Business Model Canvas vs Lean Canvas vs One-Page Lean Startup
Upcoming SlideShare
Loading in...5
×
 

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

on

  • 39,216 views

The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for ...

The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world.
In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management.
Which business model (ecosystem) mapping tool is your favorite? And why?
What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems?

We look forward to hearing from you.
Best regards.

Statistics

Views

Total Views
39,216
Views on SlideShare
37,163
Embed Views
2,053

Actions

Likes
75
Downloads
1,198
Comments
4

15 Embeds 2,053

http://www.scoop.it 893
http://www.flagbusinessplan.com 649
http://www.nacet.org 144
http://www.conseilsmarketing.com 108
https://twitter.com 105
http://flagbusinessplan.blogspot.com 78
http://www.linkedin.com 43
http://4129519559623313986_dab57aabe67b031869751152ea2ff1f8555ab449.blogspot.com 11
http://webcache.googleusercontent.com 6
https://www.rebelmouse.com 5
http://www.pearltrees.com 5
http://www.flagbusinessplan.blogspot.com 3
https://si0.twimg.com 1
http://twitter.com 1
http://vuesurlenet.blogspot.fr 1
More...

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

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

  • HEROES Think Big and Different 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 Visual White Paper
  • TYPICAL STARTUP PROJECT OR “JOB TO BE DONE” To Efficiently Build and Manage Products, Services, and Businesses That ITENNWH Customers Undeniably 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 ITENNWH BUSINESS PLAN “JUST DO IT”
  • A PAIN OF THE TRADITIONAL BUSINESS PLAN “Business Plan: A document investors make ITENNWH you write that 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 A Visual RepresentaA P [on of How a Business or an Ecosystem Works to Create Value
  • What Are Innova[ve Tools For Mapping and Presen[ng Past, Present, A P and Future Business Models As Well As Business Ecosystems?
  • BUSINESS MODEL CANVAS Alexander Osterwalder A Strategic Business Resources Scorecard ITENNWH Source: hBp://en.wikipedia.org/wiki/Business_Model_Canvas
  • LEAN CANVAS Ash Maurya A Tac3cal Business Resources Scorecard ITENNWH Source: hBp://www.ashmaurya.com/2012/02/why-­‐lean-­‐canvas/
  • The Third Way: The One-­‐Page Lean Startup A Visionary, Strategic, and Tac3cal Tool
  • Every Business (Model) Is An Ecosystem A P And Part of A Higher Level Ecosytem
  • 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”: A P S E M P O R C E S Suppliers/Inputs/Partners Employees/Culture/Brand/IP 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/Profit/Experience Upstream (Design: How?) Inside the Enterprise/ Supply Infrastructure Midstream (Needs: What?) Outside the Enterprise/ Demand Infrastructure Downstream (Aspira3ons: Why?) Effect or Value E C O S Y S T EM #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ Ac[vi[es Employees/ Machinery Suppliers/ Inputs/ Partners Retailers (Channels & Rela[onships) Output (Product/ Service) Present (Done): Problem/Reality Future (To Do): Solu3on/Goal (Sustaining) (Disrupve)
  • Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ Ac[vi[es Employees/ Machinery Suppliers/ Inputs/ Partners Retailers (Channels & Rela[onships) Output (Product/ Service) V: Value Engine (Proposion/Strategy) Present (Done): Problem/Reality Future (To Do): Solu3on/Goal (Sustaining) (Disrupve)
  • Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ Ac[vi[es Employees/ Machinery Suppliers/ Inputs/ Partners Retailers (Channels & Rela[onships) Output (Product/ Service) V: Value Engine (Proposion/Strategy) Present (Done): Problem/Reality Future (To Do): Solu3on/Goal (Sustaining) (Disrupve)
  • ITENN ONE-­‐PAGE LEAN STARTUP (The 2 Spaces) q Solu[on Space Past ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/ Business DNA Map/ MegaMarke3ng Canvas) q Present q Future Problem Space CUSTOMER TRADE-­‐OFF DASHBOARD #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • ITENN ONE-­‐PAGE LEAN STARTUP (The 2 Mantras) q Problem Space Past “Get Out Of The Building” Solu[on Space q “Prototype (Build)-­‐Measure-­‐Learn” Present q Future #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • q Past q Present q Future D N A Design Needs Asp. S E M P O R C E S 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 (Profit) “TACTICAL” ONE-­‐PAGE LEAN STARTUP CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… Prototype (Build) Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • ASPIRATION MAP: Where currently are we? Where must we go? Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time DisrupHon Spot Types of Business Models/Startups Luxury Spot Strategic Choice Sweet Spot Model/Startup Blue Ocean (Value Innova[on) Model/Startup Luxury Spot (Differen[ated/ Sustaining-­‐ [R]evolu[onary) Model/Startup Disrup[on Spot/Lean (Disrup[ve Innova[on) Model/Startup Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….…………. Volcano Model/Startup Green Ocean Model/Startup Red Ocean Model/Startup Oasis (‘Stuck-­‐in-­‐the-­‐middle’) Model/Startup No-­‐Man’s-­‐Island Model/Startup (-­‐): PAIN (Risk; Uncertainty) Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness (+): DELIGHT (Reward; Profitability; ROI; Abundance) 10 Key High Level of Customer Experience Low Level of Customer Experience 3 6 10 6 3 0 A
  • One-­‐Page Lean Startup Rod King DisrupHon Spot Luxury Spot Strategic Choice 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) Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness (+): DELIGHT (Reward; Profitability; ROI; Abundance; Func3onality; Versa3lity; Scalability) 10 Key High Level of Customer Experience Low Level of Customer Experience 3 6 10 6 3 0 A D N A TRADITIONAL BUSINESS PLAN
  • q Past ü Present q Future D N A Design Needs Asp. S E M P O R C E S 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; Differena-­‐ 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/ Execuves/ Investors/ Companies/ Academics/ Entrepreneurs Environ-­‐ ment: Global Compe-­‐ tors Bus. Plan/ Value Chain/ Balanced Scorecard Shared Value (Profit) “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/ validang hypotheses of business model (Prob-­‐soln fit; product-­‐ market fit) Lean Canvas -­‐ Fast -­‐ Portable -­‐ Concise -­‐ Effecve 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 “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 Prototype (Build) Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & 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; Difficulty in organizing and managing informa[on & business model hypotheses; “Unac[onable” canvas CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realizaon of future system/vision/ dream/Ideal Final Result (IFR)? SHARED DREAM/ VISION: Creaon of innovave 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; Anlog) Business Model Canvas Strategic Tool q “The 8 Steps for Lean Startup Project Management (LSPM)” q Value Proposion Factors/ Compeve Features/Criteria q STRATEGY/TACTICS/PROCESS • Eliminate: “Key Partners”; “Key Resourc-­‐ es”; “Key Ac3vi3es”; “Customer Rel.” • Reduce: Abstracon (Strategy-­‐focus) • Increase: Entrepreneurial-­‐focus; Capability for Tesng Problem-­‐Soluon Fitness & Product-­‐Market Fitness • Create: “Problem”; “Solu3on”; “Key Metrics”; “Unfair Advantage” (“BLUE OCEAN”) Lean Canvas Taccal Tool Zooming #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & 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 realizaon 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; Anlog) q “The 8 Steps for Lean Startup Project Management (LSPM)” q Value Proposion Factors/ Compeve Features/Criteria q STRATEGY/TACTICS/PROCESS • Eliminate: • Reduce: • Increase: • Create: (“BLUE OCEAN”) Zooming #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • “VISIONARY” ONE-­‐PAGE LEAN STARTUP: Lean Canvas CUSTOMER/CLIENT: q Technology-­‐Lean Startups/Entrepreneurs ITENN q Present Date: June 2009 PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: Past ü Future Threat or reality of unwanted innova[ve products/services INTERNAL/EXTERNAL MEANS (TOOL: Lean Canvas) (Resources: People/Culture-­‐Process/Strategy-­‐Product/Service) END (Value) SHARED DREAM/ VISION: Creaon of innovave products that customers want/ buy Prototype (Build) -­‐ Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • “VISIONARY” ONE-­‐PAGE LEAN STARTUP ITENN CUSTOMER/CLIENT: q Past ………………………………………………………………………………… q Present q Future Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-­‐Process/Strategy-­‐Product/Service) END (Value) SHARED DREAM/ VISION Prototype (Build) -­‐ Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • PYRAMID OF DASHBOARDS FOR ONE-­‐PAGE LEAN STARTUP A P 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) Total-­‐Brain Perspec3ve (Managers/Strategists/Marketers) Le_-­‐Brain Perspec3ve (Details: Pragmasts/ Operators/Builders) Why? How? What?
  • Lean Startup Project Management The Lean Startup Journey
  • q Past q Present 4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolu3onary Hypotheses vs. ITENN Reality) Infancy (Prototype) Time Customer Experience, Happiness, or Value = Delight/Pain Growth (Opmize) Maturity (Scale) Renewal (Renew) Chasm (Trac3on; Tipping Point; Product-­‐Market Fit) Fault (Line) ONE-­‐PAGE LEAN STARTUP (Lean Startup Journey) CUSTOMER/CLIENT: ………………………………………………………………………………… q Future Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………… Tradional/Hypothecal 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. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • ITENN q q Future SHARED DREAM/ VISION -­‐ Start -­‐ Define -­‐ Learn -­‐ Experiment Eliminaon of Big Urgent Market Problems (BUMPs) ONE-­‐PAGE LEAN STARTUP (LS Methodology) CUSTOMER/CLIENT: q Past ………………………………………………………………………………… q Present Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………… Unique Summary and Visual Model of 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.) Eric Ries’s Book, “The Lean Startup” Renew (Renew/Disrupt) [STEER/Pilot] Birth Discover/Validate (Search: or Prototype Viable Minimum Ecosystem) Customer END (Value/ Why?) #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & 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 Ries’s “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. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • THE B.U.M.P. QUESTION FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time Lean Startup Project Management Starts With The BUMP A P (Big Urgent Market Problem) Ques[on: Why Differently Improve The Customer Experience of “X”? Note: “X” is an element or resource in an ecosystem such as customers or product/service #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • THE 4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) 1 2 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 Ø Established Market (Problem) Ø Established Soluon (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 Soluon (Product/Service/Technology) “Stanford University (SU) Way”/ “Lean Startup Way”/ “Blue Ocean Way”/ “Business Model Way” (-­‐): Product Risk (+): Market Predictability 3 4 What way or domain is your focus? Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 8. PERSEVERE OR PIVOT ITENNWH q Repeat spiral of steps to achieve product-­‐market fit/value proposi-­‐ on/vision/mission. Then, scale q Otherwise, pivot (on the strategy/ vision). Abandon the project??? 4. BUILD q Assign finish date and metrics to planned project ac[vi[es or tac[cs q State verifiable targets, criteria, or milestones for each acvity/tacc 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 idenfying 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 acvies 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 assumpons 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, Workflow, and Deliverables 3. DESIGN q Document and review trade-­‐offs in ecosystem (business model) for exisng (‘as is’) analogs & an[logs q Devise plan (hypotheses/assump-­‐ [ons) & design (‘to be’) strategy 7. LEARN q Analyze gaps/failures/successes q Ancipate 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. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 8. PERSEVERE OR PIVOT ITENNWH 3. DESIGN 4. BUILD 1. TEAM 2. LEAP THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM): Roadmap, Workflow, and Deliverables 6. REVIEW 5. MEASURE 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. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • Project ITENNWH THE 8 STEPS-­‐MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) q BUMP Discovery q BUMP-­‐Project Tool Fitness 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/Anlogs) & “To Be” Business Model/Ecosystem; Strategy/ Taccs; Value Proposion/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rang/ Success Criteria: Value Proposion 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 Iteraon Cycle: Problem-­‐Soluon Fit/ Product-­‐Market Fit; Pivot/Abandon? q Customer Growth Project q Company Maturity Project #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • Project ITENNWH THE 8 STEPS-­‐KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) q BUMP Discovery q BUMP-­‐Project Tool Fitness 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/Anlogs) & “To Be” Business Model/Ecosystem; Strategy/ Taccs; Value Proposion/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rang/ Success Criteria: Value Proposion 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 Iteraon Cycle: Problem-­‐Soluon Fit/ Product-­‐Market Fit; Pivot/Abandon? q Customer Growth Project q Company Maturity Project #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 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 ITENNWH 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 ü 2. Leap Problem/Vision/Customer Experience ü ü 3. Design “As Is” (Analogs/Anlogs) & “To Be” Business Model/Ecosystem; Strategy/ Taccs; Value Proposion/Tagline ü ü ü 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) ü ü 5. Measure Customer Feedback/Response/Rang/ Success Criteria: Value Proposion ü ü 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List ü ü ü 7. Learn Root-­‐cause Analysis/Modeling; Lessons Learned/Insights ü 8. Persevere or Pivot Iteraon Cycle: Problem-­‐Soluon Fit/ Product-­‐Market Fit; Pivot/Abandon? ü ü #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • Structural Similari[es and Differences In Tools for Business Model Presenta[on And Ecosystem Mapping
  • D N A Design Needs Asp. S E M P O R C E S 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 (Profit) INPUT (Object: S1) SUBJECT (Field: F) TOOL (S2) PROCESS (Opera3on) OUTPUT Customer Segments CHANNEL CUSTOMER ENV. (Supersys.) RESULT (Effect: -­‐/+) STRUCTURAL SIMILARITIES AND DIFFERENCES IN TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING Agile Business Cockpit (Ecosystem Dashboard) Business Model Canvas Lean Canvas Rod King Alexander Osterwalder Ash Maurya Cost (C$) Revenue (R$) Unique Value Prop. Problem Cost Solu[on Revenue Key Metrics TRIZ Value Prop. (VP) Key Resources (KR) Key Ac[vi[es (KA) Key Partners (KP) Customer Rel. (CR) Customer Segments (CS) Channels Unfair Adv. Channels (CH) System/ Story Plot #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • D N A Design Needs Asp. S E M P O R C E S Suppliers/ Inputs/ Partners Employees/ Culture/ Brand/IP Machinery/ Technol./ Infra’ Process/ Strategy/ Project Output (Product/ Service) Retailers/ Channels/ Distributors Customers/ Consumers/ Market Environ-­‐ ment: Global Shared Value (Profit) INPUT (Object: S1) SUBJECT (Field: F) TOOL (S2) PROCESS (Opera3on) OUTPUT CS C$ (CH) CH CHANNEL CUSTOMER ENV. (Supersys.) RESULT (Effect: -­‐/+) 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 Agile Business Cockpit (Ecosystem Dashboard) Business Model Canvas Lean Canvas (KP) (KR) (KA) (VP) Rod King Alexander Osterwalder Ash Maurya (CR) (CS) (C$) (R$) UVP Problem Unfair Adv. Solu[on R$ System/ Story Plot TRIZ Key Metrics #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • q Past (Done) q Present (In Progress) q Future D N A (To Do) Design Needs Asp. S E M P O R C E S 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 (Profit) INPUT (Object: S1) SUBJECT (Field: F) TOOL (S2) PROCESS (Opera3on) OUTPUT CHANNEL CUSTOMER ENV. (Supersys.) RESULT (Effect: -­‐/+) Agile Business Cockpit (Ecosystem Dashboard) Business Model Canvas Lean Canvas AGILE BUSINESS COCKPIT (ABC) CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… System/ Story Plot #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 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 S E M P O R C E S ITENNWH Agile Product Dashboard Agile Marke[ng Dashboard S E M P O O R C E S #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & 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