Business Model Validation Parsons New School

993 views

Published on

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

Published in: Education
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
993
On SlideShare
0
From Embeds
0
Number of Embeds
813
Actions
Shares
0
Downloads
4
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Business Model Validation Parsons New School

  1. 1. LEAN TESTING FOR FUN + (YES) PROFIT JEN VAN DER MEER RHEA ALEXANDER PARSONS STRATEGIC DESIGN & MANAGEMENT OCTOBER 1 2016 BUSINESS MODEL VALIDATION
  2. 2. TESTING = ASSOCIATIVE PATTERN FINDING, IDEATION, DESIGN WITHIN CONSTRAINTS
  3. 3. BUSINESS MODEL VALIDATION = FUN
  4. 4. 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
  5. 5. Value Time CDs in the Mail Data-Driven Original Content van der Meer: Business Model Options Roadmap INNOVATOR: NETFLIX Subscriptions Tiered + Streaming Streaming
  6. 6. 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
  7. 7. 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
  8. 8. BUSINESS MODELING ISN’T EVERYTHING x Vision x Competitive Analysis x Service Blueprint x Technology Architecture x Purpose ?? Your impact
  9. 9. 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
  10. 10. READY?
  11. 11. HYPOTHESIS TO TEST RESULT 1. MODEL 2. RANK HYPOTHESES 3. TEST 4. LEARN
  12. 12. 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?
  13. 13. WHAT ARE YOUR BIGGEST RISKS IN YOUR BUSINESS MODEL? 1 2 3 4 5
  14. 14. FORM 3 TEST CARDS WE BELIEVE!
  15. 15. TELL US WHAT YOU LEARNED
  16. 16. HYPOTHESIS TO TEST RESULT 1. MODEL 2. RANK HYPOTHESES 3. TEST 4. LEARN

×