VALUE INNOVATION STORYDECK FOR LEANER STARTUP INNOVATION A Simpler Way to Generate, Organize, Manage, Implement, and Share Ideas
VALUE INNOVATION STORYDECK
Value Innova:on Storyboard
Value Innova:on Storypanel Value Innova:on Storycard
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Value Innova:on Storydeck
Refers to
A Suite of Value Innova:on Storyboards for
Visually Organizing and Sharing Ideas
Especially in Leaner Startup Projects
“Value Innova:on Storyboard”
Refers to
a Specific Tool for Visual Ideas Management:
3 Connected Storypanels
for Hierarchically Organizing and Sharing Ideas
Especially in Leaner Startup Projects Note Each Storypanel has 3 Storycards so that a Value Innova@on Storyboard has 3 Storypanel and a Total of 9 Storycards
OBJECT:
Bird’s Eye View of Value Innova:on Storyboard (Blank) Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT:
Worm’s Eye View of Value Innova:on Storyboard (Blank) Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
TOPIC 1 TOPIC 2 TOPIC 3
Topic 2.1 Topic 2.2 Topic 2.3
Topic 1.1 Topic 1.2 Topic 1.3
Topic 3.1 Topic 3.2 Topic 3.3
OBJECT:
Worm’s Eye View of Value Innova:on Storyboard (Topics) Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Generic Leaner Startup Standardiza:on
Simply Organize and Share Ideas Especially in
Leaner Startup Projects
GENERIC LEANER STARTUP STANDARDIZATION: 21 Generic Value InnovaNon Storyboards
q Timeline Storyboard q System Hierarchy Storyboard q Spa:al Hierarchy Storyboard q Space-‐Time Storyboard q Story Structure Storyboard q Joke Structure Storyboard q Why-‐What-‐How Storyboard q Mission-‐Vision-‐Values Storyboard q Enterprise Value Storyboard q Product Value Storyboard q Change Management Storyboard q Blue Ocean Strategy Storyboard q Problem-‐Causes-‐Solu:ons Storyboard q Problem-‐Solu:on-‐Benefit Storyboard q Job-‐To-‐Get-‐Done Storyboard q Industry Segmenta:on Storyboard q Market Segmenta:on Storyboard q “CD-‐MAGICS” Process Storyboard q Six Sigma Storyboard q Con:nuous Disrup:on Storyboard q Red Ocean Disrup:on (ROD) Storyboard
OBJECT (Time):
Timeline Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Past Present Future
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (System):
System Hierarchy Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Subsystem System Environment
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Space):
Spa:al Hierarchy Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Level 1 Level 2 Level 3
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Space-‐Time):
Space-‐Time Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Beginning Middle End
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Story):
Story Structure Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Act 1 Act 2 Act 3
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
INTRODUCTION SET UP PUNCHLINE
OBJECT (Joke):
Joke Structure Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (3 QuesNons):
Why-‐What-‐How Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
How? What? Why?
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (MVV):
Mission-‐Vision-‐Values Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Values Vision Mission
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Value):
Present Value Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
System (OrganizaNon)
+: Posi:ve Effect (Advantage/Strength)
-‐: Nega:ve Effect (Disadvantage/Weakness)
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Value):
Enterprise Value Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Enterprise (OrganizaNon/System)
+: Posi:ve Effect (Delight) (Advantage/Strength)
-‐: Nega:ve Effect (Pain) (Disadvantage/Weakness)
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Value):
Product Value Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Product (Object/System)
+: Desirable Effect (Delight) (Advantage/Strength)
-‐: Undesirable Effect (Pain) (Disadvantage/Weakness)
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Change):
Change Management Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
What to Change? How to Change? To What to Change?
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
OBJECT (Strategy):
Blue Ocean Strategy (BOS) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Red Ocean (“Suck”)
Blue Ocean Strategy (Value InnovaNon TacNcs/AcNons)
Blue Ocean (“Insanely Great”)
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PROBLEM (Hypotheses)
CAUSES (Hypotheses)
SOLUTIONS (Hypotheses)
OBJECT (Customer Archetype/Decision-‐Criteria Hypotheses):
Problem-‐Causes-‐Solu:ons Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PROBLEM SOLUTION BENEFIT
OBJECT (Value ProposiNon):
Problem-‐Solu:on-‐Benefit Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
CORE JOB-‐TO-‐GET-‐DONE
PERIPHERAL
JOB-‐TO-‐GET-‐DONE
REMOTE
JOB-‐TO-‐GET-‐DONE
OBJECT (Job-‐To-‐Get-‐Done):
Job-‐To-‐Get-‐Done Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
ARENA (LINE OF BUSINESS)
SECTOR
INDUSTRY
OBJECT (Industry SegmentaNon):
Industry Segmenta:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
TARGETED MARKET (Niche/Unique Reach)
“SERVABLE” MARKET (Own Channel Reach)
TOTAL MARKET (Industry Reach)
OBJECT (Market SegmentaNon):
Market Segmenta:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
C: Collect
D: Define
M: Measure
OBJECT (Process):
“CD-‐MAGICS” Process-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Sheet 1 of 3
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
A: Analyze
G: Generate
I: Implement
OBJECT (Process):
“CD-‐MAGICS” Process-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Sheet 2 of 3
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
C: Control
S: Share
OBJECT (Process):
“CD-‐MAGICS” Process-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Sheet 3 of 3
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
D: Define
M: Measure A: Analyze I: Improve
C: Control
M: Measure
A: Analyze
I: Improve
D: Define
C: Control
OBJECT (“DMAIC” Process):
Six Sigma Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
BUSINESS STORY
B: Build SoluNon
M: Measure Problem A: Analyze Problem
I: Improve SoluNon
D: Define Problem
L: Learn What’s Valued
Con:nuous Disrup:on (CD) Storyboard -‐ Annotated Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
CUSTOMER STORY
LEARNING STORY
VISION (“LEAP OF FAITH”) (Customer Segment/“Tribe”):
PRESENT PERFORMANCE (“RED OCEAN”)
STRATEGY, BUSINESS MODEL, AND
EXECUTION CYCLE
FUTURE PERFORMANCE (“BLUE OCEAN”)
Red Ocean Disrup:on (ROD) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
VISION (“LEAP OF FAITH”) (Customer Segment/“Tribe”):
STRATEGY, BUSINESS MODEL, AND
EXECUTION CYCLE STRATEGY
BUSINESS MODEL/RESOURCES
EXECUTION CYCLE
PRODUCT/SERVICE/TOOL PAIN (-‐)
DELIGHT (+)
PRODUCT/SERVICE/TOOL
PAIN (-‐)
DELIGHT (+)
Red Ocean Disrup:on (ROD) Storyboard -‐ Annotated Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRESENT PERFORMANCE (“RED OCEAN”)
FUTURE PERFORMANCE (“BLUE OCEAN”)
VISION (“LEAP OF FAITH”) (Customer Segment/“Tribe”):
Classic Leaner Startup Standardiza:on
Simply Organize and Share Ideas Especially in
Leaner Startup Projects
CLASSIC LEANER STARTUP STANDARDIZATION: 11 Classic Value InnovaNon Storyboards
q Lean Startup Principles-‐Storyboard q Analog-‐An:log Storyboard q Leaner Startup Outcomes-‐Storyboard q Vision-‐Strategy-‐Product Storyboard q Build-‐Measure-‐Learn Storyboard q Validated Learning Storyboard q Cohort Analysis-‐Storyboard q Kanban Storyboard q Lean Startup Way-‐Storyboard q 9 Whys-‐Storyboard q 9 Hows-‐Storyboard
1. “Entrepreneurs are everywhere”
2. “Entrepreneurship is management”
3. “Validated learning”
OBJECT (Principles):
Lean Startup Principles-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Sheet 1 of 2
L E A N S T A R T U P M E T H O D (Based on Eric Ries’s Book, “The Lean Startup”)
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
4. “Build-‐Measure-‐ Learn”
5. “Innova:on accoun:ng”
OBJECT (Principles):
Lean Startup Principles-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Sheet 2 of 2
L E A N S T A R T U P M E T H O D (Based on Eric Ries’s Book, “The Lean Startup”)
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“There is nothing intrinsically wrong with basing strategy on comparisons to other companies and industries.
In fact, that approach can help you discover assump:ons that are really leaps of faith.”
Eric Ries in his book, “The Lean Startup”
ANTILOG LEAP OF FAITH ANALOG
An:log-‐Analog Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
ANTILOG ANALOG LEAP OF FAITH
(VISION: Value Curve)
delivers
requires
drives
Product/Service/Business
+: Delight
-‐: Pain
Product/Service/Business +: Delight -‐: Pain
Product/Service/Bus. (Minimum Viable Prototype)
+: Delight
-‐: Pain
Job-‐To-‐ Get-‐Done
An:log-‐Analog Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
requires
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“A startup can evaluate whether it is gecng closer to product/market fit as it tunes its engine [of growth] by evaluaNng each trip through the Build-‐Measure-‐Learn feedback loop using
innova:on accoun:ng. What really maders is
not the raw numbers or vanity metrics but the direc:on and degree of progress.”
Eric Ries in his book, “The Lean Startup”
Problem-‐Solu:on Fit
Radically Successful and Sustainable Business
Product-‐ Market Fit
Leaner Startup Outcomes-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
PROBLEM/SOLUTION FIT
PRODUCT/MARKET FIT
RADICALLY SUCCESSFUL AND SUSTAINABLE
BUSINESS
delivers
requires
drives
Job-‐To-‐ Get-‐Done
requires
Leaner Startup Outcomes-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“Startups also have a true north, a desNnaNon in mind: crea@ng a thriving and world-‐changing business.
I call that a startup’s vision. To achieve that vision,
startups employ a strategy, which includes a business model, a product map, a point of view about partners and compe:tors, and ideas about who the customer will be.”
The product is the end result of this strategy.”
Eric Ries in his book, “The Lean Startup”
PRODUCT VISION STRATEGY
Vision-‐Strategy-‐Product (Planning) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
PRODUCT
STRATEGY
VISION
PRODUCT STRATEGY VISION
(Leap of Faith/Criteria)
delivers
requires
drives
Job-‐To-‐ Get-‐Done
Vision-‐Strategy-‐Product (Planning) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
requires
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT STRATEGY VISION
(Leap of Faith/Criteria)
delivers
requires
drives
Business Model Product Map Partners/Compe:tors/ Customer Segment
Job-‐To-‐ Get-‐Done
Vision-‐Strategy-‐Product (Planning) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
requires
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“Although we write the feedback loop as Build-‐Measure-‐Learn
because the [execu:on] acNviNes happen in that order, our planning really works in the reverse order:
we figure out what we need to learn, use innova@on accoun@ng to figure out what we need to measure to know if
we are gaining validated learning, and then figure out what product we need to build to
run that experiment and get that measurement.”
Eric Ries in his book, “The Lean Startup”
Build-‐Measure-‐Learn (Execu:on) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
BUILD LEARN MEASURE
BUILD
Product (Prototype)
MEASURE
Data
LEARN
Ideas
delivers
requires
drives
Job-‐To-‐ Get-‐Done
Build-‐Measure-‐Learn (Execu:on) Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
requires
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
WHAT WE LEARNED
WHAT WE THOUGHT
WHAT WE DID
Validated Learning Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
“Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business.
This learning can be validated scienNfically by running experiments that allow entrepreneurs to test each element of their vision.”
Eric Ries in his book, “The Lean Startup”
WHAT WE LEARNED (Insights; Lessons)
WHAT WE DID (Test; Facts)
WHAT WE THOUGHT (Hypotheses; Theory)
Validated Learning Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Job-‐To-‐ Get-‐Done
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“This [cohort analysis] is
one of the most important tools of startup analy:cs. Although it sounds complex, it is based on a simple premise.
Instead of looking at cumula@ve totals or gross numbers such as total revenue and total number of customers,
One looks at the performance of each group of customers that come into contact with the product independently.
Each group is called a cohort.”
Eric Ries in his book, “The Lean Startup”
COHORT A CONCLUSION COHORT B
Cohort Analysis-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
COHORT A COHORT B CONCLUSION
(Insights/Lessons)
q Engagement
q AcquisiNon
q AcNvaNon
q RetenNon
q Referral
q Revenue
q Engagement
q AcquisiNon
q AcNvaNon
q RetenNon
q Referral
q Revenue
Job-‐To-‐ Get-‐Done
Cohort Analysis-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“The kanban rule permit[s] only so many stories in each of four states.
As stories flow from one state to the other, the buckets fill up.
Once a bucket becomes full, it cannot accept more stories.
Only when a story has been validated can it be removed from the kanban board. If the valida:on fails and it turns out the story is a bad idea,
the relevant feature is removed from the product.”
Eric Ries in his book, “The Lean Startup”
Kanban Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
DONE TO DO DOING
DONE
(Built/Validated)
DOING
(In Progress)
TO DO
(Backlog)
Validated
Job-‐To-‐ Get-‐Done
Kanban Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“The Lean Startup works only if we are able to build
an organiza:on [a business model] as adaptable and fast as the challenges it faces.”
Eric Ries in his book, “The Lean Startup”
Lean Startup Way-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
PRODUCT INNOVATION
INNOVATION ACCOUNTING
CUSTOMER DEVELOPMENT
PEOPLE
CULTURE
PROCESS
ACCOUNTABILITY
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
People Culture
Process
Accountability
Job-‐To-‐ Get-‐Done
Lean Startup Way-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
“At the root of every seemingly technical problem Is
a human problem. Five [Nine] Whys provides an opportunity to Discover what that human problem might be.”
Eric Ries in his book, “The Lean Startup”
9 Whys-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
WHY? WHY? WHY?
PROBLEM (Failure):
WHY? WHY? WHY?
9 Whys-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
PROBLEM (Failure):
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
HOW? HOW? HOW?
9 Hows-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
SOLUTION (Goal):
HOW? HOW? HOW?
SOLUTION (Goal):
9 Hows-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Integrated Leaner Startup Standardiza:on
Simply Organize and Share Ideas Especially in
Leaner Startup Projects
Business Model Learning (BML) Cycle Quickly Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Customer Development
Model
Innova:on Accoun:ng Model
Product Innova:on Model
Build (Value Crea@on)
Learn (Value Sharing)
Measure (Value Delivery)
Business Model
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
The Integrated Value Innova:on Storyboard Is
a Category of Value Innova:on Storyboards For Simply IllustraNng & ValidaNng the Logic of Leaner Startup (Lifecycle Value) Innova:on
as well as Strategic Planning and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Job-‐To-‐ Get-‐Done
Value Crea1on Value Delivery Value Sharing (Profit)
INTEGRATED Value Innova:on Storyboard The One Storyboard for Simply Transla@ng Eric Ries’s Lean Startup Ideas, Principles, and Method into Reality
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Delivery: MEASURE
Value Sharing (Profit): LEARN
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Delivery: MEASURE
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on q Output – tool, product, service,
or informa@on – that is offered to or exchanged with a customer usually for compensa@on (fee)
Channels & Rela:onships q Place and/or way of delivering
output to customers as well as for customers to request/acquire the output (product/service)
Customer/Job-‐To-‐Get-‐Done q Someone who experiences great
pain in using exis@ng tools to get a job done and for whom a new tool solves a cri@cal problem
require(s)
require(s)
Inputs/Partners q Key informa@on, materials, labor,
capital, and partners that are required to create a given output (product/service) for customers
Internal Resources q Physical, intellectual, emo@onal,
and spiritual assets for trans-‐forming inputs into a valuable or desirable output for customers
Processes/Ac:vi:es q How the organiza@on transforms
inputs into a desirable output (tool/product/service) as well as creates compe@@ve advantage
require(s) affect(s)
require(s) deliver(s)
Cost (Pain) q Generated nega@ve
impact, effect, or result that is usually measured in monetary unit
Revenue (Delight) q Generated posi@ve
impact, effect, or result that is usually measured in monetary unit
PROFIT (VALUE) q Net posi@ve impact, effect
or result that is usually measured in monetary unit or efficiency terms
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
LEANER STARTUP MODEL: Defini:on of Terms on 9 Storycards of Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
delivers
requires
drives
requires
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
INTEGRATED Value Innova:on Storyboard FOR A “RADICALLY SUCCESSFUL BUSINESS (RSB)” Dropbox, Inc. Before Problem-‐Solu1on Fit & Product-‐Market Fit
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on q Cloud File-‐Sharing and Storage
Service q Simply backup and share files
across computers and access files from anywhere
Channels & Rela:onships q Dropbox.com q Mobile Device with Dropbox App q Word-‐of-‐mouth (Referral) q Automated Service q Community (Facebook; etc.)
Customer/Job-‐To-‐Get-‐Done q “Low Storage” Customer q “High Storage” Customer q Job-‐To-‐Get-‐Done: Transport/
Synchronize files across mul@ple computers or devices
require(s)
require(s)
Inputs/Partners q Amazon Simple Storage Service q Mobile Service Providers q Social Network (Facebook)
Internal Resources q Staff q IT Infrastructure q FaciliNes
Processes/Ac:vi:es q Human Resource Management q Product Development q MarkeNng & Sales
require(s) affect(s)
require(s) deliver(s)
Cost (Pain) Cost Items q Staff q IT Infrastructure q FaciliNes
Revenue (Delight) Revenue Items q Free (“Low Storagers”) q Paid (“High Storagers”): US$240 Million (2011)
PROFIT (VALUE) q Profit q Freemium Business
Model q Blue Ocean Vision
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
INTEGRATED Value Innova:on Storyboard FOR A “RADICALLY SUCCESSFUL BUSINESS (RSB)” Dropbox, Inc. AKer Product-‐Market Fit
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
① Formulate Your Business Vision or Customer Story Especially Regarding a “Radically Successful Business (RSB)”, Profit (Margin), Big Urgent Market Problem (BUMP), and/or Trade-‐off In Your Arena
② Select and Field-‐test a Generic Business Strategy for Achieving the Vision While Using the Mantra of “Get Out Of the Building” and/or Landing (Minimal) Webpage
③ Talk to and Gain Insights From Customer Archetypes Especially Regarding Jobs-‐To-‐Get-‐Done, Tools, and Trade-‐offs
④ Decide What Business/Industry/Sector You Are In and Select Best Available Product (Analog/An:log) as “Red Ocean” Minimum Viable Product (MVP)
⑤ Explore ExisNng Problem-‐Solu:on Fit for Unserved/Underserved Customer Archetypes or “DissaNsfiers”
⑥ Make a Pivot or Structural Change to Your Lean Startup Model for “Red Ocean” Minimum Viable Product (MVP), if There Exists a Strong Problem-‐SoluNon Fit with ExisNng (“Red Ocean”) Tools or Analogs
⑦ Formulate and Field-‐test a DifferenNated Value Proposi:on (Benefits/SpecificaNons/Features of Prototypes) for Targeted Customer Archetypes Especially By Prototyping a Pivoted or “Blue Ocean” Minimum Viable Product (MVP)
⑧ Formulate and Field-‐test Growth (Channel) Hypothesis, Engines of Growth, and Value Hypothesis (Product-‐Market Fit) for Pivoted or “Blue Ocean” MVP
⑨ Manage Ac:onable Metrics or Key Performance Indicators to Validate the Logic of Norma@ve Lean Startup Model -‐ Innova@on Accoun@ng, Customer Development, and Product Innova@on Models -‐ for Radically Successful Business (RSB)
⑩ Summarize Validated Learning (Insights; Lessons Learned) & Decide Whether to Persevere or Pivot (Strategy/Vision)
10 STEPS FOR USING THE INTEGRATED VALUE INNOVATION STORYBOARD Value Innova@on Storyboard or Lifecycle Value Innova@on to Create Radically Successful Businesses
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
Value Delivery: MEASURE
10 STEPS FOR USING THE INTEGRATED VALUE INNOVAITON STORYBOARD Value Innova@on Storyboard for Lifecycle Value Innova@on to Create Radically Successful Businesses
10
8.1
8.4
8.2
9.2
9.1
7
5
6
3
1 2 4
8.3
PRODUCT (Analog; An@log)
0
Appendix
INTEGRATED LEANER STARTUP STANDARDIZATION: 4 Integrated Value InnovaNon Storyboards
q Integrated Leaner Startup Model-‐Storyboard
q Unknown Business Model-‐Storyboard
q 10 Pivot-‐Storyboard
q Leaner Startup Examples-‐Storyboard
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
INTEGRATED Value Innova:on Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
delivers
requires
drives
requires
Unknown Business Model Storyboard 9 Types of Unknowns, Indeterminacies, or Risks for VALIDATED LEARNING in an Embryonic Leaner Startup
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
delivers
requires
drives
requires
Leaner Startup Concepts-‐Storyboard One-‐Page Checklist of ASSUMPTIONS for Lifecycle Value Innova@on That Creates Radically Successful Businesses
(Based on Eric Ries’s Book, “The Lean Startup”)
Product/Value Proposi:on
Channels & Rela:onships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/Ac:vi:es
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
VISION (Problems/Plan/Ideas)
q Engagement q AcquisiNon; AcNvaNon q RetenNon; Referral; Revenue
STRATEGY (Emergent; Pivot)
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
delivers
requires
drives
requires
10 Pivot-‐Storyboard 10 Pivots: Based on Eric Ries’s Catalog of Pivots in his book, “The Lean Startup”
Product/Value Proposi:on q Zoom-‐in Pivot q Zoom-‐out Pivot q Plarorm (Total SoluNon) Pivot
Channels & Rela:onships q Channel Pivot q Engine of Growth Pivot
Customer/Job-‐To-‐Get-‐Done q Customer Segment Pivot q Customer Need Pivot
require(s)
require(s)
Inputs/Partners
Internal Resources q Business Architecture Pivot q Technology Pivot
Processes/Ac:vi:es
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight) q Value Capture Pivot
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluN
on Fit; Produ
ct-‐M
arket F
it)
Job-‐To-‐ Get-‐Done
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
delivers
requires
drives
requires
Product/Value Proposi:on q Minimum Viable Product (MVP):
SnapTax; Zappos; Dropbox; Aardvark; USA Government (CFPB); Kodak Gallery; Village Laundry Service; Craigslist
Channels & Rela:onships q Viral Engine of Growth (EOG):
Tupperware; Hotmail; Facebook q S:cky EOG: Tel. Service Provider q Paid EOG: IMVU
Customer/Job-‐To-‐Get-‐Done q Customer Archetype: UX Design q Cohorts (Split-‐Test): IMVU q Talking to Customers: IMVU q Genchi Gembutsu/“Get Out of
Building”: Toyota (Sienna); Intuit
Inputs/Partners q Analog: Walkman (iPod) q An:log: Napster (iPod)
Internal Resources q Kanban Board: Grockit
Processes/Ac:vi:es q Build-‐Measure-‐Learn: IMVU q Pivot: Groupon; Path; Wealth-‐
front (KaChing); VoNzen; IMVU q Small Batch: Zappos; School of 1 q 5 Whys: IGN Ent.; IMVU
Cost (Pain) q Waste: q Customer Life:me Value: q Switching Cost
( “S:ckiness”):
Revenue (Delight) q Ac:onable Metrics:
IMVU; Grockit
PROFIT (VALUE) q Innova:on Accoun:ng:
IMVU; VoNzen q Validated Learning: IMVU q Learning Milestones:
IMVU
Job-‐To-‐ Get-‐Done
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
VISION (Problems/Plan/Ideas) STRATEGY (Emergent; Pivot)
Leaner Startup Examples-‐Storyboard Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Value Delivery: MEASURE
PRODUCT (Analog; An@log) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Bonus
INTEGRATED LEANER STARTUP STANDARDIZATION: 7 Global Value InnovaNon Storyboards
q Leaner Startup Plan
q Trade-‐off Map
q Leaner Startup Model & Environment
q Leaner Startup Model & Global Environment
q Leaner Startup Model & Industry Environment
q Leaner Startup Model & Innova:on Tac:cs
q Leaner Startup Model & SWOT Analysis
Past Reality
Present Reality
Future Reality
Strategy
Short/Medium/Long-‐term
WHAT to pivot? TO WHAT to pivot?
WHY pivot?
LEANER STARTUP PLAN
4 Pivot Ques@ons & Unique Kanban Board
HOW to pivot?
Date: ………………………………..
Vision
Product
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
Disrup1on Spot
Luxury Spot
Strategic Choice
Sweet Spot Profit Model/ Strategy/
Value Proposi@on
Blue Ocean Profit Model/ Strategy/
Value Proposi@on
Luxury Spot (“Differen@a@on”) Profit Model/ Strategy/
Value Proposi@on
Disrup:on Spot/Lean (“Low Cost”) Profit Model/ Strategy/
Value Proposi@on
TRADE-‐OFF MAP
4 Generic Profit Models, Winning Strategies, and Value Proposi@ons
(-‐): PAIN: Cost
(+): DELIGHT: Revenue
Key Profitable Model Unprofitable Model
Market Segment (Job-‐To-‐Get-‐Done/Goal; Product/Tool): ………………..…..……..…….………… ……………………………………………………………………….…………….………….……………….
“Insane” Happiness (Value) Ideal Final Result (IFR) Infinite Shared Happiness “Invisible Hand”
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
ENVIRONMENT
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
INTEGRATED LEANER STARTUP MODEL: Showing the Environment Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
#4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
INTEGRATED LEANER STARTUP MODEL: Showing Forces of the Global Environment Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/+)
Macro-‐Economic Influencers (MEI): Global Economy #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
INTEGRATED LEANER STARTUP MODEL: Showing Porter’s Forces of the Industry Environment Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of Subs:tute Products or Services #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
INTEGRATED LEANER STARTUP MODEL: Showing “E.R.I.C.” Value InnovaNon TacNcs Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
E: Elim
inate
I: In
crease
C: Create
R: Reduce #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing
PRODUCT INNOVATION
MODEL
CUSTOMER DEVELOPMENT
MODEL
INNOVATION ACCOUNTING
MODEL
Value Crea1on: BUILD
Value Sharing (Profit): LEARN
Value Delivery: MEASURE
INTEGRATED LEANER STARTUP MODEL: Showing Elements of SWOT Analysis Simply Share Ideas for Strategic Planning, Leaner Startup Innova@on, and Project Management
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐) #4ROD. Dr. Rod King. [email protected] & hLp://businessmodels.ning.com & hLp://twiLer.com/RodKuhnKing