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LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups

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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.

Published in: Business
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  • @Rod King, Ph.D. I am overwhelmed by the depth of your response professor Rod King. Truly awesome
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  • @Ali Anani, PhD: Exactly, I mean that strategy is fluid. The 'infinity loop' or 'Mobius strip' illustrates the fluidity of strategy as it goes through, for a startup, the phases of Adaptive Strategy, Shaping Strategy, Visionary Strategy, Classic Strategy, and Renewal Strategy. I obtained the names of this portfolio of strategies from the recently published book "Your Strategy Needs a Strategy" by Martin Reeves et al. In your LinkedIn posting, you ask: "Is the long-established thinking that organizations should follow a direction correct?" My view is that an organization should follow a strategy based on the type of problem in its environment and in particular, its geography, market, and industry. Strategy should be flexible and aligned with the organization's environment as well as product/service. A big mistake of many startups and companies is that only one type of strategy is valid for their entire lifecycle. As Martin Reeves et al note, the type of strategy used depends on the type of problems in the organization's environment. Consequently, although an organization may be pursuing a particular strategy, the organization should constantly explore and monitor the environment to determine whether its strategy is relevant. With the publication of the book by Martin Reeves et al which emphasizes context-dependent strategy, we'll begin to see a more flexible approach to strategy formulation and execution.
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  • Rod King, Ph.D it is amazing how flexible your loops are and how they extend to different applications by simply changing the wording of the loop. I have an observation on Slide 14, in which you stated Hyothesize = Strategy. Does that mean a strategyis fluid? This is my opinion as I wrote a post on LinkedIn Is Strategy Knowing Your Direction or Exploring Your Directions?
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LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartups

  1. 1. Lean  Startup  Lifecycle   Key  Assump4ons  &  Milestones     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   ORGANIZATION   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   Classic   Company   Visionary Company   Adap4ve   Startup   Shaping   Startup   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   STARTUP  (“Experimenta4on”)   Mindset   COMPANY  (“Planning”)   Mindset  
  2. 2. Lean  Startup  Lifecycle   Key  Assump4ons  &  Milestones     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   ORGANIZATION   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   Classic   Company   Visionary Company   Adap4ve   Startup   Shaping   Startup   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  3. 3. Lean  Startup  Lifecycle   Key  Assump4ons  &  Milestones     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   ORGANIZATION   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Problem  Solving   Tools   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   Classic   Company   Visionary Company   Adap4ve   Startup   Shaping   Startup   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  4. 4. Lean  Startup  Lifecycle   Key  Assump4ons  &  Milestones     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   ORGANIZATION   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   Classic   Company   Visionary Company   Adap4ve   Startup   Shaping   Startup   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   O.T.H.E.R.  Loop   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  5. 5. Lean  Startup  Lifecycle   Key  Assump4ons  &  Milestones     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Classic   Company   Visionary Company   Adap4ve   Startup   Shaping   Startup   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  6. 6. Lean  Startup  Lifecycle   Key  Assump4ons  &  Milestones     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Classic   Company   Visionary Company   Adap4ve   Startup   Shaping   Startup   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  7. 7. Lean  Startup  Lifecycle   Business  Model  Lifecycle     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Transi4on   Complex   Business  Model     Chao4c   Business  Model   Stable   Business  Model   Simple   Business  Model   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  8. 8. Business  Model  Lifecycle  
  9. 9. Business  Model  Lifecycle   Business  Model  Lifecycle     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   EMERGENT     BUSINESS  MODEL:   Unknown/Unvalidated   PROBLEMS,  CAUSES,       SOLUTIONS,  AND  IMPACTS   DELIBERATE   BUSINESS  MODEL:   Known/Validated           PROBLEMS,  CAUSES,   SOLUTIONS,  AND  IMPACTS   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Transi4on   Complex   Business  Model     Chao4c   Business  Model   Stable   Business  Model   Simple   Business  Model   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  10. 10. Business  Model  Lifecycle   Business  Model  Lifecycle     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   EMERGENT     BUSINESS  MODEL:   Unknown/Unvalidated   PROBLEMS,  CAUSES,       SOLUTIONS,  AND  IMPACTS   DELIBERATE   BUSINESS  MODEL:   Known/Validated           PROBLEMS,  CAUSES,   SOLUTIONS,  AND  IMPACTS   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Transi4on   Complex   Business  Model     Chao4c   Business  Model   Stable   Business  Model   Simple   Business  Model   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  11. 11. Living  System  Lifecycle  
  12. 12. Roller  Coaster  Model   Living  System  Lifecycle     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   EMERGENT     SYSTEM:   Unknown/Unvalidated   PROBLEMS,  CAUSES,       SOLUTIONS,  AND  IMPACTS   DELIBERATE         SYSTEM:   Known/Validated           PROBLEMS,  CAUSES,   SOLUTIONS,  AND  IMPACTS   Transi4on   Complex   System   Chao4c   System   Stable   System   Simple   System   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  13. 13. Roller  Coaster  Model   Living  System  Lifecycle     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   ORGANIZATION   EMERGENT     SYSTEM:   Unknown/Unvalidated   PROBLEMS,  CAUSES,       SOLUTIONS,  AND  IMPACTS   DELIBERATE         SYSTEM:   Known/Validated           PROBLEMS,  CAUSES,   SOLUTIONS,  AND  IMPACTS   Complex   System   Chao4c   System   Stable   System   Simple   System   Transi4on   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  14. 14. Roller  Coaster  Model   Living  System  Lifecycle     Every  Living  Organiza.on  (Business  Model)  has  a  Dynamic  Mix  of  Novel  and  Rou.ne  Problems   Unpredictable   Environment   Predictable   Environment   O.T.H.E.R.  Loop   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   ORGANIZATION   EMERGENT     SYSTEM:   Unknown/Unvalidated   PROBLEMS,  CAUSES,       SOLUTIONS,  AND  IMPACTS   DELIBERATE         SYSTEM:   Known/Validated           PROBLEMS,  CAUSES,   SOLUTIONS,  AND  IMPACTS   Complex   System   Chao4c   System   Stable   System   Simple   System   Transi4on   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  15. 15. Business  Strategy  Lifecycle   (H:  Hypothesize  =  Strategize  =>  Strategy)  
  16. 16. Business  Strategy  Lifecycle   Environment-­‐Strategy-­‐Product  (ESP)  Fitness,    Archetypal  Strategies,  and  Implementa4on     Choose  the  Right  Environment  (Geography;  Market;  Industry).  Use  the  Right  Strategy.    Launch  the  Right  Project.   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Unpredictable   Environment   Predictable   Environment   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Shaping   Strategy   Adap4ve   Strategy   Visionary   Strategy   Classic   Strategy       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Renewal Strategy   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  17. 17. Business  Strategy  Lifecycle   Environment-­‐Strategy-­‐Product  (ESP)  Fitness,    Archetypal  Strategies,  and  Implementa4on     Choose  the  Right  Environment  (Geography;  Market;  Industry).  Use  the  Right  Strategy.    Launch  the  Right  Project.   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Unpredictable   Environment   Predictable   Environment   ORGANIZATION   Low   Uncertainty/   Risk   Extreme   Uncertainty/   Risk   Problem-­‐ Solu.on   Fit   Business  Model   Fit/   Scaling   Product-­‐ Market   Fit   Shaping   Strategy   Adap4ve   Strategy   Visionary   Strategy   Classic   Strategy       STARTUP   (Minimum   Viable   Product:   MVP)       COMPANY   (Maximum   Awesome   Product:   MAP)   Renewal Strategy   O.T.H.E.R.  Loop   Hypothesize  &  Experiment   (Lean  Startup/Effectua.on  Project)   Plan  &  Execute   (Six  Sigma/Planning  Project)   Novel  Problems   Con.nuous   Innova;on   Culture/Habit   Rou7ne  Problems   Con.nuous   Improvement   Culture/Habit  
  18. 18. O.T.H.E.R.  Loop  
  19. 19. O.T.H.E.R.  Loop   Universal  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   O:   Observe       T:   Think       H:   Hypothesize         E:   Experiment         R:   Reflect       O.T.H.E.R.   Loop   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  20. 20. O.T.H.E.R.  Loop   Universal  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   O:   Observe   (Problem:   Products;   Channels;   Customers)   T:   Think   (Causes;   Drivers)   H:   Hypothesize   (Solu7ons:   Vision/ Strategy/ Ac.on  Plan)   E:   Experiment   (Product;   Business   Model;   Metrics)   R:   Reflect   (Validated   Learning)   O.T.H.E.R.   Loop   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  21. 21. O.T.H.E.R.  Loop  for  Six  Sigma  Projects   “Rou7ne”  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   O:   Observe   (Problem:   Products;   Channels;   Customers)   T:   Think   (Causes;   Drivers)   H:   Hypothesize   (Solu7ons:   Vision/ Strategy/ Ac.on  Plan)   E:   Experiment   (Product;   Business   Model;   Metrics)   R:   Reflect   (Validated   Learning)   O.T.H.E.R.   Loop   q  Control   q  Define   q  Measure   q  Analyze   q  Improve   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  22. 22. O.T.H.E.R.  Loop  for  Lean  Startup  Projects   “Novel”  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   O:   Observe   (Problem:   Products;   Channels;   Customers)   T:   Think   (Causes;   Drivers)   H:   Hypothesize   (Solu7ons:   Vision/ Strategy/ Ac.on  Plan)   E:   Experiment   (Product;   Business   Model;   Metrics)   R:   Reflect   (Validated   Learning)   O.T.H.E.R.   Loop   q  Build  (MVP:  Lo/Hi)   q  Measure  (Metrics)   q  Learn  (Milestones)   q  Persevere   q  Pivot   q  Adap.ve  Org.   q  Get  Out  Of  Building   q  Analogs  &  An.logs   q  Customer  Archetype  (Job  To  Get  Done)   q  Product-­‐Market  Fit   q  5  Whys   q  3  Engines  of  Growth   q  Growth  (Channel)  Hypothesis   q  Value  (Product)  Hypothesis   q  Kanban  Diagram   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  23. 23. O.T.H.E.R.  Loop  for  Crea7ve  Problem  Solvers   “Novel”  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Lean  Startup  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   O:   Observe   (Problem:   Products;   Channels;   Customers)   T:   Think   (Causes;   Drivers)   H:   Hypothesize   (Solu7ons:   Vision/ Strategy/ Ac.on  Plan)   E:   Experiment   (Product;   Business   Model;   Metrics)   R:   Reflect   (Validated   Learning)   O.T.H.E.R.   Loop   q  Implementa.on  Space   q  Environment   q  Problem  Space   q  Method  Space   q  Solu.on  Space  
  24. 24. O.T.H.E.R.  Loop  for  Crea7ve  Problem  Solvers   “Novel”  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Lean  Startup  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   O:   Observe   (Problem:   Products;   Channels;   Customers)   T:   Think   (Causes;   Drivers)   H:   Hypothesize   (Solu7ons:   Vision/ Strategy/ Ac.on  Plan)   E:   Experiment   (Product;   Business   Model;   Metrics)   R:   Reflect   (Validated   Learning)   O.T.H.E.R.   Loop   q  Implementa.on  Space   q  Environment   q  Problem  Space   q  Method  Space   q  Solu.on  Space   -­‐  Crea7ve  Problem  Finding   -­‐  Prepara7on  &  Immersion   -­‐  Reengineering/   Explora7on/                 Incuba7on   -­‐  (Unexpected)  Synthesis/   Illumina7on   -­‐  Idea  Genera7on/Decision   -­‐  Execu7on  &  Tes7ng   -­‐  Evalua7on  &  Verifica7on   -­‐  Presenta7on   -­‐  Metacogni7on;                               Meta-­‐conversa7on  
  25. 25. O.T.H.E.R.  Loop  for  the  Business  Strategy  Lifecycle  Crea7ve  and  Rou7ne  Problem  Solving  for  Startups  and  Established  Organiza7ons     Choose  the  Right  Environment  (Geography;  Market;  Industry).  Use  the  Right  Strategy.    Launch  the  Right  Project.   O:   Observe   (Problem:   Products;   Channels;   Customers)   T:   Think   (Causes;   Drivers)   H:   Hypothesize   (Solu7ons:   Vision/ Strategy/ Ac.on  Plan)   E:   Experiment   (Product;   Business   Model;   Metrics)   R:   Reflect   (Validated   Learning)   O.T.H.E.R.   Loop   q  Implementa.on  Space   q  Environment   q  Problem  Space   q  Method  Space   q  Solu.on  Space   Signals/Trends/PaMerns/Anomalies/Trade-­‐offs   q Global  Environment  (P.E.S.T.L.I.E.D.;  SWOT  Analysis)   q Industry/Market  (Supply  Chain;  5  Forces)   q Business  Model  (Value  Chain;  Trade-­‐off  Map)   Business  Thinking/Tools   q Deduc7ve  Reasoning   q Induc7ve  Reasoning   q Abduc7ve  Reasoning   q Integra7ve  Thinking   5  Archetypal  Strategies   q Adap7ve  Strategy   q Shaping  Strategy   q Visionary  Strategy   q Classic  Strategy   q Renewal  Strategy   -­‐  Execu7on  &  Tes7ng   -­‐  Evalua7on  &  Verifica7on   -­‐  Presenta7on   -­‐  Metacogni7on;                               Meta-­‐conversa7on   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  26. 26. Lean  Startup   Project   (Paradigm)   Six  Sigma   Project   (Paradigm)   OTHER  Loop  Emergent     Problem  Solving   Deliberate     Problem  Solving   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Lean  Startup  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing   Minimum  Viable  Product   (MVP)   Zero  Defect  Product   (ZDP)   Universal  Problem  Solving   O.T.H.E.R.  Loop   Universal  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   “Novel”   (Unknown)   Problems   “Rou;ne”   (Known)   Problems  
  27. 27. O.T.H.E.R.  Ideas  Factory   Universal  Problem  Solving     Con;nuously  Discover  and  Solve  Novel  and  Rou;ne  Problems  Everywhere   O:   Observe       T:   Think       H:   Hypothesize         E:   Experiment         R:   Reflect       O.T.H.E.R.   Loop   INPUT   OUTPUT   (Desired  vs.     Actual  Result)   (Good/Bad     Idea  or  Seed)   q  Problem-­‐Solu7on  Fit   q  Product-­‐Market  Fit   q  Business  Model  Fit/ Scaling   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  28. 28. S:   Supplier   C:   Customer                Product/Service   Business  Model  Strip   Business  Model  Canvas  vs.  Business  Model  Strip     Rapidly  Visualize  and  Prototype  a  Business  Model                                                Payment                                                (Bulk;  Installment)   SIMPLICITY  COMPLEXITY   vs.   Business  Model  Canvas   Source:  hap://en.wikipedia.org/wiki/Business_Model_Canvas   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  
  29. 29. S:   Supplier   C:   Customer                Product/Service   Business  Model  Strip   Business  Model  Canvas  vs.  Business  Model  Strip     Rapidly  Visualize  and  Prototype  a  Business  Model                                                Payment                                              (Margin;  Strategy)   SIMPLICITY  COMPLEXITY   vs.   Business  Model  Canvas   Customer  Growth  Engine  (CGE)   Enterprise  Engine  (EE)   Value  Engine  (VE)   Based  on:  hap://en.wikipedia.org/wiki/Business_Model_Canvas                Core  Competence   World-­‐class  Coaching  on  Lean  Startup  &  Customer  Growth  Hacking  for  Less  Than  $10/Month:  hMp://businessmodels.ning.com       Business  Strategy  Coach.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hMp://businessmodels.ning.com  &  hMp://twiMer.com/RodKuhnKing  

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