# Multi-Ocean Strategy Framework ## Introduction Multi-Ocean Strategy Framework is a strategic design tool to map impact and value in complex ecosystems. This project is a collaboration led by Kevin Richard, a strategic designer and the founder of the Design & Critical Thinking Community, Daiana Zavate and Krasi Bozhinkova, strategic designers at Owtcome. Our goals is to enable organizations to find direction, develop a portfolio of strategies, or simply make better decisions in a playful way. ## Overview
Mapping value and impact can be challenging, overwhelming, and not inclusive because of the complexity and the required technical language and knowledge. The typical response is to oversimplify, making the process more simple, fast, and effective. It can also give the impression the system is fixated once defined and does not always provide affordances for strategic thinking beyond obvious interventions. The multi-ocean strategy framework challenges this with a gamified approach. It uses abstraction through metaphors to make sense of and navigate a complex ecosystem of opportunities and challenges in constant evolution. It helps you think, in a playful way, about unexpected relationships, adjacent possibilities, and constraints. You identify new value spaces through different lenses in a more engaging way. ### Components The tool has 4 components:
OceansOceans as value spaces and market conditions/pages/X4jGbEAIyYfSojr5GDMA
Players - BehavioursPlayers as companies with a set of capabilities/pages/t9W4Hxq6EGfj8n4WlQQh
MonstersMonsters as risks and threats to success/pages/hgEFpNLMsON1JrU9BHFW
LandscapesLandscapes as contextual structures (customer segments and go-to-market approaches)Coming soon
### Multi-Oceans strategy In their classic book from 2004, Blue Ocean Strategy, Chan Kim & Renée Mauborgne coined the terms “red ocean” and “blue ocean” to describe the market universe. A “red” ocean represents a highly competitive environment where all companies exist today. A “blue” ocean is a metaphor for the unknown market space, untainted by competition, where demand is created rather than fought over. The current volatile environment requires a different approach to explore a wider range of opportunities and prepare with a matching set of capabilities to play in the ecosystem economy. Our multi-ocean strategy approach uses 5 different oceans which we see as value spaces with unique dynamics for success:
## Further readings Read our RSD paper “Multi-Ocean Strategy Framework: Designing Impactful Strategies for Multi-Actor Engagement in The Ecosystem Economy” in D\&CT library: {% content-ref url="/spaces/-MG2u--UV4dz01kEbykx/pages/tdeIQzQc9J2STBcvFKpD" %} [MOSF: Designing Impactful Strategies for Multi-Actor Engagement in The Ecosystem Economy](https://library.designcriticalthinking.com/library/studies-and-research-papers/complexity/mosf-designing-impactful-strategies-for-multi-actor-engagement-in-the-ecosystem-economy) {% endcontent-ref %} # Field guide How to use it? Where to start? # Red Ocean – Established ## **Description** An active ocean that connects most shallow waters. ## **Features** Highly competitive and transited zone. High-end goods and services are being traded and circulated. The shallow water provides access to rich fishing grounds and abundant resources, but it can make navigation difficult and increase the risk of running aground. Port Cities are numerous, with fewer islands than most oceans. Successful navigation consists in having clear and direct routes. Lighthouses perform a historical, yet important function in providing guidance in zones with unpredictable conditions. ## **Typical behaviour** Rich in monsters (both real and fictitious) and aggressive players who can be merciless if you are small. You may need to be backed by big players to persevere. Clarity and practicality take precedence over visionary thinking. The customers are experienced and exigent. Success in Red Ocean relies heavily on strong and stable partnerships that often increase profitability by joining forces. "Unicorns" are less tolerated than pirates, despite heavy regulations. The most common players: The Buyer and The Protector. Pirates cannot last long in the Red Ocean: With few islands, there are only few places where they can get resources or hide from the navy. They often expose themselves to high risks (monsters) but are able to enjoy moderate gains through quick raids and evasion tactics. # Grey Ocean – Local ## **Description** The shallowest and the smallest ocean undergoing cyclical transformations. ## **Features** Low evaporation, large freshwater inflow with a limited connection to the other oceans. Coastal villages are a lower form of port cities enabling the minimum of trading and also rest during changing conditions. Affected by environmental changes, players often trade during the appropriate season (defrosting to reach new islands or freezing to stay in temporary trade zones) Ships can get trapped or crushed by ice due to icebergs formation. ## **Typical behaviour** It does not favour transit or trade but opens local potential It's easy to start in the grey ocean as a company, but it's extremely difficult to acclimatize to an entry to the other oceans. Self-sufficient players also do best here especially when they understand their customers' needs and preferences. # Blue Ocean – Highly Innovative ## **Description** Deepest and Largest Ocean ## **Features** Holds the highest pool of resources, but it's difficult to both seize opportunity as a small player and monopolize as a big player due to its vastness. Deep Sea Mining is a lucrative activity. It's a zone of discovery and innovation where one initiative can have many outcomes. The unknown is more daunting than the unpredictable. It holds all forms of settlements: Port Cities, Forts, Islands, Lighthouses makes it deceptively accessible. In reality it's extremely difficult to find the best navigation course by planning ahead. Although difficult, connecting Islands can open outstanding business opportunities with long-term potential. ## **Typical behaviour** The Blue Ocean exists in a paradox state: considered peaceful, but it can hide a lot of activity. New players may arise unexpectedly and bring high-value. While partner ecosystems are valuable, many players push towards large customer base. It can be dangerous to wander in with poor preparation or a narrow mindset, since the many get lost in its deep waters. Stability and Trust can be achieved at scale but you still need to reinvent yourself periodically since customers are keen on experimenting and trying new products other players bring to market. The most common players: The Seeker and The Buyer. Pirates and Navy are often in conflict, but the vastness of the ocean allows them to "lose" each other. # Green Ocean – Sustainable ## **Description** Youngest ocean, considered to be an extension (convergence point) of the red, blue and yellow oceans. ## **Features** Poor in connecting routes and business opportunities due to its cold but generative waters. The Convergence Point between Red, Blue, Yellow oceans offers players the opportunity to move quite seamlessly in either Ocean to continue their business there if they decide to explore new markets. Players can settle on Islands or archipelagos and coordinate their routes in proximity. Its boundaries are dry, cold, icy islands, with very few ports which makes trading difficult. ## **Typical behaviour** Hostile to small players and startups. Not so focused on scaling, but on impact. Home of non-profit, purpose-driven players. It's not easy to grow or innovate unless you are an outside-the-box thinker. Only sustainable and self-sustaining practices can ensure success During crossing the convergence point, players can suffer losses due to the change in the rules and how that affects their business. # Yellow Ocean – Blitz-scaling ## **Description** A warm ocean with an abrupt change pattern ## **Features** Rich only in primary resources (it can hinder the development of more fragile resources). Few islands, but growing Port Cities with an appetite for en bulk trading and investing in scalable products/services. Water evaporates at an abnormally high rate due to its temperature, but it's warm currents of the Yellow Ocean are fast-moving and swift which, for agile players, is a powerful asset. ## **Typical behaviour** You need to move fast and efficiently. Mismanagement of resources is costly and can shut down your operations overnight. Blitzscaling friendly It favours quantity over quality since the main objective of the players is to sell at scale. There is little to no customer loyalty. If you cannot continue to scale, there is no sustainable value in your brand. Innovation is more incremental than radical - hype and high consumption are prioritized. Vulnerable to pirate attacks and extremely difficult to navigate rough waters for those inexperienced. # The Protector – Control ## Description The protector archetype strives in established market/value spaces, and either regulates or enforces norms erected as rules. It is good at deploying and maintaining an existing infrastructure. ## Features * Partially dependent on infrastructures/partially autonomous: range of action; * Seek coordination with other established forces; * Can endure longer-term conflicts; * Resource & infrastructure specialist; * Aim at enemy strategic resources: either destroy to confuse or acquire to control; * Explicit internal rules/procedures/rituals to respond to difficult/unclear situations; * Specialised crew members; ## Typical behaviour * Rely on the known * Uses existing or creates new governing constraints * Risk minimiser * Pattern identifier and strategic/tactical planer * Identify → Acquire → Secure * In high-conflict with pirates ## Affinity * Ocean: Red and Grey Oceans * Players: Buyer, Seeker * Monsters: Greed, Fear, Obsession # The Buyer - Flow # The Seeker - Opportinity # The Maker - Creation # The Maverick - Disruption # Leviathan – Fear # Moby Dick – Obsession # Mermaid – Seduction # Kraken – Greed # Coming soon # Adjacent spaces mapping