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Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)
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Business Modeling to Reduce Risk (at 10th Lean Startup Meetup Karlsruhe)

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  • 1. Business Modeling to Reduce RiskIdentify risks. Systematically.
  • 2. What is this usually used for? ©: spidercho, dpreview.com
  • 3. Of course,to sit… © Clockwork Orange, Wikimedia Commons
  • 4. …or sometimes, to stand on.© File Upload Bot (Kaldari), Wikimedia Commons
  • 5. But what, if the table is too low? Source: archiproducts.com
  • 6. …or too high? Source: casa-diseno.com
  • 7. …or the stool is just too small?Source: addyunknown.blogspot.com
  • 8. …or just simplybroken? Source insidethetravellab.com
  • 9. Source colourbox.comWHAT THE FUNK?
  • 10. Words of caution:Don‘t let your Startup Tool be a (S)tool! Source: annebrogdonportfolio.blogspot.comTools are just that: tools. Not more, notless. You still do need to use your brains.
  • 11. Agenda 1. Business 2. Value Model Proposition 4. Identify 3. Lean Risks Adaptation
  • 12. Business Model 2. Value Proposition 4. Identify 3. Lean Risks Adaptation
  • 13. „[…] abstractrepresentation ofthe business logicof a company.“ The Business Model Ontology (Diss.),Osterwalder and Pigneur, 2004 Source: www.hangthebankers.com
  • 14. Def.:A business model describes the rationaleof how an organization creates, delivers,and captures value. Business Model Generation, A. Osterwalder, Yves Pigneur, Alan Smith, and 470 practitioners from 45 countries, self published, 2010Def.:Or in English: A business model describeshow your company makes money. What’s a startup? First Principles, Steve Blank, Blog article, www.steveblank.com (Retrieved Oct 26, 2012)
  • 15. What signals to follow? Source: http://journeytojoy-timberwolf123.blogspot.de/
  • 16. Divide & Source: http://metroland.netConquer Source: melvenue.de
  • 17. Source: artur.borzecki, flickriver.netA snapshot of reality.
  • 18. Value Proposition 1. Business Model 4. Identify 3. Lean Risks Adaptation
  • 19. © Alex Osterwalder, Flickr.com
  • 20. Goal: product-market fitWhat jobs is she trying to getdone?(functional, social, emotional etc…)What pains does she have?(Emotions, cost, situations, risks…)What gains is she hoping for?(functional, social, emotional, costs etc…) All graphics © Alex Osterwalder, Flickr.com
  • 21. On which products/services is your VP based? (in-/tangible, digital/virtual, financial, …) How are they pain killers? (Emotionen, Kosten, Situationen, Risiken …) How are they delivering gains? (funktional, sozial, emotional, Kosten …)All graphics © Alex Osterwalder, Flickr.com
  • 22. Connection of Canvas and Lean? © Alex Osterwalder, Flickr.com
  • 23. Lean Adaptation 1. Business 2. Value Model Proposition 4. Identify Risks
  • 24. Business Model Canvas ∩ Lean Startup → Lean Canvas.
  • 25. It‘s all about empathy and developing acustomer-centric point of view. Source: qualiaforlife.wordpress.com
  • 26. Customers don‘t care about yoursolution. They care about their problems. Dave McClure, 500 Startups Source: girlzinweb.com
  • 27. Unfair Problem Solution Advantage(Existing Alternative) (High-level concept) (Early Adopter) Key Metrics
  • 28. (Existing Alternative) (High-level concept) (Early Adopter) Running Lean (2nd Edition), Ash Maurya, O‘Reilly, 2012
  • 29. (Existing Alternative) (High-level concept) (Early Adopter) Running Lean (2nd Edition), Ash Maurya, O‘Reilly, 2012
  • 30. Identify Risks 1. Business 2. Value Model Proposition 3. Lean Adaptation
  • 31. Def.:A startup is a human institution designedto create a new product or serviceunder conditions of extreme uncertainty. The lean startup, Eric Ries, Crown Business, 2011
  • 32. Uncertainty and risk aredifferent things.You can be uncertain about alot of things that aren‘t risky.
  • 33. Def.Uncertainty: The lack of completecertainty, that is, the existence of morethan one possibility.Risk: A state of uncertainty where someof the possibilities involve a loss,catastrophe, or other undesirableoutcome. How to Measure Anything: Finding the Value of Intangibles in Business, Douglas Hubbard, John Wiley & Sons, 2007.
  • 34. 3 main categories: RISK PRODUCT Getting the product right.CUSTOMER Building a path to customers. MARKET Building a viable business. © zerega, thepersonalgenome.com
  • 35. P M C(Existing Alternative) (High-level concept) (Early Adopter) M P C M Running Lean (2nd Edition), Ash Maurya, O‘Reilly, 2012
  • 36. Priorities Source: ordersixty6.blogspot.com- some men have them, other men don‘t.
  • 37. Incorrect prioritization = waste
  • 38. Key take-away (1/8) Create multiple canvases for each specific customer segment (users vs. paying etc.). User Customer Advertiser …
  • 39. Key take-away (2/8) Mirror them with others to get feedback. Source: graphics99.com Use feedback for the assessment of risks.
  • 40. Key take-away (3/8) Rank your business models. 1 2 3 4
  • 41. Key take-away (4/8) Rank your business models. Ash Maurya‘s weighting order: Customer pain level (problem) Ease of reach (channels) Price/gross margin (rev./cost) Market size (customer segments) Technical feasibility (solution)
  • 42. Key take-away (5/8) Prioritize risks based on stage of product. lifecycle Is there one-risk-that-matters at a give point in time? (compare: one-metric-that-matters).
  • 43. Key take-away (6/8) P C P C M C M Source: www.ashmaurya.com/2013/03/lean-analytics-the-one-metric-that-matters-and-other-provocations/ Adaptation of „The Stages of Lean Analytics“ Graphic
  • 44. Key take-away (7/8) 3 dimensions of risk identification. Risk Prioritization: worst 2nd-worst 3rd-worst … Canvas 1 Canvas 2 … Cost/Benefit Ranking
  • 45. Key take-away (8/8) Risk identification process. Create Rank Determine Prioritize Multiple Canvases Life-Cycle Take Action! Risks(Stage) Canvases (Cost/Benefit) Stage Learn & improve
  • 46. Thank you! Questions?Julius ParrisiusWebsite: juliusparrisius.wordpress.comE-Mail: juliusparrisius@gmail.comTwitter: @JRParrisius

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