lean storyboarding: successfully facilitate lean improvement, innovation, and startup projects

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. [email protected] & 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




PROBLEM

CUSTOMER


SOLUTION




PROBLEM

CUSTOMER

SOLUTION

JOB-‐TO-‐GET-‐DONE THEME/ INTEREST/ TREND/

QUESTION




PROBLEM

CUSTOMER

SOLUTION


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?




PROBLEM

CUSTOMER


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




PROBLEM

CUSTOMER

SOLUTION





PROBLEM

CUSTOMER

SOLUTION


q  “hires”

q  is constrained by




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







PROBLEM

CUSTOMER

SOLUTION









PROBLEM

CUSTOMER

SOLUTION






QUESTION





PROBLEM

CUSTOMER

SOLUTION





q  “hires”

q  is constrained by What is the job-‐to-‐get-‐done, main task, or outcome of customer?




PROBLEM

CUSTOMER

SOLUTION


q  “hires”

q  is constrained by q  Physical q  Intellectual q  EmoTonal q  Spiritual







PROBLEM


QUESTION JOB-‐TO-‐

GET-‐DONE

CUSTOMER

SOLUTION




PROBLEM



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. [email protected] & hIp://businessmodels.ning.com & hIp://twiIer.com/RodKuhnKing



PROBLEM



GET-‐DONE

CUSTOMER

SOLUTION


(Blue Ocean-‐Value Curve)

R: Reduce

E: Eliminate C: Create

I: Increase


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




PROBLEM


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


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



(DissaTsfiers of TradiTonal

Music Players)


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)


CUSTOMER


PROBLEM


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




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



CUSTOMER


PROBLEM



1-‐Page Lean Strategy For Apple’s Classic iPod



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)



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



CUSTOMER


PROBLEM



Middle/Upper-‐class Lady

Provide designer clothes to rent (inexpensively)

“Rent the Runway”

Aaend upscale event

1-‐Page Lean Strategy for Rent the Runway


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







CUSTOMER


PROBLEM






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



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:


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?


Innovator’s Iceberg


Business Model Iceberg

Business Model Engine PerspecTve

Feedback; Fitness (Demand vs. Supply)?

VALUE CREATION

VALUE CAPTURE

VALUE DELIVERY

Business Model Engine


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



Rentable Vehicles (Vehicle Providers)

High-‐end Passenger (Paying Users/Customers)

Exam

ple


Business Model Iceberg for Airbnb

Business Model Engine PerspecTve: 2-‐Sided Placorm Stack







q  Key Resources



q  Strategy

Enterprise Engine

Value Engine




Rentable Rooms (AccommodaTon Providers)

Tourist/Traveller (Paying Users/Customers)

Exam

ple


Business Model Iceberg for Google Search

Business Model Engine PerspecTve: Mul@-‐sided Placorm Stack







q  Key Resources



q  Strategy

Enterprise Engine

Value Engine




Adver=sement (AdverTsers/Customers)

Website Content (Content Providers)

Mul=-‐media Searchers (Free Users)

Exam

ple


Business Model Iceberg for YouTube








q  Key Resources



q  Strategy

Enterprise Engine

Value Engine





Published Videos (Content Providers)

Video Discoverers (Free Users)

Exam

ple


Business Model Iceberg for Twider








q  Key Resources



q  Strategy

Enterprise Engine

Value Engine





Micro-‐content/“Tweet” (Content Providers)

Micro-‐content Discoverers (Free Users)

Exam

ple


Business Model Iceberg for Facebook








q  Key Resources



q  Strategy

Enterprise Engine

Value Engine





Photos/Videos/News (Content Providers)

Socializers/Discoverers (Free Users)

Exam

ple


Business Model Iceberg for VisionaryD.com








q  Key Resources



q  Strategy

Enterprise Engine

Value 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


Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for VisionaryD


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


Product Innovators (DissaTsfiers of Linear Strategy/ Business Plan; Lean Startups)



Improve/create product










Innova@on Describes a Surprising And Successful (SAS) Outcome.

Rapid IteraCve Problem Solving (RIPS) is the Process That Drives InnovaCon.





Living System





Living System

FRONT END

BACK END





OUTPUT

PROCESSING

INPUT

Living System





HOW?

WHAT?

WHY?

Living System





Physical

Intellectual

Emo=onal

Spiritual

Living System






Living System





Supply Infrastructure

Demand Infrastructure

Living System






Respond

Sense

Living System






Respond (Decide; Act)

Sense (Observe; Orient)

Living System






Respond (Learn; Build)

Sense (Measure)

Living System



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




Living System



Sense (Measure)


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






OBSERVEABLE OUTCOME/EVENT



HolisTc Change Management PerspecTve

Living System


OBSERVEABLE OUTCOME/EVENT



HolisTc Change Management PerspecTve


Sense (Measure)

Living System



Five Forces (Enterprise/Industry/Ecosystem/HolisTc) AIracTveness PerspecTve




Adrac=veness Analysis q  Bargaining

Power q  Threat




SWOT Analysis S: Strengths W: Weaknesses O: Opportuni=es T: Threats



Human-‐centered & Universal Problem Solving (HUPS) PerspecTve



Business Model Engine PerspecTve: Observers


Snorkeler

Scuba Diver

Ordinary Swimmer


Deep Diver



Business Model Engine PerspecTve: Placorm Stack


Technology Infrastructure

Data (Value Capture) Infrastructure

Marketplace

(Community/Network) Infrastructure




Business Model Engine PerspecTve: Team


Product Developer

Strategist/ Accountant

Marketer

(Customer Developer/ Growth Hacker)


Visionary





VALUE CREATION

VALUE CAPTURE

VALUE DELIVERY



PRODUCT




VALUE CREATION

VALUE CAPTURE

VALUE DELIVERY






VALUE CREATION

VALUE CAPTURE

VALUE DELIVERY





Enterprise Engine

Value Engine













q  Key Resources



q  Strategy

Enterprise Engine

Value Engine














q  Key Resources


Enterprise Engine

Value Engine


q  Strategy















q  Key Resources


Enterprise Engine DISCOVERY/

VALIDATION

Value Engine DISCOVERY/

VALIDATION

Customer Growth Engine DISCOVERY/

VALIDATION

q  Strategy


DISCOVERY/ VALIDATION


MARKET DISCOVERY/ VALIDATION











q  Key Resources


Enterprise Engine DISCOVERY/

VALIDATION

Value Engine DISCOVERY/

VALIDATION

Customer Growth Engine DISCOVERY/

VALIDATION

q  Strategy


DISCOVERY/ VALIDATION


MARKET DISCOVERY/ VALIDATION

VISION (LEAP OF FAITH /DREAM/INSIGHT) DISCOVERY/VALIDATION











q  Key Resources


Enterprise Engine

Value Engine


q  Strategy














q  Key Resources


Enterprise Engine

Value Engine



q  Strategy














q  Key Resources


Enterprise Engine

Value Engine


(Promoters/Passives/Detractors (Dissa@sfiers))


q  Strategy














q  Key Resources


Enterprise Engine

Value Engine




q  Strategy


q  MISSION q  VISION q  CORE VALUES q  CULTURE/BRAND






Playing-‐To-‐Win (PTW) PerspecTve: Integrated Network of Ques@ons and Choices







q  Key Resources


What CAPABILITIES Are Required?

What MANAGEMENT

SYSTEMS Are Required?

How to WIN?



q  Strategy

Feedback; Fitness (Demand vs. Supply)? Where to PLAY?


What is our WINNING ASPIRATION?





Balanced Scorecard PerspecTve








q  Key Resources


q  Strategy



Process Perspec=ve/ Learning Perspec=ve

Financial PerspecCve

Customer Perspec=ve




Balanced Scorecard PerspecTve








q  Key Resources


q  Strategy



Process Perspec=ve/ Learning Perspec=ve

Financial PerspecCve

Customer Perspec=ve


q  MISSION q  VISION q  CORE VALUES q  CULTURE/BRAND



“Pirate Metrics” PerspecTve








q  Key Resources


q  Strategy



u  R: Revenue

u  A: Acquisi=on u  A: Ac=va=on u  R: Reten=on u  R: Referral




Value Discipline PerspecTve








q  Key Resources


q  Strategy



Product Leadership/ Opera=onal Excellence

(CompeCCve Strategy)

Customer In=macy




Built-‐To-‐Last (BTL) PerspecTve








q  Key Resources


q  Strategy




Customer In=macy

VISION












q  Key Resources


q  Strategy






Customer In=macy

Envisioned Future (BHAG; Vivid Descrip@on)

Core Ideology (Core Values; Core Purpose)











q  Key Resources


q  Strategy


PESTLIED Trends P: Poli=cal E: Economic S: Social T: Technological L: Legal I: Interna=onal E: Environmental D: Demographic



Customer In=macy

Envisioned Future (BHAG; Vivid Descrip@on)

Core Ideology (Core Values; Core Purpose)



Iceberg Template



Linear (Pipe/Chain) Business Model PaIern: 1-‐Sided (Unilateral) Market


Customer (Payer/Buyer; Consumer)


Enterprise (Producer/Supplier of Product or Service)





Enterprise Engine

Value Engine









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



Tree/V-‐Business Model PaIern: 2-‐Sided (Bilateral) Market


Customer/Adver=ser (Payer; Buyer)

User (Consumer: Service)

Enterprise Engine

Value Engine


Enterprise (Producer/Supplier of Product or Service Plamorm; Channel)


Tree/V-‐Business Model PaIern: 2-‐Sided (Bilateral) Market


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



Triangular/Network-‐Business Model PaIern: 2-‐Sided (Bilateral) Market


Customer/Adver=ser; Developer (Payer; Buyer; Developer)

Enterprise (Producer/Supplier of Product or Service Plamorm; Matchmaker; Broker)

Enterprise Engine

Value Engine


User (Consumer; Content Demander)


Triangular/Network-‐Business Model PaIern: 2-‐Sided (Bilateral) Market


Customer/Adver=ser/Developer (Payer; Buyer; Developer)

User (Consumer; Content Demander)

Enterprise Engine

Value 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)


Tetrahedral Business Model PaIern: Mul@sided (Mul@-‐lateral) Market


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


Tetrahedral Business Model PaIern: Mul@sided (Mul@-‐lateral) Market


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?


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


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


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?


1-‐Page Lean Strategy: Perspec@ve of Olaf, the Lean Startup Snowman 4 Topics for Human-‐centered & Universal Problem Solving (HUPS)

PROBLEM

SOLUTION

METHOD



1-‐Page Lean Strategy: Perspec@ve of Olaf, the Lean Startup Snowman 4 Topics for Human-‐centered & Universal Problem Solving (HUPS)


SOLUTION (Ideal

Lean System)

(Process) METHOD


CUSTOMER ……………………………………..

Manage SOLUTION



Understand PROBLEM



Learn Build

CUSTOMER ……………………………………..

Manage SOLUTION

Measure



Understand PROBLEM



Learn Build

CUSTOMER ……………………………………..

Manage SOLUTION

Measure




Understand PROBLEM



Olaf, the Human-‐centered & Universal Problem Solver (HUPS): A Minimum Viable Product (MVP)





JOB TO GET DONE

CUSTOMER ……………………………………..

SOLUTION






JOB TO GET DONE

CUSTOMER ……………………………………..

R: Reflect E: Experiment

q O: Observe q T: Think

q H: Hypothesize








JOB TO GET DONE

CUSTOMER ……………………………………..



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



Phase/Round/Experiment: ……………………………………….

Custom

er Develop

ment

(Steve Blank) PROBLEM

(Constraint)


JOB TO GET DONE

CUSTOMER ……………………………………..



q H: Hypothesize





Custom

er Develop

ment

(Steve Blank)

Lean

Startup

(Eric Ries)




JOB TO GET DONE

CUSTOMER ……………………………………..


q H: Hypothesize





Custom

er Develop

ment

(Steve Blank)

Lean

Startup

(Eric Ries)

Learn Build

Measure









Thinks/Feels

Says/Does

Hears Sees

Job To Get Done (JTGD) ……………………………………..

Happiness Map For Lean Strategy Organiza=ons


PAIN (-‐): Struggles;

Hassles; Fears; Obstacles

DELIGHT (+): Gain;

Pleasure; Desires


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


LEAN STRATEGY ORGANIZATIONS

(LSO)

LEAN STRATEGY ORGANIZATIONS Rapidly Understand, Prototype, and Manage Habits as well as Addic@ve Customer Experiences (ACEs)


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


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


CUSTOMER ……………………………………..

Olaf, the Lean Startup Snowman For Lean Strategy Organiza=ons




CUSTOMER ……………………………………..





JOB TO GET DONE

CUSTOMER ……………………………………..






JOB TO GET DONE

CUSTOMER ……………………………………..



SOLUTION

PROBLEM



JOB TO GET DONE

CUSTOMER ……………………………………..







JOB TO GET DONE

CUSTOMER ……………………………………..

q  Define q  Measure q  Analyze

q  Improve q  Control








JOB TO GET DONE

CUSTOMER ……………………………………..

q  Define q  Measure q  Analyze

q  Improve q  Control

Learn Build

Measure








JOB TO GET DONE

Standardize/ Share Success

Implement Countermeasure

Target; Countermeasure

(Delight)

CUSTOMER ……………………………………..




Causes/ Root-‐cause

(Pain)

Monitor Result/Progress





JOB TO GET DONE

Learn Build

CUSTOMER ……………………………………..

Measure








JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..









JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


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.








JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

q Unkno

wn Prob

lem

q Kno

wn Prob

lem

q Unkno

wn Solu@o

n q Kno

wn Solu@o

n














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

DECLAR

ATIVE

Learning

EX

PERIEN

TIAL

Learning

EX

PEER

IMEN

TAL

Learning














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Prob

lem

Discoverer

SoluCo

n De

liverer

Idea

De

velope

r














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Marketer’s

(Customer/Pull) Focus

Techno

logist’s

(Produ

ct/Push) Focus














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Harvard Bu

siness S

choo

l (HBS)-‐S

tar@ng

Point

MIT/Stanford University

(MIT/SU)-‐S

tar@ng

Point














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Custom

er Develop

ment

(Steve Blank)

Lean

Startup

(Eric Ries)














JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


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.













JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..




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










Examples

1-‐Page Lean Strategy How Lean Strategy Organiza@ons Successfully Bring Billion Dollar Ideas to Market

Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Facebook


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)







Phase/Round/Experiment: #1 Lessons Learned; Insights: ………………………………………. Decision (Persevere/Pivot; Abandon): …………………………………….………………….







Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Airbnb


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)














Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Uber


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




High-‐end Passenger (DissaTsfiers of TradiTonal Taxis)











Obtain tax returns

Learn Build

Causal Hypothesis

(Pain)


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





Tax Filer (DissaTsfiers of

TradiTonal Tax Filing)











Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Amazon Lending


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




High Volume Resellers (DissaTsfiers of

TradiTonal Financing)











Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Banco Davivienda


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




Non-‐users of Banks (DissaTsfiers of

TradiTonal Banks)











Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Godrej & Boyce Manufacturing


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




Low-‐income Women (DissaTsfiers of

Food Storage Devices)











Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Wily Technology


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













Solware Developer (DissaTsfiers of

Sokware Debugging Tools)


Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for a Risky Project in Cisco


ple

Develop Innova=on Capabili=es


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













Cisco Services (DissaTsfiers of

InnovaTon Process/Tools)


Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Owlet


ple

Monitor baby’s vital signs


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)




Baby/Parent; Hospital/Nurse (DissaTsfiers of

Baby Monitoring Devices)











Learn Build

Causal Hypothesis

(Pain)




ple


Test/MVP: OTHER Loop; LS Snowman; VisionaryD (Proto-‐types of Business DNA Search Engine)


















1-‐Page Lean Strategy Advanced

JOB TO GET DONE

Causal Hypothesis

(Pain)


Learn (Pivot or Persevere?)

Build (Small Batch: Test/MVP)

CUSTOMER ……………………………………..

Advanced 1-‐Page Lean Strategy For Lean Strategy Organiza=ons












JOB TO GET DONE

Causal Hypothesis

(Pain)



CUSTOMER ……………………………………..





Vision-‐Strategy-‐Product (VSP)

Pyramid










JOB TO GET DONE

Causal Hypothesis

(Pain)



CUSTOMER ……………………………………..





Product

Strategy

Vision (Leap of Faith)

(Analog/AnTlog)

(Business Model)










JOB TO GET DONE

Causal Hypothesis

(Pain)




CUSTOMER ……………………………………..

Product

Strategy


(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












JOB TO GET DONE

Causal Hypothesis

(Pain)




CUSTOMER ……………………………………..

Product

Strategy


(Analog/AnTlog)





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



Checklist of Tools for Genera=ng and Tes=ng Ideas FOUR LEAN STRATEGY QUESTIONS 1.   JOB-‐TO-‐GET-‐DONE:






JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Product

Strategy


(Analog/AnTlog)
















JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Product

Strategy


(Analog/AnTlog)

(Business Model)

MISSION/VALUES/CULTURE
















JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..

Product

Strategy


(Analog/AnTlog)

(Business Model)


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















JOB TO GET DONE

Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..


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















JOB TO GET DONE


CUSTOMER ……………………………………..


DN

A


q H: Hypothesize















JOB TO GET DONE



CUSTOMER ……………………………………..


DN

A

q H: Hypothesize

Product

Strategy


(Analog/AnTlog)















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)


1-‐Page Lean Strategy for Rent the Runway


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)



Exam

ple

Product

Strategy


(Analog/AnTlog)

(Business Model)



Middle/Upper-‐class Lady (DissaTsfiers of

TradiTonal Designer Stores) PROBLEM (Constraint)









Sell produce

Learn Build

Causal Hypothesis

(Pain)


1-‐Page Lean Strategy for Intuit’s Mobile Bazaar


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”



Exam

ple

Product

Strategy


(Analog/AnTlog)

(Business Model)



Farmers (DissaTsfiers of

TradiTonal Banks) PROBLEM (Constraint)









Learn Build

Causal Hypothesis

(Pain)




ple



MVP/Test: OTHER Loop; LS Snowman; VisionaryD (Proto-‐types of Business DNA Search Engine)




Product

Strategy


(Analog/AnTlog)

(Business Model)














1-‐Page Lean Strategy Toolkit



PROBLEM

CUSTOMER

SOLUTION





PROBLEM

CUSTOMER


SOLUTION




PROBLEM

CUSTOMER

SOLUTION


QUESTION




PROBLEM

CUSTOMER

SOLUTION


QUESTION

What is the job-‐to-‐get-‐done or main task of customer?







PROBLEM

CUSTOMER


QUESTION

q  Physical q  Intellectual q  EmoTonal q  Spiritual

SOLUTION







PROBLEM

CUSTOMER

SOLUTION





PROBLEM

CUSTOMER

SOLUTION


q  “hires”





PROBLEM

CUSTOMER

SOLUTION


q  “hires”

q  is constrained by What is the job-‐to-‐get-‐done or main task of customer?







PROBLEM

CUSTOMER

JOB-‐TO-‐GET-‐DONE q  Physical q  Intellectual q  EmoTonal q  Spiritual

SOLUTION

q  “hires”

q  is constrained

by


QUESTION







PROBLEM

CUSTOMER

SOLUTION









PROBLEM

CUSTOMER

SOLUTION







QUESTION




PROBLEM

CUSTOMER

SOLUTION






q  “hires”





PROBLEM

CUSTOMER

SOLUTION


q  “hires”

q  is constrained by q  Physical q  Intellectual q  EmoTonal q  Spiritual







PROBLEM



GET-‐DONE

CUSTOMER

SOLUTION




PROBLEM



GET-‐DONE

CUSTOMER

SOLUTION



R: Reduce

E: Eliminate C: Create

I: Increase







CUSTOMER


PROBLEM






Happiness Map For Lean Strategy Organiza=ons



Learn Build

Causal Hypothesis

(Pain)


CUSTOMER ……………………………………..














JOB TO GET DONE



CUSTOMER ……………………………………..


DN

A

q H: Hypothesize

Product

Strategy


(Analog/AnTlog)















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


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


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


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) -‐ …………………..…………………


(-‐): 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



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): …………………………………………………………………………………………………………………


Visual Summary of “The Innovator’s Method” How Lean Strategy Organiza@ons Successfully Bring Billion Dollar Ideas to Market

Learn Build

Causal Hypothesis

(Pain)


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







Learn Build

Causal Hypothesis

(Pain)





CUSTOMER …………………………………….. Leaders/Managers/

Entrepreneurs (Rapidly Discover & Solve B.U.M.P.)













Learn Build

Causal Hypothesis

(Pain)

















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;





Learn Build

Causal Hypothesis

(Pain)





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.)
















Learn Build

Causal Hypothesis

(Pain)











Present simple holis@c process for rapidly and systema-‐Tcally discovering & solving problems
















Learn Build

Causal Hypothesis

(Pain)





Test/MVP: q  Book Proposal

(Outline); Blog q  Drak Chapters q  Drak/Final Book























Learn Build

Causal Hypothesis

(Pain)









Product

Strategy


(Analog/AnTlog)

(Business Model)




















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


PROBLEM




Thinks/Feels

Says/Does

Hears Sees

PAIN (-‐): Struggles;

Hassles; Fears; Obstacles

DELIGHT (+): Gain;

Pleasure; Desires

Job To Get Done (JTGD) ……………………………………..


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. [email protected] & 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: [email protected] 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. [email protected] & 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

[email protected]

1-‐559-‐2486230

lean storyboarding: successfully facilitate lean improvement, innovation, and startup projects

Business

q lean startup method

lean startup coach

ve problem

q a3 problem

problem customer job

tools lean storyboarding

problem customer solution

q compe