balanced scorecard (bsc) monopoly: a fun business modeling game for monopolizing market spaces

World-‐class Coaching on Applying the Ambidexterity Principle, Strategy Pale7e, and Ambidextrous Leadership Galaxy Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & @rodKuhnKing

PROCESS DescripAon ObjecAves/

Constraints Measures Targets IniAaAves/

Results

TEAM

/LEA

RNING

DescripAon

DescripAon

CUSTOMER

ObjecAves/Constraints


Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results

DescripAon ObjecAves/Constraints

Measures Targets IniAaAves/ Results

FINANCIAL MODEL

BSC Monopoly MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..………………………..

q  Present q  Future q  Past

STRATEGY

(Organiza,on)

IN ENTERPRISE

GET OUT OF ENTERPRISE

GO

PERSEVERE OR PIVOT?




Results

TEAM

/LEA

RNING

DescripAon

DescripAon

CUSTOMER



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results



FINANCIAL MODEL

BSC Monopoly for Apple’s Classic iPod MISSION/VISION/VALUES/SUCCESS CRITERIA:

Create Insanely Great Customer Experience for Listening to Music


Apple -‐ Classic iPod STRATEGY

DifferenHaHon; Blue Ocean Strategy: “A Thousand Songs in Your Pocket”

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?




Results

TEAM

/LEA

RNING

DescripAon

DescripAon

CUSTOMER



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results



FINANCIAL MODEL

STRATEGY DifferenHaHon; Blue Ocean Strategy:

“A Thousand Songs in Your Pocket”

Apple -‐ Classic iPod

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

BSC Monopoly for Apple’s Classic iPod MISSION/VISION/VALUES/SUCCESS CRITERIA:



Create Awesome Customer Experiences (ACEs) Or Die

The Default Mission/Vision Of the BSC Monopoly Game is to

Create Awesome Customer Experiences (ACEs) For

[Any AcHvity]

GAME GUIDE

FOR BSC MONOPOLY

AGE

8+ 2-‐4 PLAYERS

Create Awesome Customer Experiences

Ambidextrous Growth Strategist. Dr. Rod King. [email protected] & hAp://businessmodels.ning.com & @rodKuhnKing

Balanced Scorecard (BSC) Monopoly is An “End-‐Means” Game

As Well As A MulA-‐Sided Project Management Roadmap

For Rapidly Discovering and Solving

Customer Problems in any Domain

BSC Monopoly Create Awesome Customer Experiences

The Gameboard of The Balanced Scorecard (BSC) Monopoly Has

Two Main Parts:

q  Banner -‐ Shows the END: “Mission/Vision/Values” (in the past, present, or future)

q  Playing Field -‐ Shows the MEANS: a Quadrangle (with an Arena or Central Whitespace Rectangle) That Illustrates 4 PerspecHves


Balanced Scorecard (BSC) Monopoly Presents, on the “Banner,”

1 Set of QuesHons:

q  What is the Project’s Mission/ Vision/Set of Values (in the Past, Present, or Future)?


Balanced Scorecard (BSC) Monopoly Usually Presents, on the “Playing Field,”

4 Sides or PerspecHves:

q  Customer PerspecHve q  Financial Model PerspecHve q  Team PerspecHve q  Process PerspecHve


Balanced Scorecard (BSC) Monopoly Usually Presents, on the “Playing Field,”

4 Sides or PerspecHves:

q  Customer PerspecHve q  Financial Model PerspecHve q  Team PerspecHve q  Process PerspecHve

“Out of Enterprise” (Demand)

“In Enterprise” (Supply/

Core Capability)



The Quadrangle or Playing Field for the Balanced Scorecard (BSC) Monopoly

Answers 4 Main QuesHons:

q  Customer PerspecHve -‐ What is our customer problem or job to get done? q  Financial Model PerspecHve -‐ How do we capture/share value or happiness? q  Team PerspecHve -‐ How do we create value or happiness? q  Process PerspecHve -‐ How do we deliver value or happiness?


The Arena or Central Whitespace of the Playing Field (Quadrangle) for

the Balanced Scorecard (BSC) Monopoly Answers

1 QuesHon:

q  Strategy: How Best to Win?

4 Levels of Mission for BSC Monopoly Game

q  Level 1-‐Mission: Problem-‐SoluAon Fit

q  Level 2-‐Mission: Product-‐Market Fit

q  Level 3-‐Mission: Business Model Fit/Scaling

q  Level 4-‐Mission: Renewal

STRATEGY, VALUE PROPOSITION, AND BUSINESS MODEL GAMES

for Visual Profit Modeling

RAPIDLY DISCOVER AND SOLVE CUSTOMER PROBLEMS

VALUE MAP (+): OBJEC

TIVE

Low (1)

High (10)

Low: (1)

High: (10)

(-‐): CONSTRAINT

Job To Be Done (Market/Goal): ……………………………………………………………………………………………………………….……………. Big Urgent Market Problem (BUMP): ……………………………………………………………………………………………………………………..

(+): DE

LIGHT

: Differen

AaAo

n (Reven

ue)

Low (1)

High (10)

Low: (1)

High: (10)

(-‐): PAIN: Cost

BLUE OCEAN Game

RED OCEAN Game

DISRUPTION SPOT Game

LUXURY SPOT Game

STRATEGY, VALUE PROPOSITION, AND BUSINESS MODEL GAMES FOR PROFIT MODELING Job To Be Done (Market/Goal): ……………………………………………………………………………………………………………….……………. Big Urgent Market Problem (BUMP): ……………………………………………………………………………………………………………………..

SWEET SPOT GAME Game

Balanced Scorecard (BSC) Monopoly


The Playing Field of

BSC Monopoly Usually Has 4-‐Plan PerspecAves

That Form an “Arena” or “White Space” Rectangle

In the Center. Each Plan-‐PerspecHve

Is A Project Roadmap.

4 PerspecAves of BSC Monopoly q  Team/Learning q  Process q  Customer q  Financial Model


Project Roadmap for: .………….…………..……. Date: ……………… MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..………………………..


Item DescripAon ObjecAves/Constraints

Measures Targets IniAaAves/Results To Do Doing Done

PerspecAve/Stakeholder: ……………………………………………………………… Sheet ……… of ……… Strategy: ……………………………………………………………………………………………………………………..……….

PROCESS

TEAM

/LEA

RNING

CU

STOMER

FINANCIAL MODEL

PROCESS

TEAM

/LEA

RNING

STRATEGY

CU

STOMER

FINANCIAL MODEL

The 4 “Corner Rectangles” Have the Following Labels:

q  “Go” q  “In Enterprise” q  “Persevere or Pivot?” q  “Get Out Of Enterprise”

PROCESS

TEAM

/LEA

RNING

CU

STOMER

FINANCIAL MODEL

PROCESS

TEAM

/LEA

RNING

CU

STOMER

FINANCIAL MODEL

IN

ENTERPRISE


GO

PERSEVERE OR PIVOT?

BANNER

PLAYING FIELD (QUADRANGLE)

Arena (White Space)

Corner Rectangle Track


PROCESS

TEAM

/LEA

RNING

CU

STOMER

FINANCIAL MODEL


q  Present q  Future q  Past En

terprise

Galaxy


PROCESS

TEAM

/LEA

RNING

HOW BEST TO WIN?

CU

STOMER

FINANCIAL MODEL



terprise

Galaxy


PROCESS

How do we deliver value or happiness?

TEAM

/LEA

RNING

Ho

w do we create value or

happ

iness?

HOW BEST TO WIN?

Wha

t is o

ur customer problem

or job to get don

e?

CU

STOMER

How do we capture/share value or happiness? FINANCIAL MODEL



terprise

Galaxy


PROCESS


TEAM

/LEA

RNING

Ho


happ

iness?

HOW BEST TO WIN?

Wha

t is o

ur customer problem

or job to get don

e?

CU

STOMER

How do we capture/share value or happiness? FINANCIAL MODEL



IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



terprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



(Organiza,on)

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



STRATEGY

(Organiza,on)

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CU

STOMER

FINANCIAL MODEL



STRATEGY

(Organiza,on)

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy




Results

TEAM

/LEA

RNING

DescripAon

DescripAon

CUSTOMER



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results



FINANCIAL MODEL



STRATEGY

(Organiza,on)

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS q  Descrip-‐

Aon q  Obj./

Constr. q  Mea-‐

sures q  Targets q  Init./

Results

TEAM

/LEA

RNING

q  DescripAon

q  DescripAon

CUSTOMER

q  ObjecAves/Constraints

q  ObjecAves/ Constraints

q  Measures q  Measures

q  Targets q  Targets

q  IniAaAves/Results


q  Descrip-‐Aon

q  Obj./Constr.

q  Mea-‐sures

q  Targets q  Init./ Results

FINANCIAL MODEL



STRATEGY

(Organiza,on)

IN ENTERPRISE


GO

PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



GO

STRATEGY

(Organiza,on)

IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



STRATEGY

(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


PROCESS

TEAM

/LEA

RNING

CUSTOMER

FINANCIAL MODEL



GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy

Business Model Canvas/Court (BMC) Monopoly


4 Levels of Mission for BMC Monopoly Game

q  Level 1-‐Mission: Problem-‐SoluAon Fit

q  Level 2-‐Mission: Product-‐Market Fit

q  Level 3-‐Mission: Business Model Fit/Scaling

q  Level 4-‐Mission: Renewal

The Playing Field of

BMC Monopoly Has 4 PerspecAves

That Form an Arena or a “White Space” Rectangle

In the Center. Each PerspecHve

Has A Project Plan.

4 PerspecAves of BMC Monopoly q  Key Resources q  Key AcHviHes q  Customer Segment q  Profit Model


Project Plan for: .………….……………. Date: ……………… MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..………………………..


Item No.


Measures Targets IniAaAves/Results To Do Doing Done

PerspecAve/Stakeholder: …………………………………………………………………………………………..………. Strategy: ……………………………………………………………………………………………………………………..……….

KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CU

STOMER

SEG

EMEN

T (CS)

PROFIT MODEL (P$)

The 4 “Corner Rectangles” Have the Following Labels:

q  “Go” q  “In Enterprise” q  “Persevere or Pivot?” q  “Get Out Of Enterprise”

KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CU

STOMER

SEG

EMEN

T (CS)

PROFIT MODEL (P$)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CU

STOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)

BMC Monopoly MISSION/VISION/VALUES/SUCCESS CRITERIA: …………………………………………..………………………..


terprise

Galaxy


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

HOW BEST TO WIN?

CU

STOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)



terprise

Galaxy


KEY ACTIVITIES (KA)


KEY RE

SOURC

ES (K

R)

Ho


happ

iness?

HOW BEST TO WIN?

Who

is our customer problem

or job to get don

e?

CU

STOMER

SEG

MEN

T (CS)

How do we capture/share value or happiness?

PROFIT MODEL (P$)



terprise

Galaxy


KEY ACTIVITIES (KA)


KEY RE

SOURC

ES (K

R)

Ho


happ

iness?

HOW BEST TO WIN?

Who

is our customer problem

or job to get don

e?

CU

STOMER

SEG

MEN

T (CS)

How do we capture/share value or happiness?

PROFIT MODEL (P$)



GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CUSTOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)



terprise

Galaxy


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CUSTOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)



GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CUSTOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)



(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CUSTOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)



VALUE PROPOSITION (VP)

(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


KEY ACTIVITIES (KA) DescripAon ObjecAves/


Results

KEY RE

SOURC

ES (K

R)

DescripAon

DescripAon

CUSTOMER

SEG

MEN

T (CS)



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results


Measures Targets IniAaAves/Results

PROFIT MODEL (P$)




(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


KEY ACTIVITIES (KA) q  Descrip-‐

Aon q  Obj./

Constr. q  Mea-‐

sures q  Targets q  Init./

Results

KEY RE

SOURC

ES (K

R)

q  DescripAon

q  DescripAon

CUSTOMER

SEG

MEN

T (CS)



q  Measures q  Measures

q  Targets q  Targets



q  Descrip-‐Aon

q  Obj./Constr.

q  Mea-‐sures

q  Targets q  Init./ Results

PROFIT MODEL (P$)




(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy


KEY ACTIVITIES (KA)

KEY RE

SOURC

ES (K

R)

CUSTOMER

SEG

MEN

T (CS)

PROFIT MODEL (P$)




(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy




Results

KEY RE

SOURC

ES (K

R)

DescripAon

DescripAon

CUSTOMER

SEG

MEN

T (CS)



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results



PROFIT MODEL (P$)




(Organiza,on)

GO IN ENTERPRISE


PERSEVERE OR PIVOT?

Enterprise

Galaxy

EXAMPLE




Results

KEY RE

SOURC

ES (K

R)

DescripAon

DescripAon

CUSTOMER

SEG

MEN

T (CS)



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results



PROFIT MODEL (P$)

GO

VALUE PROPOSITION (VP) “A Thousand Songs in Your Pocket”

Apple

IN ENTERPRISE


PERSEVERE OR PIVOT?

BMC Monopoly for Apple’s Classic iPod MISSION/VISION/VALUES/SUCCESS CRITERIA:






Results

KEY RE

SOURC

ES (K

R)

DescripAon

DescripAon

CUSTOMER

SEG

MEN

T (CS)



Measures Measures

Targets Targets

IniAaAves/Results

IniAaAves/Results



PROFIT MODEL (P$)

GO


IN ENTERPRISE


PERSEVERE OR PIVOT?

BMC Monopoly for Apple’s Classic iPod MISSION/VISION/VALUES/SUCCESS CRITERIA:



One More Thing …

Industry (Strategic) CompeAAon


COMPLEMENTORS How do complementors

typically deliver value or happiness?

SUPP

LIER

S

Wha

t cap

abiliAe

s are in place?

Wha

t man

agem

ent systems

are requ

ired?

HOW BEST TO WIN? W

here to

play?

MAR

KET SEGMEN

TS

How does industry typically capture/share value or happiness?

COMPETITORS (Incumbents; Insurgents/New Entrants)

Red Ocean DisrupAon (ROD) Monopoly WHAT IS OUR WINNING ASPIRATION? …………………………………………..………………………..


IN INDUSTRY

GET OUT OF INDUSTRY

GO

PERSEVERE OR PIVOT?

(Organiza,on)

Indu

stry

Galaxy


COMPLEMENTORS

SUPP

LIER

S

HOW BEST TO WIN? M

ARKE

T SEGMEN

TS


IN INDUSTRY

GET OUT OF INDUSTRY

GO

PERSEVERE OR PIVOT?



(Organiza,on)

Indu

stry

Galaxy


COMPLEMENTORS

SUPP

LIER

S

HOW BEST TO WIN? M

ARKE

T SEGMEN

TS




(Organiza,on)

Indu

stry

Galaxy


COMPLEMENTORS

SUPP

LIER

S

HOW BEST TO WIN?

MAR

KET SEGMEN

TS




(Organiza,on)

Indu

stry

Galaxy


COMPLEMENTORS

SUPP

LIER

S

MAR

KET SEGMEN

TS




(Organiza,on)

Indu

stry

Galaxy

Example


COMPLEMENTORS

Big Box Retailers

SUPP

LIER

S

HOW BEST TO WIN?

MAR

KET SEGMEN

TS


IN INDUSTRY

GET OUT OF INDUSTRY

GO

PERSEVERE OR PIVOT?

Red Ocean DisrupAon (ROD) Monopoly for Apple’s iPod WHAT IS OUR WINNING ASPIRATION?

Create Insanely Great Experience for Listening to Music




COMPLEMENTORS

Big Box Retailers

SUPP

LIER

S

HOW BEST TO WIN?

MAR

KET SEGMEN

TS


IN INDUSTRY

GET OUT OF INDUSTRY

GO

PERSEVERE OR PIVOT?

Red Ocean DisrupAon (ROD) Monopoly for Apple’s iPod WHAT IS OUR WINNING ASPIRATION?

Create Insanely Great Experience for Listening to Music



$75 $300 $150 $150