HEROES	                                                       	                                                       	   ...
THINK	  BIG	  AND	  DIFFERENT        	                                                                                    ...
 	  	  	  	  	  	  	  	  	  	  	  	                                            	  4	  CATEGORIES	  OF	  PROJECTS,	  GOALS,...
 	  	  	  	  	  	  	  	  	  	  	  	                                                               THE	  SITUATION	        ...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                            THE	  CONST...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                BIG	  URGENT	  MARKET	 ...
 	  	  	  	  	  	  	  	  	  	  	  	      	  	  EXISTING	  SOLUTIONS	  FOR	  PROJECT	  TEAM	  ONENESS	          	  	  	  (S...
 	     	  Comment	  on	  EXISTING	  SOLUTIONS	                            CollaboraEve	  Checklist	  Management	  is	  Har...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                       	  OUR	  MISSION...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                                	  OUR	...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                    	  	  	  	  	     	...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                                	  OUR	...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                                 	  OUR...
 	  	  	  	  	  	  	  	  	  	  	  	                                                                  	  	  	  	  	     	  ...
 	  	  	  	  	  	  	  	  	  	  	  	      	  	  	  	     Our	  Minimum	  Viable	  Product	                  Minimum	  Viabl...
 	  	  	  	  	  	  	  	  	  	  	  	             	  	  	  	  	  	  LEAN	  STARTUP	  COCKPIT	  (LSC)	  For	  ………………………………………...
 	  	  	  	  	  	  	  	  	  	  	  	                                         Another	  Minimum	  Viable	  Product	  	  	  	...
eLean	  Startup	  Cockpit	                                                The	  World’s	  First	  Problem-­‐Solving	  Soci...
 	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  How	  to	  Use	  the	  Lean	  Startup	  Cockpit	  	    A	  Simple	  Pr...
 	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  	  8	  Levels	  of	  The	  Lean	  Startup	  Cockpit	  	  	  	  	  	  	  	  	...
PRECEDENTS,	  ANALOGICAL	  TOOLS,	  AND	  INSPIRATIONS	                                                         FOR	  DEVE...
The	  Kanban	  Board,	  	                         Which	  Was	  Developed	  by	  Toyota,	                                 ...
 	  	  	  	  	  	  	  	  	  	  	  	                                                        	  	  	  Unfair	  (Unique)	  Ad...
 	  	  	  	  	  	  	  	  	  	  	  	                                                 	  	  	  Unfair	  (Unique)	  Advantage...
 	  	  	  	  	  	  	  	  	  	  	  	                                                 	  	  	  Unfair	  (Unique)	  Advantage...
 	  	  	  	  	  	  	  	  	  	  	  	                             	  	  	  	  	  	  Summary	  of	         LEAN	  STARTUP	  M...
 	  	  	  	  	  	  	  	  	  	  	  	                          	  	  	  	  	  	  The	  E.A.R.	  Model	  for	  	             ...
CASE	  #1:	  LEAN	  STARTUP	  TEAM	  MANAGEMENT:	                            	   Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn	...
 	  	  	  	  	  	  	  	  	  	  	  	             	  	  	  	  	  	  LEAN	  STARTUP	  COCKPIT	  (LSC)	  For	  Lean	  Startup	...
CASE	  #2:	        BLUE	  OCEAN	  STRATEGY:	                         	  CreaWng	  an	  Uncontested	  Market	  Space	      ...
 	  	  	  	  	  	  	  	  	  	  	  	             	  	  	  	  	  	  LEAN	  STARTUP	  COCKPIT	  (LSC)	  For	  Blue	  Ocean	  ...
EXISTING	  CATEGORIES	  OF	  USERS	  AND	  APPLICATIONS	                                                                  ...
 	  	  	  	  	  	  	  	  	  	  	         4	  Benefits	  of	  Using	  the	  Lean	  Startup	  Cockpit	                       ...
 	  	  	  	  	  	  	  	  	  	  	                                                                     10	  Experimental	  P...
 	  	  	  	  	  	  	  	  	  	  	  	                                                             	  	     FREE	  Lean	  Sta...
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Lean Startup Cockpit: The World's First Problem-Solving Social Network to Better Achieve Your New Year's Goals

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Have you ever set a New Year’s goal that you did not achieve? You are not alone. So, have I. And so have many others.

But, what can we do to better achieve our New Year’s Goals? In fact, what can all individuals, teams, established businesses, startups, and non-profit organizations on the planet do to better achieve their short, medium, and long term goals?

My key proposal for better achieving goals is to have real-time project team management, social networking, and organization of resources in relevant ecosystems (business models; value chains; supply chains). Existing social networks such as Facebook, Twitter, LinkedIn, and Pinterest facilitate knowledge sharing, communication, social networking, and digital document management. However, these social networks are designed neither for universal problem solving nor for project planning, organization, execution, and team management. Consequently, a while ago I decided to invent a “Problem-Solving Social Network (PSSN),” that is, a social network that focuses on facilitating universal problem solving, continuous innovation, and project management as well as increasing team productivity and creativity. The “Lean Startup Cockpit (LSC)” is the result.

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Lean Startup Cockpit: The World's First Problem-Solving Social Network to Better Achieve Your New Year's Goals

  1. 1. HEROES                THE  LEAN  STARTUP  COCKPIT   The  World’s  First  Problem-­‐Solving  Social  Network  to   Be#er  Achieve  Your  New  Year’s  Goals             Dr.  Rod  King   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs    
  2. 2. THINK  BIG  AND  DIFFERENT     Combine  Steve  Jobs’s  Way  &  The  Lean  Startup  Method  
  3. 3.                            4  CATEGORIES  OF  PROJECTS,  GOALS,  AND  “JOBS”     PHYSICAL  PROJECTS,  GOALS,  AND  “JOBS”   *  Execute  and  manage  projects  in  areas  of  finance,  health,  travel,  and  producEvity   *  Discover/buy/hire/sell  desired  products  and  services     INTELLECTUAL  PROJECTS,  GOALS,  AND  “JOBS”   *  Plan  projects,  events,  acEviEes,  tasks,  and  career;  Solve  problems;  Innovate   *  Discover  news  and  informaEon;  Learn     EMOTIONAL  PROJECTS,  GOALS,  AND  “JOBS”   *  Socialize/Network/Build  relaEonships   *  ParEcipate  in  hobbies  and  projects  of  interest   *  Relax/Entertain;  Play  Music,  Games,  and  Sports     SPIRITUAL  PROJECTS,  GOALS,  AND  “JOBS”   *  Obtain  Enlightenment,  Peace  of  Mind,  Serenity,  and  Work-­‐Life  Balance   Source   Based  on:  “How  People  Really  Use  Mobile.”  Harvard  Business  Review,  January/February  2013.  
  4. 4.                           THE  SITUATION   (Project  Team  Management)  OrganizaEons  Plan,  Organize,  Execute,   and  Manage  (Business)  Projects     To  Achieve  Goals   Using   TEAMS,   SOCIAL  NETWORKS,  and   ECOSYSTEM  RESOURCES  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  5. 5.                           THE  CONSTRAINT   (Physically  Separate  LocaEons:  Distance;  FricIon)   However,  Members  of  TEAMS  &  SOCIAL  NETWORKS    As  Well  As   Elements  of  ECOSYSTEM  RESOURCES   Are  Usually  In   Physically  Separate  LocaWons     Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  6. 6.                           BIG  URGENT  MARKET  PROBLEM     (B.U.M.P.  Hypothesis  About  Project  Team  SeparaIon)   “Physically  Separated  Teams   Of  People  and  Things   Waste  A  Lot  of  Resources    (Money,  Time,  and  Energy)   When  Trying  to   Solve  Problems,   Communicate,  and   Achieve  Project  Goals”    Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  7. 7.                              EXISTING  SOLUTIONS  FOR  PROJECT  TEAM  ONENESS        (Social  Networking/CollaboraEve  Project  Management/Search  Tools)   Fragmen-­‐ taWon/   Disunity   Project   Failure   Delays;   Time   Consum-­‐ Twi[er   High   ing   Cost/   Waste   Risks/   Irrele-­‐ vance   Mis-­‐ alignment   Missed   Complex-­‐ Dead-­‐ ity   lines  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  8. 8.      Comment  on  EXISTING  SOLUTIONS   CollaboraEve  Checklist  Management  is  Hardly  Used   “We  SWll  Inefficiently     Discover,  Organize,  Validate,  Evaluate,     And  Solve     Our  Project  Problems    Especially  in  the  World  of  Startup  Projects”    Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  9. 9.                            OUR  MISSION  (Core  Purpose)             “A  Be`er  Way  to  Solve  Our  Problems   And   Build  Our  RelaEonships”    Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  10. 10.                            OUR  VISION  (Leap  of  Faith)             “To  Seamlessly  and  Constantly     Manage  the  Life  of  Everything     Using  One  Page”    Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  11. 11.                                      OUR  STRATEGY  “Put  a  Dent  in  the  Universe”    *  DisrupWve  InnovaWon  of  ExisEng  Social        Networks,  Search  Engines,  and          Time  (Task/To  Do/Ideas)  Management  Systems    *  Blue  Ocean  Strategy  for  Life  Management        Of  People  and  Things       Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  12. 12.                            OUR  PROCESS  (Workflow)             CollaboraWve  Checklist  Management   Especially     Using  the  Workflow  and  Checklist    of   “Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn”  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  13. 13.                            OUR  VALUE  PROPOSITION             A  Problem-­‐Solving  Social  Network   That  Uses   CollaboraWve  Checklist  Management     “The  Lean  Startup  Cockpit”   for   Efficiently  Achieving  Goals,   Managing  Time  (Ideas;  Tasks),  and   DisrupEng  Business  Models  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  14. 14.                                      OUR  PRODUCT  The  Lean  Startup  Cockpit:    A  Problem-­‐Solving  Social  Network  That  CollaboraEvely  Manages  Checklists  Using  A  Classic  Timeline  of  3  Buckets:    *  PAST:  focuses  on  historical  events,  stories,  and  tasks  *  PRESENT:  focuses  on  today’s  events,  stories,  and  tasks  *  FUTURE:  focuses  on  “to  do”  events,  stories,  and  tasks                                                                      that  may  be  done  someday  (in  future)   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  15. 15.                                   Our  Minimum  Viable  Product   Minimum  Viable  Product  (MVP)  1.0   of   The  Lean  Startup  Cockpit  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  16. 16.                                      LEAN  STARTUP  COCKPIT  (LSC)  For  ………………………………………………………..      Date:  …………………………….     Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn   The  World’s  First  Problem-­‐Solving  Social  Network:  “Seamlessly  and  Constantly  Manage  the  Life  of  Everything  Using  One  Page”   PAST:  Done  (History)   PRESENT:  Doing  (Today)   FUTURE:  To  Do  (Someday)                           WHAT  HAVE  YOU  DONE?   WHAT  ARE  YOU  DOING?   WHAT  DO  YOU  WANT  TO  DO?           Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  17. 17.                           Another  Minimum  Viable  Product                       Minimum  Viable  Product  (MVP)  2.0   of   The  Lean  Startup  Cockpit   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  18. 18. eLean  Startup  Cockpit   The  World’s  First  Problem-­‐Solving  Social  Network     Note:  The  eLean  Startup  Cockpit  is  currently  hosted  on  the  Trello  Plakorm:  h`p://goo.gl/hIYi5     “Trello  [trello.com]  is  a  collaboraIon  tool  that  organizes  your  projects  into  boards.”  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  19. 19.                                    How  to  Use  the  Lean  Startup  Cockpit     A  Simple  Process  for  CollaboraWve  Checklist  Management   Have  the  3  (Past/Present/Future)  Buckets  of  the  Lean  Startup  Cockpit   Printed  on  Paper,  Hand-­‐drawn  on  Paper,  or  Designed  in  Digital  Form     1.  Describe  a  task  or  to-­‐do  item  on  a  card     2.  Put  card  containing  to-­‐do  item  under  the  “Future”  bucket     3.  Move  card  to  “Present”  bucket  if  task  is  to  be  done  on          the  present  day     4.  Move  card,  aner  task  is  completed,  to  “Past”  bucket   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  20. 20.                                  8  Levels  of  The  Lean  Startup  Cockpit                                (Hierarchy  of  Problems,  Markets,  and  Resources  for  Problem-­‐Solving  Social  Network)     GLOBAL  Problem-­‐Solving  Social  Network  –  Global  Market  Problems/Projects      NATIONAL  Problem-­‐Solving  Social  Network  –  NaIonal  Market  Problems/Projects   REGIONAL  Problem-­‐Solving  Social  Network  –  Regional  Market  Problems/                                                                                                                                                                    Projects   LOCAL  Problem-­‐Solving  Social  Network  –  Local  Market  Problems/                                                                                                                                                      Projects     OrganizaBonal  (Enterprise)  Problem-­‐Solving  Social  Network     Department/Domain  Problem-­‐Solving  Social  Network   Team/Family  Problem-­‐Solving  Social  Network   Personal  Problem-­‐Solving  Social  Network   Lean  Startup  Cockpit:        Level   1 2 3 4 5 6 7 8 Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  21. 21. PRECEDENTS,  ANALOGICAL  TOOLS,  AND  INSPIRATIONS   FOR  DEVELOPING   THE  LEAN  STARTUP  COCKPIT,  The  World’s  First  Problem-­‐Solving  Social  Network   TIME  (TASK)  MANAGEMENT/   TIMELINE   IDEAS  MANAGEMENT   CHECKLIST  MANAGEMENT         q Classic  Timeline  (Arrow  of  Time)   q Brainstorming;  Ideas;  To-­‐Do  List   q Checklists  (To  Do  Lists)   q Einstein’s  Space-­‐Time  Grid   q SuggesEon  Box   q Geong  Things  Done  (GTD)   q Toyota’s  Kanban  Board   q Vision  Board   q Calendar/Planner:  Journal;  Diary;   q Crowdsourcing  (Wisdomsourcing)     To-­‐Do  List/Plan   q Fractal  Grid   PROJECT  (TEAM)  MANAGEMENT   CHANGE  MANAGEMENT     PRECEDENTS,  ANALOGIES,     q Six  Sigma  Methodology   AND  INSPIRATIONS   q Theory  of  Constraints   q Project  Management  Under   FOR   q Theory  of  InvenEve  Problem   CondiEons  of  Uncertainty   DEVELOPING   Solving  (“TRIZ”)   q Performance  Management   THE  LEAN  STARTUP  COCKPIT       SOCIAL  NETWORKS/   BUSINESS/STRATEGIC  PLANNING   DISRUPTIVE  INNOVATION   SEARCH  ENGINES         q Business  Plan   q DisrupEve  InnovaEon  Theory   q Facebook   q Strategic  Plan   q Blue  Ocean  Strategy   q TwiYer   q MarkeEng  Plan   q Business  Model  (DNA)  DisrupEon   q LinkedIn   q Discovery-­‐driven  Planning   q Lean  Startup  Method   q Google  (Groups;  Search;  Calendar)   q CompeEEve  Strategy   q Customer  Development  Stack   q Pinterest  CreaEve  Commons  License.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  22. 22. The  Kanban  Board,     Which  Was  Developed  by  Toyota,   Is   The  Tip  of  the  Iceberg   Of   The  Lean  Startup  Cockpit,   Which  is  Based  on   The  Disruptor’s  Arrow  of  Time   (“The  Business  Tool  for  Everything”)  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  23. 23.                                Unfair  (Unique)  Advantage  #1     As  a  Problem-­‐Solving  Social  Network,  the  Lean   Startup  Cockpit  is  Based  on  the  Unique  Tool  of   the  “Disruptor’s  Arrow  of  Time,”  Which  is  In  Turn   Based  on  a  Business  Theory  of  Everything     That  was  Developed  By  Dr.  Rod  King.     Note   In  September  13,  2012,  Dr.  Rod  King’s  ArEcle  on  The  Disruptor’s  Arrow  of  Time  Was  Published  In  the   InternaEonally  Peer  Reviewed  Journal  of  “CommunicaWons  in  Mobile  CompuWng”  which  is  a  SpringerOpen   Journal.       The  Etle  of  Dr.  Rod  King’s  arEcle  is:   “Planning  and  Managing  DisrupBve  Business  Models  for  RFID-­‐Startups:  The  Disruptor’s  Arrow  of  Time”     ArEcle’s  WebLink:  h`p://www.comcjournal.com/content/1/1/5     Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  24. 24.                                Unfair  (Unique)  Advantage  #2     The  AutomaWc  Co-­‐Pilot  (ACP)  of  the  Lean  Startup   Cockpit:   This  is  a  proposed  background  search  and  analyIcal  engine  (“discovery   agent”)  that  would  seamlessly  assist  users  (Lean  Startup  Pilots)  to  be`er  plan,   organize,  execute,  and  manage  tasks  by  presenEng  real-­‐Eme  informaEon,   tools,  products,  and  services  that  are  related  to  a  Lean  Startup  Pilot’s  projects   and  tasks.  The  ACP  would  also  generate  producEvity  reports  for  teams.         The  AutomaWc  Co-­‐Pilot:   This  discovery  agent  would  use  internal  and  external  social  networks  to   recommend  as  well  as  predict  resources  that  are  required  by  a  Lean  Startup   Pilot  to  complete  tasks.   The  agent  would  also  constantly  alert  the  Pilot  on  bo`lenecks  and  delays.   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  25. 25.                                Unfair  (Unique)  Advantage  #3     CollaboraWve  Checklist  Management:   RouEne  and  complex  projects  can  adapEvely  as  well  as  collaboraEvely  be   managed  using  visual  checklists  (of  cards/post-­‐it  notes)                           Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  26. 26.                                      Summary  of   LEAN  STARTUP  METHOD  For  “Lean  Startup  Cockpit”   Product  Analogs   q  Facebook   q  Twi`er   q  LinkedIn     PRODUCT   q  Pinterest   A  Problem-­‐Solving     q  Google  Search    Social  Network   q  Kanban  Board   (Trello)   (“Lean  Startup  Cockpit”)     STRATEGY     DisrupWve  InnovaWon  of  ExisWng  Social  Networks   &  Search  Engines/   Blue  Ocean  Strategy   (Problem-­‐Solving  Cycle    of   “Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn”)   VISION     Seamless  and  Constant  Life  Management  of  Everything  Using  One  Page  Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  27. 27.                                      The  E.A.R.  Model  for     CUSTOMER  GROWTH  &  INNOVATION  ACCOUNTING   E.A.R.   Key  Performance   Minimum   Minimum   Minimum   MODEL   Indicators   Valuable   Valuable   Valuable   FOR     (KPIs)   Product  (MVP)   Product  (MVP)   Product  (MVP)   CUSTOMER   1.0   2.0   …   GROWTH   DescripEon   Unit     E:  Engage   RegistraIon   AcIvaIon   A:  Acquire   AcquisiIon   Revenue   R:  Retain   RetenIon   Referral   Metrics  for  Engines  of  Customer  Growth   q  SEcky  Engine  of  Growth:  A`riEon  (Churn)  rate;  “Rate  of  compounding”;  Switching  cost;  Lock-­‐in   q  Viral  Engine  of  Growth:  Viral  loop;  Viral  coefficient   q  Paid  Engine  of  Growth:  LifeEme  value    Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  28. 28. CASE  #1:  LEAN  STARTUP  TEAM  MANAGEMENT:     Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn   Using   The  Lean  Startup  Cockpit  
  29. 29.                                      LEAN  STARTUP  COCKPIT  (LSC)  For  Lean  Startup  Team  Management      Date:  …………………………….     Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn   The  World’s  First  Problem-­‐Solving  Social  Network:  “Seamlessly  and  Constantly  Manage  the  Life  of  Everything  Using  One  Page”   PAST:  Done  (History)   PRESENT:  Doing  (Today)   FUTURE:  To  Do  (Someday)                           WHAT  HAVE  YOU  DONE?   WHAT  ARE  YOU  DOING?   WHAT  DO  YOU  WANT  TO  DO?         PLAN  (GENERATE):   EXPERIENCE  (REVIEW):   Project  Idea/Business  Story     q  Project/AcEvity/Job/Task   q  q  Mission/Vision/Goal/Strategy   q  Tools   q  Customer  Job/Problem  Scenario   q  Problems  (Constraints)   q  Value  ProposiIon/PosiIoning   q  Trade-­‐offs  (Delight;  Pain)   q  (Minimum  Valuable)  Product/Tool   BUILD  (DO):   q  Customer  Job/Problem  Scenario   q  Value  ProposiIon/PosiIoning   q  (Minimum  Valuable)  Product/Tool   MEASURE  External  Impacts  of:   q  Customer  Job/Problem  Scenario   q  Value  ProposiIon/PosiIoning   q  (Minimum  Valuable)  Product/Tool   LEARN  from  External  Impacts  of:   q  Customer  Job/Problem  Scenario   q  Value  ProposiIon/PosiIoning   q  (Minimum  Valuable)  Product/Tool   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  30. 30. CASE  #2:   BLUE  OCEAN  STRATEGY:    CreaWng  an  Uncontested  Market  Space   Using   The  Lean  Startup  Cockpit  
  31. 31.                                      LEAN  STARTUP  COCKPIT  (LSC)  For  Blue  Ocean  Strategy  of  LSC        Date:  …………………………….     Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn   The  World’s  First  Problem-­‐Solving  Social  Network:  “Seamlessly  and  Constantly  Manage  the  Life  of  Everything  Using  One  Page”   PAST:  Done  (History)   PRESENT:  Doing  (Today)   FUTURE:  To  Do  (Someday)                           WHAT  HAVE  YOU  DONE?   WHAT  ARE  YOU  DOING?   WHAT  DO  YOU  WANT  TO  DO?     ELIMINATE       LEAN  STARTUP  COCKPIT  (LSC)   FACEBOOK     q  Waste   The  World’s  First  Problem-­‐Solving     q  Delays;  InterrupIons;  DistracIons   Social  Network   q  Complexity;  Risks       TWITTER     REDUCE   q  Cost   LINKEDIN     INCREASE   q  ProducIvity  (Performance);  Brand   q  Quality   PINTEREST   q  Accessibility;  InteracIvity     CREATE   q  DisrupIve  Business  Model(s)   GOOGLE  SEARCH   q  Problem-­‐Solving  Social  Network:                “All-­‐in-­‐one  Social  Network”   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  32. 32. EXISTING  CATEGORIES  OF  USERS  AND  APPLICATIONS   OF   THE  LEAN  STARTUP  COCKPIT,  The  World’s  First  Problem-­‐Solving  Social  Network      LEAN  STARTUPS  (ENTREPRENEURS)   SOFTWARE  DEVELOPERS   BUSINESS/STRATEGIC  PLANNERS                 q Formulate  and  Validate  Problem   Plan,  Organize,  Execute  and  Manage   Plan,  Organize,  Execute  and  Manage            Hypothesis   q Sonware  Development  Project   q Workflow  for  Strategic  Planning   q Formulate  and  Validate  SoluEon   q Business/Strategic  Plan            Hypothesis   Build  Products  That  Customers  Want   q DisrupEve  Business  Models   q Validate  &  Scale  Business  Model     MARKETERS/SALES  TEAM   EXISTING  CATEGORIES  OF   MANAGERS  &  EXECUTIVES     USERS  AND  APPLICATIONS     q Do  Market  Research:  Interview   OF   q Achieve  Greater  Work-­‐Life   Prospects  (Adopters)/Customers   THE  LEAN  STARTUP  COCKPIT   Balance   q Manage  Customer  RelaEonships   q EffecEvely  and  Efficiently  Manage     q Plan,  Organize,  Execute,  and     Time,  Ideas,  and  Tasks   “A  BeYer  Way  to  Solve  Our  Problems            Manage  MarkeEng  Strategy   and  Build  Our  RelaIonships”   q Brainstorm  &  Pitch  Project  Ideas   NON-­‐PROFIT  ORGANIZATIONS   STUDENTS/TEACHERS/LECTURERS   FAMILY/EVENT  PLANNERS         q Reduce  EducaEonal  Inequality   Plan,  Organize,  Execute  and  Manage   Plan,  Organize,  Execute  and  Manage   q Eliminate  Poverty   q Student  Projects   q DomesEc/Family  Tasks     q Public  RelaEons  Campaign   q School  AcEviEes   q Career   q Leisure  AcEviEes      CreaEve  Commons  License.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  33. 33.                         4  Benefits  of  Using  the  Lean  Startup  Cockpit   Advantages  of  CollaboraEve  Checklist  Management  1.  Eliminate  Waste  (Delays;  Complexity)    2.  Reduce  Cost    3.  Increase  ProducWvity;  Quality    4.  Create  DisrupWve  Business  Models    Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  34. 34.                         10  Experimental  Projects  for   Business  Model  Team  Management  SUPPLY  (Product-­‐focused)  PROJECTS:  “Largely  Inside  the  Building”  1.      Key  Partners  (KP)  Project  2.      Key  Resources  (KR)  Project  3.      Key  AcWviWes  (KA)  Project  4.      Value  ProposiWon  (VP;  Minimum  Viable  Product)  Project    DEMAND  (Customer-­‐focused)  PROJECTS:  “Out  Of  the  Building”  5.      Channel  (CH)  Project  6.      Customer  RelaWonships  (CR)  Project  7.      Customer  Segments  (CS)  Project    VALUE  (Finance/Community/Investor-­‐focused)  PROJECTS  8.      Revenue  Streams  (R$)  Project  9.      Cost  Structure  (C$)  Project  10.BUSINESS  MODEL  ENVIRONMENT  (BME)  PROJECT   Source   Topics  for  the  project  descripEon  are  based  on  Alex  Osterwalder’s  Business  Model  Canvas  and  Business  Model  Environment   Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  
  35. 35.                               FREE  Lean  Startup  Cockpit   When  You  Become   A  Member  of  VDD  University,   You  Get  Set  Up  for  FREE   Your  Personal  Lean  Startup  Cockpit.     Join  VDD  University,   Now!   Visit  h[p://businessmodels.ning.com      Copyright  2013.  Dr.  Rod  King.  rodkuhnking@sbcglobal.net  &  h`p://businessmodels.ning.com  &  h`p://twi`er.com/RodKuhnKing   VDD  University  for  Leaders,  Managers,  and  Entrepreneurs  

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