This document discusses how established businesses can learn from lean startup practices to generate new business ideas and opportunities. It introduces the Business Model Canvas and Customer Value Canvas as frameworks for visualizing new business models and customer needs. Lean startups use these canvases along with customer development and agile learning processes to quickly test hypotheses through small experiments rather than large investments. The document provides examples of how workshops can help organizations apply these lean innovation methods to reinvigorate their existing business models or identify new opportunities.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
Relevance of the business model for startup successChristian Schultz
This presentation answers three questions: (1) What are viable definitions of the business model? (2) Is the business model relevant for start-up success? (3) What elements of the business model are very success sensitive in the start-up context? The short case study of wegreen is used to exemplify the main arguments of the presentation.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
Product-led Growth - Building the Ultimate SystemHarsh Jawharkar
Product-led Growth can and should feed your entire company’s progress and velocity. PLG may be product-led but it needs to be a whole company DNA effort. By applying a systems mindset, you can build a perpetual growth machine for years to come.
The webinar intends to provide some tips to help start-ups involved in Big Data and data-driven economy to successfully face the investment phase and to maximize their chances to get external funding for their future endeavor.
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.
Summary of the book Lean Startup by Eric Ries, plus comments from User Centered Design.
Resumen del libro Lean Startup de Eric Ries, mas comentarios de User Centered Design como contrapunto.
Slides from the CEDIM Innovation Series presentation. Includes a new business model framework, the business model as strategy cube and a design thinking oriented approach to business model innovation. @cedim
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
Product-led Growth - Building the Ultimate SystemHarsh Jawharkar
Product-led Growth can and should feed your entire company’s progress and velocity. PLG may be product-led but it needs to be a whole company DNA effort. By applying a systems mindset, you can build a perpetual growth machine for years to come.
The webinar intends to provide some tips to help start-ups involved in Big Data and data-driven economy to successfully face the investment phase and to maximize their chances to get external funding for their future endeavor.
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.
Summary of the book Lean Startup by Eric Ries, plus comments from User Centered Design.
Resumen del libro Lean Startup de Eric Ries, mas comentarios de User Centered Design como contrapunto.
Author: Simon Maddock
Illustrations: Rui Lai
Book Design: Eva Angelova
Narrated By: Ayesha Mendham
Music and Sound Engineer: Ishan Isaacs
Producer: Emma Horton
Busines model canvas - what is it and how can I use itAdrian M Odgers
This deck provides you with everything you need to know about the Business Model Canvas. It also provides instructions on how to create your own Business Model Canvas well as run a workshop to create one including use tips and tricks.
I would like twenty minutes of your time in which I will present 50 (I know a lot) slides to review 12 Models related to Lean Startup so that I can then introduce the
‘Startup Business Planning Jigsaw’.
The twelve models are:
► Business Model Canvas - Alexander Osterwalder
► Search v's Execution - Steve Blank & Bob Dorf
► Build-Measure-Learn - Eric Ries
►Three Stages of a Startup - Ash Maurya
► MVP and Product Market Fit
►Lean Canvas - Ash Maurya
► Customer Development - Brant Cooper and Patrick Vlaskovits
► Startup Pyramid – Sean Ellis
►Get Keep Grow – Steve Blank & Bob Dorf
► Pirate Metrics – Dave McClure
►One Metric that Matters - Croll & Yoskovitz
Lean Start-up – Lean Product Development for Start-Upsevontech
We at Evon Technologies have gained extensive experience in business model hypothesis,Agile product development,Agile Development over the past eight years by working with many Start-ups. We can be a partner and service provider for Start-ups in their execution of the Lean Start-Up Model, by providing services in Market Research, Optimizing your Business Model, Developing Market Requirements into Product Road-map, Software Product Development and Quality Assurance, Internet Marketing.
Complete Introduction to Service Design and Design ThinkingHaytham El-Mardi
Course Tag Description: Introduction to Service Design
Course Title: Introduction to Service Design
Overview:
This course provides a comprehensive introduction to service design, focusing on the principles of innovation and design thinking. Participants will explore how to create user-centered services by integrating the needs of people, the possibilities of technology, and the requirements for business success. The course covers the essential components of service design and the five stages of design thinking, ensuring a practical and interactive learning experience.
Key Topics:
Understanding Innovation and its Types
Principles and Components of Service Design
The Design Thinking Process: Empathize, Define, Ideate, Prototype, Test
Practical Tools and Techniques for Service Design
Real-Life Examples and Case Studies
SIX QUESTIONS TO ASK YOURSELF BEFORE LAUNCHING YOUR STARTUP.Ajay Batra
Launching a Startup is an empowering and uplifting experience. But it can also be a daunting task to juggle so many tasks and solve innumerable challenges daily.
Are you ready for it? Do you know that to do?
Use the 5-level roadmap (Startup Maturity Model) to know where you are, and to plan your next steps towards the launch of your high-performing startup.
BIF’s DESIGN METHODOLOGY
FOR NEXT PRACTICES AND NEW BUSINESS MODELS.
BUSINESS MODELS DON’T LAST AS LONG AS
THEY USED TO. DISRUPTION IS EVERYWHERE.
TODAY’S INNOVATION STRATEGIES ARE
PRODUCING TWEAKS NOT TRANSFORMATION.
BIF HELPS LEADERS EXPLORE, TEST, AND COMMERCIALIZE
NEXT PRACTICES AND NEW BUSINESS MODELS.
A NEW STRATEGIC IMPERATIVE A NEW STRATEGIC CAPACITY
When disruption is the new norm, envisioning and realizing next practices and new business
models is a strategic capability that should be practiced on an ongoing basis. Corporate
innovation strategies must create discrete approaches to deliver incremental improvements
to today’s models, while also enabling the exploration of entire new models. Doing so will
require more clarity on the objectives of the innovation lab, as well as recognizing that the
same structure, approach, resourcing, staffing, and governance will not work for both
incremental and transformational innovation.
The presentation has been created for StartupbootcampIstanbul participants aiming to briefly summarise and compare today's most famous business model design patterns.
Globalization creates many opportunities but also challenges for businesses today.
While some challenges may be particular to a country or sector, there are many challenges that SMEs around the world have in common.
Numerous barriers exist, so in order for SMEs to not only survive and grow, they must be armed with the correct tools and strategies to overcome these challenges and thrive.
While there are some that the individual business cannot control (at least for now) that does not mean they should sit back and do nothing.
A business that decides to understand the challenges and develop a program for finding solutions is a business that puts itself in a position to achieve success.
1. LEANINNOVATION
For Established Businesses
Best practices that
existingbusinesses
can learnfrom lean
startups
Customer-centered
valuecreation
Inventing new
business models via
theBusiness Model
Canvas
August 15, 2015
Prepared by:
Christine Thompson
2. 2|
Table ofContents
3
What can established businesses or mature organizationslearnfrom startups when
it comes to lean innovationmethods?What are some ofthe key frameworks that
enterprises can use to generate viable newbusiness concepts? Whatare some
options for guidedhands-onlearning?
8 9 18 22
page page page page page
Painful climate for firms
that don’t innovate
What can we learn from
entrepreneurs
The entrepreneur’s
toolkit (lean startups)
Going from theory to
action
Some workshop options
for your organization
4. 4|
Howdo you reinvigorate
your business, or your
reputationasan innovator
Investors, customers, partners
get tired of uninspiring or
incremental improvements,
the results of asking people
“to do more with less…”
6. 6|
Sadly, fewnew ventures
ever reach$1 billion in
revenues
826 achieved ≥$100
million in revenues
96 earned ≥$1
billion in revenues
2952 companies
launched 1980-‐2012
“Breaking through the start-‐up stall zone,” McKinsey Quarterly, February 2014. Study of the competitive dynamics in the
software and Internet sectors, where it has been comparatively easy to create new businesses.
7. 7|
Why doso many
businesses fail?
Disconnects within “the logic
of the business”
Mismatch between value
propositions and evolving
customer needs
Value gaps: needs or wants
versus price
Unsustainable cost structures
Disruption from lower-‐cost
rivals that satisfy under-‐
served or unmet needs
Tired, obsolete products or
services
Channels that fail to meet
new expectations for speed or
quality of fulfillment
Changes in shopping or buyer
behaviors
Fixed, outmoded habits of
thought or business practices
A business model
describes the rationale
of how an
organization creates,
delivers and captures
value
8. 8|
Whatcan welearn from
entrepreneursand lean
startuppractitioners?
Lean methods to invent,
validate, refine and
scale new business
models.
Do small tests, learn by
doing, react quickly.
Fail fast, learn faster.
Test, iterate, refine.
At lower costs than with
traditional methods.
Agile discovery and
opportunity spotting
Uncover opportunities
to reinvent outdated
business models before
rivals get there first.
9. Entrepreneurs’
Toolkit
Business Model Canvas
Customer Value Canvas
Customer Development
Agile learning:
hypothesize, validate —
test, learn, refine.
“Fast fail”: celebrate, don’t
punish the innovators
Smart small, iterate; get it
right before you scale
“Pivots”
Design thinking
13. 13|
CustomerValueCanvas
Start by identifying a set of customers — people who
share common needs, wants or behaviors.
Focus on high priority “jobs-to-be-done,” and then
identify customers’ unmet or under-served needs/wants.
Define/prioritize requirements for meeting those needs.
Identify customers’ desired outcomes (how they will
assess how well the “job” has been done).
Refer to “outcome-driven innovation” models (Strategyn) and various Harvard Business Review articlesfor deeper
thinking about “jobs to be done” and desired outcomes.
Value
proposition
that satisfies
those needs
14. 14|
Exampleof analyzing a
“job tobedone”for a
customervalue canvas
Segment Women who practice yoga ona regular basis
Job-to-be-
done
Practice yoga athome on days when they cannot
take aclass attheir studio orgym
“Pains” Finding time and space forpractice, storing props
Access to teacher-led classes when athome
Avoiding boredom from too much repetition
Finding classes that match their preferred yogastyle,
skill level, duration, schedule availability
“Gains” Staying strong and fit,learning to quiet themind,
expanding asana skills, improving mindfulness
Obstacles Technology to find ordeliver classes available (DVD,
online streaming video,smartphone apps, etc.)
Controlling playback while in ayogapose or sequence
Desired
outcomes
Practice X days per week (based on personal goals)
Motivation to practice, even on busy days
Maintain or loseweight; improve core strength, etc.
17. 17|
Howdo established
businesses applylean
innovation methods?
Facilitated workshops to learn
and apply these lean startup
concepts and methods
Ground rules that balance
blue sky thinking with realistic
constraints or parameters
Ways to neutralize (or defer)
internal politics
18. Fromtheoryto
action
Business Model Canvas
Customer Value Canvas
Customer Development
Agile learning: ideate,
hypothesize, validate —
test, measure, refine
“Fast fail”: celebrate, don’t
punish the innovators
Smart small, iterate; get it
right before you scale
“Pivots”
Design thinking
20. 20|
Visualize your existing
business modelbefore
creatinga newmodel
Develop a shared set of
concepts and vocabulary
across team members
Hands-on expertise in how
to apply the methods
New perspectives on
today’s business
70% of businesses discover
opportunities to improve
their existing business model
while working through this
learning exercise
“Ten Tips for Business Model Innovation,” BusinessModel Inc.
Learn by practicing on
something you already
understand
Uncover overlooked
opportunities in today’s
business
21. 21|
Use sticky notesto capture
thekeyideasfor each of
the9 boxes inthemodel
Photo from a workshop in Europe
22. SomeWorkshop
Options
Learn how to use the two
essential canvases
Explore ways to re-‐invent
today’s business model
Generate new business
model opportunities
On-‐site or offsite meeting
Professional facilitator
Half-‐or all-‐day versions
Post-‐workshop coaching
or follow-‐up sessions
23. 23|
Learninghow toapply the
twoessential canvases
Assigned reading materials,
for background into the
frameworks and concepts
Optional before intro session,
required for the workshop
2-hour introductory session:
the Business Model Canvas,
the Customer Value Canvas
Exec sponsor sets the stage
(where to focus), outlines the
process and expectations
Facilitation provided by Informing Arts. Agenda detailsand innovation focusarea to bedeveloped with input from the
Executive Sponsor.
Half- or all-day workshop
Teams collaborate to create/
update canvases
Discuss insights, ‘ah ha’
moments, implications
Exec sponsor defines next
steps
24. 24|
Howwe mightstructure
theengagement
Preliminary discovery session
with exec sponsor
Pre-workshop 1:1 briefing
sessions with SMEs
Agreement on where to
focus the innovationquest
Agreement on set of pre-
reading materials to be
assigned to participants
Facilitated introductory
session to present the two
canvases
Facilitated hands-on
workshop for participants
Follow-upcoaching
Elapsed time: 3-4 weeks,
from discovery to workshop
Exec sponsor’s time: 1-2
hours before the workshop
to set the context, sharpen
the focus; optional debriefs
afterwards
Meetings: 2 hours for the
introductory session, plus 4-6
hours for the innovation
workshop
1:1 or small group coaching
sessions over 30-45 days, to
keep assigned work on
target
Itemsin red are optional activities. The introductory session and workshop must be donein-person. Otherinteractionscould be
face-to-face or virtual, once initial relationship hasbeen established.