ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving                                        ...
ONE-PAGE LEAN STARTUP (4 Improvement/Disruption Questions)                                                  Problem Space ...
ONE-PAGE LEAN STARTUP FOR SYSTEM IMPROVEMENT/DISRUPTION                                                  Problem Space    ...
ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION                                                  Prob...
ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION(Systematic Checklist)                                ...
ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION                                                  Problem S...
ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION(Annotated)                                                ...
ONE-PAGE LEAN STARTUP (4 Bus. Disruption Questions)                                                  Problem Space      Wh...
ONE-PAGE LEAN STARTUP (The 2 Mantras)                                               Problem Space                         ...
ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving                              Problem Sp...
ONE-PAGE LEAN STARTUP (Ries’s LS Methodology)                     Past             Present           Future      CUSTOM...
ONE-PAGE LEAN STARTUP (Lean Startup Journey)                       Past             Present       Future      CUSTOMER/...
“VISIONARY” ONE-PAGE LEAN STARTUP                                    Past             Present           Future   CUSTOM...
ONE-PAGE LEAN STARTUP (Perf. Management)                              Past             Present           Future        ...
ONE-PAGE LEAN STARTUP                                              Past             Present           Future           ...
ONE-PAGE LEAN STARTUP                                              Past             Present           Future           ...
4 APPLICATIONS OF THE TOOL OF ONE-PAGE LEAN STARTUP                                             Open Problem Finding & Sol...
WHAT IS A SOLUTION?           Vision; Leap Of Faith; ‘Hallucination’   A Solution or Scientific Law                   Is  ...
WHAT IS A HYPOTHESIS?        Testable and Falsifiable Speculation (‘Guesstimate’)A Hypothesis, Proposal, or Plan          ...
WHAT IS A FACT?         Evidence or Consensus Reality: Past and Present                     A FactIs Established in Physic...
WE NEED YOUR HELP                                             GIANT Leap of Faith               Our Vision                ...
WE NEED YOUR HELP       What Do You Consider As      Obstacles or Constraints For               TheITENNWH Of             ...
WE NEED YOUR HELP                                        What AreYour Ideas and Suggestions                            For...
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One-Page Visual Model of Eric Ries's Book, "The Lean Startup": A Visual Checklist

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"Extraordinarily Successful Organizations Begin Life as Lean Startup Projects"
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Eric Ries's book, "The Lean Startup", is an excellent book on how to develop startup projects under conditions of great uncertainty; in other words, lean startup projects. Traditional summaries of "The Lean Startup" are in a linear list form. This presentation organizes parts ("Vision"; "Steer"; "Accelerate") and chapters of Eric Ries's book, "The Lean Startup," in the form of a visual model that is called "One-Page Lean Startup." In addition, Eric Ries's phases of "Steer" and "Accelerate" are presented on an S-Curve that illustrates how successful startups evolve. The One-Page Visual Model of Eric Ries's book, "The Lean Startup," can be used as a visual checklist to explain as well as facilitate application of the Lean Startup methodology.

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One-Page Visual Model of Eric Ries's Book, "The Lean Startup": A Visual Checklist

  1. 1. ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving Problem Space Solution Space ITENNCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  2. 2. ONE-PAGE LEAN STARTUP (4 Improvement/Disruption Questions) Problem Space What system to improve/disrupt? Solution Space The 4 Disruption Questions  Why improve/disrupt system?  What system to improve/disrupt?  What system to improve/disrupt to?  How best to improve/disrupt system? ITENNCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  3. 3. ONE-PAGE LEAN STARTUP FOR SYSTEM IMPROVEMENT/DISRUPTION Problem Space What system to improve/disrupt? Solution Space What How What Why system best to system improve/disrupt to improve/disrupt? improve/disrupt to improve/disrupt system? system? to? Present System Process/Strategy Future System Goal/Vision/Mission ITENN Short Term  Medium Term  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  4. 4. ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION Problem Space What customer experience to improve/disrupt? Solution Space What How What Whycustomer experience best to customer experience improve/disrupt to improve/disrupt to customer experience? improve/disrupt? customer experience? improve/disrupt to? Present Customer XP Process/Strategy Future Customer XP Goal/Vision/Mission ITENN Short Term  Medium Term  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  5. 5. ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION(Systematic Checklist) Problem Space What customer experience to improve/disrupt? Solution Space What How What Why customer experience best to customer experience improve/disrupt to improve/disrupt to customer experience? improve/disrupt? customer experience? improve/disrupt to? Present Customer XP Process/Strategy Future Customer XP Goal/Vision/Mission  Customer Ecosystem  Customer Develop- ITENN Customer Ecosystem  Shared Value (Market/Segment) ment (Market/Segment)  Profit  Job To Be Done/  Business Model  Job To Be Done/  Revenue (Streams) Goal/Workflow Mapping/Inno’ Goal/Workflow  Cost (Structure)  Tool or Means  Lean Startup (Agile)  Tool or Means  Delight (+) (Product/Service/  Trends (PESTLIED) (Product/Service/  Pain (-) Brand/Bus. Model/  Competitive Strat. Brand/Bus. Model/  Ideal Final Result Bus. Ecosystem)  Disruptive Innova- Bus. Ecosystem) (IFR)  Outcome/Result tion Strategy  Outcome/Result  Ultimate Leap of  Customer Experi-  Blue Ocean Strategy  Customer Experi- Faith (LoF) ence  Creative Strategy ence  Other Success (Delight/Pain)  TRIZ; CPS; ToC; VDD (Delight/Pain) Criteria (Metrics) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  6. 6. ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION Problem Space What business model to improve/disrupt? Solution Space What How What Why business model best to business model improve/disrupt to improve/disrupt to business model? improve/disrupt? business model? improve/disrupt to? Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Mission ITENN Short Term  Medium Term  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  7. 7. ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION(Annotated) Problem Space What business model to improve/disrupt? Solution Space What How What Why business model best to business model improve/disrupt to improve/disrupt to business model? improve/disrupt? business model? improve/disrupt to? Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Mission  Customer Develop- ITENN Short Term ment  Medium Term  Business Model  Long Term Mapping/Inno’  Lean Startup (Agile)  Trends (PESTLIED) Constraints/Trade-offs  Competitive Strat.  Disruptive Innova- tion Strategy  Blue Ocean Strategy  Creative Strategy  TRIZ; CPS; ToC; VDD Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  8. 8. ONE-PAGE LEAN STARTUP (4 Bus. Disruption Questions) Problem Space What system (product/service; brand; business model; ecosystem) to disrupt? Solution Space ITENNThe 4 Business Disruption Questions Why disrupt system (product/service; brand; business model; ecosystem)? What system (product/service; brand; business model; ecosystem) to disrupt? What system (product/service; brand; business model; ecosystem) to disrupt to? How best to disrupt system (product/service; brand; business model; ecosystem)?Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  9. 9. ONE-PAGE LEAN STARTUP (The 2 Mantras) Problem Space “Get Out Of The Building” ITENN Solution Space “Build-Measure-Learn”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  10. 10. ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving Problem Space CUSTOMER TRADE-OFF DISCOVERY, DIAGNOSIS, AND VALIDATION ITENN Solution Space AGILE PRODUCT/SERVICE (Ecosystem/Business Model) INNOVATIONCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  11. 11. ONE-PAGE LEAN STARTUP (Ries’s LS Methodology)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… Unique Summary and Visual Model of Eric Ries’s Book, “The Lean Startup” MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END (Value/  STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP Why?) - Leap (Big Problem; Vision/Hypotheses/Value (Proposition))  SHARED - Test (Criteria for Problem; Minimum Viable Product(MVP)) DREAM/ - Measure (Actionable Metrics for Customer Growth) - Pivot (or Persevere) ITENN VISION (Strategy/Business Model/Customer Ecosystem) - Start - Define  ACCELERATE: LAUNCH-SCALE - Learn - Experiment - Batch (Size/Version; Time/Cycle) Elimination of - Grow (Engines of Customer Growth) Big Urgent - Adapt (Adaptive Org./5 Whys) Market - Innovate (Disruptive Inno.) Problems (BUMPs) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  12. 12. ONE-PAGE LEAN STARTUP (Lean Startup Journey)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………… 4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolutionary Hypotheses vs. Reality) Customer Experience, Happiness, or Value Fault (Line) SHARED DREAM/ VISION: = Delight/Pain ITENN Traditional/Hypothetical Ecosystem Demand Ideal Final Result (Market, Industry, Enterprise, or Technology) (IFR) Requirements for Insanely Great Chasm Customer (Traction; Tipping Point; Experience Product-Market Fit) Time Infancy Growth Maturity Renewal (Prototype) (Optimize) (Scale) (Renew) Angel Funding Seed Funding Venture Funding (Up to $100,000) ($100,000-$1M) ($1M-$5M) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  13. 13. “VISIONARY” ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) END (Resources: People/Culture-Process/Strategy-Product/Service) (Value) SHARED DREAM/ VISION ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  14. 14. ONE-PAGE LEAN STARTUP (Perf. Management)  Past  Present  Future CUSTOMER TRADE-OFF DASHBOARD (Aspiration Map) ITENN ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/ Business DNA Map/ MegaMarketing Model)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  15. 15. ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER PERSONA, TRADE-OFF, AND PAINCUSTOMER TRADE-OFF DASHBOARD Hypotheses/Scenario/Story ECOSYSTEM DASHBOARD PRODUCT CUSTOMER GROWTH VALUE CREATION (VALUE PROPOSITION) (MARKET) (VISION/EXPERIENCE/PROFIT) Hypotheses/Scenario/Story Hypotheses/Scenario/Story Hypotheses/Scenario/Story ITENNCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  16. 16. ONE-PAGE LEAN STARTUP  Past  Present  Future Problem Space (Established/Unestablished) ITENN Solution Space (Established/Unestablished)Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  17. 17. 4 APPLICATIONS OF THE TOOL OF ONE-PAGE LEAN STARTUP Open Problem Finding & Solving: What way or domain is your focus? “SOLUTION SPACE” (Product) Established Solution Unestablished Solution (Established Product/Service/ (Unestablished Product/ “PROBLEM SPACE” (Market) Tool/Technology) Service/Tool) Established Problem ESTABLISHED BUSINESS ESTABLISHED PROBLEM (Established Market/BUMP/Job/  Established Market (Problem) (Market) SEARCHING FOR  Established Solution UNESTABLISHED SOLUTION Need) (Product/Service/Technology) (Product/Service/Technology)(+): Market Predictability 1 2 ITENNWH “Six Sigma Way”/“Red Ocean Way”/ “Harvard Business School (HBS) ”Business Planning Way” Way”/“Market Planning Way” Unestablished Problem ESTABLISHED SOLUTION Classic LEAN STARTUP (Unestablished Market/BUMP/Job/ (Product/Service/Technology)  Unestablished Problem SEARCHING FOR UNESTABLISHED (Market) Need) PROBLEM (Market)  Unestablished Solution (Product/Service/Technology) 3 4 “MIT University Way”/ “Stanford University (SU) Way”/ “Product (Technology) Planning “Lean Startup Way”/ Way” “Blue Ocean Way”/ “Business Model Way” (-): Product Risk SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  18. 18. WHAT IS A SOLUTION? Vision; Leap Of Faith; ‘Hallucination’ A Solution or Scientific Law Is An Unfalsifiable Hypothesis, ITENNWHAn Unfalsifiable Value Proposition, Or An Unfalsifiable Strategy
  19. 19. WHAT IS A HYPOTHESIS? Testable and Falsifiable Speculation (‘Guesstimate’)A Hypothesis, Proposal, or Plan IsA Speculation ITENNWH or ‘Guesstimate’ That is Unestablished But Testable And Falsifiable
  20. 20. WHAT IS A FACT? Evidence or Consensus Reality: Past and Present A FactIs Established in Physical Reality And ITENNWHCan Independently Be Confirmed To ExistBy a Consensus of Diverse Minds
  21. 21. WE NEED YOUR HELP GIANT Leap of Faith Our Vision Is For TheITENNWH Of Tool “One-Page Lean Startup”To Reach 2 Billion Innovators in 5 YearsThanks For Helping Us Achieve That Vision SHARE WITH 9 COLLEAGUES. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  22. 22. WE NEED YOUR HELP What Do You Consider As Obstacles or Constraints For TheITENNWH Of Tool “One-Page Lean Startup”To Reach 2 Billion Innovators in 5 Years? Thanks SHARE WITH 9 COLLEAGUES. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  23. 23. WE NEED YOUR HELP What AreYour Ideas and Suggestions For ITENNWH Improving The Tool Of “One-Page Lean Startup” Join Us AtVDD University for Lean Startup Project Management SHARE WITH 9 COLLEAGUES. VDD University for Lean Startup Project Management Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

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