The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Successful Business That is Built to Last

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Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project. The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method." Try the Business DNA Clock and let's hear from you.

Business

Business
DNA
Clock
for
VisionaryD.com

The
8
Tasks
of
Every
Successful
Business
That
is
Built
to
Last

#VisionaryD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hHp://businessmodels.ning.com
&
hHp://twiHer.com/RodKuhnKing

1

2

3

4

5

6

7

8

q  Problem
(Customer)

Discovery

q  SoluWon
(Product)

Discovery

q  SoluWon
(Product)

Valida/on

q  Problem-‐SoluWon

(Value
ProposiWon)
Fit

q  Problem
(Customer)

Valida/on

q  Product-‐Market
(Strategy)

Fit

q  Business
Model
(Mission)

Reinven/on

q  Business
Model
(Vision)

Scaling

Organiza(on/Project:

VisionaryD.com

Job-‐To-‐Get-‐Done
(JTGD)
-‐

Win
Customers

Example

“Instantly
Access
the
DNA
of
Game-‐changers”

Google

Search

VisionaryD

•  Not
focused
on
busi-‐
ness
model
results

•  Ignores
collabora(on

•  Ignores
branding
&

marke(ng
strategies

Customer
Growth
Roadmap
for
Investors
&
Lean
Startups

Six
“Pirate”
Indicators
for
Designing
and
EvaluaWng
the
Performance
of
Your
Customer
Growth
Engine

#VisionaryD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hHp://businessmodels.ning.com
&
hHp://twiHer.com/RodKuhnKing

GROWTH
ENGINE

TASKS
FOR

(Metrics)

BUSINESS
DNA
CLOCK

A:

AHracWon

A:

AcquisiWon

A:

AcWvaWon

R:

Revenue

R:

RetenWon

R:

Referral

1.
Problem
(Customer/Need)

Discovery

2.
Problem
(Customer/Need)

Valida/on

3.
SoluWon
(Product)

Discovery

4.
SoluWon
(Product)

Valida/on

5.
Problem-‐SoluWon
(Value

ProposiWon)
Fit

6.
Product-‐Market
(Strategy)

Fit

7.
Business
Model
(Vision)

Scaling

8.
Business
Model
(Mission)

Reinven/on

What's hot

Over 90% of startups go bankrupt within a year. The main reason is that targeted customers buy few or no “visionary” products and services that are originally described in traditional business plans. Many entrepreneurs and startups are conscientiously using Waterfall Planning and Execution to build products and services that customers do not value. So, how are we solving the problem of cost-effectively translating bold visions and dreams into reality? After all, the startup community and society at large are wasting vast amounts of money, time, and human resources in failures that could have been earlier averted. Given the high risk of failure in using a traditional business plan, startups are understandably calling for “Death of the Business Plan.” So, if a traditional business plan combined with Waterfall (Sequential) Planning and Execution is increasingly irrelevant to startups, what alternative approaches and tools are startups using to reduce the risk of translating bold visions and dreams into reality? The emerging dominant approaches for translating vision into reality hail from Silicon Valley, California. The approaches are Steve Blank’s Customer Development Stack and Eric Ries’s Lean Startup Method. Both approaches are strongly related as Eric Ries’s approach was inspired by Steve Blank’s approach of Customer Development. Using the paradigm of a Business Model Story – the components of which are Customer, Business, and Learning Stories – Steve Blank’s approach focuses on the Customer Story (“Define Problem”) while Eric Ries’s approach focuses on the Business Story (“Build Solution”). Both approaches emphasize the Learning Story as a key outcome of each cycle, iteration, or experiment in a startup project. The similarity in Blank and Ries’s approaches also arises from the fact that they are codifying and applying the Scientific Problem-Solving Process to systematically translate business visions and dreams into profitable products, services, and business models. Nevertheless, Blank and Ries’s principles and tools are relatively complex to understand and difficult to apply. Startups as well as established businesses are struggling to rapidly apply the methodology of the Customer Development Stack and Lean Startup. Consequently, many startup projects are still at risk of failure. Unlike in the Continuous Improvement methodology of Six Sigma, neither the Customer Development Stack nor the Lean Startup Method has a simple, effective acronym for translating a project’s vision or objective into reality. Blank’s mantra of “Get Out Of the Building” is an inspirational war cry but is not actionable. Ries’s “Build-Measure-Learn” feedback loop is more actionable but does not adequately describe the Scientific Problem-Solving Process. http://goo.gl/CRbKN9

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Product management grew out of a realization that customer focus and product knowledge was critical to building suсessful products. However, not all organizations have embraced the revectored responsibilities brought by this change. Many organizations still run as “feature factories” focused on “more” delivery and not “what” or “why”. In this model Product Managers function as development handlers, meant to increase speed and hit dates. The importance of focusing on outcomes and not how many tickets are delivered is paramount to success in today’s competitive landscape. Resource waste on the wrong features can be all it takes for a competitor to displace the cash cow. In this PRODUCTIZED talk, Michael Rutledge, Senior Product Manager at OLX Group, dives deep on what defines customer value delivery, a Product Manager’s role in the cycle, the attributes of a high functioning delivery organization, and the challenges of migrating between models.

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Distinct lines between business, product management, and design are getting more and more blurred. Design and its methodologies can be utilized more efficiently than just creating a seamless UX and beautiful UI. This talk will clarify what is product design. It will give an overview of how design can help in achieving product-market fit, strengthening client relationships and delivering higher quality solutions. It serves as inspiration for B&H IT leaders and companies on how to create new design related services and provide new areas of professional growth to their employees.

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