The document describes a Value Innovation Storydeck, which is a suite of tools called Value Innovation Storyboards, Storypanels, and Storycards for visually organizing and sharing ideas, especially in lean startup projects. The Storydeck allows users to hierarchically structure topics on Storyboards made of connected Storypanels with Storycards to simply generate, manage and implement ideas. Examples of blank and filled-out Storyboards are provided to illustrate how the Storydeck can be used.

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. 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. “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. 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. 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. 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. Generic
Leaner
Startup
Standardiza:on
Simply
Organize
and
Share
Ideas
Especially
in
Leaner
Startup
Projects

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. “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. “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. “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. 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. 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. 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. 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. Classic
Leaner
Startup
Standardiza:on
Simply
Organize
and
Share
Ideas
Especially
in
Leaner
Startup
Projects

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 9
Hows-­‐Storyboard
Simply
Share
Ideas
for
Strategic
Planning,
Leaner
Startup
Innova@on,
and
Project
Management
SOLUTION
(Goal):
HOW?
HOW?
HOW?

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. Integrated
Leaner
Startup
Standardiza:on
Simply
Organize
and
Share
Ideas
Especially
in
Leaner
Startup
Projects

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Appendix

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. 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. 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. 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. 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. 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. Bonus

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. 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. 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. 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. 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. 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. 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. 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