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UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas as a Universal Problem Solving (UPS) Canvas
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UNLEASH THE POWER OF THE BUSINESS MODEL CANVAS: Use the Business Model Canvas as a Universal Problem Solving (UPS) Canvas

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Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would …

Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.

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  • 1. The  Tug  of  War  of  the  Business  Model  Canvas   Business  Model  Canvas  is   Business  Model  Canvas  is   NOT   TOO  ABSTRACT,   A  SEAMLESS  PLATFORM   NOT  ACTIONABLE,     FOR  TOOLS  OF  PLANNING,   NOT  METRICS-­‐DRIVEN,  AND   CHANGE  MANAGEMENT,     NOT  DYNAMIC     SUPPLY  CHAIN  MNGT,   FOR  STARTUPS     AND  PROBLEM  SOLVING   Business  Model  Canvas   Pragma9sts   Job:  Document  and  Develop  Business  Models   Visionaries   (Entrepreneurs/Startups/   (Customer  Archetypes)   (Corporate  Planners/Strategists/   Product  Developers/Managers)   Consultants/Leaders)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing  
  • 2. HEROES                  UNLEASH  THE  POWER  OF  THE  BUSINESS  MODEL  CANVAS   Use  the  Business  Model  Canvas  as  a  Universal  Problem  Solving  (UPS)  Canvas                 Dr.  Rod  King   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs    
  • 3. Proficiency  Pyramid  for  the  Business  Model  Canvas   Use  the  Canvas  for  Business  Model  InnovaKon,  Supply  Chain  Management,  and  Universal  Problem  Solving     Visual  Ideas  Management  (VIM)  Tool   GOLD  Jobs-­‐To-­‐Be-­‐Done   Gold  Level   1.    Universal  OrganizaKon  &  Planning   Lean  OrganizaLonal  Development   (“Blue  Ocean”)   Canvas  =   2.    Universal  Change  Management   Business  Model  Canvas  +   3.    Universal  Problem  Solving,  Design,   Business  Model  Environment  =            and  InnovaKon   SEMPORCES  Chain   4.    Universal  Project  Management   Silver  Level   SILVER  Jobs-­‐To-­‐Be-­‐Done   Lean  OrganizaLonal  Development   (“Brown  Ocean”)          1.    Document  exisKng  SUPPLY  CHAINS     Canvas  =          2.    Analyze,  improve,  and  manage  exisKng  SUPPLY   Business  Model  Canvas  +   Business  Model  Environment  =                    CHAINS   SEMPORCES  Chain          3.    Design  new  including  disrupKve  SUPPLY  CHAINS          4.    Document,  analyze,  improve,  and/or  design                    BUSINESS  ECOSYSTEMS  (INDUSTRIES)   Bronze  Level   BRONZE  Jobs-­‐To-­‐Be-­‐Done   (“Red  Ocean”)   Business  Model   1.    Document  exisKng  BUSINESS  MODELS   Canvas   2.    Analyze,  improve,  and  manage  exisKng  BUSINESS  MODELS   3.    Design  new  including  disrupKve  BUSINESS  MODELS   4.    Document,  analyze,  improve,  and/or  design  personal  BUSINESS  MODELS            (personal/family  LIFE  including  CAREER)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing  
  • 4. BUSINESS  MODEL  CANVAS   (BMC)   A  Visual  Tool  for  DocumenLng  and  Developing  Business  Models  
  • 5. Business  System  Logic  and  2  Levels  of  The  Business  Model  Canvas  Extended  BUSINESS  SYSTEM   (7  Building  Blocks  of  an  Enterprise  Supply  Chain  excluding  Topic  of  “Environment”)   Business  Effect  (Trade-­‐off)   (2  Building  Blocks)  
  • 6. 3  FUNCTIONS  OR  JOBS-­‐TO-­‐BE-­‐DONE  OF  A  BUSINESS  MODEL   Value  ProposiKon   (Offer)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing  
  • 7. The  9  Building  Blocks  of  the  Business  Model  Canvas   CreaKve  Commons  License  (2010).  www.businessmodelgeneraKon.com    
  • 8. Universal  Supply  Chain  (“SIPOCC”)  Logic  and  Swimlanes  of  the  Business  Model  Canvas   Why  the  Business  Model  Canvas  Works  so  Well:  An  Archetype  of  a  Universal  Supply  Chain  System  (-­‐):  PAIN  or  Cost     (+):  DELIGHT  or  Benefit   The  Above  Visual  Layout  by  Dr.  Rod  King  (rodkuhnking@sbcgloba.net)  is  based  on  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 9. Business  Model  Canvas   Strategic  Management  Template  for  DocumenKng  and  Developing  Business  Models  (Enterprise  Supply  Chains)   Key  Partners   Key  Ac9vi9es   Value  Proposi9on   Customer   Customer  Segments   (KP)   (KA)   (VP)   Rela9onships  (CR)   (CS)   Key  Resources   Channels   (KR)   (CH)  Cost  Structure   Revenue  Streams   (C$)   (R$)   CreaKve  Commons  License  (2010).  www.businessmodelgeneraKon.com    
  • 10. THINK  BIG  AND  DIFFERENT  Unleash  the  Power  of  the  Business  Model  Canvas    
  • 11. “You  are  not  here  merely  to  make  a  living.   You  are  here  in  order  to  enable  the  world     to  live  more  amply,   with  great  vision,  with  a  finer  spirit  of  hope  and  achievement.   You  are  here  to  enrich  the  world,  and   you  impoverish  yourself   if  you  forget  the  errand”       Woodrow  Wilson,  USA  President  (1913-­‐1921)  
  • 12. The  Ideal  Business  Model  Canvas     Is    A  Universal  Problem  Solving  (UPS)  Canvas     Is     An  Ideal  Lean  Startup  Cockpit  
  • 13. Use  the  Business  Model  Canvas     In  ConjuncKon  With  the  Workflow  of    The  Universal  Problem  Solving  (UPS)  Cycle    
  • 14. UNIVERSAL  PROBLEM  SOLVING  (UPS)  CYCLE  AND  CANVAS  (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing  
  • 15. Transform     The  Business  Model  Canvas   Into  A  Lean  Organiza9onal  Development  Canvas,     A  Universal  Problem  Solving  and  Supply  Chain  Management  Canvas  
  • 16.                                        Universal  Supply  Chain  Management   8  Levels  for  DocumenKng  and  Managing  Supply  Chains     GLOBAL  Supply  Chain  Management   NATIONAL  Supply  Chain  Management   REGIONAL  Supply  Chain  Management   LOCAL  (Industry/Sector)  Supply  Chain  Management   OrganizaHonal  (Enterprise)  Supply  Chain  Management   Department  Supply  Chain  Management   Team  (Group)  Supply  Chain  Management   Personal  Supply  Chain  Management                                                                                      Level   1 2 3 4 5 6 7 8 Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  • 17. Ecosystem  Logic  and  3  Levels  of  The  Lean  Organiza9onal  Development  Canvas   ECOSYSTEM   (7  Building  Blocks  of  an  Ecosystem  Supply  Chain  including  Topic  of  “Environment”)   Effect  (Trade-­‐off)   (2  Building  Blocks)   Shared  Value  (Result)   (1  Building  Block)  
  • 18. The  10  Blocks  of  The  Lean  Organiza9onal  Development  Canvas   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas  (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 19. Benefits  of  Lean  Organiza9onal  Development  Canvas,     A  Universal  Problem  Solving  and  Supply  Chain  Management  Canvas  
  • 20. 8  BENEFITS  OF  THE  LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS  Advantages  of  a  Canvas  for  Business  Model  InnovaLon,  Supply  Chain  Management,  and  Universal  Problem  Solving     CONCRETE   ACTIONABLE   DYNAMIC  FRAMEWORK         TacKcal  OrganizaKonal  Development   Through  use  of  acKonable  metrics,   Although  the  OrganizaKonal   Canvas  provides  a  concrete   the  TacKcal  OrganizaKonal   Development  Canvas  is  a  snapshot   framework  for  discovering,   Development  Canvas  facilitates  the   of  a  business  model/ecosystem,  it   analyzing,  and  solving  operaKonal   idenKficaKon  of  gaps  as  well  as  and   can  be  made  dynamic  using  the  tool   problems   generaKon  of  remedial  acKons   of  the  Lean  Startup  Cockpit   METRICS-­‐DRIVEN   UNIVERSAL  PLANNING     8  BENEFITS     Performance  perspecKves,   Due  to  the  layout  and  nature  of   OF   indicators,  and  metrics  can  be  added   topics  on  the  Lean  OrganizaKonal   to  the  OrganizaKonal  Development   THE  LEAN  ORGANIZATIONAL   Development  Canvas,  it  can  be  used   Canvas   DEVELOPMENT  CANVAS   for  planning,  organizing,  and     managing  ideas  for  any  system   CHANGE  MANAGEMENT   SUPPLY  CHAIN  MANAGEMENT   UNIVERSAL  PROBLEM  SOLVING         Any  situaKon  of  change   The  Lean  OrganizaKonal  Develop-­‐ The  OrganizaKonal  Development   management  can  be  presented,   ment  Canvas,  in  contrast  to  the   Canvas  can  be  used  for  tacKcal  and   organized,  evaluated,  and  managed   Business  Model  Canvas,  can  be  used   strategic  problem  solving  in  any   using  a  Lean  OrganizaKonal  Develop-­‐ for  planning,  organizing,  evaluaKng,   domain   ment  Canvas   and  managing  any  supply  chain     CreaKve  Commons  License.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  • 21. Tac9cal  Organiza9onal  Development  Canvas  
  • 22. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   TacKcal  Problem  Solving  and  Supply  Chain  Management  Canvas  (Without  Key  Metrics)   Key  Partners   Key  Ac9vi9es   Value  Proposi9on   Customer   Customer  Segments   (KP)   (KA)   (VP)   Rela9onships  (CR)   (CS)   Channels   (CH)   Key  Resources   Environment   (KR)   (Trends/Forces)  (-­‐):  PAIN  (COST)   (+):  DELIGHT  (BENEFIT)  Cost   Revenue  Structure  (C$)   Streams  (R$)    Shared  Value  (PROFIT;  Customer  Experience)   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 23. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   TacKcal  Problem  Solving  and  Supply  Chain  Management  Canvas  (With  Key  Metrics)   Key  Partners   Key  Ac9vi9es   Value  Proposi9on   Customer   Customer  Segments   (KP)   (KA)   (VP)   Rela9onships  (CR)   (CS)   Channels   (CH)   Key  Resources   Environment   (KR)   (Trends/Forces)  (-­‐):  PAIN  (COST)   Material/Info’  Cost:   (+):  DELIGHT  (BENEFIT)   Engagement:                    /AcquisiKon:  Cost   Staffing  Cost:   Revenue   AcKvaKon:  Structure  (C$)   Streams  (R$)   Equipment/Infrastructure/Facility  Cost:   RetenKon:   DistribuKon/LogisKcs  Cost:     Revenue:   Customer  AcquisiKon  Cost:   Referral:    Shared  Value  (PROFIT;  Customer  Experience)   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 24. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   TacKcal  Problem  Solving  and  Supply  Chain  Management  Worksheet  (With  Top  3  Problems  and  Features)   Key  Partners   Key  Ac9vi9es   Value  Proposi9on   Customer   Customer  Segments   (KP)   (KA)   (VP)   Rela9onships  (CR)   (CS)   Channels   (CH)   Top  3  Features   Top  3  Problems   Key  Resources   Environment   (KR)   (Trends/Forces)  (-­‐):  PAIN  (COST)   (+):  DELIGHT  (BENEFIT)  Cost   Revenue  Structure  (C$)   Streams  (R$)    Shared  Value  (PROFIT;  Customer  Experience)   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 25. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   TacKcal  Problem  Solving  and  Supply  Chain  Management  Canvas  (With  Top  3  Problems  and  Features  as  well  as  Key  Metrics)   Key  Partners   Key  Ac9vi9es   Value  Proposi9on   Customer   Customer  Segments   (KP)   (KA)   (VP)   Rela9onships  (CR)   (CS)   Channels   (CH)   Top  3  Features   Top  3  Problems   Key  Resources   Environment   (KR)   (Trends/Forces)  (-­‐):  PAIN  (COST)   Material/Info’  Cost:   (+):  DELIGHT  (BENEFIT)   Engagement:                    /AcquisiKon:  Cost   Staffing  Cost:   Revenue   AcKvaKon:  Structure  (C$)   Streams  (R$)   Equipment/Infrastructure/Facility  Cost:   RetenKon:   DistribuKon/LogisKcs  Cost:     Revenue:   Customer  AcquisiKon  Cost:   Referral:    Shared  Value  (PROFIT;  Customer  Experience)   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 26. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   OperaKonal  Problem  Solving  and  Supply  Chain  Management  Canvas  (With  Top  3  Problems  and  Features  as  well  as  Key  Metrics)   Suppliers/Inputs/   Process/Strategy   Offer   Retailers/Channels/   Customers   Partners   (Product/Service)   CRM/Promo9on   (Problems/Goals/   Jobs-­‐To-­‐Be-­‐Done)   Top  3  Features   Top  3  Problems   Employees/Brand   Environment     (Trends/Forces)         •  SubsLtutes   Machinery/Infra’/   Technology/Place   •  New  Entrants/                CompeLtors  (-­‐):  PAIN  (COST)   Material/Info’  Cost:   (+):  DELIGHT  (BENEFIT)   Engagement:                    /AcquisiKon:  Cost   Staffing  Cost:   Revenue   AcKvaKon:  Structure  (C$)   Streams  (R$)   Equipment/Infrastructure/Facility  Cost:   RetenKon:   DistribuKon/LogisKcs  Cost:     Revenue:   Customer  AcquisiKon  Cost:   Referral:    Shared  Value  (PROFIT;  Customer  Experience)   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 27. Strategic  Organiza9onal  Development  Canvas  
  • 28. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   Strategic  Problem  Solving  and  Supply  Chain  Management  Canvas  (Without  Key  Metrics)   PRODUCT,  ENTERPRISE,  or  ORGANIZATION   Value  Proposi9on   CUSTOMERS   (VP)     Product   Top  3  Features   Top  3  Problems   (Minimum  Viable  Product/   Landing  Page/   Mock-­‐up/Prototype/   Pilot  (Dra_)  SoluLon/   Complete  SoluLon)  (-­‐):  PAIN  (COST)   (+):  DELIGHT  (BENEFIT)  Cost   Revenue  Structure  (C$)   Streams  (R$)    Shared  Value  (PROFIT;  Customer  Experience)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   The  visual  layout  of  the  Strategic  OrgDev  Canvas  is  inspired  by  Osterwalder  &  Pigneur’s  Business  Model  Canvas  (2010)    
  • 29. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   Strategic  Problem  Solving  and  Supply  Chain  Management  Canvas  (With  Key  Metrics)   PRODUCT,  ENTERPRISE,  or  ORGANIZATION   Value  Proposi9on   CUSTOMERS   (VP)     Product   Top  3  Features   Top  3  Problems   (Minimum  Viable  Product/   Landing  Page/   Mock-­‐up/Prototype/   Pilot  (Dra_)  SoluLon/   Complete  SoluLon)  (-­‐):  PAIN  (COST)   (+):  DELIGHT  (BENEFIT)   Engagement:                    /AcquisiKon:   Material/Info’  Cost:  Cost   Revenue  Structure  (C$)   Staffing  Cost:   AcKvaKon:   Streams  (R$)   Equipment/Infrastructure/Facility  Cost:   RetenKon:   DistribuKon/LogisKcs  Cost:     Revenue:   Customer  AcquisiKon  Cost:   Referral:    Shared  Value  (PROFIT;  Customer  Experience)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   The  visual  layout  of  the  Strategic  OrgDev  Canvas  is  inspired  by  Osterwalder  &  Pigneur’s  Business  Model  Canvas  (2010)    
  • 30. ORGANIZATIONAL  DEVELOPMENT  CANVAS   Canvas  for  Universal  Problem  Solving,  Supply  Chain  Management,  and  Lean  AdaptaKon  Cycle  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   The  visual  layout  of  the  Strategic  OrgDev  Canvas  is  inspired  by  Osterwalder  &  Pigneur’s  Business  Model  Canvas  (2010)    
  • 31. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   Workflow,  Language  and  Plakorm  for  Universal  Problem  Solving  (UPS)  Game:  How  Nature  Solves  Problems  (-­‐)   (+)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing  
  • 32. UNIVERSAL  PROBLEM  SOLVING  (UPS)  GAME  ON  THE  LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS   5  Regions  of  AcKvity  on  the  Gameboard  for  Discovering,  ValidaKng,  and  Solving  a  Big  Urgent  Market  Problem  (B.U.M.P.)   SYSTEM  (PRODUCT/TOOL)  BUILDING  &   PLANNING   DISCOVERY  OF  NEED,  JOB,  CONSTRAINT,  OR     EXECUTION   (Value  ProposiKon)   BIG  URGENT  MARKET  PROBLEM  (B.U.M.P.)   (-­‐)   (+)   PERFORMANCE  MEASUREMENT   (InnovaKon  AccounKng)    LEARNING   (ReflecKon  and  Validated  Learning)   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   The  visual  layout  of  the  Strategic  OrgDev  Canvas  is  inspired  by  Osterwalder  &  Pigneur’s  Business  Model  Canvas  (2010)    
  • 33. Example     DropBox’s   Business  Model  (Enterprise  Supply  Chain  of  an  Online  File-­‐sharing  Service)    
  • 34. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS  for  DropBox  (2007)   Strategic  Problem  Solving  and  Supply  Chain  Management  Canvas  (With  Key  Metrics)   PRODUCT,  ENTERPRISE,  or  ORGANIZATION   Value  Proposi9on   CUSTOMERS   (VP)   Low-­‐end  computer   Easy-­‐to-­‐use   users  with  mulKple   file-­‐sharing   devices  and  files   (Cloud-­‐based,  File-­‐hosKng   “Works  like   High-­‐end  computer   Industry)   magic”   users  with  mulKple     devices  and  files   Product   Get  Work  Done     (Minimum  Viable  Product/   Top  3  Features   Top  3  Problems   Screencast/Video/   q  Seamless  experience   q  Difficult  to   Landing  Page/   in  sharing  files   synchronize  files   Mock-­‐up/Prototype/   across  mulKple   q  Access  files  from  any   compuKng   Pilot  (Dra_)  SoluLon/   compuKng  device   devices   Complete  SoluLon)   q  Inaccessible   q  No  flash  drive   files/documents   q  ForgeKng  flash   drives  (-­‐):  PAIN  (COST)   (+):  DELIGHT  (BENEFIT)   Engagement:                    /AcquisiKon:  75,000   Material/Info’  Cost:  Cost   Revenue  Structure  (C$)   Staffing  Cost:   AcKvaKon:   Streams  (R$)   Equipment/Infrastructure/Facility  Cost:   RetenKon:   DistribuKon/LogisKcs  Cost:     Revenue:  Paid  upgrades   Customer  AcquisiKon  Cost:   Referral:    Shared  Value  (PROFIT;  Customer  Experience)   “Simplify  your  life”  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   The  visual  layout  of  the  Strategic  OrgDev  Canvas  is  inspired  by  Osterwalder  &  Pigneur’s  Business  Model  Canvas  (2010)    
  • 35. LEAN  ORGANIZATIONAL  DEVELOPMENT  CANVAS  for  DropBox  (2007)   TacKcal  Problem  Solving  and  Supply  Chain  Management  Canvas  (With  Top  3  Problems  and  Features  as  well  as  Key  Metrics)   Key  Partners   Key  Ac9vi9es   Value  Proposi9on   Customer   Customer  Segments   (KP)   (KA)   (VP)   Rela9onships  (CR)   (CS)   Easy-­‐to-­‐use   Channels   Low-­‐end  computer   file-­‐sharing   (CH)   users  with  mulKple   devices  and  files   •  Website/Emails   “Works  like   •  Viral  MarkeKng:   magic”   Video/Referrals     High-­‐end  computer   users  with  mulKple   Get  Work  Done   devices  and  files     Key  Resources   Top  3  Features   Environment   Top  3  Problems   (KR)   q  Seamless  experience   (Trends/Forces)   q  Difficult  to   in  sharing  files   synchronize  files   Amazon  S3;  Xdrive;   across  mulKple   q  Access  files  from  any   MediaMax;  Box   compuKng   compuKng  device   devices   q  No  flash  drive   Unfair  Adv.   q  Inaccessible   files/documents   Superior   q  ForgeKng  flash   Customer  Experience   drives  (-­‐):  PAIN  (COST)   Material/Info’  Cost:   (+):  DELIGHT  (BENEFIT)   Engagement:                    /AcquisiKon:  75,000  Cost   Staffing  Cost:   Revenue   AcKvaKon:  Structure  (C$)   Streams  (R$)   Equipment/Infrastructure/Facility  Cost:   RetenKon:   DistribuKon/LogisKcs  Cost:     Revenue:  Paid  upgrades   Customer  AcquisiKon  Cost:   Referral:    Shared  Value  (PROFIT;  Customer  Experience)   “Simplify  your  life”   The  Visual  Layout  of  the  TacLcal  OrganizaKonal  Development  Canvas  is  adapted  from  The  Business  Model  Canvas   (www.businessmodelgeneraKon.com)  and  is  licensed  under  the  CreaKve  Commons  A?ribuKon-­‐Share  Alike3.0  Un-­‐ported  License  
  • 36.                                      LEAN  STARTUP  COCKPIT  (LSC)  For  Business  Model  Plan    Date:  …………………………….     QuesKons  for  Dynamically  Organizing  and  Managing  Ideas  Using  a  Universal  Problem  Solving  (UPS)  Canvas     PAST:  Done  (History)   PRESENT:  Doing  (Today)   FUTURE:  To  Do  (Someday)                           WHAT  HAVE  YOU  DONE?   WHAT  ARE  YOU  DOING?   WHAT  DO  YOU  WANT  TO  DO?                 PAST  (“AS  WAS”)   PRESENT  (“AS  IS”)     FUTURE  (“TO  BE”)   Business  Model  Canvas   Business  Model  Canvas   Business  Model  Canvas   (Business  Model/Chain/ (Business  Model/Chain/ (Business  Model/Chain/ Ecosystem)   Ecosystem)   Ecosystem)                                         •  (+):  Strengths   •  (+):  OpportuniLes   •  (-­‐):  Weaknesses   •  (-­‐):  Threats   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  • 37.                                      LEAN  STARTUP  COCKPIT  (LSC)  For  Organiza9onal  Development  Plan    Date:  …………………………….     QuesKons  for  Dynamically  Organizing  and  Managing  Ideas  Using  a  Universal  Problem  Solving  (UPS)  Canvas     PAST:  Done  (History)   PRESENT:  Doing  (Today)   FUTURE:  To  Do  (Someday)                           WHAT  HAVE  YOU  DONE?   WHAT  ARE  YOU  DOING?   WHAT  DO  YOU  WANT  TO  DO?           PAST   PRESENT     FUTURE   Organiza9onal  Dev.  Canvas   Organiza9onal  Dev.  Canvas   Organiza9onal  Dev.  Canvas   (Business  Model/Chain/ (Business  Model/Chain/ (Business  Model/Chain/ Ecosystem)   Ecosystem)   Ecosystem)                                 Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  • 38. Tools  for  the  Universal  Problem  Solving  (UPS)  Cycle  and  Game   UNIVERSAL  PROBLEM  SOLVING  (UPS)  CYCLE  AND  GAME   (Sample  Job/Task:  Discover,  Validate,  and  Solve  a  Big  Urgent  Market  Problem  (BUMP))   Waterfall  (Business)   Planning      Steve  Blank’s  Methodology  of                      Rod  King’s  Visual  Ideas  Management  Tool  of      CUSTOMER  DEVELOPMENT  STACK:          LEAN  STARTUP  COCKPIT:          *    Customer  Development  –          *    Past/Present/Future  Space  of                    Steve  Blank                  Lean  Organiza9onal  Development  Canvas            (5  Regions  of  AcLvity  for  Universal  Problem  Solving)          *    Lean  Startup  (Agile  Product  Development)  -­‐            1.  Problem  (Customer/Niche/Market)  Discovery,                  Eric  Ries                    Analysis,  and  ValidaKon            2.  Planning  (Business  Model/Chain/Ecosystem)          *    Business  Model  Canvas  –          3.  System  (Product)  Building  and  ExecuKon                  Alexander  Osterwalder          4.  Performance  Measurement            5.  Learning  and  ReflecKon   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h?p://businessmodels.ning.com  &  h?p://twi?er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs