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In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are Radically Successful Businesses (RSB) created and managed?” The RSB question has flummoxed authors such as Tom Peters and Robert Waterman as well as Jim Collins and Jerry Porras. The selected excellent and Built-To-Last companies of these respective authors have not stood the test of time. In short, RSB prescriptive theories and frameworks in the “In Search of Excellence” and “Built To Last” books have been largely invalidated in reality and found to be inadequate. To date, the most comprehensive and coherent answer to the RSB question has been provided by Eric Ries in his book, “The Lean Startup.” Ries’s basic premise is that entrepreneurs and organizations use continuous innovation to create Radically Successful Businesses (RSB). Who can argue with that premise? After all, the process of continuous innovation and adaptation accounts for both individual and group differences in a population of living organisms. Also, Ries presents an integrated framework for Strategic Planning, Business Strategy, Product and Business Model Innovation, and Project Implementation. In his book, “The Lean Startup,” Ries goes on to explain key ideas and principles of a Continuous Innovation and Adaptation (CIA) process that he refers to as “The Lean Startup Method.” The core of the Lean Startup Method is rapid iteration and learning using the Build-Measure-Learn feedback loop. Although Ries provides good explanations of other key Lean Startup concepts such as the Vision-Strategy-Product pyramid, Validated Learning, and Innovation Accounting, he does not provide specific tools for systematically organizing, managing, and synthesizing ideas especially for Lean Startup projects. In short, Ries does not provide tools for operationalizing key ideas and principles of the Lean Startup Method. “The Lean Startup” book can be described as a summary of Lean Startup theory that emphasizes a continuous innovation and adaptation process for creating Radically Successful Businesses. At the moment, there is an explosion of disparate tools to operationalize the Lean Startup Theory and Method. The three most popular tools being the Lean Canvas, Business Model Canvas, and Validation Board. However, these tools ignore many key ideas of the Lean Startup Theory and Method especially at the level of Strategic Planning and Business Strategy. Consquently, “Leaner Startup Innovation” was developed as a methodology that comprehensively covers key ideas, principles, and tools of the Lean Startup Method especially at the levels of business strategy, product and business model innovation, and project management; see http://goo.gl/4E4giA
Citation preview
LEANER STARTUP INNOVATION
The 3 Most Important Tools for Innovators Who Must Solve “Wicked Problems”
Dr. Rod King
In Today’s VolaHle, Uncertain, Complex,
and Ambiguous (VUCA) World,
“Wicked Problems” Are
Everywhere
Individuals, Teams, Startups, and Established OrganizaHons
In Today’s VolaHle, Uncertain, Complex,
and Ambiguous (VUCA) World,
Must Learn
How to SystemaHcally and Efficiently Solve
“Wicked Problems”
But,
How Do We SystemaHcally Solve
Wicked Problems?
Leaner Startup InnovaHon Which is Largely Based on
Ideas and Principles in Eric Ries’s Book, “The Lean Startup” Focuses on
PracHcal Tools for Efficiently Solving “Wicked Problems.”
A Wicked Problem Involves a Highly Indeterminate SituaIon With Known Unknowns and Unknown Unknowns
The Most Common Wicked Problem
In Business Is Building an InnovaHve Startup (Product/Service/Model)
Under CondiHons of Great Uncertainty Especially in the Market Environment
Use … Leaner Startup InnovaHon
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
How to Rapidly Learn and Innovate While Using
Tools of Leaner Startup InnovaIon To Solve “Wicked Problems”?
Leaner Startup QuesHon The One Ques/on Every Leaner Startup Innovator Must Answer
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
A Leaner Startup Innovator Is
Someone Who Is Solving a “Wicked Problem:”
A Highly Indeterminate Problem With Known Unknowns and Unknown Unknowns
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
LEANER STARTUP INNOVATION
Leaner Startup PLAN
Leaner Startup MODEL
Leaner Startup ROADMAP
Leaner Startup InnovaHon Pla>orm of Visual Tools for Rapid Learning and Innova/on
To Deeply Learn and Rapidly Apply Leaner Startup InnovaIon
When Solving Wicked Problems, Entrepreneurs and OrganizaHons
Must ConHnuously Use Three Plaborm Tools -‐
q Tool 1: Leaner Startup Plan
q Tool 2: Leaner Startup Roadmap
q Tool 3: Integrated Leaner Startup Model
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Leaner Startup InnovaHon Pla>orm of Visual Tools for Rapid Learning and Innova/on
Past Reality
Present Reality
Future Reality
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Strategy (Tool)
To Do
WHAT to pivot? TO WHAT to pivot?
WHY pivot?
LEANER STARTUP PLAN
4 Pivot Ques/ons & a Unique Kanban Board
HOW to pivot?
Date: ………………………………..
Vision
Product Short/Medium/Long-‐term
Doing Done
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
LEANER STARTUP ROADMAP
T-‐Shaped Learning Framework for Leaner Startup Innova/on
The Leaner Startup Roadmap Comprehensively Models the Explicit and Tacit Methodology of
T-‐Shaped Entrepreneurs and OrganizaIons That Solve “Wicked Problems”
Horizontal Learning (Generalist’s Perspec/ve)
VerHcal Learning
(Specialist’s Perspec/ve)
9 Learning Modules of The Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
1
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Eric Ries’s Lean Startup Method Roadmap (More Informa/on on the Lean Startup Method Can Be Obtained from Eric Ries’s Book, “The Lean Startup”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
The Leaner Startup Roadmap – Details of Modules Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
Learn (Insights/Ideas); Validated Learning;
Vanity vs. AcIonable Metrics; Value vs. Waste
Measure (Test); Problem Hypothesis; Problem-‐SoluIon Fit; Product-‐Market Fit
Build (Prototype); Minimum Viable Product (MVP);
SoluIon Hypothesis
Strategy; 10 Pivots [Market Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]
Kanban/PrioriIzaIon; [Industry Trends/Type/Size/AiracIveness/Analysis/Hypothesis]
[Job-‐To-‐Be-‐Done;] Analogs/AnIlogs;
[Partners; Resources] Team; Business Arch.
Profit (Margin); Revenue; Cost; LifeIme Value;
[Trade-‐offs; Value Curves]
Value ProposiIon; Customer Archetype; 3 Engines of Growth;
Growth/Value Hypothesis
Vision; Leap of Faith; Mission; Learning Milestones;
Pivot or Persevere ; 5 Whys [CompeIIve Advantage]
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
Product/Value ProposiHon
Channels & RelaHonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcHviHes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluI
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Product Innova-on: BUILD
Customer Development: MEASURE
Innova-on Accoun-ng: LEARN
VISION (Problems/Plan/Ideas) PRODUCT (Op/miza/on) STRATEGY (Emergent; Pivot)
LEANER STARTUP MODEL FOR LEANER STARTUP PLANNING, INNOVATION, AND EXECUTION Unified Template
APPENDIX
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon Horizontal Learning
(3 Big Jobs-‐To-‐Get-‐Done)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Value ProposiIon; Customer Archetype; 3 Engines of Growth;
Growth/Value Hypothesis
Profit (Margin); Revenue; Cost; LifeIme Value;
[Trade-‐offs; Value Curves]
Kanban/PrioriIzaIon; [Industry Trends/Type/Size/AiracIveness/Analysis/Hypothesis]
[Job-‐To-‐Be-‐Done;] Analogs/AnIlogs;
[Partners; Resources] Team; Business Arch.
Learn (Insights/Ideas); Validated Learning;
Vanity vs. AcIonable Metrics; Value vs. Waste
Measure (Test); Problem Hypothesis; Problem-‐SoluIon Fit; Product-‐Market Fit
Build (Prototype); Minimum Viable Product (MVP);
SoluIon Hypothesis
Strategy; 10 Pivots [Market Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon Horizontal Learning
(3 Big Jobs-‐To-‐Get-‐Done)
Vision; Leap of Faith; Mission; Learning Milestones;
Pivot or Persevere ; 5 Whys [CompeIIve Advantage]
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Value ProposiIon; Customer Archetype; 3 Engines of Growth;
Growth/Value Hypothesis
Profit (Margin); Revenue; Cost; LifeIme Value;
[Trade-‐offs; Value Curves]
Kanban/PrioriIzaIon; [Industry Trends/Type/Size/AiracIveness/Analysis/Hypothesis]
[Job-‐To-‐Be-‐Done;] Analogs/AnIlogs;
[Partners; Resources] Team; Business Arch.
Learn (Insights/Ideas); Validated Learning;
Vanity vs. AcIonable Metrics; Value vs. Waste
Measure (Test); Problem Hypothesis; Problem-‐SoluIon Fit; Product-‐Market Fit
Build (Prototype); Minimum Viable Product (MVP);
SoluIon Hypothesis
Strategy; 10 Pivots [Market Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
Vision; Leap of Faith; Mission; Learning Milestones;
Pivot or Persevere ; 5 Whys [CompeIIve Advantage]
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Value ProposiIon; Customer Archetype; 3 Engines of Growth;
Growth/Value Hypothesis
Profit (Margin); Revenue; Cost; LifeIme Value;
[Trade-‐offs; Value Curves]
Kanban/PrioriIzaIon; [Industry Trends/Type/Size/AiracIveness/Analysis/Hypothesis]
[Job-‐To-‐Be-‐Done;] Analogs/AnIlogs;
[Partners; Resources] Team; Business Arch.
Learn (Insights/Ideas); Validated Learning;
Vanity vs. AcIonable Metrics; Value vs. Waste
Measure (Test); Problem Hypothesis; Problem-‐SoluIon Fit; Product-‐Market Fit
Build (Prototype); Minimum Viable Product (MVP);
SoluIon Hypothesis
Strategy; 10 Pivots [Market Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
Vision; Leap of Faith; Mission; Learning Milestones;
Pivot or Persevere ; 5 Whys [CompeIIve Advantage]
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
Learn (Insights/Ideas); Validated Learning;
Vanity vs. AcIonable Metrics; Value vs. Waste
Measure (Test); Problem Hypothesis; Problem-‐SoluIon Fit; Product-‐Market Fit
Build (Prototype); Minimum Viable Product (MVP);
SoluIon Hypothesis
Strategy; 10 Pivots [Market Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]
Kanban/PrioriIzaIon; [Industry Trends/Type/Size/AiracIveness/Analysis/Hypothesis]
[Job-‐To-‐Be-‐Done;] Analogs/AnIlogs;
[Partners; Resources] Team; Business Arch.
Profit (Margin); Revenue; Cost; LifeIme Value;
[Trade-‐offs; Value Curves]
Value ProposiIon; Customer Archetype; 3 Engines of Growth;
Growth/Value Hypothesis
Vision; Leap of Faith; Mission; Learning Milestones;
Pivot or Persevere ; 5 Whys [CompeIIve Advantage]
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
9 Learning Modules of The Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
Learn (Insights/Ideas); Validated Learning;
Vanity vs. AcIonable Metrics; Value vs. Waste
Measure (Test); Problem Hypothesis; Problem-‐SoluIon Fit; Product-‐Market Fit
Build (Prototype); Minimum Viable Product (MVP);
SoluIon Hypothesis
Strategy; 10 Pivots [Market Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]
Kanban/PrioriIzaIon; [Industry Trends/Type/Size/AiracIveness/Analysis/Hypothesis]
[Job-‐To-‐Be-‐Done;] Analogs/AnIlogs;
[Partners; Resources] Team; Business Arch.
Profit (Margin); Revenue; Cost; LifeIme Value;
[Trade-‐offs; Value Curves]
Value ProposiIon; Customer Archetype; 3 Engines of Growth;
Growth/Value Hypothesis
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
Vision; Leap of Faith; Mission; Learning Milestones;
Pivot or Persevere ; 5 Whys [CompeIIve Advantage]
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
9 Learning Modules of The Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
TradiIonal Business Plan Roadmap
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
“Waterfall” Product Development Roadmap
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Agile Product Development Roadmap
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Business Model Canvas Roadmap (More informa/on on the Business Model Canvas can be Obtained from Osterwalder and Pigneur’s book, “Business Model Genera/on”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Customer Development Stack Roadmap (More informa/on on the Customer Development Stack can be Obtained from Blank & Dorf’s Book, “Startup Owner’s Manual”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Lean Canvas Roadmap (More informa/on on the Lean Canvas can be Obtained from Ash Maurya’s book, “Running Lean”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
ValidaHon Board Roadmap (More informa/on on the Valida/on Board can be Obtained from Lean Startup Circle: hcp://leanstartupmachine.com/valida/onboard)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Balanced Scorecard Roadmap (More informa/on on the Balanced Scorecard can be Obtained from Kaplan & Norton’s book, “The Balanced Scorecard”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Value Chain Roadmap (More informa/on the Value Chain can be Obtained from Michael Porter’s book, “Compe//ve Advantage”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
Discovery-‐Driven Growth Roadmap (More informa/on on Discovery-‐Driven Growth can be Obtained from McGrath & MacMillan’s book, “Discovery-‐Driven Growth”)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q Customer Development
q InnovaHon AccounHng
q Product InnovaHon
2 3
4 5 6
7 8 9
Horizontal Learning (3 Big Jobs-‐To-‐Get-‐Done)
1
q Business Model (Profit) Level
q ExecuHon Level
q Business Strategy Level
(Search for/Validate profitable and scalable PRODUCT)
(Search for/Validate profitable and scalable BUSINESS MODEL)
(Search for/Validate profitable and scalable BUSINESS/STRATEGY/ MARKET/INDUSTRY)
Key (Module/Storycard) 1. InnovaIon AccounIng
Strategy 2. Customer Development
Strategy 3. Product InnovaIon
Strategy 4. InnovaIon AccounIng
Modeling 5. Customer Development
Modeling 6. Product InnovaIon
Modeling 7. InnovaIon AccounIng
ExecuHon 8. Customer Development
ExecuHon 9. Product InnovaIon
ExecuHon
VerHcal Learning (3 Levels of Leaner Startup Innova/on)
q “Swiss Knife” for Universal Project Planning, ExecuHon, and Management
q Visual Summary or Index of Key Ideas in Eric Ries’s Book, “The Lean Startup” q Visual Checklist of Key Ideas and Terms in the Lean Startup Methodology as
well as Strategic and InnovaIon Management q MulH-‐purpose Gameboard for CollaboraIvely Learning About and Applying
Key Ideas of Lean Startup Methodology in a Fun Manner
q Customizable Dashboard for Managing Lean Startup Projects
q Visual Worksheet for IteraIvely Planning, Modeling, and ExecuIng a Strategy for a Lean Startup Project
q Storyboard for Visually PresenIng as well as Analyzing Stories of Business
Success/Failure in the Past, Present, and/or Future
q Visual Plaborm for IllustraIng Diverse Business Tools and Methodologies
8 Ways of Using The Leaner Startup Roadmap Simply Organize, Model, and Implement Key Ideas for Leaner Startup Innova/on
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
q ExecuHon Level q Business Model (Profit) Level q Business Strategy Level
q Product InnovaHon (Agile Product Development) q Customer Development (MarkeIng/Strategy) q InnovaHon AccounHng (Finance)
Horizontally and VerHcally Integrate The 3 Big Jobs-‐To-‐Get-‐Done in a Project:
As well as The 3 Levels of Leaner Startup InnovaHon:
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
The Leaner Startup Roadmap T-‐Shaped Stratagem of a Leaner Startup Innovator
q Product InnovaHon
How to Visually Integrate Elements of Horizontal Learning
q Customer Development
q InnovaHon AccounHng
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
PRODUCT INNOVATION
CUSTOMER DEVELOPMENT
INNOVATION ACCOUNTING
Job-‐To-‐ Get-‐Done
The 3 Horizontal Jobs-‐To-‐Get-‐Done in Every Profitable and Sustainable Enterprise How Entrepreneurs and Organiza/ons Create Radically Successful Businesses
(Agile Product Development) (MarkeIng) (Finance)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
PRODUCT INNOVATION
CUSTOMER DEVELOPMENT
INNOVATION ACCOUNTING
delivers
requires
drives
requires
Job-‐To-‐ Get-‐Done
The Jobs-‐To-‐Get-‐Done Logic for Every Profitable and Sustainable Enterprise How Entrepreneurs and Organiza/ons Create Radically Successful Businesses
(Agile Product Development) (MarkeIng) (Finance)
q ExecuHon Level
q Business Model (Profit) Level
q Business Strategy Level
How to Visually Integrate Elements of VerHcal Learning
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
BUILD MEASURE LEARN
delivers
requires
drives
requires
Job-‐To-‐ Get-‐Done
Product Innova-on Customer Development Innova-on Accoun-ng
ExecuHon Logic of Every Profitable and Sustainable Enterprise How Entrepreneurs and Organiza/ons Create Radically Successful Businesses
Based on the Build-‐Measure-‐Learn Feedback Loop on Page 75 of Eric Ries’s Book, “The Lean Startup”
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
Product/Value ProposiHon
Channels & RelaHonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcHviHes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluI
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Business Model (Profit) Logic of Every Profitable and Sustainable Enterprise How Entrepreneurs and Organiza/ons Create Radically Successful Businesses
Product Innova-on Customer Development Innova-on Accoun-ng
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
PRODUCT STRATEGY VISION
delivers
requires
drives
requires
Job-‐To-‐ Get-‐Done
Product Innova-on Customer Development Innova-on Accoun-ng
Business Strategy Logic of Every Profitable and Sustainable Enterprise How Entrepreneurs and Organiza/ons Create Radically Successful Businesses
Based on the “Product-‐Strategy-‐Vision (PSV) Pyramid”on Page 23 of Eric Ries’s Book, “The Lean Startup”
How to Visually Integrate Elements of Horizontal and VerHcal Learning
on The Leaner Startup Roadmap
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
Product/Value ProposiHon
Channels & RelaHonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcHviHes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluI
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Product Innova-on: BUILD
Customer Development: MEASURE
Innova-on Accoun-ng: LEARN
VISION (Problems/Plan/Ideas) PRODUCT (Op/miza/on) STRATEGY (Emergent; Pivot)
LEANER STARTUP MODEL FOR LEANER STARTUP PLANNING, INNOVATION, AND EXECUTION Unified Template
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
LEANER STARTUP MODEL FOR LEANER STARTUP PLANNING, INNOVATION, AND EXECUTION 9 Types of Unknowns, Indeterminacies, or Risks in a Leaner Startup
Product/Value ProposiHon
Channels & RelaHonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcHviHes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluI
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Product Innova-on: BUILD
Customer Development: MEASURE
Innova-on Accoun-ng: LEARN
VISION (Problems/Plan/Ideas) PRODUCT (Op/miza/on) STRATEGY (Emergent; Pivot)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
LEANER STARTUP MODEL FOR LEANER STARTUP PLANNING, INNOVATION, AND EXECUTION One-‐Page Checklist for Simply Planning, Modeling, and Execu/ng the Strategy of a Leaner Startup
(Based on Eric Ries’s Book, “The Lean Startup”)
Product/Value ProposiHon
Channels & RelaHonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcHviHes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluI
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Product Innova-on: BUILD
Customer Development: MEASURE
Innova-on Accoun-ng: LEARN
VISION (Problems/Plan/Ideas)
q Engagement q AcquisiIon; AcIvaIon q RetenIon; Referral; Revenue
PRODUCT (Op/miza/on) STRATEGY (Emergent; Pivot)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
LEANER STARTUP MODEL FOR LEANER STARTUP PIVOTS 10 Pivots: Based on Eric Ries’s Catalog of Pivots in his book, “The Lean Startup”
Product/Value ProposiHon q Zoom-‐in Pivot q Zoom-‐out Pivot q Plaborm (Total SoluIon) Pivot
Channels & RelaHonships q Channel Pivot q Engine of Growth Pivot
Customer/Job-‐To-‐Get-‐Done q Customer Segment Pivot q Customer Need Pivot
require(s)
require(s)
Inputs/Partners
Internal Resources q Business Architecture Pivot q Technology Pivot
Processes/AcHviHes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight) q Value Capture Pivot
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
Product Innova-on: BUILD
Customer Development: MEASURE
Innova-on Accoun-ng: LEARN
(Problem
-‐SoluI
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
VISION (Problems/Plan/Ideas) PRODUCT (Op/miza/on) STRATEGY (Emergent; Pivot)
Universal Law Of
Business Success
Solving a Wicked Problem (in Business) Involves Con/nuously IntegraHng and Aligning
the 3 Big Jobs-‐To-‐Get-‐Done in a Project:
q ExecuHon Level q Business Model (Profit) Level q Business Strategy Level
The Universal Law of Business Success Leaner Startup Roadmap
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
As well as TesHng and ValidaHng Logic of
the 3 Levels of Leaner Startup InnovaHon:
q Product InnovaHon (Agile Product Development) q Customer Development (MarkeIng/Strategy) q InnovaHon AccounHng (AnalyIcs; Finance)
Startups, OrganizaHons, and Living Systems FAIL, When They Fail to Integrate and Align
The 3 Big Jobs-‐To-‐Get-‐Done of a Project:
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
and/or Invalidate the Logic at
The 3 Levels of Leaner Startup InnovaHon:
Corrollary: Law of Failure Why Lean Startups and Other Enterprises Fail
q Product InnovaHon (Agile Product Development) q Customer Development (MarkeIng/Strategy) q InnovaHon AccounHng (AnalyIcs; Finance)
q ExecuHon Level q Business Model (Profit) Level q Business Strategy Level
ITENN
4 Phases of a Successful Leaner Startup Journey or Business Model Cycle (The Leaner Startup Journey: Evolu/onary Hypotheses vs. Reality)
Infancy (Prototype)
Time
Custom
er Experience, Happine
ss, or V
alue
= De
light/Pain
Growth (OpImize)
Maturity (Scale)
Renewal (Renew)
Chasm (Trac/on; Tipping Point; Product-‐Market Fit)
Fault (Line)
LEANER STARTUP JOURNEY
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………
q Present q Past q Future
TradiIonal/HypotheIcal Ecosystem Demand (Market, Industry, Enterprise, or Technology)
SHARED DREAM/ VISION
Angel Funding (Up to $100,000)
Seed Funding ($100,000-‐$1M)
Venture Funding ($1M-‐$5M)
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
Disrup-on Spot
Luxury Spot
Strategic Choice
TradiHonal Business Plan
Business Model Canvas/Customer Development
Stack
q Lean Startup Survival Plan/
Lean Startup Roadmap q Discovery-‐Driven
Growth (DDG)
Strategic Management/ Strategic Plan/
Balanced Scorecard
Lean Startup Method (Principles)/ Lean Canvas
OVERVIEW OF TOOLS FOR THE LEANER STARTUP JOURNEY
Trade-‐off Map of Cost vs. Effec/veness
(-‐): PAIN: Time (Cost; Risk)
(+): DELIGHT: EffecIveness
Key Profitable Tool Unprofitable Tool
#VPGen. Dr. Rod King. [email protected] & hip://businessmodels.ning.com & hip://twiier.com/RodKuhnKing
Market Segment (Job-‐To-‐Get-‐Done/Goal; Product/Tool): Test Viability of Business Idea (Project/Business Model)
“Insane” Happiness (Value) Ideal Final Result (IFR) Infinite Shared Happiness “Invisible Hand”
Disrup-on Spot
Luxury Spot
Strategic Choice
Sweet Spot Profit Model/ Strategy/
Value Proposi/on
Blue Ocean Profit Model/ Strategy/
Value Proposi/on
Luxury Spot (“Differen/a/on”) Profit Model/ Strategy/
Value Proposi/on
DisrupHon Spot/Lean (“Low Cost”) Profit Model/ Strategy/
Value Proposi/on
4 GENERIC PROFIT MODELS, WINNING STRATEGIES, AND VALUE PROPOSITIONS
Trade-‐off Map of Cost vs. Revenue
(-‐): PAIN: Cost
(+): DELIGHT: Revenue
Key Profitable Model Unprofitable Model
#VPGen. Dr. Rod King. [email protected] & hip://businessmodels.ning.com & hip://twiier.com/RodKuhnKing
Market Segment (Job-‐To-‐Get-‐Done/Goal; Product/Tool): ………………..…..……..…….………… ……………………………………………………………………….…………….………….……………….
“Insane” Happiness (Value) Ideal Final Result (IFR) Infinite Shared Happiness “Invisible Hand”
Past Reality Global Business Model
Present Reality Global Business Model
Future Reality Global Business Model
Business Model (3-‐Act)
Business Model (3_Act)
Business Model (3-‐Act)
Industry Ecosystem
Market Ecosystem
Business Model (3-‐Act)
Macro-‐Economic Influencers
Key Trends & Complementors
Mission/Vision/Purpose/Ideals/ Ideal Final Result For Business Model
LEANER STARTUP PLAN
Business Model Level and Perspec/ve Date: ………………………………..
#VPGen. Dr. Rod King. [email protected] & h_p://businessmodels.ning.com & h_p://twi_er.com/RodKuhnKing
