21 Risks: WHY STARTUPS AND MATURED COMPANIES FAIL IN TIME & SPACE
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It is inevitable that in business, startups as well as growing and matured organizations would fail. But, what are the reasons? This presentation visually summarizes 21 risks that are faced by startups, growing organizations, and matured organizations. Also included in the presentation is a visual template that can be used for managing and eliminating those 21 risks and more ...
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---
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Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...
Throughout history, organizations that continuously learn and solve problems the fastest have enjoyed sustainable competitive advantage. The most valuable skill in today's unpredictable environment may be Supersmart Learning and Mastery (SLaM) especially of how business models and ecosystems work. However, tools for learning about business models and ecosystems are sparse and relatively complex.
This presentation introduces the Kanban Innovation Dashboard (KID), which is a simple visual platform for rapidly learning and mastering any subject, business tool, or project. The KID contains four columns or screens: one space-screen and three time-screens. These four screens may be used to describe any system, business model, and ecosystem especially using topics from existing business tools. The time-screens cover the areas of Planning, Experimentation/Execution, and Reflection (PEER).
In this presentation, some customized templates of the KID are presented. The rationale is to provide easy-to-use tools for rapidly discovering and solving problems in Lean Startups as well as established organizations.
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...
What do startups like Twitter, GroupOn, and PayPal have in common? Each of these startups changed a vital block of their initial business model; in other words, they pivoted to a more successful business model and strategy. In contrast, companies such as Kodak and Blockbuster went bankrupt because they failed to pivot on their strategy and business model.
This presentation offers a visual framework - Business Model Pivot (BMP)-Mind Map - for summarizing and discussing business model pivots as well as generating ideas for business model innovation and disruption.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic Table
The purpose of a business model is to rapidly create, deliver, and share an ecstatic (magical) experience for customers and other stakeholders. But, how?
This presentation on Business Model Problem Solving presents the framework of the Business Periodic Table as a framework for rapidly discovering and solving customer problems especially with a view to obtaining an Net Brand Affinity Score (NBA) Score of 100%. The NBA Score, which is calculated based on results from a FeelingMeter Survey, refers to the percentage difference between "Fans" and "Detractors."
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
Business Periodic Table for Visually Organizing and Applying Ideas in THE LEA...
In 2011, Eric Ries published his book, "The Lean Startup", with a view to helping entrepreneurs "create radically successful businesses." Although his Lean Startup principles are widely considered helpful in changing the mindsets of entrepreneurs from being stuck in traditional business plans to being agile and adaptive, many entrepreneurs and startups are struggling to effectively and efficiently apply Lean Startup principles.
Looking at some reviews of the Lean Startup book in Amazon.com, one sees criticisms including the book's inadequately organized ideas, unactionable principles, and lack of tools/templates/worksheets. Entrepreneurs are virtually betting their lives and future on startups and consequently, are desperate to avoid building a product, service, or business model that customers find unappealing. So, what should budding entrepreneurs and startups do?
One recommendation is to more deeply and rapidly understand the contents of the Lean Startup book while better organizing and linking its ideas to well known frameworks for problem solving, strategy, and project management. In order to achieve the aforementioned objective, this presentation introduces the Business Periodic Table, which contains 40 topics for visually organizing, managing, and applying ideas especially of problem-solving tools and methodologies.
The 40 Topics can be grouped into 4 Modules that facilitate the discovery and solution of problems. Also, templates with fewer topics such as the Lean Diamond Chain, Tree, and Envelope can be used in Lean Startup projects. Irrespective of the template used, the Business Periodic Table provides a common visual vocabulary and language for discussing the discovery and solution of problems in projects.
A simplified version of the Business Periodic Table - Lean Diamond Chain - is used to organize ideas in the first twelve chapters of the Lean Startup book. Hopefully, the Lean Diamond Chain/Tree would help entrepreneurs and startups to revise as well as more deeply and rapidly apply Lean Startup principles in their startup projects.
Your feedback would be appreciated.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...
Introduced by Robert Kaplan and David Norton in the early 1990's, the Balanced Scorecard (BSC) is a popular tool for performance management. However, the Balanced Scorecard is mainly used by large organizations or corporations. One reason may be that the Balanced Scorecard is inaccessible by many entrepreneurs and startups as well as small and medium businesses because of its apparent complexity and level of detail.
This presentation introduces the Balanced Scorecard (BSC) Envelope which is a simpler, funner, and versatile variant of the traditional Balanced Scorecard. The BSC Envelope, which targets non-users of the Balanced Scorecard, can interactively be used with index cards, Post-Its, and ordinary paper.
A unique aspect of the Balanced Scorecard Envelope is that it focuses on answering the four questions of WHY, WHO, WHAT, and HOW before focusing on the four traditional questions of the Balanced Scorecard. The Balanced Scorecard Envelope also introduces the process of the OTHER Loop and DOMTI Attributes for the WHY, WHO, WHAT, and HOW of any project. Note that OTHER is an acronym for Observe, Think, Hypothesize, Experiment, and Reflect. DOMTI is an acronym that stands for Description, Objectives, Measures, Targets, and Initiatives.
What do you think?
The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...
There have been many world-changing organizations in the past. And there are many world-changing organizations at present. Examples of world-changing organizations include Apple, Google, Amazon, Facebook, and Twitter. But how are world-changing organizations created? How does an individual or a team move from an idea to a world-changing business?
The world of business literature is full of books providing frameworks that explain how world-changing organizations are created as well as operate. Popular frameworks and tools include the following:
* James Collins & Jerry Porras's Core Ideology-Envisioned Future Framework in their "Built To Last" book
* Simon Sinek's Golden Circle in his "Start With Why" book
* Michael Porter's Competitive Strategy in his book "Competitive Strategy"
* W. Chan Kim & Renee Mauborgne's Blue Ocean Strategy in their book, "Blue Ocean Strategy"
* A.J. Lafley & Roger L. Martin's Strategic Choice Cascade Framework in their book, "Playing to Win"
* Robert S. Kaplan & David P. Norton's Balanced Scorecard in their book, "The Balanced Scorecard"
* Alexander Osterwalder & Yves Pigneur's Business Model Canvas in their book, "Business Model Generation"
* Eric Ries's Vision-Strategy-Product (VSP) Pyramid and Build-Measure-Learn (BML) Loop in his book, "The Lean Startup"
In spite of the proliferation of tools that describe as well as predict how world-changing organizations are created, the frameworks and tools including those above hardly reference or "talk" to each other. The result is a piecemeal approach to describing and building world-changing organizations. The consequence is the high failure rate of about 90% of startups that attempt to create world-changing products, services, and/or organizations.
In contrast to previous approaches, this presentation introduces a holistic framework - Business DNA Pyramid - that features 3 game-changing DNA questions that can be used to comprehensively explain as well as build world-changing organizations starting from just an idea. Despite the simplicity and coherence of the framework of the Business DNA Pyramid, building a world-changing organization is complex in reality. However, answering the 3 DNA Questions, which involve vertical and horizontal integration of the DNA (Design; Needs; Aspirations) of an organization, would facilitate the creation of world-changing organizations.
Hopefully, the transparency, scalability, and common visual language of the Business DNA Pyramid would help entrepreneurs, startups, and established organizations to effectively and efficiently achieve their world-changing visions. And certainly, our world would be a much better and happier place.
What do you think?
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems Everywhere
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
LEAN STORYBOARDING: Successfully Facilitate Lean Improvement, Innovation, and...
Recently, I read what may be the best book to date on tactically applying Lean Storyboarding to risky projects and decision-making in organizations. The book is “The Innovator’s Method: Bringing the Lean Startup Into Your Organization” by Nathan Furr & Jeff Dyer. Lean Startup Storyboarding focuses on answering the Lean Startup Question: How to rapidly discover and solve a Big Urgent Market Problem (BUMP)? Lean Startup Storyboarding is synonymous with Lean Startup Problem Solving as well as Lean System Problem Solving.
For those, who are not familiar with Lean Storyboarding, one could use the formal definition below, which I developed based on Eric Ries’s seminal book, “The Lean Startup.”
Lean Storyboarding refers to a tightly integrated set of tools for rapid lean improvement and innovation that lead to radically successful business models (under conditions of extreme uncertainty).
Small, medium, and large businesses are eager to adopt Lean Storyboarding as it promises two things. The first is achievement of the objective of “rapid lean improvement and innovation” which is regarded (a la Joseph Schumpeter’s “Creative destruction” as well as John Boyd’s “OODA Loop”) as a prerequisite for business model survival and growth especially in a hypercompetitive environment. The second reason is rapidly achieving the highly desirable outcome of radically successful business models that are developed under conditions of extreme uncertainty. In other words, Lean Storyboarding promises to solve, in one swoop, the Big Urgent Market Problem (BUMP) of slow customer problem solving, business decision-making, and experimentation (execution) as well as wasteful innovation.
Given the attractive value proposition of Lean Storyboarding, more and more large organizations want to act like “Lean Startups” while adopting Lean Storyboarding. However, unlike in the Six Sigma methodology, there is currently no “standard” framework, process, template, or “operating manual” for Lean Storyboarding, that is, rapid application of the Lean Startup method to improvement and innovation projects. Lean Storyboarding is a nascent field. At the moment, Lean Startup projects are mainly guided by Lean Startup principles and ideas as outlined in Ries’s book, “The Lean Startup,” nothwithstanding a lot of disparate templates and “canvases” as well as acronyms and buzzwords: MVP; GOOB; Build-Measure-Learn Loop; Hypothesis; Experiment; Validated Learning; Problem-Solution Fit; Product-Market Fit; Pivot. The result is Slow Lean Startup Problem Solving (LSPS) which defeats the primary purpose and essence of a Lean Startup.
The approach of Lean Storyboarding is designed to solve the above mentioned problems while helping organizations rapidly do lean improvement and innovation projects.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
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BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling S...
BUSINES MODEL ENGINE: A Power Tool for Inspiring People, Telling Compelling S...
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...
Kanban Innovation Dashboard (KID): Part 1 - The Fastest Way to Learn & Master...
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic Table
BUSINESS MODEL PROBLEM SOLVING Using the Business Periodic Table
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...
Business Periodic Table for Visually Organizing and Applying Ideas in THE LEA...
Business Periodic Table for Visually Organizing and Applying Ideas in THE LEA...
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...
The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...
The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems Everywhere
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems Everywhere
LEAN STORYBOARDING: Successfully Facilitate Lean Improvement, Innovation, and...
LEAN STORYBOARDING: Successfully Facilitate Lean Improvement, Innovation, and...
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...
Similar to 21 Risks: WHY STARTUPS AND MATURED COMPANIES FAIL IN TIME & SPACE
Как начать стартап: руководство для начинающих предпринимателей от CupoNation
2 февраля 2017 года международный стартап CupoNation организовал вебинар "Начни сегодня", спикером которого стал соучредитель компании Андреас Фрус. Мы публикуем материалы спикера с руководством для начинающих предпринимателей.
Андреас поделился личным опытом в предпринимательстве, рассказал об особенностях онлайн-рынка и специфике международных стартапов. Из презентации вы узнаете:
- Историю компаний CupoNation и Global Savings Group
- Как запустить собственный проект: с чего начать, как собрать команду, и выбрать бизнес-модель новой компании
- Практические рекомендации по построению международных стартапов
- Что можно и что нельзя делать начинающему предпринимателю
Запись вебинара доступна по ссылке:
www.cuponation.ru/tag/start-up-webinar
Если у вас остались вопросы, пишите нам на почту:
alina.kamalova@cuponation.ru
Pragmatic Marketer Spring 2016
FRESH CONTENT
When it comes to food, organic is all the rage.
There are whole sections of the grocery store focused
on organic fruits and vegetables. It’s featured front and
center on packaging. And it comes with a premium price.
In business, though, it’s the inorganic growth we talk about
most: mergers, acquisitions, partnerships, takeovers. Those are the stories that fill the news and grab the headlines. And they can be powerful tools, as Frank Tait writes about in this issue.
But what if we put just a little more focus on organic
growth, on thinking about how we can leverage the products,
organizations, processes, customers, markets, etc. already in
place to drive growth? With the right focus, could we move
beyond slow and steady growth and really start to drive the
numbers and scale our business naturally?
Those were the driving questions as we put together this
issue of Pragmatic Marketer and why we’ve gathered a
team of thought leaders to talk about everything from how
to cultivate the right employees to how to grow through
segmentation. And as always, we’ve tried to include
actionable tools and tips you can implement immediately. So
grab a coffee and dig in!
Happy reading,
Rebecca Kalogeris
SVPMA: Is Product Management Obsolete?
“Is Product Management Obsolete?” with Rich Mironov, Agile product management expert, start-up exec, author, B2B software guy at Mironov Consulting
Is Product Management Obsolete?
In this August 2014 talk for SVPMA, I parse out how product managers add value -- and intersect this with Lean and Agile. Takeaway: we should use the best tools/methods for the right problems (e.g. Lean for customer validation) but we still need product managers at non-startups to drive whole products and organizational alignment.
Navigating Through the Culture Conundrum...
...to Lead Change in the Public & Private Sectors (ACMP 2015)
Top 5 Scale Up Mistakes
Scale-up seems easier than start-up in many ways. You've established product-market fit. You've sold $5 or $10M in ARR. You've found a buyer persona to sell and problem (aka, use-case) to solve. You've answered all the hard questions. Now, all you have to do is scale it up. Easy-peasy, right? Not so fast. In this presentation, I'll cover what I see as the top 5 mistakes made during the scale-up phase based on my experience as a CEO of two startups in the $0 to $100M range, CMO of two in the $50M to $1B range, advisor to dozens of startups, and EIR at Balderton capital where we work with scores of startups at both the early and growth stages. We'll discuss: premature scaling, US expansion, insufficient enablement and support, inexperienced management, and the delicate topic of reacceleration after a stall. As a bonus, we'll talk about when your "second album" (i.e., product) should come out and how to maintain focus in a world of market- and sometimes board-driven distractions. See you there!
کارگاه یکم تامزآپ 98 - راهاندازی استارتاپ سلامت
نکات راهاندازی کسبوکار با مدل استارتاپی و چگونگی دست یافتن به یک ایده، تیم، محصول و اجرای عالی که در اولین کارگاه مرحله اول برنامه تامزآپ توسط آیدین پرنیا ارائه شد.
Overcoming Woman-Owned Business Challenges - Femme Founders
Thanks everyone who attended this round table discussion.
This session provides women founders and small business owners a round table discussion with peers and collaborators. This will help you identify challenges that women-owned businesses face and find options to overcome them. We encourage you to develop an ongoing relationship with other entrepreneurs, small business owners, and collaborators.
Bring plenty of business cards for networking and a chance to win door prizes. Must be present to win.
Light food and drinks will be provided. Thanks to our sponsor UpWork.
Agenda
* 6:30 – 7:00 – Check-In / Networking.
* 7:00 – 7:20 - Introductions
* 7:20 – 8:20 - Round Table Discussion
* 8:20 – 8:30 – Wrap Up
This session identifies common reasons women-owned businesses fail or lead to terminal business decline. If you envision a business that thrives, you’ve got to build an ecosystem to help you implement sustainable business practices, build the value of your organization, maintain financial reserves, and prepare for succession.
This session will help you connect, share, and learn from other women entrepreneurs and business owners. We encourage attendees to share war stories and interact with other small business owners.
Here are the key takeaways from this session:
• Interact with other women entrepreneurs and small business owners
• Identify options to overcome your specific business challenges
• Obtain invaluable advice and guidance from experienced peers and collaborators
Bring plenty of business cards for networking and a chance to win door prizes. Must be present to win. Light food and drinks will be provided. Thanks to our sponsor UpWork.
About the Host
Hector Del Castillo, CPM , CPMM
Hector helps executives and senior managers transform ideas into a great business. He has launched over 30 global products resulting in over $200M in achieved sales revenue. He has over 15 years of experience strengthening product portfolios and creating new revenue streams to accelerate business growth.
Hosted by WeWork. Visit www.wework.com.
Can't attend? Register for this Meetup anyway so you can stay informed about upcoming activities.
Interested in bringing this session to your community? Contact Hector Del Castillo to schedule a brief call.
Connect: http://linkd.in/hdelcastillo.
Pragmatic Marketer Fall 2014
We all know the feeling. The creeping sense of doom that our project is falling apart. The growing horror as we watch it unravel despite all our best laid plans. The moment of terror when we realize it’s well and truly dead.
All of us—whether we make launch plans or business plans, product plans or go-to-market-plans—have at least one skeleton in our closet. And it was most likely put there by one of these plan killers: poor alignment with corporate strategy, bad metrics or lack of understanding of the market.
Fortunately, this issue of Pragmatic Marketer provides practical tools and tips for addressing all three.
First, Bill Thomson walks us through creating a strategic product plan. Robert Boyd and our own Jon Gatrell talk about key metrics—how to measure everything from overall organizational strength to individual sprints. And finally, weaving it all together, is a real-life look at how Hubspot ensures its product launch plans succeed.
There are bone-yards full of good ideas that collapse during planning and execution. In this issue we help ensure your project isn’t one of them.
Happy reading,
Rebecca Kalogeris, Editorial Director
Why You’ll Eventually Need A Product Manager At Your Startup
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Lean Enterprise: How Big Companies can Innovate like Startups
Outline of Talk:
Big companies are disrupted by startups
Startups are innovating fast using agile methodologies
Southeast Asia has opportunities and yet interesting challenges
How big companies can learn from startups
Different models of innovation in Singapore
How a corporate individual can innovate in a big company
Shaping New Business Thinking SMPS 2007
A class given at SMPS on building a culture at a company that allows new thinking, new ideas.
How to build a startup new frontiers 2017
One day session on How to build a startup for New Frontiers Phase 1 Participants
BoSON23 | Tim Wilkinson | Making First Hire Product Managers Work
The average lifespan of a first hire Product Manager is 11 months. This is terrible for Product Manager's and the businesses they join and then leave. What are the most common pitfalls that make this so difficult and what can founders and first hire Product Managers do to change this?
Tim shares an approach to make first hires a success that is focused on product but contains plenty of insights for hires in other functions. He starts before the hiring process starts and then share some tried and trusted guidelines for founders and Product Managers to make the first 12 months in the role a case study in excellence. He shares some templates you will be able to use to set yourself up for better outcomes.
https://businessofsoftware.org/talks/making-first-hire-product-managers-work/
Becoming more creative & innovative January 2011
Half day interactive open workshop in Toronto on creativity and innovation in the workplace.
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...strongandagile.co.uk
An overview on how The Lean Product Lifecycle can transform your business to simultaneously innovate and grow by taking on insights from Venture Capital, Private Equity, Budgeting, Agile, Lean, Lean Startup, Beyond Budgeting and more.
Know how to take your idea and build a successful business. Similar to 21 Risks: WHY STARTUPS AND MATURED COMPANIES FAIL IN TIME & SPACE (20)
Как начать стартап: руководство для начинающих предпринимателей от CupoNation
Как начать стартап: руководство для начинающих предпринимателей от CupoNation
EIA2016Turin - Stephan Reckie. Scalable Business Model
EIA2016Turin - Stephan Reckie. Scalable Business Model
Overcoming Woman-Owned Business Challenges - Femme Founders
Overcoming Woman-Owned Business Challenges - Femme Founders
Why You’ll Eventually Need A Product Manager At Your Startup
Why You’ll Eventually Need A Product Manager At Your Startup
Lean Enterprise: How Big Companies can Innovate like Startups
Lean Enterprise: How Big Companies can Innovate like Startups
TTW BOOK_Testimonials + Early Reviews + Description_July 28 2015
TTW BOOK_Testimonials + Early Reviews + Description_July 28 2015
BoSON23 | Tim Wilkinson | Making First Hire Product Managers Work
BoSON23 | Tim Wilkinson | Making First Hire Product Managers Work
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...
More from Rod King, Ph.D.
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanfo...
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...
This presentation features the Lean POKER Scorecard which can be used to comprehensively translate the Lean Startup Methodology into practice.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
More from Rod King, Ph.D. (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...
STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanfo...
STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanfo...
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...
Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...
Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
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Enterprise Excellence is Inclusive Excellence.pdf
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Affordable Stationery Printing Services in Jaipur | Navpack n Print
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Sustainability: Balancing the Environment, Equity & Economy
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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