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The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, and Apply the Lean Startup Method
 

The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, and Apply the Lean Startup Method

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"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. ...

"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory.

To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method.

Have fun!

http://goo.gl/zsgl4k

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P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?

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    The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, and Apply the Lean Startup Method The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, and Apply the Lean Startup Method Presentation Transcript

    • LEAN  BUSINESS  MODEL  GAMEBOARD:  How  many  of  these  concepts  can  you  define/explain?   MISSION/VISION/PURPOSE/Leap  of  Faith   Level   1 2 3 4 5 PRODUCT/SERVICE/SOLUTION     Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • LEAN  BUSINESS  MODEL  GAMEBOARD:  How  many  of  these  concepts  can  you  define/explain?   MISSION/VISION/PURPOSE/Leap  of  Faith   Level   1 2 3 4 5 LEAN  STARTUP   PRODUCT/SERVICE/SOLUTION     (Short/Medium/Long-­‐term)   LEAN  BUSINESS  MODEL   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • LEAN  BUSINESS  MODEL  GAMEBOARD:  How  many  of  these  concepts  can  you  define/explain?   MISSION/VISION/PURPOSE/Leap  of  Faith   Level   1 2 3 4 5 ENTREPRENEUR   LEAN  STARTUP   GENCHI  GEMBUTSU   VALUE   WASTE   (“Get  Out  Of  the  Building”)   PrioriWze   Process   PRODUCT/SERVICE/SOLUTION    Value  ProposiWon   InnovaWon  AccounWng   Value  CreaWon  Hypotheses   Growth  Hypotheses   Value  Hypotheses   AssumpWons   Experiment   STARTUP   LEAN  BUSINESS  MODEL   Validated  Learning   Iterate   People   Innovate   Engine  of  Growth   AcWonable  Metrics   Team   (S8cky/Paid/Viral)   Cycle   OpWmize   Culture   Channel   Vanity  Metrics   SYSTEM   Channel   Partners   Product   LEAN   Learning  Milestone   Build-­‐Measure-­‐Learn   Test   Roadmap   SoluWon   5  Whys   Progress   Feedback  Loop   Minimum  Viable  Product   Strategy   Cohort  Analysis   Risks   (MVP:  Concierge)   Lessons  Learned   (Split-­‐Tes8ng:  A/B)   Customers   Failure   Hockey  SWck  Growth   Small  Batches   Customer  Archetype   Persevere  or  Pivot   Runway   Kanban   Pivots   Pain   Problem   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • LEAN  BUSINESS  MODEL  GAMEBOARD:  What  is  a  3-­‐Act  story  of  how  you  used  the  Lean  Startup  Method   in  the  enterprise  and  “Out  of  the  building  (enterprise)”  in  order  to  deliver  greater  customer  value?   MISSION/VISION/PURPOSE/Leap  of  Faith   Level   1 2 3 4 5 ENTREPRENEUR   LEAN  STARTUP   GENCHI  GEMBUTSU   VALUE   WASTE   (“Get  Out  Of  the  Building”)   PrioriWze   Process   PRODUCT/SERVICE/SOLUTION    Value  ProposiWon   InnovaWon  AccounWng   Value  CreaWon  Hypotheses   Growth  Hypotheses   Value  Hypotheses   AssumpWons   Experiment   STARTUP   LEAN  BUSINESS  MODEL   Validated  Learning   Iterate   People   Innovate   Engine  of  Growth   AcWonable  Metrics   Team   (S8cky/Paid/Viral)   Cycle   OpWmize   Culture   Channel   Vanity  Metrics   SYSTEM   Channel   Partners   Product   LEAN   Learning  Milestone   Build-­‐Measure-­‐Learn   Test   Roadmap   SoluWon   5  Whys   Progress   Feedback  Loop   Minimum  Viable  Product   Strategy   Cohort  Analysis   Risks   (MVP:  Concierge)   Lessons  Learned   (Split-­‐Tes8ng:  A/B)   Customers   Failure   Hockey  SWck  Growth   Small  Batches   Customer  Archetype   Persevere  or  Pivot   Runway   Kanban   Pivots   Pain   Problem   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • LEAN  BUSINESS  MODEL  GAMEBOARD:  Apply  the  Lean  Startup  Method  to  a  real-­‐life  startup  project                    (in  the  past  or  at  present)     MISSION/VISION/PURPOSE/Leap  of  Faith:  …………………………………………………………………………….   Level   1 2 3 4 5 PRODUCT/SERVICE/SOLUTION     Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • GLOSSARY   FOR   TERMS  ON  LEAN  BUSINESS  MODEL  GAMEBOARD     (This  is  a  Crowdsourcing  Project)   Please  Share     Register  at   Red  Ocean  Disrup/on  (ROD)  University   h7p://businessmodels.ning.com  
    • Vision   Vision   A  vivid  and  passionate  outcome  that  an   individual,  a  team,  or  an  organiza8on   wants  to  achieve  in  the  medium  to   long-­‐term.       Example:  Amazon’s  Vision  Statement   “Our  vision  is  to  be  earth’s  most  customer  centric   company;  to  build  a  place  where  people  can  come   to  find  and  discover  anything  they  might  want  to   buy  online.”     “Startups  have  a  true  north,  a  desWnaWon  in  mind:  creaWng  a  thriving  and  world-­‐ changing  business.  I  call  that  a  startup’s  vision.”     Eric  Ries       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • ………………………..     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hCp://businessmodels.ning.com  &  hCp://twiCer.com/RodKuhnKing  
    • Bonus  
    • LEAN  BUSINESS  MODEL  GAMEBOARD  for  Apple’s  iPod  (2001)   MISSION/VISION/PURPOSE/Leap  of  Faith:  “Put  a  Dent  in  the  Universe”/Create  Insanely  Great  Customer  Experience/“Think  Different”   PRODUCT/SERVICE/SOLUTION:   Portable  Music  Player     Sony  Walkman   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy:     Digital  Hub/Luxury  Spot  Strategy   Level   1 2 3 4 5
    • LEAN  BUSINESS  MODEL  GAMEBOARD  for  Apple’s  iPod  (2001)   MISSION/VISION/PURPOSE/Leap  of  Faith:  “Put  a  Dent  in  the  Universe”/Create  Insanely  Great  Customer  Experience/“Think  Different”   LEAN  STARTUP   PRODUCT/SERVICE/SOLUTION:   Portable  Music  Player   (Listen  to  music  everywhere/   “A  Thousand  Songs  in  Your  Pocket”)     (Short/Medium/Long-­‐term)   LEAN  BUSINESS  MODEL   Sony  Walkman   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy:     Digital  Hub/Luxury  Spot  Strategy   Level   1 2 3 4 5
    • LEAN  BUSINESS  MODEL  GAMEBOARD  for  Apple’s  iPod  (2001)   MISSION/VISION/PURPOSE/Leap  of  Faith:  “Put  a  Dent  in  the  Universe”/Create  Insanely  Great  Customer  Experience/“Think  Different”   LEAN  STARTUP   PRODUCT/SERVICE/SOLUTION:   Portable  Music  Player   (Listen  to  music  everywhere/   “A  Thousand  Songs  in  Your  Pocket”)     (Short/Medium/Long-­‐term)   LEAN  BUSINESS  MODEL   Value  Crea/on:   Upstream   Value  Delivery:   Midstream   ENTERPRISE   ENGINE:   Build   GROWTH   ENGINE:   Measure   Sony  Walkman   Analog/An8log   CompeWtors   Value  Sharing  (Happiness):   Downstream   VALUE   ENGINE:   Learn   CompeWWve  (Market)  Strategy:     Digital  Hub/Luxury  Spot  Strategy   Level   1 2 3 4 5
    • LEAN  BUSINESS  MODEL  GAMEBOARD  for  Apple’s  iPod  (2001)   MISSION/VISION/PURPOSE/Leap  of  Faith:  “Put  a  Dent  in  the  Universe”/Create  Insanely  Great  Customer  Experience/“Think  Different”   LEAN  STARTUP   PRODUCT/SERVICE/SOLUTION:   Portable  Music  Player   (Listen  to  music  everywhere/   “A  Thousand  Songs  in  Your  Pocket”)     (Short/Medium/Long-­‐term)   LEAN  BUSINESS  MODEL   Value  Crea/on:   Upstream   Value  Delivery:   Midstream   Build   Measure   Growth  Engine   Enterprise  Engine   Value  Sharing  (Happiness):   Downstream   Learn   Value  Engine   Key  Partners   Value  Proposi8on   PAIN:  Cost  Structure   Key  Resources     Key  Ac8vi8es   Channels  &  Customer   Rela8onships   DELIGHT:  Revenue   Streams   Customer  Segments   VALUE:  Profit  Margin   Sony  Walkman   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy:     Digital  Hub/Luxury  Spot  Strategy   Level   1 2 3 4 5
    • LEAN  BUSINESS  MODEL  GAMEBOARD  for  Apple’s  iPod  (2001)   MISSION/VISION/PURPOSE/Leap  of  Faith:  “Put  a  Dent  in  the  Universe”/Create  Insanely  Great  Customer  Experience/“Think  Different”   LEAN  STARTUP   PRODUCT/SERVICE/SOLUTION:   Portable  Music  Player   (Listen  to  music  everywhere/   “A  Thousand  Songs  in  Your  Pocket”)     (Short/Medium/Long-­‐term)   LEAN  BUSINESS  MODEL   Value  Crea/on:   Upstream   Value  Delivery:   Midstream   Build   Measure   Growth  Engine   Enterprise  Engine   Value  Sharing  (Happiness):   Downstream   Learn   Value  Engine   Key  Partners   Value  Proposi8on   PAIN:  Cost  Structure   Key  Resources     Key  Ac8vi8es   Channels  &  Customer   Rela8onships   DELIGHT:  Revenue   Streams   Customer  Segments   VALUE:  Profit  Margin   Sony  Walkman   Analog/An8log   CompeWtors   CompeWWve  (Market)  Strategy:     Digital  Hub/Luxury  Spot  Strategy   Level   1 2 3 4 5