Download - Generate, Present, and Manage Ideas for Scalable Startups: The UNIVERSAL PROBLEM SOLVING CANVAS

DRAMATIC STORY CANVAS for Genera5ng, Presen5ng, and Managing Scalable Startup Ideas

Source: Content in Problem Space is largely based on Marc Barro’s ar:cle, “Genera:ng Startup Ideas.” hBp://goo.gl/pYcH3E

#4ROD. Dr. Rod King. [email protected] & hKp://businessmodels.ning.com & hKp://twiKer.com/RodKuhnKing

Problem Pain: (Un)Known

RED OCE

AN BLU

E OCEAN

Solu5on Gain: (Un)Known

Business Model

Business Model

CHALLENGE (PROBLEM Space)

DIAGNOSIS (METHOD Space)

POLICY (SOLUTION Space)

q Discover a problem with tasks (jobs) and/or many people in areas of passion: work/home/outdoors/web

q Discover pain or trade-‐off in cus-‐tomer journey (day in customer life)

q Find a rapidly growing niche/sector q Disrupt a leader in the Red Ocean q Surf big P.E.S.T.L.I.E.D. wave/trend

ACTION PLAN (IMPLEMENTATION Space) – TO DO

Before

AOer

Strategic

Prob

lem Solving

Targets (Metrics) Ex

ecu5

on

Universal Problem Solving (UPS) Canvas

Job To Get Done/Experience (Journey: Strategy/ExecuSon)

DRAMATIC STORY CANVAS for Genera5ng, Presen5ng, and Managing Problem To Be Solved (PTBS)

Holis:cally Document, Present, and Manage Organiza:onal Success (Failure) in Business and Life



RED OCE

AN BLU

E OCEAN


Business Model

Business Model





Before

AOer

Strategic

Prob

lem Solving


ecu5

on



Example

GOOGLE’S DRAMATIC STORY CANVAS for Problem To Be Solved (PTBS) in Search Engines (1998)




RED OCE

AN BLU

E OCEAN


Business Model

Business Model




Problem To Be Solved (PTBS) in Red Ocean Industry of Search Engine q List of search results is not very

relevant to searcher’s needs q  Interface of search engine is

cluUered especially with ads q Ads are not directly linked to search

words


Before

AOer

Strategic

Prob

lem Solving


ecu5

on


Rapidly obtain relevant informa5on from search/enquiry


DRAMATIC STORY CANVAS for Formula5ng and Execu5ng “Good Strategy”




RED OCE

AN BLU

E OCEAN


Business Model

Business Model

CHALLENGE: Short/Medium/Long-‐term (Problems: Constraints/Obstacles)

DIAGNOSIS: Holis5c Business Model (Causes/Insights: Ext./Int. Resources)

POLICY (SoluSons: Goals/ObjecSves/Strategy)

q C: Collect info (on business model)

q D: Define customer challenge, pain, unacceptable trade-‐off, conflict, or Minimum Viable Problem (MVP)

q M: Measure challenge, pain,

trade-‐off, conflict, or problem

q A: Analyze, qualitaSvely and quanStaSvely, core (80/20) causes or simulate business model drivers especially at level of system, environment, and supersystem; use analogies, if necessary

q G: Generate disrupSve ideas and select best alternaSve

(MAXIMIZE VALUE OR HAPPINESS: Minimize Cost, Pain, and/or Waste; Minimize Weaknesses and Threats Maximize Revenue, Delight, Benefit and/or Differen:a:on; Maximize Strengths & Opportuni.)

ACTION PLAN (TO DO) -‐ Core TacScs/Coherent AcSons: Do-‐Measure-‐Learn (DML) Cycle q  E: Eliminate – Waste (Defects) q  R: Reduce – Cost (Pain), e.g., size/cost; complexity; inaccessibility (inconvenience); :me (delay) q  I: Increase – Revenue (Delight), e.g., func:onality/performance; quality; status (brand); customiza:on/interac:on q  C: Create – DifferenSaSon (Awesome Customer Experience)

Before

AOer

“Good Strategy” Canvas: 9 Steps of Problem-‐Based Strategy (CDMAG-‐ERIC)

Strategic

Prob

lem Solving

Execu5

on

Targets (Metrics)


Download - Generate, Present, and Manage Ideas for Scalable Startups: The UNIVERSAL PROBLEM SOLVING CANVAS

Top Related