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Business Model Validation Parsons New School
This document discusses lean testing approaches for validating business models. It encourages generating multiple business model scenarios and testing the best outcomes. Business model innovators are noted to change their models more frequently, adopt lean principles, and recombine existing ideas. The document provides templates for mapping out customer segments, value propositions, partnerships, revenues, and costs. It prompts identifying the biggest risks in a business model and forming test cards to evaluate hypotheses. The overall message is that business modeling is a low-risk way to determine the right for-profit or non-profit structure by testing assumptions.
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Business Model Validation Parsons New School
- 1. LEAN TESTING FORFUN + (YES) PROFIT JEN VAN DER MEER RHEA ALEXANDER PARSONS STRATEGIC DESIGN & MANAGEMENT OCTOBER 1 2016 BUSINESS MODEL VALIDATION
- 3. TESTING = ASSOCIATIVEPATTERN FINDING, IDEATION, DESIGN WITHIN CONSTRAINTS
- 4.
- 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 theMail Data-Driven Original Content van der Meer: Business Model Options Roadmap INNOVATOR: NETFLIX Subscriptions Tiered + Streaming Streaming
- 8. Value Time Digitize NIH Program Healthoutcomes-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 Leadand 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 xVision x Competitive Analysis x Service Blueprint x Technology Architecture x Purpose ?? Your impact
- 11. BUSINESS MODELING IS… Atool 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.
- 13. HYPOTHESIS TO TESTRESULT 1. MODEL 2. RANK HYPOTHESES 3. TEST 4. LEARN
- 14. CREATED BY: CREATEDFOR: 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 YOURBIGGEST RISKS IN YOUR BUSINESS MODEL? 1 2 3 4 5
- 16. FORM 3 TEST CARDS WEBELIEVE!
- 17. TELL US WHAT YOULEARNED
- 18. HYPOTHESIS TO TESTRESULT 1. MODEL 2. RANK HYPOTHESES 3. TEST 4. LEARN