Every UNDERPERFORMING OR FAILING ORGANIZATION (business) is
accidentally and/or deliberately using a BAD STRATEGY
4 Faces of a “BAD STRATEGY”
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AEer
Strategic
Prob
lem Solving
ExecuX
on
FLUFF q Mission? q Vision? q Values? q “Sunday Words”
1
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/ExecuCon)
4 Faces of a “BAD STRATEGY”
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AEer
Strategic
Prob
lem Solving
ExecuX
on
2PROBLEM (CHALLENGE) Blindness: Failure to face problem or challenge
FLUFF q Mission? q Vision? q Values? q “Sunday Words”
1
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/ExecuCon)
4 Faces of a “BAD STRATEGY”
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AEer
Strategic
Prob
lem Solving
ExecuX
on
GOALS AS STRATEGY: PresentaCon of goals or statements of desire as strategy
32PROBLEM (CHALLENGE) Blindness: Failure to face problem or challenge
FLUFF q Mission? q Vision? q Values? q “Sunday Words”
1
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/ExecuCon)
4 Faces of a “BAD STRATEGY”
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AEer
Strategic
Prob
lem Solving
ExecuX
on
FLUFF q Mission? q Vision? q Values? q “Sunday Words”
1
3
4BAD STRATEGIC OBJECTIVES: Failure to coherently address criCcal issues or causes as in a set of “Dog’s Dinner ObjecCves”
2PROBLEM (CHALLENGE) Blindness: Failure to face problem or challenge
GOALS AS STRATEGY: PresentaCon of goals or statements of desire as strategy
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/ExecuCon)
“Bad Strategy is Long on Goals
And Short on Policy or AcXon”
Richard P. Rumelt
How to Develop and Manage A Good Strategy
DRAMATIC STORY CANVAS for FormulaXng and ExecuXng “Good Strategy”
HolisGcally Document, Present, and Manage OrganizaGonal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CHALLENGE: Short/Medium/Long-‐term (Problems: Constraints/Obstacles)
DIAGNOSIS: HolisXc Business Model (Causes/Insights: Ext./Int. Resources)
POLICY (SoluCons: Goals/ObjecCves/Strategy)
q C: Collect info (on business model)
q D: Define customer challenge, pain, unacceptable trade-‐off, conflict, or Minimum Viable Problem (MVP)
q M: Measure challenge, pain,
trade-‐off, conflict, or problem
q A: Analyze, qualitaCvely and quanCtaCvely, core (80/20) causes or simulate business model drivers especially at level of system, environment, and supersystem; use analogies, if necessary
q G: Generate disrupCve ideas and select best alternaCve
(MAXIMIZE VALUE OR HAPPINESS: Minimize Cost, Pain, and/or Waste; Minimize Weaknesses and Threats Maximize Revenue, Delight, Benefit and/or DifferenGaGon; Maximize Strengths & Opportuni.)
ACTION PLAN (TO DO) -‐ Core TacCcs/Coherent AcCons: Do-‐Measure-‐Learn (DML) Cycle q E: Eliminate – Waste (Defects) q R: Reduce – Cost (Pain), e.g., size/cost; complexity; inaccessibility (inconvenience); Gme (delay) q I: Increase – Revenue (Delight), e.g., funcGonality/performance; quality; status (brand); customizaGon/interacGon q C: Create – DifferenCaCon (Awesome Customer Experience)
Before
AEer
“Good Strategy” Canvas: 9 Steps of Problem-‐Based Strategy (CDMAG-‐ERIC)
Strategic
Prob
lem Solving
ExecuX
on
Targets (Metrics)
Job To Get Done/Experience (Journey: Strategy/ExecuCon)
DRAMATIC STORY CANVAS for FormulaXng and ExecuXng “Good Strategy”
Source: Based on Rumelt, R.P. (2011) Good Strategy. Bad Strategy. Crown Business: New York.
#4ROD. Dr. Rod King. [email protected] & hSp://businessmodels.ning.com & hSp://twiSer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluXon Gain: (Un)Known
Business Model
Business Model
CHALLENGE DIAGNOSIS POLICY
ACTION PLAN (TO DO)
Before
AEer
“Good Strategy” Canvas
Strategic
Prob
lem Solving
Targets (Metrics) Ex
ecuX
on
Job To Get Done/Experience (Journey: Strategy/ExecuCon)