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Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
What Capabili8es Must Be In Place
to Win?
How Will We Win In Chosen Markets?
Where Will We Play?
What Is Our Winning Aspira8on?
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve
Strategic Choice Cascade Perspec-ve
D
N
A
What Management Systems?
q Product/Service (PS)
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
q Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Core Capabili8es
How to Win
Where to Play
Winning Aspira8on
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve
Strategic Choice Cascade Perspec-ve
D
N
A
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
Management Systems
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
q Product/Service (PS)
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
q Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve
Strategic Choice Cascade Perspec-ve
D
N
A
q Product/Service (PS)
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
q Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve
D
N
A
q Product/Service (PS)
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
q Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
MISSION; CORE VALUES
Examples
P & G’s Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve
Strategic Choice Cascade Perspec-ve
D
N
A
q Grow from core: focus on leading brands, core markets & mass markets
q Extend to home, beauty, health & personal care q Expand into emerging markets
q Build highly differenEated brands backed by global scale and ubiquitous distribuEon
q Consumer understanding q InnovaEon; Brand Building q Go-‐to-‐market ability; Scale
q Goals; ObjecEves; Strategy;. q KPIs: Shareholder Value, … q Leadership Development
q Meaningfully improve the lives of the world’s consumers
q Deliver leadership, sales, profits, and value creaEon
q Product/Service (PS)
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
q Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
Oil of Olay’s Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve
Strategic Choice Cascade Perspec-ve
D
N
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
q BeSer anE-‐aging skin-‐care products q Winning markeEng campaign connected to
consumer insights q Establish a “massEge” segment
q Move upmarket (in “massEge” channel) q Target younger women in their 30s & 40s who
want and need anE-‐aging products q Sell in major geographies (North America & UK)
q Consumer understanding q MarkeEng campaign partnering
q Leverage systems q Channel & partner systems
q Become a leading skin-‐care brand q Help establish a key pillar in the P & G beauty-‐care business, along with hair care q Win convincingly in chosen channels and markets
q Product/Service (PS)
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
Appendix
How to Design and Manage a Business DNA Strategy
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Lean Startup-‐Golden Circle Perspec-ve
Strategic Choice Cascade Perspec-ve
Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Strategic Choice Cascade Perspec-ve
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Winning Aspira8on?
Lean Startup-‐Golden Circle Perspec-ve Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Strategic Choice Cascade Perspec-ve
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Winning Aspira8on?
N
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
Lean Startup-‐Golden Circle Perspec-ve Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
Where Will We Play?
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Strategic Choice Cascade Perspec-ve
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Winning Aspira8on?
N
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR)
How Will We Win In Chosen Markets?
q Value Proposi-on (VP)
Lean Startup-‐Golden Circle Perspec-ve Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
Where Will We Play?
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Strategic Choice Cascade Perspec-ve
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Winning Aspira8on?
N
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR) Where Will We Play?
How Will We Win In Chosen Markets?
q Value Proposi-on (VP)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
Lean Startup-‐Golden Circle Perspec-ve Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
D
What Capabili8es Must Be In Place
to Win?
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Source: Based on Lafley, A.G.; Mar:n, R.G. (2013). Playing to Win. Harvard Business Review Press: MassachuseQs. #1APEX. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Strategic Choice Cascade Perspec-ve
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Winning Aspira8on?
N
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR) Where Will We Play?
How Will We Win In Chosen Markets?
q Value Proposi-on (VP)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
Lean Startup-‐Golden Circle Perspec-ve Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
What Capabili8es Must Be In Place
to Win?
DWhat
Management Systems?
q Product/Service (PS)
Business DNA Pyramid Rapidly Document, Analyze, Design, and Present Innova:ve Ideas, Projects, Models, and Tools
DMCI Loop: Document. Model. Collaborate. Improve.
Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Winning Aspira8on?
N
q Customer Segment (CS) q Channels (CH) -‐ Promo-on q Customer Rel. (CR) Where Will We Play?
How Will We Win In Chosen Markets?
q Value Proposi-on (VP)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key Ac-vi-es (KA) – Process, etc.
Lean Startup-‐Golden Circle Perspec-ve Project Problem Solving-‐Business Model Perspec-ve (Outcomes/Choices)
What Capabili8es Must Be In Place
to Win?
DWhat
Management Systems?
q Product/Service (PS)
MISSION; CORE VALUES
