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HEROES 
Think 
Big 
and 
Different 
BUSINESS 
MODEL 
CANVAS 
vs. 
LEAN 
CANVAS 
The 
One-­‐Page 
Lean 
Startup 
as 
All-­‐In-­‐One 
Tool 
for 
the 
Lean 
Startup 
Journey 
Dr. 
Rod 
King 
ROD 
University 
for 
Business 
Periodic 
Table 
Visual 
White 
Paper
TYPICAL 
STARTUP 
PROJECT 
OR 
“JOB 
TO 
BE 
DONE” 
To 
Efficiently 
Build 
and 
Manage 
Products, 
Services, 
and 
Businesses 
That 
ITENNWH 
Customers 
Undeniably 
Need, 
Want, 
and 
Love 
As 
Well 
As 
Buy 
at 
Great 
Value 
(Profit)
TRADITIONAL 
TOOLS 
“HIRED” 
FOR 
ORGANIZING, 
PRESENTING, 
AND 
MANAGING 
RESOURCES, 
STARTUP 
PROJECT, 
BUSINESS, 
OR 
JOB 
TO 
BE 
DONE 
ITENNWH 
BUSINESS 
PLAN 
“JUST 
DO 
IT”
A 
PAIN 
OF 
THE 
TRADITIONAL 
BUSINESS 
PLAN 
“Business 
Plan: 
A 
document 
investors 
make 
ITENNWH 
you 
write 
that 
they 
don’t 
read.” 
Steve 
Blank
ALTERNATIVES 
TO 
A 
BUSINESS 
PLAN 
BUSINESS 
MODEL 
MAP 
ITENNWH 
& 
BUSINESS 
ECOSYSTEM 
MAP
A 
Business 
Model 
Map 
Or 
A 
Business 
Ecosystem 
Map 
Is 
A 
Visual 
RepresentaA 
P 
[on 
of 
How 
a 
Business 
or 
an 
Ecosystem 
Works 
to 
Create 
Value
What 
Are 
Innova[ve 
Tools 
For 
Mapping 
and 
Presen[ng 
Past, 
Present, 
A 
P 
and 
Future 
Business 
Models 
As 
Well 
As 
Business 
Ecosystems?
BUSINESS 
MODEL 
CANVAS 
Alexander 
Osterwalder 
A 
Strategic 
Business 
Resources 
Scorecard 
ITENNWH 
Source: 
hBp://en.wikipedia.org/wiki/Business_Model_Canvas
LEAN 
CANVAS 
Ash 
Maurya 
A 
Tac3cal 
Business 
Resources 
Scorecard 
ITENNWH 
Source: 
hBp://www.ashmaurya.com/2012/02/why-­‐lean-­‐canvas/
The 
Third 
Way: 
The 
One-­‐Page 
Lean 
Startup 
A 
Visionary, 
Strategic, 
and 
Tac3cal 
Tool
Every 
Business 
(Model) 
Is 
An 
Ecosystem 
A 
P 
And 
Part 
of 
A 
Higher 
Level 
Ecosytem
ECOSYSTEM 
DASHBOARD: 
“SEMPORCES” 
Logic 
and 
Fractal 
Structure 
of 
an 
Ecosystem 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
Every 
Ecosystem 
Consists 
of 
a 
Stream 
of 
9 
Resource 
Types 
or 
Stacks 
That 
Are 
Summarized 
Using 
the 
Acronym, 
“SEMPORCES”: 
A 
P 
S 
E 
M 
P 
O 
R 
C 
E 
S 
Suppliers/Inputs/Partners 
Employees/Culture/Brand/IP 
Machinery/Equipment/Infrastructure/Technology 
Process/Strategy/Project 
To 
Be 
Done 
Output 
(Product/Service) 
Retailers/Channels/Distributors/CRM 
Customers/Consumers/Market 
Environment 
(Global) 
Shared 
Dream/Vision/Value/Profit/Experience 
Upstream 
(Design: 
How?) 
Inside 
the 
Enterprise/ 
Supply 
Infrastructure 
Midstream 
(Needs: 
What?) 
Outside 
the 
Enterprise/ 
Demand 
Infrastructure 
Downstream 
(Aspira3ons: 
Why?) 
Effect 
or 
Value 
E 
C 
O 
S 
Y 
S 
T 
EM 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
Business 
Model 
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
……………………………………………….…………………………. 
Customer 
Segments 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing 
RED 
OCEAN 
BLUE 
OCEAN 
COST 
(STRUCTURE) 
REVENUE 
(STREAMS) 
PROFIT 
Processes/ 
Ac[vi[es 
Employees/ 
Machinery 
Suppliers/ 
Inputs/ 
Partners 
Retailers 
(Channels 
& 
Rela[onships) 
Output 
(Product/ 
Service) 
Present 
(Done): 
Problem/Reality 
Future 
(To 
Do): 
Solu3on/Goal 
(Sustaining) 
(Disrupve)
Business 
Model 
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
……………………………………………….…………………………. 
Customer 
Segments 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing 
RED 
OCEAN 
BLUE 
OCEAN 
COST 
(STRUCTURE) 
REVENUE 
(STREAMS) 
PROFIT 
Processes/ 
Ac[vi[es 
Employees/ 
Machinery 
Suppliers/ 
Inputs/ 
Partners 
Retailers 
(Channels 
& 
Rela[onships) 
Output 
(Product/ 
Service) 
V: 
Value 
Engine 
(Proposion/Strategy) 
Present 
(Done): 
Problem/Reality 
Future 
(To 
Do): 
Solu3on/Goal 
(Sustaining) 
(Disrupve)
Business 
Model 
Industry/Market/Customer 
Goal 
(Job 
To 
Get 
Done): 
……………………………………………….…………………………. 
Customer 
Segments 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing 
RED 
OCEAN 
BLUE 
OCEAN 
COST 
(STRUCTURE) 
REVENUE 
(STREAMS) 
PROFIT 
Processes/ 
Ac[vi[es 
Employees/ 
Machinery 
Suppliers/ 
Inputs/ 
Partners 
Retailers 
(Channels 
& 
Rela[onships) 
Output 
(Product/ 
Service) 
V: 
Value 
Engine 
(Proposion/Strategy) 
Present 
(Done): 
Problem/Reality 
Future 
(To 
Do): 
Solu3on/Goal 
(Sustaining) 
(Disrupve)
ITENN 
ONE-­‐PAGE 
LEAN 
STARTUP 
(The 
2 
Spaces) 
q 
Solu[on 
Space 
Past 
ECOSYSTEM 
DASHBOARD 
(SEMPORCES 
Dashboard/ 
Business 
DNA 
Map/ 
MegaMarke3ng 
Canvas) 
q 
Present 
q 
Future 
Problem 
Space 
CUSTOMER 
TRADE-­‐OFF 
DASHBOARD 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
ITENN 
ONE-­‐PAGE 
LEAN 
STARTUP 
(The 
2 
Mantras) 
q 
Problem 
Space 
Past 
“Get 
Out 
Of 
The 
Building” 
Solu[on 
Space 
q 
“Prototype 
(Build)-­‐Measure-­‐Learn” 
Present 
q 
Future 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
q 
Past 
q 
Present 
q 
Future 
D N A 
Design 
Needs 
Asp. 
S 
E 
M P 
O 
R 
C 
E 
S 
Suppliers/ 
Inputs/ 
Partners 
Employees/ 
Culture/ 
Brand/IP 
Machinery/ 
Technol./ 
Infra’ 
Process/ 
Strategy/ 
Project 
Output 
(Product/ 
Service) 
Retailers/ 
Channels/ 
Distributors 
Customers/ 
Consumers/ 
Market 
Environ-­‐ 
ment: 
Global 
Shared 
Value 
(Profit) 
“TACTICAL” 
ONE-­‐PAGE 
LEAN 
STARTUP 
CUSTOMER/CLIENT: 
………………………………………………………………………………… 
Date:…………………………………… 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
……………………………………………………………………………………………………………………… 
Prototype 
(Build) 
Measure 
Learn 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
ASPIRATION 
MAP: 
Where 
currently 
are 
we? 
Where 
must 
we 
go? 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
DisrupHon 
Spot 
Types 
of 
Business 
Models/Startups 
Luxury 
Spot 
Strategic 
Choice 
Sweet 
Spot 
Model/Startup 
Blue 
Ocean 
(Value 
Innova[on) 
Model/Startup 
Luxury 
Spot 
(Differen[ated/ 
Sustaining-­‐ 
[R]evolu[onary) 
Model/Startup 
Disrup[on 
Spot/Lean 
(Disrup[ve 
Innova[on) 
Model/Startup 
Market 
Segment 
(Customer 
Job/Crisis/Goal): 
………………….……..……………….………… 
………………………………………………………………………………………..…………….………….…………. 
Volcano 
Model/Startup 
Green 
Ocean 
Model/Startup 
Red 
Ocean 
Model/Startup 
Oasis 
(‘Stuck-­‐in-­‐the-­‐middle’) 
Model/Startup 
No-­‐Man’s-­‐Island 
Model/Startup 
(-­‐): 
PAIN 
(Risk; 
Uncertainty) 
Insanely 
Great 
Experience 
Ideal 
Final 
Result 
(IFR) 
Infinite 
Shared 
Greatness 
(+): 
DELIGHT 
(Reward; 
Profitability; 
ROI; 
Abundance) 
10 
Key 
High 
Level 
of 
Customer 
Experience 
Low 
Level 
of 
Customer 
Experience 
3 
6 
10 
6 
3 
0 
A
One-­‐Page 
Lean 
Startup 
Rod 
King 
DisrupHon 
Spot 
Luxury 
Spot 
Strategic 
Choice 
Business 
Model 
Canvas 
Alexander 
Osterwaler 
Lean 
Canvas 
Ash 
Maurya 
Market 
Segment 
(Customer 
Job/Crisis/Goal): 
Visually 
Document 
and 
Present 
Business 
Models/Ecosystems 
ASPIRATION 
MAP 
For 
Business 
Model 
Canvas, 
Lean 
Canvas, 
and 
One-­‐Page 
Lean 
Startup 
Where 
currently 
are 
we? 
Where 
must 
we 
go? 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
(-­‐): 
PAIN 
(Risk; 
Uncertainty; 
Complexity; 
Inconvenience; 
Time; 
Cost; 
Waste) 
Insanely 
Great 
Experience 
Ideal 
Final 
Result 
(IFR) 
Infinite 
Shared 
Greatness 
(+): 
DELIGHT 
(Reward; 
Profitability; 
ROI; 
Abundance; 
Func3onality; 
Versa3lity; 
Scalability) 
10 
Key 
High 
Level 
of 
Customer 
Experience 
Low 
Level 
of 
Customer 
Experience 
3 
6 
10 
6 
3 
0 
A 
D N A 
TRADITIONAL 
BUSINESS 
PLAN
q 
Past 
ü 
Present 
q 
Future 
D N A 
Design 
Needs 
Asp. 
S 
E 
M P 
O 
R 
C 
E 
S 
Suppliers/ 
Inputs/ 
Partners 
Co-­‐creators 
of 
Profession-­‐ 
als; 
The 
Move-­‐ 
ment 
Employees/ 
Culture/ 
Brand/IP 
Author 
Alexander 
Osterwald-­‐ 
er 
Machinery/ 
Technol./ 
Infra’ 
IT 
Equip-­‐ 
ment/ 
Infra-­‐ 
structure 
Process/ 
Strategy/ 
Project 
Visualizing/ 
Document-­‐ 
ing/Innova-­‐ 
ng 
on 
a 
bus. 
model; 
Differena-­‐ 
tn 
Strategy 
Output 
(Product/ 
Service) 
Business 
Model 
Canvas 
Retailers/ 
Channels/ 
Distributors 
Business 
model 
hub/ 
Blog; 
(App 
Store); 
Word 
of 
Mouth; 
Amazon 
Customers/ 
Consumers/ 
Market 
Visionaries: 
Consultants/ 
Execuves/ 
Investors/ 
Companies/ 
Academics/ 
Entrepreneurs 
Environ-­‐ 
ment: 
Global 
Compe-­‐ 
tors 
Bus. 
Plan/ 
Value 
Chain/ 
Balanced 
Scorecard 
Shared 
Value 
(Profit) 
“One-­‐page 
Bus. 
Model” 
Revenue 
Sale 
of 
book/app; 
Free 
template 
Co-­‐creators 
from 
Lean 
Startup/ 
Customer 
Develop-­‐ 
ment 
Community 
Author 
Ash 
Maurya 
IT 
Equip-­‐ 
ment/ 
Infra-­‐ 
structure 
Document-­‐ 
ing/ 
validang 
hypotheses 
of 
business 
model 
(Prob-­‐soln 
fit; 
product-­‐ 
market 
fit) 
Lean 
Canvas 
-­‐ 
Fast 
-­‐ 
Portable 
-­‐ 
Concise 
-­‐ 
Effecve 
Lean 
canvas 
(website) 
Key 
Metrics 
A: 
Acquisitn 
A: 
Ac3vatn 
R: 
Retentn 
R: 
Revenue 
R: 
Referral 
Technology-­‐ 
Lean 
Startups/ 
Entrepreneurs 
Problems 
A 
business 
plan 
is 
me 
consuming/ 
bulky/hardly 
relevant 
Compe-­‐ 
tors 
Bus. 
Plan/ 
Business 
Model 
Canvas 
Unfair 
Adv: 
“Your 
Startup 
Blueprint” 
Revenue 
Sale 
of 
book; 
Free 
template 
“TACTICAL” 
ONE-­‐PAGE 
LEAN 
STARTUP 
for 
Business 
Model 
Canvas 
& 
Lean 
Canvas 
CUSTOMER/CLIENT: 
………………………………………………………………………………… 
Date: 
February 
2010 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
Compare 
Ecosystem 
Resources 
of 
Business 
Model 
Canvas 
& 
Lean 
Canvas 
Prototype 
(Build) 
Measure 
Learn 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
“STRATEGIC” 
ONE-­‐PAGE 
LEAN 
STARTUP 
(Plan): 
Lean 
Canvas 
Client/Customer 
(Segment/Persona): 
Technology-­‐Lean 
Startups/Entrepreneurs 
Date: 
August 
2009 
PAIN/PROBLEM/TRADE-­‐OFF/NEED/GOAL/JOB: 
Unwanted 
innova[ve 
products/services; 
Difficulty 
in 
organizing 
and 
managing 
informa[on 
& 
business 
model 
hypotheses; 
“Unac[onable” 
canvas 
CONSTRAINTS: 
(What 
are 
constraints/obstacles/barriers/problems 
that 
prevent 
full 
realizaon 
of 
future 
system/vision/ 
dream/Ideal 
Final 
Result 
(IFR)? 
SHARED 
DREAM/ 
VISION: 
Creaon 
of 
innovave 
products 
that 
customers 
want/ 
buy 
PRESENT 
SYSTEM/EXPERIENCE 
(Where 
currently 
are 
we?) 
Tools 
for 
Business 
Model 
Mapping 
VALUE 
TRANSFORMATION 
TOOL 
-­‐ 
Evolve, 
Explore, 
or 
Disrupt: 
What 
if 
… 
we 
(Eliminate/Reduce/Increase/Create) 
FUTURE 
SYSTEM/EXPERIENCE 
(Where 
must 
we 
go?) 
Short/Medium/Long-­‐term 
(“RED 
OCEAN”; 
Analog; 
Anlog) 
Business 
Model 
Canvas 
Strategic 
Tool 
q 
“The 
8 
Steps 
for 
Lean 
Startup 
Project 
Management 
(LSPM)” 
q 
Value 
Proposion 
Factors/ 
Compeve 
Features/Criteria 
q 
STRATEGY/TACTICS/PROCESS 
• 
Eliminate: 
“Key 
Partners”; 
“Key 
Resourc-­‐ 
es”; 
“Key 
Ac3vi3es”; 
“Customer 
Rel.” 
• 
Reduce: 
Abstracon 
(Strategy-­‐focus) 
• 
Increase: 
Entrepreneurial-­‐focus; 
Capability 
for 
Tesng 
Problem-­‐Soluon 
Fitness 
& 
Product-­‐Market 
Fitness 
• 
Create: 
“Problem”; 
“Solu3on”; 
“Key 
Metrics”; 
“Unfair 
Advantage” 
(“BLUE 
OCEAN”) 
Lean 
Canvas 
Taccal 
Tool 
Zooming 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
“STRATEGIC” 
ONE-­‐PAGE 
LEAN 
STARTUP 
(Plan): 
……………………….……....… 
Date: 
……...…..………… 
Client/Customer 
(Segment/Persona): 
…………..……………………..……………………………………………………………..…… 
PAIN/PROBLEM/TRADE-­‐OFF/NEED/GOAL/JOB: 
…………………………………………………………………………..…………. 
CONSTRAINTS: 
(What 
are 
constraints/obstacles/barriers/problems 
that 
prevent 
full 
realizaon 
of 
future 
system/vision/ 
dream/Ideal 
Final 
Result 
(IFR)? 
SHARED 
DREAM/ 
VISION 
PRESENT 
SYSTEM/EXPERIENCE 
(Where 
currently 
are 
we?) 
VALUE 
TRANSFORMATION 
TOOL 
-­‐ 
Evolve, 
Explore, 
or 
Disrupt: 
What 
if 
… 
we 
(Eliminate/Reduce/Increase/Create) 
FUTURE 
SYSTEM/EXPERIENCE 
(Where 
must 
we 
go?) 
Short/Medium/Long-­‐term 
(“RED 
OCEAN”; 
Analog; 
Anlog) 
q 
“The 
8 
Steps 
for 
Lean 
Startup 
Project 
Management 
(LSPM)” 
q 
Value 
Proposion 
Factors/ 
Compeve 
Features/Criteria 
q 
STRATEGY/TACTICS/PROCESS 
• 
Eliminate: 
• 
Reduce: 
• 
Increase: 
• 
Create: 
(“BLUE 
OCEAN”) 
Zooming 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
“VISIONARY” 
ONE-­‐PAGE 
LEAN 
STARTUP: 
Lean 
Canvas 
CUSTOMER/CLIENT: 
q 
Technology-­‐Lean 
Startups/Entrepreneurs 
ITENN 
q 
Present 
Date: 
June 
2009 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
Past 
ü 
Future 
Threat 
or 
reality 
of 
unwanted 
innova[ve 
products/services 
INTERNAL/EXTERNAL 
MEANS 
(TOOL: 
Lean 
Canvas) 
(Resources: 
People/Culture-­‐Process/Strategy-­‐Product/Service) 
END 
(Value) 
SHARED 
DREAM/ 
VISION: 
Creaon 
of 
innovave 
products 
that 
customers 
want/ 
buy 
Prototype 
(Build) 
-­‐ 
Measure 
Learn 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
“VISIONARY” 
ONE-­‐PAGE 
LEAN 
STARTUP 
ITENN 
CUSTOMER/CLIENT: 
q 
Past 
………………………………………………………………………………… 
q 
Present 
q 
Future 
Date:…………………………………… 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
………………………………………………………………………………………………………… 
INTERNAL/EXTERNAL 
MEANS 
(TOOL) 
(Resources: 
People/Culture-­‐Process/Strategy-­‐Product/Service) 
END 
(Value) 
SHARED 
DREAM/ 
VISION 
Prototype 
(Build) 
-­‐ 
Measure 
Learn 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
PYRAMID 
OF 
DASHBOARDS 
FOR 
ONE-­‐PAGE 
LEAN 
STARTUP 
A 
P 
Visionary 
One-­‐Page 
Lean 
Startup 
Strategic 
One-­‐Page 
Lean 
Startup 
Tac[cal 
(Opera[onal) 
One-­‐Page 
Lean 
Startup 
Right-­‐Brain 
Perspec3ve 
(Big 
Picture: 
Visionaries/Leaders) 
Total-­‐Brain 
Perspec3ve 
(Managers/Strategists/Marketers) 
Le_-­‐Brain 
Perspec3ve 
(Details: 
Pragmasts/ 
Operators/Builders) 
Why? 
How? 
What?
Lean 
Startup 
Project 
Management 
The 
Lean 
Startup 
Journey
q 
Past 
q 
Present 
4 
Phases 
of 
a 
Successful 
Lean 
Startup 
or 
Business 
Model 
Cycle 
(The 
Lean 
Startup 
Journey: 
Evolu3onary 
Hypotheses 
vs. 
ITENN 
Reality) 
Infancy 
(Prototype) 
Time 
Customer 
Experience, 
Happiness, 
or 
Value 
= 
Delight/Pain 
Growth 
(Opmize) 
Maturity 
(Scale) 
Renewal 
(Renew) 
Chasm 
(Trac3on; 
Tipping 
Point; 
Product-­‐Market 
Fit) 
Fault 
(Line) 
ONE-­‐PAGE 
LEAN 
STARTUP 
(Lean 
Startup 
Journey) 
CUSTOMER/CLIENT: 
………………………………………………………………………………… 
q 
Future 
Date:…………………………………… 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
…………………………………………………………………………………………………………… 
Tradional/Hypothecal 
Ecosystem 
Demand 
(Market, 
Industry, 
Enterprise, 
or 
Technology) 
SHARED 
DREAM/ 
VISION: 
Ideal 
Final 
Result 
(IFR) 
Requirements 
for 
Insanely 
Great 
Customer 
Experience 
Angel 
Funding 
(Up 
to 
$100,000) 
Seed 
Funding 
($100,000-­‐$1M) 
Venture 
Funding 
($1M-­‐$5M) 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
ITENN 
q 
q 
Future 
SHARED 
DREAM/ 
VISION 
-­‐ 
Start 
-­‐ 
Define 
-­‐ 
Learn 
-­‐ 
Experiment 
Eliminaon 
of 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
ONE-­‐PAGE 
LEAN 
STARTUP 
(LS 
Methodology) 
CUSTOMER/CLIENT: 
q 
Past 
………………………………………………………………………………… 
q 
Present 
Date:…………………………………… 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
……………………………………………………………………………………………………………… 
Unique 
Summary 
and 
Visual 
Model 
of 
MEANS 
(TOOL: 
What? 
How? 
Resources: 
People/Culture-­‐Process/Strategy-­‐Product/Service) 
(Itera3vely 
Develop 
Natural, 
Planned, 
and/or 
Disrup3ve 
Customer 
Ecosystem) 
LEAN 
STARTUP 
(LS) 
PROJECT 
MANAGEMENT 
q 
STEER: 
“BUILD-­‐MEASURE-­‐LEARN” 
VALIDATED 
LEARNING 
LOOP 
-­‐ 
Leap 
(Big 
Problem; 
Vision/Hypotheses/Value 
(Proposi3on)) 
-­‐ 
Test 
(Criteria 
for 
Problem; 
Minimum 
Viable 
Product(MVP)) 
-­‐ 
Measure 
(Ac3onable 
Metrics 
for 
Customer 
Growth) 
-­‐ 
Pivot 
(or 
Persevere) 
(Strategy/Business 
Model/Customer 
Ecosystem) 
q 
ACCELERATE: 
LAUNCH-­‐SCALE 
-­‐ 
Batch 
(Size/Version; 
Time/Cycle) 
-­‐ 
Grow 
(Engines 
of 
Customer 
Growth) 
-­‐ 
Adapt 
(Adap3ve 
Org./5 
Whys) 
-­‐ 
Innovate 
(Disrup3ve 
Inno.) 
Eric 
Ries’s 
Book, 
“The 
Lean 
Startup” 
Renew 
(Renew/Disrupt) 
[STEER/Pilot] 
Birth 
Discover/Validate 
(Search: 
or 
Prototype 
Viable 
Minimum 
Ecosystem) 
Customer 
END 
(Value/ 
Why?) 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
ITENNWH 
THE 
ASPIRATIONS 
OF 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
Developed 
by 
VDD 
University 
and 
related 
to 
Eric 
Ries’s 
“The 
Lean 
Startup,” 
the 
scalable 
methodology 
of 
Lean 
Startup 
Project 
Management 
has 
as 
its 
highest 
goal 
elimina[on 
of 
the 
high 
rate 
of 
customer 
non-­‐adop[on 
(non-­‐buy-­‐in) 
especially 
of 
new 
or 
innova[ve 
products/services 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
THE 
B.U.M.P. 
QUESTION 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
Lean 
Startup 
Project 
Management 
Starts 
With 
The 
BUMP 
A 
P 
(Big 
Urgent 
Market 
Problem) 
Ques[on: 
Why 
Differently 
Improve 
The 
Customer 
Experience 
of 
“X”? 
Note: 
“X” 
is 
an 
element 
or 
resource 
in 
an 
ecosystem 
such 
as 
customers 
or 
product/service 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
THE 
4 
APPLICATIONS 
OF 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
1 2 
ITENNWH 
“SOLUTION 
SPACE” 
(Product) 
“PROBLEM 
SPACE” 
(Market) 
Established 
Solu[on 
(Established 
Product/Service/ 
Tool/Technology) 
Unestablished 
Solu[on 
(Unestablished 
Product/ 
Service/Tool) 
Established 
Problem 
(Established 
Market/BUMP/Job/ 
Need) 
ESTABLISHED 
BUSINESS 
Ø 
Established 
Market 
(Problem) 
Ø 
Established 
Soluon 
(Product/Service/Technology) 
“Six 
Sigma 
Way”/“Red 
Ocean 
Way”/ 
”Business 
Planning 
Way” 
ESTABLISHED 
PROBLEM 
(Market) 
SEARCHING 
FOR 
UNESTABLISHED 
SOLUTION 
(Product/Service/Technology) 
“Harvard 
Business 
School 
(HBS) 
Way”/“Market 
Planning 
Way” 
Unestablished 
Problem 
(Unestablished 
Market/BUMP/Job/ 
Need) 
ESTABLISHED 
SOLUTION 
(Product/Service/Technology) 
SEARCHING 
FOR 
UNESTABLISHED 
PROBLEM 
(Market) 
“MIT 
University 
Way”/ 
“Product 
(Technology) 
Planning 
Way” 
Classic 
LEAN 
STARTUP 
q 
Unestablished 
Problem 
(Market) 
q 
Unestablished 
Soluon 
(Product/Service/Technology) 
“Stanford 
University 
(SU) 
Way”/ 
“Lean 
Startup 
Way”/ 
“Blue 
Ocean 
Way”/ 
“Business 
Model 
Way” 
(-­‐): 
Product 
Risk 
(+): 
Market 
Predictability 
3 
4 
What 
way 
or 
domain 
is 
your 
focus? 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
8. 
PERSEVERE 
OR 
PIVOT 
ITENNWH 
q 
Repeat 
spiral 
of 
steps 
to 
achieve 
product-­‐market 
fit/value 
proposi-­‐ 
on/vision/mission. 
Then, 
scale 
q 
Otherwise, 
pivot 
(on 
the 
strategy/ 
vision). 
Abandon 
the 
project??? 
4. 
BUILD 
q 
Assign 
finish 
date 
and 
metrics 
to 
planned 
project 
ac[vi[es 
or 
tac[cs 
q 
State 
verifiable 
targets, 
criteria, 
or 
milestones 
for 
each 
acvity/tacc 
q 
Build 
prototype: 
Min. 
Viable 
Prod. 
1. 
TEAM 
q 
Form 
a 
“Co-­‐crea[on 
Dream 
Team” 
for 
managing 
the 
ecosystem 
of 
the 
lean 
startup 
project 
as 
well 
as 
idenfying 
needs 
of 
stakeholders 
q 
Look 
for 
synergy 
in 
ecosystem 
6. 
REVIEW 
q 
Review 
progress 
and 
gaps 
of 
lean 
startup 
project: 
daily/weekly/ 
monthly/quarterly/annually 
q 
Determine 
and 
document 
what 
next 
acvies 
to 
do 
5. 
MEASURE 
q 
External 
Valida3on: 
Get 
out 
of 
the 
enterprise 
and 
test 
most 
cri[cal 
risks 
& 
assump[ons 
of 
resources 
q 
Internal 
Valida3on: 
Test 
and 
validate 
internal 
assumpons 
2. 
LEAP 
q 
Complete 
the 
Project 
Charter 
that 
describes 
customer, 
big 
problems, 
vision, 
resources, 
and 
dura[on 
as 
well 
as 
success 
criteria 
(ROI; 
cust. 
experience) 
for 
startup 
project 
THE 
8 
STEPS 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM): 
Roadmap, 
Workflow, 
and 
Deliverables 
3. 
DESIGN 
q 
Document 
and 
review 
trade-­‐offs 
in 
ecosystem 
(business 
model) 
for 
exisng 
(‘as 
is’) 
analogs 
& 
an[logs 
q 
Devise 
plan 
(hypotheses/assump-­‐ 
[ons) 
& 
design 
(‘to 
be’) 
strategy 
7. 
LEARN 
q 
Analyze 
gaps/failures/successes 
q 
Ancipate 
future 
adop[on 
and 
weakest 
links. 
Devise 
experiments 
q 
Summarize/Share 
lessons 
learned 
q 
Summarize/Share 
insights 
HEROES 
THE 
8 
STEPS 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
“The 
8 
Habits 
of 
ALL 
Highly 
Successful 
Innovators 
and 
Blue 
Ocean-­‐Lean 
Startups” 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
8. 
PERSEVERE 
OR 
PIVOT 
ITENNWH 
3. 
DESIGN 
4. 
BUILD 
1. 
TEAM 
2. 
LEAP 
THE 
8 
STEPS 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM): 
Roadmap, 
Workflow, 
and 
Deliverables 
6. 
REVIEW 
5. 
MEASURE 
7. 
LEARN 
HEROES 
THE 
8 
STEPS 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
Progress 
Report 
for 
……………………………..……………………………………… 
Date: 
………………………….. 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
Project 
ITENNWH 
THE 
8 
STEPS-­‐MATRIX 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
q 
BUMP 
Discovery 
q 
BUMP-­‐Project 
Tool 
Fitness 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
8 
STEPS/ 
ACTIVITIES/ 
JOBS/STORIES 
FOR 
LSPM 
CHECKLIST 
OF 
TASKS/ 
RESULTS/ 
DELIVERABLES 
1. 
Team 
Team/Stakeholders 
in 
Ecosystem 
2. 
Leap 
Problem/Vision/Customer 
Experience 
3. 
Design 
“As 
Is” 
(Analogs/Anlogs) 
& 
“To 
Be” 
Business 
Model/Ecosystem; 
Strategy/ 
Taccs; 
Value 
Proposion/Tagline 
4. 
Build 
Program; 
Metrics 
(KPIs); 
Prototype/ 
Minimum 
Viable 
Product 
(MVP) 
5. 
Measure 
Customer 
Feedback/Response/Rang/ 
Success 
Criteria: 
Value 
Proposion 
6. 
Review 
Progress 
Report: 
Gaps; 
Value 
Prop.; 
To 
Do 
(“What 
Next?”/Future) 
List 
7. 
Learn 
Root-­‐cause 
Analysis/Modeling; 
Lessons 
Learned/Insights 
8. 
Persevere 
or 
Pivot 
Iteraon 
Cycle: 
Problem-­‐Soluon 
Fit/ 
Product-­‐Market 
Fit; 
Pivot/Abandon? 
q 
Customer 
Growth 
Project 
q 
Company 
Maturity 
Project 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
Project 
ITENNWH 
THE 
8 
STEPS-­‐KANBAN 
MATRIX 
FOR 
LEAN 
STARTUP 
PROJECT 
MANAGEMENT 
(LSPM) 
q 
BUMP 
Discovery 
q 
BUMP-­‐Project 
Tool 
Fitness 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
8 
STEPS/ 
ACTIVITIES/ 
JOBS/STORIES 
FOR 
LSPM 
CHECKLIST 
OF 
TASKS/ 
RESULTS/ 
DELIVERABLES 
KANBAN 
MATRIX 
-­‐ 
Work 
DONE 
(Past 
Reality/ 
Facts) 
IN 
PROGRESS 
(Present 
Reality/ 
Facts) 
TO 
DO 
(Future/Backlog/ 
Hypotheses/Plan) 
1. 
Team 
Team/Stakeholders 
in 
Ecosystem 
2. 
Leap 
Problem/Vision/Customer 
Experience 
3. 
Design 
“As 
Is” 
(Analogs/Anlogs) 
& 
“To 
Be” 
Business 
Model/Ecosystem; 
Strategy/ 
Taccs; 
Value 
Proposion/Tagline 
4. 
Build 
Program; 
Metrics 
(KPIs); 
Prototype/ 
Minimum 
Viable 
Product 
(MVP) 
5. 
Measure 
Customer 
Feedback/Response/Rang/ 
Success 
Criteria: 
Value 
Proposion 
6. 
Review 
Progress 
Report: 
Gaps; 
Value 
Prop.; 
To 
Do 
(“What 
Next?”/Future) 
List 
7. 
Learn 
Root-­‐cause 
Analysis/Modeling; 
Lessons 
Learned/Insights 
8. 
Persevere 
or 
Pivot 
Iteraon 
Cycle: 
Problem-­‐Soluon 
Fit/ 
Product-­‐Market 
Fit; 
Pivot/Abandon? 
q 
Customer 
Growth 
Project 
q 
Company 
Maturity 
Project 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
WORKFLOW 
SIMILARITIES 
AND 
DIFFERENCES 
REGARDING 
TOOLS 
FOR 
BUSINESS 
MODEL 
PRESENTATION 
AND 
ECOSYSTEM 
MAPPING 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
ITENNWH 
8 
STEPS/ 
ACTIVITIES/ 
JOBS/STORIES 
FOR 
LSPM 
CHECKLIST 
OF 
TASKS/ 
RESULTS/ 
DELIVERABLES 
BUSINESS 
MODEL 
CANVAS 
LEAN 
CANVAS 
ONE-­‐PAGE 
LEAN 
STARTUP 
(Ecosystem 
Dashboard) 
1. 
Team 
Team/Stakeholders 
in 
Ecosystem 
ü 
2. 
Leap 
Problem/Vision/Customer 
Experience 
ü 
ü 
3. 
Design 
“As 
Is” 
(Analogs/Anlogs) 
& 
“To 
Be” 
Business 
Model/Ecosystem; 
Strategy/ 
Taccs; 
Value 
Proposion/Tagline 
ü 
ü 
ü 
4. 
Build 
Program; 
Metrics 
(KPIs); 
Prototype/ 
Minimum 
Viable 
Product 
(MVP) 
ü 
ü 
5. 
Measure 
Customer 
Feedback/Response/Rang/ 
Success 
Criteria: 
Value 
Proposion 
ü 
ü 
6. 
Review 
Progress 
Report: 
Gaps; 
Value 
Prop.; 
To 
Do 
(“What 
Next?”/Future) 
List 
ü 
ü 
ü 
7. 
Learn 
Root-­‐cause 
Analysis/Modeling; 
Lessons 
Learned/Insights 
ü 
8. 
Persevere 
or 
Pivot 
Iteraon 
Cycle: 
Problem-­‐Soluon 
Fit/ 
Product-­‐Market 
Fit; 
Pivot/Abandon? 
ü 
ü 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
Structural 
Similari[es 
and 
Differences 
In 
Tools 
for 
Business 
Model 
Presenta[on 
And 
Ecosystem 
Mapping
D N A 
Design 
Needs 
Asp. 
S 
E 
M P 
O 
R 
C 
E 
S 
Suppliers/ 
Inputs/ 
Partners 
Employees/ 
Culture/ 
Brand/IP 
Machinery/ 
Technol./ 
Infra’ 
Process/ 
Strategy/ 
Project 
Output 
(Product/ 
Service) 
Retailers/ 
Channels/ 
Distributors 
Customers/ 
Consumers/ 
Market 
Environ-­‐ 
ment: 
Global 
Shared 
Value 
(Profit) 
INPUT 
(Object: 
S1) 
SUBJECT 
(Field: 
F) 
TOOL 
(S2) 
PROCESS 
(Opera3on) 
OUTPUT 
Customer 
Segments 
CHANNEL 
CUSTOMER 
ENV. 
(Supersys.) 
RESULT 
(Effect: 
-­‐/+) 
STRUCTURAL 
SIMILARITIES 
AND 
DIFFERENCES 
IN 
TOOLS 
FOR 
BUSINESS 
MODEL 
PRESENTATION 
AND 
ECOSYSTEM 
MAPPING 
Agile 
Business 
Cockpit 
(Ecosystem 
Dashboard) 
Business 
Model 
Canvas 
Lean 
Canvas 
Rod 
King 
Alexander 
Osterwalder 
Ash 
Maurya 
Cost 
(C$) 
Revenue 
(R$) 
Unique 
Value 
Prop. 
Problem 
Cost 
Solu[on 
Revenue 
Key 
Metrics 
TRIZ 
Value 
Prop. 
(VP) 
Key 
Resources 
(KR) 
Key 
Ac[vi[es 
(KA) 
Key 
Partners 
(KP) 
Customer 
Rel. 
(CR) 
Customer 
Segments 
(CS) 
Channels 
Unfair 
Adv. 
Channels 
(CH) 
System/ 
Story 
Plot 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
D N A 
Design 
Needs 
Asp. 
S 
E 
M P 
O 
R 
C 
E 
S 
Suppliers/ 
Inputs/ 
Partners 
Employees/ 
Culture/ 
Brand/IP 
Machinery/ 
Technol./ 
Infra’ 
Process/ 
Strategy/ 
Project 
Output 
(Product/ 
Service) 
Retailers/ 
Channels/ 
Distributors 
Customers/ 
Consumers/ 
Market 
Environ-­‐ 
ment: 
Global 
Shared 
Value 
(Profit) 
INPUT 
(Object: 
S1) 
SUBJECT 
(Field: 
F) 
TOOL 
(S2) 
PROCESS 
(Opera3on) 
OUTPUT 
CS 
C$ 
(CH) 
CH 
CHANNEL 
CUSTOMER 
ENV. 
(Supersys.) 
RESULT 
(Effect: 
-­‐/+) 
ONE-­‐PAGE 
LEAN 
STARTUP 
For 
Universal 
Business 
Modeling 
Universal 
Modeling 
Plarorm 
Use 
the 
“DNA” 
of 
the 
Universal 
Modeling 
Plakorm 
to 
Generate 
Your 
Customized 
Business 
Model 
Dashboard 
Agile 
Business 
Cockpit 
(Ecosystem 
Dashboard) 
Business 
Model 
Canvas 
Lean 
Canvas 
(KP) 
(KR) 
(KA) 
(VP) 
Rod 
King 
Alexander 
Osterwalder 
Ash 
Maurya 
(CR) 
(CS) 
(C$) 
(R$) 
UVP 
Problem 
Unfair 
Adv. 
Solu[on 
R$ 
System/ 
Story 
Plot 
TRIZ 
Key 
Metrics 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
q 
Past 
(Done) 
q 
Present 
(In 
Progress) 
q 
Future 
D N A 
(To 
Do) 
Design 
Needs 
Asp. 
S 
E 
M P 
O 
R 
C 
E 
S 
Suppliers/ 
Inputs/ 
Partners 
Employees/ 
Culture/ 
Brand/IP 
Machinery/ 
Technol./ 
Infra’ 
Process/ 
Strategy/ 
Project 
Output 
(Product/ 
Service) 
Retailers/ 
Channels/ 
Distributors 
Customers/ 
Consumers/ 
Market 
Environ-­‐ 
ment: 
Global 
Shared 
Value 
(Profit) 
INPUT 
(Object: 
S1) 
SUBJECT 
(Field: 
F) 
TOOL 
(S2) 
PROCESS 
(Opera3on) 
OUTPUT 
CHANNEL 
CUSTOMER 
ENV. 
(Supersys.) 
RESULT 
(Effect: 
-­‐/+) 
Agile 
Business 
Cockpit 
(Ecosystem 
Dashboard) 
Business 
Model 
Canvas 
Lean 
Canvas 
AGILE 
BUSINESS 
COCKPIT 
(ABC) 
CUSTOMER/CLIENT: 
………………………………………………………………………………… 
Date:…………………………………… 
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: 
……………………………………………………………………………………………………………………… 
System/ 
Story 
Plot 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
MACRO-­‐STRUCTURE 
OF 
THE 
AGILE 
BUSINESS 
COCKPIT 
(ABC) 
The 
2 
Mini-­‐dashboards 
of 
the 
Real-­‐[me 
Ecosystem 
Dashboard 
Collabora3vely 
Document 
and 
Solve 
Big 
Urgent 
Market 
Problems 
(BUMPs) 
in 
Real 
Time 
AGILE 
BUSINESS 
COCKPIT 
Real-­‐[me 
Ecosystem 
Dashboard 
S 
E 
M P 
O 
R 
C 
E 
S 
ITENNWH 
Agile 
Product 
Dashboard 
Agile 
Marke[ng 
Dashboard 
S 
E 
M P 
O 
O 
R 
C 
E 
S 
#BMYacht. 
Dr. 
Rod 
King. 
rodkuhnhking@gmail.com 
& 
hbp://businessmodels.ning.com 
& 
hbp://twiber.com/RodKuhnKing
Join 
us 
At 
Red 
Ocean 
Disrup[on 
(ROD) 
University 
For 
Business 
Periodic 
Table 
hbp://businessmodels.ning.com

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Business Model Canvas vs Lean Canvas vs One-Page Lean Startup

  • 1. HEROES Think Big and Different BUSINESS MODEL CANVAS vs. LEAN CANVAS The One-­‐Page Lean Startup as All-­‐In-­‐One Tool for the Lean Startup Journey Dr. Rod King ROD University for Business Periodic Table Visual White Paper
  • 2. TYPICAL STARTUP PROJECT OR “JOB TO BE DONE” To Efficiently Build and Manage Products, Services, and Businesses That ITENNWH Customers Undeniably Need, Want, and Love As Well As Buy at Great Value (Profit)
  • 3. TRADITIONAL TOOLS “HIRED” FOR ORGANIZING, PRESENTING, AND MANAGING RESOURCES, STARTUP PROJECT, BUSINESS, OR JOB TO BE DONE ITENNWH BUSINESS PLAN “JUST DO IT”
  • 4. A PAIN OF THE TRADITIONAL BUSINESS PLAN “Business Plan: A document investors make ITENNWH you write that they don’t read.” Steve Blank
  • 5. ALTERNATIVES TO A BUSINESS PLAN BUSINESS MODEL MAP ITENNWH & BUSINESS ECOSYSTEM MAP
  • 6. A Business Model Map Or A Business Ecosystem Map Is A Visual RepresentaA P [on of How a Business or an Ecosystem Works to Create Value
  • 7. What Are Innova[ve Tools For Mapping and Presen[ng Past, Present, A P and Future Business Models As Well As Business Ecosystems?
  • 8. BUSINESS MODEL CANVAS Alexander Osterwalder A Strategic Business Resources Scorecard ITENNWH Source: hBp://en.wikipedia.org/wiki/Business_Model_Canvas
  • 9. LEAN CANVAS Ash Maurya A Tac3cal Business Resources Scorecard ITENNWH Source: hBp://www.ashmaurya.com/2012/02/why-­‐lean-­‐canvas/
  • 10. The Third Way: The One-­‐Page Lean Startup A Visionary, Strategic, and Tac3cal Tool
  • 11. Every Business (Model) Is An Ecosystem A P And Part of A Higher Level Ecosytem
  • 12. ECOSYSTEM DASHBOARD: “SEMPORCES” Logic and Fractal Structure of an Ecosystem Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time Every Ecosystem Consists of a Stream of 9 Resource Types or Stacks That Are Summarized Using the Acronym, “SEMPORCES”: A P S E M P O R C E S Suppliers/Inputs/Partners Employees/Culture/Brand/IP Machinery/Equipment/Infrastructure/Technology Process/Strategy/Project To Be Done Output (Product/Service) Retailers/Channels/Distributors/CRM Customers/Consumers/Market Environment (Global) Shared Dream/Vision/Value/Profit/Experience Upstream (Design: How?) Inside the Enterprise/ Supply Infrastructure Midstream (Needs: What?) Outside the Enterprise/ Demand Infrastructure Downstream (Aspira3ons: Why?) Effect or Value E C O S Y S T EM #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 13. Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ Ac[vi[es Employees/ Machinery Suppliers/ Inputs/ Partners Retailers (Channels & Rela[onships) Output (Product/ Service) Present (Done): Problem/Reality Future (To Do): Solu3on/Goal (Sustaining) (Disrupve)
  • 14. Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ Ac[vi[es Employees/ Machinery Suppliers/ Inputs/ Partners Retailers (Channels & Rela[onships) Output (Product/ Service) V: Value Engine (Proposion/Strategy) Present (Done): Problem/Reality Future (To Do): Solu3on/Goal (Sustaining) (Disrupve)
  • 15. Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Customer Segments #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing RED OCEAN BLUE OCEAN COST (STRUCTURE) REVENUE (STREAMS) PROFIT Processes/ Ac[vi[es Employees/ Machinery Suppliers/ Inputs/ Partners Retailers (Channels & Rela[onships) Output (Product/ Service) V: Value Engine (Proposion/Strategy) Present (Done): Problem/Reality Future (To Do): Solu3on/Goal (Sustaining) (Disrupve)
  • 16. ITENN ONE-­‐PAGE LEAN STARTUP (The 2 Spaces) q Solu[on Space Past ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/ Business DNA Map/ MegaMarke3ng Canvas) q Present q Future Problem Space CUSTOMER TRADE-­‐OFF DASHBOARD #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 17. ITENN ONE-­‐PAGE LEAN STARTUP (The 2 Mantras) q Problem Space Past “Get Out Of The Building” Solu[on Space q “Prototype (Build)-­‐Measure-­‐Learn” Present q Future #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 18. q Past q Present q Future D N A Design Needs Asp. S E M P O R C E S Suppliers/ Inputs/ Partners Employees/ Culture/ Brand/IP Machinery/ Technol./ Infra’ Process/ Strategy/ Project Output (Product/ Service) Retailers/ Channels/ Distributors Customers/ Consumers/ Market Environ-­‐ ment: Global Shared Value (Profit) “TACTICAL” ONE-­‐PAGE LEAN STARTUP CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… Prototype (Build) Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 19. ASPIRATION MAP: Where currently are we? Where must we go? Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time DisrupHon Spot Types of Business Models/Startups Luxury Spot Strategic Choice Sweet Spot Model/Startup Blue Ocean (Value Innova[on) Model/Startup Luxury Spot (Differen[ated/ Sustaining-­‐ [R]evolu[onary) Model/Startup Disrup[on Spot/Lean (Disrup[ve Innova[on) Model/Startup Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….…………. Volcano Model/Startup Green Ocean Model/Startup Red Ocean Model/Startup Oasis (‘Stuck-­‐in-­‐the-­‐middle’) Model/Startup No-­‐Man’s-­‐Island Model/Startup (-­‐): PAIN (Risk; Uncertainty) Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness (+): DELIGHT (Reward; Profitability; ROI; Abundance) 10 Key High Level of Customer Experience Low Level of Customer Experience 3 6 10 6 3 0 A
  • 20. One-­‐Page Lean Startup Rod King DisrupHon Spot Luxury Spot Strategic Choice Business Model Canvas Alexander Osterwaler Lean Canvas Ash Maurya Market Segment (Customer Job/Crisis/Goal): Visually Document and Present Business Models/Ecosystems ASPIRATION MAP For Business Model Canvas, Lean Canvas, and One-­‐Page Lean Startup Where currently are we? Where must we go? Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time (-­‐): PAIN (Risk; Uncertainty; Complexity; Inconvenience; Time; Cost; Waste) Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness (+): DELIGHT (Reward; Profitability; ROI; Abundance; Func3onality; Versa3lity; Scalability) 10 Key High Level of Customer Experience Low Level of Customer Experience 3 6 10 6 3 0 A D N A TRADITIONAL BUSINESS PLAN
  • 21. q Past ü Present q Future D N A Design Needs Asp. S E M P O R C E S Suppliers/ Inputs/ Partners Co-­‐creators of Profession-­‐ als; The Move-­‐ ment Employees/ Culture/ Brand/IP Author Alexander Osterwald-­‐ er Machinery/ Technol./ Infra’ IT Equip-­‐ ment/ Infra-­‐ structure Process/ Strategy/ Project Visualizing/ Document-­‐ ing/Innova-­‐ ng on a bus. model; Differena-­‐ tn Strategy Output (Product/ Service) Business Model Canvas Retailers/ Channels/ Distributors Business model hub/ Blog; (App Store); Word of Mouth; Amazon Customers/ Consumers/ Market Visionaries: Consultants/ Execuves/ Investors/ Companies/ Academics/ Entrepreneurs Environ-­‐ ment: Global Compe-­‐ tors Bus. Plan/ Value Chain/ Balanced Scorecard Shared Value (Profit) “One-­‐page Bus. Model” Revenue Sale of book/app; Free template Co-­‐creators from Lean Startup/ Customer Develop-­‐ ment Community Author Ash Maurya IT Equip-­‐ ment/ Infra-­‐ structure Document-­‐ ing/ validang hypotheses of business model (Prob-­‐soln fit; product-­‐ market fit) Lean Canvas -­‐ Fast -­‐ Portable -­‐ Concise -­‐ Effecve Lean canvas (website) Key Metrics A: Acquisitn A: Ac3vatn R: Retentn R: Revenue R: Referral Technology-­‐ Lean Startups/ Entrepreneurs Problems A business plan is me consuming/ bulky/hardly relevant Compe-­‐ tors Bus. Plan/ Business Model Canvas Unfair Adv: “Your Startup Blueprint” Revenue Sale of book; Free template “TACTICAL” ONE-­‐PAGE LEAN STARTUP for Business Model Canvas & Lean Canvas CUSTOMER/CLIENT: ………………………………………………………………………………… Date: February 2010 PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: Compare Ecosystem Resources of Business Model Canvas & Lean Canvas Prototype (Build) Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 22. “STRATEGIC” ONE-­‐PAGE LEAN STARTUP (Plan): Lean Canvas Client/Customer (Segment/Persona): Technology-­‐Lean Startups/Entrepreneurs Date: August 2009 PAIN/PROBLEM/TRADE-­‐OFF/NEED/GOAL/JOB: Unwanted innova[ve products/services; Difficulty in organizing and managing informa[on & business model hypotheses; “Unac[onable” canvas CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realizaon of future system/vision/ dream/Ideal Final Result (IFR)? SHARED DREAM/ VISION: Creaon of innovave products that customers want/ buy PRESENT SYSTEM/EXPERIENCE (Where currently are we?) Tools for Business Model Mapping VALUE TRANSFORMATION TOOL -­‐ Evolve, Explore, or Disrupt: What if … we (Eliminate/Reduce/Increase/Create) FUTURE SYSTEM/EXPERIENCE (Where must we go?) Short/Medium/Long-­‐term (“RED OCEAN”; Analog; Anlog) Business Model Canvas Strategic Tool q “The 8 Steps for Lean Startup Project Management (LSPM)” q Value Proposion Factors/ Compeve Features/Criteria q STRATEGY/TACTICS/PROCESS • Eliminate: “Key Partners”; “Key Resourc-­‐ es”; “Key Ac3vi3es”; “Customer Rel.” • Reduce: Abstracon (Strategy-­‐focus) • Increase: Entrepreneurial-­‐focus; Capability for Tesng Problem-­‐Soluon Fitness & Product-­‐Market Fitness • Create: “Problem”; “Solu3on”; “Key Metrics”; “Unfair Advantage” (“BLUE OCEAN”) Lean Canvas Taccal Tool Zooming #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 23. “STRATEGIC” ONE-­‐PAGE LEAN STARTUP (Plan): ……………………….……....… Date: ……...…..………… Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..…… PAIN/PROBLEM/TRADE-­‐OFF/NEED/GOAL/JOB: …………………………………………………………………………..…………. CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realizaon of future system/vision/ dream/Ideal Final Result (IFR)? SHARED DREAM/ VISION PRESENT SYSTEM/EXPERIENCE (Where currently are we?) VALUE TRANSFORMATION TOOL -­‐ Evolve, Explore, or Disrupt: What if … we (Eliminate/Reduce/Increase/Create) FUTURE SYSTEM/EXPERIENCE (Where must we go?) Short/Medium/Long-­‐term (“RED OCEAN”; Analog; Anlog) q “The 8 Steps for Lean Startup Project Management (LSPM)” q Value Proposion Factors/ Compeve Features/Criteria q STRATEGY/TACTICS/PROCESS • Eliminate: • Reduce: • Increase: • Create: (“BLUE OCEAN”) Zooming #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 24. “VISIONARY” ONE-­‐PAGE LEAN STARTUP: Lean Canvas CUSTOMER/CLIENT: q Technology-­‐Lean Startups/Entrepreneurs ITENN q Present Date: June 2009 PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: Past ü Future Threat or reality of unwanted innova[ve products/services INTERNAL/EXTERNAL MEANS (TOOL: Lean Canvas) (Resources: People/Culture-­‐Process/Strategy-­‐Product/Service) END (Value) SHARED DREAM/ VISION: Creaon of innovave products that customers want/ buy Prototype (Build) -­‐ Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 25. “VISIONARY” ONE-­‐PAGE LEAN STARTUP ITENN CUSTOMER/CLIENT: q Past ………………………………………………………………………………… q Present q Future Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-­‐Process/Strategy-­‐Product/Service) END (Value) SHARED DREAM/ VISION Prototype (Build) -­‐ Measure Learn #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 26. PYRAMID OF DASHBOARDS FOR ONE-­‐PAGE LEAN STARTUP A P Visionary One-­‐Page Lean Startup Strategic One-­‐Page Lean Startup Tac[cal (Opera[onal) One-­‐Page Lean Startup Right-­‐Brain Perspec3ve (Big Picture: Visionaries/Leaders) Total-­‐Brain Perspec3ve (Managers/Strategists/Marketers) Le_-­‐Brain Perspec3ve (Details: Pragmasts/ Operators/Builders) Why? How? What?
  • 27. Lean Startup Project Management The Lean Startup Journey
  • 28. q Past q Present 4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolu3onary Hypotheses vs. ITENN Reality) Infancy (Prototype) Time Customer Experience, Happiness, or Value = Delight/Pain Growth (Opmize) Maturity (Scale) Renewal (Renew) Chasm (Trac3on; Tipping Point; Product-­‐Market Fit) Fault (Line) ONE-­‐PAGE LEAN STARTUP (Lean Startup Journey) CUSTOMER/CLIENT: ………………………………………………………………………………… q Future Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………… Tradional/Hypothecal Ecosystem Demand (Market, Industry, Enterprise, or Technology) SHARED DREAM/ VISION: Ideal Final Result (IFR) Requirements for Insanely Great Customer Experience Angel Funding (Up to $100,000) Seed Funding ($100,000-­‐$1M) Venture Funding ($1M-­‐$5M) #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 29. ITENN q q Future SHARED DREAM/ VISION -­‐ Start -­‐ Define -­‐ Learn -­‐ Experiment Eliminaon of Big Urgent Market Problems (BUMPs) ONE-­‐PAGE LEAN STARTUP (LS Methodology) CUSTOMER/CLIENT: q Past ………………………………………………………………………………… q Present Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………… Unique Summary and Visual Model of MEANS (TOOL: What? How? Resources: People/Culture-­‐Process/Strategy-­‐Product/Service) (Itera3vely Develop Natural, Planned, and/or Disrup3ve Customer Ecosystem) LEAN STARTUP (LS) PROJECT MANAGEMENT q STEER: “BUILD-­‐MEASURE-­‐LEARN” VALIDATED LEARNING LOOP -­‐ Leap (Big Problem; Vision/Hypotheses/Value (Proposi3on)) -­‐ Test (Criteria for Problem; Minimum Viable Product(MVP)) -­‐ Measure (Ac3onable Metrics for Customer Growth) -­‐ Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem) q ACCELERATE: LAUNCH-­‐SCALE -­‐ Batch (Size/Version; Time/Cycle) -­‐ Grow (Engines of Customer Growth) -­‐ Adapt (Adap3ve Org./5 Whys) -­‐ Innovate (Disrup3ve Inno.) Eric Ries’s Book, “The Lean Startup” Renew (Renew/Disrupt) [STEER/Pilot] Birth Discover/Validate (Search: or Prototype Viable Minimum Ecosystem) Customer END (Value/ Why?) #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 30. ITENNWH THE ASPIRATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time Developed by VDD University and related to Eric Ries’s “The Lean Startup,” the scalable methodology of Lean Startup Project Management has as its highest goal elimina[on of the high rate of customer non-­‐adop[on (non-­‐buy-­‐in) especially of new or innova[ve products/services #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 31. THE B.U.M.P. QUESTION FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time Lean Startup Project Management Starts With The BUMP A P (Big Urgent Market Problem) Ques[on: Why Differently Improve The Customer Experience of “X”? Note: “X” is an element or resource in an ecosystem such as customers or product/service #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 32. THE 4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) 1 2 ITENNWH “SOLUTION SPACE” (Product) “PROBLEM SPACE” (Market) Established Solu[on (Established Product/Service/ Tool/Technology) Unestablished Solu[on (Unestablished Product/ Service/Tool) Established Problem (Established Market/BUMP/Job/ Need) ESTABLISHED BUSINESS Ø Established Market (Problem) Ø Established Soluon (Product/Service/Technology) “Six Sigma Way”/“Red Ocean Way”/ ”Business Planning Way” ESTABLISHED PROBLEM (Market) SEARCHING FOR UNESTABLISHED SOLUTION (Product/Service/Technology) “Harvard Business School (HBS) Way”/“Market Planning Way” Unestablished Problem (Unestablished Market/BUMP/Job/ Need) ESTABLISHED SOLUTION (Product/Service/Technology) SEARCHING FOR UNESTABLISHED PROBLEM (Market) “MIT University Way”/ “Product (Technology) Planning Way” Classic LEAN STARTUP q Unestablished Problem (Market) q Unestablished Soluon (Product/Service/Technology) “Stanford University (SU) Way”/ “Lean Startup Way”/ “Blue Ocean Way”/ “Business Model Way” (-­‐): Product Risk (+): Market Predictability 3 4 What way or domain is your focus? Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 33. 8. PERSEVERE OR PIVOT ITENNWH q Repeat spiral of steps to achieve product-­‐market fit/value proposi-­‐ on/vision/mission. Then, scale q Otherwise, pivot (on the strategy/ vision). Abandon the project??? 4. BUILD q Assign finish date and metrics to planned project ac[vi[es or tac[cs q State verifiable targets, criteria, or milestones for each acvity/tacc q Build prototype: Min. Viable Prod. 1. TEAM q Form a “Co-­‐crea[on Dream Team” for managing the ecosystem of the lean startup project as well as idenfying needs of stakeholders q Look for synergy in ecosystem 6. REVIEW q Review progress and gaps of lean startup project: daily/weekly/ monthly/quarterly/annually q Determine and document what next acvies to do 5. MEASURE q External Valida3on: Get out of the enterprise and test most cri[cal risks & assump[ons of resources q Internal Valida3on: Test and validate internal assumpons 2. LEAP q Complete the Project Charter that describes customer, big problems, vision, resources, and dura[on as well as success criteria (ROI; cust. experience) for startup project THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM): Roadmap, Workflow, and Deliverables 3. DESIGN q Document and review trade-­‐offs in ecosystem (business model) for exisng (‘as is’) analogs & an[logs q Devise plan (hypotheses/assump-­‐ [ons) & design (‘to be’) strategy 7. LEARN q Analyze gaps/failures/successes q Ancipate future adop[on and weakest links. Devise experiments q Summarize/Share lessons learned q Summarize/Share insights HEROES THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) “The 8 Habits of ALL Highly Successful Innovators and Blue Ocean-­‐Lean Startups” Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 34. 8. PERSEVERE OR PIVOT ITENNWH 3. DESIGN 4. BUILD 1. TEAM 2. LEAP THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM): Roadmap, Workflow, and Deliverables 6. REVIEW 5. MEASURE 7. LEARN HEROES THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Progress Report for ……………………………..……………………………………… Date: ………………………….. Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 35. Project ITENNWH THE 8 STEPS-­‐MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) q BUMP Discovery q BUMP-­‐Project Tool Fitness Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time 8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM CHECKLIST OF TASKS/ RESULTS/ DELIVERABLES 1. Team Team/Stakeholders in Ecosystem 2. Leap Problem/Vision/Customer Experience 3. Design “As Is” (Analogs/Anlogs) & “To Be” Business Model/Ecosystem; Strategy/ Taccs; Value Proposion/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rang/ Success Criteria: Value Proposion 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List 7. Learn Root-­‐cause Analysis/Modeling; Lessons Learned/Insights 8. Persevere or Pivot Iteraon Cycle: Problem-­‐Soluon Fit/ Product-­‐Market Fit; Pivot/Abandon? q Customer Growth Project q Company Maturity Project #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 36. Project ITENNWH THE 8 STEPS-­‐KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) q BUMP Discovery q BUMP-­‐Project Tool Fitness Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time 8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM CHECKLIST OF TASKS/ RESULTS/ DELIVERABLES KANBAN MATRIX -­‐ Work DONE (Past Reality/ Facts) IN PROGRESS (Present Reality/ Facts) TO DO (Future/Backlog/ Hypotheses/Plan) 1. Team Team/Stakeholders in Ecosystem 2. Leap Problem/Vision/Customer Experience 3. Design “As Is” (Analogs/Anlogs) & “To Be” Business Model/Ecosystem; Strategy/ Taccs; Value Proposion/Tagline 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) 5. Measure Customer Feedback/Response/Rang/ Success Criteria: Value Proposion 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List 7. Learn Root-­‐cause Analysis/Modeling; Lessons Learned/Insights 8. Persevere or Pivot Iteraon Cycle: Problem-­‐Soluon Fit/ Product-­‐Market Fit; Pivot/Abandon? q Customer Growth Project q Company Maturity Project #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 37. WORKFLOW SIMILARITIES AND DIFFERENCES REGARDING TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time ITENNWH 8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM CHECKLIST OF TASKS/ RESULTS/ DELIVERABLES BUSINESS MODEL CANVAS LEAN CANVAS ONE-­‐PAGE LEAN STARTUP (Ecosystem Dashboard) 1. Team Team/Stakeholders in Ecosystem ü 2. Leap Problem/Vision/Customer Experience ü ü 3. Design “As Is” (Analogs/Anlogs) & “To Be” Business Model/Ecosystem; Strategy/ Taccs; Value Proposion/Tagline ü ü ü 4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP) ü ü 5. Measure Customer Feedback/Response/Rang/ Success Criteria: Value Proposion ü ü 6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List ü ü ü 7. Learn Root-­‐cause Analysis/Modeling; Lessons Learned/Insights ü 8. Persevere or Pivot Iteraon Cycle: Problem-­‐Soluon Fit/ Product-­‐Market Fit; Pivot/Abandon? ü ü #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 38. Structural Similari[es and Differences In Tools for Business Model Presenta[on And Ecosystem Mapping
  • 39. D N A Design Needs Asp. S E M P O R C E S Suppliers/ Inputs/ Partners Employees/ Culture/ Brand/IP Machinery/ Technol./ Infra’ Process/ Strategy/ Project Output (Product/ Service) Retailers/ Channels/ Distributors Customers/ Consumers/ Market Environ-­‐ ment: Global Shared Value (Profit) INPUT (Object: S1) SUBJECT (Field: F) TOOL (S2) PROCESS (Opera3on) OUTPUT Customer Segments CHANNEL CUSTOMER ENV. (Supersys.) RESULT (Effect: -­‐/+) STRUCTURAL SIMILARITIES AND DIFFERENCES IN TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING Agile Business Cockpit (Ecosystem Dashboard) Business Model Canvas Lean Canvas Rod King Alexander Osterwalder Ash Maurya Cost (C$) Revenue (R$) Unique Value Prop. Problem Cost Solu[on Revenue Key Metrics TRIZ Value Prop. (VP) Key Resources (KR) Key Ac[vi[es (KA) Key Partners (KP) Customer Rel. (CR) Customer Segments (CS) Channels Unfair Adv. Channels (CH) System/ Story Plot #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 40. D N A Design Needs Asp. S E M P O R C E S Suppliers/ Inputs/ Partners Employees/ Culture/ Brand/IP Machinery/ Technol./ Infra’ Process/ Strategy/ Project Output (Product/ Service) Retailers/ Channels/ Distributors Customers/ Consumers/ Market Environ-­‐ ment: Global Shared Value (Profit) INPUT (Object: S1) SUBJECT (Field: F) TOOL (S2) PROCESS (Opera3on) OUTPUT CS C$ (CH) CH CHANNEL CUSTOMER ENV. (Supersys.) RESULT (Effect: -­‐/+) ONE-­‐PAGE LEAN STARTUP For Universal Business Modeling Universal Modeling Plarorm Use the “DNA” of the Universal Modeling Plakorm to Generate Your Customized Business Model Dashboard Agile Business Cockpit (Ecosystem Dashboard) Business Model Canvas Lean Canvas (KP) (KR) (KA) (VP) Rod King Alexander Osterwalder Ash Maurya (CR) (CS) (C$) (R$) UVP Problem Unfair Adv. Solu[on R$ System/ Story Plot TRIZ Key Metrics #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 41. q Past (Done) q Present (In Progress) q Future D N A (To Do) Design Needs Asp. S E M P O R C E S Suppliers/ Inputs/ Partners Employees/ Culture/ Brand/IP Machinery/ Technol./ Infra’ Process/ Strategy/ Project Output (Product/ Service) Retailers/ Channels/ Distributors Customers/ Consumers/ Market Environ-­‐ ment: Global Shared Value (Profit) INPUT (Object: S1) SUBJECT (Field: F) TOOL (S2) PROCESS (Opera3on) OUTPUT CHANNEL CUSTOMER ENV. (Supersys.) RESULT (Effect: -­‐/+) Agile Business Cockpit (Ecosystem Dashboard) Business Model Canvas Lean Canvas AGILE BUSINESS COCKPIT (ABC) CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… System/ Story Plot #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 42. MACRO-­‐STRUCTURE OF THE AGILE BUSINESS COCKPIT (ABC) The 2 Mini-­‐dashboards of the Real-­‐[me Ecosystem Dashboard Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time AGILE BUSINESS COCKPIT Real-­‐[me Ecosystem Dashboard S E M P O R C E S ITENNWH Agile Product Dashboard Agile Marke[ng Dashboard S E M P O O R C E S #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing
  • 43. Join us At Red Ocean Disrup[on (ROD) University For Business Periodic Table hbp://businessmodels.ning.com