the ambidexterity learning cylce: how to continuously discover and solve big urgent market problems...
TRANSCRIPT
![Page 1: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/1.jpg)
Ambidexterity Learning Cycle: OTHER Loop Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
Reference: h+ps://www.linkedin.com/pulse/three-‐ways-‐your-‐company-‐can-‐learn-‐unlearn-‐mar?n-‐reeves?trk=hp-‐feed-‐ar?cle-‐?tle-‐like
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
Strategy PaleGe
Shaping Strategy
Classical Strategy
Adap?ve Strategy
Visionary Strategy
TacLcs for Bus. Model
Shape
Execute (Build)
Adapt
Op?mize
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers
Outcomes (R
esults)
ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
![Page 2: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/2.jpg)
Ambidexterity Learning Cycle: OTHER Loop Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
Reference: h+ps://www.linkedin.com/pulse/three-‐ways-‐your-‐company-‐can-‐learn-‐unlearn-‐mar?n-‐reeves?trk=hp-‐feed-‐ar?cle-‐?tle-‐like
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Outcomes (R
esults)
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
![Page 3: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/3.jpg)
Appendix
![Page 4: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/4.jpg)
Business Ecosystem Story Tool (B.E.S.T.) Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
ENVIRONMENT (Trade-‐off)
SYSTEM (Product; Enterprise; Industry; Business Model)
q Past q Present q Future
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Outcomes (R
esults)
Custom
er Segmen
t: Non
-‐/Cu
stom
ers
![Page 5: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/5.jpg)
Business Ecosystem Story Tool (B.E.S.T.) Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
ENVIRONMENT (Trade-‐off)
q Past q Present q Future
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
![Page 6: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/6.jpg)
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
Outcomes (R
esults)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
Business Ecosystem Story Tool (B.E.S.T.) Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
q Past q Present q Future
![Page 7: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/7.jpg)
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
Outcomes (R
esults)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
Problem Space SoluLon Space ImplementaLon Space
Business Ecosystem Story Tool (B.E.S.T.) Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
q Past q Present q Future
![Page 8: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/8.jpg)
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
Outcomes (R
esults)
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
Problem Space SoluLon Space ImplementaLon Space
Business Ecosystem Story Tool (B.E.S.T.) Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
q Past q Present q Future
![Page 9: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/9.jpg)
Ambidexterity Learning Cycle: OTHER Loop Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
Reference: h+ps://www.linkedin.com/pulse/three-‐ways-‐your-‐company-‐can-‐learn-‐unlearn-‐mar?n-‐reeves?trk=hp-‐feed-‐ar?cle-‐?tle-‐like
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
Canonical Strategies
Blue Ocean Strategy
Differen-‐?a?on Strategy
Low Cost Strategy
Red Ocean Strategy
TacLcs for Bus. Model
Value-‐ Innovate
Differen-‐?ate (Quality)
Lower Cost
Commo-‐di?ze
Outcomes (R
esults)
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
Problem Space SoluLon Space ImplementaLon Space
![Page 10: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/10.jpg)
Ambidexterity Learning Cycle: OTHER Loop Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
Reference: h+ps://www.linkedin.com/pulse/three-‐ways-‐your-‐company-‐can-‐learn-‐unlearn-‐mar?n-‐reeves?trk=hp-‐feed-‐ar?cle-‐?tle-‐like
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
Outcomes (R
esults)
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
DiagnosLcian
Inquisitor
Disrupter
Segmenter
Accelerator
Team Coach
Salesperson
Antenna
Problem Space SoluLon Space ImplementaLon Space
![Page 11: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/11.jpg)
Ambidexterity Learning Cycle: OTHER Loop Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
Reference: h+ps://www.linkedin.com/pulse/three-‐ways-‐your-‐company-‐can-‐learn-‐unlearn-‐mar?n-‐reeves?trk=hp-‐feed-‐ar?cle-‐?tle-‐like
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
Outcomes (R
esults)
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
Define
Control
Analyze
Generate
Improve
Measure
Problem Space SoluLon Space ImplementaLon Space
![Page 12: The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big Urgent Market Problems (BUMPs)](https://reader031.vdocuments.net/reader031/viewer/2022030301/587ed28f1a28abdb198b55e9/html5/thumbnails/12.jpg)
Ambidexterity Learning Cycle: OTHER Loop Con$nuously Discover and Solve Big Urgent Market Problems (BUMPs)
Reference: h+ps://www.linkedin.com/pulse/three-‐ways-‐your-‐company-‐can-‐learn-‐unlearn-‐mar?n-‐reeves?trk=hp-‐feed-‐ar?cle-‐?tle-‐like
ENVIRONMENT (Trade-‐off)
World-‐class Coaching on Applying the Ambidexterity Principle, Strategy PaleGe, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & h+p://businessmodels.ning.com & @rodKuhnKing
O: Observe (Detect; Sense)
T: Think (Analyze) H: Hypothesize
E: Experiment/ Execute (Act)
Outcomes (R
esults)
R: Reflect (Pivot or Persevere?)
Customer Goal, Job To Get Done (JTGD), and/or Ideal Win-‐Win SoluLon
Custom
er Segmen
t: Non
-‐/Cu
stom
ers ORGANIZATION (PRODUCT; COMPANY/UNIT; BUSINESS MODEL; ORGANISM; TOOL)
Problem Statement
Leap of Faith
Minimum Viable Product (MVP)
Learning Metrics
Pivot or Persevere?
Problem Space SoluLon Space ImplementaLon Space