Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa

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The presentation features a Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa. The project, which is being done by high school students taking part in the 2012 Innovate Salone Challenge, is presented using the Disruptive Innovation Canvas. The Innovate Salone Program is the brainchild of David Sengeh, a graduate of Harvard and currently a PhD student at MIT. The Innovate Salone Program involves a National High School Innovation Challenge where students are required to invent products that solve problems in local communities.

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  • H Gail,
    Thanks for getting in touch. Incidentally, I've not had much follow-up information on the featured FM Radio Station Project in Sierra Leone. However, you could get in touch with the organizers of the Innovate Salone project and they'll be able to provide you with the latest information. Contact information is available from the following page:

    http://www.gmin.org/innovate-salone/2012/dj-focus

    I hope you'll be able to get useful information after contacting the organizers of the Innovate Salone program.

    Wishing you the best, Rod.
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  • Hi Rod - we are assisting a Radio Station Start-up in Diepsloot which is an informal settlement near to Johannesburg, South Africa. We are using a media platform which does not require the use of FM radio signals but uses a digital media platform. Most smartphones can stream this kind of digital content and we are going to be talking to the Cell Phone Companies about providing subsidized data packages. I just wondered how this project went and whether you have any more information that could help us in terms of what worked and what didn't
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  • Interesting!
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  • Rod, I am promoting your presentation even when I am in Europe on a business trip. You see your quality work deserves special attention. I like Slide 7 and its practical approach. The idea of having a visible wall canvas shall act as a mirror reflecting our thoughts. It is a practical application of Slide 5, with the opportunity 'to learn on the go'.
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Case Study #1 on Disruptive Innovation Canvas: A Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa

  1. 1. Case  Study  #1  on  the  Disrup4ve  Innova4on  Canvas:  Lean  Startup  Project  for  FM  Radio  Sta4on  In  Sierra  Leone,  West  Africa  Based  on  informa5on  from  the  “Innovate  Salone”  Program:  h>p://www.gmin.org/innovate-­‐salone    
  2. 2. (-­‐)   (+)  Pain  (Obstacles;  Frustra5ons;  Constraints)                Delight  (Sa5sfiers;  Delighters)            Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Future  Story  (Disrup)ve  Innova)on)  “Underdog”  System                                Present  Story  (Sustaining/Incremental    Innova)on)  “Top  Dog”  System  or  Status  Quo                                (Success  or  Decision-­‐making  Criteria;  Perf.  Specs.)  Project  Outcomes/Why?  (Value;  Delight/Pain  Quo5ent;  Results)  Based  on  Clayton  Christensen’s  book,  “The  Innovator’s  Dilemma”  Product                              Disrup4ve  Innova4on  (DI)  Canvas:  Outline  of  Topics  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  
  3. 3. (-­‐)   (+)  Disrup4ve  Innova4on  (DI)  Canvas  for  Documen5ng,  Valida5ng,  and  Managing  Disrup5ve  Innova5on  Projects  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Pain  (Obstacles;  Frustra5ons;  Constraints)                Delight  (Sa5sfiers;  Delighters)            Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Future  Story  (Disrup)ve  Innova)on)  “Underdog”  System  q  Who:  User/Customer?  q  What:  Tasks-­‐To-­‐Be-­‐Done/                      Goal/                      Need?  q  How:  Tools  (Product/Service)?    q  Where?  q  When?  Present  Story  (Sustaining/Incremental    Innova)on)  “Top  Dog”  System  or  Status  Quo  q  Who:  User/Customer;                      Non-­‐customer?    q  What:  Tasks-­‐To-­‐Be-­‐Done/Goal/Need/                      Customer  Mo5va5on?                      (Physical/Intellectual/Emo)onal/Spiritual;                      Complementary/Ancillary)    q  How:  Tools  (Product/Service)?        q  Where:  Opera5onal  Space/Place?    q  When:  Opera5onal  Time?  (Success  or  Decision-­‐making  Criteria;  Perf.  Specs.)  Product                            Project  Outcomes/Why?  (Value;  Delight/Pain  Quo5ent;  Results)  Based  on  Clayton  Christensen’s  book,  “The  Innovator’s  Dilemma”  
  4. 4. Lean  Startup  Process  for  Using  Disrup4ve  Innova4on  (DI)  Canvas  Universal  Problem  Solving  Cycle    (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  
  5. 5. (-­‐)   (+)  Generic  Template  for  Disrup4ve  Innova4on  (DI)  Canvas  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  
  6. 6. (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Community  Problem  Solving  (CPS)  Canvas  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Proposed  Solu4on  &  Tasks  To  Be  Done                          Lessons  Learned  &  Insights  Problem  Discovery  &  Valida4on                              3V-­‐BoUom  Line  (Financial  Viability;  Social  Viability;  Environmental  Viability)    Team  &  Product  Development                                            
  7. 7. UNIVERSAL  PROBLEM  SOLVING    The  framework  of  the  DI  Canvas  can  be  used  for  tac5cal  and  strategic  problem  solving  in  any  domain      COMMON  VISUAL  LANGUAGE    The  one-­‐page  format  of  the  DI  Canvas  as  well  as  the  consistency  of  its  topics  facilitates  use  of  a  common  language  for  discussing  and  sharing  ideas  about  innova5on  projects  UNIVERSAL  PLANNING    The  DI  Canvas  can  be  used  for  planning,  organizing,  and  managing  ideas  for  any  system.  The  DI  Canvas  integrates  the  Disrup5ve  Innova5on  and  Lean  Startup  frameworks  SUPPLY  CHAIN  MANAGEMENT    An  advanced  form  of  the  DI  Canvas,  can  be  used  for  planning,  organizing,  evalua5ng,  and  managing  any  supply  chain    WASTE  REDUCTION/LEAN    Through  the  discovery  of  success  criteria,  decision-­‐making  criteria,  and/or  performance  requirements,  the  DI  Canvas  minimizes  waste  in  the  development  of  products  8  BENEFITS  OF  THE  DISRUPTIVE  INNOVATION  (DI)  CANVAS  CHANGE  MANAGEMENT    Any  situa5on  of  change  management  can  be  presented,  organized,  evaluated,  and  managed  using  a  DI  Canvas    SIMPLE  BUT  COMPREHENSIVE    The  Disrup5ve  Innova5on  Canvas  provides  a  simple  but  comprehen-­‐sive  framework  for  discovering,  analyzing,  and  solving  problems  of  underserved  and  non-­‐customers  METRICS-­‐DRIVEN    Performance  perspec5ves,  indicators,  and  metrics  as  well  as  success  criteria  can  be  included  in  the  DI  Canvas    8  BENEFITS  OF  THE  DISRUPTIVE  INNOVATION  (DI)  CANVAS  Advantages  of  Using  the  DI  Canvas  to  Document,  Validate,  and  Manage  Disrup)ve  Innova)on  Projects  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  
  8. 8. HOW  TO  COLLABORATIVELY  USE  THE  DISRUPTIVE  INNOVATION  (DI)  CANVAS  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  1  •  Draw  or  Print  out  a  large  template  of  the  Disrup5ve  Innova5on  (DI)  Canvas,  e.g.,  a  size  of  24”x36”  2  •  Put  the  DI  Canvas  on  a  wall  or  large  table  3  •  Collabora5vely  populate  or  complete  the  5  areas  of  the  DI  Canvas:                                                                                                                                                                                First,  formulate  hypotheses  for  each  area  of  the  DI  Canvas  when  preparing  the  Project  Proposal  for  present  and  future  stories.                                              Then,  go  out  in  the  field  and  itera)vely  validate  the  hypotheses                for  the  present  story  as  well  as  the  future  story  (business  model  plan).  Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  
  9. 9. Case  Study  On  Community  Problem  Solving  And  Business  Model  Innova4on  
  10. 10. Phase  0:  Outline  Of  Community  Problem  &  Proposed  Solu4on  
  11. 11. (-­‐)   (+)  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Community  Problem  Solving  (CPS)  Canvas:  Applica5on/Proposal  for  FM  Radio  Sta5on  Project  (2012)  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Proposed  Solu4on  &    Tasks  To  Be  Done  •  Use  cheap  scrap  metal  and  other  recycled  items  to  produce  local  radio  sta5ons,  to  address  community  needs  •  Teach  other  youths  to  make  their  own  radio  sta5ons  •  Produce  sta5ons/transmi>ers  locally  and  cheaply  •  Make  knowledge  readily  available  to  everyone  Lessons  Learned  &  Insights  Problem  Discovery  &  Valida4on    “FM  radio  communica)on  is  an  essen)al  part  of  daily  life  in  Sierra  Leone  and  everyone  relies  on  their  radios  for  news,  music,  gossip,  sports  etc.  Unfortunately,  due  to  the  high  ini)al  costs,  there  are  no  truly  local  radio  sta)ons  -­‐  made  to  serve  the  local  community,  with  local  news  or  informa)on.”                3V-­‐BoUom  Line  (Financial  Viability;  Social  Viability;  Environmental  Viability)    Source  of  informa5on:  h>p://innovatesalone.org/      Team  &  Product  Development  “Local  FM  Radio  Sta4on”  Industry  Category:  Civic  Media    High  School:  Albert  Academy,  Freetown  Team  •  Kelvin  Doe  (Leader)  •  Ezekiel  Nagbe    •  Abdulai  Samura    Mo5vator    Mentors/Advisers  •  Abdulai  K.  (Chemistry  Teacher)  •  Francis  K.  •  Christopher  J.  
  12. 12. Phase  1:  A>rac5veness  and  Viability  Of  Disrup4ve  Product  Prototype  
  13. 13. (-­‐)   (+)  Pain  (Obstacles;  Frustra5ons;  Constraints)                Delight  (Sa5sfiers;  Delighters)            Copyright  2013.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Future  Story  (Disrup)ve  Innova)on)  “Underdog”  System                                Present  Story  (Sustaining/Incremental    Innova)on)  “Top  Dog”  System  or  Status  Quo                                (Success  or  Decision-­‐making  Criteria;  Perf.  Specs.)  Project  Outcomes/Why?  (Value;  Delight/Pain  Quo5ent;  Results)  Disrup4ve  Innova4on  Team  for  “FM  Radio  Sta4on”  Project  in  Sierra  Leone,  West  Africa  (2012)  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Product:  “Local  FM  Radio  Sta4on”    Industry  Category:  Civic  Media    High  School:  Albert  Academy,  Freetown  Team  •  Kelvin  Doe  (Leader)  •  Ezekiel  Nagbe    •  Abdulai  Samura    Mo5vator    Mentors/Advisers  •  Abdulai  K.  (Chemistry  Teacher)  •  Francis  K.  •  Christopher  J.  Based  on  informa5on  from  the  “Innovate  Salone”  Project:  h>p://www.gmin.org/innovate-­‐salone    
  14. 14. (-­‐)   (+)  Disrup4ve  Innova4on  Story  for  “FM  Radio  Sta4on”  Project  in  Sierra  Leone,  West  Africa  (2012)  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Pain  (Obstacles;  Frustra5ons;  Constraints)    q Expensive  to  own  radio    q Informa5on  on  na5onal  radio  is  not  very  relevant  to  needs  of  local  communi5es  q No  job  or  voca5onal  skills  for  many  youths  Delight    q Being  informed,  entertained,  and  involved    q Realizing  one’s  poten5al    q Gekng  job,  income,  and/or  voca5onal  skills  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Future  Story  (Disrup)ve  Innova)on)  “Underdog”  System  q  Who?  •  User/Customer:  Youths;  Drop-­‐outs;  Students/              Local  Businesses  q  What?  TTBD  •  Get  news  •  Be  entertained  •  Be  heard  q  How?  •  Local  FM  Radio  Broadcast  q  Where?  •  Local  community  q  When?  •  To  be  determined  Present  Story  (Sustaining/Incremental    Innova)on)  “Top  Dog”  System  or  Status  Quo  q  Who?  •  User/Customer:  Average  Employed  Adult/Business  •  Non-­‐customer:  Youths;  Drop-­‐outs;  Students    q  What?  Tasks  To  Be  Done  (TTBD)  in  Civic  Media  •  Intellectual  Task:  Get  news  (e.g.,  events;  sports)  •  Emo)onal  Task:  Be  entertained  (e.g.,  music;  plays)  •  Spiritual  Task:  Be  heard  (e.g.,  requests;  interviews)    q  How?  •  Na4onal  Radio  Broadcast  •  Na5onal  TV;  Na5onal/Local  Newspapers;  Internet  q  Where?  •  Major  Urban  Areas  (Whole  country)  q  When?  •  6am  –  12am  Product:  “Local  FM  Radio  Sta4on”    Industry  Category:  Civic  Media    High  School:  Albert  Academy,  Freetown  Team  •  Kelvin  Doe  (Leader)  •  Ezekiel  Nagbe    •  Abdulai  Samura    Mo5vator    Mentors/Advisers  •  Abdulai  K.  (Chemistry  Teacher)  •  Francis  K.  •  Christopher  J.  q Talent  Explosion  q Transforma5ve  Local  Technology  q Recycling  Culture  q Affordable  Inter-­‐Community  Radio  Communica5on  Based  on  informa5on  from  the  “Innovate  Salone”  Project:  h>p://www.gmin.org/innovate-­‐salone    Project  Outcomes/Why?  (Value;  Delight/Pain  Quo5ent;  Results)  (Success  or  Decision-­‐making  Criteria;  Perf.  Specs.)  
  15. 15. Phase  2:  A>rac5veness  and  Viability  Of  Disrup4ve  Business  Model  
  16. 16. (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Strategy  (Plan  of  Ac5on)  q  Train  youths  to  build  and  operate  FM  radio  sta5ons  Suppliers/Inputs/  Partners  q  Scrap/“Trash”  q  Local  Materials    q  Mixer  q  Amplifier  q  CD  Players:  2  No  q  Wireless  Mic  q  Speakers:  2  No.  q  Antenna  q  Radio  Dialing  Board  Partners  q  Mo5vator:  1  No.  q  Mentors:  3  No.  Team  q  Members:  3  No.  *  Kelvin  Doe  (Leader)  *  Ezekiel  Nagbe    *  Abdulai  Samura    Resources    Future  Solu4on  (Product/Service)    Value  Proposi5on  “Turn  trash  to  cash”    Product/Service  FM  Radio  Sta5on    Top  3  Features  200m  Radius    FM  Radio  Sta5on  q  Locally  made  q  Reliable  q  Affordable  Channels/  Communica4on  q  Radio        Customers/Consumers    q  Local  Community  q  Youths  q  Drop-­‐outs  q  Students  Top  3  Problems  q  Jobless  (~50%)  q  Skill-­‐less  q  Inadequate  Communica5on                  (Dialog)  Environment  (Global)    Industry  q  Civic  Media  [Telecommu-­‐nica5on/  Electronics]  Pain  (Cost)    q  Le4,440,000  =  $1030  (approximately)      Delight  (Benefit;  Differen1a1on;  Revenue)    q  Sale  of  radio  ads        ü  Financial  q  Social  q  Environ.  q Talent  Explosion  q Transforma5ve  Local  Technology  q Recycling  Culture  q Affordable  Inter-­‐Community  Radio  Communica5on  Source  of  informa5on:  h>p://innovatesalone.org/      Business  Model  Viability  Canvas    for  “FM  Radio  Sta4on”  Project  in  Sierra  Leone,  West  Africa  (2012)  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Project  Outcomes/Why?  (Value;  Delight/Pain  Quo5ent;  Results)  
  17. 17. (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h>p://businessmodels.ning.com  &  h>p://twi>er.com/RodKuhnKing  Strategy  (Plan  of  Ac5on)          Suppliers/Inputs/  Partners                          Team            Resources      Future  Solu4on  (Product/Service)                              Channels/  Communica4on          Customers/Consumers                            Environment  (Global)              Pain  (Cost)            Delight  (Benefit;  Differen)a)on;  Revenue)            q  Financial  q  Social  q  Environ.  Business  Model  Viability  Canvas:  Template  Con5nuously  Maximize  Customer  Delight  and  Minimize  Customer  Pain  Project  Outcomes/Why?  (Value;  Delight/Pain  Quo5ent;  Results)  

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