In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Business Framework Value Proposition PowerPoint Presentation SlidesSlideTeam
Are you preparing to give PowerPoint presentation on business framework value proposition? Not finding the right designs and graphics? No worries! We present you, our predesigned and content ready business framework value proposition PowerPoint presentation templates. This customer value proposition PPT presentation will be useful for middle-level management to define company’s internal strategy to the senior level. It includes company overview, product, and services, elevator pitch, problem areas, find a solution, value proposition product & services, company revenue model & expense model. It also includes company’s growth strategy, competitive landscape, two product comparison, SWOT analysis, business shareholders pattern etc. Want to make PPT slides on business strategy, value proposition, personal value proposition, company values, customer value proposition framework, value proposition model and value marketing, employee value proposition, strategic management, value proposition model. You can deploy this value-focused enterprise model presentation. Download business framework value proposition PowerPoint presentation slides now. Get everyone to come to an agreement with our Business Framework Value Proposition PowerPoint Presentation Slides. It helps identify disputed aspects.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
Sales Decks for Founders - Founding Sales - December 2015 Peter Kazanjy
Presentation on "sales decks for founders" covering the best way to present your new technology product to a business-to-business buyer.
Presentation is an adaption of a chapter from Founding Sales (book on technology sales for founders and other first-time sellers): https://twitter.com/FoundingSales
Chapter excerpt here: http://firstround.com/review/building-your-best-sales-deck-starts-here/
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Learn how to build ridiculously compelling sales decks based on super tactical examples from industry leaders, so you can put it into practice immediately and start winning deals!
Business Framework Value Proposition PowerPoint Presentation SlidesSlideTeam
Are you preparing to give PowerPoint presentation on business framework value proposition? Not finding the right designs and graphics? No worries! We present you, our predesigned and content ready business framework value proposition PowerPoint presentation templates. This customer value proposition PPT presentation will be useful for middle-level management to define company’s internal strategy to the senior level. It includes company overview, product, and services, elevator pitch, problem areas, find a solution, value proposition product & services, company revenue model & expense model. It also includes company’s growth strategy, competitive landscape, two product comparison, SWOT analysis, business shareholders pattern etc. Want to make PPT slides on business strategy, value proposition, personal value proposition, company values, customer value proposition framework, value proposition model and value marketing, employee value proposition, strategic management, value proposition model. You can deploy this value-focused enterprise model presentation. Download business framework value proposition PowerPoint presentation slides now. Get everyone to come to an agreement with our Business Framework Value Proposition PowerPoint Presentation Slides. It helps identify disputed aspects.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Laura Mocanu of Elite Vision Coaching has an impressive background as a Marketing Professional in her native Romania. This combined with her own career change and a passion for continuing education sets the tone for her work. A business mentor for the Prince’s Trust and Well Being Officer for NIAMH, her own trajectory is an excellent model for what it takes a client to maximize their potential and illustrative of the "Design Thinking" she teaches.
An audio of this presentation can be found at: https://www.dropbox.com/s/v6x32tx449nofqi/14%20Laura%20Mocanu.mp3?dl=0
www.evisioncoaching.co.uk
@EVisionCoaching
Sales Decks for Founders - Founding Sales - December 2015 Peter Kazanjy
Presentation on "sales decks for founders" covering the best way to present your new technology product to a business-to-business buyer.
Presentation is an adaption of a chapter from Founding Sales (book on technology sales for founders and other first-time sellers): https://twitter.com/FoundingSales
Chapter excerpt here: http://firstround.com/review/building-your-best-sales-deck-starts-here/
Business Model Generation - Part1: Canvas
Presentation of key concept of Business Model Generation Canvas presented in the www.businessmodelgeneration.com/book. With addition of Startup types and lifecycle from Startup Genome Report (http://startupgenome.cc/).
Learn how to build ridiculously compelling sales decks based on super tactical examples from industry leaders, so you can put it into practice immediately and start winning deals!
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
15 companies you should copy: business models visualised by @boardofinnoBoard of Innovation
An overview of 15 business models you should copy. Handpicked by our team at Board of Innovation & visualised with our business model tools. more info via www.boardofinnovation.com
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world.
In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management.
Which business model (ecosystem) mapping tool is your favorite? And why?
What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems?
We look forward to hearing from you.
Best regards.
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
Lean how to apply leans startup methods to weekend hackathons, your startup, your enterprise or daily work. You will find practical tools and examples of how to start with customer validation from day 1 and get, validate idea and get your product hypothesis feedback in hours.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
Our Product Marketing Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to develop a comprehensive product marketing plan.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
How to use Business Model Canvas to design projectsJörgen Dahlberg
A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
15 companies you should copy: business models visualised by @boardofinnoBoard of Innovation
An overview of 15 business models you should copy. Handpicked by our team at Board of Innovation & visualised with our business model tools. more info via www.boardofinnovation.com
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world.
In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management.
Which business model (ecosystem) mapping tool is your favorite? And why?
What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems?
We look forward to hearing from you.
Best regards.
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
Lean how to apply leans startup methods to weekend hackathons, your startup, your enterprise or daily work. You will find practical tools and examples of how to start with customer validation from day 1 and get, validate idea and get your product hypothesis feedback in hours.
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
Our Product Marketing Plan Playbook is a planning methodology that highlights our premium tool-kit of tools & templates to develop a comprehensive product marketing plan.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
How to use Business Model Canvas to design projectsJörgen Dahlberg
A project is a delivery format for change acceleration and gives people and organizations possibilities to focus on a specific result with a specific timeline and dedicated resources. The key to success as we believe is to actually use the same design pattern as we do when we design companies and organizations, namely the Business Model Canvas.
Slides from my class on "Business Model and Strategy" in the Strategy MBA course at Aarhus BSS, Aarhus University (Sep 2014).
Key takeaways:
- business model describes the essence of business in simple terms;
- business model is different from and complementary to strategy;
- business model affects firm’s performance.
Entrepreneur 4: Business Strategies & Rapid Growth StrategiesBernard Leong
The 4th lecture focus on business strategy and models, rapid growth strategies (franchising, mergers & acquisitions), and an introduction to Moore's "Crossing the Chasm", Gartner's Hype Cycle and Porter's 5 Forces.
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems EverywhereRod King, Ph.D.
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
4Q-Business Model Model Strip: DNA of a Faster, Simpler, and Scalable Busines...Rod King, Ph.D.
Of all approaches for business growth, the approach of creating game-changing business model innovation is widely acclaimed as the most profitable and defensible way of growing a business. However, the art and science of creating game-changing business models is little understood. In short, Business Model Mechanics is a nascent field where intuition prevails over systematic tools.
Currently, the most common tool for visualizing or prototyping a business model is Alex Osterwalder's Business Model Canvas. However, with its 9 building blocks, the Business Model Canvas is complex to learn as well as slow and difficult to apply especially for startups. There are just "too many balls in the air" when using the Business Model Canvas especially when finding Problem-Solution Fit for a startup. Also, the logic behind the visual design of the Business Model Canvas is not obvious or intuitively aligned with the simple definition of a business model: "A business model describes how a business sustainably makes money." This non-obvious logic has resulted in many modifications to the original Business Model Canvas and "non-business model diagrams" being the outcome.
Based on Rod King's Business Model Strip, the 4Q-Business Model Strip introduces a simpler, faster, and scalable tool for visualizing and prototyping business models. The "4Q" refers to the 4 questions on which the Business Model Strip is based: Why? Who? What? How?
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...Rod King, Ph.D.
Consider this scenario which is a “Hollywood version” of a business case that I read several years ago in the book, “Discovery-Driven Growth,” by Rita Gunther McGrath and Ian MacMillan. The character, Bob, is a figment of my imagination.
Bob, a father of two young girls, was recently made redundant. Bob is desperate to pursue his dream business idea of owning an antique toy store. However, Bob is seeking advice on the best tool for testing the viability of his dream idea. The options at the top of Bob’s mind are as follows:
Option 1: INTUITION ("JUST DO IT")
Based on gut feeling and experience: rent store, buy antique toys, open store to public, and see what happens. Hopefully, monthly revenue from the sale of antique toys will be more than his monthly operating cost.
Option 2: TRADITIONAL BUSINESS PLAN
Spend 8 weeks attending an evening course on writing a (theoretical) business plan for the antique toy store. Thereafter, launch the project and open the antique toy store according to the schedule or “waterfall” of activities in the business plan.
Option 3: BUSINESS MODEL CANVAS/CUSTOMER DEVELOPMENT STACK
First, document the proposal (hypotheses) for the antique toy store using the tool of the Business Model Canvas. Then, according to principles of Steve Blank’s Customer Development methodology, “Get Out Of the Building” and talk to at least 50 prospective customers and other stakeholders. Test and validate/reject hypotheses for each of the 9 building blocks of the Business Model Canvas.
Option 4: LEAN STARTUP METHOD
Start by building a Minimum Viable Product (MVP) for the antique toy store. The objective is to rapidly learn about what works and what does not work regarding outcomes that customers want and can pay for. Rapidly use the iterative loop of “Build-Measure-Learn” to find problem-solution fit as well as product-market fit.
Option 5: DISCOVERY-DRIVEN PLANNING
The first step is to prepare a “Reverse Income Statement (RIS)” to check whether the opportunity or profitability of such an antique toy store is worthwhile. Also, the Reverse Income Statement would reveal “profitability-assumptions and hypotheses” of a business model that should be tested, validated, and/or rejected.
In your opinion, which of the above options would be best for Bob? And why?
My own recommendation is for Bob to use the methodology of Profit Model Analysis and Design (PMAD) for his task of Dream Viability Testing. PMAD is a seamless visual synthesis of the above tools. PMAD consists of three activities as follows:
#1: Visualize the desired profitability of your business model
#2: Design and test your value proposition model
#3: Launch and manage a scalable value creation model
For details of applying PMAD to the above case study, see http://goo.gl/2HAN00
So, once again, which option would be best for Bob in pursuing his dream business idea of owning and running his antique toy store?
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Establi...Rod King, Ph.D.
The Roller Coaster Model presents a holistic approach for discovering and solving problems not only in Lean Startups but also in established organizations. The proposed tool for the Roller Coaster Model is the all-in-one tool of the OTHER Loop. OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
As the business landscape gets more and more competitive as well as volatile, uncertain, complex, and ambiguous businesses especially startups are struggling to increase their profitability. This presentation offers a visual framework - the 6 Gates to Business Model Profitability - for systematically examining an organization's business model with a view to increasing profitability.
A hierarchy of 6 Gates of questions are presented for systematically exploring strengths, weaknesses, opportunities, and threats of a business model. A Lean Business Model Canvas is presented as a tool for visually organizing, managing, and testing ideas for increasing profitability of a business model.
Note that topics of the "6 Gates to Business Model Profitability" can be used to evaluate a business model in terms of SWOT: Strengths; Weaknesses; Opportunities; Threats. Alternatively, one could assign a single numerical value on a scale from 1 to 10 regarding the different aspects of an organization's current business model.
http://goo.gl/iq5Xz1
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
3-Act Business Model Storyboard for LEAN STARTUP PIVOTS: A Visual Template fo...Rod King, Ph.D.
If there were to be a single word that describes the Lean Startup methodology, I’d vote for “Pivot.” However, “Pivot” is one of the most abused terms in the lexicon of a Lean Startup.
In his book, “The Lean Startup,” Eric Ries notes: “A pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.” He then lists 10 types of pivots that can occur in a startup. He suggests that startups should have regular “Pivot or Persevere” meetings. The typology of pivots is strongly tied to the building blocks and profit logic of a business model. However, Ries does not illustrate the typology of pivots especially within the framework and profit logic of a business model.
This presentation on the 3-Act Business Model Storyboard visually organizes the 10 types of pivots within the profit logic of a business model; see http://goo.gl/MorILv . Consequently, one can see how a pivot in one part of a business model affects other parts of the Lean Startup’s business model. The Business Model Storyboard also indicates why it’s difficult to make pivots or structural changes in established business models; I describe this phenomenon as “Pivot Inertia (PI).” Pivot Inertia is responsible for the demise of once established firms such as Blockbuster and Borders. Overcoming Pivot Inertia is critical for the success of both startups and established businesses. Google, PayPal, and Groupon all overcame Pivot Inertia and made a fortune.
Finally, there is a template of the Business Model Storyboard that facilitates application of the Lean Startup Method. In particular, the Business Model Storyboard facilitates the process of formulating, testing, and validating business model hypotheses of Lean Startups. Using the Business Model Storyboard should make easier the understanding, planning, and execution of pivots in both startups and established companies.
Rod.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
Customer Growth Hacking for Lean Startups: How Silicon Valley is Creating Bil...Rod King, Ph.D.
Traditional Business Planning theories and tools are not keeping pace with the rate of innovation in the startup world. Many startups are no longer using traditional business plans. Many startups do not formally start with applying Porter's Competitive Strategy or Value Chain. For the many billion dollar startups that have recently been created, none has been reported to use traditional business tools such as the voluminous business plan, value chain, and industry attractiveness analysis.
Today's billion dollar startups such as Facebook, GroupOn, AirBnB, and DropBox are mainly using tools of Customer Growth Hacking and in particular, tools of the Lean Startup methodology in combination with Growth Hacking. The presentation above includes a visual summary of the methodology of Customer Growth Hacking as it relates to the Lean Startup Methodology and Growth Hacking. The Lean Startup Methodology and Growth Hacking "intersect" in the area of Innovation Accounting and Marketing Analytics and in particular, "EARRR" metrics of the Customer Growth Honeycomb.
Although the Lean Startup Methodology is comprehensive, its focus is on emergent problem solving especially using the Enterprise Engine of a business model engine. In contrast, Growth Hacking focuses on the performance of the Customer Growth Engine especially using the "EAARRR" metrics to facilitate innovation accounting. In practice, billion dollar startups synchronize the performance of the Enterprise Engine and Customer Growth Engine with the performance of the Value Engine of a business model while rapidly and inexpensively discovering as well as solving BUMPs: Big Urgent Market Problems.
To conclude, this article presents an overview of the methodology of Customer Growth Hacking which covers emergent problem solving as well as deliberate problem solving. In todays world of high volatility, uncertainty, complexity, and ambiguity, the planning paradigm is shifting away from deliberate problem solving to emergent problem solving. While the tools of traditional business planning are applied and relevant to established businesses with established customers and known products, in the fast moving world of startups, traditional business planning tools are becoming obsolete.
If you're thinking of building billion dollar startups, the methodology most likely to let you rapidly and inexpensively achieve your goal is Customer Growth Hacking. Why not start with the phase of Customer Hacking (to achieve problem-solution fit), then proceed to Customer Growth (to achieve product-market fit), and move further to Growth Hacking (to achieve business model fit and scaling)?
What do you think?
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
Similar to Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah in Startups & Companies (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Filing Your Delaware Franchise Tax A Detailed Guide
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah in Startups & Companies
1. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Business
Plan
Circle
PLAN
(VISION)
BUSINESS
MODEL
Value
ProposiSon
STRATEGY
HOW?
WHAT?
Exactly
How?
WHY?
ORGANIZATION
(Project:
Product/
Service)
2. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Business
Plan
Circle
PLAN
(VISION)
BUSINESS
MODEL
Value
ProposiSon
STRATEGY
HOW?
WHAT?
Exactly
How?
WHY?
Bo=om
(OperaAonal;
Emergent)
Top
(Visionary;
Deliberate)
Management
ORGANIZATION
(Project:
Product/
Service)
3. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Business
Plan
Circle
PLAN
(VISION)
BUSINESS
MODEL
Value
ProposiSon
STRATEGY
HOW?
WHAT?
Exactly
How?
WHY?
ENVIRONMENT
(MARKET/
INDUSTRY:
Un/Predictability)
Bo=om
(OperaAonal;
Emergent)
Top
(Visionary;
Deliberate)
Management
ORGANIZATION
(Project:
Product/
Service)
4. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Business
Plan
Circle
PLAN
(VISION)
BUSINESS
MODEL
Value
ProposiSon
STRATEGY
HOW?
WHAT?
Exactly
How?
WHY?
ENVIRONMENT
(MARKET/
INDUSTRY:
Un/Predictability)
Bo=om
(OperaAonal;
Emergent)
Top
(Visionary;
Deliberate)
Management
ORGANIZATION
(Project:
Product/
Service)
Internal
(Inside
OrganizaAon)
External
(Outside
OrganizaAon)
5. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
6. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
Storyboard
Present
Business
Model
Future
Business
Model
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
BUSINESS
PLAN
(NormaAve)
7. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
S:
Supplier
C:
Customer
Product/
Service
Payment
Storyboard
Panel
(Unit)
Present
Business
Model
Future
Business
Model
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
BUSINESS
PLAN
(NormaAve)
8. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
S:
Supplier
C:
Customer
Product/
Service
Payment
Storyboard
PLANNING
IMPLEMENTATION
STATUS
of
BUSINESS
PROJECT
at
a
given
Ame
(Frame/“Xray”)
Panel
(Unit)
Present
Business
Model
Future
Business
Model
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
BUSINESS
PLAN
(NormaAve)
Where
must
organizaRon
go?
Where
currently
is
organizaRon?
9. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
S:
Supplier
C:
Customer
Product/
Service
Payment
Storyboard
PLANNING
IMPLEMENTATION
STATUS
of
BUSINESS
PROJECT
at
a
given
Ame
(Frame/“Xray”)
Panel
(Unit)
Present
Business
Model
Future
Business
Model
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
BUSINESS
PLAN
(NormaAve)
Where
must
organizaRon
go?
Where
currently
is
organizaRon?
Strategy
(OTHER
Loop)
10. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
S:
Supplier
C:
Customer
Product/
Service
Payment
Storyboard
PLANNING
IMPLEMENTATION
STATUS
of
BUSINESS
PROJECT
at
a
given
Ame
(Frame/“Xray”)
Panel
(Unit)
Present
Business
Model
Future
Business
Model
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
BUSINESS
PLAN
(NormaAve)
Where
must
organizaRon
go?
Where
currently
is
organizaRon?
Strategy
(OTHER
Loop)
How
to
get
there
(win)?
(What
benefit/cost?)
11. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
S:
Supplier
C:
Customer
Product/
Service
Payment
Storyboard
PLANNING
IMPLEMENTATION
STATUS
of
BUSINESS
PROJECT
at
a
given
Ame
(Frame/“Xray”)
Panel
(Unit)
Present
Business
Model
Future
Business
Model
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
BUSINESS
PLAN
(NormaAve)
Where
must
organizaRon
go?
Where
currently
is
organizaRon?
Strategy
(OTHER
Loop)
How
to
get
there
(win)?
(What
benefit/cost?)
ENVIRONMENT
12. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
S:
Supplier
C:
Customer
Business
Plan
vs.
Business
Model
vs.
Strategy
Why
vs.
What
vs.
How
=
Storyboard
vs.
Panel
vs.
Method
=
Script
vs.
Plot
vs.
Process
Product/
Service
Payment
Business
Model
“Business
Model”
maps
the
logic
of
how
a
business
sustainably
makes
profit
Business
Plan
“Business
Plan”
describes,
from
present
to
future,
how
a
business
sustainably
makes
profit
Where
must
organizaRon
go?
Present
Business
Model
Future
Business
Model
Strategy
(OTHER
Loop)
Where
currently
is
organizaRon?
ExperimentaSon
Mindset:
Startup
(Project:
Milestones/TacScs/Product)
Storyboard
PLANNING
IMPLEMENTATION
STATUS
of
BUSINESS
PROJECT
at
a
given
Ame
(Frame/“Xray”)
Panel
(Unit)
ENVIRONMENT
ExecuSon
Mindset:
Company
BUSINESS
PLAN
(NormaAve)
How
to
get
there
(win)?
(What
benefit/cost?)
“Red
Ocean”
Resources
(Facts)
“Blue
Ocean”
Resources
(Vision/Hypotheses)
13. Business
Plan
Metamorphosis
5
Stages/Forms
in
the
Lifecycle
of
a
Business
Plan
A
Business
Plan
is
a
“Living”
Document
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Unpredictable
Environment
Predictable
Environment
ORGANIZATION
14. Business
Plan
Metamorphosis
5
Stages/Forms
in
the
Lifecycle
of
a
Business
Plan
A
Business
Plan
is
a
“Living”
Document
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Unpredictable
Environment
Predictable
Environment
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
15. Business
Plan
Metamorphosis
5
Stages/Forms
in
the
Lifecycle
of
a
Business
Plan
A
Business
Plan
is
a
“Living”
Document
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Unpredictable
Environment
Predictable
Environment
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Novel
Problems
ConAnuous
Innova3on
Culture/Habit
RouSne
Problems
ConAnuous
Improvement
Culture/Habit
16. Business
Plan
Metamorphosis
5
Stages/Forms
in
the
Lifecycle
of
a
Business
Plan
A
Business
Plan
is
a
“Living”
Document
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Unpredictable
Environment
Predictable
Environment
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-‐
SoluAon
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Shaping
Bus.
Plan
AdapRve
Bus.
Plan
Visionary
Bus.
Plan
Classic
Bus.
Plan
Renewal
Bus.
Plan
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/EffectuaAon
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
Novel
Problems
ConAnuous
Innova3on
Culture/Habit
RouSne
Problems
ConAnuous
Improvement
Culture/Habit
STARTUP
(Minimum
Viable
Business
Model:
MVBM)
COMPANY
(Maximum
Awesome
Business
Model:
MABM)
17. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Problem
Metamorphosis
Tools
A
Business
Plan
is
a
“Living”
Document
STARTUP
COMPANY
Transi3on
18. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
Business
Problem
Metamorphosis
Tools
A
Business
Plan
is
a
“Living”
Document
STARTUP
COMPANY
Complex
Problem
q Unknown
Market
q Known
Product
Chao3c
(Wicked)
Problem
q Unknown
Market
q Unknown
Product
Stable
(Tame)
Problem
q Known
Market
q Known
Product
Simple
Problem
q Known
Market
q Unknown
Product
Disorder
Transi3on
19. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
SHAPING
BUSINESS
PLAN
ADAPTIVE
BUSINESS
PLAN
CLASSIC
BUSINESS
PLAN
VISIONARY
BUSINESS
PLAN
Business
Problem
Metamorphosis
Tools
A
Business
Plan
is
a
“Living”
Document
RENEWAL
BUSINESS
PLAN
STARTUP
Complex
Problem
q Unknown
Market
q Known
Product
Chao3c
(Wicked)
Problem
q Unknown
Market
q Unknown
Product
Stable
(Tame)
Problem
q Known
Market
q Known
Product
Simple
Problem
q Known
Market
q Unknown
Product
Disorder
Transi3on
COMPANY
20. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
CLASSIC
BUSINESS
PLAN
VISIONARY
BUSINESS
PLAN
Business
Problem
Metamorphosis
Tools
A
Business
Plan
is
a
“Living”
Document
Product-‐Market
Fit
Problem-‐SoluAon
Fit
(Business
Model
Discovery)
Business
Model
Fit/Scaling
(Business
Model
ExecuAon)
STARTUP
Complex
Problem
q Unknown
Market
q Known
Product
Chao3c
(Wicked)
Problem
q Unknown
Market
q Unknown
Product
Stable
(Tame)
Problem
q Known
Market
q Known
Product
Simple
Problem
q Known
Market
q Unknown
Product
SHAPING
BUSINESS
PLAN
ADAPTIVE
BUSINESS
PLAN
Disorder
Transi3on
RENEWAL
BUSINESS
PLAN
COMPANY
21. World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h9p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing
CLASSIC
BUSINESS
PLAN
VISIONARY
BUSINESS
PLAN
Business
Problem
Metamorphosis
Tools
A
Business
Plan
is
a
“Living”
Document
PRODUCT
BUSINESS
MODEL
STRATEGY
VISION
PROBLEM
Value
Engine
Map
S:
Supplier
C:
Customer
Business
Model
Strip
TradiSonal
Business
Plan
Product-‐Market
Fit
Problem-‐SoluAon
Fit
(Business
Model
Discovery)
Business
Model
Fit/Scaling
(Business
Model
ExecuAon)
Problem-‐Vision
Pyramid
STARTUP
Complex
Problem
q Unknown
Market
q Known
Product
Chao3c
(Wicked)
Problem
q Unknown
Market
q Unknown
Product
Stable
(Tame)
Problem
q Known
Market
q Known
Product
Simple
Problem
q Known
Market
q Unknown
Product
SHAPING
BUSINESS
PLAN
ADAPTIVE
BUSINESS
PLAN
Disorder
RENEWAL
BUSINESS
PLAN
COMPANY