The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.

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