HEROES                             Think Big and Different           THE ZOOMABLE PROJECT CANVASFOR BUSINESS MODEL IMPROVE...
“Disruptive Innovations         Are Like         MissilesLaunched at Your Business”     Maxwell Wessel & Clayton Christensen
The Greatest Constraint, Risk, or Challenge                          Facing a Typical Startup                             ...
“Most Startups              Lack      A Structured Process           For Testing      Their Business Model[Problem/Solutio...
Good Problem Solvers   – Tacitly and/or Explicitly –        Continuously Use      One Visual Template[The Zoomable Project...
The Visual Structure and Design                Of  The Zoomable Project CanvasAre Based On a Triad of Principles: 1. Disru...
The Zoomable Project Canvas            FeaturesAn Adaptive Project Planning &    Management Framework That Can Respond and...
Use   The Zoomable Project Canvas     To Scalably and AdaptivelyDesign Business Models and Startups            As Well As ...
The Zoomable Project Canvas  Can Also Be Used As A Platform ForFacilitating, Presenting, and Integrating The Following Too...
Zoomable Project Canvases            Of4 Disruptive Lean Startups
ZOOMABLE PROJECT CANVAS: System Improvement/Disruption of ……………………                                             Problem Spa...
ZOOMABLE PROJECT CANVAS (ZPC) for PRODUCT IMPROVEMENT/DISRUPTION                                                  Problem ...
ZOOMABLE PROJECT CANVAS (ZPC) for BUSINESS MODEL IMPROVEMENT/DISRUPTION                                                  P...
Apple’s PROJECT CANVAS: Business Model Improvement/Disruption of Smartphone IndustryTelecommunications              Proble...
Netflix’s PROJECT CANVAS: Business Model Improvement/Disruption of BlockbusterHome Entertainment                Problem Sp...
Cirque du Soleil’s PROJECT CANVAS: Business Model Improvement/Disruption of Circus IndustryEntertainment                  ...
Google’s PROJECT CANVAS: Business Model Improvement/Disruption of Search Engine IndustryInformation Technology            ...
Visual Checklists
“Everyone Has a Plan        Until They Get Punched        ITENNWH    In the Face”       Mike Tyson
Strategies Change.        The ONLY Constant In       Business, War, and Life                   Is             The Set of  ...
THE 3 PRINCIPLES OF THE ZOOMABLE PROJECT CANVAS          Inherent in the    Visual Design and Use of  The Zoomable Project...
PRINCIPLE OF DISRUPTIVE EVOLUTION OF S-WAVE             “The Value of     A Living System or Organism Follows the Shape of...
PRINCIPLE OF UNIVERSAL PROBLEM SOLVING                     “Good Problem Solvers                                    In All...
PRINCIPLE OF STRATEGY-AND-TACTICS INTEGRATION     “Successful Leaders and Projects                          Adaptively Int...
Visual Checklist for CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION                                                  Problem S...
CUSTOMER ACQUISITION PYRAMID: Getting Massive Customer Buy-in (Early Adopters)Disruption Question: ……………………………………………………………...
CUSTOMER ACQUISITION PYRAMID for Zoomable Project Canvas (ZPC) Disruption Question: How best to get massive customer buy-i...
EPILOG
“We’re Good at Solving Problems              But              ITENNWH Not So Good At Defining Them”            David Murray
“You Have to UnderstandThe Root Cause of the Problem            Before             ITENNWH      You Can DevelopHypothesis ...
Entrepreneurs                 AreInventive Problem Finders and Solvers.         Successful EntrepreneursConstantly Discove...
BUT,   How Do Successful Entrepreneurs                  Really     Discover Customer Problems                   ITENNWH   ...
MY PRIMARY FALSIFIABLE HYPOTHESISZoomable Project Canvas (ZPC) for Modeling and Validating Problem-Hypotheses As Well As S...
MY SECONDARY FALSIFIABLE HYPOTHESISExisting Tools for Business Planning and Strategic Planning as well as Business Model I...
BUT,                                             What Are                                               Benefits,         ...
The Zoomable Project Canvas                   Provides  A Universal “DNA” Layout and Language                  As Well As ...
The Zoomable Project Canvas                Refers to  A Zoomable Story Canvas (Platform)                     For     Simpl...
THE ZOOMABLE PROJECT          CANVAS            As                                                      ITENNWH     A Visu...
ZOOMABLE PROJECT CANVAS (ZPC): Organic Perspective                                                  Problem Space         ...
ZOOMABLE PROJECT CANVAS (ZPC): The 2 Mantras                                           Problem Space                      ...
ZOOMABLE PROJECT CANVAS (ZPC): Systematic Perspective (4 Solution-Storyboards)                                            ...
ZOOMABLE PROJECT CANVAS (ZPC): Systematic Perspective (The 4 Disruption Questions)                                        ...
ZOOMABLE PROJECT CANVAS (ZPC) for BUSINESS MODEL IMPROVEMENT/DISRUPTION                                                  P...
ZOOMABLE PROJECT CANVAS (ZPC) for MARKETING MODEL IMPROVEMENT/DISRUPTION                                                  ...
“Leaders Need Multiple Perspectives           ToGet a Complete Picture.              AP   Effective LeadersZoom In and Zoo...
BonusLean Startup Project Management
4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT                                             Open Problem Finding & Solvi...
THE DREAM TEAM FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)                                                         Who?    ...
ACTIVITIES OF THE DREAM TEAM FOR LEAN STARTUP PROJECT MANAGEMENT                                                          ...
THE 8 STEPS-KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) BUMP Discovery Project        BUMP-Tool Fitness Pro...
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...
“STRATEGIC” ONE-PAGE LEAN STARTUP (Plan): ……………………….……....… Date: ……...…..…………Client/Customer (Segment/Persona): …………..………...
“TACTICAL” ONE-PAGE LEAN STARTUP                                 Past             Present            Future        CUST...
More …
ZOOMABLE PROJECT CANVAS (ZPC): Complete Overview                      Dream Up and Execute Magical Ideas That Positively C...
PERIODIC TABLE AND JIGSAW PUZZLE FOR MAPPING BUSINESS DNA (MODEL)   Tools, Theories, and Methodologies for Product/Service...
ASPIRATION MAP: Types of Business Models/Startups          A                                Where currently are we? Where ...
E.R.I.C. PRECEDENT MATRIX: Generating Disruptive Ideas & Hypotheses                 CUSTOMER/CLIENT: ………………………………………………………...
Apple’s E.R.I.C. Precedent Matrix for a Disruptive Smartphone                     CUSTOMER/CLIENT: Luxury-spot User of Com...
One Last Thing …
A Game Plan,              Business,         Business Model, or                           ITENNWH        Customer Ecosystem...
LIFECYCLE OF A BUSINESS MODEL (DISRUPTIVE EVOLUTION)         4 Stages or Acts in the Evolution of a Customer Ecosystem or ...
DISRUPTIVE EVOLUTION OF MOST VALUABLE CUSTOMERS (MVC)          Customer Segments for 4 Stages in the Evolution of a Custom...
ONE-PAGE MBA FOR DISRUPTIVE LEAN STARTUPS: FRACTAL S-WAVE            How World-class Innovators Dream Up and Execute Magic...
APPLE’S FRACTAL S-WAVE FOR DISRUPTIVE EVOLUTION            How World-class Innovators Dream Up and Execute Magical Ideas T...
Join us                At         VDD University               ForLean Startup Project Management   http://businessmodels....
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Zoomable Project Canvas for Business Model Improvement and Disruption - vdd university

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There is an emerging school of thought which advocates that startups should ‘pitch’ their business models rather than business plans. Accordingly, startups should present their business model using a one-page business model map such as the Business Model Canvas. Prominent proponents of this school of thought include Steve Blank, Alex Osterwalder, and Nathan Furr. This “Business Model-School of Thought” has an ongoing battle with the “Business Plan-School of Thought.” The war cry of the Business Model-School of Thought is “Burn your business plan.”
But, should the traditional business plan be completely burnt? Should the Business Model Canvas (or derivatives such as the Lean Canvas) be the only document presented such as in Startup Competitions, which are increasingly called “Business Model Competitions”? What about a founder/startup’s Goals, Vision, Mission, and Aspirations which are usually available in a traditional business plan but not directly catered for in the 9 blocks of the Business Model Canvas? How can we have the best of both worlds: obtain the comprehensive view and depth of a business plan while maintaining the relevance and efficiency of one-page business model maps such as the Business Model Canvas (or Lean Canvas)?
The answer may lie in the use of a zoomable but adaptive story canvas – the “Zoomable Project Canvas” - a rudimentary form of which I used in 2007 to obtain venture financing for my visual search engine startup. Over the years, I’ve refined the layout and logic of the zoomable page of the Zoomable Project Canvas, which I consider as a “living organism.” As I read the history of extraordinarily successful startups such as Google, Netflix, and Cirque du Soleil, I cannot help but observe that their story of birth and growth neatly maps into the 4 Improvement/Disruption (I/D) Questions of the Universal Project Canvas.
The 4 Improvement/Disruption Questions are as follows:
#1: What BUSINESS MODEL to improve/disrupt?  Present Business Model
#2: How best to improve/disrupt BUSINESS MODEL?  Process/Strategy
#3: What BUSINESS MODEL to improve/disrupt TO?  Future Business Model
#4: Why improve/disrupt BUSINESS MODEL?  Goal/Vision/Result/Aspirations

The Zoomable Project Canvas is the one tool that can be used as a visual platform for facilitating tools and methodologies such as Brainstorming, Customer Development, Business Model Canvas, Lean Canvas, Business DNA Map, Agile Development, Lean Startup, Six Sigma, TRIZ, and Theory of Constraints.

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  • Ali,
    Thanks so much. I always look forward to reading your insightful comments.
       Reply 
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  • Rod- this is a great presentation as it disrupts conventional thinking. Your canvas is wonderful for it is flexible, adaptive to change and circumvents change. I promoted it on all my subscribed channels.
    It is interesting that you publish this presentation in which we are engaged in a discussion on linkedin strategy group on
    Rapid rate of change is killing strategy, which was started by Torben. Your presentation offers answers to this challenging topic. I expressed myself as follows
    Torben- you give us something to ponder about. Water runs fast, accelerates more, its momentum increases and reverse of water flow takes place. So is change, faster change leading to greater acceleration of change, greater momentum of change is experienced and reverse of direction follows. Thinking of the moment and its huge needs impact require us to be living in the present rather than the future. No time is left for the future because the present time is eating up all our disposable times. Again, your PoV is worth exploring.
    Again, I feel humbled reading your thorough ideas in this super presentation, Rod
       Reply 
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Zoomable Project Canvas for Business Model Improvement and Disruption - vdd university

  1. 1. HEROES Think Big and Different THE ZOOMABLE PROJECT CANVASFOR BUSINESS MODEL IMPROVEMENT AND DISRUPTION Scalably Design Your Disruptive Business Model and Lean Startup As Well As Secure Customer Buy-in and Venture Funding Visual White Paper Dr. Rod King VDD University for Lean Startup Project Management
  2. 2. “Disruptive Innovations Are Like MissilesLaunched at Your Business” Maxwell Wessel & Clayton Christensen
  3. 3. The Greatest Constraint, Risk, or Challenge Facing a Typical Startup Is To Obtain Massive Customer Buy-in; ITENNWH In Short, To Co-discover and Validate A B.U.M.P.: Big Urgent Market Problem Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  4. 4. “Most Startups Lack A Structured Process For Testing Their Business Model[Problem/Solution-] Hypotheses” Steve Blank & Bob Dorf
  5. 5. Good Problem Solvers – Tacitly and/or Explicitly – Continuously Use One Visual Template[The Zoomable Project Canvas]: A Platform for Integrated Problem Solving
  6. 6. The Visual Structure and Design Of The Zoomable Project CanvasAre Based On a Triad of Principles: 1. Disruptive Evolution of S-Wave 2. Universal Problem Solving 3. Strategy-and-Tactics Integration
  7. 7. The Zoomable Project Canvas FeaturesAn Adaptive Project Planning & Management Framework That Can Respond and Adapt to Emergent Problems AndA Rapidly Changing Environment
  8. 8. Use The Zoomable Project Canvas To Scalably and AdaptivelyDesign Business Models and Startups As Well As Secure Customer Buy-in and Venture Funding
  9. 9. The Zoomable Project Canvas Can Also Be Used As A Platform ForFacilitating, Presenting, and Integrating The Following Tools/Methodologies:  Brainstorming; Creative Problem Solving; Design  Adaptive Project Planning; Adaptive Business Planning  Competitive (Advantage) Strategy; Value Chain  Blue Ocean Strategy; Disruptive Innovation Strategy  Customer Development  Agile Development; Lean Startup; Continuous Innovation  Business Model Canvas; Lean Canvas  Balanced Scorecard  TRIZ; Theory of Constraints; Six Sigma
  10. 10. Zoomable Project Canvases Of4 Disruptive Lean Startups
  11. 11. ZOOMABLE PROJECT CANVAS: System Improvement/Disruption of …………………… Problem Space (20…..) Big Urgent Market Problem (BUMP)…………………… Industry What system to improve/disrupt? “Top Dogs” ……………………. Solution (Story) Space What How What Why system best to system improve/disrupt to improve/disrupt? improve/disrupt to improve/disrupt system? system? to? Shared Present System Process/Strategy Future System Goal/Vision/Result Lean Startup Project Short/Medium/Long Term Management (LSPM) ITENN  Precedents (Analogs/Antilogs)  Inventive Principles D N A & Techniques - D N A • Eliminate: ……………… • Reduce: ………………… • Increase: ………………. Constraints/Trade-offs • Create: …………………  Get Out Of Building  Prototype (Build)- Given System Measure-Learn Evolved SystemCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  12. 12. ZOOMABLE PROJECT CANVAS (ZPC) for PRODUCT IMPROVEMENT/DISRUPTION Problem Space What product or service to improve/disrupt? Solution (Story) Space How What Why What best to product or service improve/disrupt product or service improve/disrupt to improve/disrupt product or service? to improve/disrupt? product or service? to? Shared Present Product Process/Strategy Future Product Goal/Vision/Result/ ITENN Short Term  Medium Term Aspiration  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  13. 13. ZOOMABLE PROJECT CANVAS (ZPC) for BUSINESS MODEL IMPROVEMENT/DISRUPTION Problem Space What business model to improve/disrupt? Solution (Story) Space How What Why What best to business model improve/disrupt business model improve/disrupt to improve/disrupt business model? to improve/disrupt? business model? to? Shared Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Result/ ITENN Short Term  Medium Term Aspiration  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  14. 14. Apple’s PROJECT CANVAS: Business Model Improvement/Disruption of Smartphone IndustryTelecommunications Problem Space (2007) User Interface(Smartphone) Industry What business model to improve/disrupt? “Top Dogs” with buttons Solution (Story) Space What How What Why business model best to business model improve/disrupt to improve/disrupt? improve/disrupt to improve/disrupt business model? business model? to? Shared Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Result Lean Startup Project Short/Medium/Long Term  Revolutionary user Management (LSPM) ITENN interface without  Precedents buttons (Analogs/Antilogs)  “Apple reinvents the  Disruptive Innova- phone” D N A tion/Blue Ocean - D N A  Disruptive but viable • Eliminate: Buttons business ecosystem: • Reduce: Thickness Digital Hub • Increase: Simplicity  “Put a dent in the • Create: Multitouch universe” screen; Ecosystem Constraints/Trade-offs  Get Out Of Building  No tactile buttons  Prototype (Build)-  Expensive phone Sustainable Bus. Model Measure-Learn ‘Sweet Spot’ Bus. Model  Unique interfaceCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  15. 15. Netflix’s PROJECT CANVAS: Business Model Improvement/Disruption of BlockbusterHome Entertainment Problem Space (1997) High/(Video Rental) Industry What business model to improve/disrupt? “Top Dog” Late fees Solution (Story) Space What How What Why business model best to business model improve/disrupt to improve/disrupt? improve/disrupt to improve/disrupt business model? business model? to? Shared Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Result Lean Startup Project Short/Medium/Long Term  Video rental busi- Management (LSPM) ITENN ness without late  Precedents fees (Analogs/Antilogs)  Membership with  Disruptive Innova- flat fees D N A tion/Blue Ocean - D N A  Video/Film Rental • Eliminate: Late fees Service 24x7 • Reduce: Product size  Disruptive but viable • Increase: Accessibility business model • Create: Flat fees; web Constraints/Trade-offs order/mail delivery  Limited number and  Get Out Of Building range of video/film  Prototype (Build)- Sustainable Bus. Model Disruptive Bus. Model titles for rental Measure-LearnCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  16. 16. Cirque du Soleil’s PROJECT CANVAS: Business Model Improvement/Disruption of Circus IndustryEntertainment Problem Space (1984)(Circus) Industry What business model to improve/disrupt? “Top Dogs” Animals Solution (Story) Space What How What Why business model best to business model improve/disrupt to improve/disrupt? improve/disrupt to improve/disrupt business model? business model? to? Shared Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Result Lean Startup Project Short/Medium/Long Term  “We reinvent the Management (LSPM) ITENN circus”  Precedents  Circus without (Analogs/Antilogs) animals  Disruptive Innova-  Market space where D N A tion/Blue Ocean - D N A competitors are • Eliminate: Animals irrelevant • Reduce: Thrill/Danger  Differentiation and • Increase: Ambience low cost Bus. Model: • Create: Theme; Music “Blue Ocean” Dance; Multi-prodns Constraints/Trade-offs  Get Out Of Building  Tickets are more  Prototype (Build)- expensive than in Red Ocean Bus. Model Measure-Learn Blue Ocean Bus. Model traditional circusCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  17. 17. Google’s PROJECT CANVAS: Business Model Improvement/Disruption of Search Engine IndustryInformation Technology Problem Space (1998)(Search Engine) Industry What business model to improve/disrupt? “Top Dogs” Cluttered Interface Solution (Story) Space What How What Why business model best to business model improve/disrupt to improve/disrupt? improve/disrupt to improve/disrupt business model? business model? to? Shared Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Result Lean Startup Project Short/Medium/Long Term  “To organize the Management (LSPM) ITENN world’s information  Precedents and make it univer- (Analogs/Antilogs) sally accessible  Disruptive Innova- and useful” D N A tion/Blue Ocean - D N A  “Don’t Be Evil” • Eliminate: Clutter  Differentiation and • Reduce: Interruptions low cost Bus. Model: • Increase: Speed “Blue Ocean” • Create: Targeted Ads;  Multi-sided Model Multi-sided Platform Constraints/Trade-offs  Get Out Of Building  No banner adverti-  Prototype (Build)- ing; no ranking Red Ocean Bus. Model Measure-Learn Blue Ocean Bus. Model using paid results Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  18. 18. Visual Checklists
  19. 19. “Everyone Has a Plan Until They Get Punched ITENNWH In the Face” Mike Tyson
  20. 20. Strategies Change. The ONLY Constant In Business, War, and Life Is The Set of ITENNWH4 Improvement/Disruption Questions:  What system to improve/disrupt?  How best to improve/disrupt system?  What system to improve/disrupt to?  Why improve/disrupt system? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  21. 21. THE 3 PRINCIPLES OF THE ZOOMABLE PROJECT CANVAS Inherent in the Visual Design and Use of The Zoomable Project Canvas ITENNWH Are 3 Principles:1. Disruptive Evolution of S-Wave2. Universal Problem Solving3. Strategy-and-Tactics Integration Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  22. 22. PRINCIPLE OF DISRUPTIVE EVOLUTION OF S-WAVE “The Value of A Living System or Organism Follows the Shape of an S-Wave By ITENNWH Adaptively Solving Problems And Adding Value To its Environment. Otherwise, the System Dies.”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  23. 23. PRINCIPLE OF UNIVERSAL PROBLEM SOLVING “Good Problem Solvers In All Domains ITENNWH - Tacitly and/or Explicitly - Collaboratively and Daily Use The Zoomable Project Canvas.”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  24. 24. PRINCIPLE OF STRATEGY-AND-TACTICS INTEGRATION “Successful Leaders and Projects Adaptively Integrate ITENNWH Strategy and Tactics That Differently CreateGreater Happiness or Shared Value.”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  25. 25. Visual Checklist for CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION Problem Space What customer experience to improve/disrupt? Solution (Story) 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? Shared Present Customer XP Process/Strategy Future Customer XP Goal/Vision/Result 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
  26. 26. CUSTOMER ACQUISITION PYRAMID: Getting Massive Customer Buy-in (Early Adopters)Disruption Question: …………………………………………………………………………………………………………………… Dream Product/Service  Delighters  Satisfiers STARTUP  Dissatisfiers DIRECT COMPETITORS  Delighters (Core Sector/Strategic Groups:  Satisfiers Substitutes) Why?  Dissatisfiers How? INDIRECT COMPETITORS  Delighters (Peripheral/Adjacent Industries:  Satisfiers Alternatives/Value Chain Complements) Why?  Dissatisfiers How?  NON- CUSTOMERS (“UNDERDOGS”) NON-COMPETITORS o Profitable Why? (Remote Industries/Economy: o Break-even How? Sectoral & Geographical Non-alternatives) o Unprofitable(New) Customer Value Proposition/Market: ………………………………………………………………….. Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  27. 27. CUSTOMER ACQUISITION PYRAMID for Zoomable Project Canvas (ZPC) Disruption Question: How best to get massive customer buy-in (early adopters)? Dream Product/Service  Delighters  Satisfiers ZPCanvas  Dissatisfiers CUSTOMER DEV. STACK  Delighters (Core Sector/Strategic Groups:  Satisfiers Substitutes) Why?  Dissatisfiers How? BUSINESS (STRATEGIC) PLAN  Delighters (Peripheral/Adjacent Industries:  Satisfiers Alternatives/Value Chain Complements) Why?  Dissatisfiers How?  NON- CUSTOMERS (“UNDERDOGS”) NON-COMPETITORS o Profitable Why? (Remote Industries/Economy: o Break-even How? Sectoral & Geographical Non-alternatives) o Unprofitable(New) Customer Value Proposition/Market: ………………………………………………………………….. Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  28. 28. EPILOG
  29. 29. “We’re Good at Solving Problems But ITENNWH Not So Good At Defining Them” David Murray
  30. 30. “You Have to UnderstandThe Root Cause of the Problem Before ITENNWH You Can DevelopHypothesis On How to Solve It” David Murray
  31. 31. Entrepreneurs AreInventive Problem Finders and Solvers. Successful EntrepreneursConstantly Discover Customer Problems ITENNWH And Iteratively Test Prototypes (Versions) That Cost-Effectively Solve Big Urgent Market Problems (BUMPs).
  32. 32. BUT, How Do Successful Entrepreneurs Really Discover Customer Problems ITENNWH And Iteratively Test Prototypes (Versions) That Cost-Effectively SolveBig Urgent Market Problems (BUMPs)?
  33. 33. MY PRIMARY FALSIFIABLE HYPOTHESISZoomable Project Canvas (ZPC) for Modeling and Validating Problem-Hypotheses As Well As Solution-Hypotheses Successful Entrepreneurs Tacitly and/or Explicitly Master ITENNWH Collaborative and Daily Use of The Zoomable Project Canvas Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  34. 34. MY SECONDARY FALSIFIABLE HYPOTHESISExisting Tools for Business Planning and Strategic Planning as well as Business Model Improvement and Disruption The Zoomable Project Canvas Eliminates Pains and Frustrations of Using ITENNWH  Traditional Business (Strategic/Marketing) Plan  Golden Circle; Value Chain  Blue Ocean Strategy; Disruptive Innovation Strategy  Strategy Canvas  Business Model Canvas  Lean Canvas  Balanced Scorecard  Brainstorming; TRIZ; Theory of Constraints; Six Sigma Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  35. 35. BUT, What Are Benefits, ITENNWH Features, and Layouts Of The Zoomable Project Canvas?Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  36. 36. The Zoomable Project Canvas Provides A Universal “DNA” Layout and Language As Well As 4 Improvement/Disruption QuestionsThat Help Users, Storytellers, or Disruptors to ITENNWH Simply Apply and Integrate Tools of Creativity, Problem Solving, Planning, Strategy, Improvement, Innovation, and Performance Management Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  37. 37. The Zoomable Project Canvas Refers to A Zoomable Story Canvas (Platform) For Simply Applying and Integrating ITENNWH All Tools of Creativity, Problem Solving, Planning,Strategy, Improvement, Innovation, and Performance Management Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  38. 38. THE ZOOMABLE PROJECT CANVAS As ITENNWH A Visual Platform ForIntegrated Problem SolvingCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  39. 39. ZOOMABLE PROJECT CANVAS (ZPC): Organic Perspective Problem Space Solution (Story) Space ITENNCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  40. 40. ZOOMABLE PROJECT CANVAS (ZPC): The 2 Mantras Problem Space “Get Out Of The Enterprise (Building)” ITENN Solution (Story) Space “Prototype-Test-Learn (PTL)” or “Build-Measure-Learn (BML)”Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  41. 41. ZOOMABLE PROJECT CANVAS (ZPC): Systematic Perspective (4 Solution-Storyboards) Problem Space Solution (Story) Space Present Storyboard Process-Storyboard Future Storyboard Goal/Vision/Result/  Short Term Aspiration-Storyboard  Medium Term  Long Term ITENNCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  42. 42. ZOOMABLE PROJECT CANVAS (ZPC): Systematic Perspective (The 4 Disruption Questions) Problem Space What system to improve/disrupt? Solution (Story) Space How What Why What best to system improve/disrupt system improve/disrupt to improve/disrupt system? to improve/disrupt? system? to? Shared Present System Process/Strategy Future System Goal/Vision/Result/ ITENN Short Term  Medium Term Aspiration  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  43. 43. ZOOMABLE PROJECT CANVAS (ZPC) for BUSINESS MODEL IMPROVEMENT/DISRUPTION Problem Space What business model to improve/disrupt? Solution (Story) Space How What Why What best to business model improve/disrupt business model improve/disrupt to improve/disrupt business model? to improve/disrupt? business model? to? Shared Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Result/ ITENN Short Term  Medium Term Aspiration  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  44. 44. ZOOMABLE PROJECT CANVAS (ZPC) for MARKETING MODEL IMPROVEMENT/DISRUPTION Problem Space What marketing model to improve/disrupt? Solution (Story) Space How What Why What best to marketing model improve/disrupt marketing model improve/disrupt to improve/disrupt marketing model? to improve/disrupt? marketing model? to? Shared Present Marketing Process/Strategy Future Marketing Goal/Vision/Result/ Model ITENN ShortModel Term Aspiration  Medium Term  Long Term Constraints/Trade-offsCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  45. 45. “Leaders Need Multiple Perspectives ToGet a Complete Picture. AP Effective LeadersZoom In and Zoom Out.” Rosabeth Moss Canter
  46. 46. BonusLean Startup Project Management
  47. 47. 4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT 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
  48. 48. THE DREAM TEAM FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Who? HEROES Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time1. TEAMSTER 2. LEAPER 3. DESIGNER8. PERSEVERER OR PIVOTER ITENNWH 4. BUILDER THE DREAM TEAM FOR HIGHLY SUCCESSFUL INNOVATIONS AND LEAN STARTUPS: Personalities/Roles7. LEARNER 6. REVIEWER 5. MEASURER 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
  49. 49. ACTIVITIES OF THE DREAM TEAM FOR LEAN STARTUP PROJECT MANAGEMENT How? HEROES Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time1. TEAMSTER 2. LEAPER 3. DESIGNER Forms “Co-creation Dream Team”  Completes Project Charter that  Documents & reviews ecosystem for managing the ecosystem of the describes customer, big problems, (business model) for existing lean startup project as well as vision, resources, and duration as analogs and antilogs of project identifying needs of stakeholders well as success criteria (ROI; cost  Devises plan (hypotheses/assump- Looks for synergy in ecosystem effectiveness) for startup project tions); designs strategy for project8. PERSEVERER OR PIVOTER ITENNWH ACTIVITIES OF 4. BUILDER THE DREAM TEAM FOR Repeats spiral of steps to achieve LEAN STARTUP  Assigns finish date and metrics to product-market fit/value proposi- PROJECT MANAGEMENT planned project activities or tactics tion/vision/mission. Then, scale (LSPM):  States verifiable targets, criteria, or Otherwise, pivots (on the strategy/ The Roles Highly Successful Innovators milestones for each activity/tactic vision). Abandons the project??? And Lean Startups Play  Builds prototype: Min. Viable Prod7. LEARNER 6. REVIEWER 5. MEASURER Analyzes gaps/failures/successes  Reviews progress and gaps of lean  External Validation: Gets out of Anticipates future adoption and startup project: daily/weekly/ enterprise & tests most critical weakest links. Devises experiment monthly/quarterly/annually risks & assumptions of ecosystem Summarizes/Shares lessons learnt  Determines and documents what  Internal Validation: Tests and Summarizes/Shares insights next activities to do validates internal assumptions 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
  50. 50. THE 8 STEPS-KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) BUMP Discovery Project  BUMP-Tool Fitness Project  Customer Growth Project  Company Maturity Project Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time 8 STEPS/ CHECKLIST OF KANBAN MATRIX - Work ACTIVITIES/ TASKS/ DONE IN PROGRESS TO DO JOBS/STORIES RESULTS/ (Past Reality/ (Present Reality/ (Future/Backlog/ FOR LSPM DELIVERABLES Facts) Facts) Hypotheses/Plan) 1. Team Team/Stakeholders in Ecosystem 2. Leap Problem/Vision/Customer Experience 3. Design “As Is” (Analogs/Antilogs) & “To Be” Business Model/Ecosystem; Strategy/ ITENNWH Tactics; Value Proposition/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rating/ Success Criteria: Value Proposition 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List 7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights 8. Persevere Iteration Cycle: Problem-Solution Fit/ or Pivot Product-Market Fit; Pivot/Abandon? 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
  51. 51. 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
  52. 52. 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
  53. 53. “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
  54. 54. “STRATEGIC” ONE-PAGE LEAN STARTUP (Plan): ……………………….……....… Date: ……...…..…………Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..……PAIN/PROBLEM/TRADE-OFF/NEED/GOAL/JOB: …………………………………………………………………………..…………. PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term (“RED OCEAN”;  “The 8 Steps for Lean Startup (“BLUE OCEAN”) Project Management (LSPM)” SHARED Analog; Antilog)  Value Proposition Factors/ DREAM/ Competitive Features/Criteria VISION  STRATEGY/TACTICS/PROCESS • Eliminate: • Reduce: • Increase: • Create:CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  55. 55. “TACTICAL” ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Consumers/ ment: Value Partners Brand/IP Infra’ Project Service) Distributors Market Global (Profit) Prototype (Build) Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  56. 56. More …
  57. 57. ZOOMABLE PROJECT CANVAS (ZPC): Complete Overview Dream Up and Execute Magical Ideas That Positively Change the World PAST PRESENT FUTURE Business DNA Model Business DNA Model Business DNA Model IDEALS/DREAMS/ (System/Ecosystem) (System/Ecosystem) (System/Ecosystem) VISION/VALUE/PROFIT D Design N Needs A Asp.Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- SharedInputs/ Culture/ Technol./ Strategy (Product/ Channels/ Customer Rel. ment: ValuePartners Brand/IP Infra’ Service) Distributors Management Global (Profit) S E M P O R C E S Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  58. 58. PERIODIC TABLE AND JIGSAW PUZZLE FOR MAPPING BUSINESS DNA (MODEL) Tools, Theories, and Methodologies for Product/Service, Business Model, and Customer Ecosystem Innovation S E M P O R C E SSuppliers/ Employees/ Machinery/ Processes/ Output: Retailers/ Customers/ Environ- SharedInputs Culture/ Technology/ Strategies Product/ Distributors/ Consumers ment Greatn./ Brand/IP Infra’ Service Channels (Problems/Job) ImpactPartners Key Resources Activities Internal Customer Relationship Industry/ SHARED(Suppliers/ (Processes) Value Management Trends VALUE/Materials/ Proposition PROFITInfo/Energy) CAPABILITIES: CORE COMPETENCIES LOCAL ENVIRONMENT GLOBAL (Solution) (Pain: - (Demand) ENV. Delight: + ENTERPRISE (SYSTEM/VALUE CHAIN/Supply: Inside the Enterprise) D N A Design Needs Aspiratns GLOBAL COMPE- EXTENDED ENTERPRISE COMPETI- TITIVE (SUB-ECOSYSTEM; INDUSTRY/SUPPLY CHAIN) TIVE ADVAN- FORCES TAGEINPUT PROCESSING OUTPUT EXTERNAL ENVIRONMENT RESULT (Impacts/ SUPERSYSTEM (Cause) Effects) ECOSYSTEM Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  59. 59. ASPIRATION MAP: Types of Business Models/Startups A Where currently are we? Where must we go? Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real TimeInsanely Great ExperienceIdeal Final Result (IFR)Infinite Shared Greatness Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….…………. 10 Blue Ocean Sweet Spot Luxury Spot (Value Innovation) Model/Startup (Differentiated/ Model/Startup Luxury Spot Sustaining- [R]evolutionary) Model/Startup 6 Disruption Spot/Lean Oasis Volcano (Disruptive Innovation) (‘Stuck-in-the-middle’) Model/Startup Disruption Spot Model/Startup Model/Startup (+): DELIGHT (Reward; Profitability; ROI; 3 Abundance) Green Ocean No-Man’s-Island Red Ocean Model/Startup Model/Startup Model/Startup Strategic Choice Key 0 High Level of Customer Experience 3 6 10 Low Level of Customer Experience (-): PAIN (Risk; Uncertainty) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  60. 60. E.R.I.C. PRECEDENT MATRIX: Generating Disruptive Ideas & Hypotheses CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… PRECEDENTS GIVEN SYSTEM (TOOL/OBJECT/PRODUCT/SERVICE/BUSINESS MODEL/ECOSYSTEM): …………………………………………………………………….. INVENTIVE “Must-Have” Features/Factors/Properties Secondary Features/Factors/Properties PRINCIPLES/ FUNCTIONS: E.R.I.C. E: Eliminate PAIN (-) R: Reduce I: Increase DELIGHT (+) C: Create IDEAL FINAL RESULT (IFR): Evolved System Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  61. 61. Apple’s E.R.I.C. Precedent Matrix for a Disruptive Smartphone CUSTOMER/CLIENT: Luxury-spot User of Communication/Computing Devices Date: 2007PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: Communicate and process information both offline and on Internet PRECEDENTS GIVEN SYSTEM (TOOL/OBJECT/PRODUCT/SERVICE/BUSINESS MODEL/ECOSYSTEM): Traditional Smartphone INVENTIVE “Must-Have” Features/Factors/Properties Secondary Features/Factors/Properties PRINCIPLES/ Phone/ Screen Physical Calendar Battery Music Web … FUNCTIONS: Calls Buttons Charger Player Browser E.R.I.C. (for input) E: Eliminate  PAIN (-) R: Reduce Thickness I: Increase     DELIGHT (+) C: Create    Touch- screen; Apps IDEAL FINAL RESULT (IFR): Evolved System Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  62. 62. One Last Thing …
  63. 63. A Game Plan, Business, Business Model, or ITENNWH Customer Ecosystem Is A Living OrganismCopyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  64. 64. LIFECYCLE OF A BUSINESS MODEL (DISRUPTIVE EVOLUTION) 4 Stages or Acts in the Evolution of a Customer Ecosystem or Business Model (Living Organism) Declining (Dying) ENVIRONMENT BUSINESS MODEL (Shared Dream/Vision/Value/(Result: -/+) Fault line DREAMS/ IDEALS/ GREATNESS Mission/ Vision Tipping Point; ChasmCustomer Validation “Cleft” Matured (“Red Ocean”)(Environmental Fitness) BUSINESS MODEL Growing (Scalable) BUSINESS MODEL Infant (Experimental/Startup) BUSINESS MODEL Customer Idea (“Egg”; DNA; Genetic Code) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  65. 65. DISRUPTIVE EVOLUTION OF MOST VALUABLE CUSTOMERS (MVC) Customer Segments for 4 Stages in the Evolution of a Customer Ecosystem or Business Model ENVIRONMENT Retirees (Dissatisfiers: Overserved/Underserved) (Shared Dream/Vision/Value/(Result: -/+) Fault line DREAMS/ IDEALS/ GREATNESS Mission/ Vision Tipping Point; ChasmCustomer Validation “Cleft” Upgraders(Environmental Fitness) (Delighted by Customized Improvements, Brand, Extensions and Total Solutions) Regular Users (Delighted by Better Quality, Performance, and Cost as well as Accessibility and Simplicity) Visionaries (Delighted by Novel Functionality and “Cool” Uses) Leads/Prospects (Non-customers) - Low/High-end Dissatisfiers from Competitors - Early Evangelists/Adopters Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  66. 66. ONE-PAGE MBA FOR DISRUPTIVE LEAN STARTUPS: FRACTAL S-WAVE How World-class Innovators Dream Up and Execute Magical Ideas That Positively Change the WorldCustomer Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints? Customer Segment/Persona: ∞ Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem …………………………………………...…………… (Supersystem/Economy/Value Network/Supply Chain/Market/ Customer Goal/Job To Be Done/Tool:EXPERIENCE: Industry Trends, Expectations, or Demand) …………….……………………………………….….Shared MaturityHappiness(Experience =Happiness = 3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM InnovationValue = +/- Growth (Ecosystem/Industry/Platform: Shared Value-focus)= Examples: Apple; Wal-Mart; Microsoft; Cisco; eBay;Delight/Pain Amazon; Google; Facebook; GE; P & G; IBM (Services)~Revenue/Cost Birth 2nd Wavelet of Innovation: BUSINESS MODEL Innovation= (Business Model/Marketing Engine: Scalable Revenue & Profit-focus)Differentn/Cost Examples: Dell; Netflix; Cirque du Soleil; IKEA; Nintendo (Wii);= Southwest Airlines; ZipCar; Ford/GM/Chrysler/Toyota; Samsung1/Trade-off) 1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation (Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus) Examples: IBM (Computers); Xerox; Motorola; RIM (Smartphone); Borders; Segway ∞ TIME (Arrow of Time: Past/Present/Future) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  67. 67. APPLE’S FRACTAL S-WAVE FOR DISRUPTIVE EVOLUTION How World-class Innovators Dream Up and Execute Magical Ideas That Positively Change the WorldCustomer Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints? Customer Segment/Persona: ∞ Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem …………………………………………...…………… (Supersystem/Economy/Value Network/Supply Chain/Market/ Customer Goal/Job To Be Done/Tool:EXPERIENCE: Industry Trends, Expectations, or Demand) …………….……………………………………….….Shared MaturityHappiness(Experience =Happiness = 3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM InnovationValue = +/- Growth (Ecosystem/Industry/Platform: Shared Value-focus)= Examples: Digital Lifestyle - iPod; iPod Touch; iPhone; iPadDelight/Pain~Revenue/Cost Birth 2nd Wavelet of Innovation: BUSINESS MODEL Innovation= (Business Model/Marketing Engine: Scalable Revenue & Profit-focus)Differentn/Cost Examples: Internet Software – iTunes; eStore; App Store=1/Trade-off) 1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation (Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus) Examples: Personal Computer; Printer – Apple I; Apple II; MacIntosh; iMac; Apple TV ∞ TIME (Arrow of Time: Past/Present/Future) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  68. 68. Join us At VDD University ForLean Startup Project Management http://businessmodels.ning.com

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