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Leaner Startup Innovation: The 3 Most Important Tools for Innovators Who Must Solve "Wicked Problems"

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In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are …

In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are Radically Successful Businesses (RSB) created and managed?”

The RSB question has flummoxed authors such as Tom Peters and Robert Waterman as well as Jim Collins and Jerry Porras. The selected excellent and Built-To-Last companies of these respective authors have not stood the test of time. In short, RSB prescriptive theories and frameworks in the “In Search of Excellence” and “Built To Last” books have been largely invalidated in reality and found to be inadequate.

To date, the most comprehensive and coherent answer to the RSB question has been provided by Eric Ries in his book, “The Lean Startup.” Ries’s basic premise is that entrepreneurs and organizations use continuous innovation to create Radically Successful Businesses (RSB). Who can argue with that premise? After all, the process of continuous innovation and adaptation accounts for both individual and group differences in a population of living organisms. Also, Ries presents an integrated framework for Strategic Planning, Business Strategy, Product and Business Model Innovation, and Project Implementation.

In his book, “The Lean Startup,” Ries goes on to explain key ideas and principles of a Continuous Innovation and Adaptation (CIA) process that he refers to as “The Lean Startup Method.” The core of the Lean Startup Method is rapid iteration and learning using the Build-Measure-Learn feedback loop. Although Ries provides good explanations of other key Lean Startup concepts such as the Vision-Strategy-Product pyramid, Validated Learning, and Innovation Accounting, he does not provide specific tools for systematically organizing, managing, and synthesizing ideas especially for Lean Startup projects. In short, Ries does not provide tools for operationalizing key ideas and principles of the Lean Startup Method. “The Lean Startup” book can be described as a summary of Lean Startup theory that emphasizes a continuous innovation and adaptation process for creating Radically Successful Businesses.

At the moment, there is an explosion of disparate tools to operationalize the Lean Startup Theory and Method. The three most popular tools being the Lean Canvas, Business Model Canvas, and Validation Board. However, these tools ignore many key ideas of the Lean Startup Theory and Method especially at the level of Strategic Planning and Business Strategy. Consquently, “Leaner Startup Innovation” was developed as a methodology that comprehensively covers key ideas, principles, and tools of the Lean Startup Method especially at the levels of business strategy, product and business model innovation, and project management; see http://goo.gl/4E4giA

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  • Wow. very insightful. Thank you for sharing.
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  • @RodKing Rod, you provide a concise response. I agree, but still dare to make a suggestion. In your response you rightly mentioned where to is general; to what to is more specific. I shall re-phrase that to: if you wish to see the forest use where to, but if you want to see the tree use what to. The scope of your approach is truly fractal whereby small changes lead us to different awarenesses. A great thinking and I wish always to ask you Rod for each time I did I learn more from you.
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  • @hudali15: Ali, You asked a great question. Actually, the question of 'Where to pivot?' is covered under the section of Present Reality (What to pivot?) as well as Future Reality (To what to pivot?). In my view, 'where' deals with the more general while 'what' deals with the more specific. Under Present and Future Reality, I could have respectively asked: 'Where to pivot?' and 'To where to pivot?' However, since the focus of the Leaner Startup Plan is on Product (rather than location or a more general area), I considered 'What' to be a better fit. The extended question for Present Reality is actually 'What [product] to pivot?' while for Future Reality, the extended question is 'To what [product] to pivot?' I hope that the foregoing comments clarify my view on the choice of 'what' over 'where.' With regard to the Vision, I asked 'Why pivot?' rather than 'Why NOT pivot?' because the question is presented from a customer's point of view. In general, customers are reluctant to change or pivot so that they are likely to ask, 'Why change?' or 'Why pivot?' In contrast, the business perspective is different. When using a Leaner Startup Strategy, the desirable position would be for the business to pivot. Consequently, under vision, it would be more appropriate to ask, 'Why not pivot?' As I have indicated both perspectives are valid. My preference, however, is for the customer perspective as the business should figure out convincing arguments to overcome a customer's resistance to change or pivot. If the business thinks like a customer and asks, 'Why pivot?', the business is more likely to understand the circumstance of the customer and better facilitate change. I hope this latter argument clarifies my position on the choice of the question, 'Why pivot?'
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  • Rod,
    I am thoroughly enjoying this presentation even though it is 1 after midnight here. I want to read the presentation again tomorrow and then comment. For now, I have a question. In Slide 10 you mentioned under Vision the question Why Pivot? I am just asking why not where to pivot? You must have a strong reason for that. I wish to read your answer before committing myself to a response;
    Thanks Rod. I am sure I shall learn from you.
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  • 1.                 LEANER  STARTUP  INNOVATION    The  3  Most  Important  Tools  for  Innovators  Who  Must  Solve  “Wicked  Problems”         Dr.  Rod  King    
  • 2. In  Today’s  VolaHle,  Uncertain,  Complex,      and  Ambiguous  (VUCA)  World,     “Wicked  Problems”     Are     Everywhere    
  • 3. Individuals,  Teams,  Startups,  and  Established  OrganizaHons     In  Today’s  VolaHle,  Uncertain,  Complex,      and  Ambiguous  (VUCA)  World,     Must  Learn       How  to  SystemaHcally  and  Efficiently  Solve     “Wicked  Problems”    
  • 4. But,      How  Do  We  SystemaHcally  Solve     Wicked  Problems?  
  • 5. Leaner  Startup  InnovaHon   Which  is  Largely  Based  on     Ideas  and  Principles  in  Eric  Ries’s  Book,  “The  Lean  Startup”   Focuses  on   PracHcal  Tools  for  Efficiently  Solving  “Wicked  Problems.”     A  Wicked  Problem  Involves  a  Highly  Indeterminate  SituaIon   With  Known  Unknowns  and  Unknown  Unknowns     The  Most  Common  Wicked  Problem   In  Business   Is  Building  an  InnovaHve  Startup  (Product/Service/Model)   Under  CondiHons  of  Great  Uncertainty   Especially  in  the  Market  Environment   Use  …  Leaner  Startup  InnovaHon     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing  
  • 6. How  to  Rapidly  Learn  and  Innovate   While  Using   Tools  of  Leaner  Startup  InnovaIon   To  Solve  “Wicked  Problems”?   Leaner  Startup  QuesHon   The  One  Ques/on  Every  Leaner  Startup  Innovator  Must  Answer     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing  
  • 7. A  Leaner  Startup  Innovator   Is   Someone  Who  Is  Solving  a  “Wicked  Problem:”     A  Highly  Indeterminate  Problem   With  Known  Unknowns  and  Unknown  Unknowns       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing  
  • 8.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   LEANER  STARTUP   INNOVATION   Leaner  Startup   PLAN   Leaner  Startup   MODEL   Leaner  Startup   ROADMAP   Leaner  Startup  InnovaHon   Pla>orm  of  Visual  Tools  for  Rapid  Learning  and  Innova/on  
  • 9. To  Deeply  Learn  and  Rapidly  Apply   Leaner  Startup  InnovaIon   When  Solving  Wicked  Problems,     Entrepreneurs  and  OrganizaHons     Must  ConHnuously  Use  Three  Plaborm  Tools  -­‐   q     Tool  1:  Leaner  Startup  Plan   q     Tool  2:  Leaner  Startup  Roadmap   q     Tool  3:  Integrated  Leaner  Startup  Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Leaner  Startup  InnovaHon   Pla>orm  of  Visual  Tools  for  Rapid  Learning  and  Innova/on  
  • 10. Past  Reality                   Present  Reality                 Future  Reality                     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Strategy   (Tool)   To  Do   WHAT  to  pivot?   TO  WHAT  to  pivot?   WHY  pivot?   LEANER  STARTUP  PLAN     4  Pivot  Ques/ons  &  a  Unique  Kanban  Board   HOW  to  pivot?   Date:  ………………………………..   Vision   Product   Short/Medium/Long-­‐term   Doing  Done  
  • 11.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   LEANER  STARTUP  ROADMAP     T-­‐Shaped  Learning  Framework  for  Leaner  Startup  Innova/on   The  Leaner  Startup  Roadmap     Comprehensively  Models  the  Explicit  and  Tacit  Methodology  of   T-­‐Shaped  Entrepreneurs  and  OrganizaIons   That  Solve  “Wicked  Problems”   Horizontal  Learning   (Generalist’s  Perspec/ve)   VerHcal    Learning   (Specialist’s  Perspec/ve)  
  • 12. 9  Learning  Modules  of  The  Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)   1   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)  
  • 13. Eric  Ries’s  Lean  Startup  Method  Roadmap   (More  Informa/on  on  the  Lean  Startup  Method  Can  Be  Obtained  from  Eric  Ries’s  Book,  “The  Lean  Startup”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 14. The  Leaner  Startup  Roadmap  –  Details  of  Modules   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   Learn  (Insights/Ideas);   Validated  Learning;   Vanity  vs.  AcIonable  Metrics;   Value  vs.  Waste   Measure  (Test);   Problem  Hypothesis;   Problem-­‐SoluIon  Fit;   Product-­‐Market  Fit   Build  (Prototype);   Minimum  Viable   Product  (MVP);   SoluIon  Hypothesis   Strategy;  10  Pivots   [Market  Trends/Type/   Size/AiracIveness/   Analysis/Hypothesis]   Kanban/PrioriIzaIon;   [Industry  Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]   [Job-­‐To-­‐Be-­‐Done;]   Analogs/AnIlogs;   [Partners;  Resources]   Team;  Business  Arch.   Profit  (Margin);   Revenue;  Cost;   LifeIme  Value;   [Trade-­‐offs;  Value  Curves]   Value  ProposiIon;   Customer  Archetype;   3  Engines  of  Growth;   Growth/Value  Hypothesis   Vision;  Leap  of  Faith;  Mission;   Learning  Milestones;   Pivot  or  Persevere  ;  5  Whys   [CompeIIve  Advantage]   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 15.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   Product/Value  ProposiHon         Channels  &  RelaHonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcHviHes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluIon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op/miza/on)   STRATEGY  (Emergent;  Pivot)                                      LEANER  STARTUP  MODEL  FOR  LEANER  STARTUP  PLANNING,  INNOVATION,  AND  EXECUTION   Unified  Template  
  • 16. APPENDIX  
  • 17. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 18. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 19. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 20. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Value  ProposiIon;   Customer  Archetype;   3  Engines  of  Growth;   Growth/Value  Hypothesis   Profit  (Margin);   Revenue;  Cost;   LifeIme  Value;   [Trade-­‐offs;  Value  Curves]   Kanban/PrioriIzaIon;   [Industry  Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]   [Job-­‐To-­‐Be-­‐Done;]   Analogs/AnIlogs;   [Partners;  Resources]   Team;  Business  Arch.   Learn  (Insights/Ideas);   Validated  Learning;   Vanity  vs.  AcIonable  Metrics;   Value  vs.  Waste   Measure  (Test);   Problem  Hypothesis;   Problem-­‐SoluIon  Fit;   Product-­‐Market  Fit   Build  (Prototype);   Minimum  Viable   Product  (MVP);   SoluIon  Hypothesis   Strategy;  10  Pivots   [Market  Trends/Type/   Size/AiracIveness/   Analysis/Hypothesis]   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   Vision;  Leap  of  Faith;  Mission;   Learning  Milestones;   Pivot  or  Persevere  ;  5  Whys   [CompeIIve  Advantage]   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 21. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Value  ProposiIon;   Customer  Archetype;   3  Engines  of  Growth;   Growth/Value  Hypothesis   Profit  (Margin);   Revenue;  Cost;   LifeIme  Value;   [Trade-­‐offs;  Value  Curves]   Kanban/PrioriIzaIon;   [Industry  Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]   [Job-­‐To-­‐Be-­‐Done;]   Analogs/AnIlogs;   [Partners;  Resources]   Team;  Business  Arch.   Learn  (Insights/Ideas);   Validated  Learning;   Vanity  vs.  AcIonable  Metrics;   Value  vs.  Waste   Measure  (Test);   Problem  Hypothesis;   Problem-­‐SoluIon  Fit;   Product-­‐Market  Fit   Build  (Prototype);   Minimum  Viable   Product  (MVP);   SoluIon  Hypothesis   Strategy;  10  Pivots   [Market  Trends/Type/   Size/AiracIveness/   Analysis/Hypothesis]   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   Vision;  Leap  of  Faith;  Mission;   Learning  Milestones;   Pivot  or  Persevere  ;  5  Whys   [CompeIIve  Advantage]   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 22. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   Value  ProposiIon;   Customer  Archetype;   3  Engines  of  Growth;   Growth/Value  Hypothesis   Profit  (Margin);   Revenue;  Cost;   LifeIme  Value;   [Trade-­‐offs;  Value  Curves]   Kanban/PrioriIzaIon;   [Industry  Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]   [Job-­‐To-­‐Be-­‐Done;]   Analogs/AnIlogs;   [Partners;  Resources]   Team;  Business  Arch.   Learn  (Insights/Ideas);   Validated  Learning;   Vanity  vs.  AcIonable  Metrics;   Value  vs.  Waste   Measure  (Test);   Problem  Hypothesis;   Problem-­‐SoluIon  Fit;   Product-­‐Market  Fit   Build  (Prototype);   Minimum  Viable   Product  (MVP);   SoluIon  Hypothesis   Strategy;  10  Pivots   [Market  Trends/Type/   Size/AiracIveness/   Analysis/Hypothesis]   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   Vision;  Leap  of  Faith;  Mission;   Learning  Milestones;   Pivot  or  Persevere  ;  5  Whys   [CompeIIve  Advantage]   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 23. Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   Learn  (Insights/Ideas);   Validated  Learning;   Vanity  vs.  AcIonable  Metrics;   Value  vs.  Waste   Measure  (Test);   Problem  Hypothesis;   Problem-­‐SoluIon  Fit;   Product-­‐Market  Fit   Build  (Prototype);   Minimum  Viable   Product  (MVP);   SoluIon  Hypothesis   Strategy;  10  Pivots   [Market  Trends/Type/   Size/AiracIveness/   Analysis/Hypothesis]   Kanban/PrioriIzaIon;   [Industry  Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]   [Job-­‐To-­‐Be-­‐Done;]   Analogs/AnIlogs;   [Partners;  Resources]   Team;  Business  Arch.   Profit  (Margin);   Revenue;  Cost;   LifeIme  Value;   [Trade-­‐offs;  Value  Curves]   Value  ProposiIon;   Customer  Archetype;   3  Engines  of  Growth;   Growth/Value  Hypothesis   Vision;  Leap  of  Faith;  Mission;   Learning  Milestones;   Pivot  or  Persevere  ;  5  Whys   [CompeIIve  Advantage]   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 24. 9  Learning  Modules  of  The  Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   Learn  (Insights/Ideas);   Validated  Learning;   Vanity  vs.  AcIonable  Metrics;   Value  vs.  Waste   Measure  (Test);   Problem  Hypothesis;   Problem-­‐SoluIon  Fit;   Product-­‐Market  Fit   Build  (Prototype);   Minimum  Viable   Product  (MVP);   SoluIon  Hypothesis   Strategy;  10  Pivots   [Market  Trends/Type/   Size/AiracIveness/   Analysis/Hypothesis]   Kanban/PrioriIzaIon;   [Industry  Trends/Type/ Size/AiracIveness/ Analysis/Hypothesis]   [Job-­‐To-­‐Be-­‐Done;]   Analogs/AnIlogs;   [Partners;  Resources]   Team;  Business  Arch.   Profit  (Margin);   Revenue;  Cost;   LifeIme  Value;   [Trade-­‐offs;  Value  Curves]   Value  ProposiIon;   Customer  Archetype;   3  Engines  of  Growth;   Growth/Value  Hypothesis   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   Vision;  Leap  of  Faith;  Mission;   Learning  Milestones;   Pivot  or  Persevere  ;  5  Whys   [CompeIIve  Advantage]   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 25. 9  Learning  Modules  of  The  Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 26. TradiIonal  Business  Plan  Roadmap       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 27. “Waterfall”  Product  Development  Roadmap       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 28. Agile  Product  Development  Roadmap       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 29. Business  Model  Canvas  Roadmap   (More  informa/on  on  the  Business  Model  Canvas  can  be  Obtained  from  Osterwalder  and  Pigneur’s  book,  “Business  Model  Genera/on”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 30. Customer  Development  Stack  Roadmap   (More  informa/on  on  the  Customer  Development  Stack  can  be  Obtained  from  Blank  &  Dorf’s  Book,  “Startup  Owner’s  Manual”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 31. Lean  Canvas  Roadmap   (More  informa/on  on  the  Lean  Canvas  can  be  Obtained  from  Ash  Maurya’s  book,  “Running  Lean”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 32. ValidaHon  Board  Roadmap   (More  informa/on  on  the  Valida/on  Board  can  be  Obtained  from  Lean  Startup  Circle:  hcp://leanstartupmachine.com/valida/onboard)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 33. Balanced  Scorecard  Roadmap   (More  informa/on  on  the  Balanced  Scorecard  can  be  Obtained  from  Kaplan  &  Norton’s  book,  “The  Balanced  Scorecard”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 34. Value  Chain  Roadmap   (More  informa/on  the  Value  Chain  can  be  Obtained  from  Michael  Porter’s  book,  “Compe//ve  Advantage”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 35. Discovery-­‐Driven  Growth  Roadmap   (More  informa/on  on  Discovery-­‐Driven  Growth  can  be  Obtained  from  McGrath  &  MacMillan’s  book,  “Discovery-­‐Driven  Growth”)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   q   Customer   Development   q  InnovaHon   AccounHng   q   Product   InnovaHon   2  3   4  5  6   7  8  9   Horizontal  Learning   (3  Big  Jobs-­‐To-­‐Get-­‐Done)   1   q Business  Model   (Profit)  Level   q ExecuHon   Level   q Business  Strategy   Level   (Search  for/Validate  profitable   and  scalable  PRODUCT)   (Search  for/Validate  profitable   and  scalable  BUSINESS  MODEL)   (Search  for/Validate  profitable  and   scalable  BUSINESS/STRATEGY/   MARKET/INDUSTRY)   Key  (Module/Storycard)   1.  InnovaIon  AccounIng   Strategy   2.  Customer  Development   Strategy   3.  Product  InnovaIon   Strategy   4.  InnovaIon  AccounIng   Modeling   5.  Customer  Development   Modeling   6.  Product  InnovaIon   Modeling   7.  InnovaIon  AccounIng   ExecuHon   8.  Customer  Development   ExecuHon   9.  Product  InnovaIon   ExecuHon   VerHcal  Learning   (3  Levels  of  Leaner  Startup  Innova/on)  
  • 36. q  “Swiss  Knife”  for  Universal  Project  Planning,  ExecuHon,  and  Management   q  Visual  Summary  or  Index  of  Key  Ideas  in  Eric  Ries’s  Book,  “The  Lean  Startup”       q  Visual  Checklist  of  Key  Ideas  and  Terms  in  the  Lean  Startup  Methodology  as   well  as  Strategic  and  InnovaIon  Management     q  MulH-­‐purpose  Gameboard  for  CollaboraIvely  Learning  About  and  Applying   Key  Ideas  of  Lean  Startup  Methodology  in  a  Fun  Manner   q  Customizable  Dashboard  for  Managing  Lean  Startup  Projects   q  Visual  Worksheet  for  IteraIvely  Planning,  Modeling,  and  ExecuIng  a  Strategy   for  a  Lean  Startup  Project     q  Storyboard  for  Visually  PresenIng  as  well  as  Analyzing  Stories  of  Business   Success/Failure  in  the  Past,  Present,  and/or  Future   q  Visual  Plaborm  for  IllustraIng  Diverse  Business  Tools  and  Methodologies     8  Ways  of  Using  The  Leaner  Startup  Roadmap   Simply  Organize,  Model,  and  Implement  Key  Ideas  for  Leaner  Startup  Innova/on     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing  
  • 37. q       ExecuHon  Level   q       Business  Model  (Profit)  Level   q       Business  Strategy  Level   q       Product  InnovaHon  (Agile  Product  Development)   q       Customer  Development  (MarkeIng/Strategy)   q       InnovaHon  AccounHng  (Finance)   Horizontally  and  VerHcally  Integrate   The  3  Big  Jobs-­‐To-­‐Get-­‐Done  in  a  Project:   As  well  as   The  3  Levels  of  Leaner  Startup  InnovaHon:         #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   The  Leaner  Startup  Roadmap   T-­‐Shaped  Stratagem  of  a  Leaner  Startup  Innovator  
  • 38. q   Product            InnovaHon   How  to  Visually  Integrate     Elements  of  Horizontal  Learning   q   Customer            Development   q   InnovaHon            AccounHng  
  • 39.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   PRODUCT   INNOVATION   CUSTOMER   DEVELOPMENT   INNOVATION   ACCOUNTING   Job-­‐To-­‐   Get-­‐Done   The  3  Horizontal  Jobs-­‐To-­‐Get-­‐Done  in  Every  Profitable  and  Sustainable  Enterprise   How  Entrepreneurs  and  Organiza/ons  Create  Radically  Successful  Businesses   (Agile  Product  Development)   (MarkeIng)   (Finance)  
  • 40.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   PRODUCT   INNOVATION   CUSTOMER   DEVELOPMENT   INNOVATION   ACCOUNTING   delivers   requires   drives   requires   Job-­‐To-­‐   Get-­‐Done   The  Jobs-­‐To-­‐Get-­‐Done  Logic  for  Every  Profitable  and  Sustainable  Enterprise   How  Entrepreneurs  and  Organiza/ons  Create  Radically  Successful  Businesses   (Agile  Product  Development)   (MarkeIng)   (Finance)  
  • 41. q       ExecuHon  Level   q       Business  Model  (Profit)  Level   q       Business  Strategy  Level   How  to  Visually  Integrate   Elements  of  VerHcal  Learning  
  • 42.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   BUILD   MEASURE   LEARN   delivers   requires   drives   requires   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on   Customer  Development   Innova-on  Accoun-ng   ExecuHon  Logic  of  Every  Profitable  and  Sustainable  Enterprise   How  Entrepreneurs  and  Organiza/ons  Create  Radically  Successful  Businesses   Based  on  the  Build-­‐Measure-­‐Learn  Feedback  Loop  on  Page  75  of  Eric  Ries’s  Book,  “The  Lean  Startup”  
  • 43.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   Product/Value  ProposiHon         Channels  &  RelaHonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcHviHes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluIon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Business  Model  (Profit)  Logic  of  Every  Profitable  and  Sustainable  Enterprise   How  Entrepreneurs  and  Organiza/ons  Create  Radically  Successful  Businesses   Product  Innova-on   Customer  Development   Innova-on  Accoun-ng  
  • 44.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   PRODUCT   STRATEGY   VISION   delivers   requires   drives   requires   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on   Customer  Development   Innova-on  Accoun-ng   Business  Strategy  Logic  of  Every  Profitable  and  Sustainable  Enterprise   How  Entrepreneurs  and  Organiza/ons  Create  Radically  Successful  Businesses   Based  on  the  “Product-­‐Strategy-­‐Vision  (PSV)  Pyramid”on  Page  23  of  Eric  Ries’s  Book,  “The  Lean  Startup”  
  • 45. How  to  Visually  Integrate  Elements  of   Horizontal  and  VerHcal  Learning   on   The  Leaner  Startup  Roadmap  
  • 46.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   Product/Value  ProposiHon         Channels  &  RelaHonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcHviHes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluIon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op/miza/on)   STRATEGY  (Emergent;  Pivot)   LEANER  STARTUP  MODEL  FOR  LEANER  STARTUP  PLANNING,  INNOVATION,  AND  EXECUTION   Unified  Template  
  • 47.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   LEANER  STARTUP  MODEL  FOR  LEANER  STARTUP  PLANNING,  INNOVATION,  AND  EXECUTION   9  Types  of  Unknowns,  Indeterminacies,  or  Risks  in  a  Leaner  Startup   Product/Value  ProposiHon         Channels  &  RelaHonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcHviHes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluIon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op/miza/on)   STRATEGY  (Emergent;  Pivot)  
  • 48.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   LEANER  STARTUP  MODEL  FOR  LEANER  STARTUP  PLANNING,  INNOVATION,  AND  EXECUTION   One-­‐Page  Checklist  for  Simply  Planning,  Modeling,  and  Execu/ng  the  Strategy  of  a  Leaner  Startup   (Based  on  Eric  Ries’s  Book,  “The  Lean  Startup”)   Product/Value  ProposiHon         Channels  &  RelaHonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   require(s)   Inputs/Partners         Internal  Resources         Processes/AcHviHes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights   delight(s)   delight(s)   (Problem-­‐SoluIon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   VISION  (Problems/Plan/Ideas)   q  Engagement   q  AcquisiIon;  AcIvaIon   q  RetenIon;  Referral;  Revenue    PRODUCT  (Op/miza/on)   STRATEGY  (Emergent;  Pivot)  
  • 49.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   LEANER  STARTUP  MODEL  FOR  LEANER  STARTUP  PIVOTS   10  Pivots:  Based  on  Eric  Ries’s  Catalog  of  Pivots  in  his  book,  “The  Lean  Startup”   Product/Value  ProposiHon   q Zoom-­‐in  Pivot   q Zoom-­‐out  Pivot   q Plaborm  (Total  SoluIon)  Pivot     Channels  &  RelaHonships   q Channel  Pivot   q Engine  of  Growth  Pivot     Customer/Job-­‐To-­‐Get-­‐Done   q  Customer  Segment  Pivot   q  Customer  Need  Pivot     require(s)   require(s)   Inputs/Partners         Internal  Resources   q Business  Architecture  Pivot   q Technology  Pivot       Processes/AcHviHes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)   q Value  Capture  Pivot       PROFIT  (VALUE)       requires   drive(s)   delights   delight(s)   delight(s)   Product  Innova-on:   BUILD   Customer  Development:   MEASURE   Innova-on  Accoun-ng:   LEARN   (Problem-­‐SoluIon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   VISION  (Problems/Plan/Ideas)    PRODUCT  (Op/miza/on)   STRATEGY  (Emergent;  Pivot)  
  • 50. Universal  Law   Of   Business  Success  
  • 51. Solving  a  Wicked  Problem  (in  Business)   Involves  Con/nuously  IntegraHng  and  Aligning     the  3  Big  Jobs-­‐To-­‐Get-­‐Done  in  a  Project:     q       ExecuHon  Level   q       Business  Model  (Profit)  Level   q       Business  Strategy  Level   The  Universal  Law  of  Business  Success   Leaner  Startup  Roadmap     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   As  well  as   TesHng  and  ValidaHng  Logic  of     the  3  Levels  of  Leaner  Startup  InnovaHon:       q       Product  InnovaHon  (Agile  Product  Development)   q       Customer  Development  (MarkeIng/Strategy)   q       InnovaHon  AccounHng  (AnalyIcs;  Finance)  
  • 52. Startups,  OrganizaHons,  and  Living  Systems  FAIL,     When  They  Fail  to  Integrate  and  Align     The  3  Big  Jobs-­‐To-­‐Get-­‐Done  of  a  Project:     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing   and/or   Invalidate  the  Logic  at     The  3  Levels  of  Leaner  Startup  InnovaHon:       Corrollary:  Law  of  Failure   Why  Lean  Startups  and  Other  Enterprises  Fail   q       Product  InnovaHon  (Agile  Product  Development)   q       Customer  Development  (MarkeIng/Strategy)   q       InnovaHon  AccounHng  (AnalyIcs;  Finance)   q       ExecuHon  Level   q       Business  Model  (Profit)  Level   q       Business  Strategy  Level  
  • 53. ITENN   4  Phases  of  a  Successful  Leaner  Startup  Journey  or  Business  Model  Cycle                (The  Leaner  Startup  Journey:  Evolu/onary  Hypotheses  vs.  Reality)   Infancy   (Prototype)   Time   Customer  Experience,  Happiness,  or  Value   =  Delight/Pain   Growth   (OpImize)   Maturity   (Scale)   Renewal   (Renew)   Chasm   (Trac/on;  Tipping  Point;   Product-­‐Market  Fit)     Fault  (Line)                        LEANER  STARTUP  JOURNEY     CUSTOMER/CLIENT:  …………………………………………………………………………………            Date:……………………………………     PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB:  ……………………………………………………………………………………………………………     q     Present  q     Past   q     Future   TradiIonal/HypotheIcal  Ecosystem  Demand     (Market,  Industry,  Enterprise,  or  Technology)        SHARED        DREAM/          VISION   Angel  Funding   (Up  to  $100,000)   Seed  Funding   ($100,000-­‐$1M)   Venture  Funding   ($1M-­‐$5M)     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing  
  • 54. Disrup-on  Spot   Luxury  Spot   Strategic   Choice   TradiHonal  Business  Plan         Business  Model  Canvas/ Customer  Development   Stack   q Lean  Startup  Survival   Plan/          Lean  Startup  Roadmap   q Discovery-­‐Driven   Growth  (DDG)   Strategic  Management/   Strategic  Plan/   Balanced  Scorecard   Lean  Startup  Method   (Principles)/   Lean  Canvas   OVERVIEW  OF  TOOLS  FOR  THE  LEANER  STARTUP  JOURNEY   Trade-­‐off  Map  of  Cost  vs.  Effec/veness     (-­‐):  PAIN:  Time  (Cost;  Risk)   (+):  DELIGHT:   EffecIveness   Key   Profitable  Tool     Unprofitable  Tool     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hip://businessmodels.ning.com  &  hip://twiier.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  Test  Viability  of   Business  Idea  (Project/Business  Model)   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 55. Disrup-on  Spot   Luxury  Spot   Strategic   Choice   Sweet  Spot   Profit  Model/   Strategy/   Value  Proposi/on   Blue  Ocean   Profit  Model/   Strategy/   Value  Proposi/on   Luxury  Spot   (“Differen/a/on”)   Profit  Model/   Strategy/   Value  Proposi/on   DisrupHon  Spot/Lean   (“Low  Cost”)   Profit  Model/   Strategy/   Value  Proposi/on   4  GENERIC  PROFIT  MODELS,  WINNING  STRATEGIES,  AND  VALUE  PROPOSITIONS   Trade-­‐off  Map  of  Cost  vs.  Revenue     (-­‐):  PAIN:  Cost   (+):  DELIGHT:   Revenue   Key   Profitable  Model     Unprofitable  Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hip://businessmodels.ning.com  &  hip://twiier.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  ………………..…..……..……. …………  ……………………………………………………………………….…………….………….……………….   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 56. Past  Reality   Global  Business  Model                 Present  Reality   Global  Business  Model               Future  Reality   Global  Business  Model                 Business   Model   (3-­‐Act)   Business   Model   (3_Act)   Business   Model   (3-­‐Act)   Industry   Ecosystem   Market   Ecosystem   Business  Model   (3-­‐Act)   Macro-­‐Economic  Influencers   Key  Trends  &  Complementors   Mission/Vision/ Purpose/Ideals/   Ideal  Final  Result   For   Business   Model   LEANER  STARTUP  PLAN     Business  Model  Level  and  Perspec/ve   Date:  ………………………………..     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h_p://businessmodels.ning.com  &  h_p://twi_er.com/RodKuhnKing  

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