THE ONE-PAGE LEAN STARTUP 3 Dashboards for Organizing Ideas and Managing Risks in All Lean Startup Projects
Dr. Rod King
Think Big and Different
HEROES
See Apple’s One-Page
Lean Startup For
The Classic iPod
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In This Presentation,
A Lean Startup
Refers To
“A human institution or lean innovation designed to create
a new product, service, or organization under conditions of extreme uncertainty”
The above is a combination of Eric Ries’s definition of a “startup” and “lean startup.”
See Eric Ries’s book, “The Lean Startup”
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For
Readers and Practitioners
Of
Eric Ries’s “The Lean Startup”
Lean Startup is a trademark and service mark owned by Eric Ries. www.theleanstartup.com
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As Long As There is
Competition
And
External Forces,
There is Risk That
A Project’s Vision
Will Not Be Achieved
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The Lean Startup Methodology
Can Be Used
To Increase the Odds of Success
In
Every Risky Project
On
The Planet
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Too Many and Disparate Tools Are Being Used
To Organize Ideas And
Manage Risks Especially in
Lean Startup Projects
HOWEVER, … A PROBLEM
Too Many Silos
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Existing Tools For Organizing Ideas And Managing Risks
In Lean Startup Projects Focus
On An Operational Perspective And Neglect
Strategic and Visionary Perspectives
A FURTHER PROBLEM
Single Level Approach to Lean Startup Project Management (LSPM)
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Weak collaboration between users of disparate tools
Slow learning and poor knowledge transfer: Inadequate communication and sharing of knowledge between users of disparate tools in high risk (Lean Startup) projects
Higher project costs involving practitioners of disparate tools
Inefficiency in decision-making: too much or too little information for personnel at a given level of management: leaders, managers/ strategists, and operators in high risk (Lean Startup) projects
Weak connection to bodies of knowledge in other domains: e.g., business strategy, innovation, and performance management
Indirect and slow translation, into reality, of principles and ideas in Eric Ries’s book, “The Lean Startup”
Increase in risk of project failure
CONSEQUENCES …
‘Where There Is No Vision, The People Perish’
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The One-Page Lean Startup Can Be Used As A Single
(Multilevel) Dashboard For Collaboratively Documenting,
Organizing, and Managing Ideas and Risks In
All Lean Startup Projects
A SOLUTION …
Multilevel Approach to Lean Startup Project Management (LSPM)
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The One-Page Lean Startup
Provides a
Universal Framework and Language
For Visually Integrating as Well as
Facilitating
The Use of Disparate Tools In
Business and Project Management
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ONE-PAGE LEAN STARTUP A Multilevel Dashboard for Collaboratively Organizing Ideas and Managing Risks in Projects
ONE-PAGE LEAN STARTUP: 3 Levels of Tools and Perspectives in a Domain
“Think Big and Different”
Visionary
One-Page Lean Startup
Strategic
One-Page Lean Startup
Tactical (Operational)
One-Page Lean Startup
Right-Brain Perspective (Big Picture: Visionaries/Leaders)
Left-Brain Perspective (Details: Pragmatists/
Operators)
Total-Brain Perspective (Managers/Strategists)
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This Presentation
Focuses On
The Minimum Viable Product (MVP)
Of
The Visionary
One-Page Lean Startup
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VISIONARY DASHBOARD
OF
ONE-PAGE LEAN STARTUP
MINIMUM VIABLE PRODUCT (MVP)
“Think Big and Different”
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A Visionary One-Page Lean Startup
Focuses on
Efficiently Translating
A Lean Startup or Project’s Vision
Into Reality
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A Visionary One-Page Lean Startup
Can Be Used As
A Generic End-Means Diagram
For Comprehensively
Describing or Modeling Any System
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A Visionary One-Page Lean Startup
Saves Time, Money, Energy, and
Other Resources
As Well as
Accelerates Learning
Especially in
Risky or Lean Startup Projects
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“VISIONARY” ONE-PAGE LEAN STARTUP (Classic)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
SHARED DREAM/ VISION
END
Prototype (Build) - Measure Learn
MEANS (TOOL)
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SHARED DREAM/ VISION
- Start - Define - Learn - Experiment
ONE-PAGE LEAN STARTUP (Methodology)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
MEANS (TOOL: What? How?)
LEAN STARTUP (LS) PROJECT MANAGEMENT STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP
- Leap (Problem; Vision/Hypotheses/Value (Proposition))
- Test (Criteria for Problem; Minimum Viable Product(MVP))
- Measure (Actionable Metrics for Customer Growth)
- Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)
ACCELERATE: LAUNCH-SCALE
- Batch (Size/Version; Time/Cycle)
- Grow (Engines of Customer Growth)
- Adapt (Adaptive Org./5 Whys)
- Innovate (Disruptive Inno.)
Unique Summary of Lean Startup Model and Methodology Based on Eric Ries’s Book, “The Lean Startup”
END (Value/ Why?)
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
CUSTOMER DESIGN BRIEF/CANVAS for …………………………………. PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): List (Contacts)
Customer Problem/Goal/Need/Job: Top 5 Big Urgent Market Problems (BUMPs) of Existing Tool(s): …………………………………. - - - - -
Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Tool: ………………………………………………. - - - - -
SHARED DREAM/ VISION
VISIONARY ONE-PAGE LEAN STARTUP (Brief)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
Learn Prototype (Build) - Measure
END
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): List (Contacts): Persona of High-end Technologist-Artist
Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players - Big/Clunky Size of Music Players - Complex Interface and Operations - Inadequate Battery Life - Ugly Design/Aesthetic/Color - Inadequate Storage for Songs; High Cost of Songs
Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs
APPLE’S ONE-PAGE LEAN STARTUP for iPod
CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001
PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players
Present Past Future
SHARED DREAM/ VISION For Music Player: Put a Dent in The Universe Create Insanely Great Customer Experience
Prototype (Build) -
- Measure Learn
END
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
APPLE’S ONE-PAGE LEAN STARTUP (S-Wave)
CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001
PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players
Present Past Future
SHARED DREAM/ VISION For Music Player: Put a Dent in The Universe Create Insanely Great Customer Experience
END (Value)
INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – Natural, Planned, and/or Disruptive Customer Ecosystem For Digital Music Player)
Prototype (Build) -
- Measure Learn
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MEASURE
LEARN
(Insight/
Leap/Pivot)
PROTOTYPE
(Build)
PROBLEM/ CUSTOMER ECOSYSTEM
(Business Model; Strategy/Value Chain;
Product/Service)
VALIDATED LEARNING LOOP
Product-Market Fitness Cyle
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
4 Phases of a Customer Growth Plan or Business Model Cycle (Evolutionary Reality vs. Hypotheses)
Infancy (Prototype)
Time
Cu
sto
mer
Exp
erie
nce
, Hap
pin
ess,
or
Val
ue
= D
elig
ht/
Pain
Growth (Optimize)
Maturity (Scale)
Renewal (Renew)
Chasm (Traction; Tipping Point;
Product-Market Fit)
Fault (Line)
ONE-PAGE LEAN STARTUP (S-Wave: Details)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
Traditional/Hypothetical Ecosystem Demand (Market, Industry, Enterprise, or Technology)
SHARED DREAM/ VISION:
Ideal Final Result (IFR)
Requirements for
Insanely Great Customer
Experience
Angel Funding (Up to $100,000)
Seed Funding ($100,000-$1M)
Venture Funding ($1M-$5M)
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SHARED DREAM/ VISION
- Start - Define - Learn - Experiment Elimination of Big Urgent Market Problems (BUMPs)
ONE-PAGE LEAN STARTUP (Customer Growth)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
LEAN STARTUP (LS) PROJECT MANAGEMENT STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP
- Leap (Problem; Vision/Hypotheses/Value (Proposition))
- Test (Criteria for Problem; Minimum Viable Product(MVP))
- Measure (Actionable Metrics for Customer Growth)
- Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)
ACCELERATE: LAUNCH-SCALE
- Batch (Size/Version; Time/Cycle)
- Grow (Engines of Customer Growth)
- Adapt (Adaptive Org./5 Whys)
- Innovate (Disruptive Inno.)
Unique Summary and Template of Eric Ries’s Methodology of Lean Startup (LS) Project Management
END (Value/ Why?)
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MOST VALUABLE CUSTOMER (MVC)
“Think Big and Different”
Who Is
The Most Valuable Customer (MVC)
In
Short Term (Birth Phase)? Medium Term (Growth Phase)? Long Term (Maturity Phase) ?
Disruption Spot
Luxury Spot
Strategic Choice
Sweet Spot Model
Blue Ocean (Value Innovation)
Model
Luxury Spot (Differentiated/
Sustaining-[R]evolutionary)
Model
Disruption Spot/Lean (Disruptive Innovation)
Model
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….………….
ASPIRATION MAP: Risk vs. Reward
Customer Segments, Ecosystems, and Business Model Archetypes for Trade-off of Pain vs. Delight
Volcano Model
Green Ocean Model
Red Ocean Model
No-Man’s-Island Model
Oasis (‘Stuck-in-the-middle’)
Model
(-): PAIN
(Risk; Uncertainty)
(+): DELIGHT
(Reward; Profitability; ROI;
Abundance)
Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness
Key High Level of Customer Experience Low Level of Customer Experience
6 10 3
6
10
3
0
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PYRAMID OF DASHBOARDS
FOR
ONE-PAGE LEAN STARTUP
Visionary
One-Page Lean Startup
Strategic
One-Page Lean Startup
Tactical (Operational)
One-Page Lean Startup
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“VISIONARY” ONE-PAGE LEAN STARTUP
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-Process/Strategy-Product/Service)
SHARED DREAM/ VISION
END (Value)
Prototype (Build) - Measure Learn
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“STRATEGIC” ONE-PAGE LEAN STARTUP: …………………………………..……………………………………… Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..…… PAIN/PROBLEM/NEED/GOAL/JOB: ………………….…………………………………………………. Date: …………..…………
CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/ dream/Ideal Final Result (IFR)?
SHARED DREAM/ VISION
PRESENT SYSTEM/EXPERIENCE (Where currently are we?)
VALUE TRANSFORMATION TOOL - Evolve, Explore, or Disrupt: What if … we
(Eliminate/Reduce/Increase/Create)
FUTURE SYSTEM/EXPERIENCE (Where must we go?)
Short/Medium/Long-term
(“RED OCEAN”) Learn-Prototype-Measure (LPM) Fitness Cycle
Value Proposition Factors/ Competitive Features/Criteria
(“BLUE OCEAN”)
Zooming
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra’
Process/ Strategy/ Venture
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Customer Rel. Management
Environ-ment: Global
Shared Value (Profit)
S M E P R C E O S
D N A
“TACTICAL” ONE-PAGE LEAN STARTUP
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
Prototype (Build) Measure Learn
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP: Evolution of a Lean Startup
“Think Big and Different”
Design
Needs
Asp.
Suppliers/ Inputs/ Partners
Employees/ Culture/ Brand/IP
Machinery/ Technol./ Infra’
Process/ Strategy/ Venture
Output (Product/ Service)
Retailers/ Channels/ Distributors
Customers/ Customer Rel. Management
Environ-ment: Global
Shared Value (Profit)
D A N
SHARED DREAM/VISION/ VALUE/IDEALS/PROFIT
S M E P R C E O S
PAST One-Page Lean Startup
PRESENT One-Page Lean Startup
FUTURE One-Page Lean Startup
How? What? Why?
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Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision Most Valuable Customer (MVC): List (Contacts): Persona of High-end Technologist-Artist
Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players - Big/Clunky Size of Music Players - Complex Interface and Operations - Inadequate Battery Life - Ugly Design/Aesthetic/Color - Inadequate Storage for Songs; High Cost of Songs
Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs
APPLE’S ONE-PAGE LEAN STARTUP for iPod
CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001
PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players
Present Past Future
SHARED DREAM/ VISION For Music Player: Put a Dent in The Universe Create Insanely Great Customer Experience
Prototype (Build) -
- Measure Learn
END
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/ dream/Ideal Final Result (IFR)?
PRESENT SYSTEM/EXPERIENCE (Where currently are we?)
PRODUCT
VALUE TRANSFORMATION TOOL - Evolve, Explore, or Disrupt: What if … we
(Eliminate/Reduce/Increase/Create)
FUTURE SYSTEM/EXPERIENCE (Where must we go?)
Short/Medium/Long-term
Big/Clunky/Ugly/Difficult-to-use/… CD Players Flash Players MP3-CD Players Hard Drive Jukebox Players Illegal music download from Internet
What if … we DISRUPT: Eliminate: • Usual control buttons; On-off switch; Traditional gray/black color Reduce: • Size/thickness; Weight; Complexity in usage; Learning curve; Manual Increase: • Price; Simplicity of use; Battery life; Storage capacity; Functions/Form/Design Create: • LCD Screen; Packaging; Scroll wheel; Fast download; Disruption/Unique Ads
• Seamless music experience • Thousand songs in your pocket Cool design/form/useability Simple and easy to use Ultra-portable; Ultra-light Enough skip protection Long battery life “Cool” & disruptive ads (on TV) Fast and legal music download
TRADITIONAL DIGITAL MUSIC PLAYERS
CLASSIC IPOD
Zooming
SHARED DREAM/ VISION For Music Player: Put a Dent in The Universe Create Insanely Great Cust. Exp.
APPLE’S STRATEGIC ONE-PAGE LEAN STARTUP Client/Customer (Segment/Persona): High end Technologist-Artist (Luxury Spot) PAIN/ROBLEM/NEED/GOAL/JOB: Reinvent the ecosystem experience of digital music players Date: 2001
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Design Hypotheses
Needs Hypotheses
Asp.
Suppliers/ Inputs/ Partners
OEMs Record Companies iTunes
Employees/ Culture/ Brand/IP
CEO Mngt Staff Brand/IP “Think Different”
Machinery/ Technol./ Infra’
IT Infra-structure Techno-logy Buildings
Process/ Strategy/ Venture
Obtain Higher Profit (Margin) Engage, Acquire, and Retain (EAR) More Profitable Customers and Partners
Output (Product/ Service)
2001 Insanely Great Digital Music Player: Classic iPod (Features/Price) (Product Sale)
Retailers/ Channels/ Distributors
Apple Retail Stores; apple.com PR/ Media/ Ads
Customers/ Customer Rel. Management
Segments Technologist-Artist (High-end) PROJECTS: Crises/ Problems * Clunky, ugly, and complex digital music players * Inadequate song storage
Environ-ment: Global
Competi-tors/ Entrants/ Comple- mentors/ Influen-cers/ Non-cus- tomers/ PESTLIED Trends CD Player Flash MP3-CD Jukebox
Shared Value (Profit) “Seamless Music Experience”
Cost; PAIN Low
Revenue; DELIGHT High
Profit (Margin); VALUE High
S M E P R C E O S
D N A
APPLE’S TACTICAL ONE-PAGE LEAN STARTUP
CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001
PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players
Present Past Future
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Design
Needs
Asp.
Suppliers/ Inputs/ Partners Pivot
Employees/ Culture/ Brand/IP Pivot
Machinery/ Technol./ Infra’ Pivot Techno-logy Pivot
Platform Pivot
Process/ Strategy/ Venture Pivot
Output (Product/ Service) Pivot Zoom-in Pivot Zoom-out Pivot
Retailers/ Channels/ Distributors Pivot Channel Pivot
Engine of Growth Pivot
Customers/ Customer Rel. Management Pivot Customer Segment Pivot Customer Need Pivot
Environ-ment: Global Pivot
Shared Value (Profit) Pivot Value Capture Pivot
Business Architec-ture Pivot
S M E P R C E O S
D N A
ONE-PAGE LEAN STARTUP (Pivots)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
Based on: Eric Ries’s Book, “The Lean Startup”
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Design Metrics
Needs Metrics
Asp.
Suppliers/ Inputs/ Partners Metrics No. of Suppliers/ Partners/ Contracts/ Agreements
No. of Co-creators
Capital Investment
Cash Burn Rate Per Month
Employees/ Culture/ Brand/IP Metrics
No./Quality of Team Members No. of Major Insights Validated Learning/ External and Internal Lessons Learned
Machinery/ Technol./ Infra’ Metrics Type of Technology Level of Technology
No. of Patents
Process/ Strategy/ Venture Metrics No. of Interviews No. of Iterations Iteration Cycle/ Learning Time No. of Pivots Delivery Time
Output (Product/ Service) Metrics No. of Prototypes/(Minimum Viable) Product/ Service Price of Product/ Service Delight/ No. of Unique Features
Retailers/ Channels/ Distributors Metrics No. of Channels Engage-ment/ No. of Prospects or Visitors Acquisition/ No. of Registrants
Customers/ Customer Rel. Management Metrics No. of Retentions No. of Referrals Net Promoter Score (NPS) Pain/No. of Bugs/ Complaints/ Big Urgent Market Problems (BUMPs)
Environ-ment: Global Metrics No. of Contacts/ Leads No. of Influenc-ers No. of Direct Competi-tors/ New Entrants
Shared Value (Profit) Metrics Ideal Customer Experience (Delight to Pain Ratio) Revenue Cost Revenue to Cost Ratio Bus. Model Analog Insights
S M E P R C E O S
D N A
Present Past Future
Customer Ecosystem Metrics
ONE-PAGE LEAN STARTUP (Metrics)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Design
Needs
Asp.
Suppliers/ Inputs/ Partners Partners/ Alliances/ Co-creators
Capital Investment
Employees/ Culture/ Brand/IP Project Sponsor/ Champion Project Manager Other Team Members
Machinery/ Technol./ Infra’ Facility Technology Equipment/ Machinery
Process/ Strategy/ Venture Business Objectives Project Objectives
Output (Product/ Service) Solutions/ Deliverables Start Date End Date
Retailers/ Channels/ Distributors Online Offline
Customers/ Customer Rel. Management Customer/ Client Problems/ Needs/ Require-ments/ Job-To-Be-Done - Physical - Intellectual - Emotional - Spirital
Environ-ment: Global Industry/ Sector Scope External Stakehold-ers Investors
Shared Value (Profit) Impacts; Viability; Competitive Advantage Profit (Margin); VALUE Cost; PAIN (-)
Revenue; DELIGHT (+) Customer Experience
S M E P R C E O S
D N A
ONE-PAGE LEAN STARTUP (Charter)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
Abundance Project Charter
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ACTUAL SALES CHART FOR EVOLUTION OF THE IPOD-LEAN STARTUP PROJECT
Steve Jobs’ Question: Why and How to Compete Differently in the Universe of Digital Music Players?
Source: http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg
APPLE’S FRACTAL S-WAVE FOR ECOSYSTEM INNOVATION
“Think Big and Different”
Classic Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints?
TIME
(Arrow of Time: Past/Present/Future)
Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem (Supersystem/Economy/Value Network/Supply Chain/Market/ Industry Trends, Expectations, or Demand)
1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation (Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus) Examples: Personal Computer; Printer – Apple I; Apple II; MacIntosh; iMac; Apple TV
2nd Wavelet of Innovation: BUSINESS MODEL Innovation (Business Model/Marketing Engine: Scalable Revenue & Profit-focus) Examples: Internet Software – iTunes; eStore; App Store
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
∞
∞
3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM Innovation (Ecosystem/Industry/Platform: Shared Value-focus) Examples: Digital Lifestyle - iPod; iPod Touch; iPhone; iPad
EXPERIENCE: Shared Happiness (Experience = Happiness = Value = +/- = Delight/Pain ~ Revenue/Cost = Differentn/Cost = 1/Trade-off)
Birth
Maturity
Growth
Customer Segment/Persona: …………………………………………...…………… Customer Goal/Job To Be Done/Tool: …………….……………………………………….….
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With Regard to The Minimum Viable Product
(MVP) Of The Visionary
One-Page Lean Startup, We Would Appreciate You Sharing Your Experiences,
Ideas, and Suggestions Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
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At VDD University, We Are Looking for
“A+” Team Members Who Think Big and Different. If You Think Big and Different,
Join Us At: http://businessmodels.ning.com
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing