Business Model Canvas vs Lean Canvas vs One-Page Lean Startup

HEROES Think Big and DifferentBUSINESS MODEL CANVAS vs. LEAN CANVASThe One-Page Lean Startup as All-In-One Tool for the Lean Startup Journey Visual White Dr. Rod King VDD University for Lean Startup Project Management Paper

TYPICAL STARTUP PROJECT OR “JOB TO BE DONE” To Efficiently Build and ManageProducts, Services, and Businesses That ITENNWH CustomersUndeniably Need, Want, and Love As Well As Buy at Great Value (Profit)

TRADITIONAL TOOLS “HIRED” FOR ORGANIZING, PRESENTING, AND MANAGING RESOURCES, STARTUP PROJECT, BUSINESS, OR JOB TO BE DONE BUSINESS ITENNWH “JUST DO IT” PLAN

A PAIN OF THE TRADITIONAL BUSINESS PLAN “Business Plan: A documentinvestors make you write that ITENNWH they don’t read.” Steve Blank

ALTERNATIVES TO A BUSINESS PLAN BUSINESS MODEL MAP ITENNWH &BUSINESS ECOSYSTEM MAP

A Business Model Map Or A Business Ecosystem Map Is AP A Visual Representation ofHow a Business or an Ecosystem Works to Create Value

What Are Innovative Tools ForMapping and PresentingPast, Present, and Future AP Business Models As Well As Business Ecosystems?

BUSINESS MODEL CANVAS Alexander Osterwalder A Strategic Business Resources Scorecard ITENNWHSource: http://en.wikipedia.org/wiki/Business_Model_Canvas

LEAN CANVAS Ash Maurya A Tactical Business Resources Scorecard ITENNWHSource: http://www.ashmaurya.com/2012/02/why-lean-canvas/

The Third Way:The One-Page Lean Startup A Visionary, Strategic, and Tactical Tool

Every Business (Model) Is An Ecosystem AP And Part ofA Higher Level Ecosytem

ECOSYSTEM DASHBOARD: “SEMPORCES” Logic and Fractal Structure of an Ecosystem Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real TimeEvery Ecosystem Consists of a Stream of 9 Resource Types or Stacks That AreSummarized Using the Acronym, “SEMPORCES”: S Suppliers/Inputs/Partners E E Employees/Culture/Brand/IP Upstream (Design: How?) C M Machinery/Equipment/Infrastructure/Technology AP Inside the Enterprise/ Supply Infrastructure O P Process/Strategy/Project To Be Done S O Output (Product/Service) Y R Retailers/Channels/Distributors/CRM Midstream S C Customers/Consumers/Market (Needs: What?) Outside the Enterprise/ T E Environment (Global) Demand Infrastructure E Downstream S Shared Dream/Vision/Value/Profit/Experience (Aspirations: Why?) M Effect or Value Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ONE-PAGE LEAN STARTUP (The 2 Spaces)  Past  Present  Future Problem Space CUSTOMER TRADE-OFF DASHBOARD Solution Space ITENN ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/ Business DNA Map/ MegaMarketing Canvas)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ONE-PAGE LEAN STARTUP (The 2 Mantras)  Past  Present  Future Problem Space “Get Out Of The Building” ITENN Solution Space “Prototype (Build)-Measure-Learn”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“TACTICAL” ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Consumers/ ment: Value Partners Brand/IP Infra’ Project Service) Distributors Market Global (Profit) Prototype (Build) Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ASPIRATION MAP: Types of Business Models/Startups A Where currently are we? Where must we go? Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real TimeInsanely Great ExperienceIdeal Final Result (IFR)Infinite Shared Greatness Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….…………. 10 Blue Ocean Sweet Spot Luxury Spot (Value Innovation) Model/Startup (Differentiated/ Model/Startup Luxury Spot Sustaining- [R]evolutionary) Model/Startup 6 Disruption Spot/Lean Oasis Volcano (Disruptive Innovation) (‘Stuck-in-the-middle’) Model/Startup Disruption Spot Model/Startup Model/Startup (+): DELIGHT (Reward; Profitability; ROI; 3 Abundance) Green Ocean No-Man’s-Island Red Ocean Model/Startup Model/Startup Model/Startup Strategic Choice Key 0 High Level of Customer Experience 3 6 10 Low Level of Customer Experience (-): PAIN (Risk; Uncertainty) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ASPIRATION MAP For Business Model Canvas, Lean Canvas, and One-Page Lean Startup A Where currently are we? Where must we go? Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real TimeInsanely Great ExperienceIdeal Final Result (IFR)Infinite Shared Greatness Market Segment (Customer Job/Crisis/Goal): Visually Document and Present Business Models/Ecosystems 10 One-Page Lean Startup Business Model Canvas Rod King Alexander Osterwaler Luxury Spot D N A 6 Lean Canvas Ash Maurya Disruption Spot (+): DELIGHT (Reward; Profitability; ROI; 3 Abundance; Functionality; TRADITIONAL Versatility; Scalability) Strategic BUSINESS PLAN Choice Key 0 High Level of Customer Experience 3 6 10 Low Level of Customer Experience (-): PAIN (Risk; Uncertainty; Complexity; Inconvenience; Time; Cost; Waste) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“TACTICAL” ONE-PAGE LEAN STARTUP for  Past  Present  Future Business Model Canvas & Lean Canvas CUSTOMER/CLIENT: ………………………………………………………………………………… Date: February 2010PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: Compare Ecosystem Resources of Business Model Canvas & Lean Canvas D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Consumers/ ment: Value Partners Brand/IP Infra’ Project Service) Distributors Market Global (Profit) Co-creators Author IT Equip- Visualizing/ Business Business Visionaries: Competi- “One-page of Alexander ment/ Document- Model model hub/ Consultants/ tors Bus. Model” Profession- Osterwald- Infra- ing/Innova- Canvas Blog; Executives/ Bus. Plan/ Revenue als; er structure ting on a (App Store); Investors/ Value Sale of The Move- bus. model; Word of Companies/ Chain/ book/app; ment Differentia- Mouth; Academics/ Balanced Free tn Strategy Amazon Entrepreneurs Scorecard template Co-creators Author IT Equip- Document- Lean Lean canvas Technology- Competi- “Your from Lean Ash Maurya ment/ ing/ Canvas (website) Lean Startups/ tors Startup Startup/ Infra- validating - Fast Entrepreneurs Bus. Plan/ Blueprint” Customer structure hypotheses - Portable Key Metrics Problems Business Develop- of business - Concise A: Acquisitn A business Model Revenue ment model - Effective A: Activatn plan is time Canvas Sale of Community (Prob-soln R: Retentn consuming/ book; fit; product- R: Revenue bulky/hardly Unfair Free market fit) R: Referral relevant Adv: template Prototype (Build) Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“STRATEGIC” ONE-PAGE LEAN STARTUP (Plan): Lean CanvasClient/Customer (Segment/Persona): Technology-Lean Startups/Entrepreneurs Date: August 2009PAIN/PROBLEM/TRADE-OFF/NEED/GOAL/JOB: Unwanted innovative products/services; Difficulty inorganizing and managing information & business model hypotheses; “Unactionable” canvas PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) Tools for Business Model Mapping (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term (“RED OCEAN”;  “The 8 Steps for Lean Startup (“BLUE OCEAN”) Project Management (LSPM)” SHARED Analog; Antilog)  Value Proposition Factors/ DREAM/ Competitive Features/Criteria VISION: Business Model Canvas  STRATEGY/TACTICS/PROCESS Lean Canvas Creation Strategic Tool • Eliminate: “Key Partners”; “Key Resourc- Tactical Tool of es”; “Key Activities”; “Customer Rel.” innovative • Reduce: Abstraction (Strategy-focus) products • Increase: Entrepreneurial-focus; that Capability for Testing Problem-Solution customers Fitness & Product-Market Fitness want/ • Create: “Problem”; “Solution”; buy “Key Metrics”; “Unfair Advantage”CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“STRATEGIC” ONE-PAGE LEAN STARTUP (Plan): ……………………….……....… Date: ……...…..…………Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..……PAIN/PROBLEM/TRADE-OFF/NEED/GOAL/JOB: …………………………………………………………………………..…………. PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term (“RED OCEAN”;  “The 8 Steps for Lean Startup (“BLUE OCEAN”) Project Management (LSPM)” SHARED Analog; Antilog)  Value Proposition Factors/ DREAM/ Competitive Features/Criteria VISION  STRATEGY/TACTICS/PROCESS • Eliminate: • Reduce: • Increase: • Create:CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“VISIONARY” ONE-PAGE LEAN STARTUP: Lean Canvas  Past  Present  FutureCUSTOMER/CLIENT: Technology-Lean Startups/Entrepreneurs Date: June 2009PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: Threat or reality of unwanted innovative products/services INTERNAL/EXTERNAL MEANS (TOOL: Lean Canvas) END (Resources: People/Culture-Process/Strategy-Product/Service) (Value) SHARED DREAM/ VISION: ITENN Creation of innovative products that customers want/ buy Prototype (Build) - Measure LearnCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

“VISIONARY” ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) END (Resources: People/Culture-Process/Strategy-Product/Service) (Value) SHARED DREAM/ VISION ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

PYRAMID OF DASHBOARDS FOR ONE-PAGE LEAN STARTUP Why? VisionaryP A Right-Brain Perspective (Big Picture: Visionaries/Leaders) One-Page Lean Startup What? Strategic Total-Brain Perspective (Managers/Strategists/Marketers) One-Page Lean Startup Left-Brain PerspectiveHow? Tactical (Operational) (Details: Pragmatists/ Operators/Builders) One-Page Lean Startup

Lean StartupProject Management The Lean Startup Journey

ONE-PAGE LEAN STARTUP (Lean Startup Journey)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………… 4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolutionary Hypotheses vs. Reality) Customer Experience, Happiness, or Value Fault (Line) SHARED DREAM/ VISION: = Delight/Pain ITENN Traditional/Hypothetical Ecosystem Demand Ideal Final Result (Market, Industry, Enterprise, or Technology) (IFR) Requirements for Insanely Great Chasm Customer (Traction; Tipping Point; Experience Product-Market Fit) Time Infancy Growth Maturity Renewal (Prototype) (Optimize) (Scale) (Renew) Angel Funding Seed Funding Venture Funding (Up to $100,000) ($100,000-$1M) ($1M-$5M) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ONE-PAGE LEAN STARTUP (LS Methodology)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………… Unique Summary and Visual Model of Eric Ries’s Book, “The Lean Startup” MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END LEAN STARTUP (LS) PROJECT MANAGEMENT (Value/  STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP Why?) - Leap (Big Problem; Vision/Hypotheses/Value (Proposition))  SHARED - Test (Criteria for Problem; Minimum Viable Product(MVP)) DREAM/ - Measure (Actionable Metrics for Customer Growth) - Pivot (or Persevere) ITENN VISION (Strategy/Business Model/Customer Ecosystem) - Start - Define  ACCELERATE: LAUNCH-SCALE - Learn - Experiment - Batch (Size/Version; Time/Cycle) Elimination of - Grow (Engines of Customer Growth) Big Urgent - Adapt (Adaptive Org./5 Whys) Market - Innovate (Disruptive Inno.) Problems (BUMPs) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE ASPIRATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time Developed by VDD University andrelated to Eric Ries’s “The Lean Startup,” the scalable methodology of Lean Startup Project Management ITENNWH has as its highest goal elimination of the high rate of customer non-adoption (non-buy-in) especially of new or innovative products/services SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE B.U.M.P. QUESTION FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real TimeLean Startup Project Management Starts With The BUMP AP (Big Urgent Market Problem) Question: Why Differently Improve The Customer Experience of “X”? Note: “X” is an element or resource in an ecosystem such as customers or product/service SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE 4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) What way or domain is your focus? Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time “SOLUTION SPACE” (Product) Established Solution Unestablished Solution (Established Product/Service/ (Unestablished Product/ “PROBLEM SPACE” (Market) Tool/Technology) Service/Tool) Established Problem ESTABLISHED BUSINESS ESTABLISHED PROBLEM (Established Market/BUMP/Job/  Established Market (Problem) (Market) SEARCHING FOR  Established Solution UNESTABLISHED SOLUTION Need) (Product/Service/Technology) (Product/Service/Technology)(+): Market Predictability 1 2 ITENNWH “Six Sigma Way”/“Red Ocean Way”/ “Harvard Business School (HBS) ”Business Planning Way” Way”/“Market Planning Way” Unestablished Problem ESTABLISHED SOLUTION Classic LEAN STARTUP (Unestablished Market/BUMP/Job/ (Product/Service/Technology)  Unestablished Problem SEARCHING FOR UNESTABLISHED (Market) Need) PROBLEM (Market)  Unestablished Solution (Product/Service/Technology) 3 4 “MIT University Way”/ “Stanford University (SU) Way”/ “Product (Technology) Planning “Lean Startup Way”/ Way” “Blue Ocean Way”/ “Business Model Way” (-): Product Risk SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) “The 8 Habits of ALL Highly Successful Innovators and Blue Ocean-Lean Startups” HEROES Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time1. TEAM 2. LEAP 3. DESIGN Form a “Co-creation Dream Team”  Complete the Project Charter that  Document and review trade-offs for managing the ecosystem of the describes customer, big problems, in ecosystem (business model) for lean startup project as well as vision, resources, and duration as existing (‘as is’) analogs & antilogs identifying needs of stakeholders well as success criteria (ROI; cust.  Devise plan (hypotheses/assump- Look for synergy in ecosystem experience) for startup project tions) & design (‘to be’) strategy8. PERSEVERE OR PIVOT ITENNWH THE 8 STEPS 4. BUILD FOR Repeat spiral of steps to achieve LEAN STARTUP  Assign finish date and metrics to product-market fit/value proposi- PROJECT MANAGEMENT planned project activities or tactics tion/vision/mission. Then, scale (LSPM):  State verifiable targets, criteria, or Otherwise, pivot (on the strategy/ Roadmap, Workflow, and milestones for each activity/tactic vision). Abandon the project??? Deliverables  Build prototype: Min. Viable Prod.7. LEARN 6. REVIEW 5. MEASURE Analyze gaps/failures/successes  Review progress and gaps of lean  External Validation: Get out of the Anticipate future adoption and startup project: daily/weekly/ enterprise and test most critical weakest links. Devise experiments monthly/quarterly/annually risks & assumptions of resources Summarize/Share lessons learned  Determine and document what  Internal Validation: Test and Summarize/Share insights next activities to do validate internal assumptions SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Progress Report for ……………………………..……………………………………… Date: ………………………….. HEROES Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time1. TEAM 2. LEAP 3. DESIGN8. PERSEVERE OR PIVOT ITENNWH THE 8 STEPS 4. BUILD FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM): Roadmap, Workflow, and Deliverables7. LEARN 6. REVIEW 5. MEASURE SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE 8 STEPS-MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) BUMP Discovery Project  BUMP-Tool Fitness Project  Customer Growth Project  Company Maturity Project Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time 8 STEPS/ CHECKLIST OF ACTIVITIES/ TASKS/ JOBS/STORIES RESULTS/ FOR LSPM DELIVERABLES 1. Team Team/Stakeholders in Ecosystem 2. Leap Problem/Vision/Customer Experience 3. Design “As Is” (Analogs/Antilogs) & “To Be” Business Model/Ecosystem; Strategy/ ITENNWH Tactics; Value Proposition/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rating/ Success Criteria: Value Proposition 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List 7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights 8. Persevere Iteration Cycle: Problem-Solution Fit/ or Pivot Product-Market Fit; Pivot/Abandon? SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

THE 8 STEPS-KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) BUMP Discovery Project  BUMP-Tool Fitness Project  Customer Growth Project  Company Maturity Project Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time 8 STEPS/ CHECKLIST OF KANBAN MATRIX - Work ACTIVITIES/ TASKS/ DONE IN PROGRESS TO DO JOBS/STORIES RESULTS/ (Past Reality/ (Present Reality/ (Future/Backlog/ FOR LSPM DELIVERABLES Facts) Facts) Hypotheses/Plan) 1. Team Team/Stakeholders in Ecosystem 2. Leap Problem/Vision/Customer Experience 3. Design “As Is” (Analogs/Antilogs) & “To Be” Business Model/Ecosystem; Strategy/ ITENNWH Tactics; Value Proposition/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rating/ Success Criteria: Value Proposition 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List 7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights 8. Persevere Iteration Cycle: Problem-Solution Fit/ or Pivot Product-Market Fit; Pivot/Abandon? SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

WORKFLOW SIMILARITIES AND DIFFERENCES REGARDING TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time 8 STEPS/ CHECKLIST OF BUSINESS MODEL LEAN ONE-PAGE ACTIVITIES/ TASKS/ CANVAS CANVAS LEAN STARTUPJOBS/STORIES RESULTS/ (Ecosystem FOR LSPM DELIVERABLES Dashboard)1. Team Team/Stakeholders in Ecosystem 2. Leap Problem/Vision/Customer Experience  3. Design “As Is” (Analogs/Antilogs) & “To Be”    Business Model/Ecosystem; Strategy/ ITENNWH Tactics; Value Proposition/Tagline4. Build Program; Metrics (KPIs); Prototype/   Minimum Viable Product (MVP)5. Measure Customer Feedback/Response/Rating/   Success Criteria: Value Proposition6. Review Progress Report: Gaps; Value Prop.;    To Do (“What Next?”/Future) List7. Learn Root-cause Analysis/Modeling;  Lessons Learned/Insights8. Persevere Iteration Cycle: Problem-Solution Fit/   or Pivot Product-Market Fit; Pivot/Abandon? SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Structural Similarities and Differences In Tools forBusiness Model Presentation And Ecosystem Mapping

STRUCTURAL SIMILARITIES AND DIFFERENCES IN TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING D Design N Needs A Asp.(Ecosystem Dashboard)Agile Business Cockpit S E M P O R C E S Rod King Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Consumers/ ment: Value Partners Brand/IP Infra’ Project Service) Distributors Market Global (Profit) Key Key Key Value Customer Customer CostBusiness Model Osterwalder Alexander Partners Resources Activities Prop. Rel. Segments (C$) Canvas (KP) (KR) (KA) (VP) (CR) (CS) Revenue Channels (R$) (CH) Unique Customer Cost Ash MauryaCanvas Value Channels Unfair Segments Lean Prop. Adv. Key Revenue Solution Metrics ProblemStory Plot System/ INPUT SUBJECT TOOL PROCESS OUTPUT CHANNEL CUSTOMER ENV. RESULT TRIZ (Object: S1) (Field: F) (S2) (Operation) (Supersys.) (Effect: -/+) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

ONE-PAGE LEAN STARTUP For Universal Business Modeling Universal Modeling Platform Use the “DNA” of the Universal Modeling Platform to Generate Your Customized Business Model Dashboard D Design N Needs A Asp.(Ecosystem Dashboard)Agile Business Cockpit S E M P O R C E S Rod King Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Consumers/ ment: Value Partners Brand/IP Infra’ Project Service) Distributors Market Global (Profit) (KP) (KR) (KA) (VP) (CR) (CS) (C$)Business Model Osterwalder Alexander Canvas (CH) (R$) UVP CH CS C$ Ash MauryaCanvas Unfair Lean Key Adv. Solution Metrics Problem R$Story Plot System/ INPUT SUBJECT TOOL PROCESS OUTPUT CHANNEL CUSTOMER ENV. RESULT TRIZ (Object: S1) (Field: F) (S2) (Operation) (Supersys.) (Effect: -/+) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

AGILE BUSINESS COCKPIT (ABC)  Past (Done)  Present (In Progress)  Future (To Do) CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp.(Ecosystem Dashboard)Agile Business Cockpit S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Consumers/ ment: Value Partners Brand/IP Infra’ Project Service) Distributors Market Global (Profit)Business Model CanvasCanvas LeanStory Plot System/ INPUT SUBJECT TOOL PROCESS OUTPUT CHANNEL CUSTOMER ENV. RESULT (Object: S1) (Field: F) (S2) (Operation) (Supersys.) (Effect: -/+) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

MACRO-STRUCTURE OF THE AGILE BUSINESS COCKPIT (ABC) The 2 Mini-dashboards of the Real-time Ecosystem Dashboard Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time AGILE BUSINESS COCKPIT Real-time Ecosystem Dashboard S E M P O R C E S ITENNWH Agile Agile Product Dashboard Marketing DashboardS E M P O O R C E SSHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project ManagementDr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Join us At VDD University ForLean Startup Project Management http://businessmodels.ning.com

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Business Model Canvas vs Lean Canvas vs One-Page Lean Startup

by Rod King on Nov 25, 2012

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Business Model Canvas vs Lean Canvas vs One-Page Lean Startup Presentation Transcript