zoomable project canvas for business model improvement and disruption - vdd university

THE ZOOMABLE PROJECT CANVAS FOR BUSINESS MODEL IMPROVEMENT AND DISRUPTION

Scalably Design Your Disruptive Business Model and Lean Startup As Well As

Secure Customer Buy-in and Venture Funding

Dr. Rod King VDD University for Lean Startup Project Management

Think Big and Different

HEROES

Visual White Paper

“Disruptive Innovations

Are Like

Missiles

Launched at Your Business”

Maxwell Wessel & Clayton Christensen

ITENNWH

The Greatest Constraint, Risk, or Challenge

Facing a Typical Startup

Is

To Obtain Massive Customer Buy-in;

In Short, To Co-discover and Validate

A B.U.M.P.:

Big Urgent Market Problem

Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing

“Most Startups

Lack

A Structured Process

For Testing

Their Business Model

[Problem/Solution-] Hypotheses”

Steve Blank & Bob Dorf

Good Problem Solvers – Tacitly and/or Explicitly –

Continuously Use One Visual Template

[The Zoomable Project Canvas]:

A Platform for

Integrated Problem Solving

The Visual Structure and Design

Of

The Zoomable Project Canvas

Are Based On a Triad of Principles:

1. Disruptive Evolution of S-Wave

2. Universal Problem Solving

3. Strategy-and-Tactics Integration


Features

An Adaptive Project Planning &

Management Framework

That Can Respond and Adapt to

Emergent Problems

And

A Rapidly Changing Environment

Use


To Scalably and Adaptively

Design Business Models and Startups

As Well As

Secure Customer Buy-in and

Venture Funding


Can Also Be Used As A Platform For

Facilitating, Presenting, and Integrating

The Following Tools/Methodologies: Brainstorming; Creative Problem Solving; Design Adaptive Project Planning; Adaptive Business Planning Competitive (Advantage) Strategy; Value Chain Blue Ocean Strategy; Disruptive Innovation Strategy Customer Development Agile Development; Lean Startup; Continuous Innovation Business Model Canvas; Lean Canvas Balanced Scorecard TRIZ; Theory of Constraints; Six Sigma

Zoomable Project Canvases

Of

4 Disruptive Lean Startups

http://www.google.com/imgres?imgurl=http://img.ibtimes.com/www/data/images/full/2011/10/07/170320-jobs-into-the-bite.jpg&imgrefurl=http://au.ibtimes.com/articles/226845/20111007/apple-logo-design-steve-jobs-silhouette-jonathan-mak.htm&usg=__ZfQh0z9qhcQp_PjlJm-MCxr3JqI=&h=303&w=451&sz=8&hl=en&start=15&sig2=hUVKoWXoXKu0vDxuwQa-Vw&zoom=1&tbnid=HQ4pdQFMdWtBXM:&tbnh=85&tbnw=127&ei=WfCaTsycDfLUiAKYi5HADQ&prev=/search?q=steve+jobs+silhouette&um=1&hl=en&sa=N&rlz=1T4HPNN_enUS317US317&tbm=isch&prmd=ivnsu&um=1&itbs=1

http://en.wikipedia.org/wiki/File:Netflix_logo.svg

http://en.wikipedia.org/wiki/File:Cirque_du_Soleil_logo.svg

http://en.wikipedia.org/wiki/File:Googlelogo.png

ITENN


ZOOMABLE PROJECT CANVAS: System Improvement/Disruption of …………………… Problem Space (20…..)

What system to improve/disrupt? “Top Dogs”

Solution (Story) Space

What system

to improve/disrupt?

Present System

What system

to improve/disrupt to?

Future System Short/Medium/Long Term

How best to

improve/disrupt system?

Process/Strategy Lean Startup Project Management (LSPM) Precedents (Analogs/Antilogs) Inventive Principles & Techniques - • Eliminate: ……………… • Reduce: ………………… • Increase: ………………. • Create: ………………… Get Out Of Building Prototype (Build)- Measure-Learn

Why improve/disrupt

system?

Shared

Goal/Vision/Result

Constraints/Trade-offs

D N A D N A

…………………… Industry

Given System Evolved System

…………………….

Big Urgent Market Problem (BUMP)




ITENN


ZOOMABLE PROJECT CANVAS (ZPC) for PRODUCT IMPROVEMENT/DISRUPTION

Problem Space What product or service to improve/disrupt?


What product or service

to improve/disrupt?

Present Product

What product or service to improve/disrupt

to?

Future Product Short Term Medium Term Long Term

How best to

improve/disrupt product or service?

Process/Strategy

Why improve/disrupt

product or service?

Shared Goal/Vision/Result/

Aspiration





ITENN


ZOOMABLE PROJECT CANVAS (ZPC) for BUSINESS MODEL IMPROVEMENT/DISRUPTION Problem Space

What business model to improve/disrupt?


What business model

to improve/disrupt?

Present Bus. Model

What business model


Future Bus. Model Short Term Medium Term Long Term

How best to

improve/disrupt business model?

Process/Strategy

Why improve/disrupt business model?


Aspiration





ITENN


Apple’s PROJECT CANVAS: Business Model Improvement/Disruption of Smartphone Industry Problem Space (2007)

What business model to improve/disrupt? “Top Dogs”


What business model

to improve/disrupt?

Present Bus. Model

What business model


Future Bus. Model Short/Medium/Long Term

How best to


Process/Strategy Lean Startup Project Management (LSPM) Precedents (Analogs/Antilogs) Disruptive Innova- tion/Blue Ocean - • Eliminate: Buttons • Reduce: Thickness • Increase: Simplicity • Create: Multitouch screen; Ecosystem Get Out Of Building Prototype (Build)- Measure-Learn


Shared

Goal/Vision/Result Revolutionary user interface without buttons “Apple reinvents the phone” Disruptive but viable business ecosystem: Digital Hub “Put a dent in the universe” Constraints/Trade-offs No tactile buttons Expensive phone Unique interface

D N A D N A

Telecommunications (Smartphone) Industry

Sustainable Bus. Model ‘Sweet Spot’ Bus. Model

User Interface with buttons




http://en.wikipedia.org/wiki/File:Blackberry_8900.jpg


http://www.google.com/imgres?imgurl=http://iphonews.com/blog/wp-content/uploads/2007/01/iphone.gif&imgrefurl=http://iphonews.com/blog/?m=200701&usg=__6WZ0Chr9GOSXC21CcLXOvh1LOhA=&h=300&w=300&sz=1532&hl=en&start=6&sig2=hDnnSyv_zS2L7tXvrirYtw&zoom=1&um=1&itbs=1&tbnid=zvC_0G62tT-rqM:&tbnh=116&tbnw=116&prev=/images?q=iphone+2007&um=1&hl=en&rlz=1T4HPNN_enUS317US317&tbm=isch&ei=Y8WPTenxFIOasAPtv9CdBA


ITENN


Netflix’s PROJECT CANVAS: Business Model Improvement/Disruption of Blockbuster Problem Space (1997)

What business model to improve/disrupt? “Top Dog”


What business model

to improve/disrupt?

Present Bus. Model

What business model



How best to


Process/Strategy Lean Startup Project Management (LSPM) Precedents (Analogs/Antilogs) Disruptive Innova- tion/Blue Ocean - • Eliminate: Late fees • Reduce: Product size • Increase: Accessibility • Create: Flat fees; web order/mail delivery Get Out Of Building Prototype (Build)- Measure-Learn


Shared

Goal/Vision/Result

Video rental business without late fees Membership with flat fees Video/Film Rental Service 24x7 Disruptive but viable business model Constraints/Trade-offs Limited number and range of video/film titles for rental

D N A D N A

Home Entertainment (Video Rental) Industry

Sustainable Bus. Model Disruptive Bus. Model

High/ Late fees




//upload.wikimedia.org/wikipedia/en/4/46/Blockbuster_logo.svg

//upload.wikimedia.org/wikipedia/en/4/46/Blockbuster_logo.svg

http://en.wikipedia.org/wiki/File:Netflix_logo.svg

ITENN


Cirque du Soleil’s PROJECT CANVAS: Business Model Improvement/Disruption of Circus Industry Problem Space (1984)



What business model

to improve/disrupt?

Present Bus. Model

What business model



How best to


Process/Strategy Lean Startup Project Management (LSPM) Precedents (Analogs/Antilogs) Disruptive Innova- tion/Blue Ocean - • Eliminate: Animals • Reduce: Thrill/Danger • Increase: Ambience • Create: Theme; Music Dance; Multi-prodns Get Out Of Building Prototype (Build)- Measure-Learn


Shared Goal/Vision/Result

“We reinvent the circus” Circus without animals Market space where competitors are irrelevant Differentiation and low cost Bus. Model: “Blue Ocean” Constraints/Trade-offs Tickets are more expensive than in traditional circus

D N A D N A

Entertainment (Circus) Industry

Red Ocean Bus. Model Blue Ocean Bus. Model

Animals




http://en.wikipedia.org/wiki/File:Cirque_du_Soleil_logo.svg

http://en.wikipedia.org/wiki/File:Ringling_logo.jpg

http://en.wikipedia.org/wiki/File:Ringling_logo.jpg

ITENN


Google’s PROJECT CANVAS: Business Model Improvement/Disruption of Search Engine Industry Problem Space (1998)



What business model

to improve/disrupt?

Present Bus. Model

What business model



How best to


Process/Strategy Lean Startup Project Management (LSPM) Precedents (Analogs/Antilogs) Disruptive Innova- tion/Blue Ocean - • Eliminate: Clutter • Reduce: Interruptions • Increase: Speed • Create: Targeted Ads; Multi-sided Platform Get Out Of Building Prototype (Build)- Measure-Learn



“To organize the world’s information and make it univer- sally accessible and useful” “Don’t Be Evil” Differentiation and low cost Bus. Model: “Blue Ocean” Multi-sided Model Constraints/Trade-offs No banner adverti- ing; no ranking using paid results

D N A D N A

Information Technology (Search Engine) Industry

Red Ocean Bus. Model Blue Ocean Bus. Model

Cluttered Interface




http://en.wikipedia.org/wiki/File:Googlelogo.png

http://en.wikipedia.org/wiki/File:Yahoo_Logo.svg

http://en.wikipedia.org/wiki/File:Yahoo_Logo.svg

Visual Checklists

ITENNWH

“Everyone Has a Plan

Until

They Get Punched

In the Face”

Mike Tyson

ITENNWH

Strategies Change. The ONLY Constant In

Business, War, and Life Is

The Set of 4 Improvement/Disruption Questions:

What system to improve/disrupt? How best to improve/disrupt system? What system to improve/disrupt to? Why improve/disrupt system?





ITENNWH

THE 3 PRINCIPLES OF THE ZOOMABLE PROJECT CANVAS

Inherent in the Visual Design and Use of

The Zoomable Project Canvas Are 3 Principles:

1. Disruptive Evolution of S-Wave 2. Universal Problem Solving 3. Strategy-and-Tactics Integration





ITENNWH

PRINCIPLE OF DISRUPTIVE EVOLUTION OF S-WAVE

“The Value of A Living System or Organism

Follows the Shape of an S-Wave By Adaptively Solving Problems

And Adding Value

To its Environment. Otherwise, the System Dies.”





ITENNWH

PRINCIPLE OF UNIVERSAL PROBLEM SOLVING

“Good Problem Solvers

In All Domains

- Tacitly and/or Explicitly -

Collaboratively and Daily Use

The Zoomable Project Canvas.”





ITENNWH

PRINCIPLE OF STRATEGY-AND-TACTICS INTEGRATION

“Successful Leaders and Projects

Adaptively Integrate

Strategy and Tactics

That Differently Create

Greater Happiness or Shared Value.”





ITENN


Visual Checklist for CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION

Problem Space What customer experience to improve/disrupt?


What customer experience

to improve/disrupt?

Present Customer XP Customer Ecosystem (Market/Segment) Job To Be Done/ Goal/Workflow Tool or Means (Product/Service/ Brand/Bus. Model/ Bus. Ecosystem) Outcome/Result Customer Experi- ence (Delight/Pain)

What customer experience


Future Customer XP Customer Ecosystem (Market/Segment) Job To Be Done/ Goal/Workflow Tool or Means (Product/Service/ Brand/Bus. Model/ Bus. Ecosystem) Outcome/Result Customer Experi- ence (Delight/Pain)

How best to

improve/disrupt customer experience?

Process/Strategy Customer Develop- ment Business Model Mapping/Inno’ Lean Startup (Agile) Trends (PESTLIED) Competitive Strat. Disruptive Innova- tion Strategy Blue Ocean Strategy Creative Strategy TRIZ; CPS; ToC; VDD

Why improve/disrupt

customer experience?


Shared Value Profit Revenue (Streams) Cost (Structure) Delight (+) Pain (-) Ideal Final Result (IFR) Ultimate Leap of Faith (LoF) Other Success Criteria (Metrics)




Delighters

Satisfiers

Dissatisfiers

Delighters

Satisfiers

Dissatisfiers

Delighters

Satisfiers

Dissatisfiers

NON-COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-alternatives)

DIRECT COMPETITORS (Core Sector/Strategic Groups: Substitutes)

STARTUP

(New) Customer Value Proposition/Market: …………………………………………………………………..

NON- CUSTOMERS (“UNDERDOGS”) o Profitable o Break-even o Unprofitable

Dream Product/Service

Why? How?

Why? How?

Why? How?

INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements)

Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers

CUSTOMER ACQUISITION PYRAMID: Getting Massive Customer Buy-in (Early Adopters)

Disruption Question: ……………………………………………………………………………………………………………………





Delighters

Satisfiers

Dissatisfiers

Delighters

Satisfiers

Dissatisfiers

Delighters

Satisfiers

Dissatisfiers

NON-COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-alternatives)

CUSTOMER DEV. STACK (Core Sector/Strategic Groups: Substitutes)

ZPCanvas

(New) Customer Value Proposition/Market: …………………………………………………………………..

NON- CUSTOMERS (“UNDERDOGS”) o Profitable o Break-even o Unprofitable

Dream Product/Service

Why? How?

Why? How?

Why? How?

BUSINESS (STRATEGIC) PLAN (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements)

Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers

CUSTOMER ACQUISITION PYRAMID for Zoomable Project Canvas (ZPC)

Disruption Question: How best to get massive customer buy-in (early adopters)?





EPILOG

ITENNWH

“We’re Good at Solving Problems

But

Not So Good At Defining Them”

David Murray

ITENNWH

“You Have to Understand

The Root Cause of the Problem

Before

You Can Develop

Hypothesis On How to Solve It”

David Murray

ITENNWH

Entrepreneurs Are

Inventive Problem Finders and Solvers.

Successful Entrepreneurs Constantly Discover Customer Problems

And Iteratively Test Prototypes (Versions)

That Cost-Effectively Solve Big Urgent Market Problems (BUMPs).

ITENNWH

BUT, How Do Successful Entrepreneurs

Really Discover Customer Problems

And Iteratively Test Prototypes (Versions)

That Cost-Effectively Solve Big Urgent Market Problems (BUMPs)?

ITENNWH

MY PRIMARY FALSIFIABLE HYPOTHESIS

Zoomable Project Canvas (ZPC) for Modeling and Validating Problem-Hypotheses As Well As Solution-Hypotheses

Successful Entrepreneurs

Tacitly and/or Explicitly Master

Collaborative and Daily Use

of






ITENNWH

MY SECONDARY FALSIFIABLE HYPOTHESIS

Existing Tools for Business Planning and Strategic Planning as well as Business Model Improvement and Disruption

The Zoomable Project Canvas Eliminates

Pains and Frustrations of Using Traditional Business (Strategic/Marketing) Plan Golden Circle; Value Chain Blue Ocean Strategy; Disruptive Innovation Strategy Strategy Canvas Business Model Canvas Lean Canvas Balanced Scorecard Brainstorming; TRIZ; Theory of Constraints; Six Sigma





ITENNWH

BUT,

What Are

Benefits,

Features, and Layouts

Of

The Zoomable Project Canvas?





ITENNWH

The Zoomable Project Canvas Provides

A Universal “DNA” Layout and Language As Well As

4 Improvement/Disruption Questions That Help Users, Storytellers, or Disruptors to

Simply Apply and Integrate Tools of

Creativity, Problem Solving, Planning, Strategy, Improvement, Innovation, and

Performance Management Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing




ITENNWH

The Zoomable Project Canvas Refers to

A Zoomable Story Canvas (Platform) For

Simply Applying and Integrating All Tools of

Creativity, Problem Solving, Planning, Strategy, Improvement, Innovation, and

Performance Management





ITENNWH

THE ZOOMABLE PROJECT CANVAS

As A Visual Platform

For Integrated Problem Solving





ITENN


ZOOMABLE PROJECT CANVAS (ZPC): Organic Perspective

Problem Space





ITENN


ZOOMABLE PROJECT CANVAS (ZPC): The 2 Mantras

Problem Space “Get Out Of The Enterprise (Building)”

Solution (Story) Space “Prototype-Test-Learn (PTL)” or “Build-Measure-Learn (BML)”




ITENN


ZOOMABLE PROJECT CANVAS (ZPC): Systematic Perspective (4 Solution-Storyboards) Problem Space


Present Storyboard

Future Storyboard Short Term Medium Term Long Term

Process-Storyboard

Goal/Vision/Result/ Aspiration-Storyboard




ITENN


ZOOMABLE PROJECT CANVAS (ZPC): Systematic Perspective (The 4 Disruption Questions) Problem Space

What system to improve/disrupt?


What system

to improve/disrupt?

Present System

What system


Future System Short Term Medium Term Long Term

How best to

improve/disrupt system?

Process/Strategy

Why improve/disrupt

system?


Aspiration





ITENN


ZOOMABLE PROJECT CANVAS (ZPC) for BUSINESS MODEL IMPROVEMENT/DISRUPTION Problem Space

What business model to improve/disrupt?


What business model

to improve/disrupt?

Present Bus. Model

What business model


Future Bus. Model Short Term Medium Term Long Term

How best to


Process/Strategy



Aspiration





ITENN


ZOOMABLE PROJECT CANVAS (ZPC) for MARKETING MODEL IMPROVEMENT/DISRUPTION Problem Space

What marketing model to improve/disrupt?


What marketing model

to improve/disrupt?

Present Marketing Model

What marketing model


Future Marketing Model

Short Term Medium Term Long Term

How best to

improve/disrupt marketing model?

Process/Strategy

Why improve/disrupt

marketing model?


Aspiration





A P

“Leaders Need Multiple Perspectives

To Get a Complete Picture.

Effective Leaders Zoom In and Zoom Out.”

Rosabeth Moss Canter

Bonus Lean Startup Project Management

ITENNWH

4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT

Open Problem Finding & Solving: What way or domain is your focus?

“SOLUTION SPACE” (Product) “PROBLEM SPACE” (Market)

Established Solution (Established Product/Service/ Tool/Technology)

Unestablished Solution (Unestablished Product/ Service/Tool)

Established Problem (Established Market/BUMP/Job/ Need)

ESTABLISHED BUSINESS Established Market (Problem) Established Solution (Product/Service/Technology)

“Six Sigma Way”/“Red Ocean Way”/

”Business Planning Way”

ESTABLISHED PROBLEM (Market) SEARCHING FOR UNESTABLISHED SOLUTION (Product/Service/Technology)

“Harvard Business School (HBS) Way”/“Market Planning Way”

Unestablished Problem (Unestablished Market/BUMP/Job/ Need)

ESTABLISHED SOLUTION (Product/Service/Technology) SEARCHING FOR UNESTABLISHED PROBLEM (Market)

“MIT University Way”/ “Product (Technology) Planning

Way”

Classic LEAN STARTUP Unestablished Problem (Market) Unestablished Solution (Product/Service/Technology)

“Stanford University (SU) Way”/

“Lean Startup Way”/ “Blue Ocean Way”/

“Business Model Way”

(-): Product Risk

(+):

Mar

ket

Pre

dic

tab

ility

3

1 2

4

SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing




ITENNWH 8. PERSEVERER OR PIVOTER

4. BUILDER

1. TEAMSTER

6. REVIEWER

5. MEASURER

2. LEAPER

THE DREAM TEAM FOR

HIGHLY SUCCESSFUL INNOVATIONS AND LEAN STARTUPS:

Personalities/Roles

3. DESIGNER

7. LEARNER

HEROES


THE DREAM TEAM FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) Who?

Collaboratively Document and Solve Big Urgent Market Problems (BUMPs) in Real Time




ITENNWH 8. PERSEVERER OR PIVOTER Repeats spiral of steps to achieve product-market fit/value proposition/vision/mission. Then, scale Otherwise, pivots (on the strategy/ vision). Abandons the project???

4. BUILDER Assigns finish date and metrics to planned project activities or tactics States verifiable targets, criteria, or milestones for each activity/tactic Builds prototype: Min. Viable Prod

1. TEAMSTER Forms “Co-creation Dream Team” for managing the ecosystem of the lean startup project as well as identifying needs of stakeholders Looks for synergy in ecosystem

6. REVIEWER Reviews progress and gaps of lean startup project: daily/weekly/ monthly/quarterly/annually Determines and documents what next activities to do

5. MEASURER External Validation: Gets out of enterprise & tests most critical risks & assumptions of ecosystem Internal Validation: Tests and validates internal assumptions

2. LEAPER Completes Project Charter that describes customer, big problems, vision, resources, and duration as well as success criteria (ROI; cost effectiveness) for startup project

ACTIVITIES OF THE DREAM TEAM FOR

LEAN STARTUP PROJECT MANAGEMENT

(LSPM): The Roles Highly Successful Innovators

And Lean Startups Play

3. DESIGNER Documents & reviews ecosystem (business model) for existing analogs and antilogs of project Devises plan (hypotheses/assumptions); designs strategy for project

7. LEARNER Analyzes gaps/failures/successes Anticipates future adoption and weakest links. Devises experiment Summarizes/Shares lessons learnt Summarizes/Shares insights

HEROES


ACTIVITIES OF THE DREAM TEAM FOR LEAN STARTUP PROJECT MANAGEMENT How?





ITENNWH

THE 8 STEPS-KANBAN MATRIX FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)



8 STEPS/ ACTIVITIES/

JOBS/STORIES FOR LSPM

CHECKLIST OF TASKS/

RESULTS/ DELIVERABLES

KANBAN MATRIX - Work

DONE (Past Reality/

Facts)

IN PROGRESS (Present Reality/

Facts)

TO DO (Future/Backlog/ Hypotheses/Plan)

1. Team Team/Stakeholders in Ecosystem

2. Leap Problem/Vision/Customer Experience

3. Design “As Is” (Analogs/Antilogs) & “To Be” Business Model/Ecosystem; Strategy/ Tactics; Value Proposition/Tagline

4. Build Program; Metrics (KPIs); Prototype/ Minimum Viable Product (MVP)

5. Measure Customer Feedback/Response/Rating/ Success Criteria: Value Proposition

6. Review Progress Report: Gaps; Value Prop.; To Do (“What Next?”/Future) List

7. Learn Root-cause Analysis/Modeling; Lessons Learned/Insights

8. Persevere or Pivot

Iteration Cycle: Problem-Solution Fit/ Product-Market Fit; Pivot/Abandon?

BUMP-Tool Fitness Project BUMP Discovery Project Customer Growth Project Company Maturity Project




ITENN


SHARED DREAM/ VISION

- Start - Define - Learn - Experiment Elimination of Big Urgent Market Problems (BUMPs)

ONE-PAGE LEAN STARTUP (Ries’s LS Methodology)

CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………

PAIN/PROBLEM/TRADE-OFF/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)

STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP

- Leap (Big 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 Visual Model of Eric Ries’s Book, “The Lean Startup”

END (Value/ Why?)




http://www.amazon.com/gp/reader/0307887898/ref=sib_dp_pt

ITENN


4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolutionary Hypotheses vs. Reality)

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 (Lean Startup Journey)


PAIN/PROBLEM/TRADE-OFF/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)




ITENN


“VISIONARY” ONE-PAGE LEAN STARTUP


PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………

Present Past Future

INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-Process/Strategy-Product/Service)


END (Value)

Prototype (Build) - Measure Learn





“STRATEGIC” ONE-PAGE LEAN STARTUP (Plan): ……………………….……....… Date: ……...…..………… Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..…… PAIN/PROBLEM/TRADE-OFF/NEED/GOAL/JOB: …………………………………………………………………………..………….

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?)

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”; Analog; Antilog)

“The 8 Steps for Lean Startup Project Management (LSPM)” Value Proposition Factors/ Competitive Features/Criteria STRATEGY/TACTICS/PROCESS • Eliminate: • Reduce: • Increase: • Create:

(“BLUE OCEAN”)

Zooming





Design

Needs

Asp.

Suppliers/ Inputs/ Partners

Employees/ Culture/ Brand/IP

Machinery/ Technol./ Infra’

Process/ Strategy/ Project

Output (Product/ Service)

Retailers/ Channels/ Distributors

Customers/ Consumers/ Market

Environ-ment: Global

Shared Value (Profit)

S M E P R C E O S

D N A

“TACTICAL” ONE-PAGE LEAN STARTUP



Present Past Future

Prototype (Build) Measure Learn




More …


ZOOMABLE PROJECT CANVAS (ZPC): Complete Overview

Dream Up and Execute Magical Ideas That Positively Change the World

Design

Needs

Asp.

Suppliers/ Inputs/ Partners


Machinery/ Technol./ Infra’

Process/ Strategy

Output (Product/ Service)

Retailers/ Channels/ Distributors

Customers/ Customer Rel. Management

Environ-ment: Global

Shared Value (Profit)

D A N

IDEALS/DREAMS/ VISION/VALUE/PROFIT

S M E P R C E O S

PAST Business DNA Model (System/Ecosystem)

PRESENT Business DNA Model (System/Ecosystem)

FUTURE Business DNA Model (System/Ecosystem)




PERIODIC TABLE AND JIGSAW PUZZLE FOR MAPPING BUSINESS DNA (MODEL)

Tools, Theories, and Methodologies for Product/Service, Business Model, and Customer Ecosystem Innovation

S E M P O R C E S Suppliers/ Inputs


Machinery/ Technology/ Infra’

Processes/ Strategies

Output: Product/ Service

Retailers/ Distributors/ Channels

Customers/ Consumers (Problems/Job)

Environ-ment

Shared Greatn./ Impact

Partners (Suppliers/Materials/ Info/Energy)

Key Resources Activities (Processes)

Internal Value Proposition (Solution)

Customer Relationship Management

Industry/ Trends

SHARED VALUE/ PROFIT (Pain: - Delight: +

CAPABILITIES: CORE COMPETENCIES LOCAL ENVIRONMENT (Demand)

GLOBAL ENV.

ENTERPRISE (SYSTEM/VALUE CHAIN/Supply: Inside the Enterprise)

Design

Needs

Aspiratns

EXTENDED ENTERPRISE

(SUB-ECOSYSTEM; INDUSTRY/SUPPLY CHAIN)

GLOBAL COMPETI-TIVE FORCES

COMPE-TITIVE ADVAN-TAGE

INPUT PROCESSING OUTPUT EXTERNAL ENVIRONMENT RESULT (Impacts/ Effects) SUPERSYSTEM (Cause)

ECOSYSTEM

D N A


http://www.fundraw.com/clipart/images/00004325







Disruption Spot

Luxury Spot

Strategic Choice

Sweet Spot Model/Startup

Blue Ocean (Value Innovation)

Model/Startup

Luxury Spot (Differentiated/

Sustaining-[R]evolutionary) Model/Startup

Disruption Spot/Lean (Disruptive Innovation)

Model/Startup


Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….………….

ASPIRATION MAP: Types of Business Models/Startups Where currently are we? Where must we go?


Volcano Model/Startup

Green Ocean Model/Startup

Red Ocean Model/Startup

No-Man’s-Island Model/Startup

Oasis (‘Stuck-in-the-middle’)

Model/Startup

(-): 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

A

http://www.facebook.com/home.php?ref=logo





PRECEDENTS

INVENTIVE PRINCIPLES/ FUNCTIONS: E.R.I.C.

GIVEN SYSTEM (TOOL/OBJECT/PRODUCT/SERVICE/BUSINESS MODEL/ECOSYSTEM): ……………………………………………………………………..

“Must-Have” Features/Factors/Properties Secondary Features/Factors/Properties

E: Eliminate

R: Reduce

I: Increase

C: Create

IDEAL FINAL RESULT (IFR): Evolved System

E.R.I.C. PRECEDENT MATRIX: Generating Disruptive Ideas & Hypotheses



PAIN

(-)

D

ELIG

HT

(+)





Apple’s E.R.I.C. Precedent Matrix for a Disruptive Smartphone

CUSTOMER/CLIENT: Luxury-spot User of Communication/Computing Devices Date: 2007

PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: Communicate and process information both offline and on Internet

PRECEDENTS

INVENTIVE PRINCIPLES/ FUNCTIONS: E.R.I.C.

GIVEN SYSTEM (TOOL/OBJECT/PRODUCT/SERVICE/BUSINESS MODEL/ECOSYSTEM): Traditional Smartphone

“Must-Have” Features/Factors/Properties Secondary Features/Factors/Properties

Phone/ Calls

Screen Physical Buttons (for input)

Calendar Battery Charger

Music Player

Web Browser

…

E: Eliminate

R: Reduce Thickness

I: Increase

C: Create Touch-screen; Apps

IDEAL FINAL RESULT (IFR): Evolved System

PAIN

(-)

D

ELIG

HT

(+)






http://www.google.com/imgres?imgurl=http://iphonews.com/blog/wp-content/uploads/2007/01/iphone.gif&imgrefurl=http://iphonews.com/blog/?m=200701&usg=__6WZ0Chr9GOSXC21CcLXOvh1LOhA=&h=300&w=300&sz=1532&hl=en&start=6&sig2=hDnnSyv_zS2L7tXvrirYtw&zoom=1&um=1&itbs=1&tbnid=zvC_0G62tT-rqM:&tbnh=116&tbnw=116&prev=/images?q=iphone+2007&um=1&hl=en&rlz=1T4HPNN_enUS317US317&tbm=isch&ei=Y8WPTenxFIOasAPtv9CdBA

One Last Thing …

ITENNWH

A Game Plan, Business,

Business Model, or Customer Ecosystem

Is A Living Organism





Infant (Experimental/Startup)

BUSINESS MODEL

Growing (Scalable)

BUSINESS MODEL

Matured (“Red Ocean”)

BUSINESS MODEL

Tipping Point; Chasm

Fault line

LIFECYCLE OF A BUSINESS MODEL (DISRUPTIVE EVOLUTION)

4 Stages or Acts in the Evolution of a Customer Ecosystem or Business Model (Living Organism)

Customer Validation “Cleft” (Environmental Fitness)


Declining (Dying)

BUSINESS MODEL

Customer Idea (“Egg”; DNA; Genetic Code)

ENVIRONMENT (Shared Dream/Vision/Value/(Result: -/+)

DREAMS/ IDEALS/ GREATNESS Mission/ Vision




http://en.wikipedia.org/wiki/File:Common_crow_pupa.jpg

Tipping Point; Chasm

Fault line

DISRUPTIVE EVOLUTION OF MOST VALUABLE CUSTOMERS (MVC)

Customer Segments for 4 Stages in the Evolution of a Customer Ecosystem or Business Model

Customer Validation “Cleft” (Environmental Fitness)


Visionaries

(Delighted by Novel Functionality and “Cool” Uses)

Regular Users

(Delighted by Better Quality, Performance, and Cost as well as

Accessibility and Simplicity)

Upgraders

(Delighted by Customized Improvements, Brand, Extensions and Total Solutions)

Retirees (Dissatisfiers: Overserved/Underserved)

Leads/Prospects (Non-customers) - Low/High-end Dissatisfiers from Competitors - Early Evangelists/Adopters

DREAMS/ IDEALS/ GREATNESS Mission/ Vision

ENVIRONMENT (Shared Dream/Vision/Value/(Result: -/+)




http://en.wikipedia.org/wiki/File:Common_crow_pupa.jpg

ONE-PAGE MBA FOR DISRUPTIVE LEAN STARTUPS: FRACTAL S-WAVE

How World-class Innovators Dream Up and Execute Magical Ideas That Positively Change the World

Customer 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: IBM (Computers); Xerox; Motorola; RIM (Smartphone); Borders; Segway

2nd Wavelet of Innovation: BUSINESS MODEL Innovation (Business Model/Marketing Engine: Scalable Revenue & Profit-focus) Examples: Dell; Netflix; Cirque du Soleil; IKEA; Nintendo (Wii); Southwest Airlines; ZipCar; Ford/GM/Chrysler/Toyota; Samsung


∞

∞

3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM Innovation (Ecosystem/Industry/Platform: Shared Value-focus) Examples: Apple; Wal-Mart; Microsoft; Cisco; eBay; Amazon; Google; Facebook; GE; P & G; IBM (Services)

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: …………….……………………………………….….




APPLE’S FRACTAL S-WAVE FOR DISRUPTIVE EVOLUTION

How World-class Innovators Dream Up and Execute Magical Ideas That Positively Change the World

Customer 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


∞

∞

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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