Intro to lean and Business Model Canvas for Parsons The New School - New Challenge and ELab

1. LEAN TESTING FOR FUN +
(YES) PROFIT
JEN VAN DER MEER
RHEA ALEXANDER
PARSONS STRATEGIC DESIGN & MANAGEMENT
OCTOBER 1 2016
BUSINESS MODEL VALIDATION

3. TESTING = ASSOCIATIVE PATTERN
FINDING, IDEATION, DESIGN WITHIN
CONSTRAINTS

4. BUSINESS MODEL VALIDATION = FUN

6. Value
Time
Start: No Value!
Future: Value
van der Meer: Business Model Options Roadmap
BUSINESS MODELING: HOLDING OPTIONS ON THE FUTURE
GENERATE BUSINESS MODEL SCENARIOS + TEST BEST OUTCOME

7. Value
Time
CDs in the Mail
Data-Driven
Original Content
van der Meer: Business Model Options Roadmap
INNOVATOR: NETFLIX
Subscriptions
Tiered + Streaming
Streaming

8. Value
Time
Digitize NIH Program
Health outcomes-based
Pay for performance
van der Meer: Business Model Options Roadmap
INNOVATOR: OMADA HEALTH
Pilots prove efficacy
Pay per Use -
PMPM
Augmented Coach

9. BUSINESS MODEL INNOVATORS
Lead and respond to deliberate and emergent shifts in their business to
uncover new forms of value
Change their business models 2x more frequently than peers1
Are 2x more likely to adopt lean principles2
90% of business model innovation recombines existing ideas and
concepts from other industries3
1 IBM Business Model Innovation Survey 2013
2 BCG Most Innovative Companies Survey 2015
3 St. Gallen Business Model Navigator Survey. Gassman, Frankenberger, Karolin 2014

10. BUSINESS MODELING
ISN’T EVERYTHING
x Vision
x Competitive Analysis
x Service Blueprint
x Technology Architecture
x Purpose
?? Your impact

11. BUSINESS MODELING IS…
A tool for finding the business model to
fulfill your vision
A low risk method for figuring out if you
should be for profit or non profit or
something in between
But know that you PIVOT with one foot
firmly planted in your vision and values

12. READY?

13. HYPOTHESIS TO TEST RESULT
1. MODEL
2. RANK HYPOTHESES
3. TEST
4. LEARN

14. CREATED BY: CREATED FOR: VERSION:
Customer
Segments
Customer
Relationships
Value
Proposition
Key ActivitiesPartners
Key
Resources
Customer
Channels
RevenuesCosts
Source: Adapted from Strategyzer Osterwalder, Pigneur
Whom do
you help?
What pains
do you
solve?
What do
you
uniquely
offer?
Distinct
segmentsWhere do
we reach
them?
How do we
get keep
and grow?
How will
you
charge?
What will
it cost?
What do
you need
to have?
How do
you do it?
Who will
help you?

15. WHAT ARE YOUR BIGGEST RISKS
IN YOUR BUSINESS MODEL?
1
2
3
4
5

16. FORM 3
TEST CARDS
WE BELIEVE!

17. TELL US WHAT
YOU LEARNED

18. HYPOTHESIS TO TEST RESULT
1. MODEL
2. RANK HYPOTHESES
3. TEST
4. LEARN