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.

1. The
Classic
Lean
Startup
Method
Is
The
Tip
of
the
Iceberg
of
Lean
Storyboarding
Lean
Strategy
Organiza-­‐
=on
(LSO)
Classic
Lean
Startup
Method
(Paradigm,
Ideas,
and
Principles)
Lean
Storyboarding
Ques=on
(LSQ)
How
to
rapidly
discover
and
solve
a
Big
Urgent
Market
Problem
(BUMP)?
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

2. In
Lean
Storyboarding,
Toyota’s
Improvement
Tools
Meet
Silicon
Valley’s
Innova=on
Tools

3. Lean
Storyboarding
(LS)
Is
Also
an
All-­‐In-­‐One
Tool
That,
Using
One
Page,
Seamlessly
Integrates
the
Following
Approaches:
q
Lean
Startup
Method
q
Crea=ve
Problem
Solving
(Brainstorming;
TRIZ)
q
Design
Thinking
q
Customer
Development/Growth
Hacking
q
Agile
Product
Development
&
Innova=on
q
Compe==ve
&
Blue
Ocean
Strategy/Planning
q
Business
Model
Visualiza=on
&
Innova=on
q
A3
Problem
Solving;
Six
Sigma
Methodology
q
Theory
of
Constraints
q
Innovator’s
Method;
Performance
Management

4. The
2
Main
Tools
of
Lean
Storyboarding
(LS):
Universal
Graphic
Organizers
q
1-­‐Page
Lean
Strategy
q
Innovator’s
Iceberg

5. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

6. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
SOLUTION
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

7. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
THEME/
INTEREST/
TREND/
QUESTION
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

8. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
THEME/
INTEREST/
TREND/
QUESTION
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
Who
is
a
typical
customer?
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

9. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
THEME/
INTEREST/
TREND/
QUESTION
q Physical
q Intellectual
q EmoTonal
q Spiritual
SOLUTION
q Red
Ocean
q “Stuck
In
the
Middle”
q DisrupTon
Spot
(Low
End)
q Sweet
Spot
q Luxury
Spot
(High
End)
q Blue
Ocean
(Value
Inno’)
q Trade-­‐off;
Constraint;
Tool
q Challenge;
Symptom;
Pain
q Diagnosis
(Analysis)
q Causes/Root-­‐cause
q Product/Service/Tool
q TacTcs;
Set
of
Coherent
Ac@ons
q Business
Model
(Engine)
q Strategy;
Value
ProposiTon
q Goal;
ObjecTves;
Guiding
Policy
q Vision/Mission/Purpose/Values
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

10. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

11. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
q “hires”
q is
constrained
by
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

12. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
q Physical
q Intellectual
q EmoTonal
q Spiritual
SOLUTION
q “hires”
q is
constrained
by
THEME/
INTEREST/
TREND/
QUESTION
q Red
Ocean
q “Stuck
In
the
Middle”
q DisrupTon
Spot
(Low
End)
q Sweet
Spot
q Luxury
Spot
(High
End)
q Blue
Ocean
(Value
Inno’)
q Product/Service/Tool
q TacTcs;
Set
of
Coherent
Ac@ons
q Business
Model
(Engine)
q Strategy;
Value
ProposiTon
q Goal;
ObjecTves;
Guiding
Policy
q Vision/Mission/Purpose/Values
q Trade-­‐off;
Constraint;
Tool
q Challenge;
Symptom;
Pain
q Diagnosis
(Analysis)
q Causes/Root-­‐cause
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

13. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
Who
is
a
typical
customer?
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

14. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
Who
is
a
typical
customer?
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

15. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
Who
is
a
typical
customer?
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
THEME/
INTEREST/
TREND/
QUESTION
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

16. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
Who
is
a
typical
customer?
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
q “hires”
q is
constrained
by
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

17. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-­‐TO-­‐GET-­‐DONE
q “hires”
q is
constrained
by
q Physical
q Intellectual
q EmoTonal
q Spiritual
q Red
Ocean
q “Stuck
In
the
Middle”
q DisrupTon
Spot
(Low
End)
q Sweet
Spot
q Luxury
Spot
(High
End)
q Blue
Ocean
(Value
Inno’)
q Product/Service/Tool
q TacTcs;
Set
of
Coherent
Ac@ons
q Business
Model
(Engine)
q Strategy;
Value
ProposiTon
q Goal;
ObjecTves;
Guiding
Policy
q Vision/Mission/Purpose/Values
q Trade-­‐off;
Constraint;
Tool
q Challenge;
Symptom;
Pain
q Diagnosis
(Analysis)
q Causes/Root-­‐cause
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

18. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
THEME/
INTEREST/
TREND/
QUESTION
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
SOLUTION
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

19. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
THEME/
INTEREST/
TREND/
QUESTION
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
SOLUTION
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

20. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
THEME/
INTEREST/
TREND/
QUESTION
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
SOLUTION
(Red
Ocean-­‐Value
Curve)
(Blue
Ocean-­‐Value
Curve)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

21. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
THEME/
INTEREST/
TREND/
QUESTION
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
SOLUTION
(Red
Ocean-­‐Value
Curve)
(Blue
Ocean-­‐Value
Curve)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

22. The
4
Storycards
of
1-­‐Page
Lean
Strategy
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
PROBLEM
THEME/
INTEREST/
TREND/
QUESTION
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
SOLUTION
(Red
Ocean-­‐Value
Curve)
(Blue
Ocean-­‐Value
Curve)
R:
Reduce
E:
Eliminate
C:
Create
I:
Increase
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

23.
PROBLEM
MUSIC
Luxury
Spot
(High
End)
Customers
Thin;
High
Storage
Capacity;
“Cool”
Design
Bulky;
Limited
Storage
Capacity;
“Ugly”
Design;
…
Classic
iPod
“A
Thousand
Songs
in
Your
Pocket”
Sony
Walkman
Listen
to
music
(DissaTsfiers
of
TradiTonal
Music
Players)
1-­‐Page
Lean
Strategy
For
Apple’s
Classic
iPod
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Example
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
SOLUTION
(Red
Ocean-­‐Value
Curve)
(Blue
Ocean-­‐Value
Curve)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

24.
PROBLEM
Luxury
Spot
(High
End)
Customers
Unappealing
Performance
Venue
R:
Reduce
q Fun
&
Humor
q Thrill
&
Danger
E:
Eliminate
q Star
Performers
q Animal
Shows
q 3-­‐Ring
Arena
Ringling
Bros.
&
…
Experience
live
enter-­‐
tainment
1-­‐Page
Lean
Strategy
For
Cirque
du
Soleil
Create
a
Blue
Ocean:
Market
Space
Where
CompeTtors
are
Irrelevant
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Example
JOB-­‐TO-­‐
GET-­‐DONE
CUSTOMER
Animal
Abuse/
Discomfort
VALUE
INNOVATION:
Circus
(Live
Entertainment)
C:
Create
q Storyline/Music/Dance/…
q Refined
Environment
q Mul@ple
Produc@ons
I:
Increase
q Uniqueness
of
Venue
SOLUTION
(Red
Ocean-­‐Value
Curve)
(Blue
Ocean-­‐Value
Curve)
(DissaTsfiers
of
TradiTonal
Music
Players)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

25. 1-­‐PAGE
LEAN
STRATEGY
(Topic/Element:
Storycard)
LEAN
STRATEGY
QUESTION
q Lean
Improvement
q Lean
InnovaTon
Project
ID:
………………………………………………
Date:
…………………………
Phase/Round/Experiment:
…………………………..………………………..………
Lessons
Learned;
Insights:
……………………………………………….…………….
Decision
(Persevere/Pivot;
Abandon):
……………………………………………
JOB-­‐TO-­‐GET
DONE
(JTGD)
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
CUSTOMER
Who
is
a
typical
customer?
PROBLEM
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
SOLUTION
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
1-­‐Page
Lean
Strategy
For
Lean
Strategy
Organiza=ons
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

26. 1-­‐PAGE
LEAN
STRATEGY
(Topic/Element:
Storycard)
LEAN
STRATEGY
QUESTION
ü Lean
Improvement
ü Lean
InnovaTon
Project
ID:
Portable
Digital
Music
Player
Date:
2001
Phase/Round/Experiment:
…………………………..………………………..………
Lessons
Learned;
Insights:
……………………………………………….…………….
Decision
(Persevere/Pivot;
Abandon):
Persevere
JOB-­‐TO-­‐GET
DONE
(JTGD)
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
CUSTOMER
Who
is
a
typical
customer?
PROBLEM
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
SOLUTION
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
1-­‐Page
Lean
Strategy
For
Apple’s
Classic
iPod
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Luxury
Spot
(High
End)
Customers
Thin;
High
Storage
Capacity;
“Cool”
Design
Bulky;
Limited
Storage
Capacity;
“Ugly”
Design;
…
Classic
iPod
“A
Thousand
Songs
in
Your
Pocket”
Sony
Walkman
Listen
to
music
Example
(DissaTsfiers
of
TradiTonal
Music
Players)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

27. 1-­‐PAGE
LEAN
STRATEGY
(Topic/Element:
Storycard)
LEAN
STRATEGY
QUESTION
q Lean
Improvement
ü Lean
InnovaTon
Project
ID:
Rental
Clothing
Business:
High
End
Date:
2008
Phase/Round/Experiment:
…………………………..………………………..………
Lessons
Learned;
Insights:
……………………………………………….…………….
Decision
(Persevere/Pivot;
Abandon):
Persevere
JOB-­‐TO-­‐GET
DONE
(JTGD)
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
CUSTOMER
Who
is
a
typical
customer?
PROBLEM
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
SOLUTION
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
Middle/Upper-­‐class
Lady
Provide
designer
clothes
to
rent
(inexpensively)
“Rent
the
Runway”
Aaend
upscale
event
1-­‐Page
Lean
Strategy
for
Rent
the
Runway
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Example
(DissaTsfiers
of
TradiTonal
Designer
Stores)
Struggling
about
what
to
wear
for
upscale
event:
dress
is
expensive/
seen
or
worn
once
“Rent
the
Runway”
Strategy/
Business
Model
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

28. 1-­‐PAGE
LEAN
STRATEGY
(Topic/Element:
Storycard)
LEAN
STRATEGY
QUESTION
q Lean
Improvement
q Lean
InnovaTon
Project
ID:
………………………………………………
Date:
…………………………
Phase/Round/Experiment:
…………………………..………………………..………
Lessons
Learned;
Insights:
……………………………………………….…………….
Decision
(Persevere/Pivot;
Abandon):
……………………………………………
JOB-­‐TO-­‐GET
DONE
(JTGD)
What
is
the
job-­‐to-­‐get-­‐done,
main
task,
or
outcome
of
customer?
CUSTOMER
Who
is
a
typical
customer?
PROBLEM
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
SOLUTION
What
are
solu@ons
(tools/
strategy/products/services)
offered
to
the
customer
to
solve
the
problems?
1-­‐Page
Lean
Strategy
For
Lean
Strategy
Organiza=ons
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

29. JOB
TO
GET
DONE
Learn
Build
Causal
Hypothesis
(Pain)
SoluTon
Hypothesis
(Delight)
CUSTOMER
……………………………………..
O.T.H.E.R.
Loop
(5
Habits)
q O:
Observe
Different
q T:
Think
Different
q H:
Hypothesize
Different
q E:
Experiment
Different
q R:
Reflect
Different
1-­‐Page
Lean
Strategy
For
Lean
Strategy
Organiza=ons
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
SOLUTION
(Ideal
Lean
System)
PROBLEM
(Constraint)
Measure
(Success
Criteria)
Phase/Round/Experiment:
……………………………………….
Lessons
Learned;
Insights:
……………………………………….
Decision
(Persevere/Pivot;
Abandon):
…………………………………….………………….
FOUR
LEAN
STRATEGY
QUESTIONS
1. JOB-­‐TO-­‐GET-­‐DONE:
What
is
the
job-­‐to-­‐
get-­‐done,
main
task,
or
outcome
of
customer?
2. CUSTOMER:
Who
is
a
typical
customer?
3. PROBLEM:
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
4. SOLUTION:
What
are
solu@ons
(tools/
strategy/products/
services)
offered
to
the
customer
to
solve
the
problems?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

30. Innovator’s
Iceberg
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

31. Innovator’s
Iceberg
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

32. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
VALUE
CREATION
VALUE
CAPTURE
VALUE
DELIVERY
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

33. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
VALUE
CREATION
VALUE
CAPTURE
VALUE
DELIVERY
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

34. Business
Model
Iceberg
for
Uber
Business
Model
Engine
PerspecTve:
2-­‐Sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Rentable
Vehicles
(Vehicle
Providers)
High-­‐end
Passenger
(Paying
Users/Customers)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

35. Business
Model
Iceberg
for
Airbnb
Business
Model
Engine
PerspecTve:
2-­‐Sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Rentable
Rooms
(AccommodaTon
Providers)
Tourist/Traveller
(Paying
Users/Customers)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

36. Business
Model
Iceberg
for
Google
Search
Business
Model
Engine
PerspecTve:
Mul@-­‐sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Adver=sement
(AdverTsers/Customers)
Website
Content
(Content
Providers)
Mul=-­‐media
Searchers
(Free
Users)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

37. Business
Model
Iceberg
for
YouTube
Business
Model
Engine
PerspecTve:
Mul@-­‐sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Adver=sement
(AdverTsers/Customers)
Published
Videos
(Content
Providers)
Video
Discoverers
(Free
Users)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

38. Business
Model
Iceberg
for
Twider
Business
Model
Engine
PerspecTve:
Mul@-­‐sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Adver=sement
(AdverTsers/Customers)
Micro-­‐content/“Tweet”
(Content
Providers)
Micro-­‐content
Discoverers
(Free
Users)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

39. Business
Model
Iceberg
for
Facebook
Business
Model
Engine
PerspecTve:
Mul@-­‐sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Adver=sement
(AdverTsers/Customers)
Photos/Videos/News
(Content
Providers)
Socializers/Discoverers
(Free
Users)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

40. Business
Model
Iceberg
for
VisionaryD.com
Business
Model
Engine
PerspecTve:
Mul@-­‐sided
Placorm
Stack
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Business
Model
Collabora=on/Porgolio
Management
(Customers:
Teams;
Accelerators;
VCs)
Business
Models/Plans
(Content
Providers/Sellers:
Lean
Startups;
Bus.
Students)
Business
Model
Discoverers
(Free
Users:
Investors/VCs;
Bus.
Students)
Example
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

41. Learn
Build
Causal
Hypothesis
(Pain)
SoluTon
Hypothesis
(Delight)
1-­‐Page
Lean
Strategy
for
VisionaryD
Graphic
Organizer
for
Itera=ve
Problem
Solving,
Solu=on-­‐Tes=ng,
User-­‐Story
Crea=on,
and
Evidence-­‐based
Innova=on
Example
q No.
of
sign
ups
q DNA
Search/Follow
q Contact
input
q Bus.
DNA
Profile
Test/MVP:
OTHER
Loop;
LS
Snowman;
VisionaryD
(Proto-­‐
types
of
Business
DNA
Search
Engine)
Provide
collabora-­‐
Tve
tool
for
tesTng
assumpTons/ideas,
products,
and
business
models
q What
works?
(Delight)
q What
doesn’t
work?
(Pain)
Struggling
with
high
failure
risk
of
Idea/
Product/Startup
:
innova@ve
app
or
product
with
liale
or
no
customers
O.T.H.E.R.
Loop
(5
Habits)
q O:
Observe
Different
q T:
Think
Different
q H:
Hypothesize
Different
q E:
Experiment
Different
q R:
Reflect
Different
Product
Innovators
(DissaTsfiers
of
Linear
Strategy/
Business
Plan;
Lean
Startups)
SOLUTION
(Ideal
Lean
System)
PROBLEM
(Constraint)
Improve/create
product
Measure
(Success
Criteria)
Phase/Round/Experiment:
……………………………………….
Lessons
Learned;
Insights:
……………………………………….
Decision
(Persevere/Pivot;
Abandon):
…………………………………….………………….
FOUR
LEAN
STRATEGY
QUESTIONS
1. JOB-­‐TO-­‐GET-­‐DONE:
What
is
the
job-­‐to-­‐
get-­‐done,
main
task,
or
outcome
of
customer?
2. CUSTOMER:
Who
is
a
typical
customer?
3. PROBLEM:
What
are
problems
or
pains
experienced
by
the
customer
as
(s)he
does
the
job?
4. SOLUTION:
What
are
solu@ons
(tools/
strategy/products/
services)
offered
to
the
customer
to
solve
the
problems?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

42. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

43. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

44. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Living
System
FRONT
END
BACK
END
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

45. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
OUTPUT
PROCESSING
INPUT
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

46. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
HOW?
WHAT?
WHY?
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

47. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Physical
Intellectual
Emo=onal
Spiritual
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

48. Feedback;
Fitness
(Demand
vs.
Supply)?
Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

49. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Supply
Infrastructure
Demand
Infrastructure
Living
System
Feedback;
Fitness
(Demand
vs.
Supply)?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

50. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Respond
Sense
Living
System
Feedback;
Fitness
(Demand
vs.
Supply)?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

51. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Respond
(Decide;
Act)
Sense
(Observe;
Orient)
Living
System
Feedback;
Fitness
(Demand
vs.
Supply)?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

52. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Respond
(Learn;
Build)
Sense
(Measure)
Living
System
Feedback;
Fitness
(Demand
vs.
Supply)?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

53. q Lean
Startup
Method
q Customer
Dev.
q Design
Thinking
q Innovator’s
Method
q Brainstorming
q Agile
Dev.
q OTHER
Loop
q Business
Modeling
q 1-­‐Page
Lean
Strategy
q TRIZ
Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Living
System
Feedback;
Fitness
(Demand
vs.
Supply)?
Respond
(Learn;
Build)
Sense
(Measure)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

54. q Lean
Startup
Method
q Customer
Dev.
q Design
Thinking
q Innovator’s
Method
q Brainstorming
q Agile
Dev.
q OTHER
Loop
q Business
Modeling
q 1-­‐Page
Lean
Strategy
q TRIZ
Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Feedback;
Fitness
(Demand
vs.
Supply)?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

55.
OBSERVEABLE
OUTCOME/EVENT
Feedback;
Fitness
(Demand
vs.
Supply)?
Innovator’s
Iceberg
HolisTc
Change
Management
PerspecTve
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

56.
OBSERVEABLE
OUTCOME/EVENT
Feedback;
Fitness
(Demand
vs.
Supply)?
Innovator’s
Iceberg
HolisTc
Change
Management
PerspecTve
Respond
(Learn;
Build)
Sense
(Measure)
Living
System
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

57. Innovator’s
Iceberg
Five
Forces
(Enterprise/Industry/Ecosystem/HolisTc)
AIracTveness
PerspecTve
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

58. Innovator’s
Iceberg
Five
Forces
(Enterprise/Industry/Ecosystem/HolisTc)
AIracTveness
PerspecTve
Adrac=veness
Analysis
q Bargaining
Power
q Threat
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

59. Innovator’s
Iceberg
Five
Forces
(Enterprise/Industry/Ecosystem/HolisTc)
AIracTveness
PerspecTve
SWOT
Analysis
S:
Strengths
W:
Weaknesses
O:
Opportuni=es
T:
Threats
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

60. Innovator’s
Iceberg
Human-­‐centered
&
Universal
Problem
Solving
(HUPS)
PerspecTve
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

61. Innovator’s
Iceberg
Human-­‐centered
&
Universal
Problem
Solving
(HUPS)
PerspecTve
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

62. Innovator’s
Iceberg
Human-­‐centered
&
Universal
Problem
Solving
(HUPS)
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

63. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

64. Business
Model
Iceberg
Business
Model
Engine
PerspecTve:
Observers
Feedback;
Fitness
(Demand
vs.
Supply)?
Snorkeler
Scuba
Diver
Ordinary
Swimmer
Business
Model
Engine
Deep
Diver
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

65. Business
Model
Iceberg
Business
Model
Engine
PerspecTve:
Placorm
Stack
Feedback;
Fitness
(Demand
vs.
Supply)?
Technology
Infrastructure
Data
(Value
Capture)
Infrastructure
Marketplace
(Community/Network)
Infrastructure
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

66. Business
Model
Iceberg
Business
Model
Engine
PerspecTve:
Team
Feedback;
Fitness
(Demand
vs.
Supply)?
Product
Developer
Strategist/
Accountant
Marketer
(Customer
Developer/
Growth
Hacker)
Business
Model
Engine
Visionary
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

67. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
VALUE
CREATION
VALUE
CAPTURE
VALUE
DELIVERY
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

68. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
VALUE
CREATION
VALUE
CAPTURE
VALUE
DELIVERY
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

69.
PRODUCT
Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
VALUE
CREATION
VALUE
CAPTURE
VALUE
DELIVERY
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

70. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Feedback;
Fitness
(Demand
vs.
Supply)?
VALUE
CREATION
VALUE
CAPTURE
VALUE
DELIVERY
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

71. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

72. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Value
(Profit
Margin)
q Strategy
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

73. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

74. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

75. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

76. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
DISCOVERY/
VALIDATION
Value
Engine
DISCOVERY/
VALIDATION
Customer
Growth
Engine
DISCOVERY/
VALIDATION
q Strategy
Business
Model
Engine
DISCOVERY/
VALIDATION
Feedback;
Fitness
(Demand
vs.
Supply)?
MARKET
DISCOVERY/
VALIDATION
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

77. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
DISCOVERY/
VALIDATION
Value
Engine
DISCOVERY/
VALIDATION
Customer
Growth
Engine
DISCOVERY/
VALIDATION
q Strategy
Business
Model
Engine
DISCOVERY/
VALIDATION
Feedback;
Fitness
(Demand
vs.
Supply)?
MARKET
DISCOVERY/
VALIDATION
VISION
(LEAP
OF
FAITH
/DREAM/INSIGHT)
DISCOVERY/VALIDATION
Register
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more
about
Lean
Storyboarding.
Lean
Startup
Coach.
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hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

78. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
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to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

79. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
q Value
(Profit
Margin)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

80. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
(Promoters/Passives/Detractors
(Dissa@sfiers))
q Value
(Profit
Margin)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
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to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

81. Business
Model
Iceberg
Business
Model
Engine
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
(Promoters/Passives/Detractors
(Dissa@sfiers))
q Value
(Profit
Margin)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
q MISSION
q VISION
q CORE
VALUES
q CULTURE/BRAND
Business
Model
Engine
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

82. Business
Model
Iceberg
Playing-­‐To-­‐Win
(PTW)
PerspecTve:
Integrated
Network
of
Ques@ons
and
Choices
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
What
CAPABILITIES
Are
Required?
What
MANAGEMENT
SYSTEMS
Are
Required?
How
to
WIN?
(Promoters/Passives/Detractors
(Dissa@sfiers))
q Value
(Profit
Margin)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Where
to
PLAY?
Business
Model
Engine
What
is
our
WINNING
ASPIRATION?
q Unknown
q Known
PROBLEM
SOLUTION
q Unknown
q Known
Register
at
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to
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more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

83. Business
Model
Iceberg
Balanced
Scorecard
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Process
Perspec=ve/
Learning
Perspec=ve
Financial
PerspecCve
Customer
Perspec=ve
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

84. Innovator’s
Iceberg
Balanced
Scorecard
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Process
Perspec=ve/
Learning
Perspec=ve
Financial
PerspecCve
Customer
Perspec=ve
Business
Model
Engine
q MISSION
q VISION
q CORE
VALUES
q CULTURE/BRAND
Register
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to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

85. Business
Model
Iceberg
“Pirate
Metrics”
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
u
R:
Revenue
u
A:
Acquisi=on
u
A:
Ac=va=on
u
R:
Reten=on
u
R:
Referral
Business
Model
Engine
Register
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Lean
Storyboarding.
Lean
Startup
Coach.
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King.
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&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

86. Business
Model
Iceberg
Value
Discipline
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Product
Leadership/
Opera=onal
Excellence
(CompeCCve
Strategy)
Customer
In=macy
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

87. Business
Model
Iceberg
Built-­‐To-­‐Last
(BTL)
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Product
Leadership/
Opera=onal
Excellence
(CompeCCve
Strategy)
Customer
In=macy
VISION
Business
Model
Engine
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

88. Business
Model
Iceberg
Built-­‐To-­‐Last
(BTL)
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
Business
Model
Engine
Business
Model
Engine
Product
Leadership/
Opera=onal
Excellence
(CompeCCve
Strategy)
Customer
In=macy
Envisioned
Future
(BHAG;
Vivid
Descrip@on)
Core
Ideology
(Core
Values;
Core
Purpose)
Register
at
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to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

89. Business
Model
Iceberg
Built-­‐To-­‐Last
(BTL)
PerspecTve
q Product/
Service
q Channels/
Rela=onships
q Customer/
Segment
q Key
Partners
q Key
Ac=vi=es
q Value
(Profit
Margin)
q Value
Proposi=on
q Cost
(Structure)
q Key
Resources
q Revenue
(Streams)
q Strategy
Feedback;
Fitness
(Demand
vs.
Supply)?
PESTLIED
Trends
P:
Poli=cal
E:
Economic
S:
Social
T:
Technological
L:
Legal
I:
Interna=onal
E:
Environmental
D:
Demographic
Product
Leadership/
Opera=onal
Excellence
(CompeCCve
Strategy)
Customer
In=macy
Envisioned
Future
(BHAG;
Vivid
Descrip@on)
Core
Ideology
(Core
Values;
Core
Purpose)
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

90. Innovator’s
Iceberg
Innova@on
Describes
a
Surprising
And
Successful
(SAS)
Outcome.
Rapid
IteraCve
Problem
Solving
(RIPS)
is
the
Process
That
Drives
InnovaCon.
Register
at
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more
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

91. Innovator’s
Iceberg
Register
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more
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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&
hIp://twiIer.com/RodKuhnKing

92. Innovator’s
Iceberg
Iceberg
Template
Register
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more
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Lean
Storyboarding.
Lean
Startup
Coach.
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King.
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&
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93. Innovator’s
Iceberg
Iceberg
Template
Register
at
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to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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&
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94. Innovator’s
Iceberg
Iceberg
Template
Register
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to
learn
more
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

95. Innovator’s
Iceberg
Linear
(Pipe/Chain)
Business
Model
PaIern:
1-­‐Sided
(Unilateral)
Market
Register
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learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
(Payer/Buyer;
Consumer)
Business
Model
Engine
Enterprise
(Producer/Supplier
of
Product
or
Service)

96. Innovator’s
Iceberg
Linear
(Pipe/Chain)
Business
Model
PaIern:
1-­‐Sided
(Unilateral)
Market
Register
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more
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
(Payer/Buyer;
Consumer)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Business
Model
Engine
Enterprise
(Producer/Supplier
of
Product
or
Service)

97. Innovator’s
Iceberg
Linear
(Pipe/Chain)
Business
Model
PaIern:
1-­‐Sided
(Unilateral)
Market
Register
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more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
(Payer/Buyer;
Consumer)
Enterprise
(Producer/Supplier
of
Product
or
Service)
Examples
q TradiTonal
Factory
q TradiTonal
Sokware
q Classic
Record
Co.
q Classic
Blackberry
q Classic
Lego
q Classic
Bookseller
q Cirque
du
Soleil
q Southwest
Airlines
q Nespresso;
GilleIe
Enterprise
Engine
Value
Engine
Customer
Growth
Engine

98. Innovator’s
Iceberg
Tree/V-­‐Business
Model
PaIern:
2-­‐Sided
(Bilateral)
Market
Register
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learn
more
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer/Adver=ser
(Payer;
Buyer)
User
(Consumer:
Service)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Enterprise
(Producer/Supplier
of
Product
or
Service
Plamorm;
Channel)

99. Innovator’s
Iceberg
Tree/V-­‐Business
Model
PaIern:
2-­‐Sided
(Bilateral)
Market
Register
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learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer/Adver=ser
(Payer;
Buyer)
Enterprise
(Producer/Supplier
of
Product
or
Service
Plamorm;
Channel)
User
(Consumer:
Free
Service)
Examples
q TradiTonal
Radio
q TradiTonal
TV
q Metro
Newspaper
q Skype
q DaTng
Agency
q Job
Agency
q InnocenTve
Enterprise
Engine
Value
Engine
Customer
Growth
Engine

100. Innovator’s
Iceberg
Triangular/Network-­‐Business
Model
PaIern:
2-­‐Sided
(Bilateral)
Market
Register
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer/Adver=ser;
Developer
(Payer;
Buyer;
Developer)
Enterprise
(Producer/Supplier
of
Product
or
Service
Plamorm;
Matchmaker;
Broker)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
User
(Consumer;
Content
Demander)

101. Innovator’s
Iceberg
Triangular/Network-­‐Business
Model
PaIern:
2-­‐Sided
(Bilateral)
Market
Register
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more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
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&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer/Adver=ser/Developer
(Payer;
Buyer;
Developer)
User
(Consumer;
Content
Demander)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine
Examples
q Real
Estate
Agency
q Insurance
Agency
q Game
Console
Manufacturer
q PlayStaTon
(Sony)
q Xbox
(Microsok)
q Wii
(Nintendo)
Enterprise
(Producer/Supplier
of
Product
or
Service
Plamorm;
Matchmaker;
Broker)

102. Innovator’s
Iceberg
Tetrahedral
Business
Model
PaIern:
Mul@sided
(Mul@-­‐lateral)
Market
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Lean
Storyboarding.
Lean
Startup
Coach.
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hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
(Payer;
Buyer)
Prosumer
(Content
Supplier;
Seller)
User
(Consumer)
Enterprise
(Producer:
Plamorm/Interface
Owner;
Tool/Infrastructure
Supplier)
Enterprise
Engine
Value
Engine
Customer
Growth
Engine

103. Innovator’s
Iceberg
Tetrahedral
Business
Model
PaIern:
Mul@sided
(Mul@-­‐lateral)
Market
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Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
(Payer;
Buyer)
Prosumer
(Content
Supplier;
Seller)
User
(Consumer)
Enterprise
(Producer:
Plamorm/Interface
Owner;
Tool/Infrastructure
Supplier)
Enterprise
Engine
Value
Engine
Examples
q Ebay;
Match.com
q Google
(Search)
q YouTube
q Facebook
q TwiIer
q Amazon
q Airbnb;
Uber
q Apple
(App
Store)
q Metro
Newspaper
Customer
Growth
Engine

104. What
Does
a
Surprising
And
Successful
(SAS)
Outcome
or
an
“Insanely
Great
Experience”
Mean
to
You
and/or
Your
(Targeted)
Customers?
Innovator’s
Iceberg
(II)
Ques=on
“Steve
Jobs”
QuesTon
q Physically?
q Intellectually?
q EmoTonally?
q Spiritually?
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

105. There
are
2
Main
Reasons
Why
(Lean
Startup/Innova=on
)
Projects
Fail

106. The
(Lean
Startup/Innova=on)
Project
Fails
to
Deliver
a
Surprising
And
Successful
(SAS)
Outcome
To
(Targeted)
Customers
Why
(Lean
Startup/Innova=on)
Projects
Fail
Reason
#1:
Lack
of
Customer-­‐Innova@on
Fitness
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

107. The
(Lean
Startup/Innova=on)
Project
Fails
to
Ideally
Employ
Rapid
Itera=ve
Problem
Solving
(R.I.P.S.)
Why
(Lean
Startup/Innova=on)
Projects
Fail
Reason
#2:
Slow
Problem-­‐Solving
(Innova@on)
Cycle;
Business
Model
Rigidity
Register
at
www.visionaryd.com
to
learn
more
about
Lean
Storyboarding.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

108. But,
How
Can
Anyone
Do
R.I.P.S.:
Rapid
Itera=ve
Problem
Solving
?

109. Use
1-­‐Page
Lean
Strategy

110. But,
What
is
1-­‐Page
Lean
Strategy?