Zajímá vás využití otevřených dat v dopravě, vzdělávání, životním prostředí, uzemním plánováním, cestovním ruchu, turistice, zemědělství nebo na trhu s realitami? Chcete znát možnosti, jak využít otevřená data ve vlastních aktivitách a aplikacích? Chcete se zapojit do vývoje a navázat spolupráci s mezinárodními týmy? Ve spolupráci s projekty FOODIE, SDI4Apps, OpenTransportNet, DataBio, NextGEOSS a SKIN jsme pro vás připravili v Praze týden pro otevřená GI data a otevřený GI software.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
Developed by Dr. Rod King, the Kanban-LIST Game seamlessly integrates the tool of the Kanban Board with the "List of Innovate Salone Topics (LIST)." This presentation contains alternative gameboards for visually organizing and presenting ideas especially of the LIST. These gameboards can be used for rapidly discovering and solving community problems everywhere especially while playing the Kanban-LIST Game.
The conceptual framework of of the Kanban-LIST Game is Albert Einstein's SpaceTime Grid. In the Kanban-List Game, the dimension of time is represented by the three phases on a Kanban Board: To Do (Future); Doing (Present); Done (Past). These phases of time are respectively referred to as Blue, Red, and Black Oceans in the Kanban-LIST Game.
Space in the Kanban-List Game is equivalent to a "System." For projects, the system can be described using the 1-Page LIST which consists of 8 elements, topics, or topic-cards. The "original" LIST for project proposals can be found in GMin's website: www.gmin.org. The classic SpaceTime Grid of the Kanban-LIST Game is a 8x4 matrix. Additional elements or rows such as for "Miscellaneous" can be created to accommodate finer or alternative descriptions for the building blocks of a system.
Zajímá vás využití otevřených dat v dopravě, vzdělávání, životním prostředí, uzemním plánováním, cestovním ruchu, turistice, zemědělství nebo na trhu s realitami? Chcete znát možnosti, jak využít otevřená data ve vlastních aktivitách a aplikacích? Chcete se zapojit do vývoje a navázat spolupráci s mezinárodními týmy? Ve spolupráci s projekty FOODIE, SDI4Apps, OpenTransportNet, DataBio, NextGEOSS a SKIN jsme pro vás připravili v Praze týden pro otevřená GI data a otevřený GI software.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
Developed by Dr. Rod King, the Kanban-LIST Game seamlessly integrates the tool of the Kanban Board with the "List of Innovate Salone Topics (LIST)." This presentation contains alternative gameboards for visually organizing and presenting ideas especially of the LIST. These gameboards can be used for rapidly discovering and solving community problems everywhere especially while playing the Kanban-LIST Game.
The conceptual framework of of the Kanban-LIST Game is Albert Einstein's SpaceTime Grid. In the Kanban-List Game, the dimension of time is represented by the three phases on a Kanban Board: To Do (Future); Doing (Present); Done (Past). These phases of time are respectively referred to as Blue, Red, and Black Oceans in the Kanban-LIST Game.
Space in the Kanban-List Game is equivalent to a "System." For projects, the system can be described using the 1-Page LIST which consists of 8 elements, topics, or topic-cards. The "original" LIST for project proposals can be found in GMin's website: www.gmin.org. The classic SpaceTime Grid of the Kanban-LIST Game is a 8x4 matrix. Additional elements or rows such as for "Miscellaneous" can be created to accommodate finer or alternative descriptions for the building blocks of a system.
BUSINESS DESIGN PERIODIC TABLE (BDPT): The Amazing Global Race to Achieve Uni...Rod King, Ph.D.
There is an amazing but apparently invisible race going on in the world of business problem solving and project management. Global corporate giants such as IBM, GE, and Samsung are massively acquiring talent and other resources for the pending cognitive war of “Universal Problem Solving & Project Management (UPSPM).” Global corporations want to rapidly develop and deploy frameworks for UPSPM, the three main legs of which are Business Planning, Business Model/Design Thinking, and Lean Startup Method.
In today’s volatile, uncertain, complex, and ambiguous environment, there is increasing consensus that complex or “wicked” problems are best solved holistically in one tent rather than in a piecemeal manner in several silos. In other words, there is increasing agreement that Holistic Thinking, Collaboration, and Wisdom of the Crowd trump Mechanistic Thinking, Individualism, and the Lone Genius.
Although traditionally bespoke tools have been used for creative problem solving and project management, there is a need - in the name of greater efficiency and effectiveness - to integrate paradigms and tools for problem solving solving and project management. Today, integrated approaches and tools are subsumed under the heading of “Business Design.” Educational institutions such as the University of Toronto’s Rotman School of Management and Domus Academy in Milan (Italy) offer postgraduate degrees in Business Design. Companies, which embrace Business Design, include P & G, GE, Samsung, SAP, and Airbnb. Long-term practitioners of business design include the world's most innovative companies such as Apple and Google.
Basically, there are two polarizing schools of thought regarding the holistic paradigm of UPSPM. On the one hand, there is the school of UPSPM. It is fair to say that UPSPMers believe one methodology can be used to solve both "tame" and "wicked" problems. On the other hand, there is the school of Anti-UPSPMers who believe that "one size does not fit all:" each class of business problems is unique and demands bespoke or customized tools and solutions. Although business has been dominated by Anti-UPSPMers, the number of UPSPMers is on the rise especially as the paradigms of Business Design and Ambidexterity gains more prominence.
More and more books are being published regarding the paradigm of UPSPM and in particular, Business Design. However, the tools are sparse and poorly integrated. Integrated frameworks for Business Design include the following: IDEO's Design Thinking, Dan Roam's SQVID, Simon Sinek's Golden Circle, Steve Blank's Customer Development Stack, Ash Maurya's Lean Stack, and Kevin Boudreau's Framework of Frameworks. With the exception of Boudreau's Framework of Frameworks, there's no other framework that ties together apparently disparate tools of Business Design. However, Boudreau's Framework of Frameworks is conceptual unlike in this presentation that features a visual and scalable framework for UPSPM.
This presentation features the activity of "Diverge," which is the second stage of Google Ventures' Design Sprint (DS) Methodology. The presentation contains visual checklists as well as three case studies to facilitate application of the Design Sprint (DS) Methodology when solving big problems as well as testing new ideas.
The main deliverable of Event 3 ("Decide") is a storyboard that would be subsequently used for prototyping the desired customer experience of pre-qualified customers. Before preparing a storyboard, however, the best conceptual solution (sketch) has to be selected and, if necessary, remixed with the best features of alternatives to produce an "ideal (strongest) solution." This presentation visually summarizes the required process while providing three case studies to facilitate understanding of the process of "Decide."
FROM TRADITIONAL ACCOUNTING TO BUSINESS MODEL IMPROVEMENT & INNOVATION ACCOUN...Rod King, Ph.D.
Traditionally, businesses or business models are managed using financial metrics. However, financial metrics such as profit and revenue are lagging indicators that are available at the end of a financial period. In today's volatile, uncertain, complex, and ambiguous environment, real-time metrics are needed for (corrective) actions to be taken in real time and in particular, before the end of a financial period. Also, for innovation projects by startups, financial metrics are not useful in early stages of the project such as when discovering (paying) customers and finding product-market fit. Leading metrics are therefore required especially for startups.
This presentation offers a tool - Business Model Scorecard - that can be used to monitor the progress of a project throughout its lifecycle: from idea through startup to established company. The Business Model Scorecard focuses on four categories of success metrics: Viability; Desirability; Sustainability; Feasibility. These metrics, which directly relate to the 4 engines of a business model, can be used to holistically monitor the performance of a business model throughout its lifecyle.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
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.
Event 5, which focuses on the activity of "Validate," is the final task of a 5-Day Lean Design Sprint. This presentation provides visual checklists and templates that can be used to facilitate the activity of "Validate."
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
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.
The team at GV (Google Ventures) has graciously published a fabulous book, "Sprint," in which Jake Knapp with John Zeratsky and Braden Kowitz comprehensively explain their Design Sprint Methodology. It's a five-day process that spans from Monday to Friday. Design Sprint Events or Activities are respectively Understand-Diverge-Decide-Prototype-Validate. This presentation focuses on Event 1, which is "Understand."
In this presentation, the visual tool of the Design Sprint (DS) Map is used to summarize "Understand" tasks as a visual checklist. In addition, the DS Map is used to present a worksheet that is used to visually collect, organize, select, and test (C.O.S.T.) ideas during a Design Sprint. Included in the presentation are three case studies that illustrate how the "Understand" activity is used on Day (Event) 1 of the 5-Day Sprint.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
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.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
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.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
Katalog firem 120 vteřin 04122013, Innovation Park a kreativcijindrichweiss
Katalog prezentujících firem z netwotkingové akce Jihomoravského inovačního centra. Ke klientům JIC|Innovation Parku jsme přimíchali kreativce a další externí společnosti.
BUSINESS DESIGN PERIODIC TABLE (BDPT): The Amazing Global Race to Achieve Uni...Rod King, Ph.D.
There is an amazing but apparently invisible race going on in the world of business problem solving and project management. Global corporate giants such as IBM, GE, and Samsung are massively acquiring talent and other resources for the pending cognitive war of “Universal Problem Solving & Project Management (UPSPM).” Global corporations want to rapidly develop and deploy frameworks for UPSPM, the three main legs of which are Business Planning, Business Model/Design Thinking, and Lean Startup Method.
In today’s volatile, uncertain, complex, and ambiguous environment, there is increasing consensus that complex or “wicked” problems are best solved holistically in one tent rather than in a piecemeal manner in several silos. In other words, there is increasing agreement that Holistic Thinking, Collaboration, and Wisdom of the Crowd trump Mechanistic Thinking, Individualism, and the Lone Genius.
Although traditionally bespoke tools have been used for creative problem solving and project management, there is a need - in the name of greater efficiency and effectiveness - to integrate paradigms and tools for problem solving solving and project management. Today, integrated approaches and tools are subsumed under the heading of “Business Design.” Educational institutions such as the University of Toronto’s Rotman School of Management and Domus Academy in Milan (Italy) offer postgraduate degrees in Business Design. Companies, which embrace Business Design, include P & G, GE, Samsung, SAP, and Airbnb. Long-term practitioners of business design include the world's most innovative companies such as Apple and Google.
Basically, there are two polarizing schools of thought regarding the holistic paradigm of UPSPM. On the one hand, there is the school of UPSPM. It is fair to say that UPSPMers believe one methodology can be used to solve both "tame" and "wicked" problems. On the other hand, there is the school of Anti-UPSPMers who believe that "one size does not fit all:" each class of business problems is unique and demands bespoke or customized tools and solutions. Although business has been dominated by Anti-UPSPMers, the number of UPSPMers is on the rise especially as the paradigms of Business Design and Ambidexterity gains more prominence.
More and more books are being published regarding the paradigm of UPSPM and in particular, Business Design. However, the tools are sparse and poorly integrated. Integrated frameworks for Business Design include the following: IDEO's Design Thinking, Dan Roam's SQVID, Simon Sinek's Golden Circle, Steve Blank's Customer Development Stack, Ash Maurya's Lean Stack, and Kevin Boudreau's Framework of Frameworks. With the exception of Boudreau's Framework of Frameworks, there's no other framework that ties together apparently disparate tools of Business Design. However, Boudreau's Framework of Frameworks is conceptual unlike in this presentation that features a visual and scalable framework for UPSPM.
This presentation features the activity of "Diverge," which is the second stage of Google Ventures' Design Sprint (DS) Methodology. The presentation contains visual checklists as well as three case studies to facilitate application of the Design Sprint (DS) Methodology when solving big problems as well as testing new ideas.
The main deliverable of Event 3 ("Decide") is a storyboard that would be subsequently used for prototyping the desired customer experience of pre-qualified customers. Before preparing a storyboard, however, the best conceptual solution (sketch) has to be selected and, if necessary, remixed with the best features of alternatives to produce an "ideal (strongest) solution." This presentation visually summarizes the required process while providing three case studies to facilitate understanding of the process of "Decide."
FROM TRADITIONAL ACCOUNTING TO BUSINESS MODEL IMPROVEMENT & INNOVATION ACCOUN...Rod King, Ph.D.
Traditionally, businesses or business models are managed using financial metrics. However, financial metrics such as profit and revenue are lagging indicators that are available at the end of a financial period. In today's volatile, uncertain, complex, and ambiguous environment, real-time metrics are needed for (corrective) actions to be taken in real time and in particular, before the end of a financial period. Also, for innovation projects by startups, financial metrics are not useful in early stages of the project such as when discovering (paying) customers and finding product-market fit. Leading metrics are therefore required especially for startups.
This presentation offers a tool - Business Model Scorecard - that can be used to monitor the progress of a project throughout its lifecycle: from idea through startup to established company. The Business Model Scorecard focuses on four categories of success metrics: Viability; Desirability; Sustainability; Feasibility. These metrics, which directly relate to the 4 engines of a business model, can be used to holistically monitor the performance of a business model throughout its lifecyle.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
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.
Event 5, which focuses on the activity of "Validate," is the final task of a 5-Day Lean Design Sprint. This presentation provides visual checklists and templates that can be used to facilitate the activity of "Validate."
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
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.
The team at GV (Google Ventures) has graciously published a fabulous book, "Sprint," in which Jake Knapp with John Zeratsky and Braden Kowitz comprehensively explain their Design Sprint Methodology. It's a five-day process that spans from Monday to Friday. Design Sprint Events or Activities are respectively Understand-Diverge-Decide-Prototype-Validate. This presentation focuses on Event 1, which is "Understand."
In this presentation, the visual tool of the Design Sprint (DS) Map is used to summarize "Understand" tasks as a visual checklist. In addition, the DS Map is used to present a worksheet that is used to visually collect, organize, select, and test (C.O.S.T.) ideas during a Design Sprint. Included in the presentation are three case studies that illustrate how the "Understand" activity is used on Day (Event) 1 of the 5-Day Sprint.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
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.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
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.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
Katalog firem 120 vteřin 04122013, Innovation Park a kreativcijindrichweiss
Katalog prezentujících firem z netwotkingové akce Jihomoravského inovačního centra. Ke klientům JIC|Innovation Parku jsme přimíchali kreativce a další externí společnosti.
Petr Jalůvka - Digitální dvojče: jak jsme na tom Česká republiko na Logistics...technologyfuture
DYNAMIC FUTURE a Petr Jalůvka na Logistics Ride 2018 na téma dynamické simulace a metodě digitálních dvojčat. Jak a proč ve výrobě využívat dynamickou simulaci a digitální dvojče? Ušetří vám čas i peníze, ale jak jsme na tom v České republice s metodou, která je ve světě už velmi běžná?
Virtuální radnice – řešení pro municipalityMiloslav Mil
Virtuální radnice je modernizovaným řešením společnosti Siemens zaměřeným na pohodlnou komunikaci občana s městskými a obecními úřady při řešení jeho životních situací.
4. › partnery pro spolupráci.
› řešení pro dopravní
bezpečnost,
› systémy ochrany,
› elektronické mýto.
3
5.
6. › pozemní, lodní, letecké a
vesmírné dopravě
zpracování dat v reálném
čase,
› hlasové komunikační a
záznamové systémy
(mobil/pevná/rádia...).
› výcvikové systémy a
simulátory včetně až 360
stupňů 3D zobrazení.
› obchodní partnery,
› technologické partnery.
4
7.
8. › spolupráci s úřady,
municipalitami a
profesními sdruženími na
dalším rozvoji carsharingu
v ČR,
› carsharing,
› individuální dopravu bez
nutnosti vlastnit auto,
› chytré a ohleduplné řešení
mobility ve městě.
› navázání kontaktů s
inovativními firmami v
oblasti dopravy.
5
9.
10. › kontakty pro možnou
spolupráci.
› obsáhlou odbornou
působnost, díky, které
dokážeme svým
zákazníkům dodat v
prvotřídní kvalitě takřka
vše, co hýbe stroji.
6
11.
12. › organizaci a řízení
silniční dopravy a
řešení dopravy v klidu,
› partnery, zabývající se
problémy spojené s
řešením silniční
dopravy.
› dopravní průzkumy a
informace,
› modelování a prognózy
dopravy.
7
13.
14. › zpracování expertních
posudků,
› partnery do výzkumných
programů,
› projektovou spolupráci,
› spolupracovníky z komerční
sféry,
› komerční činnost v oblasti
dopravy.
› dopravní experty.
8
15.
16. › spolupráci na integraci
systémů,
› odběratele,
› podporu v prodeji.
› partnery pro integraci
(např. s platebními
systémy).
› prodejce,
9
17.
18. › partnera v oblasti
telekomunikací.
› řešení pro provoz
elektronického dispečinku.
10
19.
20. › webové GIS aplikace,
› partnerské společnosti,
› prostorové analýzy.
› možná propojení aplikací.
11
21.
22. › partnery,
› aplikace počítačového
vidění využívající kamery v
dopravě, bezpečnosti a
obchodě.
› zákazníky,
› investory.
12
23.
24. › technologie pro řízení
dopravy, parkovací systémy,
produkty pro silniční
meteorologii a telematické
systémy,
› schopné odborníky (SW a
HW inženýr),
› potenciální partnery pro
velké ITS tendry, ale i malé
projekty,
› SW a HW řešení pro ITS
projekty,
› zajímavé produkty a
elektroniku pro integraci do
našich zařízení.
› metodickou a konzultační
pomoc v oboru.
13
25.
26. › skvělé české inovace,
› zviditelnění a podporu
inovací,
› firmy a lidi zapálené pro
inovace.
› inspiraci a know-how,
› kontakty.
14
27.
28. › partnery pro spolupráci na
rozvíjejícím se projektu.
› ekologické řešení dopravy
do zaměstnání,
› mobilitní plán.
15
29.
30. › nové zákazníky.
› konstrukční a vývojové
služby v oblasti:
- leteckého průmyslu,
- automobilového průmyslu,
- stavebních ocelových
konstrukcí.
16
31.
32. › vývojáře v oblasti
elektroniky.
› podporu při vývoji
elektroniky,
› zajištění dodávek pro
prototypovou i sériovou
výrobu.
17
33.
34. › partnery pro vytváření
chytřejší dopravy.
› platformu pro řešení
chytřejší dopravy.
18
35.
36. › spolupráci v oblasti ITS
mezi korporátní sférou a
sférou akademickou,
› partnery pro spolupráci na
projektech v ČR a v
zahraničí,
› podporu implementace
inovací v oblasti dopravy,
› spolupracovníky z řad VŠ
(informatika, doprava,
dopravní inženýrství).
› podporu mladých
inovátorů a talentovaných
studentů.
19
37.
38. › optimalizace dopravních a
logistických systémů/procesů,
› nové zákazníky a možnosti
odbytu,
› simulační a vizualizační studie
výrobních, logistických a
dopravních systémů,
› spolupráci na vývoji SW
simulačních nástrojů,
› uživatele nástrojů Digitální
Továrny a zájemce o školení.
› vývoj, prodej a servis SW
nástrojů pro simulaci včetně
školení uživatelů.
20
39.
40. › výzkum v oblastech
superpočítání a vestavěných
výpočetních systémů,
› budoucí partnery a
zákazníky.
› nejmodernější technologie
a služby v této oblasti,
› modelování, řízení a
optimalizace dopravy –
projekt RODOS.
21
41.
42. › nápady pro využití aplikace
ADIGINS.
› vývoj aplikace na míru
asistenčním a odtahovým
službám,
› digitalizaci veškerých
procesů v dopravě.
22
43.
44. › nápady na lepší mobilitu,
› zkušenosti s řešením
dopravy ve městě.
› novinky v oblasti logistiky.
23
45.
46. › partnera, který využije naše
plazmové technologie a
související vyvinuté postupy
pro úpravu materiálů u
svých produktů.
› aktivaci povrchů (sklo,
plast, kov aj.) pro
efektivnější nanášení
lepidel, laků a potisků,
› čištění povrchů před další
úpravou,
› modifikace povrchů textilií.
24
47.
48. › zapojení do kosmických
aktivit.
› zapojení do kosmických
aktivit.
25
49.
50. › řešení monitoringu objektů,
› implementátory řešení,
› monitoring a analýzu
kritických dopravních
aplikací,
› partnery pro implementaci
analytických řešení v
dopravě,
› informační služby v
dopravních prostředcích.
› partnery pro implementaci
reklamních systémů.
26
51.
52. › obecně zakázkový vývoj v
oblasti robotiky, počítačového
vidění a vestavěných systémů,
› partnera, který bude mít
zájem o námi nabízené
služby/produkty.
› zejména pak aplikace
počítačového vidění na
monitorování dopravního
provozu (analýza křižovatek,
měření rychlosti, snímání a
rozpoznání registračních
značek, kategorizace vozidel).
27
53.
54. › aktivní firmy ke spolupráci.
› kontaktní akce s
mezinárodní účastí k získání
obchodních partnerů,
› služby, informace,
vzdělávání.
28
55.
56. › ochranu proti únikům
citlivých informací v B2B,
› technologické partnery,
› kompletní řešení pro
bezpečnost dat v sektoru
SME a enterprises
podnicích.
› možné zákazníky.
› obchodní partnery,
29
57.
58. › partnery pro výzkum a
vývoj.
› výzkum a vývoj
senzorických, informačních
a komunikačních systémů,
› měření a testování ve
špičkově vybavených
laboratořích,
› zázemí velké, tradiční
technické univerzity.
30
59.
60. › příležitosti,
› řešení pro dispečerské
systémy a dispečerské
aplikace,
› obchodní partnery,
› dodavatele HW.
› analýzy dat,
› GIS řešení na míru.
31