lean storyboarding: successfully facilitate lean improvement, innovation, and startup projects
Post on 14-Jul-2015
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The Classic Lean Startup Method Is
The Tip of the Iceberg of Lean Storyboarding
Lean Strategy Organiza-‐
=on (LSO)
Classic Lean Startup Method (Paradigm, Ideas, and Principles)
Lean Storyboarding Ques=on (LSQ) How to rapidly discover and solve a Big Urgent Market Problem (BUMP)?
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
In Lean Storyboarding, Toyota’s Improvement Tools
Meet Silicon Valley’s Innova=on Tools
Lean Storyboarding (LS) Is Also an All-‐In-‐One Tool That, Using One Page, Seamlessly Integrates the Following Approaches:
q Lean Startup Method q Crea=ve Problem Solving (Brainstorming; TRIZ) q Design Thinking q Customer Development/Growth Hacking q Agile Product Development & Innova=on q Compe==ve & Blue Ocean Strategy/Planning q Business Model Visualiza=on & Innova=on q A3 Problem Solving; Six Sigma Methodology q Theory of Constraints q Innovator’s Method; Performance Management
The 2 Main Tools of Lean Storyboarding (LS):
Universal Graphic Organizers q 1-‐Page Lean Strategy q Innovator’s Iceberg
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
JOB-‐TO-‐GET-‐DONE
SOLUTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/
QUESTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/
QUESTION
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/
QUESTION
q Physical q Intellectual q EmoTonal q Spiritual
SOLUTION
q Red Ocean q “Stuck In the Middle” q DisrupTon Spot (Low End) q Sweet Spot q Luxury Spot (High End) q Blue Ocean (Value Inno’)
q Trade-‐off; Constraint; Tool q Challenge; Symptom; Pain q Diagnosis (Analysis) q Causes/Root-‐cause
q Product/Service/Tool q TacTcs; Set of Coherent Ac@ons q Business Model (Engine) q Strategy; Value ProposiTon q Goal; ObjecTves; Guiding Policy q Vision/Mission/Purpose/Values
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
q “hires”
q is constrained by
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
JOB-‐TO-‐GET-‐DONE q Physical q Intellectual q EmoTonal q Spiritual
SOLUTION
q “hires”
q is constrained
by
THEME/ INTEREST/ TREND/
QUESTION
q Red Ocean q “Stuck In the Middle” q DisrupTon Spot (Low End) q Sweet Spot q Luxury Spot (High End) q Blue Ocean (Value Inno’)
q Product/Service/Tool q TacTcs; Set of Coherent Ac@ons q Business Model (Engine) q Strategy; Value ProposiTon q Goal; ObjecTves; Guiding Policy q Vision/Mission/Purpose/Values
q Trade-‐off; Constraint; Tool q Challenge; Symptom; Pain q Diagnosis (Analysis) q Causes/Root-‐cause
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
THEME/ INTEREST/ TREND/
QUESTION
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
q “hires”
q is constrained by What is the job-‐to-‐get-‐done, main task, or outcome of customer?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
q “hires”
q is constrained by q Physical q Intellectual q EmoTonal q Spiritual
q Red Ocean q “Stuck In the Middle” q DisrupTon Spot (Low End) q Sweet Spot q Luxury Spot (High End) q Blue Ocean (Value Inno’)
q Product/Service/Tool q TacTcs; Set of Coherent Ac@ons q Business Model (Engine) q Strategy; Value ProposiTon q Goal; ObjecTves; Guiding Policy q Vision/Mission/Purpose/Values
q Trade-‐off; Constraint; Tool q Challenge; Symptom; Pain q Diagnosis (Analysis) q Causes/Root-‐cause
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve) Register at www.visionaryd.com to learn more about Lean Storyboarding.
Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve) Register at www.visionaryd.com to learn more about Lean Storyboarding.
Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve)
R: Reduce
E: Eliminate C: Create
I: Increase
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
PROBLEM MUSIC
Luxury Spot (High End) Customers
Thin; High Storage Capacity; “Cool” Design
Bulky; Limited Storage Capacity; “Ugly” Design; …
Classic iPod
“A Thousand Songs in Your
Pocket”
Sony Walkman
Listen to music
(DissaTsfiers of TradiTonal
Music Players)
1-‐Page Lean Strategy For Apple’s Classic iPod
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
JOB-‐TO-‐ GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve) Register at www.visionaryd.com to learn more about Lean Storyboarding.
Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
PROBLEM
Luxury Spot (High End) Customers
Unappealing Performance
Venue R: Reduce
q Fun & Humor q Thrill & Danger
E: Eliminate q Star Performers q Animal Shows q 3-‐Ring Arena
Ringling Bros. & …
Experience live enter-‐tainment
1-‐Page Lean Strategy For Cirque du Soleil Create a Blue Ocean: Market Space Where CompeTtors are Irrelevant
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
JOB-‐TO-‐ GET-‐DONE
CUSTOMER
Animal Abuse/
Discomfort
VALUE INNOVATION: Circus (Live
Entertainment)
C: Create q Storyline/Music/Dance/… q Refined Environment q Mul@ple Produc@ons
I: Increase q Uniqueness
of Venue
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve)
(DissaTsfiers of TradiTonal
Music Players)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐PAGE LEAN STRATEGY (Topic/Element: Storycard)
LEAN STRATEGY QUESTION q Lean Improvement q Lean InnovaTon
Project ID: ……………………………………………… Date: ………………………… Phase/Round/Experiment: …………………………..………………………..……… Lessons Learned; Insights: ……………………………………………….……………. Decision (Persevere/Pivot; Abandon): ……………………………………………
JOB-‐TO-‐GET DONE (JTGD)
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
CUSTOMER
Who is a typical customer?
PROBLEM
What are problems or pains experienced by the customer as (s)he does the job?
SOLUTION What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐PAGE LEAN STRATEGY (Topic/Element: Storycard)
LEAN STRATEGY QUESTION ü Lean Improvement ü Lean InnovaTon
Project ID: Portable Digital Music Player Date: 2001 Phase/Round/Experiment: …………………………..………………………..……… Lessons Learned; Insights: ……………………………………………….……………. Decision (Persevere/Pivot; Abandon): Persevere
JOB-‐TO-‐GET DONE (JTGD)
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
CUSTOMER
Who is a typical customer?
PROBLEM
What are problems or pains experienced by the customer as (s)he does the job?
SOLUTION What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
1-‐Page Lean Strategy For Apple’s Classic iPod
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Luxury Spot (High End) Customers
Thin; High Storage Capacity; “Cool” Design
Bulky; Limited Storage Capacity; “Ugly” Design; …
Classic iPod “A Thousand Songs in
Your Pocket”
Sony Walkman
Listen to music
Exam
ple
(DissaTsfiers of TradiTonal Music
Players)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐PAGE LEAN STRATEGY (Topic/Element: Storycard)
LEAN STRATEGY QUESTION q Lean Improvement ü Lean InnovaTon
Project ID: Rental Clothing Business: High End Date: 2008 Phase/Round/Experiment: …………………………..………………………..……… Lessons Learned; Insights: ……………………………………………….……………. Decision (Persevere/Pivot; Abandon): Persevere
JOB-‐TO-‐GET DONE (JTGD)
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
CUSTOMER
Who is a typical customer?
PROBLEM
What are problems or pains experienced by the customer as (s)he does the job?
SOLUTION What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Middle/Upper-‐class Lady
Provide designer clothes to rent (inexpensively)
“Rent the Runway”
Aaend upscale event
1-‐Page Lean Strategy for Rent the Runway
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
(DissaTsfiers of TradiTonal Designer
Stores)
Struggling about what to wear for upscale event: dress is expensive/ seen or worn once
“Rent the Runway” Strategy/
Business Model
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐PAGE LEAN STRATEGY (Topic/Element: Storycard)
LEAN STRATEGY QUESTION q Lean Improvement q Lean InnovaTon
Project ID: ……………………………………………… Date: ………………………… Phase/Round/Experiment: …………………………..………………………..……… Lessons Learned; Insights: ……………………………………………….……………. Decision (Persevere/Pivot; Abandon): ……………………………………………
JOB-‐TO-‐GET DONE (JTGD)
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
CUSTOMER
Who is a typical customer?
PROBLEM
What are problems or pains experienced by the customer as (s)he does the job?
SOLUTION What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
VALUE CREATION
VALUE CAPTURE
VALUE DELIVERY
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
VALUE CREATION
VALUE CAPTURE
VALUE DELIVERY
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for Uber
Business Model Engine PerspecTve: 2-‐Sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Rentable Vehicles (Vehicle Providers)
High-‐end Passenger (Paying Users/Customers)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for Airbnb
Business Model Engine PerspecTve: 2-‐Sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Rentable Rooms (AccommodaTon Providers)
Tourist/Traveller (Paying Users/Customers)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for Google Search
Business Model Engine PerspecTve: Mul@-‐sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Adver=sement (AdverTsers/Customers)
Website Content (Content Providers)
Mul=-‐media Searchers (Free Users)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for YouTube
Business Model Engine PerspecTve: Mul@-‐sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Adver=sement (AdverTsers/Customers)
Published Videos (Content Providers)
Video Discoverers (Free Users)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for Twider
Business Model Engine PerspecTve: Mul@-‐sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Adver=sement (AdverTsers/Customers)
Micro-‐content/“Tweet” (Content Providers)
Micro-‐content Discoverers (Free Users)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for Facebook
Business Model Engine PerspecTve: Mul@-‐sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Adver=sement (AdverTsers/Customers)
Photos/Videos/News (Content Providers)
Socializers/Discoverers (Free Users)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg for VisionaryD.com
Business Model Engine PerspecTve: Mul@-‐sided Placorm Stack
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Business Model Collabora=on/Porgolio Management (Customers: Teams; Accelerators; VCs)
Business Models/Plans (Content Providers/Sellers: Lean Startups; Bus. Students)
Business Model Discoverers (Free Users: Investors/VCs; Bus. Students)
Exam
ple
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for VisionaryD
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
q No. of sign ups q DNA Search/Follow q Contact input q Bus. DNA Profile
Test/MVP: OTHER Loop; LS Snowman; VisionaryD (Proto-‐types of Business DNA Search Engine)
Provide collabora-‐Tve tool for tesTng assumpTons/ideas, products, and business models
q What works? (Delight)
q What doesn’t work? (Pain)
Struggling with high failure risk of Idea/Product/Startup : innova@ve app or product with liale or no customers
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Product Innovators (DissaTsfiers of Linear Strategy/ Business Plan; Lean Startups)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Improve/create product
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Living System
FRONT END
BACK END
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
OUTPUT
PROCESSING
INPUT
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
HOW?
WHAT?
WHY?
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Physical
Intellectual
Emo=onal
Spiritual
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Feedback; Fitness (Demand vs. Supply)?
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Supply Infrastructure
Demand Infrastructure
Living System
Feedback; Fitness (Demand vs. Supply)?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Respond
Sense
Living System
Feedback; Fitness (Demand vs. Supply)?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Respond (Decide; Act)
Sense (Observe; Orient)
Living System
Feedback; Fitness (Demand vs. Supply)?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Respond (Learn; Build)
Sense (Measure)
Living System
Feedback; Fitness (Demand vs. Supply)?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
q Lean Startup Method
q Customer Dev.
q Design Thinking
q Innovator’s Method
q Brainstorming
q Agile Dev.
q OTHER Loop
q Business Modeling
q 1-‐Page Lean Strategy
q TRIZ
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Living System
Feedback; Fitness (Demand vs. Supply)?
Respond (Learn; Build)
Sense (Measure)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
q Lean Startup Method
q Customer Dev.
q Design Thinking
q Innovator’s Method
q Brainstorming
q Agile Dev.
q OTHER Loop
q Business Modeling
q 1-‐Page Lean Strategy
q TRIZ
Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
Feedback; Fitness (Demand vs. Supply)?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
OBSERVEABLE OUTCOME/EVENT
Feedback; Fitness (Demand vs. Supply)?
Innovator’s Iceberg
HolisTc Change Management PerspecTve
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
OBSERVEABLE OUTCOME/EVENT
Feedback; Fitness (Demand vs. Supply)?
Innovator’s Iceberg
HolisTc Change Management PerspecTve
Respond (Learn; Build)
Sense (Measure)
Living System
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Five Forces (Enterprise/Industry/Ecosystem/HolisTc) AIracTveness PerspecTve
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Five Forces (Enterprise/Industry/Ecosystem/HolisTc) AIracTveness PerspecTve
Adrac=veness Analysis q Bargaining
Power q Threat
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Five Forces (Enterprise/Industry/Ecosystem/HolisTc) AIracTveness PerspecTve
SWOT Analysis S: Strengths W: Weaknesses O: Opportuni=es T: Threats
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Human-‐centered & Universal Problem Solving (HUPS) PerspecTve
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Human-‐centered & Universal Problem Solving (HUPS) PerspecTve
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Human-‐centered & Universal Problem Solving (HUPS) PerspecTve
Feedback; Fitness (Demand vs. Supply)?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve: Observers
Feedback; Fitness (Demand vs. Supply)?
Snorkeler
Scuba Diver
Ordinary Swimmer
Business Model Engine
Deep Diver
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve: Placorm Stack
Feedback; Fitness (Demand vs. Supply)?
Technology Infrastructure
Data (Value Capture) Infrastructure
Marketplace
(Community/Network) Infrastructure
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve: Team
Feedback; Fitness (Demand vs. Supply)?
Product Developer
Strategist/ Accountant
Marketer
(Customer Developer/ Growth Hacker)
Business Model Engine
Visionary
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
VALUE CREATION
VALUE CAPTURE
VALUE DELIVERY
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
VALUE CREATION
VALUE CAPTURE
VALUE DELIVERY
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
PRODUCT
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
VALUE CREATION
VALUE CAPTURE
VALUE DELIVERY
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Feedback; Fitness (Demand vs. Supply)?
VALUE CREATION
VALUE CAPTURE
VALUE DELIVERY
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Value (Profit Margin)
q Strategy
Enterprise Engine
Value Engine
Customer Growth Engine
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine DISCOVERY/
VALIDATION
Value Engine DISCOVERY/
VALIDATION
Customer Growth Engine DISCOVERY/
VALIDATION
q Strategy
Business Model Engine
DISCOVERY/ VALIDATION
Feedback; Fitness (Demand vs. Supply)?
MARKET DISCOVERY/ VALIDATION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine DISCOVERY/
VALIDATION
Value Engine DISCOVERY/
VALIDATION
Customer Growth Engine DISCOVERY/
VALIDATION
q Strategy
Business Model Engine
DISCOVERY/ VALIDATION
Feedback; Fitness (Demand vs. Supply)?
MARKET DISCOVERY/ VALIDATION
VISION (LEAP OF FAITH /DREAM/INSIGHT) DISCOVERY/VALIDATION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
q Value (Profit Margin)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
(Promoters/Passives/Detractors (Dissa@sfiers))
q Value (Profit Margin)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Business Model Engine PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
Enterprise Engine
Value Engine
Customer Growth Engine
(Promoters/Passives/Detractors (Dissa@sfiers))
q Value (Profit Margin)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
q MISSION q VISION q CORE VALUES q CULTURE/BRAND
Business Model Engine
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Playing-‐To-‐Win (PTW) PerspecTve: Integrated Network of Ques@ons and Choices
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
What CAPABILITIES Are Required?
What MANAGEMENT
SYSTEMS Are Required?
How to WIN?
(Promoters/Passives/Detractors (Dissa@sfiers))
q Value (Profit Margin)
q Strategy
Feedback; Fitness (Demand vs. Supply)? Where to PLAY?
Business Model Engine
What is our WINNING ASPIRATION?
q Unknown q Known PROBLEM
SOLUTION q Unknown q Known
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business Model Iceberg
Balanced Scorecard PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Process Perspec=ve/ Learning Perspec=ve
Financial PerspecCve
Customer Perspec=ve
Business Model Engine
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Innovator’s Iceberg
Balanced Scorecard PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Process Perspec=ve/ Learning Perspec=ve
Financial PerspecCve
Customer Perspec=ve
Business Model Engine
q MISSION q VISION q CORE VALUES q CULTURE/BRAND
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Business Model Iceberg
“Pirate Metrics” PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
u R: Revenue
u A: Acquisi=on u A: Ac=va=on u R: Reten=on u R: Referral
Business Model Engine
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Business Model Iceberg
Value Discipline PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Product Leadership/ Opera=onal Excellence
(CompeCCve Strategy)
Customer In=macy
Business Model Engine
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Business Model Iceberg
Built-‐To-‐Last (BTL) PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Product Leadership/ Opera=onal Excellence
(CompeCCve Strategy)
Customer In=macy
VISION
Business Model Engine
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Business Model Iceberg
Built-‐To-‐Last (BTL) PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
Business Model Engine
Business Model Engine
Product Leadership/ Opera=onal Excellence
(CompeCCve Strategy)
Customer In=macy
Envisioned Future (BHAG; Vivid Descrip@on)
Core Ideology (Core Values; Core Purpose)
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Business Model Iceberg
Built-‐To-‐Last (BTL) PerspecTve
q Product/ Service
q Channels/ Rela=onships
q Customer/ Segment
q Key Partners q Key Ac=vi=es
q Value (Profit Margin)
q Value Proposi=on
q Cost (Structure)
q Key Resources
q Revenue (Streams)
q Strategy
Feedback; Fitness (Demand vs. Supply)?
PESTLIED Trends P: Poli=cal E: Economic S: Social T: Technological L: Legal I: Interna=onal E: Environmental D: Demographic
Product Leadership/ Opera=onal Excellence
(CompeCCve Strategy)
Customer In=macy
Envisioned Future (BHAG; Vivid Descrip@on)
Core Ideology (Core Values; Core Purpose)
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Innovator’s Iceberg
Innova@on Describes a Surprising And Successful (SAS) Outcome.
Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.
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Innovator’s Iceberg
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Innovator’s Iceberg
Iceberg Template
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Innovator’s Iceberg
Iceberg Template
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Innovator’s Iceberg
Iceberg Template
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Innovator’s Iceberg
Linear (Pipe/Chain) Business Model PaIern: 1-‐Sided (Unilateral) Market
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Customer (Payer/Buyer; Consumer)
Business Model Engine
Enterprise (Producer/Supplier of Product or Service)
Innovator’s Iceberg
Linear (Pipe/Chain) Business Model PaIern: 1-‐Sided (Unilateral) Market
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Customer (Payer/Buyer; Consumer)
Enterprise Engine
Value Engine
Customer Growth Engine
Business Model Engine
Enterprise (Producer/Supplier of Product or Service)
Innovator’s Iceberg
Linear (Pipe/Chain) Business Model PaIern: 1-‐Sided (Unilateral) Market
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Customer (Payer/Buyer; Consumer)
Enterprise (Producer/Supplier of Product or Service)
Examples q TradiTonal Factory q TradiTonal Sokware q Classic Record Co. q Classic Blackberry q Classic Lego q Classic Bookseller q Cirque du Soleil q Southwest Airlines q Nespresso; GilleIe
Enterprise Engine
Value Engine
Customer Growth Engine
Innovator’s Iceberg
Tree/V-‐Business Model PaIern: 2-‐Sided (Bilateral) Market
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Customer/Adver=ser (Payer; Buyer)
User (Consumer: Service)
Enterprise Engine
Value Engine
Customer Growth Engine
Enterprise (Producer/Supplier of Product or Service Plamorm; Channel)
Innovator’s Iceberg
Tree/V-‐Business Model PaIern: 2-‐Sided (Bilateral) Market
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Customer/Adver=ser (Payer; Buyer)
Enterprise (Producer/Supplier of Product or Service Plamorm; Channel)
User (Consumer: Free Service)
Examples q TradiTonal Radio q TradiTonal TV q Metro Newspaper q Skype q DaTng Agency q Job Agency q InnocenTve
Enterprise Engine
Value Engine
Customer Growth Engine
Innovator’s Iceberg
Triangular/Network-‐Business Model PaIern: 2-‐Sided (Bilateral) Market
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Customer/Adver=ser; Developer (Payer; Buyer; Developer)
Enterprise (Producer/Supplier of Product or Service Plamorm; Matchmaker; Broker)
Enterprise Engine
Value Engine
Customer Growth Engine
User (Consumer; Content Demander)
Innovator’s Iceberg
Triangular/Network-‐Business Model PaIern: 2-‐Sided (Bilateral) Market
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Customer/Adver=ser/Developer (Payer; Buyer; Developer)
User (Consumer; Content Demander)
Enterprise Engine
Value Engine
Customer Growth Engine
Examples q Real Estate Agency q Insurance Agency q Game Console
Manufacturer q PlayStaTon (Sony) q Xbox (Microsok) q Wii (Nintendo)
Enterprise (Producer/Supplier of Product or Service Plamorm; Matchmaker; Broker)
Innovator’s Iceberg
Tetrahedral Business Model PaIern: Mul@sided (Mul@-‐lateral) Market
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Customer (Payer; Buyer)
Prosumer (Content Supplier; Seller)
User (Consumer)
Enterprise (Producer: Plamorm/Interface Owner; Tool/Infrastructure Supplier)
Enterprise Engine
Value Engine
Custom
er Growth
Engine
Innovator’s Iceberg
Tetrahedral Business Model PaIern: Mul@sided (Mul@-‐lateral) Market
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Customer (Payer; Buyer)
Prosumer (Content Supplier; Seller)
User (Consumer)
Enterprise (Producer: Plamorm/Interface Owner; Tool/Infrastructure Supplier)
Enterprise Engine
Value Engine
Examples q Ebay; Match.com q Google (Search) q YouTube q Facebook q TwiIer q Amazon q Airbnb; Uber q Apple (App Store) q Metro Newspaper
Custom
er Growth
Engine
What Does a Surprising And Successful (SAS) Outcome
or an “Insanely Great Experience” Mean to You and/or Your (Targeted) Customers?
Innovator’s Iceberg (II) Ques=on
“Steve Jobs” QuesTon
q Physically?
q Intellectually?
q EmoTonally?
q Spiritually?
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There are 2 Main Reasons
Why (Lean Startup/Innova=on ) Projects Fail
The (Lean Startup/Innova=on) Project Fails to Deliver a
Surprising And Successful (SAS) Outcome To (Targeted) Customers
Why (Lean Startup/Innova=on) Projects Fail
Reason #1: Lack of Customer-‐Innova@on Fitness
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The (Lean Startup/Innova=on) Project Fails to Ideally Employ
Rapid Itera=ve Problem Solving (R.I.P.S.)
Why (Lean Startup/Innova=on) Projects Fail
Reason #2: Slow Problem-‐Solving (Innova@on) Cycle; Business Model Rigidity
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But, How Can Anyone Do R.I.P.S.:
Rapid Itera=ve Problem Solving ?
Use 1-‐Page Lean Strategy
But, What is
1-‐Page Lean Strategy?
Innovator’s Iceberg
1-‐Page Lean Strategy: Perspec@ve of Olaf, the Lean Startup Snowman 4 Topics for Human-‐centered & Universal Problem Solving (HUPS)
PROBLEM
SOLUTION
METHOD
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Innovator’s Iceberg
1-‐Page Lean Strategy: Perspec@ve of Olaf, the Lean Startup Snowman 4 Topics for Human-‐centered & Universal Problem Solving (HUPS)
PROBLEM (Constraint)
SOLUTION (Ideal
Lean System)
(Process) METHOD
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CUSTOMER ……………………………………..
Manage SOLUTION
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Understand PROBLEM
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
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Learn Build
CUSTOMER ……………………………………..
Manage SOLUTION
Measure
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Understand PROBLEM
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
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Learn Build
CUSTOMER ……………………………………..
Manage SOLUTION
Measure
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Understand PROBLEM
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
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Olaf, the Human-‐centered & Universal Problem Solver (HUPS): A Minimum Viable Product (MVP)
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
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JOB TO GET DONE
CUSTOMER ……………………………………..
SOLUTION
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
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JOB TO GET DONE
CUSTOMER ……………………………………..
R: Reflect E: Experiment
q O: Observe q T: Think
q H: Hypothesize
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
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JOB TO GET DONE
CUSTOMER ……………………………………..
R: Reflect E: Experiment
q O: Observe q T: Think
q H: Hypothesize
SOLUTION (Ideal Lean System) O.T.H.E.R. Loop (5 Habits)
q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
Custom
er Develop
ment
(Steve Blank) PROBLEM
(Constraint)
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JOB TO GET DONE
CUSTOMER ……………………………………..
R: Reflect E: Experiment
q O: Observe q T: Think
q H: Hypothesize
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
Custom
er Develop
ment
(Steve Blank)
Lean
Startup
(Eric Ries)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
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JOB TO GET DONE
CUSTOMER ……………………………………..
R: Reflect E: Experiment
q O: Observe q T: Think
q H: Hypothesize
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
Custom
er Develop
ment
(Steve Blank)
Lean
Startup
(Eric Ries)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
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JOB TO GET DONE
CUSTOMER ……………………………………..
q O: Observe q T: Think
q H: Hypothesize
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
Custom
er Develop
ment
(Steve Blank)
Lean
Startup
(Eric Ries)
Learn Build
Measure
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
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Thinks/Feels
Says/Does
Hears Sees
Job To Get Done (JTGD) ……………………………………..
Happiness Map For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PAIN (-‐): Struggles;
Hassles; Fears; Obstacles
DELIGHT (+): Gain;
Pleasure; Desires
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q CUSTOMER DEVELOPMENT q COMPETITIVE STRATEGY
q BLUE OCEAN STRATEGY
q LEAN STARTUP METHOD
q INNOVATOR’S METHOD
q LEARNING CYCLE/PROBLEM-‐SOLVING CYCLE: Deming; Boyd
q AGILE DEVELOPMENT
q PRODUCT DEVELOPMENT
q DISRUPTIVE INNOVATION THEORY/JOB-‐TO-‐BE-‐DONE
q BUSINESS MODEL MANAGEMENT
q PROJECT/PERF. MANAGEMENT
q OPEN/HOLISTIC INNOVATION
RAPID ITERATIVE PROBLEM SOLVING
(RIPS) TOOLS
q SIX SIGMA METHODOLOGY
q LEAN THINKING
q THEORY OF CONSTRAINTS
q CREATIVE PROBLEM SOLVING q TRIZ (Theory of Inven=ve Problem
Solving)
q VOICE OF THE CUSTOMER/QFD
RAPID ITERATIVE PROBLEM SOLVING (RIPS) Holis@c Framework for Rapidly and Successfully Bringing Big Ideas to Market
q BRAINSTORMING (Problem-‐
Storming/SoluTon-‐Storming)
q PLANNING (Visionary/Strategic/TacTcal/OperaTonal; Business)
q DESIGN THINKING
q USER EXPERIENCE DESIGN
q DISCOVERY-‐DRIVEN PLANNING
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LEAN STRATEGY ORGANIZATIONS
(LSO)
LEAN STRATEGY ORGANIZATIONS Rapidly Understand, Prototype, and Manage Habits as well as Addic@ve Customer Experiences (ACEs)
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The Basic Purpose of A Lean Strategy Organiza=on
is to Rapidly Learn HOW TO
Sustainably CREATE AND DELIVER BRAND VALUE FOR CUSTOMERS
The Ideal Lean System (ILS) or
Ideal Final Result (IFR) is
What Customers Ideally Want
How Lean Strategy Organiza=ons are
Crea=ng Billion Dollar Products and Brands: Rapid IteraTve Problem Solving Using 1-‐Page Lean Strategy
(O.T.H.E.R. Loop & Lean Startup Snowman)
O.T.H.E.R. Loop (“5 Different Habits”) For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Observe Different: Observe What No One Else is Observing
Think Different: Think What No One Else is Thinking
Hypothesize Different: Hypothesize What No One Else is Hypothesizing
Experiment Different: Experiment on What No One Else is ExperimenTng on
Reflect Different: Reflect on What No One Else is ReflecTng on
O
T
H
E
R
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CUSTOMER ……………………………………..
Olaf, the Lean Startup Snowman For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
CUSTOMER ……………………………………..
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
CUSTOMER ……………………………………..
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
CUSTOMER ……………………………………..
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
CUSTOMER ……………………………………..
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION
PROBLEM
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
CUSTOMER ……………………………………..
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
CUSTOMER ……………………………………..
q Define q Measure q Analyze
q Improve q Control
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
CUSTOMER ……………………………………..
q Define q Measure q Analyze
q Improve q Control
Learn Build
Measure
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Standardize/ Share Success
Implement Countermeasure
Target; Countermeasure
(Delight)
CUSTOMER ……………………………………..
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Causes/ Root-‐cause
(Pain)
Monitor Result/Progress
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
CUSTOMER ……………………………………..
Measure
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Measure (Success Criteria)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Measure (AAARRR)
Note Based on Dave McClure’s “Pirate Metrics (AARRR)”, the new acronym of “AAARRR” in the “Measure” Phase stands for q A: Aarac@on q A: AcquisiTon q A: AcTvaTon q R: Revenue q R: RetenTon q R: Referral
My contribuTon is the addiTon of the “AIracTon” indicator.
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
q Unkno
wn Prob
lem
q Kno
wn Prob
lem
q Unkno
wn Solu@o
n q Kno
wn Solu@o
n
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
DECLAR
ATIVE
Learning
EX
PERIEN
TIAL
Learning
EX
PEER
IMEN
TAL
Learning
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Prob
lem
Discoverer
SoluCo
n De
liverer
Idea
De
velope
r
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Marketer’s
(Customer/Pull) Focus
Techno
logist’s
(Produ
ct/Push) Focus
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Harvard Bu
siness S
choo
l (HBS)-‐S
tar@ng
Point
MIT/Stanford University
(MIT/SU)-‐S
tar@ng
Point
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Custom
er Develop
ment
(Steve Blank)
Lean
Startup
(Eric Ries)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Phase/Round/Experiment: ……………………………………….
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
5 Principles of the Lean Startup Method (Eric Ries)
1. Entrepreneurs are everywhere. 2. Entrepreneurship is management.
3. Validated Learning.
4. Build-‐Measure-‐Learn.
5. InnovaTon AccounTng.
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof Test (Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal Prototype q Virtual Prototype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Checklist of Tools for Genera=ng and Tes=ng Ideas
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Examples
1-‐Page Lean Strategy How Lean Strategy Organiza@ons Successfully Bring Billion Dollar Ideas to Market
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Facebook
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Connect/Share Info
q No. & % of students who registered
q No. & % of returnees q Virality Coefficient
Test/MVP: “Facemash” Social Networking Website
Struggling with being Isolated; CluIered websites; Not connecTng/sharing info with family and friends
Provide tool that helps to connect with friends/family 24x7
Young Person/Millennial (DissaTsfiers of TradiTonal Social Networking Sites)
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Airbnb
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Get accommoda=on
No. of nights that property with(out) photo is rented
Test/Curated MVP: “Wizard of Oz”-‐Product
Being disappointed with gap between expected and actual quality & cost of rented property
Provide high quality photo for each rented property
Tourist/Traveller (DissaTsfiers of
TradiTonal Hotels)
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Uber
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Travel from one place to another
No. of passengers; No. of referrals; Passenger saTsfacTon
Test/MVP: “Black car” for hire using a sokware app
Being disappointed with high cost and hassle of hiring tradiTonal taxi and chauffeur-‐driven/limousine service
Provide inexpensive and convenient app-‐based service to transport “high end” customers
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
High-‐end Passenger (DissaTsfiers of TradiTonal Taxis)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Obtain tax returns
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
No. of sign ups; RetenTon; Loyalty (Net Promoter Score)
Test/MVP: Theore@cal Prototypes; Virtual Prototypes
Struggling with compleTng compli-‐cated tax forms; Long process of uploading completed (W-‐2) form to computer
Use phone to take photo of W-‐2 form; then upload it to computer
1-‐Page Lean Strategy for Intuit’s SnapTax
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Tax Filer (DissaTsfiers of
TradiTonal Tax Filing)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Amazon Lending
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Sell items (online)
No. of applicants; Level of sales (for reseller)
Test/MVP: Virtual prototype (Amazon’s web lab)
Struggling with losing sales due to out-‐of-‐stock items; inadequate capital; complex process for obtaining short-‐term loans/capital
Simple, quick, and easy-‐to-‐access financing (capital) for re-‐stocking inventory
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
High Volume Resellers (DissaTsfiers of
TradiTonal Financing)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Banco Davivienda
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Make/receive payments
No. of applicants; Level of transacTon
Test/MVP: Mobile phone wallet
Struggling with conveniently making/receiving payments (from merchants) Allow non-‐users of banks to conve-‐niently make and receive payments
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Non-‐users of Banks (DissaTsfiers of
TradiTonal Banks)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #2 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Godrej & Boyce Manufacturing
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Manage food items
No. of applicants; Level of transacTon; Net Promoter Score
Test/MVP: Virtual prototypes; Minimum viable prototypes
Struggling with • storing food
(costly to daily buy & cook food)
• power supply: intermiaent
• financing Build small refrige-‐rator that is baIery powered, minimi-‐zes cooling loss, and easy to repair
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Low-‐income Women (DissaTsfiers of
Food Storage Devices)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #2 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Wily Technology
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Develop & Manage Solware
No. of sign in/sign up; Net Promoter Score; Loyalty; Virality; Revenue
Test/MVP: Minimum Awesome Product
Frustrated about managing • the complexity
of sokware projects
• bugs Automate task of diagnosing sokware flaws/bugs
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Solware Developer (DissaTsfiers of
Sokware Debugging Tools)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for a Risky Project in Cisco
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Develop Innova=on Capabili=es
No. of sign in/sign up; Net Promoter Score; Loyalty; Virality; Revenue
Test/MVP: LaunchPad for innova@on projects
InnovaTon efforts: • Ad hoc • Large, diverse,
fragmented organizaTon
Form Service InnovaTon Center (SIC) team to ignite innovaTon & facilitate tools
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Cisco Services (DissaTsfiers of
InnovaTon Process/Tools)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Owlet
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Monitor baby’s vital signs
No. of sign in/sign up; Net Promoter Score; Loyalty; Virality; Revenue
Test/MVP: Interviews; Landing page; Split-‐tes@ng (A/B)
Struggling with keeping track of baby’s health when (s)he sleeps: Fear of Sudden Infant Death Syndrome
Simple and safe wirelessly monitor-‐ing of baby’s vital signs (Pulse oximetry monitor)
q What works? (Delight)
q What doesn’t work? (Pain)
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Baby/Parent; Hospital/Nurse (DissaTsfiers of
Baby Monitoring Devices)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for VisionaryD
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
q No. of sign ups q DNA Search/Follow q Contact input q Bus. DNA Profile
Test/MVP: OTHER Loop; LS Snowman; VisionaryD (Proto-‐types of Business DNA Search Engine)
Provide collabora-‐Tve tool for tesTng assumpTons/ideas, products, and business models
q What works? (Delight)
q What doesn’t work? (Pain)
Struggling with high failure risk of Idea/Product/Startup : innova@ve app or product with liale or no customers
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Product Innovators (DissaTsfiers of Linear Strategy/ Business Plan; Lean Startups)
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Improve/create product
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐Page Lean Strategy Advanced
JOB TO GET DONE
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
Learn (Pivot or Persevere?)
Build (Small Batch: Test/MVP)
CUSTOMER ……………………………………..
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
Learn (Pivot or Persevere?)
CUSTOMER ……………………………………..
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Build (Small Batch: Test/MVP)
Vision-‐Strategy-‐Product (VSP)
Pyramid
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
Learn (Pivot or Persevere?)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Build (Small Batch: Test/MVP)
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
Learn (Pivot or Persevere?)
Build (Small Batch: Test/MVP)
CUSTOMER ……………………………………..
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model) O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
Learn (Pivot or Persevere?)
Build (Small Batch: Test/MVP)
CUSTOMER ……………………………………..
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model) O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Checklist of Tools for Genera=ng and Tes=ng Ideas FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model) O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
Measure (Success Criteria)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
MISSION/VALUES/CULTURE
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
Measure (Success Criteria)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
MISSION/VALUES/CULTURE
DN
AO.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
Measure (Success Criteria)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
MISSION/VALUES/CULTURE
DN
AO.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
Measure (Success Criteria)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
R: Reflect E: Experiment
CUSTOMER ……………………………………..
MISSION/VALUES/CULTURE
DN
A
q O: Observe q T: Think
q H: Hypothesize
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
R: Reflect E: Experiment
q O: Observe q T: Think
CUSTOMER ……………………………………..
MISSION/VALUES/CULTURE
DN
A
q H: Hypothesize
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model) O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Examples
Advanced 1-‐Page Lean Strategy How Lean Strategy Organiza@ons Successfully Bring Billion Dollar Ideas to Market
Adend upscale event
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Rent the Runway
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
q No. of dresses borrowed
q No. of dresses in good condiTon
Small batch (Test/MVP): Pretotype store (assortment of designer dresses)
Struggling about what to wear for upscale event: dress is expensive/ seen or worn once
Help lady feel confident & special: provide designer clothes to rent (inexpensively)
q What works? (Delight)
q What doesn’t work? (Pain)
Exam
ple
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
MISSION/VALUES/CULTURE
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Middle/Upper-‐class Lady (DissaTsfiers of
TradiTonal Designer Stores) PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Sell produce
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for Intuit’s Mobile Bazaar
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
q Increase in price of produce
Small batch (Test/MVP): Virtual prototypes (Fake products; Min. awesome)
Struggling with selling (perishable) produce at a good, stable price; Middlemen provide inaccurate informa-‐Ton to farmers
Help farmers secure higher prices for produce: “10% higher prices for farmers”
q What works? (Delight)
q What doesn’t work? (Pain)
Exam
ple
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
MISSION/VALUES/CULTURE
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Farmers (DissaTsfiers of
TradiTonal Banks) PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for VisionaryD
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on Exam
ple
Improve/create product
q No. of sign ups q DNA Search/Follow q Contact input q Bus. DNA Profile
MVP/Test: OTHER Loop; LS Snowman; VisionaryD (Proto-‐types of Business DNA Search Engine)
q What works? (Delight)
q What doesn’t work? (Pain)
Struggling with high failure risk of Idea/Product/Startup : innova@ve app or product with liale or no customers
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
MISSION/VALUES/CULTURE
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Provide collabora-‐Tve tool for tesTng assumpTons/ideas, products, and business models
PROBLEM (Constraint)
Product Innovators (DissaTsfiers of Linear Strategy/ Business Plan; Lean Startups)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐Page Lean Strategy Toolkit
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
JOB-‐TO-‐GET-‐DONE
SOLUTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/
QUESTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/
QUESTION
What is the job-‐to-‐get-‐done or main task of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/
QUESTION
q Physical q Intellectual q EmoTonal q Spiritual
SOLUTION
q Red Ocean q “Stuck In the Middle” q DisrupTon Spot (Low End) q Sweet Spot q Luxury Spot (High End) q Blue Ocean (Value Inno’)
q Product/Service/Tool q TacTcs; Set of Coherent Ac@ons q Business Model (Engine) q Strategy; Value ProposiTon q Goal; ObjecTves; Guiding Policy q Vision/Mission/Purpose/Values
q Trade-‐off; Constraint; Tool q Challenge; Symptom; Pain q Diagnosis (Analysis) q Causes/Root-‐cause
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
q “hires”
q is constrained by
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
q “hires”
q is constrained by What is the job-‐to-‐get-‐done or main task of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
JOB-‐TO-‐GET-‐DONE q Physical q Intellectual q EmoTonal q Spiritual
SOLUTION
q “hires”
q is constrained
by
THEME/ INTEREST/ TREND/
QUESTION
q Red Ocean q “Stuck In the Middle” q DisrupTon Spot (Low End) q Sweet Spot q Luxury Spot (High End) q Blue Ocean (Value Inno’)
q Product/Service/Tool q TacTcs; Set of Coherent Ac@ons q Business Model (Engine) q Strategy; Value ProposiTon q Goal; ObjecTves; Guiding Policy q Vision/Mission/Purpose/Values
q Trade-‐off; Constraint; Tool q Challenge; Symptom; Pain q Diagnosis (Analysis) q Causes/Root-‐cause
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
What is the job-‐to-‐get-‐done or main task of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
What is the job-‐to-‐get-‐done or main task of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
What is the job-‐to-‐get-‐done or main task of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
THEME/ INTEREST/ TREND/
QUESTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
What is the job-‐to-‐get-‐done or main task of customer?
Who is a typical customer?
What are problems or pains experienced by the customer as (s)he does the job?
What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
q “hires”
q is constrained by
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
CUSTOMER
SOLUTION
JOB-‐TO-‐GET-‐DONE
q “hires”
q is constrained by q Physical q Intellectual q EmoTonal q Spiritual
q Red Ocean q “Stuck In the Middle” q DisrupTon Spot (Low End) q Sweet Spot q Luxury Spot (High End) q Blue Ocean (Value Inno’)
q Product/Service/Tool q TacTcs; Set of Coherent Ac@ons q Business Model (Engine) q Strategy; Value ProposiTon q Goal; ObjecTves; Guiding Policy q Vision/Mission/Purpose/Values
q Trade-‐off; Constraint; Tool q Challenge; Symptom; Pain q Diagnosis (Analysis) q Causes/Root-‐cause
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve) Register at www.visionaryd.com to learn more about Lean Storyboarding.
Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve) Register at www.visionaryd.com to learn more about Lean Storyboarding.
Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Storycards of 1-‐Page Lean Strategy
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
THEME/ INTEREST/ TREND/
QUESTION JOB-‐TO-‐
GET-‐DONE
CUSTOMER
SOLUTION
(Red Ocean-‐Value Curve)
(Blue Ocean-‐Value Curve)
R: Reduce
E: Eliminate C: Create
I: Increase
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐PAGE LEAN STRATEGY (Topic/Element: Storycard)
LEAN STRATEGY QUESTION q Lean Improvement q Lean InnovaTon
Project ID: ……………………………………………… Date: ………………………… Phase/Round/Experiment: …………………………..………………………..……… Lessons Learned; Insights: ……………………………………………….……………. Decision (Persevere/Pivot; Abandon): ……………………………………………
JOB-‐TO-‐GET DONE (JTGD)
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
CUSTOMER
Who is a typical customer?
PROBLEM
What are problems or pains experienced by the customer as (s)he does the job?
SOLUTION What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
1-‐PAGE LEAN STRATEGY (Topic/Element: Storycard)
LEAN STRATEGY QUESTION q Lean Improvement q Lean InnovaTon
Project ID: ……………………………………………… Date: ………………………… Phase/Round/Experiment: …………………………..………………………..……… Lessons Learned; Insights: ……………………………………………….……………. Decision (Persevere/Pivot; Abandon): ……………………………………………
JOB-‐TO-‐GET DONE (JTGD)
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
CUSTOMER
Who is a typical customer?
PROBLEM
What are problems or pains experienced by the customer as (s)he does the job?
SOLUTION What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Happiness Map For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
CUSTOMER ……………………………………..
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
JOB TO GET DONE
R: Reflect E: Experiment
q O: Observe q T: Think
CUSTOMER ……………………………………..
MISSION/VALUES/CULTURE
DN
A
q H: Hypothesize
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model) O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE (DISCOVERY) q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
FOUR LEAN STRATEGY QUESTIONS 1. JOB-‐TO-‐GET-‐DONE:
What is the job-‐to-‐get-‐done, main task, or outcome of customer?
2. CUSTOMER: Who is a typical customer?
3. PROBLEM: What are problems or pains experienced by the customer as (s)he does the job?
4. SOLUTION: What are solu@ons (tools/ strategy/products/services) offered to the customer to solve the problems?
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Business DNA Pyramid OrganizaCon of Business Problem-‐Solving Tools for Rapidly Winning More Customers
Create Your Own Roadmap to IteraCvely Build a Profitable and Scalable Business DNA
BUSINESS DNA PYRAMID (Level)
DescripTon/IllustraTon/ Ques@on
Project/ID: …………………………………………………………..……… Date: …………………………….
CUSTOMER (“PaTent”)
PRODUCT
STRATEGY
VISION
D
N
A
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Aq Cost Structure (C$) q Revenue Streams (R$) q Pain q Delight (Gain)
What Is Our Game-‐changing (Winning) Aspira=on?
N
q Customer Segment (CS) q Channels (CH) -‐ PromoTon q Customer Rel. (CR) Where Will We Change (Win) the Game?
How Will We Change (Win) the Game In Chosen Markets?
q Value ProposiTon (VP)
q Key Partners (KP) q Key Resources (KR) – People, etc. q Key AcTviTes (KA) – Process, etc.
Lean Startup-‐Golden Circle Forensics Project Problem Solving-‐Business Model Forensics (Outcomes/Choices)
What Capabili=es Must Be In Place to Change (Win) Game?
DWhat
Management Systems?
q Product/Service (PS)
MISSION; CORE VALUES; CULTURE
CUSTOMER
Business DNA Pyramid For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Vision (Red Ocean Game/Blue Ocean Game)
Goals
Objec=ves
Strategy (Red Ocean /
Blue Ocean Trade-‐off)
Tasks/Outcomes (Success Criteria/KPIs)
MISSION; CORE VALUES; CULTURE
CUSTOMER (Job To Get Done)
Learning Objec=ves/Hypotheses/Assump=ons/Constraints/Risks (“What has to be true?”; Causes)
Lean Tac=cs (LT) Framework
Lean Strategy Framework For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Lean Strategy (LS) Framework
Product
Leap of Faith (Idea; Ques@on; Market Problem/Solu@on; SWOT)
Decisions/Experiments/(Field) Tests/MVPs (Metrics; Success Criteria)
Business DNA Clock For Lean Strategy Organiza=ons
The 8 Tasks of Every Successful Business That is Built to Last
1 2
3
4 5
6
7
8
q Problem (Customer) Discovery
q Solu=on (Product) Discovery
q Solu=on (Product) ValidaTon
q Problem-‐Solu=on (Value Proposi=on) Fit
q Problem (Customer) ValidaTon
q Product-‐Market (Strategy) Fit
q Business Model (Mission) ReinvenTon
q Business Model (Vision) Scaling
Organiza@on/Project: …………………..…………… Job-‐To-‐Get-‐Done (JTGD) -‐ …………………..…………………
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
(-‐): PAIN:
(+): DE
LIGHT
:
BLUE OCEAN Customers
RED OCEAN Customers
LUXURY SPOT/ “DIFFERENTIATION”
Customers
GREEN OCEAN Customers
NO-‐MAN’S-‐ISLAND Customers
VOLCANO SPOT Customers
SWEET SPOT Customers
OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE”
Customers
DISRUPTION SPOT/ “LOW COST”/LEAN
Customers
VALUE ENGINE MAP: 9 Archetypal Customer Segments (Personas) Job To Be Done (Goal/Task): ………………………………………….……………….………………………………………………………………… Big Urgent Market Problem (BUMP): …………………………………………………………………………………………………………………
Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Product (MVP)
Low (1)
High (10)
Low (1)
High (10)
q Delighters q Sa=sfiers q Dissa=sfiers
q Delighters q Sa=sfiers q Dissa=sfiers
q Delighters q Sa=sfiers q Dissa=sfiers
NON-‐COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-‐alterna@ves)
DIRECT COMPETITORS (Core Sector/Strategic Groups: Subs@tutes)
BUSINESS
(New) Customer Value Proposi=on/Market: …………………………………………………………………..
q NON-‐ CUSTOMERS (“UNDERDOGS”) o Profitable o Break-‐even o Unprofitable
Dream Product/Service
Why? How?
Why? How?
Why? How?
INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alterna@ves/Value Chain Complements)
Diffusion (Word-‐of-‐mouth) Poten@al = Delighters + Sa@sfiers -‐ Dissa@sfiers
CUSTOMER ACQUISITION PYRAMID: How to create a Blue Ocean
Job To Be Done (Goal/Task): ………………………………………….……………….………………………………………………………………… Big Urgent Market Problem (BUMP): …………………………………………………………………………………………………………………
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Visual Summary of “The Innovator’s Method” How Lean Strategy Organiza@ons Successfully Bring Billion Dollar Ideas to Market
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
CUSTOMER ……………………………………..
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
CUSTOMER …………………………………….. Leaders/Managers/
Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
Measure (Success Criteria)
Phase/Round/Experiment: ………………………………………. Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
CUSTOMER …………………………………….. Leaders/Managers/
Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Checklist of Tools for Genera=ng and Tes=ng Ideas
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
CUSTOMER ……………………………………..
High risk & failure rate: q Design Thinking: ignores
business models q Lean Startup: ignores idea
gen. & problem discovery q Business modeling:
ignores idea genera@on & problem discovery
Leaders/Managers/Entrepreneurs
(Rapidly Discover & Solve B.U.M.P.)
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Checklist of Tools for Genera=ng and Tes=ng Ideas
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
CUSTOMER …………………………………….. Leaders/Managers/
Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)
High risk & failure rate: q Design Thinking: ignores
business models q Lean Startup: ignores idea
gen. & problem discovery q Business modeling:
ignores idea genera@on & problem discovery
Present simple holis@c process for rapidly and systema-‐Tcally discovering & solving problems
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Checklist of Tools for Genera=ng and Tes=ng Ideas
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
Test/MVP: q Book Proposal
(Outline); Blog q Drak Chapters q Drak/Final Book
Present simple holis@c process for rapidly and systema-‐Tcally discovering & solving problems
CUSTOMER …………………………………….. Leaders/Managers/
Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)
High risk & failure rate: q Design Thinking: ignores
business models q Lean Startup: ignores idea
gen. & problem discovery q Business modeling:
ignores idea genera@on & problem discovery
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Checklist of Tools for Genera=ng and Tes=ng Ideas
SOLUTION (Ideal Lean System)
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
Test/MVP: q Book Proposal
(Outline); Blog q Drak Chapters q Drak/Final Book
CUSTOMER …………………………………….. Leaders/Managers/
Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
High risk & failure rate: q Design Thinking: ignores
business models q Lean Startup: ignores idea
gen. & problem discovery q Business modeling:
ignores idea genera@on & problem discovery
Present simple holis@c process for rapidly and systema-‐Tcally discovering & solving problems
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Learn Build
Causal Hypothesis
(Pain)
SoluTon Hypothesis (Delight)
1-‐Page Lean Strategy for “The Innovator’s Method” Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Source of Informa=on: “The Innovator’s Method” by Nathan Furr & Jeff Dyer
Translate Big Ideas into Big Profit
Test/MVP: q Book Proposal
(Outline); Blog q Drak Chapters q Drak/Final Book
CUSTOMER …………………………………….. Leaders/Managers/
Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)
Product
Strategy
Vision (Leap of Faith)
(Analog/AnTlog)
(Business Model)
High risk & failure rate: q Design Thinking: ignores
business models q Lean Startup: ignores idea
gen. & problem discovery q Business modeling:
ignores idea genera@on & problem discovery
Present simple holis@c process for rapidly and systema-‐Tcally discovering & solving problems
MISSION/VALUES/CULTURE
Innovator’s Method (Durr & Dyer): The 5 steps of how innovators successfully bring their ideas to market and scale 1. Savor Surprises
(Insight) 2. Discover Jobs-‐To-‐
Be-‐Done (Problem) 3. Prototype
Minimum Awesome Product (Solu=on)
4. Validate Go-‐To-‐Market Strategy (Business Model)
5. Scale Business Model
O.T.H.E.R. Loop (5 Habits) q O: Observe Different q T: Think Different q H: Hypothesize Different q E: Experiment Different q R: Reflect Different
Checklist of Tools for Genera=ng and Tes=ng Ideas
PROBLEM (Constraint)
PROBLEM SPACE (Red Ocean: DISCOVERY) q Customer Trade-‐offs/Profile/Persona/Habit q Happiness (Empathy) Map; Vision Template q Pain-‐storming; Root-‐cause Analysis (5 Whys) q Advice SolicitaTon (Interview); Ethnography q Cold Call Test q Vote Test (% of Success; Crowdsourcing) q Proof (Subversion) Test (Pretotyping; Prototyping) q Smoke (Fake/Fic@onal) Test q Wow Test JOB-‐TO-‐BE-‐DONE/CUSTOMER SPACE q Job-‐To-‐Be-‐Done SegmentaTon; Influence Pyramid q Q.O.N.E.S.: Ques@oning; Observing;
Networking; Experimen@ng; Synthesis SOLUTION SPACE (Blue Ocean: DISCOVERY) q Leap of Faith; Grand Challenge; Scrum q SoluTon-‐Process Template; V2MOM q TheoreTcal (Pitch) Pretotype q Virtual (Exploratory) Pretotype q Minimum Viable Prototype q Minimum Awesome Product
q Business Model Canvas/Snapshot q Payment Test; Price SensiTvity Meter; NPS q Customer ConsumpTon Chain (10 Ques@ons) q Pivot (or Persevere/Iterate); Pivot Cycle; VIP
Measure (Success Criteria)
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Appendix
Download A PowerPoint version of 1-‐Page Lean Strategy: visit
hIp://www.slideshare.net/RodKing/1page-‐lean-‐
strategy-‐for
Customizable 1-‐Page Lean Strategy
Olaf’s Happiness Map For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
PROBLEM
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Olaf’s Happiness Map For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
Olaf’s Happiness Map For Lean Strategy Organiza=ons
Graphic Organizer for Itera=ve Problem Solving, Solu=on-‐Tes=ng, User-‐Story Crea=on, and Evidence-‐based Innova=on
Thinks/Feels
Says/Does
Hears Sees
PAIN (-‐): Struggles;
Hassles; Fears; Obstacles
DELIGHT (+): Gain;
Pleasure; Desires
Job To Get Done (JTGD) ……………………………………..
Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
The 4 Elements of a Habit are adopted from Nir Eyal’s Hook Loop: hdp://www.nirandfar.com/
Habit Engine Gameboard Rapidly Visualize, Prototype, and Manage Habits as well as Addic@ve Customer Experiences (ACEs)
TRIGGER (Cue)
REWARD (Variable Benefit)
ACTION (RouTne)
INVESTMENT (Lock-‐in; PreparaTon)
Tr AT RC
In
Olaf’s Gameboard
Innova=on Iceberg
“If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
Antoine de Saint-‐Exupery
Register at www.visionaryd.com to par=cipate in tes=ng and valida=ng the interac=ve version of the Lean Startup Snowman Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
q MISSION q VISION q CORE VALUES q CULTURE
To My Regular “Slideshare” Readers Especially from Big CorporaTons
First, I’d like to thank you for sparing the Tme to read my presentaTon on Lean Storyboarding. Note that you can freely use customizable versions of the 1-‐Page Lean Strategy and Innovator’s Iceberg in your organizaTon especially for Lean Improvement and InnovaTon projects. Contact: rodkuhnhking@gmail.com Next, I’d like to kindly ask that you share – either with me or publicly (on a blog or in social media) – at least, one user-‐story of how you used the 1-‐Page Lean Strategy to solve a surprising problem especially in your organizaTon or community. I’d like to submit, for this year’s Lean Startup Conference, a proposal containing examples and experiences using the 1-‐Page Lean Startup for human-‐centered problem solving. Finally, please feel free to share – on the comments page -‐ your ideas, quesTons, and experiences about using 1-‐Page Lean Strategy. And one more thing … please feel free to share this presentaTon. Your cooperaTon is appreciated. And thanks in advance. And more thanks for being an early adopter.
Rod. Register at www.visionaryd.com to learn more about Lean Storyboarding. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing
For Coaching or Consul=ng on Lean Storyboarding
Especially for Lean Improvement and InnovaTon Projects,
Contact Dr. Rod King
rodkuhnhking@gmail.com
1-‐559-‐2486230
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