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Business Model Canvas Lectures
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BUSINESS MODEL CANVAS vs. LEAN CANVAS The One-Page Lean Startup as All-In-One Tool for the Lean Startup Journey
Dr. Rod King ROD University for Business Periodic Table
Think Big and Dierent
HEROES
Visual White Paper
ITENNWH
TYPICAL STARTUP PROJECT OR JOB TO BE DONE
To Eciently Build and Manage Products, Services, and Businesses
That Customers
Undeniably Need, Want, and Love As Well As
Buy at Great Value (Prot)
ITENNWH
TRADITIONAL TOOLS HIRED FOR ORGANIZING, PRESENTING, AND MANAGING RESOURCES, STARTUP PROJECT, BUSINESS, OR
JOB TO BE DONE
BUSINESS PLAN
JUST DO IT
ITENNWH
A PAIN OF THE TRADITIONAL BUSINESS PLAN
Business Plan:
A document investors make you write that
they dont read.
Steve Blank
ITENNWH
ALTERNATIVES TO A BUSINESS PLAN
BUSINESS MODEL MAP
&
BUSINESS ECOSYSTEM MAP
A P
A Business Model Map
Or
A Business Ecosystem Map Is
A Visual Representa[on of
How a Business or an Ecosystem
Works to Create Value
A P
What Are
Innova[ve Tools For
Mapping and Presen[ng
Past, Present, and Future
Business Models
As Well As
Business Ecosystems?
ITENNWH
BUSINESS MODEL CANVAS Alexander Osterwalder
A Strategic Business Resources Scorecard
Source: hBp://en.wikipedia.org/wiki/Business_Model_Canvas
ITENNWH
LEAN CANVAS Ash Maurya
A Tac3cal Business Resources Scorecard
Source: hBp://www.ashmaurya.com/2012/02/why-lean-canvas/
The Third Way: The One-Page Lean Startup
A Visionary, Strategic, and Tac3cal Tool
A P
Every Business (Model)
Is
An Ecosystem
And
Part of
A Higher Level Ecosytem
A P
ECOSYSTEM DASHBOARD: SEMPORCES Logic and Fractal Structure of an Ecosystem
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
Every Ecosystem Consists of a Stream of 9 Resource Types or Stacks That Are Summarized Using the Acronym, SEMPORCES:
S
M
E
P
R
C
E
O
S
Suppliers/Inputs/Partners
Machinery/Equipment/Infrastructure/Technology
Process/Strategy/Project To Be Done
Output (Product/Service)
Retailers/Channels/Distributors/CRM
Customers/Consumers/Market
Environment (Global)
Shared Dream/Vision/Value/Prot/Experience
Employees/Culture/Brand/IP Upstream (Design: How?) Inside the Enterprise/ Supply Infrastructure
Midstream (Needs: What?) Outside the Enterprise/ Demand Infrastructure
Downstream (Aspira3ons: Why?) Eect or Value
E C O S Y S T EM
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Business Model Industry/Market/Customer Goal (Job To Get Done): ..
RED OCE
AN BLU
E OCEAN
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT
Processes/ Ac[vi[es
Employees/ Machinery
Suppliers/ Inputs/ Partners
Retailers (Channels & Rela[onships)
Output (Product/ Service)
Customer Segments
Present (Done): Problem/Reality
Future (To Do): Solu3on/Goal
(Sustaining) (Disrup\ve)
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Business Model Industry/Market/Customer Goal (Job To Get Done): ..
RED OCE
AN BLU
E OCEAN
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT
Processes/ Ac[vi[es
Employees/ Machinery
Suppliers/ Inputs/ Partners
Retailers (Channels & Rela[onships)
Output (Product/ Service)
Customer Segments
V: Value Engine
(Proposi\on/Strategy)
Present (Done): Problem/Reality
Future (To Do): Solu3on/Goal
(Sustaining) (Disrup\ve)
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Business Model Industry/Market/Customer Goal (Job To Get Done): ..
RED OCE
AN BLU
E OCEAN
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT
Processes/ Ac[vi[es
Employees/ Machinery
Suppliers/ Inputs/ Partners
Retailers (Channels & Rela[onships)
Output (Product/ Service)
Customer Segments
V: Value Engine
(Proposi\on/Strategy)
Present (Done): Problem/Reality
Future (To Do): Solu3on/Goal
(Sustaining) (Disrup\ve)
ITENN
ONE-PAGE LEAN STARTUP (The 2 Spaces)
Solu[on Space ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/
Business DNA Map/ MegaMarke3ng Canvas)
q Present q Past q Future
Problem Space CUSTOMER TRADE-OFF DASHBOARD
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENN
ONE-PAGE LEAN STARTUP (The 2 Mantras)
Problem Space Get Out Of The Building
Solu[on Space Prototype (Build)-Measure-Learn
q Present q Past q Future
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra
Process/ Strategy/ Project
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Consumers/ Market
Environ-ment: Global
Shared Value (Prot)
S ME P R C E O S
D N A
TACTICAL ONE-PAGE LEAN STARTUP
CUSTOMER/CLIENT: Date:
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB:
q Present q Past q Future
Prototype (Build) Measure Learn
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
DisrupHon Spot
Luxury Spot
Strategic Choice
Sweet Spot Model/Startup
Blue Ocean (Value Innova[on) Model/Startup
Luxury Spot (Dieren[ated/ Sustaining-
[R]evolu[onary) Model/Startup
Disrup[on Spot/Lean (Disrup[ve Innova[on)
Model/Startup
Market Segment (Customer Job/Crisis/Goal): .... .....
ASPIRATION MAP: Types of Business Models/Startups Where currently are we? Where must we go?
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
Volcano Model/Startup
Green Ocean Model/Startup
Red Ocean Model/Startup
No-Mans-Island Model/Startup
Oasis (Stuck-in-the-middle)
Model/Startup
(-): PAIN
(Risk; Uncertainty)
(+): DELIGHT
(Reward; Protability; ROI;
Abundance)
Insanely Great Experience Ideal Final Result (IFR) Innite Shared Greatness
Key High Level of Customer Experience Low Level of Customer Experience
6 10 3
6
10
3
0
A
DisrupHon Spot
Luxury Spot
Strategic Choice
One-Page Lean Startup Rod King
Business Model Canvas Alexander Osterwaler
Lean Canvas Ash Maurya
Market Segment (Customer Job/Crisis/Goal): Visually Document and Present Business Models/Ecosystems
ASPIRATION MAP For Business Model Canvas, Lean Canvas, and One-Page Lean Startup Where currently are we? Where must we go?
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
(-): PAIN
(Risk; Uncertainty; Complexity; Inconvenience; Time; Cost; Waste)
(+): DELIGHT
(Reward; Protability; ROI;
Abundance; Func3onality; Versa3lity; Scalability)
Insanely Great Experience Ideal Final Result (IFR) Innite Shared Greatness
Key High Level of Customer Experience Low Level of Customer Experience
6 10 3
6
10
3
0
A
D N A
TRADITIONAL BUSINESS PLAN
Design
Needs
Asp.
Suppliers/ Inputs/ Partners Co-creators of Profession-als; The Move-ment
Employees/ Culture/ Brand/IP Author Alexander Osterwald-er
Machinery/ Technol./ Infra IT Equip-ment/ Infra-structure
Process/ Strategy/ Project Visualizing/ Document-ing/Innova-\ng on a bus. model; Dieren\a-tn Strategy
Output (Product/ Service) Business Model Canvas
Retailers/ Channels/ Distributors Business model hub/ Blog; (App Store); Word of Mouth; Amazon
Customers/ Consumers/ Market Visionaries: Consultants/ Execu\ves/ Investors/ Companies/ Academics/ Entrepreneurs
Environ-ment: Global Compe\-tors Bus. Plan/ Value Chain/ Balanced Scorecard
Shared Value (Prot) One-page Bus. Model Revenue Sale of book/app; Free template
Co-creators from Lean Startup/ Customer Develop-ment Community
Author Ash Maurya
IT Equip-ment/ Infra-structure
Document-ing/ valida\ng hypotheses of business model (Prob-soln t; product-market t)
Lean Canvas - Fast - Portable - Concise - Eec\ve
Lean canvas (website) Key Metrics A: Acquisitn A: Ac3vatn R: Retentn R: Revenue R: Referral
Technology-Lean Startups/ Entrepreneurs Problems A business plan is \me consuming/ bulky/hardly relevant
Compe\-tors Bus. Plan/ Business Model Canvas Unfair Adv:
Your Startup Blueprint Revenue Sale of book; Free template
S ME P R C E O S
D N A
TACTICAL ONE-PAGE LEAN STARTUP for Business Model Canvas & Lean Canvas
CUSTOMER/CLIENT: Date: February 2010
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: Compare Ecosystem Resources of Business Model Canvas & Lean Canvas
Present q Past q Future
Prototype (Build) Measure Learn
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
STRATEGIC ONE-PAGE LEAN STARTUP (Plan): Lean Canvas Client/Customer (Segment/Persona): Technology-Lean Startups/Entrepreneurs Date: August 2009 PAIN/PROBLEM/TRADE-OFF/NEED/GOAL/JOB: Unwanted innova[ve products/services; Diculty in organizing and managing informa[on & business model hypotheses; Unac[onable canvas
CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realiza\on of future system/vision/ dream/Ideal Final Result (IFR)?
SHARED DREAM/ VISION: Crea\on of innova\ve products that customers want/ buy
PRESENT SYSTEM/EXPERIENCE (Where currently are we?)
Tools for Business Model Mapping
VALUE TRANSFORMATION TOOL - Evolve, Explore, or Disrupt: What if we
(Eliminate/Reduce/Increase/Create)
FUTURE SYSTEM/EXPERIENCE (Where must we go?)
Short/Medium/Long-term
(RED OCEAN; Analog; An\log)
Business Model Canvas Strategic Tool
q The 8 Steps for Lean Startup Project Management (LSPM) q Value Proposi\on Factors/ Compe\\ve Features/Criteria q STRATEGY/TACTICS/PROCESS Eliminate: Key Partners; Key Resourc- es; Key Ac3vi3es; Customer Rel. Reduce: Abstrac\on (Strategy-focus) Increase: Entrepreneurial-focus; Capability for Tes\ng Problem-Solu\on Fitness & Product-Market Fitness Create: Problem; Solu3on; Key Metrics; Unfair Advantage
(BLUE OCEAN)
Lean Canvas Tac\cal Tool
Zooming
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
STRATEGIC ONE-PAGE LEAN STARTUP (Plan): ..... Date: ..... Client/Customer (Segment/Persona): ...... PAIN/PROBLEM/TRADE-OFF/NEED/GOAL/JOB: ...
CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realiza\on of future system/vision/ dream/Ideal Final Result (IFR)?
SHARED DREAM/ VISION
PRESENT SYSTEM/EXPERIENCE (Where currently are we?)
VALUE TRANSFORMATION TOOL - Evolve, Explore, or Disrupt: What if we
(Eliminate/Reduce/Increase/Create)
FUTURE SYSTEM/EXPERIENCE (Where must we go?)
Short/Medium/Long-term
(RED OCEAN; Analog; An\log)
q The 8 Steps for Lean Startup Project Management (LSPM) q Value Proposi\on Factors/ Compe\\ve Features/Criteria q STRATEGY/TACTICS/PROCESS Eliminate:
Reduce:
Increase:
Create:
(BLUE OCEAN)
Zooming
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENN
VISIONARY ONE-PAGE LEAN STARTUP: Lean Canvas
CUSTOMER/CLIENT: Technology-Lean Startups/Entrepreneurs Date: June 2009
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: Threat or reality of unwanted innova[ve products/services
q Present q Past Future
INTERNAL/EXTERNAL MEANS (TOOL: Lean Canvas) (Resources: People/Culture-Process/Strategy-Product/Service)
SHARED DREAM/ VISION: Crea\on of innova\ve products that customers want/ buy
END (Value)
Prototype (Build) - Measure Learn
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENN
VISIONARY ONE-PAGE LEAN STARTUP
CUSTOMER/CLIENT: Date:
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB:
q Present q Past q Future
INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-Process/Strategy-Product/Service)
SHARED DREAM/ VISION
END (Value)
Prototype (Build) - Measure Learn
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
A P
PYRAMID OF DASHBOARDS
FOR
ONE-PAGE LEAN STARTUP
Visionary One-Page Lean Startup
Strategic
One-Page Lean Startup
Tac[cal (Opera[onal) One-Page Lean Startup
Right-Brain Perspec3ve (Big Picture: Visionaries/Leaders)
Le_-Brain Perspec3ve (Details: Pragma\sts/ Operators/Builders)
Total-Brain Perspec3ve (Managers/Strategists/Marketers)
Why?
How?
What?
Lean Startup Project Management
The Lean Startup Journey
ITENN
4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolu3onary Hypotheses vs. Reality)
Infancy (Prototype)
Time
Custom
er Experience, Hap
pine
ss, o
r Value
= De
light/Pain
Growth (Op\mize)
Maturity (Scale)
Renewal (Renew)
Chasm (Trac3on; Tipping Point; Product-Market Fit)
Fault (Line)
ONE-PAGE LEAN STARTUP (Lean Startup Journey)
CUSTOMER/CLIENT: Date:
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB:
q Present q Past q Future
Tradi\onal/Hypothe\cal Ecosystem Demand (Market, Industry, Enterprise, or Technology)
SHARED DREAM/ VISION:
Ideal Final Result (IFR)
Requirements for
Insanely Great Customer Experience
Angel Funding (Up to $100,000)
Seed Funding ($100,000-$1M)
Venture Funding ($1M-$5M)
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENN
q SHARED DREAM/ VISION
- Start - Dene - Learn - Experiment Elimina\on of Big Urgent Market Problems (BUMPs)
ONE-PAGE LEAN STARTUP (LS Methodology)
CUSTOMER/CLIENT: Date:
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB:
q Present q Past q Future
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Itera3vely Develop Natural, Planned, and/or Disrup3ve Customer Ecosystem)
LEAN STARTUP (LS) PROJECT MANAGEMENT q STEER: BUILD-MEASURE-LEARN VALIDATED LEARNING LOOP - Leap (Big Problem; Vision/Hypotheses/Value (Proposi3on)) - Test (Criteria for Problem; Minimum Viable Product(MVP)) - Measure (Ac3onable Metrics for Customer Growth) - Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)
q ACCELERATE: LAUNCH-SCALE
- Batch (Size/Version; Time/Cycle) - Grow (Engines of Customer Growth) - Adapt (Adap3ve Org./5 Whys) - Innovate (Disrup3ve Inno.)
Unique Summary and Visual Model of Eric Riess Book, The Lean Startup
Renew (Renew/Disrupt)
Birth [STEER/Pilo
t]
(Search: Discover/
Validate Prototyp
e or
Minimum Viable C
ustomer Ecosyste
m)
END (Value/ Why?)
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH
THE ASPIRATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM)
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
Developed by VDD University and related to Eric Riess The Lean Startup,
the scalable methodology of Lean Startup Project Management
has as its highest goal elimina[on of the high rate of
customer non-adop[on (non-buy-in) especially of
new or innova[ve products/services #BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
A P
Lean Startup Project Management Starts With The BUMP
(Big Urgent Market Problem) Ques[on:
Why Dierently Improve The Customer Experience of X?
THE B.U.M.P. QUESTION FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
Note: X is an element or resource in an ecosystem such as customers or product/service
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH
SOLUTION SPACE (Product) PROBLEM SPACE (Market)
Established Solu[on (Established Product/Service/ Tool/Technology)
Unestablished Solu[on (Unestablished Product/ Service/Tool)
Established Problem (Established Market/BUMP/Job/ Need)
ESTABLISHED BUSINESS Established Market (Problem) Established Solu\on (Product/Service/Technology)
Six Sigma Way/Red Ocean Way/
Business Planning Way
ESTABLISHED PROBLEM (Market) SEARCHING FOR UNESTABLISHED SOLUTION (Product/Service/Technology)
Harvard Business School (HBS) Way/Market Planning Way
Unestablished Problem (Unestablished Market/BUMP/Job/ Need)
ESTABLISHED SOLUTION (Product/Service/Technology) SEARCHING FOR UNESTABLISHED PROBLEM (Market)
MIT University Way/ Product (Technology) Planning
Way
Classic LEAN STARTUP q Unestablished Problem (Market) q Unestablished Solu\on (Product/Service/Technology)
Stanford University (SU) Way/
Lean Startup Way/ Blue Ocean Way/
Business Model Way
(-): Product Risk
(+): Market P
redictab
ility
3
1 2
4
THE 4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) What way or domain is your focus?
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH 8. PERSEVERE OR PIVOT q Repeat spiral of steps to achieve product-market t/value proposi- \on/vision/mission. Then, scale q Otherwise, pivot (on the strategy/ vision). Abandon the project???
4. BUILD q Assign nish date and metrics to planned project ac[vi[es or tac[cs q State veriable targets, criteria, or milestones for each ac\vity/tac\c q Build prototype: Min. Viable Prod.
1. TEAM q Form a Co-crea[on Dream Team for managing the ecosystem of the lean startup project as well as iden\fying needs of stakeholders q Look for synergy in ecosystem
6. REVIEW q Review progress and gaps of lean startup project: daily/weekly/ monthly/quarterly/annually q Determine and document what next ac\vi\es to do
5. MEASURE q External Valida3on: Get out of the enterprise and test most cri[cal risks & assump[ons of resources q Internal Valida3on: Test and validate internal assump\ons
2. LEAP q Complete the Project Charter that describes customer, big problems, vision, resources, and dura[on as well as success criteria (ROI; cust. experience) for startup project
THE 8 STEPS FOR
LEAN STARTUP PROJECT MANAGEMENT
(LSPM): Roadmap, Workow, and
Deliverables
3. DESIGN q Document and review trade-os in ecosystem (business model) for exis\ng (as is) analogs & an[logs q Devise plan (hypotheses/assump- [ons) & design (to be) strategy
7. LEARN q Analyze gaps/failures/successes q An\cipate future adop[on and weakest links. Devise experiments q Summarize/Share lessons learned q Summarize/Share insights
HEROES THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) The 8 Habits of ALL Highly Successful Innovators and Blue Ocean-Lean Startups
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH 8. PERSEVERE OR PIVOT
4. BUILD
1. TEAM
6. REVIEW
5. MEASURE
2. LEAP
THE 8 STEPS FOR
LEAN STARTUP PROJECT MANAGEMENT
(LSPM): Roadmap, Workow, and
Deliverables
3. DESIGN
7. LEARN
HEROES THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)
Progress Report for .. Date: ..
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH
THE 8 STEPS-MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM
CHECKLIST OF TASKS/ RESULTS/
DELIVERABLES
1. Team Team/Stakeholders in Ecosystem
2. Leap Problem/Vision/Customer Experience
3. Design As Is (Analogs/An\logs) & To Be Business Model/Ecosystem; Strategy/ Tac\cs; Value Proposi\on/Tagline
4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP)
5. Measure Customer Feedback/Response/Ra\ng/ Success Criteria: Value Proposi\on
6. Review Progress Report: Gaps; Value Prop.; To Do (What Next?/Future) List
7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights
8. Persevere or Pivot
Itera\on Cycle: Problem-Solu\on Fit/ Product-Market Fit; Pivot/Abandon?
q BUMP-Tool Fitness Project q BUMP Discovery Project q Customer Growth Project q Company Maturity Project
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH
THE 8 STEPS-KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM
CHECKLIST OF TASKS/ RESULTS/
DELIVERABLES
KANBAN MATRIX - Work
DONE (Past Reality/
Facts)
IN PROGRESS (Present Reality/
Facts)
TO DO (Future/Backlog/ Hypotheses/Plan)
1. Team Team/Stakeholders in Ecosystem
2. Leap Problem/Vision/Customer Experience
3. Design As Is (Analogs/An\logs) & To Be Business Model/Ecosystem; Strategy/ Tac\cs; Value Proposi\on/Tagline
4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP)
5. Measure Customer Feedback/Response/Ra\ng/ Success Criteria: Value Proposi\on
6. Review Progress Report: Gaps; Value Prop.; To Do (What Next?/Future) List
7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights
8. Persevere or Pivot
Itera\on Cycle: Problem-Solu\on Fit/ Product-Market Fit; Pivot/Abandon?
q BUMP-Tool Fitness Project q BUMP Discovery Project q Customer Growth Project q Company Maturity Project
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH
WORKFLOW SIMILARITIES AND DIFFERENCES REGARDING TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM
CHECKLIST OF TASKS/ RESULTS/
DELIVERABLES
BUSINESS MODEL CANVAS
LEAN CANVAS
ONE-PAGE LEAN STARTUP (Ecosystem Dashboard)
1. Team Team/Stakeholders in Ecosystem
2. Leap Problem/Vision/Customer Experience
3. Design As Is (Analogs/An\logs) & To Be Business Model/Ecosystem; Strategy/ Tac\cs; Value Proposi\on/Tagline
4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP)
5. Measure Customer Feedback/Response/Ra\ng/ Success Criteria: Value Proposi\on
6. Review Progress Report: Gaps; Value Prop.; To Do (What Next?/Future) List
7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights
8. Persevere or Pivot
Itera\on Cycle: Problem-Solu\on Fit/ Product-Market Fit; Pivot/Abandon?
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Structural Similari[es and Dierences
In Tools for
Business Model Presenta[on And
Ecosystem Mapping
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra
Process/ Strategy/ Project
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Consumers/ Market
Environ-ment: Global
Shared Value (Prot)
INPUT (Object: S1)
SUBJECT (Field: F)
TOOL (S2)
PROCESS (Opera3on)
OUTPUT CHANNEL CUSTOMER ENV. (Supersys.)
RESULT (Eect: -/+)
S ME P R C E O S
D N A
STRUCTURAL SIMILARITIES AND DIFFERENCES IN TOOLS FOR
BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING
Busine
ss M
odel
Canv
as
Agile Business C
ockp
it (Ecosystem
Dashb
oard)
Lean
Can
vas
Alexan
der
Osterwalde
r Ro
d King
As
h Mau
rya
Cost (C$)
Revenue (R$)
Unique Value Prop.
Problem
Customer Segments
Cost
Revenue Solu[on Key
Metrics
TRIZ
Value Prop. (VP)
Key Resources
(KR)
Key Ac[vi[es
(KA)
Key Partners (KP)
Customer Rel. (CR)
Customer Segments
(CS)
Channels Unfair Adv.
Channels (CH)
System
/ Story Plot
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra
Process/ Strategy/ Project
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Consumers/ Market
Environ-ment: Global
Shared Value (Prot)
INPUT (Object: S1)
SUBJECT (Field: F)
TOOL (S2)
PROCESS (Opera3on)
OUTPUT CHANNEL CUSTOMER ENV. (Supersys.)
RESULT (Eect: -/+)
S ME P R C E O S
D N A
ONE-PAGE LEAN STARTUP For Universal Business Modeling Universal Modeling Plarorm
Use the DNA of the Universal Modeling Plakorm to Generate Your Customized Business Model Dashboard
Busine
ss M
odel
Canv
as
Agile Business C
ockp
it (Ecosystem
Dashb
oard)
Lean
Can
vas
(VP) (KR) (KA) (KP)
Alexan
der
Osterwalde
r Ro
d King
As
h Mau
rya
(CR) (CS) (C$)
(R$)
UVP
Problem
Unfair Adv.
CS C$
R$ Solu[on
System
/ Story Plot
TRIZ
Key Metrics
CH
(CH)
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra
Process/ Strategy/ Project
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Consumers/ Market
Environ-ment: Global
Shared Value (Prot)
INPUT (Object: S1)
SUBJECT (Field: F)
TOOL (S2)
PROCESS (Opera3on)
OUTPUT CHANNEL CUSTOMER ENV. (Supersys.)
RESULT (Eect: -/+)
S ME P R C E O S
D N A
Busine
ss M
odel
Canv
as
Agile Business C
ockp
it (Ecosystem
Dashb
oard)
Lean
Can
vas
AGILE BUSINESS COCKPIT (ABC)
CUSTOMER/CLIENT: Date:
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB:
q Present (In Progress) q Past (Done) q Future (To Do) System
/ Story Plot
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
ITENNWH
MACRO-STRUCTURE OF THE AGILE BUSINESS COCKPIT (ABC) The 2 Mini-dashboards of the Real-[me Ecosystem Dashboard
Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time
AGILE BUSINESS COCKPIT Real-[me Ecosystem Dashboard
Agile Product Dashboard
Agile Marke[ng Dashboard
S ME P R C E O S
R C E O S S ME P O
#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
Join us At
Red Ocean Disrup[on (ROD) University
For Business Periodic Table
hbp://businessmodels.ning.com