The 6 Jobs of Highly Innova4ve Entrepreneurs Rapidly Discover and Solve BUMPs
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Problem Measurer
Object (Topic)
Helping Organiza4ons to Create and Manage Red Ocean Disrup4on (ROD) Teams
Rapidly Discover and Solve BUMPs
Prepared by Red Ocean Disrup4on (ROD) University
h8p://businessmodels.ning.com
ROD U
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The World’s Most Successful Businesses and Non-‐Profit Organiza4ons
Create and Manage Red Ocean Disrup4on (ROD) Teams That Rapidly Discover and Solve Problems: Big Urgent Market Problems (BUMPs)
Customers Hire
Products, Services,
Businesses, OrganizaFons, and
Tools To Rapidly Discover and/or Solve Problems:
Big Urgent Market Problems (BUMPs)
In Short, The Most Successful Organiza4ons Rapidly Discover and Solve BUMPs:
Physical/Intellectual/EmoFonal/Spiritual
6 Problem Solving Heroes
I keep six problem solving heroes (they teach me all I know about rapidly discovering and solving BUMPs);
Their names are Problem Definer; Solu4on Builder; Problem Measurer; Problem Analyzer; Solu4on Improver; Value Learner.
I send them over land and sea, I send them east and west, I send them north and south.
I send them in zig-‐zags, I send them in endless circles, I send them all over the world.
But aPer they have worked hard for me, I give them all a well deserved rest.
(Rod King’s adaptaFon of
Rudyard Kipling’s classic poem, Six Honest Serving Men)
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
The 6 Jobs of Highly Innova4ve Entrepreneurs Rapidly Discover and Solve BUMPs Date: ………………………………....
Problem Measurer
Object (Topic)
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
The 6 Jobs of Highly Innova4ve Entrepreneurs Rapidly Discover and Solve BUMPs
Problem Measurer
Object (Topic)
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
The 6 Jobs of Highly Innova4ve Entrepreneurs Rapidly Discover and Solve BUMPs
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Object
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
(Topic)
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Rapidly Discover and Solve BUMPs of Portable Music Players The 6 Jobs of Highly Innova4ve Entrepreneurs
Listen to Music
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Rapidly Discover and Solve BUMPs of Mouse Traps The 6 Jobs of Highly Innova4ve Entrepreneurs
Trap a Mouse
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
Rapidly Discover and Solve BUMPs of Shopping Carts The 6 Jobs of Highly Innova4ve Entrepreneurs
Transport Groceries
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Rapidly Discover and Solve BUMPs of Washing Machine The 6 Jobs of Highly Innova4ve Entrepreneurs
Clean Clothes
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Rapidly Discover and Solve BUMPs of Lawnmowers The 6 Jobs of Highly Innova4ve Entrepreneurs
Lawn-‐ mower
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Rapidly Discover and Solve BUMPs of Mosquitoes The 6 Jobs of Highly Innova4ve Entrepreneurs
Mosquitoes
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display criFcal thinking
Improve Solu4on Resolve trade-‐offs Do mulFlevel thinking Transform; Disrupt Role-‐play; Simplify Implement tacFcs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
Measure Problem Measure impacts Collect data/info QuanFfy relaFonships Confirm channels Verify/Validate
Problem Measurer
Rapidly Discover and Solve BUMPs of Department/Unit/OrganizaJon The 6 Jobs of Highly Innova4ve Entrepreneurs
Department/ Unit/ Org.
Build Solu4on Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs QuesFon ecosystem Explore in space/Fme
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Problem Definer
Solu4on Builder
Problem Analyzer
Solu4on Improver
Value Learner
Build Solu4on
Analyze Problem
Improve Solu4on
Learn What’s Valued
The 6 Jobs of Highly Innova4ve Entrepreneurs Rapidly Discover and Solve BUMPs
Measure Problem Problem Measurer
Object
Date: ………………………………....
Define Problem
(Topic)
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Introduc4on The tool of ROD Map for 6 Problem Solving Heroes describes six archetypal heroes in a problem-‐solving spectrum or cycle. Based on the DB-‐MAIL Cycle as well as the 5Ps of a Clinical Microsystem, the ROD Map for 6 Problem Solving Heroes is presented in the format of a tabular worksheet. The ROD Map is structured into two parts: an upper part and a lower part. The upper part provides general informaFon based on the 5 Ps of a clinical microsystem while the lower part contains a table for applying the 6 Problem Solving Heroes.
Objec4ve The tool of ROD Map for 6 Problem Solving Heroes is especially useful for iteraFvely documenFng and solving customer problems. By using parallel or tollgate thinking in the secFon on 6 Problem Solving Heroes, the Fme taken to solve problems and resolve conflicts especially in meeFngs and projects is considerably reduced.
Delight The ROD Map can be used for systemaFcally solving both rouFne (“tame”) and non-‐rouFne (“wicked”) problems. The porta-‐bility, simplicity, and versaFlity of the ROD Map facilitate accelerated learning as well as rapid achievement of project goals.
Procedure 1. Form a Red Ocean DisrupFon (ROD) team, Problem Solving Team, or Clinical Microsystem Team 2. Make a large printout or drawing of the template for the ROD Problem Solving Styles and place it on a table or wall 3. Complete and validate the 5Ps in the upper part of the ROD Map: Purpose; PaJents (Customers); PaNerns of
Performance; Processes; Professionals (Staff/Team) 4. SystemaFcally complete and validate, one column at a Fme, the lower part of the ROD Problem Solving Styles which
contains the 6 Problem Solving Heroes: Problem Definer ; SoluJon Builder; Problem Measurer; Problem Analyzer; SoluJon Improver; Value Learner
5. Decide, at the end of cycle, iteraFon, or experiment, whether to conFnue or end the project
References De Bono, E. (1999) Six Thinking Hats. USA: Back Bay Books.
ROD Map for 6 Problem Solving Heroes Rapidly Discover and Solve BUMPs
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
PROBLEM DEFINER
SOLUTION (PROTOTYPE) BUILDER
PROBLEM MEASURER
PROBLEM ANALYZER
SOLUTION IMPROVER
VALUE LEARNER
Customer Story (ROD Problem)
Provider Story (ROD SoluJon)
Learning Story
Purpose (Aim/Vision/Outcome): ……………………………………………………………………………………………………………………..…………………..…..…… Pa4ents (Customer): …..…………………………………………………………………………………………….….……….………..……………………………..…………..…… Pa`erns of Performance (Goal/Strategy/Job-‐To-‐Get-‐Done/Targets): ……..…………..……..……………..…….…………………………….…… Processes (Product/Service/Business Model): ………………………………..…….……………………………….………………………………………………….. Professionals (Staff/Team): ………………………………..…….…………..…….……………………...………………………….……………………………………………..
Date: ……………………………….... ROD Map for 6 Problem Solving Heroes
Rapidly Discover and Solve BUMPs
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
PROBLEM DEFINER
SOLUTION (PROTOTYPE) BUILDER
PROBLEM MEASURER
PROBLEM ANALYZER
SOLUTION IMPROVER
VALUE LEARNER
Who?
What? Where? When? How? Why?
Customer Story (ROD Problem)
Provider Story (ROD SoluJon)
Learning Story
Purpose (Aim/Vision/Outcome): ……………………………………………………………………………………………………………………..…………………..…..…… Pa4ents (Customer): …..…………………………………………………………………………………………….….……….………..……………………………..…………..…… Pa`erns of Performance (Goal/Strategy/Job-‐To-‐Get-‐Done/Targets): ……..…………..……..……………..…….…………………………….…… Processes (Product/Service/Business Model): ………………………………..…….……………………………….………………………………………………….. Professionals (Staff/Team): ………………………………..…….…………..…….……………………...………………………….……………………………………………..
Date: ……………………………….... ROD Map for 6 Problem Solving Heroes
Rapidly Discover and Solve BUMPs
ROD Personality Test for Red Ocean Disrup4on (ROD) Teams Rapidly Discover and Solve BUMPs
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
11/11/13 12:40 PMROD Personality Test for High Performance Teams
Page 2 of 3https://docs.google.com/forms/d/1Gr5RM32tVyFjx-LVKxo4R0FwXdNy9d5tbd8ebNoalx8/printform
10) I like to keep track ofinteresting situations and events
11) I am usually critical of thestatus quo
12) I enjoy trying out new things
13) I like to logically breakdownand analyze problems
14) I know a lot ofpeople/organizations that are likemy target customer
15) I like to document problemsand things that go wrong
16) I like to build prototypes ormock-ups of ideas
17) I like to use systematic orformal tools for solving complexproblems
18) I like to verify that products areas advertised
19) I like to listen and learn fromother people's problems
20) I like to look for patterns inproblems
21) I look at things from multipleperspectives
22) I like sharing ideas,knowledge, and life lessons
23) I like asking other people forideas and suggestions
Strongly Agree Agree Somewhat Agree/Disagree Disagree Strongly Disagree
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
Strongly Agree Agree Somewhat Agree/Disagree Disagree Strongly Disagree
Strongly Agree Agree Somewhat Agree/Disagree Disagree Strongly Disagree 5 4 3 2 1
Key For Score
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
PROBLEM DEFINER
SOLUTION (PROTOTYPE) BUILDER
PROBLEM MEASURER
PROBLEM ANALYZER
SOLUTION IMPROVER
VALUE LEARNER
Empathizes with and discovers people’s problems Looks at the problems, obstacles, and pains of customers CreaFvely defines or frames problems Observes things that are going wrong
Generates ideas Develops rough soluFons Loves novelFes Open to change
Looks/documents facts and informaFon that confirm problems Determines possible impacts of soluFons or tools on other people
Reviews exisFng data and informaFon Deeply under-‐stands pa8erns and trends of problems IdenFfies the weakest link in a ‘chain’ of problems Spots fatal flaws
Refines or build on the ideas of others Sees the advantages and disadvantages of alternaFve soluFons Loves disrupFve or lateral thinking OpFmizes and implements soluFons
Learns quickly especially by reflecFon Weighs risks of opFons Manages progress of project Determines the value or viability of a project
Average of scores: 1; 8; 11; 14; 19
Average of scores: 4; 5; 12; 16; 17
Average of scores: 3; 6; 10; 15; 18
Av. of scores: 2; 7; 9; 13; 20
Average of scores: 21; 28; 23; 29; 26
Average of scores: 24; 25; 27; 22; 30
Purpose (Aim/Vision/Outcome): ……………………………………………………………………………………………………………………..…………………..…..…… Pa4ents (Customer): …..…………………………………………………………………………………………….….……….………..……………………………..…………..…… Pa`erns of Performance (Goal/Strategy/Job-‐To-‐Get-‐Done/Targets): ……..…………..……..……………..…….…………………………….…… Processes (Product/Service/Business Model): ………………………………..…….……………………………….………………………………………………….. Professionals (Staff/Team): ………………………………..…….…………..…….……………………...………………………….……………………………………………..
Date: ……………………………….... ROD Map for 6 Problem Solving Heroes
Rapidly Discover and Solve BUMPs
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
PROBLEM DEFINER
SOLUTION (PROTOTYPE) BUILDER
PROBLEM MEASURER
PROBLEM ANALYZER
SOLUTION IMPROVER
VALUE LEARNER
Customer Story (ROD Problem)
Provider Story (ROD SoluJon)
Learning Story
Purpose (Aim/Vision/Outcome): ……………………………………………………………………………………………………………………..…………………..…..…… Pa4ents (Customer): …..…………………………………………………………………………………………….….……….………..……………………………..…………..…… Pa`erns of Performance (Goal/Strategy/Job-‐To-‐Get-‐Done/Targets): ……..…………..……..……………..…….…………………………….…… Processes (Product/Service/Business Model): ………………………………..…….……………………………….………………………………………………….. Professionals (Staff/Team): ………………………………..…….…………..…….……………………...………………………….……………………………………………..
Date: ……………………………….... ROD Map for 6 Problem Solving Heroes
Rapidly Discover and Solve BUMPs
0 2 4 6 8 10
Problem Definer
Solu4on (Prototype) Builder
Problem Measurer
Problem Analyzer
Solu4on Improver
Value Learner
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
ROD Personality Test for Red Ocean Disrup4on (ROD) Teams Rapidly Discover and Solve BUMPs
0 2 4 6 8 10
Problem Definer
Solu4on (Prototype) Builder
Problem Measurer
Problem Analyzer
Solu4on Improver
Value Learner
#4ROD. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing
ROD Personality Test for Red Ocean Disrup4on (ROD) Teams Rapidly Discover and Solve BUMPs
BONUS TOOL
Trade-‐off Map One-‐Page Worksheet That OperaFonalizes
The Methodology of The 6 Jobs of Highly InnovaFve Entrepreneurs
TRADE-‐OFF MAP
(-‐): PAIN:
(+): DE
LIGHT
:
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Product (MVP)
Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): ………………………………………………………………………………………………………………………….
Low (1)
High (10)
Low (1)
High (10)
Visual Tools for Value Posi4oning, Market Segmenta4on, and Compe44ve Analysis
CHARACTERISTICS TOOLS (TASKS/FUNCTIONS)
Tradi4onal X/Y-‐Compe44ve Graph
Petal Diagram (Steve Blank)
Trade-‐off Map (Rod King)
1) Market (Brand) PosiFoning; Perceptual Mapping ü ü
2) Classic Market SegmentaFon (ExisJng Market/Customers) ü ü ü
3) Job-‐To-‐Be-‐Done Market SegmentaFon (Future Market) ü
4) Fractal Market SegmentaFon (Customer Personas) ü
5) Adjacencies/Adjacent Markets: Red Ocean/Blue Ocean ü ü
6) Players (OrganizaFons) in CompeFFve Landscape ü ü ü
7) Investments in CompeFFve Landscape ü ü
8) Industry (Value) Benchmarking; (Value Curves) ü
9) Business Model Archetypes or Pa8erns ü
10) Value ProposiFon Design; Strategy Canvas ü
11) Classic CompeFFve (3 Generic) Strategies ü
12) DisrupFve InnovaFon Strategy ü
13) Blue Ocean Strategy (Value InnovaFon) ü
14) Red Ocean DisrupFon (ROD) Strategy/TacFcs (4 AcFons) ü
15) Ideal Final Result (IFR); Ideal Min. Valuable Product (MVP) ü
16) Trends of EvoluFon (Moore’s Law) ü
17) Analogical Tools: Product Analogs/AnFlogs ü
18) ResoluFon of Trade-‐offs/Conflicts/ContradicFons ü
19) Brand DisrupFon: DisrupFve Value Factors ü
20) ExisFng/Expected Price Line (Price-‐Benefit Map) ü