The document describes a roller coaster model for business model and system lifecycles. It shows that every living system has a dynamic mix of emergent and deliberate problems at different stages of maturity and complexity. Systems progress from simple to complex as they develop from emergent unknown stages to more deliberate known stages through continuous innovation and improvement.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Ex...Rod King, Ph.D.
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
The Startup Owner's Manual - Founder's WorkbookZoomstra.com
The Founder’s Workbook is a powerful online tool that helps you track your progress through The Startup Owner's Manual step by step. This interactive series of checklists walks you, step-by-step, through every stage of the process. More info at http://www.zoomstra.com/foundersworkbook
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Ex...Rod King, Ph.D.
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
The Startup Owner's Manual - Founder's WorkbookZoomstra.com
The Founder’s Workbook is a powerful online tool that helps you track your progress through The Startup Owner's Manual step by step. This interactive series of checklists walks you, step-by-step, through every stage of the process. More info at http://www.zoomstra.com/foundersworkbook
Anne-Marie Pendrill: COASTER - collaboration on amusement science and technology education resources
Scientix European Conference, 6-8 May 2011, Brussels
Multiple project environments have become the norm; however, managing resources in such an environment remains a challenge to most organizations as well project managers. In this webinar, we examine this challenge and propose a few solutions.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
As the business landscape gets more and more competitive as well as volatile, uncertain, complex, and ambiguous businesses especially startups are struggling to increase their profitability. This presentation offers a visual framework - the 6 Gates to Business Model Profitability - for systematically examining an organization's business model with a view to increasing profitability.
A hierarchy of 6 Gates of questions are presented for systematically exploring strengths, weaknesses, opportunities, and threats of a business model. A Lean Business Model Canvas is presented as a tool for visually organizing, managing, and testing ideas for increasing profitability of a business model.
Note that topics of the "6 Gates to Business Model Profitability" can be used to evaluate a business model in terms of SWOT: Strengths; Weaknesses; Opportunities; Threats. Alternatively, one could assign a single numerical value on a scale from 1 to 10 regarding the different aspects of an organization's current business model.
http://goo.gl/iq5Xz1
Leaner Startup Innovation: The 3 Most Important Tools for Innovators Who Must...Rod King, Ph.D.
In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are Radically Successful Businesses (RSB) created and managed?”
The RSB question has flummoxed authors such as Tom Peters and Robert Waterman as well as Jim Collins and Jerry Porras. The selected excellent and Built-To-Last companies of these respective authors have not stood the test of time. In short, RSB prescriptive theories and frameworks in the “In Search of Excellence” and “Built To Last” books have been largely invalidated in reality and found to be inadequate.
To date, the most comprehensive and coherent answer to the RSB question has been provided by Eric Ries in his book, “The Lean Startup.” Ries’s basic premise is that entrepreneurs and organizations use continuous innovation to create Radically Successful Businesses (RSB). Who can argue with that premise? After all, the process of continuous innovation and adaptation accounts for both individual and group differences in a population of living organisms. Also, Ries presents an integrated framework for Strategic Planning, Business Strategy, Product and Business Model Innovation, and Project Implementation.
In his book, “The Lean Startup,” Ries goes on to explain key ideas and principles of a Continuous Innovation and Adaptation (CIA) process that he refers to as “The Lean Startup Method.” The core of the Lean Startup Method is rapid iteration and learning using the Build-Measure-Learn feedback loop. Although Ries provides good explanations of other key Lean Startup concepts such as the Vision-Strategy-Product pyramid, Validated Learning, and Innovation Accounting, he does not provide specific tools for systematically organizing, managing, and synthesizing ideas especially for Lean Startup projects. In short, Ries does not provide tools for operationalizing key ideas and principles of the Lean Startup Method. “The Lean Startup” book can be described as a summary of Lean Startup theory that emphasizes a continuous innovation and adaptation process for creating Radically Successful Businesses.
At the moment, there is an explosion of disparate tools to operationalize the Lean Startup Theory and Method. The three most popular tools being the Lean Canvas, Business Model Canvas, and Validation Board. However, these tools ignore many key ideas of the Lean Startup Theory and Method especially at the level of Strategic Planning and Business Strategy. Consquently, “Leaner Startup Innovation” was developed as a methodology that comprehensively covers key ideas, principles, and tools of the Lean Startup Method especially at the levels of business strategy, product and business model innovation, and project management; see http://goo.gl/4E4giA
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
Anne-Marie Pendrill: COASTER - collaboration on amusement science and technology education resources
Scientix European Conference, 6-8 May 2011, Brussels
Multiple project environments have become the norm; however, managing resources in such an environment remains a challenge to most organizations as well project managers. In this webinar, we examine this challenge and propose a few solutions.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
As the business landscape gets more and more competitive as well as volatile, uncertain, complex, and ambiguous businesses especially startups are struggling to increase their profitability. This presentation offers a visual framework - the 6 Gates to Business Model Profitability - for systematically examining an organization's business model with a view to increasing profitability.
A hierarchy of 6 Gates of questions are presented for systematically exploring strengths, weaknesses, opportunities, and threats of a business model. A Lean Business Model Canvas is presented as a tool for visually organizing, managing, and testing ideas for increasing profitability of a business model.
Note that topics of the "6 Gates to Business Model Profitability" can be used to evaluate a business model in terms of SWOT: Strengths; Weaknesses; Opportunities; Threats. Alternatively, one could assign a single numerical value on a scale from 1 to 10 regarding the different aspects of an organization's current business model.
http://goo.gl/iq5Xz1
Leaner Startup Innovation: The 3 Most Important Tools for Innovators Who Must...Rod King, Ph.D.
In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are Radically Successful Businesses (RSB) created and managed?”
The RSB question has flummoxed authors such as Tom Peters and Robert Waterman as well as Jim Collins and Jerry Porras. The selected excellent and Built-To-Last companies of these respective authors have not stood the test of time. In short, RSB prescriptive theories and frameworks in the “In Search of Excellence” and “Built To Last” books have been largely invalidated in reality and found to be inadequate.
To date, the most comprehensive and coherent answer to the RSB question has been provided by Eric Ries in his book, “The Lean Startup.” Ries’s basic premise is that entrepreneurs and organizations use continuous innovation to create Radically Successful Businesses (RSB). Who can argue with that premise? After all, the process of continuous innovation and adaptation accounts for both individual and group differences in a population of living organisms. Also, Ries presents an integrated framework for Strategic Planning, Business Strategy, Product and Business Model Innovation, and Project Implementation.
In his book, “The Lean Startup,” Ries goes on to explain key ideas and principles of a Continuous Innovation and Adaptation (CIA) process that he refers to as “The Lean Startup Method.” The core of the Lean Startup Method is rapid iteration and learning using the Build-Measure-Learn feedback loop. Although Ries provides good explanations of other key Lean Startup concepts such as the Vision-Strategy-Product pyramid, Validated Learning, and Innovation Accounting, he does not provide specific tools for systematically organizing, managing, and synthesizing ideas especially for Lean Startup projects. In short, Ries does not provide tools for operationalizing key ideas and principles of the Lean Startup Method. “The Lean Startup” book can be described as a summary of Lean Startup theory that emphasizes a continuous innovation and adaptation process for creating Radically Successful Businesses.
At the moment, there is an explosion of disparate tools to operationalize the Lean Startup Theory and Method. The three most popular tools being the Lean Canvas, Business Model Canvas, and Validation Board. However, these tools ignore many key ideas of the Lean Startup Theory and Method especially at the level of Strategic Planning and Business Strategy. Consquently, “Leaner Startup Innovation” was developed as a methodology that comprehensively covers key ideas, principles, and tools of the Lean Startup Method especially at the levels of business strategy, product and business model innovation, and project management; see http://goo.gl/4E4giA
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems EverywhereRod King, Ph.D.
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
Business Model Genome: How Great Leaders, Managers, and Strategists HOLISTICA...Rod King, Ph.D.
The world's greatest leaders, managers, and strategists holistically discover and solve problems. Yet, many publications especially business books present fragmented frameworks and tools for discovering and solving problems especially with a view to business model improvement and innovation. This presentation introduces the Business Model Genome, which is a holistic visual framework that facilitates multilevel problem solving especially using a Why-What-How or End-Ways-Means Hierarchy.
Understanding the logic of the Business Model Genome framework improves the use of many frameworks in business including traditional tools such as the 5 Forces, Value Chain, and Balanced Scorecard as well as recent tools such as Business Model Canvas and Lean Canvas. Leaders, Managers, and Strategists can use the versatile framework of the Business Model Genome to discover and solve problems in any domain.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...Rod King, Ph.D.
Consider this scenario which is a “Hollywood version” of a business case that I read several years ago in the book, “Discovery-Driven Growth,” by Rita Gunther McGrath and Ian MacMillan. The character, Bob, is a figment of my imagination.
Bob, a father of two young girls, was recently made redundant. Bob is desperate to pursue his dream business idea of owning an antique toy store. However, Bob is seeking advice on the best tool for testing the viability of his dream idea. The options at the top of Bob’s mind are as follows:
Option 1: INTUITION ("JUST DO IT")
Based on gut feeling and experience: rent store, buy antique toys, open store to public, and see what happens. Hopefully, monthly revenue from the sale of antique toys will be more than his monthly operating cost.
Option 2: TRADITIONAL BUSINESS PLAN
Spend 8 weeks attending an evening course on writing a (theoretical) business plan for the antique toy store. Thereafter, launch the project and open the antique toy store according to the schedule or “waterfall” of activities in the business plan.
Option 3: BUSINESS MODEL CANVAS/CUSTOMER DEVELOPMENT STACK
First, document the proposal (hypotheses) for the antique toy store using the tool of the Business Model Canvas. Then, according to principles of Steve Blank’s Customer Development methodology, “Get Out Of the Building” and talk to at least 50 prospective customers and other stakeholders. Test and validate/reject hypotheses for each of the 9 building blocks of the Business Model Canvas.
Option 4: LEAN STARTUP METHOD
Start by building a Minimum Viable Product (MVP) for the antique toy store. The objective is to rapidly learn about what works and what does not work regarding outcomes that customers want and can pay for. Rapidly use the iterative loop of “Build-Measure-Learn” to find problem-solution fit as well as product-market fit.
Option 5: DISCOVERY-DRIVEN PLANNING
The first step is to prepare a “Reverse Income Statement (RIS)” to check whether the opportunity or profitability of such an antique toy store is worthwhile. Also, the Reverse Income Statement would reveal “profitability-assumptions and hypotheses” of a business model that should be tested, validated, and/or rejected.
In your opinion, which of the above options would be best for Bob? And why?
My own recommendation is for Bob to use the methodology of Profit Model Analysis and Design (PMAD) for his task of Dream Viability Testing. PMAD is a seamless visual synthesis of the above tools. PMAD consists of three activities as follows:
#1: Visualize the desired profitability of your business model
#2: Design and test your value proposition model
#3: Launch and manage a scalable value creation model
For details of applying PMAD to the above case study, see http://goo.gl/2HAN00
So, once again, which option would be best for Bob in pursuing his dream business idea of owning and running his antique toy store?
"Mother of Models (MOM)" for Marketers, Innovators, Communicators, Economists...Rod King, Ph.D.
In 1948, Claude Shannon published an article, "A Mathematical Theory of Communication." Shannon's article laid the foundation of what later became the "Shannon-Weaver Model" of communication. Shannon is generally regarded as the father of Information Theory.
The applicability of the Shannon-Weaver Model is so wide that the model has been called the "Mother Of Models (MOM)." The presentation below shows the Mother of all Models superimposed on the 4Q-Business Model Strip. The resulting model has applications in many domains including yours.
I've previously positioned and presented examples of the 4Q-Business Model Strip as a tool for Universal Problem Discovery and Solving as well as for documenting, creating, and managing ideas for game-changing business models. Overlaying the Shannon-Weaver Model on the 4Q-Business Model Strip means that we can transfer over 50 years of the body of knowledge on the Shannon-Weaver Model to projects using the 4Q-Business Model Strip. The above 4Q-Business Model Strip is particularly useful to MICES (Marketers; Innovators; Communicators; Economists; Strategists) in startups as well as big corporations.
What do you think?
The Modern Enterpreneur's Blueprint (MEB) for Success: For Kid-Entrepreneurs ...Rod King, Ph.D.
The traditional business plan, which is static, rigid, and voluminous, is increasingly coming under critique as inappropriate for startup businesses. Certainly, no one would ask kid-entrepreneurs to write a traditional business plan to express their business ideas and plans. So, what is the alternative to a traditional business plan?
At the moment, the Business Model Canvas is being positioned as a replacement for the traditional business plan. However, the Business Model Canvas presents a snapshot of a business at a given point in time. In short, a Business Model Canvas is not a dynamic document. Advantages of the Business Model Canvas includes its holistic approach to modeling a business and determination of business model viability as well as flexibility in documenting, updating, and innovating on the business model. Nevertheless, a Business Model Canvas is NOT a business plan, which answers the 4 fundamental questions of planning:
* Where currently are we?
* Where must we go?
* How must we get there?
* How would we know when we get to the destination?
So, what is the alternative to a traditional business plan? What tool encompasses the strength of a business plan and business model?
In this presentation, the Modern Entrepreneur's Blueprint (MEB) is presented as a dynamic and scalable tool for building organizations, particularly businesses. The MEB combines the strength of both the traditional business plan and one-page business modeling tools. The MEB illustrates the 4-Step Cycle of "Understand-Plan-Execute & Sell-Learn", which illustrates how to comprehensively and iteratively build organizations. Also, the MEB provides a visual framework for organizing the many innovation tools that are required for building businesses. Finally, the MEB is applied to a case study on creating and presenting ideas for an enterprise in the Real Estate Industry.
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
Customer Growth Hacking: The First Things You Need to Know to Exponentially G...Rod King, Ph.D.
The late Peter Drucker once said, "The purpose of business is to create and keep a customer." How wise!
And what a customer-centric presentation of a business's main goal especially for startups: create and keep customers. But, how can entrepreneurs as well as startups rapidly and inexpensively acquire, retain, and grow customers?
To answer the above question, this presentation introduces the concept of "Customer Growth Hacking" while visually defining it. As can be seen in the above slide, Sean Ellis's concept of "Growth Hacking (GH)" is a subset of "Customer Growth Hacking (CGH)."
While Growth Hacking focuses on technology, marketing tactics, and PR to accelerate customer growth, Customer Growth Hacking deals with a more holistic perspective. In particular, Customer Growth Hacking involves strategies as well as tactics for rapidly and inexpensively discovering as well as solving Big Urgent Market Problems (BUMPs). Customer Growth Hacking uses an experimental (Lean Startup) approach while continuously applying the O.T.H.E.R. Loop to discover and solve customer problems. O.T.H.E.R. is an acronym for Observe different; Think different; Hypothesize different; Experiment different; Reflect different.
Over the years, I've developed many, many tools for holistically discovering and solving problems in any domain. All these tools are now brought together and tightly integrated under the umbrella of Customer Growth Hacking. Please note that Customer Growth Hacking is synonymous with what I sometimes call "Leaner Problem Solving."
The best of luck as you apply Customer Growth Hacking to rapidly and inexpensively discover as well as solve BUMPs.
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
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.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
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.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
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.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
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.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Kseniya Leshchenko: Shared development support service model as the way to ma...
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Established Companies
1. Roller
Coaster
Model
BUSINESS
MODEL
Lifecycle
Every
Living
System
(Business
Model)
has
a
Dynamic
Mix
of
Emergent
and
Deliberate
Problems
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
hFp://businessmodels.ning.com
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
EMERGENT
BUSINESS
MODEL:
Unknown/Unvalidated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
DELIBERATE
BUSINESS
MODEL:
Known/Validated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
Plan
&
Execute
(Six
Sigma/Planning
Project)
Unpredictable
Environment
Predictable
Environment
O.T.H.E.R.
Loop
Complex
Business
Model
ChaoNc
Business
Model
Stable
Business
Model
Simple
Business
Model
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-‐
SoluOon
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Hypothesize
&
Experiment
(Lean
Startup/EffectuaOon
Project)
ConOnuous
Innova'on
Culture/Habit
ConOnuous
Improvement
Culture/Habit
TransiNon
2. Roller
Coaster
Model
SYSTEM
Lifecycle
Every
Living
System
(Business
Model)
has
a
Dynamic
Mix
of
Emergent
and
Deliberate
Problems
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
hFp://businessmodels.ning.com
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
Plan
&
Execute
(Six
Sigma/Planning
Project)
Unpredictable
Environment
Predictable
Environment
O.T.H.E.R.
Loop
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
EMERGENT
SYSTEM:
Unknown/Unvalidated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
DELIBERATE
SYSTEM:
Known/Validated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
Complex
System
ChaoNc
System
Stable
System
Simple
System
Hypothesize
&
Experiment
(Lean
Startup/EffectuaOon
Project)
ConOnuous
Innova'on
Culture/Habit
ConOnuous
Improvement
Culture/Habit
TransiNon
3. Roller
Coaster
Model
SYSTEM
Lifecycle
Every
Living
System
(Business
Model)
has
a
Dynamic
Mix
of
Emergent
and
Deliberate
Problems
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
hFp://businessmodels.ning.com
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
Plan
&
Execute
(Six
Sigma/Planning
Project)
Unpredictable
Environment
Predictable
Environment
O.T.H.E.R.
Loop
Problem-‐
SoluOon
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
ORGANIZATION
EMERGENT
SYSTEM:
Unknown/Unvalidated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
DELIBERATE
SYSTEM:
Known/Validated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
Hypothesize
&
Experiment
(Lean
Startup/EffectuaOon
Project)
ConOnuous
Innova'on
Culture/Habit
ConOnuous
Improvement
Culture/Habit
Complex
System
ChaoNc
System
Stable
System
Simple
System
TransiNon
4. Roller
Coaster
Model
PRODUCT
Lifecycle
Every
Living
System
(Business
Model)
has
a
Dynamic
Mix
of
Emergent
and
Deliberate
Problems
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
hFp://businessmodels.ning.com
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
Plan
&
Execute
(Six
Sigma/Planning
Project)
Unpredictable
Environment
Predictable
Environment
O.T.H.E.R.
Loop
Problem-‐
SoluOon
Fit
Business
Model
Fit/
Scaling
Product-‐
Market
Fit
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
ORGANIZATION
EMERGENT
PRODUCT:
Unknown/Unvalidated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
DELIBERATE
PRODUCT:
Known/Validated
PROBLEMS,
CAUSES,
SOLUTIONS,
AND
IMPACTS
Hypothesize
&
Experiment
(Lean
Startup/EffectuaOon
Project)
ConOnuous
Innova'on
Culture/Habit
ConOnuous
Improvement
Culture/Habit
Complex
Product
ChaoNc
Product
Stable
Product
Simple
Product
TransiNon
5. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
S:
Supplier
C:
Customer
Product/Service
Business
Model
Strip
Business
Model
Canvas
vs.
Business
Model
Strip
Rapidly
Visualize
and
Prototype
a
Business
Model
Payment
(Bulk;
Installment)
SIMPLICITY
COMPLEXITY
vs.
Business
Model
Canvas
Source:
hTp://en.wikipedia.org/wiki/Business_Model_Canvas
6. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
S:
Supplier
C:
Customer
Product/Service
Business
Model
Strip
Business
Model
Canvas
vs.
Business
Model
Strip
Rapidly
Visualize
and
Prototype
a
Business
Model
Payment
(Margin;
Strategy)
SIMPLICITY
COMPLEXITY
vs.
Business
Model
Canvas
Customer
Growth
Engine
(CGE)
Enterprise
Engine
(EE)
Value
Engine
(VE)
Based
on:
hTp://en.wikipedia.org/wiki/Business_Model_Canvas
Core
Competence
7. O.T.H.E.R.
Loop
Universal
Problem
Solving
Con'nuously
Discover
and
Solve
Emergent
and
Deliberate
Problems
Everywhere
World-‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
hFp://businessmodels.ning.com
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hEp://businessmodels.ning.com
&
hEp://twiEer.com/RodKuhnKing
O:
Observe
T:
Think
H:
Hypothesize
E:
Experiment
R:
Reflect
O.T.H.E.R.
Loop