VALUE	
  INNOVATION	
  STORYDECK	
  FOR	
  LEANER	
  STARTUP	
  INNOVATION	
  
A	
  Simpler	
  Way	
  to	
  Generate,	
  O...
Value	
  Innova:on	
  Storydeck	
  
	
  
Refers	
  to	
  
	
  
	
  A	
  Suite	
  of	
  Value	
  Innova:on	
  Storyboards	
...
“Value	
  Innova:on	
  Storyboard”	
  
	
  
Refers	
  to	
  
	
  
	
  a	
  Specific	
  Tool	
  for	
  Visual	
  Ideas	
  Ma...
Bird’s	
  Eye	
  View	
  of	
  Value	
  Innova:on	
  Storyboard	
  (Blank)	
  

Simply	
  Share	
  Ideas	
  for	
  Strateg...
Worm’s	
  Eye	
  View	
  of	
  Value	
  Innova:on	
  Storyboard	
  (Blank)	
  

Simply	
  Share	
  Ideas	
  for	
  Strateg...
Worm’s	
  Eye	
  View	
  of	
  Value	
  Innova:on	
  Storyboard	
  (Topics)	
  

Simply	
  Share	
  Ideas	
  for	
  Strate...
Generic	
  Leaner	
  Startup	
  Standardiza:on	
  
	
  
Simply	
  Organize	
  and	
  Share	
  Ideas	
  	
  
Especially	
  ...
GENERIC	
  LEANER	
  STARTUP	
  STANDARDIZATION:	
  21	
  Generic	
  Value	
  InnovaNon	
  Storyboards	
  

q  	
  	
  	
...
Timeline	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innova@on,	
...
System	
  Hierarchy	
  Storyboard	
  

Simply	
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  I...
Spa:al	
  Hierarchy	
  Storyboard	
  

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  for	
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  I...
Space-­‐Time	
  Storyboard	
  

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Story	
  Structure	
  Storyboard	
  

Simply	
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  for	
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  Planning,	
  Leaner	
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  In...
Joke	
  Structure	
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Why-­‐What-­‐How	
  Storyboard	
  

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Mission-­‐Vision-­‐Values	
  Storyboard	
  

Simply	
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Present	
  Value	
  Storyboard	
  

Simply	
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  for	
  Strategic	
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  Leaner	
  Startup	
  Inno...
Enterprise	
  Value	
  Storyboard	
  

Simply	
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  Ideas	
  for	
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  Leaner	
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  I...
Product	
  Value	
  Storyboard	
  

Simply	
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  for	
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  Leaner	
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  Inno...
Change	
  Management	
  Storyboard	
  

Simply	
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  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  ...
Blue	
  Ocean	
  Strategy	
  (BOS)	
  Storyboard	
  

Simply	
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  for	
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  Leaner	...
Problem-­‐Causes-­‐Solu:ons	
  Storyboard	
  

Simply	
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Problem-­‐Solu:on-­‐Benefit	
  Storyboard	
  

Simply	
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Job-­‐To-­‐Get-­‐Done	
  Storyboard	
  

Simply	
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  Ideas	
  for	
  Strategic	
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  Leaner	
  Startup	
 ...
Industry	
  Segmenta:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	...
Market	
  Segmenta:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
 ...
“CD-­‐MAGICS”	
  Process-­‐Storyboard	
  

Sheet	
  1	
  of	
  3	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Plan...
“CD-­‐MAGICS”	
  Process-­‐Storyboard	
  

Sheet	
  2	
  of	
  3	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Plan...
“CD-­‐MAGICS”	
  Process-­‐Storyboard	
  

Sheet	
  3	
  of	
  3	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Plan...
Six	
  Sigma	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innova@o...
Con:nuous	
  Disrup:on	
  (CD)	
  Storyboard	
  -­‐	
  Annotated	
  

Simply	
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  for	
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Red	
  Ocean	
  Disrup:on	
  (ROD)	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	...
Red	
  Ocean	
  Disrup:on	
  (ROD)	
  Storyboard	
  -­‐	
  Annotated	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  ...
Classic	
  Leaner	
  Startup	
  Standardiza:on	
  
	
  
Simply	
  Organize	
  and	
  Share	
  Ideas	
  
Especially	
  in	
...
CLASSIC	
  LEANER	
  STARTUP	
  STANDARDIZATION:	
  11	
  Classic	
  Value	
  InnovaNon	
  Storyboards	
  

q 	
  	
  	
 ...
Lean	
  Startup	
  Principles-­‐Storyboard	
  

Sheet	
  1	
  of	
  2	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
 ...
Lean	
  Startup	
  Principles-­‐Storyboard	
  

Sheet	
  2	
  of	
  2	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
 ...
An:log-­‐Analog	
  Storyboard	
  

Simply	
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  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innov...
An:log-­‐Analog	
  Storyboard	
  

Simply	
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Leaner	
  Startup	
  Outcomes-­‐Storyboard	
  

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Leaner	
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Simply	
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Vision-­‐Strategy-­‐Product	
  (Planning)	
  Storyboard	
  

Simply	
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  for	
  Strategic	
  Planning,	
  ...
Vision-­‐Strategy-­‐Product	
  (Planning)	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  ...
Vision-­‐Strategy-­‐Product	
  (Planning)	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  ...
Build-­‐Measure-­‐Learn	
  (Execu:on)	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Lean...
Build-­‐Measure-­‐Learn	
  (Execu:on)	
  Storyboard	
  

Simply	
  Share	
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  for	
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  Planning,	
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Validated	
  Learning	
  Storyboard	
  

Simply	
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  for	
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  Leaner	
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 ...
Validated	
  Learning	
  Storyboard	
  

Simply	
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 ...
Cohort	
  Analysis-­‐Storyboard	
  

Simply	
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Cohort	
  Analysis-­‐Storyboard	
  

Simply	
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  for	
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  Planning,	
  Leaner	
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  Inn...
Kanban	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innova@on,	
  ...
Kanban	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innova@on,	
  ...
Lean	
  Startup	
  Way-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
 ...
Lean	
  Startup	
  Way-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
 ...
9	
  Whys-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
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  Innova@on,	
...
9	
  Whys-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innova@on,	
...
9	
  Hows-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
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  Leaner	
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  Innova@on,	
...
9	
  Hows-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Startup	
  Innova@on,	
...
Integrated	
  Leaner	
  Startup	
  Standardiza:on	
  
	
  
Simply	
  Organize	
  and	
  Share	
  Ideas	
  
Especially	
  i...
Business	
  Model	
  Learning	
  (BML)	
  Cycle	
  

Quickly	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	...
The	
  Integrated	
  Value	
  Innova:on	
  Storyboard	
  
Is	
  
a	
  Category	
  of	
  Value	
  Innova:on	
  Storyboards	...
 INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

The	
  One	
  Storyboard	
  for	
  Simply	
  Transla@ng	
  Eric	
  Ri...
 INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
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  Ideas	
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...
INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
 ...
INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
 ...
INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
 ...
INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
 ...
 INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
...
INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
 ...
 LEANER	
  STARTUP	
  MODEL:	
  Defini:on	
  of	
  Terms	
  on	
  9	
  Storycards	
  of	
  Value	
  Innova:on	
  Storyboard...
 INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  FOR	
  A	
  “RADICALLY	
  SUCCESSFUL	
  BUSINESS	
  (RSB)”	
  
Dropbox,...
 INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  FOR	
  A	
  “RADICALLY	
  SUCCESSFUL	
  BUSINESS	
  (RSB)”	
  
Dropbox,...
 10	
  STEPS	
  FOR	
  USING	
  THE	
  INTEGRATED	
  VALUE	
  INNOVATION	
  STORYBOARD	
  
Value	
  Innova@on	
  Storyboar...
 10	
  STEPS	
  FOR	
  USING	
  THE	
  INTEGRATED	
  VALUE	
  INNOVAITON	
  STORYBOARD	
  
	
  Value	
  Innova@on	
  Story...
Appendix	
  
INTEGRATED	
  LEANER	
  STARTUP	
  STANDARDIZATION:	
  4	
  Integrated	
  Value	
  InnovaNon	
  Storyboards	
  

q 	
  	
...
 INTEGRATED	
  Value	
  Innova:on	
  Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
...
Unknown	
  Business	
  Model	
  Storyboard	
  

9	
  Types	
  of	
  Unknowns,	
  Indeterminacies,	
  or	
  Risks	
  for	
 ...
Leaner	
  Startup	
  Concepts-­‐Storyboard	
  

One-­‐Page	
  Checklist	
  of	
  ASSUMPTIONS	
  for	
  Lifecycle	
  Value	...
10	
  Pivot-­‐Storyboard	
  

10	
  Pivots:	
  Based	
  on	
  Eric	
  Ries’s	
  Catalog	
  of	
  Pivots	
  in	
  his	
  bo...
Leaner	
  Startup	
  Examples-­‐Storyboard	
  

Simply	
  Share	
  Ideas	
  for	
  Strategic	
  Planning,	
  Leaner	
  Sta...
Bonus	
  
INTEGRATED	
  LEANER	
  STARTUP	
  STANDARDIZATION:	
  7	
  Global	
  Value	
  InnovaNon	
  Storyboards	
  

q 	
  	
  	
...
LEANER	
  STARTUP	
  PLAN	
  
	
  

4	
  Pivot	
  Ques@ons	
  &	
  Unique	
  Kanban	
  Board	
  

Date:	
  ………………………………..	...
TRADE-­‐OFF	
  MAP	
  

4	
  Generic	
  Profit	
  Models,	
  Winning	
  Strategies,	
  and	
  Value	
  Proposi@ons	
  
“Ins...
 INTEGRATED	
  LEANER	
  STARTUP	
  MODEL:	
  Showing	
  the	
  Environment	
  
Simply	
  Share	
  Ideas	
  for	
  Strateg...
 INTEGRATED	
  LEANER	
  STARTUP	
  MODEL:	
  Showing	
  Forces	
  of	
  the	
  Global	
  Environment	
  
Simply	
  Share	...
 INTEGRATED	
  LEANER	
  STARTUP	
  MODEL:	
  Showing	
  Porter’s	
  Forces	
  of	
  the	
  Industry	
  Environment	
  
Si...
 INTEGRATED	
  LEANER	
  STARTUP	
  MODEL:	
  Showing	
  “E.R.I.C.”	
  Value	
  InnovaNon	
  TacNcs	
  
Simply	
  Share	
 ...
 INTEGRATED	
  LEANER	
  STARTUP	
  MODEL:	
  Showing	
  Elements	
  of	
  SWOT	
  Analysis	
  
Simply	
  Share	
  Ideas	
...
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LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools for Eric Ries’s Lean Startup Method

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In 2011, Eric Ries published his groundbreaking book, "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses." In his review of the book, Steve Blank commented: "The roadmap for innovation for the twenty-first century. The Ideas in 'The Lean Startup' will help create the next industrial revolution." Tim O'Reilly added: "I imagine the Lean Startup principles applied to government programs, to health care, and to solving the world's greatest problems." In spite of the high acclaim for Ries's "The Lean Startup," entrepreneurs and organizations struggle to translate into reality key ideas and principles of the Lean Startup Method. Many entrepreneurs don't know where to begin and the tools that must be applied to achieve the goal of continuous innovation while creating radically successful businesses. In short, Ries's book lacks tools for simply translating its ideas into reality. Several tools have emerged to help translate Lean Startup ideas into practice. Popular tools include the Business Model Canvas, Lean Canvas, and Validation Board. However, none of these tools can be used to holistically present or illustrate the Lean Startup Methodology as presented in the book, "The Lean Startup." Tools such as the Business Model Canvas, Lean Canvas, and Validation Board cannot be simultaneously applied at the level of business strategy, business modeling, and execution in a Lean Startup project. In short, single level and static tools such as the Business Model Canvas, Lean Canvas, and Validation Board do not adequately reflect and feature the rich contents of the Lean Startup book. It is this void that the Lean Startup Model fills. The Leaner Startup Model provides the only template for systematically translating Eric Ries's Lean Startup ideas, principles, and method into reality. The Lean Startup Model provides the only dynamic business model framework that explicitly integrates the Product Innovation (Agile Development) Model, Customer Development (Marketing) Model, and Innovation Accounting (Financial Profit) Model of the Lean Startup Method. The dynamic framework of the Leaner Startup Model facilitates deep understanding and exploration of Lean Startup ideas including the following: Lean Strategy (Vision-Strategy-Product) Pyramid; Build-Measure-Learn Feedback Loop; Minimum Viable Product; Pivot; Product-Market Fit; Value Hypothesis; Growth Hypothesis; Engines of Growth. The goal of the Leaner Startup Model is to provide an all-in-one template that helps more entrepreneurs and organizations to use continuous innovation to create "Radically Successful Businesses (RSB)." Use of an all-in-one template as well as a 'de facto' standard template facilitates communication between different Leaner Startup Practitioners as well as tremendously saves time, money, and energy in Leaner Startup projects. So, what do you think about having a standard template for the Lean Startup Method?

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  • Dear Rod, I can do no more than second the comments of Ali Anani ... I've just worked my way through 88 brilliantly conceived and executed slides. Seamless ... I stand in awe. What a pleasure! This surely ranks as one of your greatest triumphs.
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  • Rod- going from storycard to storypanel and on to storyboard to end with storydeck (your first slide) is absolutely inspiring. You remind me of atom going to molecule and then to multimolecular system and then to polymer. Self-repeating structure that grows into different levels. Your approach Rod, replicates nature and I find it overwhelmingly novel. Slide 1 alone makes the mind ponder on the whole valuable presentation.
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  • @RodKing
    Rod- I am also having a great day because of your comment. You are 100% right. I avoided using the word fractal by saying it is iterative and may scale up without deforming the original structure.
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  • @hudali15: Ali, I deliberately try to use a Fractal Design approach in things that I do. However, I often do not highlight this Fractal Design approach and paradigm because the word 'fractal' is unfamiliar to many people. However, I'm encouraged by your comment to be explicit about my Fractal Design approach for which I draw great inspiration from Nature as well as the late Benoit Mandelbrot. I was delighted about the Fractal Design approach when you mentioned above: 'I like also that it is iterative and may scale up without deforming the original structure.' Iteration and scaling without deformability are the hallmarks of Fractal Design. So, I was elated to read your insight that I was achieving this objective of Fractal Design. I was even more elated to read your comment about the fractality of the Lotus Flower, which reminds me of the fractal Lotus Blossom technique which is used for creatively documenting and solving problems. (Incidentally, I have both US and International Patent Pending on the Fractal Grid technology which is an infinitely scalable framework for the Lotus Blossom creativity technique.) So, thank you for making wonderful an already great day. And thank you for your empowering insights. May you have a day more wonderful than I currently have.
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  • Rod, your model is like a lotus flower.and the more flowers one removes the more hidden flowers appear. I am amazed by your ability to extend this model to uncongested business area. I have read every publication of yours and the consistency of thinking, but coupled with the ability to link ends is amazing. Great works to ponder on.
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LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools for Eric Ries’s Lean Startup Method

  1. 1. VALUE  INNOVATION  STORYDECK  FOR  LEANER  STARTUP  INNOVATION   A  Simpler  Way  to  Generate,  Organize,  Manage,  Implement,  and  Share  Ideas   VALUE  INNOVATION  STORYDECK         Value  Innova:on  Storyboard                     Value  Innova:on  Storypanel                       alue  Innova:on  Storycard     V             #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  2. 2. Value  Innova:on  Storydeck     Refers  to      A  Suite  of  Value  Innova:on  Storyboards     for     Visually  Organizing  and  Sharing  Ideas     Especially  in  Leaner  Startup  Projects  
  3. 3. “Value  Innova:on  Storyboard”     Refers  to      a  Specific  Tool  for  Visual  Ideas  Management:       3  Connected  Storypanels     for  Hierarchically  Organizing  and  Sharing  Ideas     Especially  in  Leaner  Startup  Projects   Note   Each  Storypanel  has  3  Storycards  so  that  a  Value  Innova@on  Storyboard  has  3  Storypanel  and  a  Total  of  9  Storycards  
  4. 4. Bird’s  Eye  View  of  Value  Innova:on  Storyboard  (Blank)   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT:     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  5. 5. Worm’s  Eye  View  of  Value  Innova:on  Storyboard  (Blank)   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT:                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  6. 6. Worm’s  Eye  View  of  Value  Innova:on  Storyboard  (Topics)   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT:   TOPIC  1       Topic  1.1               TOPIC  2       Topic  2.1               TOPIC  3       Topic  3.1                     Topic  3.2   Topic  1.2   Topic  2.2                                             Topic  3.3   Topic  1.3   Topic  2.3                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  7. 7. Generic  Leaner  Startup  Standardiza:on     Simply  Organize  and  Share  Ideas     Especially  in   Leaner  Startup  Projects  
  8. 8. GENERIC  LEANER  STARTUP  STANDARDIZATION:  21  Generic  Value  InnovaNon  Storyboards   q       Timeline  Storyboard   q       System  Hierarchy  Storyboard   q       Spa:al  Hierarchy  Storyboard   q       Space-­‐Time  Storyboard   q       Story  Structure  Storyboard   q       Joke  Structure  Storyboard   q       Why-­‐What-­‐How  Storyboard   q       Mission-­‐Vision-­‐Values  Storyboard   q       Enterprise  Value  Storyboard   q       Product  Value  Storyboard   q       Change  Management  Storyboard   q       Blue  Ocean  Strategy  Storyboard   q       Problem-­‐Causes-­‐Solu:ons  Storyboard   q       Problem-­‐Solu:on-­‐Benefit  Storyboard   q       Job-­‐To-­‐Get-­‐Done  Storyboard   q       Industry  Segmenta:on  Storyboard   q       Market  Segmenta:on  Storyboard   q       “CD-­‐MAGICS”  Process  Storyboard   q       Six  Sigma  Storyboard   q       Con:nuous  Disrup:on  Storyboard   q       Red  Ocean  Disrup:on  (ROD)  Storyboard  
  9. 9. Timeline  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Time):   Past   Present   Future                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  10. 10. System  Hierarchy  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (System):   Subsystem   System   Environment                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  11. 11. Spa:al  Hierarchy  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Space):   Level  1   Level  2   Level  3                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  12. 12. Space-­‐Time  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Space-­‐Time):   Beginning   Middle   End                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  13. 13. Story  Structure  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Story):   Act  1   Act  2   Act  3                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  14. 14. Joke  Structure  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Joke):   INTRODUCTION   SET  UP   PUNCHLINE                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  15. 15. Why-­‐What-­‐How  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (3  QuesNons):   How?   What?   Why?                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  16. 16. Mission-­‐Vision-­‐Values  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (MVV):   Values   Vision   Mission                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  17. 17. Present  Value  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Value):   System   (OrganizaNon)   +:  Posi:ve  Effect   (Advantage/Strength)     -­‐:  Nega:ve  Effect   (Disadvantage/Weakness)                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  18. 18. Enterprise  Value  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Value):   Enterprise   (OrganizaNon/System)   +:  Posi:ve  Effect  (Delight)   (Advantage/Strength)     -­‐:  Nega:ve  Effect  (Pain)   (Disadvantage/Weakness)                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  19. 19. Product  Value  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Value):   Product   (Object/System)   +:  Desirable  Effect  (Delight)   (Advantage/Strength)     -­‐:  Undesirable  Effect  (Pain)   (Disadvantage/Weakness)                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  20. 20. Change  Management  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Change):   What  to  Change?   How  to  Change?   To  What  to  Change?                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  21. 21. Blue  Ocean  Strategy  (BOS)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Strategy):   Red  Ocean   (“Suck”)   Blue  Ocean  Strategy   (Value  InnovaNon  TacNcs/AcNons)   Blue  Ocean   (“Insanely  Great”)                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  22. 22. Problem-­‐Causes-­‐Solu:ons  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Customer  Archetype/Decision-­‐Criteria  Hypotheses):   CAUSES   (Hypotheses)   SOLUTIONS   (Hypotheses)                                                                 PROBLEM   (Hypotheses)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  23. 23. Problem-­‐Solu:on-­‐Benefit  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Value  ProposiNon):   PROBLEM   BENEFIT   SOLUTION                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  24. 24. Job-­‐To-­‐Get-­‐Done  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Job-­‐To-­‐Get-­‐Done):   CORE   JOB-­‐TO-­‐GET-­‐DONE     PERIPHERAL   JOB-­‐TO-­‐GET-­‐DONE       REMOTE   JOB-­‐TO-­‐GET-­‐DONE                                                                     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  25. 25. Industry  Segmenta:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Industry  SegmentaNon):     INDUSTRY         SECTOR       ARENA   (LINE  OF  BUSINESS)                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  26. 26. Market  Segmenta:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Market  SegmentaNon):   TARGETED  MARKET   (Niche/Unique  Reach)     “SERVABLE”  MARKET   (Own  Channel  Reach)       TOTAL  MARKET   (Industry  Reach)                                                                     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  27. 27. “CD-­‐MAGICS”  Process-­‐Storyboard   Sheet  1  of  3   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Process):   C:  Collect     D:  Define     M:  Measure                                                                     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  28. 28. “CD-­‐MAGICS”  Process-­‐Storyboard   Sheet  2  of  3   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Process):   A:  Analyze     G:  Generate     I:  Implement                                                                     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  29. 29. “CD-­‐MAGICS”  Process-­‐Storyboard   Sheet  3  of  3   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Process):   C:  Control         S:  Share                                                                     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  30. 30. Six  Sigma  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (“DMAIC”  Process):   D:  Define           D:  Define                 M:  Measure   A:  Analyze   I:  Improve   C:  Control     C:  Control         M:  Measure               A:  Analyze                     I:  Improve                 #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  31. 31. Con:nuous  Disrup:on  (CD)  Storyboard  -­‐  Annotated   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   VISION  (“LEAP  OF  FAITH”)   (Customer  Segment/“Tribe”):     CUSTOMER     STORY           D:  Define  Problem                     BUSINESS     STORY   B:  Build  SoluNon         LEARNING   STORY   L:  Learn  What’s  Valued             M:  Measure  Problem     A:  Analyze  Problem         I:  Improve  SoluNon       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  32. 32. Red  Ocean  Disrup:on  (ROD)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   VISION  (“LEAP  OF  FAITH”)   (Customer  Segment/“Tribe”):   PRESENT   PERFORMANCE   (“RED  OCEAN”)   STRATEGY,   BUSINESS  MODEL,  AND   EXECUTION  CYCLE   FUTURE   PERFORMANCE   (“BLUE  OCEAN”)                                                                                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  33. 33. Red  Ocean  Disrup:on  (ROD)  Storyboard  -­‐  Annotated   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   VISION  (“LEAP  OF  FAITH”)   (Customer  Segment/“Tribe”):     PRESENT     PERFORMANCE     (“RED  OCEAN”)         PRODUCT/SERVICE/TOOL                   PAIN  (-­‐)           STRATEGY,   BUSINESS  MODEL,  AND   EXECUTION  CYCLE   FUTURE   PERFORMANCE   (“BLUE  OCEAN”)       STRATEGY             PRODUCT/SERVICE/TOOL             BUSINESS  MODEL/RESOURCES             PAIN  (-­‐)             DELIGHT  (+)   EXECUTION  CYCLE   DELIGHT  (+)                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  34. 34. Classic  Leaner  Startup  Standardiza:on     Simply  Organize  and  Share  Ideas   Especially  in   Leaner  Startup  Projects  
  35. 35. CLASSIC  LEANER  STARTUP  STANDARDIZATION:  11  Classic  Value  InnovaNon  Storyboards   q       Lean  Startup  Principles-­‐Storyboard   q       Analog-­‐An:log  Storyboard   q       Leaner  Startup  Outcomes-­‐Storyboard   q       Vision-­‐Strategy-­‐Product  Storyboard   q       Build-­‐Measure-­‐Learn  Storyboard   q       Validated  Learning  Storyboard   q       Cohort  Analysis-­‐Storyboard   q       Kanban  Storyboard   q       Lean  Startup  Way-­‐Storyboard   q       9  Whys-­‐Storyboard   q       9  Hows-­‐Storyboard  
  36. 36. Lean  Startup  Principles-­‐Storyboard   Sheet  1  of  2   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Principles):   L  E  A  N        S  T  A  R  T  U  P        M  E  T  H  O  D   (Based  on  Eric  Ries’s  Book,  “The  Lean  Startup”)   1.  “Entrepreneurs  are              everywhere”   2.  “Entrepreneurship  is              management”   3.  “Validated              learning”                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  37. 37. Lean  Startup  Principles-­‐Storyboard   Sheet  2  of  2   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   OBJECT   (Principles):   L  E  A  N        S  T  A  R  T  U  P        M  E  T  H  O  D   (Based  on  Eric  Ries’s  Book,  “The  Lean  Startup”)   4.  “Build-­‐Measure-­‐              Learn”   5.  “Innova:on              accoun:ng”                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  38. 38. An:log-­‐Analog  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   ANTILOG   ANALOG   LEAP  OF   FAITH   “There  is  nothing  intrinsically  wrong  with     basing  strategy  on  comparisons  to  other  companies  and  industries.   In  fact,  that  approach  can  help  you   discover  assump:ons  that  are  really  leaps  of  faith.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  39. 39. An:log-­‐Analog  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   drives   delivers   ANTILOG   ANALOG   requires       Product/Service/Business               requires   Product/Service/Business         LEAP  OF  FAITH   (VISION:  Value  Curve)   Product/Service/Bus.   (Minimum  Viable   Prototype)       +:  Delight   +:  Delight   +:  Delight                             -­‐:  Pain   -­‐:  Pain   -­‐:  Pain                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  40. 40. Leaner  Startup  Outcomes-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Problem-­‐ Solu:on  Fit   Product-­‐   Market  Fit   Radically  Successful  and   Sustainable  Business   “A  startup  can  evaluate  whether   it  is  gecng  closer  to  product/market  fit  as  it  tunes  its  engine  [of  growth]  by   evaluaNng  each  trip  through  the  Build-­‐Measure-­‐Learn  feedback  loop  using   innova:on  accoun:ng.   What  really  maders  is   not  the  raw  numbers  or  vanity  metrics   but  the  direc:on  and  degree  of  progress.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  41. 41. Leaner  Startup  Outcomes-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   drives   delivers   PROBLEM/SOLUTION   FIT   requires   PRODUCT/MARKET   FIT   requires   RADICALLY  SUCCESSFUL   AND  SUSTAINABLE   BUSINESS                                                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  42. 42. Vision-­‐Strategy-­‐Product  (Planning)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   PRODUCT   STRATEGY   VISION   “Startups  also  have  a  true  north,  a  desNnaNon  in  mind:     crea@ng  a  thriving  and  world-­‐changing  business.   I  call  that  a  startup’s  vision.   To  achieve  that  vision,   startups  employ  a  strategy,    which  includes  a  business  model,  a  product  map,  a  point  of  view  about   partners  and  compe:tors,  and  ideas  about  who  the  customer  will  be.”   The  product  is  the  end  result  of  this  strategy.”   PRODUCT     Eric  Ries  in  his  book,  “The  Lean  Startup”     STRATEGY   VISION  
  43. 43. Vision-­‐Strategy-­‐Product  (Planning)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   drives   delivers   PRODUCT   STRATEGY   requires   requires   VISION   (Leap  of  Faith/Criteria)                                                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  44. 44. Vision-­‐Strategy-­‐Product  (Planning)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   drives   delivers   PRODUCT   STRATEGY   requires                         Business  Model               requires   VISION   (Leap  of  Faith/Criteria)           Product  Map                       Partners/Compe:tors/     Customer  Segment                 #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  45. 45. Build-­‐Measure-­‐Learn  (Execu:on)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   BUILD   MEASURE   LEARN   “Although  we  write  the  feedback  loop  as   Build-­‐Measure-­‐Learn   because  the  [execu:on]  acNviNes  happen  in  that  order,   our  planning  really  works  in  the  reverse  order:   we  figure  out  what  we  need  to  learn,   use  innova@on  accoun@ng  to  figure  out   what  we  need  to  measure  to  know  if     we  are  gaining  validated  learning,  and  then   figure  out  what  product  we  need  to  build  to     run  that  experiment  and  get  that  measurement.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  46. 46. Build-­‐Measure-­‐Learn  (Execu:on)  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   BUILD     Product  (Prototype)   delivers   MEASURE     Data   requires   drives   LEARN     Ideas   requires                                                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  47. 47. Validated  Learning  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   WHAT  WE   LEARNED   WHAT  WE   DID   WHAT  WE   THOUGHT   “Startups  exist  not  just  to  make  stuff,  make  money,  or  even  serve  customers.   They  exist  to  learn  how  to  build  a  sustainable  business.   This  learning  can  be  validated  scienNfically  by   running  experiments  that  allow  entrepreneurs  to  test  each  element  of  their  vision.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  48. 48. Validated  Learning  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   WHAT  WE  LEARNED   (Insights;  Lessons)   WHAT  WE  DID   (Test;  Facts)     WHAT  WE  THOUGHT   (Hypotheses;  Theory)                                                                     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  49. 49. Cohort  Analysis-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   COHORT  A   COHORT  B   CONCLUSION   “This  [cohort  analysis]   is   one  of  the  most  important  tools  of  startup  analy:cs.   Although  it  sounds  complex,  it  is  based  on  a  simple  premise.   Instead  of  looking  at  cumula@ve  totals  or  gross  numbers  such  as   total  revenue  and  total  number  of  customers,   One  looks  at  the  performance  of  each  group  of  customers   that  come  into  contact  with  the  product  independently.   Each  group  is  called  a  cohort.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  50. 50. Cohort  Analysis-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   COHORT  A   COHORT  B       q  Engagement             q  Engagement           q  AcquisiNon     q  AcquisiNon   q  AcNvaNon             q  RetenNon   q  AcNvaNon             q  RetenNon   q  Referral   q  Referral   CONCLUSION   (Insights/Lessons)                     q  Revenue   q  Revenue             #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  51. 51. Kanban  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   DONE   DOING   TO  DO   “The  kanban  rule   permit[s]  only  so  many  stories  in  each  of  four  states.   As  stories  flow  from  one  state  to  the  other,     the  buckets  fill  up.   Once  a  bucket  becomes  full,     it  cannot  accept  more  stories.   Only  when  a  story  has  been  validated  can  it  be  removed  from  the  kanban  board.   If  the  valida:on  fails  and  it  turns  out  the  story  is  a  bad  idea,   the  relevant  feature  is  removed  from  the  product.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  52. 52. Kanban  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   DONE     (Built/Validated)   TO  DO     (Backlog)   DOING     (In  Progress)                                           Validated                           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  53. 53. Lean  Startup  Way-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   PRODUCT   INNOVATION   CUSTOMER   DEVELOPMENT   INNOVATION   ACCOUNTING   “The  Lean  Startup  works  only   if  we  are  able  to  build   an  organiza:on  [a  business  model]  as  adaptable  and  fast  as  the  challenges  it  faces.”     Eric  Ries  in  his  book,  “The  Lean  Startup”     PEOPLE   CULTURE   PROCESS   ACCOUNTABILITY  
  54. 54. Lean  Startup  Way-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   PRODUCT   INNOVATION   MODEL   delivers   requires   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   INNOVATION   ACCOUNTING   MODEL                   People     Culture                     Accountability         Process           #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  55. 55. 9  Whys-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   PROBLEM   (Failure):   WHY?   WHY?   WHY?   “At  the  root  of  every  seemingly  technical  problem   Is   a  human  problem.   Five  [Nine]  Whys  provides  an  opportunity  to     Discover  what  that  human  problem  might  be.”     Eric  Ries  in  his  book,  “The  Lean  Startup”    
  56. 56. 9  Whys-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   PROBLEM   (Failure):   WHY?   WHY?   WHY?                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  57. 57. 9  Hows-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   SOLUTION   (Goal):   HOW?   HOW?   HOW?  
  58. 58. 9  Hows-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   SOLUTION   (Goal):   HOW?   HOW?   HOW?                                                                   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  59. 59. Integrated  Leaner  Startup  Standardiza:on     Simply  Organize  and  Share  Ideas   Especially  in   Leaner  Startup  Projects  
  60. 60. Business  Model  Learning  (BML)  Cycle   Quickly  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Measure   (Value  Delivery)   Customer   Development   Model   Business   Model   Product   Innova:on   Model   Build   (Value  Crea@on)   Innova:on   Accoun:ng   Model   Learn   (Value  Sharing)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  61. 61. The  Integrated  Value  Innova:on  Storyboard   Is   a  Category  of  Value  Innova:on  Storyboards   For  Simply  IllustraNng  &  ValidaNng  the  Logic  of   Leaner  Startup  (Lifecycle  Value)  Innova:on   as  well  as   Strategic  Planning  and  Project  Management     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  62. 62.  INTEGRATED  Value  Innova:on  Storyboard   The  One  Storyboard  for  Simply  Transla@ng  Eric  Ries’s  Lean  Startup  Ideas,  Principles,  and  Method  into  Reality   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on   Value  Delivery   Value  Sharing  (Profit)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  63. 63.  INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   Value  Delivery:   MEASURE   Value  Sharing  (Profit):   LEARN     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  64. 64. INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   Value  Sharing  (Profit):   LEARN   CUSTOMER   DEVELOPMENT   MODEL   INNOVATION   ACCOUNTING   MODEL     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  65. 65. INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   delivers   requires   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  66. 66. INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   delivers   requires   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL                                                             PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  67. 67. INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   delivers   requires   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL                                                             PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  68. 68.  INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   delivers   requires   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL   Inputs/Partners         Product/Value  Proposi:on         Cost  (Pain)         Internal  Resources         Channels  &  Rela:onships         Revenue  (Delight)         Processes/Ac:vi:es         Customer/Job-­‐To-­‐Get-­‐Done         PROFIT  (VALUE)           PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  69. 69. INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   Inputs/Partners         require(s)   drives   affect(s)   deliver(s)   Processes/Ac:vi:es         require(s)   delight(s)   Channels  &  Rela:onships         require(s)   INNOVATION   ACCOUNTING   MODEL   requires   Product/Value  Proposi:on         Internal  Resources         require(s)   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   delight(s)   requires   Cost  (Pain)         Revenue  (Delight)         drive(s)   Value  Crea1on:   BUILD   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Customer/Job-­‐To-­‐Get-­‐Done     delights       PROFIT  (VALUE)           PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  70. 70.  LEANER  STARTUP  MODEL:  Defini:on  of  Terms  on  9  Storycards  of  Value  Innova:on  Storyboard    Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   Inputs/Partners   q  Key  informa@on,  materials,  labor,   capital,  and  partners  that  are   required  to  create  a  given  output   (product/service)  for  customers   require(s)   affect(s)   Internal  Resources   q  Physical,  intellectual,  emo@onal,   and  spiritual  assets  for  trans-­‐ forming  inputs  into  a  valuable  or   desirable  output  for  customers   require(s)   deliver(s)   Processes/Ac:vi:es   q  How  the  organiza@on  transforms   inputs  into  a  desirable  output   (tool/product/service)  as  well  as   creates  compe@@ve  advantage   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   drives   INNOVATION   ACCOUNTING   MODEL   requires   Cost  (Pain)   Product/Value  Proposi:on   q  Output  –  tool,  product,  service,   requires   or  informa@on  –  that  is  offered  to   or  exchanged  with  a  customer   usually  for  compensa@on  (fee)   require(s)   delight(s)   Channels  &  Rela:onships   q  Place  and/or  way  of  delivering   output  to  customers  as  well  as   for  customers  to  request/acquire   the  output  (product/service)     require(s)   delight(s)   Customer/Job-­‐To-­‐Get-­‐Done   q  Someone  who  experiences  great   pain  in  using  exis@ng  tools  to  get   a  job  done  and  for  whom  a  new   tool  solves  a  cri@cal  problem   q  Generated  nega@ve   impact,  effect,  or  result   that  is  usually  measured   in  monetary  unit   Revenue  (Delight)   q  Generated  posi@ve   impact,  effect,  or  result   that  is  usually  measured   in  monetary  unit   drive(s)   Value  Crea1on:   BUILD   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   delights   PROFIT  (VALUE)   q  Net  posi@ve  impact,  effect   or  result  that  is  usually   measured  in  monetary   unit  or  efficiency  terms     PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  71. 71.  INTEGRATED  Value  Innova:on  Storyboard  FOR  A  “RADICALLY  SUCCESSFUL  BUSINESS  (RSB)”   Dropbox,  Inc.  Before  Problem-­‐Solu1on  Fit  &  Product-­‐Market  Fit   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   Inputs/Partners         require(s)   drives   affect(s)   deliver(s)   Processes/Ac:vi:es         require(s)   delight(s)   Channels  &  Rela:onships         require(s)   INNOVATION   ACCOUNTING   MODEL   requires   Product/Value  Proposi:on         Internal  Resources         require(s)   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   delight(s)   requires   Cost  (Pain)         Revenue  (Delight)         drive(s)   Value  Crea1on:   BUILD   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Customer/Job-­‐To-­‐Get-­‐Done     delights       PROFIT  (VALUE)           PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  72. 72.  INTEGRATED  Value  Innova:on  Storyboard  FOR  A  “RADICALLY  SUCCESSFUL  BUSINESS  (RSB)”   Dropbox,  Inc.  AKer  Product-­‐Market  Fit   Value  Crea1on:   BUILD   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   drives   INNOVATION   ACCOUNTING   MODEL   requires   affect(s)   Internal  Resources   q  Staff   q  IT  Infrastructure   q  FaciliNes   deliver(s)   Processes/Ac:vi:es   q  Human  Resource  Management   q  Product  Development   q  MarkeNng  &  Sales   q  Cloud  File-­‐Sharing  and  Storage   Service   q  Simply  backup  and  share  files   across  computers  and  access   files  from  anywhere   require(s)   delight(s)   Channels  &  Rela:onships   q  Dropbox.com   q  Mobile  Device  with  Dropbox  App   q  Word-­‐of-­‐mouth  (Referral)   q  Automated  Service   q  Community  (Facebook;  etc.)   require(s)   delight(s)   Customer/Job-­‐To-­‐Get-­‐Done   q  “Low  Storage”  Customer   q  “High  Storage”  Customer   q  Job-­‐To-­‐Get-­‐Done:  Transport/ Synchronize  files  across  mul@ple   computers  or  devices   Cost  (Pain)   requires   Cost  Items   q  Staff   q  IT  Infrastructure   q  FaciliNes   Revenue  (Delight)   Revenue  Items   q  Free  (“Low  Storagers”)   q  Paid  (“High  Storagers”):              US$240  Million  (2011)   drive(s)   q  Amazon  Simple  Storage  Service   q  Mobile  Service  Providers   q  Social  Network  (Facebook)     require(s)   Value  Sharing  (Profit):   LEARN   Product/Value  Proposi:on   Inputs/Partners   require(s)   CUSTOMER   DEVELOPMENT   MODEL   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   delights   PROFIT  (VALUE)   q  Profit   q  Freemium  Business   Model   q  Blue  Ocean  Vision     PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  73. 73.  10  STEPS  FOR  USING  THE  INTEGRATED  VALUE  INNOVATION  STORYBOARD   Value  Innova@on  Storyboard  or  Lifecycle  Value  Innova@on  to  Create  Radically  Successful  Businesses   ①  Formulate  Your  Business  Vision  or  Customer  Story  Especially  Regarding  a  “Radically  Successful  Business  (RSB)”,  Profit   (Margin),  Big  Urgent  Market  Problem  (BUMP),  and/or  Trade-­‐off  In  Your  Arena   ②  Select  and  Field-­‐test  a  Generic  Business  Strategy  for  Achieving  the  Vision  While  Using  the  Mantra  of  “Get  Out  Of  the   Building”  and/or  Landing  (Minimal)  Webpage   ③  Talk  to  and  Gain  Insights  From  Customer  Archetypes  Especially  Regarding  Jobs-­‐To-­‐Get-­‐Done,  Tools,  and  Trade-­‐offs   ④  Decide  What  Business/Industry/Sector  You  Are  In  and  Select  Best  Available  Product  (Analog/An:log)  as  “Red  Ocean”   Minimum  Viable  Product  (MVP)   ⑤  Explore  ExisNng  Problem-­‐Solu:on  Fit  for  Unserved/Underserved  Customer  Archetypes  or  “DissaNsfiers”   ⑥  Make  a  Pivot  or  Structural  Change  to  Your  Lean  Startup  Model  for  “Red  Ocean”  Minimum  Viable  Product  (MVP),  if   There  Exists  a  Strong  Problem-­‐SoluNon  Fit  with  ExisNng  (“Red  Ocean”)  Tools  or  Analogs   ⑦  Formulate  and  Field-­‐test  a  DifferenNated  Value  Proposi:on  (Benefits/SpecificaNons/Features  of  Prototypes)  for   Targeted  Customer  Archetypes  Especially  By  Prototyping  a  Pivoted  or  “Blue  Ocean”  Minimum  Viable  Product  (MVP)   ⑧  Formulate  and  Field-­‐test  Growth  (Channel)  Hypothesis,  Engines  of  Growth,  and  Value  Hypothesis  (Product-­‐Market   Fit)  for  Pivoted  or  “Blue  Ocean”  MVP   ⑨  Manage  Ac:onable  Metrics  or  Key  Performance  Indicators  to  Validate  the  Logic  of  Norma@ve  Lean  Startup  Model    -­‐   Innova@on  Accoun@ng,  Customer  Development,  and  Product  Innova@on  Models  -­‐  for  Radically  Successful  Business  (RSB)   ⑩  Summarize  Validated  Learning  (Insights;  Lessons  Learned)  &  Decide  Whether  to  Persevere  or  Pivot  (Strategy/Vision)       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  74. 74.  10  STEPS  FOR  USING  THE  INTEGRATED  VALUE  INNOVAITON  STORYBOARD    Value  Innova@on  Storyboard  for  Lifecycle  Value  Innova@on  to  Create  Radically  Successful  Businesses   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   CUSTOMER   DEVELOPMENT   MODEL   requires   Inputs/Partners         require(s)   require(s)   Internal  Resources     0       require(s)   deliver(s)    PRODUCT  (Analog;  An@log)   8.3   require(s)   8.2   INNOVATION   ACCOUNTING   MODEL   requires   Cost  (Pain)     9.2       requires   8.4   delight(s)   Channels  &  Rela:onships     8.1       Processes/Ac:vi:es         4   drives   Product/Value  Proposi:on     7       affect(s)   Value  Sharing  (Profit):   LEARN   delight(s)   Revenue  (Delight)     9.1       drive(s)   Value  Crea1on:   BUILD   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   PROFIT  (VALUE)     10       Customer/Job-­‐To-­‐Get-­‐Done   5     3   delights       2   STRATEGY  (Emergent;  Pivot)   6   1   VISION  (Problems/Plan/Ideas)  
  75. 75. Appendix  
  76. 76. INTEGRATED  LEANER  STARTUP  STANDARDIZATION:  4  Integrated  Value  InnovaNon  Storyboards   q       Integrated  Leaner  Startup  Model-­‐Storyboard   q       Unknown  Business  Model-­‐Storyboard   q       10  Pivot-­‐Storyboard   q       Leaner  Startup  Examples-­‐Storyboard  
  77. 77.  INTEGRATED  Value  Innova:on  Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   delivers   requires   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL   Inputs/Partners         Product/Value  Proposi:on         Cost  (Pain)         Internal  Resources         Channels  &  Rela:onships         Revenue  (Delight)         Processes/Ac:vi:es         Customer/Job-­‐To-­‐Get-­‐Done         PROFIT  (VALUE)           PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  78. 78. Unknown  Business  Model  Storyboard   9  Types  of  Unknowns,  Indeterminacies,  or  Risks  for  VALIDATED  LEARNING  in  an  Embryonic  Leaner  Startup   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   Inputs/Partners         require(s)   drives   affect(s)   deliver(s)   Processes/Ac:vi:es         require(s)   delight(s)   Channels  &  Rela:onships         require(s)   INNOVATION   ACCOUNTING   MODEL   requires   Product/Value  Proposi:on         Internal  Resources         require(s)   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   delight(s)   requires   Cost  (Pain)         Revenue  (Delight)         drive(s)   Value  Crea1on:   BUILD   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Customer/Job-­‐To-­‐Get-­‐Done     delights       PROFIT  (VALUE)           PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  79. 79. Leaner  Startup  Concepts-­‐Storyboard   One-­‐Page  Checklist  of  ASSUMPTIONS  for  Lifecycle  Value  Innova@on  That  Creates  Radically  Successful  Businesses   (Based  on  Eric  Ries’s  Book,  “The  Lean  Startup”)   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   Inputs/Partners         require(s)   drives   affect(s)   deliver(s)   Processes/Ac:vi:es         require(s)   delight(s)   Channels  &  Rela:onships         require(s)   INNOVATION   ACCOUNTING   MODEL   requires   Product/Value  Proposi:on         Internal  Resources         require(s)   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   delight(s)   requires   Cost  (Pain)         Revenue  (Delight)     q  Engagement     q  AcquisiNon;  AcNvaNon     q  RetenNon;  Referral;  Revenue   drive(s)   Value  Crea1on:   BUILD   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   Customer/Job-­‐To-­‐Get-­‐Done     delights       PROFIT  (VALUE)           PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  80. 80. 10  Pivot-­‐Storyboard   10  Pivots:  Based  on  Eric  Ries’s  Catalog  of  Pivots  in  his  book,  “The  Lean  Startup”   Value  Crea1on:   BUILD   Value  Delivery:   MEASURE   delivers   PRODUCT   INNOVATION   MODEL   requires   requires   q Zoom-­‐in  Pivot   requires   q Zoom-­‐out  Pivot   q Plarorm  (Total  SoluNon)  Pivot   affect(s)   require(s)   delight(s)   Channels  &  Rela:onships       q Business  Architecture  Pivot   q Technology  Pivot     q Channel  Pivot   q Engine  of  Growth  Pivot   deliver(s)   Processes/Ac:vi:es         require(s)   delight(s)   Customer/Job-­‐To-­‐Get-­‐Done   q  Customer  Segment  Pivot   q  Customer  Need  Pivot     Cost  (Pain)         Revenue  (Delight)   q Value  Capture  Pivot       drive(s)     Internal  Resources   require(s)   INNOVATION   ACCOUNTING   MODEL   Product/Value  Proposi:on   Inputs/Partners         require(s)   Value  Sharing  (Profit):   LEARN   drives   CUSTOMER   DEVELOPMENT   MODEL   (Problem-­‐SoluNon  Fit;  Product-­‐Market  Fit)   Job-­‐To-­‐   Get-­‐Done   delights   PROFIT  (VALUE)         PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  81. 81. Leaner  Startup  Examples-­‐Storyboard   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Job-­‐To-­‐   Get-­‐Done   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   delivers   requires   Inputs/Partners   CUSTOMER   DEVELOPMENT   MODEL   drives   requires   Product/Value  Proposi:on   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL   Cost  (Pain)       q  Minimum  Viable  Product  (MVP):   SnapTax;  Zappos;  Dropbox;   Aardvark;  USA  Government   (CFPB);  Kodak  Gallery;  Village   Laundry  Service;  Craigslist   q  Waste:   q  Customer  Life:me  Value:   q  Switching  Cost   (  “S:ckiness”):         Internal  Resources   Channels  &  Rela:onships   Revenue  (Delight)   q  Analog:  Walkman  (iPod)   q  An:log:  Napster  (iPod)         q  Viral  Engine  of  Growth  (EOG):   Tupperware;  Hotmail;  Facebook   q  S:cky  EOG:  Tel.  Service  Provider   q  Paid  EOG:  IMVU   q  Ac:onable  Metrics:   IMVU;  Grockit   Processes/Ac:vi:es   Customer/Job-­‐To-­‐Get-­‐Done   PROFIT  (VALUE)   q  Kanban  Board:  Grockit   q  Build-­‐Measure-­‐Learn:  IMVU   q  Pivot:  Groupon;  Path;  Wealth-­‐ front  (KaChing);  VoNzen;  IMVU   q  Small  Batch:  Zappos;  School  of  1   q  5  Whys:  IGN  Ent.;  IMVU   q  Customer  Archetype:  UX  Design   q  Cohorts  (Split-­‐Test):  IMVU   q  Talking  to  Customers:  IMVU   q  Genchi  Gembutsu/“Get  Out  of   Building”:  Toyota  (Sienna);  Intuit       q  Innova:on  Accoun:ng:   IMVU;  VoNzen   q  Validated  Learning:  IMVU   q  Learning  Milestones:   IMVU     PRODUCT  (Analog;  An@log)   STRATEGY  (Emergent;  Pivot)   VISION  (Problems/Plan/Ideas)   #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  82. 82. Bonus  
  83. 83. INTEGRATED  LEANER  STARTUP  STANDARDIZATION:  7  Global  Value  InnovaNon  Storyboards   q       Leaner  Startup  Plan   q       Trade-­‐off  Map     q       Leaner  Startup  Model  &  Environment   q       Leaner  Startup  Model  &  Global  Environment   q       Leaner  Startup  Model  &  Industry  Environment   q       Leaner  Startup  Model  &  Innova:on  Tac:cs   q       Leaner  Startup  Model  &  SWOT  Analysis  
  84. 84. LEANER  STARTUP  PLAN     4  Pivot  Ques@ons  &  Unique  Kanban  Board   Date:  ………………………………..   Strategy   HOW  to  pivot?   Product   Past  Reality                   Present  Reality       WHAT  to  pivot?             Future  Reality                   TO  WHAT  to  pivot?   Vision   WHY  pivot?   Short/Medium/Long-­‐term     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  85. 85. TRADE-­‐OFF  MAP   4  Generic  Profit  Models,  Winning  Strategies,  and  Value  Proposi@ons   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”     Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  ………………..…..……..……. …………  ……………………………………………………………………….…………….………….……………….   Blue  Ocean   Profit  Model/   Strategy/   Value  Proposi@on   (+):  DELIGHT:   Revenue   Sweet  Spot   Profit  Model/   Strategy/   Value  Proposi@on   Luxury  Spot   (“Differen@a@on”)   Luxury  Spot   Profit  Model/   Strategy/   Value  Proposi@on   Disrup:on  Spot/Lean   (“Low  Cost”)   Disrup1on  Spot   Profit  Model/   Strategy/   Value  Proposi@on   Strategic   Choice   Key   Profitable  Model     Unprofitable  Model   (-­‐):  PAIN:  Cost     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  86. 86.  INTEGRATED  LEANER  STARTUP  MODEL:  Showing  the  Environment   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   CUSTOMER   DEVELOPMENT   MODEL   ENVIRONMENT   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  87. 87.  INTEGRATED  LEANER  STARTUP  MODEL:  Showing  Forces  of  the  Global  Environment   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   Market  Ecosystem  (ME):  Demand   Industry  Ecosystem  (IE):  Supply   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  88. 88.  INTEGRATED  LEANER  STARTUP  MODEL:  Showing  Porter’s  Forces  of  the  Industry  Environment   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   Value  Crea1on:   BUILD   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   CUSTOMER   DEVELOPMENT   MODEL   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL   Threat  of  Subs:tute  Products  or  Services   Bargaining  Power  of  Customers   Bargaining  Power  of  Suppliers   Threat  of  New  Entrants     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  89. 89.  INTEGRATED  LEANER  STARTUP  MODEL:  Showing  “E.R.I.C.”  Value  InnovaNon  TacNcs   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   C:  Create   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   CUSTOMER   DEVELOPMENT   MODEL   R:  Reduce   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL    I:  Increase   E:  Eliminate   Value  Crea1on:   BUILD     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
  90. 90.  INTEGRATED  LEANER  STARTUP  MODEL:  Showing  Elements  of  SWOT  Analysis   Simply  Share  Ideas  for  Strategic  Planning,  Leaner  Startup  Innova@on,  and  Project  Management   O:  OPPORTUNITIES  (+)   PRODUCT   INNOVATION   MODEL   Value  Delivery:   MEASURE   CUSTOMER   DEVELOPMENT   MODEL   T:  THREATS  (-­‐)   Value  Sharing  (Profit):   LEARN   INNOVATION   ACCOUNTING   MODEL    S:  STRENGTHS  (+)   W:  WEAKNESSES  (-­‐)   Value  Crea1on:   BUILD     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hLp://businessmodels.ning.com  &  hLp://twiLer.com/RodKuhnKing  
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