCEAN

IDEAL OCEAN





q  Core Purpose/Mission q  Vision q  Core Values q  Goal q  Objec<ves/“Jobs” (Physical/Intellectual/ Emo^onal/Spiritual)

q  ROD Strategy/Tac<cs/Targets -‐  Minimize Weaknesses/Threats/ Pain/Risks/Disadvantages -‐  Maximize Strengths/Opportuni<es/

Delight/Rewards/Advantages -‐  Rapidly Experiment & Learn (4 Heuris^cs): •  OTHER: Observe; Think; Hypothesize;

Experiment; Reflect •  OODA: Observe SWOT; Orient; Decide; Act •  BML: Build-‐Measure-‐Learn Loop •  ERIC (R.O.D. Disrup<on): Eliminate;

Reduce; Increase; Create




RED OCEAN

IDEAL OCEAN




C: Customer

S: Supplier






CURRENT ECOSYSTEM (“As Is”)

FUTURE ECOSYSTEM (“To Be”)

C: Customer

S: Supplier






Red Ocean Business Model

Ideal/Blue Ocean Business Model



C: Customer

S: Supplier








A Red Ocean Disrup<on (ROD) Story Hardly Plays Out

As Planned or WriWen in Detail



C: Customer

S: Supplier






Does Any Planned Blue Ocean Business Model Survive

First Contact With Customers?





VALUE MAP

BLUE OCEAN

RED OCEAN

(+): DE

LIGHT

Low (1)

High (10)

Low: (1)

High: (10)

SWEET SPOT LUXURY SPOT

DISRUPTION SPOT

(-‐): PAIN

Job To Be Done (Market/Goal): ……………………………………………………………………………………………………………….……………. Big Urgent Market Problem (BUMP): ……………………………………………………………………………………………………………………..

VALUE MAP

BLUE OCEAN

RED OCEAN

(+): DE

LIGHT

: Differen

<a<o

n

Low (1)

High (10)

Low: (1)

High: (10)

SWEET SPOT LUXURY SPOT

DISRUPTION SPOT

(-‐): PAIN: Cost

Job To Be Done (Market/Goal): ……………………………………………………………………………………………………………….……………. Big Urgent Market Problem (BUMP): ……………………………………………………………………………………………………………………..

Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviemakers, Storytellers,...

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Transcript of Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviemakers, Storytellers,...