BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling Stories, and Designing "Soaring" Business Model Engines

World-classCoachingonPeopleFirstOrganiza1on&Design(PFOD)&MasterofBusinessModelEngineering(MBME)[email protected]&hAp://businessmodels.ning.com&@rodKuhnKing

BUSINESSMODELENGINE

(SuprasystemThinking)

MANIFESTOforBusinessModelEngineeringDemocra(zeandApplyEinstein’sConceptofSpaceTimetoBusinessThinking

MinimumViablePresentaLon(MVP)ofaBusinessModelEngine

OurUniverse(SpaceTimeFabric)

“Webelieveinaworldwherethereisnot1or2Einsteinsbutmillions,billionsofEinsteinsespeciallyinbusiness.That’stheworldthatwearetryingtocreatewiththeconceptofabusinessmodelengine.WebelieveinaworldofinfiniteSuprasystemThinkers.”RodKing


BUSINESSMODELENGINE


BusinessModelEngine


OurUniverse


BUSINESSMODELENGINE


BusinessModelEngine


SpaceTimeFabric


BUSINESSMODELENGINE


BusinessModelEngine


Suprasystem(DynamicSpace)


BUSINESSMODELENGINE


BusinessModelEngine


BusinessModelEngine

EveryDynamicObject,LivingSystem,orOrganiza1on

IsABusinessModelEngine

ABusinessModelEngineis

a(Fractal)UnitofOrganiza1on,Design,andAnalysis

inSuprasystemThinking

But,Whatis

SuprasystemThinking?

"Wecannotsolveourproblemswiththesamethinkingweused

whenwecreatedthem.”

Einstein’sFamousQuoteAboutSuprasystemThinking

AlbertEinsteinSuprasystemThinker

“ThinkOutOftheBox.”

PopularSayingAboutSuprasystemThinking

But,Whatreallyismeantbya“BusinessModelEngine”?


BUSINESSMODELENGINE



BusinessModelEngine


BUSINESSMODELENGINE



BusinessModelEngine


BUSINESSMODELENGINE


END


BusinessModelEngine


BUSINESSMODELENGINE


END

SYSTEM(TOOL)


BusinessModelEngine


BUSINESSMODELENGINE


END

SYSTEM(TOOL)


DeliberatePlanning(Visionary)

BusinessModelEngine


BUSINESSMODELENGINE


END

SYSTEM(TOOL)



Zoomingin

Zoomingout

Unity(Order)

BusinessModelEngine


BUSINESSMODELENGINE


END

SYSTEM(TOOL)



Zoomingin

EmergentPlanning

(Pragma9st)

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Unity(Order)

Diversity(Chaos)

BusinessModelEngine


BUSINESSMODELENGINE


END

SYSTEM(TOOL)

Constraints(Barriers/Gap)



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EmergentPlanning

(Pragma9st)

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Unity(Order)

Diversity(Chaos)

BusinessModelEngine


BUSINESSMODELENGINE


END

WAYS/MEANS



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Unity(Order)

Diversity(Chaos)

BusinessModelEngine


BUSINESSMODELENGINE


END

(Receiver)

WAYS/MEANS(Sender)



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Unity(Order)

Diversity(Chaos)

BusinessModelEngine


BUSINESSMODELENGINE


END

(Receiver)

WAYS/MEANS(Sender)



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(Pragma9st)

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Unity(Order)

Diversity(Chaos)

BusinessModelEngine



BUSINESSMODELENGINE


END

WAYS/MEANS




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Unity(Order)

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BusinessModelEngine


BUSINESSMODELENGINE


END(EFFECT/IMPACT)

WAYS/MEANS




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Unity(Order)

Diversity(Chaos)

BusinessModelEngine


BUSINESSMODELENGINE


END(EFFECT/IMPACT)

WAYS/MEANS(CAUSE)




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(Pragma9st)

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Unity(Order)

Diversity(Chaos)

BusinessModelEngine


BUSINESSMODELENGINE


END(EFFECT/IMPACT)

WAYS/MEANS(CAUSE)



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Unity(Order)

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BusinessModelEngine


BUSINESSMODELENGINE


END(WHY)

WAYS/MEANS(WHO/

WHAT/HOW)



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(Pragma9st)

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Unity(Order)

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BusinessModelEngine


BUSINESSMODELENGINE


END(WHY)

WAYS/MEANS(WHO/

WHAT/HOW)



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(Pragma9st)

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Unity(Order)

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BusinessModelEngine


BUSINESSMODELENGINE


END(WHY)

WAYS/MEANS(WHO/

WHAT/HOW)



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Unity(Order)

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BusinessModelEngine


BUSINESSMODELENGINE




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(Pragma9st)

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Unity(Order)

Diversity(Chaos)

Suprasystem(DynamicSpace)

BusinessModelEngine

End-Ways-Means(EWM)Hierarchy


BUSINESSMODELENGINE(Suprasystem)

4Q-CHAINLinearBusinessModelEngine

WHY

JobToGetDone(JTGD):..................................................................... Pain/Delight(-/+):….....





WHAT

WHY

WHO

HOW






WHAT

WHY

WHO

HOW






WHAT

WHY

WHO

HOW

q  ValueProposi1on/Taglineq  Strategyq  Product/Service/Output

q  Processes/KeyAc1vi1esq  KeyResourcesq  Input/KeyPartners

q  Customerq  Channelsq  CustomerRela1onships

q  Purpose/Mission/Vision/Valuesq  Impacts/Experienceq  Value:Pain(-);Delight(+)/Trade-off:Pain(-);Delight(+)/ProfitMargin:Cost(-);Revenue(+)






WHAT

WHY

WHO

HOW











WHATWays

WHYEnd

WHO

HOWMeans





















WHATWays

WHYEnd

WHO

HOWMeans

WHATWays

WHYEnd

WHO

HOWMeans










WHATWays

WHYEnd

WHO

HOWMeans

WHATWays

WHYEnd

WHO

HOWMeans










WHATWays

WHYEnd

WHO

HOWMeans

WHATWays

WHYEnd

WHO

HOWMeans




TIME&SPACE

WHATWays

WHYEnd

WHO

HOWMeans

WHERE

WHEN

4Q-CHAIN

BUSINESSMODELENGINE

SpaceTimeFabric


Examples


q  Processes/KeyAc1vi1es:Wemakegreatcomputers.

q  KeyResources:Staff;Infrastructureq  Input/KeyPartners:OEMs

q  Customer:High-endCustomerq  Channels:Retailers;Online;In-storeq  CustomerRela1onships:Customer

In9macy/Friendly

q  Purpose/Mission/Vision/Values:WebelieveinpuCngadentintheuniverse.Everythingwedo,webelieveinchallengingthestatusquo.Webelieveinthinkingdifferently.

q  Impacts/Experience:InsanelyGreatq  Value:Pain(-);Delight(+)/ProfitMargin:Cost(-);Revenue(+)

4Q-CHAIN

BUSINESSMODELENGINE

Apple’sBusinessModelEngine:ForComputers4Q-Chain(“ImprovedGoldenCircle”)forVisualizingaBusinessModelEngine

WHATWays

WHYEnd

HOWMeans

WHO

q  ValueProposi1on:ThinkDifferentq  Strategy:LuxuryDisrup9veInnov.q  Product/Service/Output:Our

computersarebeau9fullydesigned,simpletouse,anduser-friendly.



WHYSTARTUPSANDMATUREDCOMPANIESFAILINTIME&SPACE21RisksThatKillStartups&BigCompanies

q  Unoriginalorcommodi1zedproductsq  Notalwaysdiscovering,valida1ng&

solvingaBigUrgentMarketProblemq  Nothavingormanagingastrategy

q  Notrapidlyfinding&solvingproblemsq  Havingtoolialeortoomuchmoneyq  Poorinvestormanagementq  Foundersfigh1ngeachotherq  Inadequateplacorm;badinputs

q  Nothavingenoughcustomers/usersq  Poorlydefinedmarketorcustomersq  Singlefounder(I-Decision-maker)q  Obs1nateemployees;badteamsq  Badpartners/contractors

q  NotknowingWHYtheydoWHATtheydo,thatis,anenterpriseororganizaLondoesnotknowwhyitexistsintermsofitsgreateruLlitytomankindorsociety

q  Puengprofitbeforepeople

EXTERNALFACTORSINTIME&SPACE

q  Badgeographicalloca1on

q  Marginal(“unsustainable”)niche

q  Disrup1vecompe1tororupstart

q  Unsustainablebusinessecosystem

q  Slowpaceofindustry,market,and/oreconomy(“tortoisegrowth”)

q  Fastspeedofindustry,market,and/oreconomy(“haregrowth”orhypergrowth)

WHATWays

WHYEnd

WHO

HOWMeans

WHERE

WHEN

VisualToolof4Q-CHAIN

FAILEDOR“STALLED”BUSINESSMODELENGINE

JobToGetDone(JTGD):Buildathrivingandsustainablebusiness.

MainSourceofAboveInforma9on:hAp://fundersandfounders.com/startup-mistakes/

Pain/Delight(-/+):….....

ZoomingOutOfandInToTheBusinessModelEngine


END

WAYS/MEANS

BUSINESSMODELENGINE





END

WAYS/MEANS

BUSINESSMODELENGINE






END

WAYS/MEANS

BUSINESSMODELENGINE



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Unity(Order)

Diversity(Chaos)




END

WAYS/MEANS

BUSINESSMODELENGINE



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(Pragma9st)

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Unity(Order)

Diversity(Chaos)




END

WAYS/MEANS

BUSINESSMODELENGINE




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(Pragma9st)

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Unity(Order)

Diversity(Chaos)




END(Result/Impact/Effect/Value/Trade-off/SuccessCriteria/ProfitMargin)

WAYS/MEANS

BUSINESSMODELENGINE




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EmergentPlanning

(Pragma9st)

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Unity(Order)

Diversity(Chaos)





WAYS/MEANS(System/Organiza9on/Project/Cause;Policy/Goal/Objec9ve/Strategy)

BUSINESSMODELENGINE




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(Pragma9st)

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Unity(Order)

Diversity(Chaos)






BUSINESSMODELENGINE


Leadership

Finance







BUSINESSMODELENGINE


Leadership

Finance

Marke1ng







BUSINESSMODELENGINE


Leadership

Finance

Marke1ng

ProductDev.







BUSINESSMODELENGINE




ValueSharing/Capture





BUSINESSMODELENGINE





ValueDelivery





BUSINESSMODELENGINE





ValueDelivery

ValueCrea9on





BUSINESSMODELENGINE


ValueEngine







BUSINESSMODELENGINE


ValueEngine

CustomerGrowthEngine







BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine







Right-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine







Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine






WHY


Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine






WHY


WHOWHATHOW

Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine






WHYq  Purpose/Mission/Belief/CoreValuesq  Vision/Dream/AspiraLon


WHOq  Provider/CustomerWHATq  Product/Service(Output/Tool)HOWq  Process(TacLcs/Tasks)/Resources

Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine









Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Viability








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Viability

Desirability

Feasibility








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Viability

Desirability

Feasibility

WHY








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


WHOHOW

WHAT

Viability

WHY

Desirability

Feasibility








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


WHOHOW

WHAT

Viability

WHY

Desirability

Feasibility

Build

Learn

Measure








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Viability

SharedValue/ProfitMargin

Desirability

Feasibility

Build

Learn

Measure








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Customer/Supplier

Process/Input/Resources

Output/Product

Viability


Desirability

Feasibility

Build

Learn

Measure








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Customer/Supplier


Output/Product

Clarity


Consistency

Discipline

Build

Learn

Measure








Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Customer/Supplier


Output/Product

FinancialPerspec9ve


EnterprisePerspec9ve

Build

Learn

Measure


CustomerPerspec9ve







Right-BrainThinking

Leg-BrainThinking

WHOHOW

WHAT

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine









ValueEngine


Right-BrainThinking

Leg-BrainThinking

WHOHOW

WHAT

Learn

BUSINESSMODELENGINE


EnterpriseEngine










ValueDelivery

Right-BrainThinking

Leg-BrainThinking

WHOHOW

WHAT

Learn

BUSINESSMODELENGINE


ValueCapture









EthosPathos

Logos

Right-BrainThinking

Leg-BrainThinking

WHOHOW

WHAT

Aspira9ons

Needs

Design

BUSINESSMODELENGINE










EthosPathos

Logos

Right-BrainThinking

Leg-BrainThinking

WHOHOW

WHAT

Aspira9ons

Needs

DesignLearn

BUSINESSMODELENGINE





Example



WHY(ShouldI/WeCare?)q  Wearebuilding…acathedral…wherepeoplewillcometoworshiptheircreatorandgivethankstotheLord.


WHOq  Provider/CustomerWHATq  Wearebuilding…achurch...HOWq  Wearebuilding…awall…

Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE



Customer/Supplier


Output/Product

Viability


Desirability

Feasibility

Build

Learn

Measure

BusinessModelEngineforBuilder-Types4Q-Chain(“ImprovedGoldenCircle”)forVisualizingaBusinessModelEngine

SourceofinfoonWHY,WHAT,andHOW:Sinek,A.(2009).StartwithWhy.NewYork:Porjolio.

EthosPathos

Logos

Aspira9ons

Needs

Design




WHY(ShouldI/WeCare?)q  WebelieveinpuCngadentintheuniverse.Everythingwedo,webelieveinchallengingthestatusquo.Webelieveinthinkingdifferently.


WHOq  Provider/CustomerWHATq  Ourcomputersarebeau1fullydesigned,simpletouse,anduser-friendly.HOWq  Wemakegreatcomputers.

Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE



Customer/Supplier


Output/Product

Viability


Desirability

Feasibility

Build

Learn

Measure

Apple’sBusinessModelEngineforComputers4Q-Chain(“ImprovedGoldenCircle”)forVisualizingaBusinessModelEngine

SourceofinfoonWHY,WHAT,andHOW:Sinek,A.(2009).StartwithWhy.NewYork:Porjolio.

EthosPathos

Logos

Aspira9ons

Needs

Design




WHY(ShouldI/WeCare?)q  You’llbeableto…sharememoriesofthegreat(mesthatyou’vehadandthehappinessthatliesinfutureforyou


WHOq  Provider/CustomerWHATq  Ourdrillsmakethemostaccurateholes...HOWq  Wemakegreat…drills…

Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE



Customer/Supplier


Output/Product

Viability


Desirability

Feasibility

Build

Learn

Measure

BusinessModelEngine(“GoldenCircle”)foraDrill4Q-ChainforVisualizingaBusinessModelEngine

EthosPathos

Logos

Aspira9ons

Needs

Design




WHY(ShouldI/WeCare?)q  “Ibelievethatthisna(onshouldcommititselftoachievingthegoal,beforethisdecadeisout,oflandingamanonthemoonandreturninghimsafelytotheearth.”


WHOq  Provider/Customer:NASA/Ci(zensofUSAWHATq  Ourspacerockets…havesuperiortechno-logyandareelegantandsafe.HOWq  Wemakegreatspacerockets.

Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE



Customer/Supplier


Output/Product

Viability


Desirability

Feasibility

Build

Learn

Measure

NASA’sBusinessModelEngineforSpaceflights4Q-Chain(“ImprovedGoldenCircle”)forVisualizingaBusinessModelEngine

EthosPathos

Logos

Aspira9ons

Needs

Design


DualScreen(Duplex)forVisuallyOrganizingandManagingIdeasforaBusinessModelEngine





WHAT

WHY

WHO

HOW






WHAT

WHY

WHO

HOW





WHAT

WHY

WHO

HOW

Defini1onofaBUSINESSMODELENGINESimpler,Versa9le,andScalableVisualiza9onofSystems,Organiza9ons,Projects,andProcesses






WHAT

WHY

WHO

HOW



"Abusinessmodelengineisalivingsystemor“drivingforce”thatusesresourcestotransforminputsintoproduct/servicethatisdeliveredtocustomerssothatitsProfitMargin,Happiness,orSharedValueissustainablyenhanced.”

“Abusinessmodelengineconsistsof3interrelatedpartsforgemngajobdone:q  EnterpriseEngine:createsvalueq  CustomerGrowthEngine:deliversvalueq  ValueEngine:captures/sharesvalue”

“EveryplannedbusinessmodelengineishypotheLcal(non-existent)andexposedtorisksoffeasibility,desirability,andviability.”

RodKing’sDefiniLonofaBUSINESSMODELENGINE

Everyac9ve,living,orthrivingorganiza9onhasadynamicbusinessmodelengine.Everytroubledorganiza9onhasabusinessmodelenginethatisnon-adap9veordying.

Ø 

Ø 

Ø 





WHAT

WHY

WHO

HOW

q  Purpose/Mission/Vision/Valuesq  Impacts/Experienceq  Value:Pain(-);Delight(+)q  Trade-off:Pain(-);Delight(+)q  ProfitMargin:Cost(-);Revenue(+)










Ø 

Ø 

Ø 





END

WAYS/MEANS






END

WAYS/MEANS







END

WAYS/MEANS







END

WHY

WAYS/MEANS

WHOWHATHOW







END(Result/Impact/Effect/Value/Happiness/Trade-off/SuccessCriteria/ProfitMargin)

WHY

WAYS/MEANS(System/Organiza9on/Project/Cause;

Policy/Goal/Objec9ve/Strategy)

WHOWHATHOW









WHY:Purpose/Mission/Belief/CoreValues;Vision/Dream/AspiraLon



WHO:Provider/CustomerWHAT:Product/Service(Output/Tool)HOW:Process(TacLcs/Tasks)/Resources
















Ø 

Ø 

Ø 




4Q-DIAMOND



4Q-DIAMONDTetrahedralBusinessModelEngine

END

WAYS/MEANS


4Q-DIAMOND




END

WAYS/MEANS


4Q-DIAMOND




END

WHY

WAYS/MEANS

WHAT

WHOHOW


4Q-DIAMOND




END

WHY

WAYS/MEANS

WHAT

WHOHOW


WHAT

WHY

WHOHOW

4Q-DIAMOND





WHAT

WHY

WHOHOW

4Q-DIAMOND





WHAT

WHY


WHOHOW

4Q-DIAMOND




WHAT

WHY


WHOHOWOrganiza1on/

Project:….....................

4Q-DIAMOND




WHAT

WHY


WHOHOW

4Q-DIAMOND






4Q-DIAMOND


WHATProduct

WHYValue

WHOCustomer

HOWProcess





4Q-DIAMOND







Ø 

Ø 

Ø 

WHATProduct

WHYValue

WHOCustomer

HOWProcess




Input

Passion/Skill;Resources

Processing

AcLviLes;Channel

Output

Product/Service

Supplier

WHO(WinningStrategy/System)

Customer

Cost;Defect;Pain(-)

Impact

(ProfitMargin;Value;

Purpose)

Revenue;Benefit;

Delight(+)


BusinessModelEngine(BME):Suprasystem

9GalaxyCards

4Q-GALAXY3X3BusinessModelEngine


Input


Processing

AcLviLes;Channel

Output

Product/Service

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards







Ø 

Ø 

Ø 


Input


Processing

AcLviLes;Channel

Output

Product/Service

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards







Ø 

Ø 

Ø 

CUSTOMERENGINE

VALUEENGINE

ENTERPRISEENGINE




9BusinessModelEngineering(BME)Cards







Ø 

Ø 

Ø 

END

WAYS

MEANS

WHERE

WHO

WHEN

WHY

WHAT

HOW




4Q-Table

TIMESPACE

WHY

WHO

WHAT

HOW

4Q-TABLETableofBusinessModelEngine




4Q-Table

SPACE

WHY

WHO

WHAT

HOW





4Q-Table

WHERE

WHY

WHO

WHAT

HOW





4Q-Table

WHERE

WHY Soul

WHO Heart

WHAT Mind

HOW Body





4Q-Table

WHERE

WHY Soul

WHO Heart

WHAT Mind

HOW Body





4Q-Table

WHERE

WHY Soul Spiritual

WHO Heart Emo9on-al

WHAT Mind Intellect-ual

HOW Body Physical





4Q-Table

WHENWHERE

ToDo Doing Done

WHY

WHO

WHAT

HOW





4Q-Table

WHENWHERE

Future Present Past

WHY

WHO

WHAT

HOW





4Q-Table

WHENWHERE

Act3 Act2 Act1

WHY

WHO

WHAT

HOW





4Q-Table







Ø 

Ø 

Ø 

WHERE

WHY

WHO

WHAT

HOW




4Q-Table







Ø 

Ø 

Ø 

WHENWHERE

Future Present Past

WHY

WHO

WHAT

HOW




4Q-Table

WHENWHERE

Future Present Past

WHYq  Purpose/

Profit

WHOq  Provider/

Customer

WHATq  Product/

Service

HOWq  Process/Resources







Ø 

Ø 

Ø 


JobToGetDone(JTGD):RapidlyDiscoverandSolveProblemsforOrganiza9ons&Projects

BusinessModelCanvas(BMC)


KeyPartners(KP)

KeyAc1vi1es(KA)

ValueProp.(VP)

CustomerRel.(CR)

CustomerSegments(CS)

KeyResources(KR)

Channels(CH)

CostStructure(C$)

RevenueStreams(R$)

9BuildingBlocks







Ø 

Ø 

Ø 

Pain/Delight(-/+):….....

LeanCanvas(LC)


Problem(Prob)

Solu1on(Soln)

ValueProp.(VP)

UnfairAdvan-tage(UA)

CustomerSegments(CS)

KeyMetrics(KM)

Channels(CH)

CostStructure(C$)

RevenueStreams(R$)

9BuildingBlocks







Ø 

Ø 

Ø 

JobToGetDone(JTGD):RapidlyDiscoverandSolveProblemsforOrganiza9ons&Projects Pain/Delight(-/+):….....

Applica1onsofBusinessModelEngine

HowmanyanddifferentapplicaLonscanyouthinkofforaBusinessModelEngine?


SimonSinek’s“STARTWITHWHY”

WHY

HOW

WHAT

GOLDENCIRCLE

GOLDENCIRCLEvs.4Q-CHAINJobToGetDone(JTGD):..................................................................... Pain/Delight(-/+):….....



GOLDENCIRCLEvs.4Q-CHAIN


WHAT

WHY

WHO

HOW






WHATStrategy

WHYPurpose

WHOPeople

HOWProcess






WHATSynergy

WHYPurpose

WHOPeople

HOWProcess





WHY

HOW

WHAT

GOLDENCIRCLE



WHAT

WHY

WHO

HOW





WHY

HOW

WHAT

GOLDENCIRCLE



WHAT

WHY

WHO

HOW






WHY

HOW

WHAT

GOLDENCIRCLE



WHAT

WHY

WHO

HOW


WAYS

MEANS

END




WHY

HOW

WHAT

GOLDENCIRCLE



WHAT

WHY

WHO

HOW


Neocortex

LimbicBrain




END

WHY

WAYS/MEANS

WHOWHATHOW

BUSINESSMODELENGINE(Suprasystem)SimonSinek’s“STARTWITHWHY”

WHY

HOW

WHAT

GOLDENCIRCLE




END

WHY

WAYS/MEANS

WHOWHATHOW


WHY

HOW

WHAT

GOLDENCIRCLE

WAYS

MEANS

END




END

WHY

WAYS/MEANS

WHOWHATHOW




WHY

HOW

WHAT

GOLDENCIRCLE





WHY



WHOWHATHOW




WHY

HOW

WHAT

GOLDENCIRCLE





WHY



WHOWHATHOW




WHY

HOW

WHAT

GOLDENCIRCLE

Neocortex

LimbicBrain












WHY

HOW

WHAT

GOLDENCIRCLE

Neocortex

LimbicBrain


4Q-DIAMOND(Petals)



SourceofinfoonGOLDENCIRCLE:Sinek,A.(2009).StartwithWhy.NewYork:Porjolio.


WHY

HOW

WHAT

GOLDENCIRCLE

GOLDENCIRCLEvs.4Q-DIAMOND

WHAT

WHY

WHOHOW


WHAT

WHY

WHOHOW

4Q-DIAMOND





WHY

HOW

WHAT

GOLDENCIRCLE

GOLDENCIRCLEvs.4Q-DIAMONDJobToGetDone(JTGD):..................................................................... Pain/Delight(-/+):….....

WHAT

WHY

WHOHOW

4Q-DIAMOND





WHY

HOW

WHAT

GOLDENCIRCLE


WHAT

WHY

WHOHOW

4Q-DIAMOND



WHY

HOW

WHAT


GOLDENCIRCLE

Neocortex

LimbicBrain


Input

Processing

Output

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards


WHY

HOW

WHAT

GOLDENCIRCLE

WHAT

WHY

HOW

GOLDENCIRCLEvs.4Q-GALAXYJobToGetDone(JTGD):..................................................................... Pain/Delight(-/+):….....

Input


Processing

AcLviLes;Channel

Output

Product/Service

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards


WHY

HOW

WHAT

GOLDENCIRCLE

WHAT

WHY

HOW

Neocortex

LimbicBrain

GOLDENCIRCLEvs.4Q-GALAXYJobToGetDone(JTGD):..................................................................... Pain/Delight(-/+):….....

BusinessModelEngineering1.0[EinsteinianThinking(ET)1.0]


BUSINESSMODELENGINE




BUSINESSMODELENGINE


END

SYSTEM(TOOL)


Zoomingin

EmergentPlanning

(Pragma9st)

Zoomingout

Unity(Order)

Diversity(Chaos)



BUSINESSMODELENGINE


END

SYSTEM(TOOL)



Zoomingin

EmergentPlanning

(Pragma9st)

Zoomingout

Unity(Order)

Diversity(Chaos)



BUSINESSMODELENGINE


END

WAYS/MEANS


Zoomingin

EmergentPlanning

(Pragma9st)

Zoomingout

Unity(Order)

Diversity(Chaos)



BUSINESSMODELENGINE


END

WAYS/MEANS



Zoomingin

EmergentPlanning

(Pragma9st)

Zoomingout

Unity(Order)

Diversity(Chaos)





Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine









Right-BrainThinking

Leg-BrainThinking

BUSINESSMODELENGINE


ValueEngine


EnterpriseEngine


Customer/Supplier


Output/Product

Viability


Desirability

Feasibility

Build

Learn

Measure




4Q-DIAMOND




END

WHY

WAYS/MEANS

WHAT

WHOHOW


WHAT

WHY

WHOHOW

4Q-DIAMOND





Input


Processing

AcLviLes;Channel

Output

Product/Service

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards



Input


Processing

AcLviLes;Channel

Output

Product/Service

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards

WHAT

WHY

HOW



Input


Processing

AcLviLes;Channel

Output

Product/Service

Supplier


Customer

Cost;Defect;Pain(-)

Impact


Purpose)

Revenue;Benefit;

Delight(+)



9GalaxyCards

CUSTOMERENGINE

VALUEENGINE

ENTERPRISEENGINE



Appendix1

WHEN(Time)


SpaceTimeFractalGridBusinessModelEngineOverTime


WHEN(Time)

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)




WHEN(Time)

WHERE(Space;System)

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)




WHEN(Time)

WHERE(Space;System)

WHY

HOW

WHO

WHAT

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)




WHEN(Time)TOWHATTOCHANGE? WHATTOCHANGE?

HOWTOCHANGE?

WHERE(Space;System)

WHY

HOW

WHO

WHAT

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)





HOWTOCHANGE?

WHERE(Space;System)

WHY

HOW

WHO

WHATBLAC

K

Busine

ssM

odelEngine

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)





HOWTOCHANGE?

WHERE(Space;System)

WHY

HOW

WHO

WHATBLAC

K

Busine

ssM

odelEngine

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)

Blue

Bu

sine

ssM

odelEngine





HOWTOCHANGE?

WHERE(Space;System)

WHY

HOW

WHO

WHATBLAC

K

Busine

ssM

odelEngine

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)

Blue

Bu

sine

ssM

odelEngine

Red

Busine

ssM

odelEngine




WHEN(Time)

WHERE(Space;System)

PAST(Done)

PRESENT(Doing)

FUTURE(ToDo)

TOWHATTOCHANGE?

EXPERIMENT

WHATTOCHANGE?

WHY

HOW

WHO

WHATBlue

Bu

sine

ssM

odelEngine

Red

Busine

ssM

odelEngine

BLAC

K

Busine

ssM

odelEngine

HYPOTHESIZE OBSERVE/THINK/REFLECTHOWTOCHANGE?World-classCoachingonPeopleFirstOrganiza1on&Design(PFOD)&MasterofBusinessModelEngineering(MBME)[email protected]&hAp://businessmodels.ning.com&@rodKuhnKing



Appendix2

ORPHAN(Stone)PaAern

CHAIN(Linear/Pipe)

PaAern

TREE(Hierarchical/V-)

PaAern

TRIANGLE(Network)PaAern

WEB(Network)PaAern

NoMarket 1-SidedMarket 2-SidedMarket 2-SidedMarket MulL-sidedMarket

OfflineBusinessModelEngine

q ClassicFactoryq Retail(Grocery)q ClassicTaxi/Hotelq Bookstore

q Bank;ShoppingMallq ClassicRadio/TVSta9onq ClassicNewspaperq Mega-Supermarkets

q Da9ngAgencyq Single’sClubq TaxiAgencyq AirlineCompany

q HealthcareProvider(Hospital)q GameConsoleManufacturerq CreditCardSupplierq Auc9onAggregator

OnlineBusinessModelEngine

q eProductSellersq eBookstore

q eFranchiseq OnlineBank

q Opera9ngSystemq Photo-sharingSite

q Peer-to-Peer(P2P)Exchangeq  InternetTelephone

SpecificOrganiza1ons

*AppleComputer*Sony(CDPlayer)*OriginaliTunes

*HewlehPackard(HP)*YellowPages

*Match.com*Lulu.com*PayPal*Apple(iTunes;iPod)

*Google*Facebook*Apple*Amazon*YouTube*Uber*Airbnb*Visa*MasterCard

Supplier(Enterprise)

Customer1

Custom

er2 Customer1

Custom

er2 Customer1

Custom

er2

Custom

er3




Customer


The5StagesofEvolu1onofEveryBusinessModelEngineSimplyVisualizePaAernsintheEvoluLonofBusinessModelEngines

