business model canvas vs lean canvas vs one-page lean startup

BUSINESS MODEL CANVAS vs. LEAN CANVAS The One-‐Page Lean Startup as All-‐In-‐One Tool for the Lean Startup Journey

Dr. Rod King ROD University for Business Periodic Table

Think Big and Different

HEROES

Visual White Paper

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TYPICAL STARTUP PROJECT OR “JOB TO BE DONE”

To Efficiently Build and Manage Products, Services, and Businesses

That Customers

Undeniably Need, Want, and Love As Well As

Buy at Great Value (Profit)

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TRADITIONAL TOOLS “HIRED” FOR ORGANIZING, PRESENTING, AND MANAGING RESOURCES, STARTUP PROJECT, BUSINESS, OR

JOB TO BE DONE

BUSINESS PLAN

“JUST DO IT”

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A PAIN OF THE TRADITIONAL BUSINESS PLAN

“Business Plan:

A document investors make you write that

they don’t read.”

Steve Blank

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ALTERNATIVES TO A BUSINESS PLAN

BUSINESS MODEL MAP

&

BUSINESS ECOSYSTEM MAP

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A Business Model Map

Or

A Business Ecosystem Map Is

A Visual Representa[on of

How a Business or an Ecosystem

Works to Create Value

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What Are

Innova[ve Tools For

Mapping and Presen[ng

Past, Present, and Future

Business Models

As Well As

Business Ecosystems?

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BUSINESS MODEL CANVAS Alexander Osterwalder

A Strategic Business Resources Scorecard

Source: hBp://en.wikipedia.org/wiki/Business_Model_Canvas

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LEAN CANVAS Ash Maurya

A Tac3cal Business Resources Scorecard

Source: hBp://www.ashmaurya.com/2012/02/why-‐lean-‐canvas/

The Third Way: The One-‐Page Lean Startup

A Visionary, Strategic, and Tac3cal Tool

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Every Business (Model)

Is

An Ecosystem

And

Part of

A Higher Level Ecosytem

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ECOSYSTEM DASHBOARD: “SEMPORCES” Logic and Fractal Structure of an Ecosystem

Collabora3vely Document and Solve Big Urgent Market Problems (BUMPs) in Real Time

Every Ecosystem Consists of a Stream of 9 Resource Types or Stacks That Are Summarized Using the Acronym, “SEMPORCES”:

S

M

E

P

R

C

E

O

S

Suppliers/Inputs/Partners

Machinery/Equipment/Infrastructure/Technology

Process/Strategy/Project To Be Done

Output (Product/Service)

Retailers/Channels/Distributors/CRM

Customers/Consumers/Market

Environment (Global)

Shared Dream/Vision/Value/Profit/Experience

Employees/Culture/Brand/IP Upstream (Design: How?) Inside the Enterprise/ Supply Infrastructure

Midstream (Needs: What?) Outside the Enterprise/ Demand Infrastructure

Downstream (Aspira3ons: Why?) Effect or Value

E C O S Y S T EM

#BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing


Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….

RED OCE

AN BLU

E OCEAN

COST (STRUCTURE)

REVENUE (STREAMS)

PROFIT

Processes/ Ac[vi[es

Employees/ Machinery

Suppliers/ Inputs/ Partners

Retailers (Channels & Rela[onships)

Output (Product/ Service)

Customer Segments

Present (Done): Problem/Reality

Future (To Do): Solu3on/Goal

(Sustaining) (Disrup\ve)


Business Model Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….

RED OCE

AN BLU

E OCEAN

COST (STRUCTURE)

REVENUE (STREAMS)

PROFIT

Processes/ Ac[vi[es

Employees/ Machinery


Retailers (Channels & Rela[onships)


Customer Segments

V: Value Engine

(Proposi\on/Strategy)

Present (Done): Problem/Reality

Future (To Do): Solu3on/Goal

(Sustaining) (Disrup\ve)

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ONE-‐PAGE LEAN STARTUP (The 2 Spaces)

Solu[on Space ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/

Business DNA Map/ MegaMarke3ng Canvas)

q  Present q  Past q  Future

Problem Space CUSTOMER TRADE-‐OFF DASHBOARD


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ONE-‐PAGE LEAN STARTUP (The 2 Mantras)

Problem Space “Get Out Of The Building”

Solu[on Space “Prototype (Build)-‐Measure-‐Learn”



Design

Needs

Asp.


Employees/ Culture/ Brand/IP

Machinery/ Technol./ Infra’

Process/ Strategy/ Project


Retailers/ Channels/ Distributors

Customers/ Consumers/ Market

Environ-‐ment: Global

Shared Value (Profit)

S ME P R C E O S

D N A

“TACTICAL” ONE-‐PAGE LEAN STARTUP

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

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


Prototype (Build) Measure Learn


DisrupHon Spot

Luxury Spot

Strategic Choice

Sweet Spot Model/Startup

Blue Ocean (Value Innova[on) Model/Startup

Luxury Spot (Differen[ated/ Sustaining-‐

[R]evolu[onary) Model/Startup

Disrup[on Spot/Lean (Disrup[ve Innova[on)

Model/Startup

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

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


Volcano Model/Startup

Green Ocean Model/Startup

Red Ocean Model/Startup

No-‐Man’s-‐Island Model/Startup

Oasis (‘Stuck-‐in-‐the-‐middle’)

Model/Startup

(-‐): PAIN

(Risk; Uncertainty)

(+): DELIGHT

(Reward; Profitability; ROI;

Abundance)

Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness

Key High Level of Customer Experience Low Level of Customer Experience

6 10 3

6

10

3

0

A

DisrupHon Spot

Luxury Spot

Strategic Choice

One-‐Page Lean Startup Rod King

Business Model Canvas Alexander Osterwaler

Lean Canvas Ash Maurya

Market Segment (Customer Job/Crisis/Goal): Visually Document and Present Business Models/Ecosystems

ASPIRATION MAP For Business Model Canvas, Lean Canvas, and One-‐Page Lean Startup Where currently are we? Where must we go?


(-‐): PAIN

(Risk; Uncertainty; Complexity; Inconvenience; Time; Cost; Waste)

(+): DELIGHT

(Reward; Profitability; ROI;

Abundance; Func3onality; Versa3lity; Scalability)

Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness

Key High Level of Customer Experience Low Level of Customer Experience

6 10 3

6

10

3

0

A

D N A

TRADITIONAL BUSINESS PLAN

Design

Needs

Asp.

Suppliers/ Inputs/ Partners Co-‐creators of Profession-‐als; The Move-‐ment

Employees/ Culture/ Brand/IP Author Alexander Osterwald-‐er

Machinery/ Technol./ Infra’ IT Equip-‐ment/ Infra-‐structure

Process/ Strategy/ Project Visualizing/ Document-‐ing/Innova-‐\ng on a bus. model; Differen\a-‐tn Strategy

Output (Product/ Service) Business Model Canvas

Retailers/ Channels/ Distributors Business model hub/ Blog; (App Store); Word of Mouth; Amazon

Customers/ Consumers/ Market Visionaries: Consultants/ Execu\ves/ Investors/ Companies/ Academics/ Entrepreneurs

Environ-‐ment: Global Compe\-‐tors Bus. Plan/ Value Chain/ Balanced Scorecard

Shared Value (Profit) “One-‐page Bus. Model” Revenue Sale of book/app; Free template

Co-‐creators from Lean Startup/ Customer Develop-‐ment Community

Author Ash Maurya

IT Equip-‐ment/ Infra-‐structure

Document-‐ing/ valida\ng hypotheses of business model (Prob-‐soln fit; product-‐market fit)

Lean Canvas -‐  Fast -‐  Portable -‐  Concise -‐  Effec\ve

Lean canvas (website) Key Metrics A: Acquisitn A: Ac3vatn R: Retentn R: Revenue R: Referral

Technology-‐Lean Startups/ Entrepreneurs Problems A business plan is \me consuming/ bulky/hardly relevant

Compe\-‐tors Bus. Plan/ Business Model Canvas Unfair Adv:

“Your Startup Blueprint” Revenue Sale of book; Free template

S ME P R C E O S

D N A

“TACTICAL” ONE-‐PAGE LEAN STARTUP for Business Model Canvas & Lean Canvas

CUSTOMER/CLIENT: ………………………………………………………………………………… Date: February 2010

PAIN/PROBLEM/TRADE-‐OFF/GOAL/NEED/JOB: Compare Ecosystem Resources of Business Model Canvas & Lean Canvas

ü  Present q  Past q  Future

Prototype (Build) Measure Learn


“STRATEGIC” ONE-‐PAGE LEAN STARTUP (Plan): Lean Canvas Client/Customer (Segment/Persona): Technology-‐Lean Startups/Entrepreneurs Date: August 2009 PAIN/PROBLEM/TRADE-‐OFF/NEED/GOAL/JOB: Unwanted innova[ve products/services; Difficulty in organizing and managing informa[on & business model hypotheses; “Unac[onable” canvas

CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realiza\on of future system/vision/ dream/Ideal Final Result (IFR)?

SHARED DREAM/ VISION: Crea\on of innova\ve products that customers want/ buy

PRESENT SYSTEM/EXPERIENCE (Where currently are we?)

Tools for Business Model Mapping

VALUE TRANSFORMATION TOOL -‐ Evolve, Explore, or Disrupt: What if … we (Eliminate/Reduce/Increase/Create)

FUTURE SYSTEM/EXPERIENCE (Where must we go?)

Short/Medium/Long-‐term

(“RED OCEAN”; Analog; An\log)

Business Model Canvas Strategic Tool

q  “The 8 Steps for Lean Startup Project Management (LSPM)” q  Value Proposi\on Factors/ Compe\\ve Features/Criteria q  STRATEGY/TACTICS/PROCESS •  Eliminate: “Key Partners”; “Key Resourc-‐ es”; “Key Ac3vi3es”; “Customer Rel.” •  Reduce: Abstrac\on (Strategy-‐focus) •  Increase: Entrepreneurial-‐focus; Capability for Tes\ng Problem-‐Solu\on Fitness & Product-‐Market Fitness •  Create: “Problem”; “Solu3on”; “Key Metrics”; “Unfair Advantage”

(“BLUE OCEAN”)

Lean Canvas Tac\cal Tool

Zooming


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

CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realiza\on of future system/vision/ dream/Ideal Final Result (IFR)?

SHARED DREAM/ VISION

PRESENT SYSTEM/EXPERIENCE (Where currently are we?)

VALUE TRANSFORMATION TOOL -‐ Evolve, Explore, or Disrupt: What if … we (Eliminate/Reduce/Increase/Create)

FUTURE SYSTEM/EXPERIENCE (Where must we go?)

Short/Medium/Long-‐term

(“RED OCEAN”; Analog; An\log)

q  “The 8 Steps for Lean Startup Project Management (LSPM)” q  Value Proposi\on Factors/ Compe\\ve Features/Criteria q  STRATEGY/TACTICS/PROCESS •  Eliminate:

•  Reduce:

•  Increase:

•  Create:

(“BLUE OCEAN”)

Zooming


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“VISIONARY” ONE-‐PAGE LEAN STARTUP: Lean Canvas

CUSTOMER/CLIENT: Technology-‐Lean Startups/Entrepreneurs Date: June 2009

PAIN/PROBLEM/TRADE-‐OFF/GOAL/NEED/JOB: Threat or reality of unwanted innova[ve products/services

q  Present q  Past ü  Future

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

SHARED DREAM/ VISION: Crea\on of innova\ve products that customers want/ buy

END (Value)

Prototype (Build) -‐ Measure Learn


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“VISIONARY” ONE-‐PAGE LEAN STARTUP


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


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

SHARED DREAM/ VISION

END (Value)

Prototype (Build) -‐ Measure Learn


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PYRAMID OF DASHBOARDS

FOR

ONE-‐PAGE LEAN STARTUP

Visionary One-‐Page Lean Startup

Strategic

One-‐Page Lean Startup

Tac[cal (Opera[onal) One-‐Page Lean Startup

Right-‐Brain Perspec3ve (Big Picture: Visionaries/Leaders)

Le_-‐Brain Perspec3ve (Details: Pragma\sts/ Operators/Builders)

Total-‐Brain Perspec3ve (Managers/Strategists/Marketers)

Why?

How?

What?

Lean Startup Project Management

The Lean Startup Journey

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4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolu3onary Hypotheses vs. Reality)

Infancy (Prototype)

Time

Custom

er Experience, Happine

ss, or V

alue

= De

light/Pain

Growth (Op\mize)

Maturity (Scale)

Renewal (Renew)

Chasm (Trac3on; Tipping Point; Product-‐Market Fit)

Fault (Line)

ONE-‐PAGE LEAN STARTUP (Lean Startup Journey)


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


Tradi\onal/Hypothe\cal Ecosystem Demand (Market, Industry, Enterprise, or Technology)

SHARED DREAM/ VISION:

Ideal Final Result (IFR)

Requirements for

Insanely Great Customer Experience

Angel Funding (Up to $100,000)

Seed Funding ($100,000-‐$1M)

Venture Funding ($1M-‐$5M)


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q  SHARED DREAM/ VISION

-‐  Start -‐  Define -‐  Learn -‐  Experiment Elimina\on of Big Urgent Market Problems (BUMPs)

ONE-‐PAGE LEAN STARTUP (LS Methodology)


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


MEANS (TOOL: What? How? Resources: People/Culture-‐Process/Strategy-‐Product/Service) (Itera3vely Develop Natural, Planned, and/or Disrup3ve Customer Ecosystem)

LEAN STARTUP (LS) PROJECT MANAGEMENT q  STEER: “BUILD-‐MEASURE-‐LEARN” VALIDATED LEARNING LOOP

-‐ Leap (Big Problem; Vision/Hypotheses/Value (Proposi3on)) -‐ Test (Criteria for Problem; Minimum Viable Product(MVP)) -‐ Measure (Ac3onable Metrics for Customer Growth) -‐ Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)

q  ACCELERATE: LAUNCH-‐SCALE

-‐ Batch (Size/Version; Time/Cycle) -‐ Grow (Engines of Customer Growth) -‐ Adapt (Adap3ve Org./5 Whys) -‐ Innovate (Disrup3ve Inno.)

Unique Summary and Visual Model of Eric Ries’s Book, “The Lean Startup”

Renew (Renew/Disrupt)

Birth [STEER/Pilo

t]

(Search: Discover

/Validate Prototyp

e or

Minimum Viable Customer Ecosys

tem)

END (Value/ Why?)


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THE ASPIRATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM)


Developed by VDD University and related to Eric Ries’s “The Lean Startup,”

the scalable methodology of Lean Startup Project Management

has as its highest goal elimina[on of the high rate of

customer non-‐adop[on (non-‐buy-‐in) especially of

new or innova[ve products/services #BMYacht. Dr. Rod King. [email protected] & hbp://businessmodels.ning.com & hbp://twiber.com/RodKuhnKing

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Lean Startup Project Management Starts With The BUMP

(Big Urgent Market Problem) Ques[on:

Why Differently Improve The Customer Experience of “X”?

THE B.U.M.P. QUESTION FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)


Note: “X” is an element or resource in an ecosystem such as customers or product/service


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

Established Solu[on (Established Product/Service/ Tool/Technology)

Unestablished Solu[on (Unestablished Product/ Service/Tool)

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

ESTABLISHED BUSINESS Ø  Established Market (Problem) Ø  Established Solu\on (Product/Service/Technology)

“Six Sigma Way”/“Red Ocean Way”/

”Business Planning Way”

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

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

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

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

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

Way”

Classic LEAN STARTUP q  Unestablished Problem (Market) q  Unestablished Solu\on (Product/Service/Technology)

“Stanford University (SU) Way”/

“Lean Startup Way”/ “Blue Ocean Way”/

“Business Model Way”

(-‐): Product Risk

(+): Market P

redictab

ility

3

1 2

4

THE 4 APPLICATIONS OF LEAN STARTUP PROJECT MANAGEMENT (LSPM) What way or domain is your focus?



ITENNWH 8. PERSEVERE OR PIVOT q  Repeat spiral of steps to achieve product-‐market fit/value proposi-‐ \on/vision/mission. Then, scale q  Otherwise, pivot (on the strategy/ vision). Abandon the project???

4. BUILD q  Assign finish date and metrics to planned project ac[vi[es or tac[cs q  State verifiable targets, criteria, or milestones for each ac\vity/tac\c q  Build prototype: Min. Viable Prod.

1. TEAM q  Form a “Co-‐crea[on Dream Team” for managing the ecosystem of the lean startup project as well as iden\fying needs of stakeholders q  Look for synergy in ecosystem

6. REVIEW q  Review progress and gaps of lean startup project: daily/weekly/ monthly/quarterly/annually q  Determine and document what next ac\vi\es to do

5. MEASURE q  External Valida3on: Get out of the enterprise and test most cri[cal risks & assump[ons of resources q  Internal Valida3on: Test and validate internal assump\ons

2. LEAP q  Complete the Project Charter that describes customer, big problems, vision, resources, and dura[on as well as success criteria (ROI; cust. experience) for startup project

THE 8 STEPS FOR

LEAN STARTUP PROJECT MANAGEMENT

(LSPM): Roadmap, Workflow, and

Deliverables

3. DESIGN q  Document and review trade-‐offs in ecosystem (business model) for exis\ng (‘as is’) analogs & an[logs q  Devise plan (hypotheses/assump-‐ [ons) & design (‘to be’) strategy

7. LEARN q  Analyze gaps/failures/successes q  An\cipate future adop[on and weakest links. Devise experiments q  Summarize/Share lessons learned q  Summarize/Share insights

HEROES THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM) “The 8 Habits of ALL Highly Successful Innovators and Blue Ocean-‐Lean Startups”



ITENNWH 8. PERSEVERE OR PIVOT

4. BUILD

1. TEAM

6. REVIEW

5. MEASURE

2. LEAP

THE 8 STEPS FOR

LEAN STARTUP PROJECT MANAGEMENT

(LSPM): Roadmap, Workflow, and

Deliverables

3. DESIGN

7. LEARN

HEROES THE 8 STEPS FOR LEAN STARTUP PROJECT MANAGEMENT (LSPM)

Progress Report for ……………………………..……………………………………… Date: …………………………..



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


8 STEPS/ ACTIVITIES/ JOBS/STORIES FOR LSPM

CHECKLIST OF TASKS/ RESULTS/

DELIVERABLES

1. Team Team/Stakeholders in Ecosystem

2. Leap Problem/Vision/Customer Experience

3. Design “As Is” (Analogs/An\logs) & “To Be” Business Model/Ecosystem; Strategy/ Tac\cs; Value Proposi\on/Tagline

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

5. Measure Customer Feedback/Response/Ra\ng/ Success Criteria: Value Proposi\on

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

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

8. Persevere or Pivot

Itera\on Cycle: Problem-‐Solu\on Fit/ Product-‐Market Fit; Pivot/Abandon?

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


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




DELIVERABLES

KANBAN MATRIX -‐ Work

DONE (Past Reality/

Facts)

IN PROGRESS (Present Reality/

Facts)

TO DO (Future/Backlog/ Hypotheses/Plan)

1. Team Team/Stakeholders in Ecosystem

2. Leap Problem/Vision/Customer Experience








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


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WORKFLOW SIMILARITIES AND DIFFERENCES REGARDING TOOLS FOR BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING




DELIVERABLES

BUSINESS MODEL CANVAS

LEAN CANVAS

ONE-‐PAGE LEAN STARTUP (Ecosystem Dashboard)

1. Team Team/Stakeholders in Ecosystem ü 

2. Leap Problem/Vision/Customer Experience ü  ü 


ü  ü  ü 


ü  ü 


ü  ü 


ü  ü  ü 


ü 



ü  ü 


Structural Similari[es and Differences

In Tools for

Business Model Presenta[on And

Ecosystem Mapping

Design

Needs

Asp.










INPUT (Object: S1)

SUBJECT (Field: F)

TOOL (S2)

PROCESS (Opera3on)

OUTPUT CHANNEL CUSTOMER ENV. (Supersys.)

RESULT (Effect: -‐/+)

S ME P R C E O S

D N A

STRUCTURAL SIMILARITIES AND DIFFERENCES IN TOOLS FOR

BUSINESS MODEL PRESENTATION AND ECOSYSTEM MAPPING

Busine

ss M

odel

Canvas

Agile Business C

ockp

it (Ecosystem

Dashb

oard)

Lean

Can

vas

Alexan

der

Osterwalder

Rod King

Ash Mau

rya

Cost (C$)

Revenue (R$)

Unique Value Prop.

Problem

Customer Segments

Cost

Revenue Solu[on Key

Metrics

TRIZ

Value Prop. (VP)

Key Resources

(KR)

Key Ac[vi[es

(KA)

Key Partners (KP)

Customer Rel. (CR)

Customer Segments

(CS)

Channels Unfair Adv.

Channels (CH)

System

/ Story Plot


Design

Needs

Asp.










INPUT (Object: S1)

SUBJECT (Field: F)

TOOL (S2)

PROCESS (Opera3on)



S ME P R C E O S

D N A

ONE-‐PAGE LEAN STARTUP For Universal Business Modeling Universal Modeling Plarorm

Use the “DNA” of the Universal Modeling Plakorm to Generate Your Customized Business Model Dashboard

Busine

ss M

odel

Canvas

Agile Business C

ockp

it (Ecosystem

Dashb

oard)

Lean

Can

vas

(VP) (KR) (KA) (KP)

Alexan

der

Osterwalder

Rod King

Ash Mau

rya

(CR) (CS) (C$)

(R$)

UVP

Problem

Unfair Adv.

CS C$

R$ Solu[on

System

/ Story Plot

TRIZ

Key Metrics

CH

(CH)


Design

Needs

Asp.










INPUT (Object: S1)

SUBJECT (Field: F)

TOOL (S2)

PROCESS (Opera3on)



S ME P R C E O S

D N A

Busine

ss M

odel

Canvas

Agile Business C

ockp

it (Ecosystem

Dashb

oard)

Lean

Can

vas

AGILE BUSINESS COCKPIT (ABC)


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

q  Present (In Progress) q  Past (Done) q  Future (To Do) System

/ Story Plot


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MACRO-‐STRUCTURE OF THE AGILE BUSINESS COCKPIT (ABC) The 2 Mini-‐dashboards of the Real-‐[me Ecosystem Dashboard


AGILE BUSINESS COCKPIT Real-‐[me Ecosystem Dashboard

Agile Product Dashboard

Agile Marke[ng Dashboard

S ME P R C E O S

R C E O S S ME P O


Join us At

Red Ocean Disrup[on (ROD) University

For Business Periodic Table

hbp://businessmodels.ning.com

business model canvas vs lean canvas vs one-page lean startup

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qpastqpresentqfutured