Lean Startup Cockpit: The World's First Problem-Solving Social Network to Better Achieve Your New Year's Goals

THE LEAN STARTUP COCKPIT The World’s First Problem-‐Solving Social Network to

Be#er Achieve Your New Year’s Goals

Dr. Rod King VDD University for Leaders, Managers, and Entrepreneurs

HEROES

THINK BIG AND DIFFERENT

Combine Steve Jobs’s Way & The Lean Startup Method

4 CATEGORIES OF PROJECTS, GOALS, AND “JOBS”

PHYSICAL PROJECTS, GOALS, AND “JOBS” * Execute and manage projects in areas of finance, health, travel, and producEvity * Discover/buy/hire/sell desired products and services INTELLECTUAL PROJECTS, GOALS, AND “JOBS” * Plan projects, events, acEviEes, tasks, and career; Solve problems; Innovate * Discover news and informaEon; Learn EMOTIONAL PROJECTS, GOALS, AND “JOBS” * Socialize/Network/Build relaEonships * ParEcipate in hobbies and projects of interest * Relax/Entertain; Play Music, Games, and Sports SPIRITUAL PROJECTS, GOALS, AND “JOBS” * Obtain Enlightenment, Peace of Mind, Serenity, and Work-‐Life Balance

Source Based on: “How People Really Use Mobile.” Harvard Business Review, January/February 2013.

THE SITUATION

(Project Team Management)

Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twièr.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs

OrganizaEons Plan, Organize, Execute, and Manage (Business) Projects

To Achieve Goals Using TEAMS,

SOCIAL NETWORKS, and ECOSYSTEM RESOURCES

THE CONSTRAINT

(Physically Separate LocaEons: Distance; FricIon)


However, Members of TEAMS & SOCIAL NETWORKS

As Well As Elements of ECOSYSTEM RESOURCES

Are Usually In Physically Separate LocaWons

BIG URGENT MARKET PROBLEM

(B.U.M.P. Hypothesis About Project Team SeparaIon)


“Physically Separated Teams Of People and Things

Waste A Lot of Resources (Money, Time, and Energy)

When Trying to Solve Problems,

Communicate, and Achieve Project Goals”

EXISTING SOLUTIONS FOR PROJECT TEAM ONENESS

(Social Networking/CollaboraEve Project Management/Search Tools)


Twi[er Project Failure

Delays; Time

Consum-‐ing

High Cost/ Waste

Risks/ Irrele-‐vance

Complex-‐ity

Missed Dead-‐lines

Mis-‐alignment

Fragmen-‐taWon/ Disunity

Comment on EXISTING SOLUTIONS CollaboraEve Checklist Management is Hardly Used


“We SWll Inefficiently

Discover, Organize, Validate, Evaluate,

And Solve

Our Project Problems

Especially in the World of Startup Projects”

OUR MISSION (Core Purpose)


“A Beèr Way to Solve Our Problems And

Build Our RelaEonships”

OUR VISION (Leap of Faith)


“To Seamlessly and Constantly

Manage the Life of Everything

Using One Page”

OUR STRATEGY


“Put a Dent in the Universe” * DisrupWve InnovaWon of ExisEng Social Networks, Search Engines, and Time (Task/To Do/Ideas) Management Systems * Blue Ocean Strategy for Life Management Of People and Things

OUR PROCESS (Workflow)


CollaboraWve Checklist Management Especially

Using the Workflow and Checklist of

“Problem-‐Plan-‐Build-‐Measure-‐Learn”

OUR VALUE PROPOSITION


A Problem-‐Solving Social Network That Uses

CollaboraWve Checklist Management

“The Lean Startup Cockpit” for

Efficiently Achieving Goals, Managing Time (Ideas; Tasks), and

DisrupEng Business Models

OUR PRODUCT


The Lean Startup Cockpit:

A Problem-‐Solving Social Network That CollaboraEvely Manages Checklists Using A Classic Timeline of 3 Buckets:

* PAST: focuses on historical events, stories, and tasks * PRESENT: focuses on today’s events, stories, and tasks * FUTURE: focuses on “to do” events, stories, and tasks that may be done someday (in future)

Our Minimum Viable Product


Minimum Viable Product (MVP) 1.0 of

The Lean Startup Cockpit


PAST: Done (History)

WHAT HAVE YOU DONE?

PRESENT: Doing (Today)

WHAT ARE YOU DOING?

FUTURE: To Do (Someday)

WHAT DO YOU WANT TO DO?

LEAN STARTUP COCKPIT (LSC) For ……………………………………………………….. Date: …………………………….

Problem-‐Plan-‐Build-‐Measure-‐Learn The World’s First Problem-‐Solving Social Network: “Seamlessly and Constantly Manage the Life of Everything Using One Page”


Minimum Viable Product (MVP) 2.0 of

The Lean Startup Cockpit

Another Minimum Viable Product

eLean Startup Cockpit The World’s First Problem-‐Solving Social Network

Note: The eLean Startup Cockpit is currently hosted on the Trello Plakorm: h`p://goo.gl/hIYi5

“Trello [trello.com] is a collaboraIon tool that organizes your projects into boards.”


How to Use the Lean Startup Cockpit


A Simple Process for CollaboraWve Checklist Management Have the 3 (Past/Present/Future) Buckets of the Lean Startup Cockpit Printed on Paper, Hand-‐drawn on Paper, or Designed in Digital Form

1. Describe a task or to-‐do item on a card

2. Put card containing to-‐do item under the “Future” bucket

3. Move card to “Present” bucket if task is to be done on the present day

4. Move card, aner task is completed, to “Past” bucket

8 Levels of The Lean Startup Cockpit (Hierarchy of Problems, Markets, and Resources for Problem-‐Solving Social Network)


Team/Family Problem-‐Solving Social Network

Personal Problem-‐Solving Social Network

Department/Domain Problem-‐Solving Social Network

OrganizaBonal (Enterprise) Problem-‐Solving Social Network

LOCAL Problem-‐Solving Social Network – Local Market Problems/ Projects

REGIONAL Problem-‐Solving Social Network – Regional Market Problems/ Projects

NATIONAL Problem-‐Solving Social Network – NaIonal Market Problems/Projects

GLOBAL Problem-‐Solving Social Network – Global Market Problems/Projects

1 2 3 4 5 6 7 8Lean Startup Cockpit: Level

CreaEve Commons License. [email protected] & h`p://businessmodels.ning.com & h`p://twièr.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs

SOCIAL NETWORKS/ SEARCH ENGINES q Facebook q TwiYer q LinkedIn q Google (Groups; Search; Calendar) q Pinterest

TIME (TASK) MANAGEMENT/ CHECKLIST MANAGEMENT q Checklists (To Do Lists) q Geong Things Done (GTD)

CHANGE MANAGEMENT q Theory of Constraints q Theory of InvenEve Problem

Solving (“TRIZ”)

DISRUPTIVE INNOVATION q DisrupEve InnovaEon Theory q Blue Ocean Strategy q Business Model (DNA) DisrupEon q Lean Startup Method q Customer Development Stack

IDEAS MANAGEMENT q Brainstorming; Ideas; To-‐Do List q SuggesEon Box q Vision Board q Crowdsourcing (Wisdomsourcing) q Fractal Grid

PRECEDENTS, ANALOGIES, AND INSPIRATIONS

FOR DEVELOPING

THE LEAN STARTUP COCKPIT

BUSINESS/STRATEGIC PLANNING

q Business Plan q Strategic Plan q MarkeEng Plan q Discovery-‐driven Planning q CompeEEve Strategy

TIMELINE q Classic Timeline (Arrow of Time) q Einstein’s Space-‐Time Grid q Toyota’s Kanban Board q Calendar/Planner: Journal; Diary;

To-‐Do List/Plan

PROJECT (TEAM) MANAGEMENT q Six Sigma Methodology q Project Management Under

CondiEons of Uncertainty q Performance Management

PRECEDENTS, ANALOGICAL TOOLS, AND INSPIRATIONS FOR DEVELOPING

THE LEAN STARTUP COCKPIT, The World’s First Problem-‐Solving Social Network


The Kanban Board, Which Was Developed by Toyota,

Is The Tip of the Iceberg

Of The Lean Startup Cockpit,

Which is Based on The Disruptor’s Arrow of Time

(“The Business Tool for Everything”)

Unfair (Unique) Advantage #1


As a Problem-‐Solving Social Network, the Lean Startup Cockpit is Based on the Unique Tool of the “Disruptor’s Arrow of Time,” Which is In Turn Based on a Business Theory of Everything That was Developed By Dr. Rod King. Note In September 13, 2012, Dr. Rod King’s ArEcle on The Disruptor’s Arrow of Time Was Published In the InternaEonally Peer Reviewed Journal of “CommunicaWons in Mobile CompuWng” which is a SpringerOpen Journal.

The Etle of Dr. Rod King’s arEcle is: “Planning and Managing DisrupBve Business Models for RFID-‐Startups: The Disruptor’s Arrow of Time”

ArEcle’s WebLink: h`p://www.comcjournal.com/content/1/1/5



The AutomaWc Co-‐Pilot (ACP) of the Lean Startup Cockpit: This is a proposed background search and analyIcal engine (“discovery agent”) that would seamlessly assist users (Lean Startup Pilots) to beèr plan, organize, execute, and manage tasks by presenEng real-‐Eme informaEon, tools, products, and services that are related to a Lean Startup Pilot’s projects and tasks. The ACP would also generate producEvity reports for teams. The AutomaWc Co-‐Pilot: This discovery agent would use internal and external social networks to recommend as well as predict resources that are required by a Lean Startup Pilot to complete tasks. The agent would also constantly alert the Pilot on bo`lenecks and delays.



CollaboraWve Checklist Management: RouEne and complex projects can adapEvely as well as collaboraEvely be managed using visual checklists (of cards/post-‐it notes)


Summary of

LEAN STARTUP METHOD For “Lean Startup Cockpit”

PRODUCT

A Problem-‐Solving Social Network

(“Lean Startup Cockpit”)

STRATEGY

DisrupWve InnovaWon of ExisWng Social Networks & Search Engines/ Blue Ocean Strategy

(Problem-‐Solving Cycle of “Problem-‐Plan-‐Build-‐Measure-‐Learn”)

VISION

Seamless and Constant Life Management of Everything Using One Page

Product Analogs q  Facebook q  Twièr q  LinkedIn q  Pinterest q  Google Search q  Kanban Board

(Trello)


The E.A.R. Model for

CUSTOMER GROWTH & INNOVATION ACCOUNTING

E.A.R. MODEL FOR CUSTOMER GROWTH

Key Performance Indicators (KPIs)

Minimum Valuable Product (MVP) 1.0

Minimum Valuable Product (MVP) 2.0

Minimum Valuable Product (MVP) …

DescripEon Unit

E: Engage RegistraIon

AcIvaIon

A: Acquire AcquisiIon

Revenue

R: Retain RetenIon

Referral

Metrics for Engines of Customer Growth q  SEcky Engine of Growth: A`riEon (Churn) rate; “Rate of compounding”; Switching cost; Lock-‐in q  Viral Engine of Growth: Viral loop; Viral coefficient q  Paid Engine of Growth: LifeEme value

CASE #1: LEAN STARTUP TEAM MANAGEMENT:

Problem-‐Plan-‐Build-‐Measure-‐Learn

Using The Lean Startup Cockpit


LEAN STARTUP COCKPIT (LSC) For Lean Startup Team Management Date: …………………………….



WHAT HAVE YOU DONE?


WHAT ARE YOU DOING?


WHAT DO YOU WANT TO DO? PLAN (GENERATE):

q  Project Idea/Business Story q  Mission/Vision/Goal/Strategy q  Customer Job/Problem Scenario q  Value ProposiIon/PosiIoning q  (Minimum Valuable) Product/Tool

BUILD (DO): q  Customer Job/Problem Scenario q  Value ProposiIon/PosiIoning q  (Minimum Valuable) Product/Tool

LEARN from External Impacts of: q  Customer Job/Problem Scenario q  Value ProposiIon/PosiIoning q  (Minimum Valuable) Product/Tool

MEASURE External Impacts of: q  Customer Job/Problem Scenario q  Value ProposiIon/PosiIoning q  (Minimum Valuable) Product/Tool

EXPERIENCE (REVIEW): q  Project/AcEvity/Job/Task q  Tools q  Problems (Constraints) q  Trade-‐offs (Delight; Pain)

CASE #2: BLUE OCEAN STRATEGY:

CreaWng an Uncontested Market Space

Using The Lean Startup Cockpit


LEAN STARTUP COCKPIT (LSC) For Blue Ocean Strategy of LSC Date: …………………………….



WHAT HAVE YOU DONE?


WHAT ARE YOU DOING?


WHAT DO YOU WANT TO DO? LEAN STARTUP COCKPIT (LSC)

The World’s First Problem-‐Solving Social Network

ELIMINATE q  Waste q  Delays; InterrupIons; DistracIons q  Complexity; Risks

FACEBOOK

REDUCE q  Cost

INCREASE q  ProducIvity (Performance); Brand q  Quality q  Accessibility; InteracIvity

CREATE q  DisrupIve Business Model(s) q  Problem-‐Solving Social Network: “All-‐in-‐one Social Network”

TWITTER

LINKEDIN

PINTEREST

GOOGLE SEARCH

CreaEve Commons License. [email protected] & h`p://businessmodels.ning.com & h`p://twièr.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs

FAMILY/EVENT PLANNERS Plan, Organize, Execute and Manage q DomesEc/Family Tasks q School AcEviEes q Leisure AcEviEes

BUSINESS/STRATEGIC PLANNERS Plan, Organize, Execute and Manage q Workflow for Strategic Planning q Business/Strategic Plan q DisrupEve Business Models

MANAGERS & EXECUTIVES q Achieve Greater Work-‐Life

Balance q EffecEvely and Efficiently Manage

Time, Ideas, and Tasks q Brainstorm & Pitch Project Ideas

STUDENTS/TEACHERS/LECTURERS Plan, Organize, Execute and Manage q Student Projects q Public RelaEons Campaign q Career

SOFTWARE DEVELOPERS Plan, Organize, Execute and Manage q Sonware Development Project

Build Products That Customers Want

EXISTING CATEGORIES OF USERS AND APPLICATIONS

OF THE LEAN STARTUP COCKPIT

“A BeYer Way to Solve Our Problems

and Build Our RelaIonships”

NON-‐PROFIT ORGANIZATIONS

q Reduce EducaEonal Inequality q Eliminate Poverty

LEAN STARTUPS (ENTREPRENEURS) q Formulate and Validate Problem Hypothesis q Formulate and Validate SoluEon Hypothesis q Validate & Scale Business Model

MARKETERS/SALES TEAM q Do Market Research: Interview

Prospects (Adopters)/Customers q Manage Customer RelaEonships q Plan, Organize, Execute, and Manage MarkeEng Strategy

EXISTING CATEGORIES OF USERS AND APPLICATIONS OF

THE LEAN STARTUP COCKPIT, The World’s First Problem-‐Solving Social Network

4 Benefits of Using the Lean Startup Cockpit

Advantages of CollaboraEve Checklist Management


1. Eliminate Waste (Delays; Complexity) 2. Reduce Cost 3. Increase ProducWvity; Quality 4. Create DisrupWve Business Models

10 Experimental Projects for

Business Model Team Management


SUPPLY (Product-‐focused) PROJECTS: “Largely Inside the Building” 1. Key Partners (KP) Project 2. Key Resources (KR) Project 3. Key AcWviWes (KA) Project 4. Value ProposiWon (VP; Minimum Viable Product) Project

DEMAND (Customer-‐focused) PROJECTS: “Out Of the Building” 5. Channel (CH) Project 6. Customer RelaWonships (CR) Project 7. Customer Segments (CS) Project

VALUE (Finance/Community/Investor-‐focused) PROJECTS 8. Revenue Streams (R$) Project 9. Cost Structure (C$) Project 10.BUSINESS MODEL ENVIRONMENT (BME) PROJECT

Source Topics for the project descripEon are based on Alex Osterwalder’s Business Model Canvas and Business Model Environment

FREE Lean Startup Cockpit


When You Become A Member of VDD University,

You Get Set Up for FREE Your Personal Lean Startup Cockpit.

Join VDD University,

Now! Visit h[p://businessmodels.ning.com

Documents

Lean Startup Cockpit: The World's First Problem-Solving Social Network to Better Achieve Your New Year's Goals