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

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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

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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



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Business Model





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Example

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




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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


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Rapidly obtain relevant informa5on from search/enquiry


DRAMATIC STORY CANVAS for Formula5ng and Execu5ng “Good Strategy”




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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)

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

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Targets (Metrics)


generate, present, and manage ideas for scalable startups: the universal problem solving canvas

Leadership & Management