The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Model Canvas through the Lean Canvas to the Lean Canvas Storyboard
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These days, at nearly every large gathering of entrepreneurs especially those in the Lean Startup Movement, you’ll hear the requiem for the traditional business plan being loudly played: “The traditional business plan is dead. The business plan is dead.” Although the Business Plan thinks that reports of its death are highly exaggerated, the writing on the wall for the demise of the traditional business plan is clear. The “obese” Business Plan is slow and not very useful for organizing ideas and managing changes in today’s fast moving and unpredictable environments especially in the world of startups. So, how are startups currently organizing, managing, and sharing ideas regarding their emerging business models? Startups are using two main tools for organizing and managing ideas. There’s one school of startups focusing on use of the Business Model Canvas while another school focuses on used of the Lean Canvas. So, which tool is better for organizing, managing, and sharing ideas: the Business Model Canvas or the Lean Canvas? See what Oliver Bloggs has to say here: http://goo.gl/Cky3nJ
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What do you think?
Menjadi tua
Presentasi disampaikan di hadapan para warga senior berusia 50 tahun ke atas. Tujuannya adalah untuk membantu mereka memahami proses menjadi tua dan bahagia, serta menerima kenyataan ini sebagai sebuah peluang untuk mencapai kepenuhan hidup dan menjadi penolong bagi sesama dan generasi yang lebih muda.
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The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)
Your Business Model describes how you create, deliver and harvest value. Putting it down on one sheet of paper gives you a roadmap as to how to develop your idea and turn it into a business.
Presented at Startup Weekend Montreal, July 13 2013
http://montreal.startupweekend.org
Presenter:
-------
Coach Davender Gupta MSc
Venture Catalyst - Accélérateur d'entrepreneuriat
Startup-Académie
I guide high-performance entrepreneurs to develop the knowledge, skills and confidence to change the world.
Je guide les entrepreneurs haute-performance à développer les connaissances, les compétences et la confiance pour transformer le futur.
coach@davender.com
Québec: 418-948-1553
Montreal: 514-448-1894
www.startupacademie.com
www.coachdavender.com
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS
Static Business and Strategic Plans are fast becoming irrelevant in a world of rapid commoditization, great uncertainty, and limited resources especially for scalable startups. BUSINESS MODEL DEVELOPMENT (BMD) is emerging as a more dynamic, relevant, and cost-effective approach. However, tools for BMD are authored by different people and found in different books as well as websites. Finding a comprehensive set of tools for BMD is time-consuming.
This presentation, "Business Model Development for Blue Ocean Startups" is currently the only resource that integrates tools for BMD in a worksheet or template format that facilitates collaboration. The tools can instantly be used for your projects on business model discovery, validation, execution, and/or performance management.
Please note that this FREE & INTERACTIVE One-stop Toolkit is available for a LIMITED TIME.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...
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.
QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas...
What is the Ultimate Business Tool (UBT)? Is it the 1-Page Business Plan, Business Model Canvas, Lean Canvas, or Balanced Scorecard?
My research indicates that the Ultimate Business Tool is none of the above. The closest to the ultimate tool is Mathew May's Play-To-Win Strategy Canvas. Going beyond the Play-To-Win Strategy Canvas is the RODopoly Gameboard which holistically answers the seven RODopoly questions. These questions are based on many ideas including Roger Martin's cascade of 5 Strategy Questions as well as Porter's Five Forces and Brandenburger & Nalebuff's Value Net.
With regard to the Ultimate Business Tool, I'd nominate the Seven RODopoly Questions, for the right questions are more important than the tools. Without questions, tools do not have much relevance. Questions define the goal or Job To Get Done (JTGD) of tools.
Albert Einstein once said, "The important thing is not to stop questioning." What more can I say?
The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Bus...
When you were a kid, what was your favorite fairy tale? Cinderella? Pied Piper of Hamelin? Little Red Riding Hood? Pinocchio? Imagine for a moment … Imagine … What made your favorite fairy tale so memorable? I guess that in every case, our answer is in one word: Drama!
In today’s world of information explosion and big data, stories are becoming ever important for people to quickly make sense out of a deluge of information. As I noted a while ago, people quickly forget about presentations that contain detailed information and data. However, the memories and feelings of engaging stories could last for a lifetime. In today’s world of hyper-competition, information explosion, and big data, our best chance of standing out in the crowd is to create and present memorable stories. But, how can one simply create dramatic and memorable business stories?
W. Chan Kim and Renee Mauborgne, in their bestselling business book “Blue Ocean Strategy,” provide entertaining stories of how Blue Ocean startups disrupted established Red Ocean companies. Who can forget Kim & Mauborgne’s intriguing stories of Cirque du Soleil vs. Ringling Brothers & Barnum and Bailey Circus; Southwest Airlines vs. Established Long Haul Airlines; Yellow Tail Wine vs. Premium and Budget Wines? At the heart of every Blue Ocean story is the archetypal conflict of Top Dog (“Villain” in Red Ocean) vs. Underdog (“Hero” in Blue Ocean); in biblical terms: Goliath vs. David. At the heart of every Blue Ocean story is the archetypal Hero’s Journey which involves transformation or disruption of the Red Ocean.
In Blue Ocean stories, the Top Dog and Underdog initially compete for the attention and wallet of Dissatisfied Customers and/or Non-customers. Consequently, the Top Dog, Underdog, and Dissatisfied Customer constitute a triangle which I am referring to as the “War Triangle.” In short, the Top Dog, Underdog, and Dissatisfied Customer are engaged in a Business War Game. The War Triangle underscores the importance of strategy and tactics of players to deliver awesome customer experiences in a business war game.
The War Triangle (Dissatisfied Customer-Top Dog-Underdog) is directly inspired and corresponds to Stephen Karpman’s Drama Triangle (Victim-Persecutor-Rescuer) for illustrating the dynamics of relationships in dysfunctional teams. In his seminal publication on “Fairy Tales and Script Drama Analysis”, Karpman argues that the memorability of fairy tales such as in Little Red Riding Hood, Cinderella, and Pied Piper of Hamelin is driven by the conflict, dysfunctionality, or chaos that is inherent in the Drama Triangle. Here, the inevitable conclusion is that the inherent dynamics and surprise of the Drama Triangle as well as War Triangle account for the engagement and memorability of Blue Ocean stories.
http://goo.gl/myfFcF
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...
"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory.
To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method.
Have fun!
http://goo.gl/zsgl4k
###
P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?
LEAN STORYBOARDING: Successfully Facilitate Lean Improvement, Innovation, and...
Recently, I read what may be the best book to date on tactically applying Lean Storyboarding to risky projects and decision-making in organizations. The book is “The Innovator’s Method: Bringing the Lean Startup Into Your Organization” by Nathan Furr & Jeff Dyer. Lean Startup Storyboarding focuses on answering the Lean Startup Question: How to rapidly discover and solve a Big Urgent Market Problem (BUMP)? Lean Startup Storyboarding is synonymous with Lean Startup Problem Solving as well as Lean System Problem Solving.
For those, who are not familiar with Lean Storyboarding, one could use the formal definition below, which I developed based on Eric Ries’s seminal book, “The Lean Startup.”
Lean Storyboarding refers to a tightly integrated set of tools for rapid lean improvement and innovation that lead to radically successful business models (under conditions of extreme uncertainty).
Small, medium, and large businesses are eager to adopt Lean Storyboarding as it promises two things. The first is achievement of the objective of “rapid lean improvement and innovation” which is regarded (a la Joseph Schumpeter’s “Creative destruction” as well as John Boyd’s “OODA Loop”) as a prerequisite for business model survival and growth especially in a hypercompetitive environment. The second reason is rapidly achieving the highly desirable outcome of radically successful business models that are developed under conditions of extreme uncertainty. In other words, Lean Storyboarding promises to solve, in one swoop, the Big Urgent Market Problem (BUMP) of slow customer problem solving, business decision-making, and experimentation (execution) as well as wasteful innovation.
Given the attractive value proposition of Lean Storyboarding, more and more large organizations want to act like “Lean Startups” while adopting Lean Storyboarding. However, unlike in the Six Sigma methodology, there is currently no “standard” framework, process, template, or “operating manual” for Lean Storyboarding, that is, rapid application of the Lean Startup method to improvement and innovation projects. Lean Storyboarding is a nascent field. At the moment, Lean Startup projects are mainly guided by Lean Startup principles and ideas as outlined in Ries’s book, “The Lean Startup,” nothwithstanding a lot of disparate templates and “canvases” as well as acronyms and buzzwords: MVP; GOOB; Build-Measure-Learn Loop; Hypothesis; Experiment; Validated Learning; Problem-Solution Fit; Product-Market Fit; Pivot. The result is Slow Lean Startup Problem Solving (LSPS) which defeats the primary purpose and essence of a Lean Startup.
The approach of Lean Storyboarding is designed to solve the above mentioned problems while helping organizations rapidly do lean improvement and innovation projects.
BoS USA Online 2020 Alex Osterwalder & Tendayi Viki
Presented at opening day of BoS USA Online 2020 with the help of PDQ.com as they went through the process of Designing a Breakthrough Business Model
Product Strategy
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...
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
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible CompaniesBusiness of Software Conference
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.
This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.
http://goo.gl/j0rc4V
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Radhika Dutt | Iterate Less & Achieve more | BoS USA Online 2020
Radhika Dutt | Iterate Less & Achieve more | BoS USA Online 2020
Why Steve Blank & Alex Osterwalder’s Ideas About the Business Plan are Wrong ...
This is the first part of a series of articles regarding Steve Blank and Alex Osterwalder's positioning of the business plan as an undesirable document for (lean) startups. This article critiques that position while offering an alternative toolkit to Steve Blank's Customer Development Stack which includes Alex Osterwalder's tool of the Business Model Canvas.
Product Owner vs Product Manager
The Product Owner and the Product Manager, are they a single role? a single person?
Find out what people like Dean Leffingwell, Henrik Kniberg, Craig Larman, Bas Vodde, Roman Pichler and Marty Cagan have to say about this
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Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Developme...
Red Ocean Disruption (ROD) Storyboard for Design Thinking, Customer Developme...
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)
The Business Model Canvas - Your Plan For Success (Startup Weekend Montreal)
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...
QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas...
QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas...
The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Bus...
The Dramatic Story Canvas: Simply Document, Present, and Manage Memorable Bus...
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...
LEAN STORYBOARDING: Successfully Facilitate Lean Improvement, Innovation, and...
LEAN STORYBOARDING: Successfully Facilitate Lean Improvement, Innovation, and...
BoS USA Online 2020 Alex Osterwalder & Tendayi Viki
BoS USA Online 2020 Alex Osterwalder & Tendayi Viki
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...
Radhika Dutt | Iterate Less & Achieve more | BoS USA Online 2020
Radhika Dutt | Iterate Less & Achieve more | BoS USA Online 2020
Why Steve Blank & Alex Osterwalder’s Ideas About the Business Plan are Wrong ...
Why Steve Blank & Alex Osterwalder’s Ideas About the Business Plan are Wrong ...
Coaching startups under conditions of extreme uncertainties
Coaching startups under conditions of extreme uncertainties
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The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...
There have been many world-changing organizations in the past. And there are many world-changing organizations at present. Examples of world-changing organizations include Apple, Google, Amazon, Facebook, and Twitter. But how are world-changing organizations created? How does an individual or a team move from an idea to a world-changing business?
The world of business literature is full of books providing frameworks that explain how world-changing organizations are created as well as operate. Popular frameworks and tools include the following:
* James Collins & Jerry Porras's Core Ideology-Envisioned Future Framework in their "Built To Last" book
* Simon Sinek's Golden Circle in his "Start With Why" book
* Michael Porter's Competitive Strategy in his book "Competitive Strategy"
* W. Chan Kim & Renee Mauborgne's Blue Ocean Strategy in their book, "Blue Ocean Strategy"
* A.J. Lafley & Roger L. Martin's Strategic Choice Cascade Framework in their book, "Playing to Win"
* Robert S. Kaplan & David P. Norton's Balanced Scorecard in their book, "The Balanced Scorecard"
* Alexander Osterwalder & Yves Pigneur's Business Model Canvas in their book, "Business Model Generation"
* Eric Ries's Vision-Strategy-Product (VSP) Pyramid and Build-Measure-Learn (BML) Loop in his book, "The Lean Startup"
In spite of the proliferation of tools that describe as well as predict how world-changing organizations are created, the frameworks and tools including those above hardly reference or "talk" to each other. The result is a piecemeal approach to describing and building world-changing organizations. The consequence is the high failure rate of about 90% of startups that attempt to create world-changing products, services, and/or organizations.
In contrast to previous approaches, this presentation introduces a holistic framework - Business DNA Pyramid - that features 3 game-changing DNA questions that can be used to comprehensively explain as well as build world-changing organizations starting from just an idea. Despite the simplicity and coherence of the framework of the Business DNA Pyramid, building a world-changing organization is complex in reality. However, answering the 3 DNA Questions, which involve vertical and horizontal integration of the DNA (Design; Needs; Aspirations) of an organization, would facilitate the creation of world-changing organizations.
Hopefully, the transparency, scalability, and common visual language of the Business DNA Pyramid would help entrepreneurs, startups, and established organizations to effectively and efficiently achieve their world-changing visions. And certainly, our world would be a much better and happier place.
What do you think?
Menjadi tua
Presentasi disampaikan di hadapan para warga senior berusia 50 tahun ke atas. Tujuannya adalah untuk membantu mereka memahami proses menjadi tua dan bahagia, serta menerima kenyataan ini sebagai sebuah peluang untuk mencapai kepenuhan hidup dan menjadi penolong bagi sesama dan generasi yang lebih muda.
Change The DNA Of Your Beliefs
http://mindpersuasion.com/
Your beliefs are based on what happened to you as a kid. Luckily, those events are not set in stone. Here's how to change them: http://mindpersuasion.com/emotional-freedom/
Case presentation on eastman kodak organizational life cycle
Powerpoint presentation on ogranizational life cycle of EASTMAN KOADAK .Learning from the case study.:
Learnings:
#External environment can be deceiving
#Change happens
#Greatest strength can be weakness
#Innovation is not the perfect solution
#Its not all over till its over
A great example of strategic failure.
Talent Management Strategies for a Vuca World for NCA HRA
The term "VUCA" has recently been used in the business world to refer to the volatile, uncertain, complex and ambiguous business environment that is the “new normal.” With this new reality brings new complexities and new opportunities and requires you to adopt new ways of acquiring, hiring, developing, leading, and retaining great talent. Dr. Shirley Davis, SPHR will reveal some of the top trends and complexities of the 21st century global workforce that should be top of mind for all business leaders. At the end of this session you will be able to:
Define what the VUCA world is and what the current and future conditions that characterize a VUCA world are.
Outline the strategic business implications of a VUCA world for the HR profession.
Describe 10 innovative talent management strategies that some of the world's most admired companies employ in order to attract, hire, engage and retain top talent.
List the key competencies that every HR professional and business leader should demonstrate in order to lead in a VUCA world.
The DB-MAIL Cycle: One-Page Integration of the Six Sigma Process, Lean Startu...
http://goo.gl/iFMR4f
Getting More Customers in Less Time and at Lower Cost: A Case Study on Google...
One of the toughest problems in business especially for startups is to consistently acquire and grow customers. Many startups fail because of insufficient customer numbers. Google (Search) is one of few startups that have not only acquired more customers in less time and at lower cost but developed a system that offers similar benefits to customers.
The Business DNA Pyramid, a minimum version of which is presented above, shows the basic framework that Google used to rapidly acquire customers at lower cost. The key assumption is that Google always aspires to be a game-changing organization with a game-changing (winning) vision, strategy, and product. And Google has greatly succeeded.
What do you think?
Mengetahui dan Mengenal Intelegensi dan Karakter Anak
Diakui atau tidak, para orangtua kebanyakan mengenal anaknya secara superfisial, tidak mendalam. Presentasi ini dibuat untuk membantu orangtua mengetahui dan mengenal anak secara lebih dalam. Secara lebih spesifik, pengenalan akan anak difokuskan pada kecerdasan majemuk yang dimiliki, bukan hanya IQ. Selain itu, orangtua akan dibantu mengenal karakter anak yang dapat membantu mereka membesarkan dan mendidik anak dengan cara yang lebih sesuai.
The Lean Startup Method Made Easier: Rapidly Use the 4Q-Business Model Diamon...
This presentation presents the 4Q-Business Model Diamond as a visual platform that facilitates application of the Lean Startup Method. All tools in the Lean Startup Method relate to the 4Q-Business Model Diamond which provides a common language for learning, teaching, and applying tools of the Lean Startup Method as well as other business tools. In this presentation, the focus is on tools involving 1, 2, and 3_Question Molecules, for instance, WHO template, WHO-WHAT template, Problem-Solution Fitness, Golden (WHY-WHAT-HOW: WWH) Pyramid, and People-Problem-Solution (PPS) Molecule.
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...
Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?
A Simple Metric for Designing, Evaluating, and Managing Blue Ocean Projects
The Value Quotient (VQ) is a simple metric for designing, evaluating, and managing any type of project. This document presents a generic definition of the VQ and shows it at 60,000ft and 40,000ft levels. Southwest Airlines is used as an example and its VQ is calculated.
3 Problem Solving Tools for Strategists, Business Model Innovators, and Strat...
Strategists, Business Model Innovators, and Lean Startup Practitioners tend to use different and fragmented tools. Consequently, communication and cooperation are poor between Strategists, Business Model Innovators, and Lean Startup Practitioners especially in collaborative projects. This presentation features the Problem Solving Engine (PSE) Toolkit which is a visual framework that integrates tools used by Strategists, Business Model Innovators, and Lean Startup Practitioners. One advantage is greater communication as well as effective and efficient problem solving in innovation projects especially under conditions of great uncertainty.
http://goo.gl/zzRSDO
A Personal Wisdomsourcing Project: Tools for Collaborative Problem Solving, S...
Wisdomsourcing is the next stage in the evolution of crowdsourcing which in turn evolved from brainstorming. This document presents the collaborative tools of brainstorming, crowdsourcing, and wisdomsourcing. The similarities and diffferences between the tools are highlighted.
The document also presents the Customer Experience Matrix which is a key tool of the Wisdomsourcing methodology. Information from a Customer Experience Matrix can be presented using a Strategy Profile (Canvas) as well as Trade-off Map. A personal example on use of the Customer Experience Map is presented together with an example on Southwest Airlines.
Leadership in a VUCA World - AICPA PSTECH 2016
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
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The Business DNA Pyramid for Game-changers: "Don't Just Improve. Change the G...
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Case presentation on eastman kodak organizational life cycle
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Talent Management Strategies for a Vuca World for NCA HRA
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The DB-MAIL Cycle: One-Page Integration of the Six Sigma Process, Lean Startu...
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Mengetahui dan Mengenal Intelegensi dan Karakter Anak
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The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...
A Simple Metric for Designing, Evaluating, and Managing Blue Ocean Projects
A Simple Metric for Designing, Evaluating, and Managing Blue Ocean Projects
3 Problem Solving Tools for Strategists, Business Model Innovators, and Strat...
3 Problem Solving Tools for Strategists, Business Model Innovators, and Strat...
A Personal Wisdomsourcing Project: Tools for Collaborative Problem Solving, S...
A Personal Wisdomsourcing Project: Tools for Collaborative Problem Solving, S...
Similar to The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Model Canvas through the Lean Canvas to the Lean Canvas Storyboard
The 3x3 Business Model Storyboard for Ryanair Airlines: A Simpler and Flexibl...
This presentation introduces the template of the Tic-Tac-Toe (3x3) Business Model Storyboard for visualizing, documenting, and managing business models. The 3x3 Business Model Storyboard has three distinct features:
1) Three Storypanels that describe the 3 main jobs-to-be-done of a business model: Value Creation, Value Delivery, and Value Sharing (Profit).
2) A simple-to-understand and use 3x3 grid of storycards that comprehensively describe the structure and dynamics of a business model.
Note that each column of 3 storycards belongs to a storypanel.
3) The template of the 3x3 Business Model Storyboard can be used to rapidly and iteratively discover, solve, and manage customer problems.
Start-Up Techniques for Journalists and Newsrooms
VRT Start-Up Presentation International Journalism Festival Perugia, 2016
Stand Out From the Crowd: How to Make Your Website Amazingly, Incredibly, and...
Why is my website not getting traffic? Why is nobody buying my products or services? How come I don’t get many repeat customers?
Stoney deGeyter will teach you how to build a web presence that people love, return to and remember to tell their friends about.
Learn why unforgettable websites deserve (and often earn) top search engine rankings that drive targeted traffic, sales, and profits.
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...
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?
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...
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.
New business models - social change for @SPARKdotme
Test, ask, think, change, provoke, grow... and go!
WNY Chamber Learning Lunch - Social Media
West and North Yorkshire Learning Lunch Social Media event. How much time should we spend on social, What should we be doing on LinkedIn? How do we find keywords?
Five simple steps to developing a digital marketing strategy - Digital DNA
Andi Jarvis's presentation from Digital DNA in Belfast. Covering the A STAR model of digital marketing, this presentation shows the key steps in producing a digital strategy.
PR Your Way to Better Digital Health
If you think PR is all about press releases and relationships—think again. We’ve modified traditional PR to look beyond the press coverage to include important elements such as social media, link building, reputation management and more.
In this crash course, Amy Rosenberg of the digitally-focused PR firm Veracity will run through some easy, actionable PR tips as they relate to digital marketing.
AMY ROSENBERG
Founder & President, Veracity
from Swivel Conference, Bend, Oregon #SwivelNow
The Amazon Ads Puzzle
Presented at Hero Conf London 2019. How to prevent Amazon leakage for your ecommerce brands, by embracing Amazon Ads and segmenting your paid search and marketplace spend.
[Sales Support Services] The 5 Most Effective Ways Agents Connect with their ...
Dealing with customers requires the perfect balance of being accommodating and firm—accommodating in customer requests and firm in implementing your company guidelines. Let’s look at five ways your agents can connect effectively with your customers.
Read more: http://www.spi-global.com/blog/think-tank/5-effective-ways-agents-connect-customers/
LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools f...
In 2011, Eric Ries published his groundbreaking book, "The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses." In his review of the book, Steve Blank commented: "The roadmap for innovation for the twenty-first century. The Ideas in 'The Lean Startup' will help create the next industrial revolution." Tim O'Reilly added: "I imagine the Lean Startup principles applied to government programs, to health care, and to solving the world's greatest problems." In spite of the high acclaim for Ries's "The Lean Startup," entrepreneurs and organizations struggle to translate into reality key ideas and principles of the Lean Startup Method. Many entrepreneurs don't know where to begin and the tools that must be applied to achieve the goal of continuous innovation while creating radically successful businesses. In short, Ries's book lacks tools for simply translating its ideas into reality. Several tools have emerged to help translate Lean Startup ideas into practice. Popular tools include the Business Model Canvas, Lean Canvas, and Validation Board. However, none of these tools can be used to holistically present or illustrate the Lean Startup Methodology as presented in the book, "The Lean Startup." Tools such as the Business Model Canvas, Lean Canvas, and Validation Board cannot be simultaneously applied at the level of business strategy, business modeling, and execution in a Lean Startup project. In short, single level and static tools such as the Business Model Canvas, Lean Canvas, and Validation Board do not adequately reflect and feature the rich contents of the Lean Startup book. It is this void that the Lean Startup Model fills. The Leaner Startup Model provides the only template for systematically translating Eric Ries's Lean Startup ideas, principles, and method into reality. The Lean Startup Model provides the only dynamic business model framework that explicitly integrates the Product Innovation (Agile Development) Model, Customer Development (Marketing) Model, and Innovation Accounting (Financial Profit) Model of the Lean Startup Method. The dynamic framework of the Leaner Startup Model facilitates deep understanding and exploration of Lean Startup ideas including the following: Lean Strategy (Vision-Strategy-Product) Pyramid; Build-Measure-Learn Feedback Loop; Minimum Viable Product; Pivot; Product-Market Fit; Value Hypothesis; Growth Hypothesis; Engines of Growth. The goal of the Leaner Startup Model is to provide an all-in-one template that helps more entrepreneurs and organizations to use continuous innovation to create "Radically Successful Businesses (RSB)." Use of an all-in-one template as well as a 'de facto' standard template facilitates communication between different Leaner Startup Practitioners as well as tremendously saves time, money, and energy in Leaner Startup projects. So, what do you think about having a standard template for the Lean Startup Method?
Kaizen Event - The Future of Content Marketing
The future of content marketing is upon us! This talk was delivered at Kaizen's Future of Content Marketing event based upon a larger whitepaper Kaizen created looking into the future of content.
The Future of Content Marketing
Our Head of Creative, Bobbi Brant, presents on our unique whitepaper on what the content marketing industry holds in the future.
Create Digital Experiences that matter to Candidates
Here's my slide deck from LinkedIn's Talent Connect conference in Vegas 2016.
Create digital experiences that matter to candidates.
The right digital ecosystem can make or break candidates' perception of your employer brand, which is a foundational component of attracting, engaging and recruiting talent. I'll explain how design thinking and Candidate Experience (CX) mapping can be applied to your company's digital ecosystem to generate ROI and help your company stand out from competitors with a world-class candidate experience informed by real-world scenarios.
Google Mobile Marketing
Google has revolutionized mobile marketing within its futuristic and sough-after products, including Google Maps, Google Adwords, Google Analytics, etc. Therefore it has lead to my new presentation. I am very thankful to Google that made businesses easier, more consistent, and sophisticated.
Similar to The Story of Oliver Bloggs, a Lean Canvas Storyboarder: From the Business Model Canvas through the Lean Canvas to the Lean Canvas Storyboard (20)
The 3x3 Business Model Storyboard for Ryanair Airlines: A Simpler and Flexibl...
The 3x3 Business Model Storyboard for Ryanair Airlines: A Simpler and Flexibl...
Stand Out From the Crowd: How to Make Your Website Amazingly, Incredibly, and...
Stand Out From the Crowd: How to Make Your Website Amazingly, Incredibly, and...
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...
New business models - social change for @SPARKdotme
New business models - social change for @SPARKdotme
Five simple steps to developing a digital marketing strategy - Digital DNA
Five simple steps to developing a digital marketing strategy - Digital DNA
[Sales Support Services] The 5 Most Effective Ways Agents Connect with their ...
[Sales Support Services] The 5 Most Effective Ways Agents Connect with their ...
LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools f...
LEANER STARTUP MODELING: A Value Innovation Storydeck of Standardized Tools f...
Create Digital Experiences that matter to Candidates
Create Digital Experiences that matter to Candidates
More from Rod King, Ph.D.
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...
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...
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...
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 ...
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...
"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)” Program at Stanfo...
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...
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...
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.
Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...
This presentation features the Lean POKER Scorecard which can be used to comprehensively translate the Lean Startup Methodology into practice.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...
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...
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...
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...
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...
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?
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...
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...
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 CANVAS
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...
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 INSTRUCTIONS
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.
More from Rod King, Ph.D. (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...
STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanfo...
STUDENTSOURCING: A Mini-Case Study on “Hacking for X (H4X)” Program at Stanfo...
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...
Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...
Universal Pain Reliever for Exponential (10X) Lean Startups: The Lean POKER S...
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
Universal Business Modeling Template & Language for Venture Capitalists, Scal...
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVAS
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...
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Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONS
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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