![David J Bland
Agile Consultant
[m]: +1 703 945 0700
[ e ]: dbland@bigvisible.com
[ u ]: www.bigvisible.com
[ t ]: @davidjbland
© 2012 BigVisible Solutions 77](https://image.slidesharecdn.com/canvasingtheenterprisewebinar-121018153628-phpapp02/85/Canvasing-the-Enterprise-77-320.jpg)
Uploaded byDavid Bland
Canvasing the Enterprise
The document discusses business model canvases and how they can be used to understand and validate business models. It explains that business models should evolve with organizations and describes the key elements of a business model canvas, including customer segments, value propositions, channels, customer relationships, revenue streams, and costs. The document advocates testing assumptions with experiments and presents the lean canvas as a more minimal business model tool focused on problems, solutions, and metrics. It addresses challenges of applying canvases at an organizational level and scaling across teams.
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Canvasing the Enterprise
- 1. Canvasing the Enterprise © 2012 BigVisible Solutions
- 2. David J Bland Agile/ Lean / XP / Kanban Startups & Enterprises eCommerce to Counter Terrorism © 2012 BigVisible Solutions 2
- 3. © 2012 BigVisibleSolutions 3
- 4. What is a BusinessModel? © 2012 BigVisible Solutions 4
- 5. What is a BusinessModel? (answers may surprise you) © 2012 BigVisible Solutions 5
- 6. “A business modeldescribes the rationale of how an organization creates, delivers & captures value” -Alexander Osterwalder © 2012 BigVisible Solutions 6
- 7. A business modelused to be static and survived many years. © 2012 BigVisible Solutions 7
- 8. Now business modelsshould be evolving with the organization. Minimum Viable Large Batch Small Batch Experiments Organized by Cross Functional Entrepreneurial Function Teams Teams © 2012 BigVisible Solutions 8
- 9. Experiments on: - Product -Process - Business Model © 2012 BigVisible Solutions 9
- 10. Source: Alex Osterwalder © 2012 BigVisible Solutions 10
- 11. Level 1 Checklist © 2012 BigVisible Solutions 11
- 12. What are the elementsthat make up a business model? © 2012 BigVisible Solutions 12
- 13. Customer Segment “For whom are we creating value?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 13
- 14. Value Proposition “What value do we deliver to the customer?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 14
- 15. Channels “How do we deliver the value we create to the customer?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 15
- 16. Customer Relationships “How do we create & maintain relationships with our customers?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 16
- 17. Revenue Streams “How much will these customers pay for the value we create?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 17
- 18. Cost Structure “How much will this cost to create and maintain?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 18
- 19. Key Resources “Who and what will we need to create this value?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 19
- 20. Key Activities “What will we do with these resources to build value?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 20
- 21. Key Partners “Who would we partner with that will provide us with Key Resources or Key Activities?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 21
- 22. This level of understanding isa good starting point. © 2012 BigVisible Solutions 22
- 23. Level 2 Hypothesis © 2012 BigVisible Solutions 23
- 24. “Let’s map outour existing business model” ? ? ? ? ? ? ? ? ? ? ? ? tip: tell a story Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 24
- 25. “Who is ourCustomer Segment?” ? ? ? ? ? ? ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 25
- 26. “What need oftheirs do we solve?” ? ? ? ? ? ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 26
- 27. “How do wedeliver our solution to them?” ? ? ? ? ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 27
- 28. “How do webuild relationships with them?” ? ? ? ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 28
- 29. “How do wemake money delivering this value?” ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 29
- 30. “What does thiscost us to build & maintain?” ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 30
- 31. “Who & whatdo we need to create this?” ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 31
- 32. “What activities dothese resources perform?” ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 32
- 33. “Who do wepartner with?” Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 33
- 34. Before I loseyou please stay for this next slide. © 2012 BigVisible Solutions 34
- 35. This can applyto internal projects! Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 35
- 36. This can bean Internal User or Stakeholder Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 36
- 37. This can bean Internal Product or B2B Solution. Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 37
- 38. These can beInternal Costs and Metrics. Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 38
- 39. These can be Internal Partnerships across Functional Departments Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 39
- 40. Still with me? GOOD © 2012 BigVisible Solutions 40
- 41. “I wonder howmuch of this is reality…” ? ? ? ? ? ? ? ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 41
- 42. Level 3 Validation © 2012 BigVisible Solutions 42
- 43. “Let’s validate ourriskiest assumptions” ? ? ? ? ? ? ? ? ? ? ? ? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 43
- 44. This is most likely your Riskiest Assumption Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 44
- 45. Empathy Maps Personas Usage Analysis Cohort Analysis Customer Interviews Surveys A/B Testing Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 45
- 46. This is most likely your other Riskiest Assumption © 2012 BigVisible Solutions 46
- 47. Does your product solve a need for the Customer Segment? How do you validate or invalidate that statement? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 47
- 48. What happens whenwe subtract costs from revenue? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 48
- 49. Go get someonefrom accounting, now. © 2012 BigVisible Solutions 49
- 50. Who are we partnering with and what are they bringing? Source: Adapted from Alex Osterwalder © 2012 BigVisible Solutions 50
- 51. Introducing some customizations Lean Canvas by Ash Maurya Source: Ash Maurya © 2012 BigVisible Solutions 51
- 52. Business Model Lean Canvas Canvas efficiency value product market Source: Adapted from Osterwalder & Maurya © 2012 BigVisible Solutions 52
- 53. Business Model Canvas Lean Canvas Customer Segment Customer Segment Value Proposition Unique Value Proposition Customer Relationship Unfair Advantage Channel Channel Revenue Streams Revenue Streams Cost Structure Cost Structure Key Resources Key Metrics Key Activities Solution Key Partners Problem Source: Adapted from Osterwalder & Maurya © 2012 BigVisible Solutions 53
- 54. Lean Canvas Customer Segment Unique Value Proposition Unfair Advantage Problem / Solution Channel Product / Market Revenue Streams Cost Structure Key Metrics Solution Source: Adapted from Ash Maurya Problem © 2012 BigVisible Solutions 54
- 55. Disclaimer: Problem / SolutionFit and Product / Market Fit ARE DIFFERENT © 2012 BigVisible Solutions 55
- 56. Problem / SolutionFit Product / Market Fit © 2012 BigVisible Solutions 56
- 57. © 2012 BigVisibleSolutions 57
- 58. © 2012 BigVisibleSolutions 58
- 59. 1 2 3 4 © 2012 BigVisible Solutions 59
- 60. These 1 2 have potential. 3 4 © 2012 BigVisible Solutions 60
- 61. Choose Customer, 1 2 3 Problem, Solution 4 for each. © 2012 BigVisible Solutions 61
- 62. Design Minimum 1 2 Viable 3 Experiments. 4 © 2012 BigVisible Solutions 62
- 63. 1 2 3 3.1 4 © 2012 BigVisible Solutions 63
- 64. Cultural, Organizati onal &Leadership Barriers © 2012 BigVisible Solutions 64
- 65. Are your teams empoweredto use a canvas? © 2012 BigVisible Solutions 65
- 66. © 2012 BigVisibleSolutions 66
- 67. How does thisscale up and across the organization? © 2012 BigVisible Solutions 67
- 68. © 2012 BigVisibleSolutions 68
- 69. Vision Strategy Team © 2012 BigVisible Solutions 69
- 70. Experiment Dashboard ID Hypothesis Description Status Next Steps © 2012 BigVisible Solutions 70
- 71. Where do the newideas go? © 2012 BigVisible Solutions 71
- 72. How to pitch aVC VP © 2012 BigVisible Solutions 72
- 73. But we’re already doingagile do we really need a canvas? © 2012 BigVisible Solutions 73
- 74. Iterative Product + StaticBusiness Model Failed Organization © 2012 BigVisible Solutions 74
- 75. Place the Canvason the wall next to your Kanban board. © 2012 BigVisible Solutions 75
- 76. Questions? ©2012 BigVisible Solutions 76
- 77. David J Bland Agile Consultant [m]: +1 703 945 0700 [ e ]: dbland@bigvisible.com [ u ]: www.bigvisible.com [ t ]: @davidjbland © 2012 BigVisible Solutions 77