A Scalable Lean Startup Story About the Evolution of Man (Homo Sapiens)

1,358 views
1,050 views

Published on

Published in: Business
5 Comments
4 Likes
Statistics
Notes
  • @RodKing Wow! Great addition, Rod. I am promoting the presentation again.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • @hudali15: Ali, First I must thank you for inspiring me to put into a diagram the concept of a lifecycle of experiments. I've now updated the presentation to include a slide on 'How Nature Uses the Lean Startup Method in a Fractal Lifecycle of 5 Experiments.' Once again, thanks for your feedback.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • @RodKing Rod- so as not to take much space I have a brief suggestion. Why not add visually the type of customers on the chart? Your great response made me think of it.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • @hudali15: Ali, you asked whether I'm advocating that we start design with an evolving customer in mind. Really, that's what I'm advocating and it's a salient point in business design. Recently, I've been writing a lot about the 5 stages of the business lifecycle, which largely builds upon the work of Geoffrey Moore in his classic book, 'Crossing the Chasm.' For me, the stages of a business lifecycle (plan) involve 5 main experiments: (1) VISION Testing and Validation (2) PROBLEM-SOLUTION Testing and Validation (3) PRODUCT-MARKET Testing and Validation (4) OPTIMIZATION &amp (4) SCALING Testing and Validation (5) RENEWAL Testing and Validation. Each of the 5 experiments requires a different customer, subject, or 'specimen' as well as a different version of a product/service because the persona, needs, preferences, and behavior of each customer are different (evolutionary) for each experiment. For instance, an experiment on Vision Testing and Validation requires a customer archetype of 'evangelists' or 'early adopters' who are fascinated with innovative ideas as well as novelties. Such customers may be satisfied with a novelty or minimum viable product that barely works. For an experiment on Problem-Solution Testing and Validation, we would ideally need dissatisfiers as well as overserved customers and non-customers of existing products/services/business models in a Red Ocean Industry. Thereafter, we may be looking for the customer archetype of 'early majority' when doing an experiment on Product-Market Testing and Validation. Early majority customers are looking for more featured products that solve critical problems that they are experiencing. When Product-Market validation is achieved, the product would have crossed the dreaded 'chasm.' Thereafter, the focus of the experiment on Optimization and Scaling Testing and Validation is on mainstream customers or the 'late majority' who are looking for a fully functional product/service. In the phase of Optimization and Scaling, the business focuses on standardized processes that get rid of 'defects' using tools such as the Six Sigma methodology. In summary, as a business evolves in its lifecycle, so do the customers' problems and needs as well as features of the product/service/business model starting with the minimum viable product/service/business model. I hope that I managed to answer your question. Nevertheless, should you have further questions or comments, let me know.
    In the meantime, best.
    Rod.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Rod, so scalability is not limited to the space-time dimension, but also to the domain of uses. The ROD (DB-MAIL) Cycle is versatile and global.
    So, you are advocating that we start with the evolving customer in mind and that we make the at least the minimum value product for him/her. The next stage is product-oriented followed by the learning and starting again.
    Great ideas, Rod
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
1,358
On SlideShare
0
From Embeds
0
Number of Embeds
105
Actions
Shares
0
Downloads
21
Comments
5
Likes
4
Embeds 0
No embeds

No notes for slide

A Scalable Lean Startup Story About the Evolution of Man (Homo Sapiens)

  1. 1. Fractal  Lifecycle  Plan   Archetypal  Story  for  the  Journey  of  a  Scalable  Lean  Startup   Vision:   Pa6ent  (Customer):   Fractal  Lifecycle  Plan  for  Business  Model  Performance   Chasm   (“Death  Valley”)   Lean  Startup’s     Journey  &  Milestones   ?   Problem-­‐SoluDon   Product-­‐Market   Renewal   OpDmizaDon  &  Scaling   Business  Model   Business  Model   Business  Model   Business  Model     Vision     Business  Model   (“Big  Bang”   Disrup6on)   3  Red  Ocean  Disrup6on  (ROD)  Ques6ons  for  the  Lean  Startup  Journey   q  What  to  Disrupt?  Red  Ocean  Business  Model  (Performance  or  Value  Curve)   q  To  What  to  Disrupt?  Blue  Ocean  Business  Model  (Performance  or  Value  Curve)   q  How  To  Disrupt:  Con$nuous  Improvement  vs.  Disrup$on  (Scalable  Lean  Startup)  Projects?     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  2. 2. A  Scalable  Lean  Startup  Story  About  the  EvoluDon  of  Man  (Homo  Sapiens)   ü  Vision  Experiment   ü  Problem-­‐SoluDon  Experiment   ü  Product-­‐Market  Experiment   ü  OpDmizaDon  &  Scaling   q Renewal   Project  Vision  (Cause/Final  Result/Outcome):  Man  as  “Top  Dog”  -­‐  Reinvent  (Disrupt)  the  Experience  of  Leading  Creatures  on  Earth   Customer  (Segment/Base/“Tribe”/Benefactor):  Niche  of  Gaia  (Planet  Earth)  -­‐  Homo  Sapiens  (Society;  Human  Consciousness)   Goal/Strategy/Job-­‐To-­‐Get-­‐Done:  Get  maximum  delight  (energy)  &  minimum  pain;  Accelerate  Red  Ocean  Disrup6on  (ROD)  &  Learning   Conven6onal  Tool  (Product/Service/Business  Model):  Dinosaurs/Beasts/Flora  &  Fauna/Bloody  (Head-­‐to-­‐head)  Fights  &  BaTles   D:   B:   Define   Build   Problem  (Needs)   Solu6on  (Pilot)     “Red  Ocean”   (Trade-­‐off/Defects)           M:   Measure   Problem   A:   Analyze   Problem   I:   Improve   Solu6on   L:   Learn     What’s  Valued   Minimum  Viable     Product  (MVP)                           Customer  Story   Business  Story   Learning  Story   (Market-­‐focus)   (Product/Industry-­‐Focus)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  3. 3. A  Scalable  Lean  Startup  Story  About  the  EvoluDon  of  Apple’s  Classic  iPod   ü  Vision  Experiment   ü  Problem-­‐SoluDon  Experiment   ü  Product-­‐Market  Experiment   ü  OpDmizaDon  &  Scaling   q Renewal   Project  Vision  (Cause/Final  Result/Outcome):  iPod  as  “Top  Dog”  -­‐  Reinvent  (Disrupt)  the  Experience  of  Leading  Music  Players   Customer  (Segment/Base/“Tribe”/Benefactor):  Niche  of  High-­‐income  People  Who  Listen  to  Music  (Luxury-­‐Spot  “Game-­‐changers”)   Goal/Strategy/Job-­‐To-­‐Get-­‐Done:  Seamless  Music  Experience  (Everywhere):  Differently  Listen  to  Music   Conven6onal  Tool  (Product/Service/Business  Model):  Portable  Music  Players  –  CD-­‐Player;  Flash  Player;  MP3-­‐CD  Player;      Hard-­‐ Disk  Jukebox     D:   B:   Define   Build   Problem  (Needs)   Solu6on  (Pilot)     “Red  Ocean”   (Trade-­‐off/Defects)     Music  Players         M:   Measure   Problem   A:   Analyze   Problem   I:   Improve   Solu6on   L:   Learn     What’s  Valued   Minimum  Viable     Product  (MVP)                           Customer  Story   Business  Story   Learning  Story   (Market-­‐focus)   (Product/Industry-­‐Focus)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  4. 4. Date:  ………………………..….   Red  Ocean  DisrupDon  (ROD)  Map   q Vision  Experiment   q Problem-­‐SoluDon  Experiment   q Product-­‐Market  Experiment   q OpDmizaDon  &  Scaling   q Renewal   Project  Vision  (Cause/Final  Result/Outcome):  ……………………….…………..………………………………………………………..…………………..…..……   Customer  (Segment/Base/“Tribe”/Benefactor):  …..…………………………………………….….……….………..……………………………..…………..……   Goal/Strategy/Job-­‐To-­‐Get-­‐Done:  …………………...…………..…………………………………………………………..……………..….…………………………….……   Conven6onal  Tool  (Product/Service/Business  Model):  ………………………………..…….……………………………………………………………………..   D:   B:   Define   Build   Problem  (Needs)   Solu6on  (Pilot)     “Red  Ocean”   (Trade-­‐off/Defects)           Minimum  Viable     Product  (MVP)   M:   Measure   Problem   Assessment   A:   Analyze   Problem   Diagnosis   I:   Improve   Solu6on   Treatment   L:   Learn     What’s  Valued   Persevere  or  Pivot?                           Customer  Story   Business  Story   Learning  Story   (Market-­‐focus)   (Product/Industry-­‐Focus)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  

×