Embed Size (px)
DESCRIPTION
"Extraordinarily Successful Organizations Begin Life as Lean Startup Projects" *** Eric Ries's book, "The Lean Startup", is an excellent book on how to develop startup projects under conditions of great uncertainty; in other words, lean startup projects. Traditional summaries of "The Lean Startup" are in a linear list form. This presentation organizes parts ("Vision"; "Steer"; "Accelerate") and chapters of Eric Ries's book, "The Lean Startup," in the form of a visual model that is called "One-Page Lean Startup." In addition, Eric Ries's phases of "Steer" and "Accelerate" are presented on an S-Curve that illustrates how successful startups evolve. The One-Page Visual Model of Eric Ries's book, "The Lean Startup," can be used as a visual checklist to explain as well as facilitate application of the Lean Startup methodology.
Citation preview
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving
Problem Space
Solution Space
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP (4 Improvement/Disruption Questions)
Problem Space What system to improve/disrupt?
Solution Space
The 4 Disruption Questions Why improve/disrupt system? What system to improve/disrupt? What system to improve/disrupt to? How best to improve/disrupt system?
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP FOR SYSTEM IMPROVEMENT/DISRUPTION Problem Space
What system to improve/disrupt?
Solution Space
What system
to improve/disrupt?
Present System
What system
to improve/disrupt to?
Future System Short Term Medium Term Long Term
How best to
improve/disrupt system?
Process/Strategy
Why improve/disrupt
system?
Goal/Vision/Mission
Constraints/Trade-offs
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION
Problem Space What customer experience to improve/disrupt?
Solution Space
What customer experience
to improve/disrupt?
Present Customer XP
What customer experience
to improve/disrupt to?
Future Customer XP Short Term Medium Term Long Term
How best to
improve/disrupt customer experience?
Process/Strategy
Why improve/disrupt
customer experience?
Goal/Vision/Mission
Constraints/Trade-offs
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION
Problem Space What customer experience to improve/disrupt?
Solution Space
What customer experience
to improve/disrupt?
Present Customer XP Customer Ecosystem (Market/Segment) Job To Be Done/ Goal/Workflow Tool or Means (Product/Service/ Brand/Bus. Model/ Bus. Ecosystem) Outcome/Result Customer Experi- ence (Delight/Pain)
What customer experience
to improve/disrupt to?
Future Customer XP Customer Ecosystem (Market/Segment) Job To Be Done/ Goal/Workflow Tool or Means (Product/Service/ Brand/Bus. Model/ Bus. Ecosystem) Outcome/Result Customer Experi- ence (Delight/Pain)
How best to
improve/disrupt customer experience?
Process/Strategy Customer Develop- ment Business Model Mapping/Inno’ Lean Startup (Agile) Trends (PESTLIED) Competitive Strat. Disruptive Innova- tion Strategy Blue Ocean Strategy Creative Strategy TRIZ; CPS; ToC; VDD
Why improve/disrupt
customer experience?
Goal/Vision/Mission Shared Value Profit Revenue (Streams) Cost (Structure) Delight (+) Pain (-) Ideal Final Result (IFR) Ultimate Leap of Faith (LoF) Other Success Criteria (Metrics)
(Systematic Checklist)
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION
Problem Space What business model to improve/disrupt?
Solution Space
What business model
to improve/disrupt?
Present Bus. Model
What business model
to improve/disrupt to?
Future Bus. Model Short Term Medium Term Long Term
How best to
improve/disrupt business model?
Process/Strategy
Why improve/disrupt business model?
Goal/Vision/Mission
Constraints/Trade-offs
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION
Problem Space What business model to improve/disrupt?
Solution Space
What business model
to improve/disrupt?
Present Bus. Model
What business model
to improve/disrupt to?
Future Bus. Model Short Term Medium Term Long Term
How best to
improve/disrupt business model?
Process/Strategy Customer Develop- ment Business Model Mapping/Inno’ Lean Startup (Agile) Trends (PESTLIED) Competitive Strat. Disruptive Innova- tion Strategy Blue Ocean Strategy Creative Strategy TRIZ; CPS; ToC; VDD
Why improve/disrupt business model?
Goal/Vision/Mission
Constraints/Trade-offs
(Annotated)
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP (4 Bus. Disruption Questions)
Problem Space What system (product/service; brand; business model; ecosystem) to disrupt?
Solution Space
The 4 Business Disruption Questions Why disrupt system (product/service; brand; business model; ecosystem)? What system (product/service; brand; business model; ecosystem) to disrupt? What system (product/service; brand; business model; ecosystem) to disrupt to? How best to disrupt system (product/service; brand; business model; ecosystem)?
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP (The 2 Mantras)
Problem Space “Get Out Of The Building”
Solution Space “Build-Measure-Learn”
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving
Problem Space CUSTOMER TRADE-OFF DISCOVERY, DIAGNOSIS, AND VALIDATION
Solution Space AGILE PRODUCT/SERVICE (Ecosystem/Business Model) INNOVATION
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SHARED DREAM/ VISION
- Start - Define - Learn - Experiment Elimination of Big Urgent Market Problems (BUMPs)
ONE-PAGE LEAN STARTUP (Ries’s LS Methodology)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Present Past Future
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP
- Leap (Big Problem; Vision/Hypotheses/Value (Proposition))
- Test (Criteria for Problem; Minimum Viable Product(MVP))
- Measure (Actionable Metrics for Customer Growth)
- Pivot (or Persevere) (Strategy/Business Model/Customer Ecosystem)
ACCELERATE: LAUNCH-SCALE
- Batch (Size/Version; Time/Cycle)
- Grow (Engines of Customer Growth)
- Adapt (Adaptive Org./5 Whys)
- Innovate (Disruptive Inno.)
Unique Summary and Visual Model of Eric Ries’s Book, “The Lean Startup”
END (Value/ Why?)
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
4 Phases of a Successful Lean Startup or Business Model Cycle (The Lean Startup Journey: Evolutionary Hypotheses vs. Reality)
Infancy (Prototype)
Time
Cu
sto
mer
Exp
erie
nce
, Hap
pin
ess,
or
Val
ue
= D
elig
ht/
Pain
Growth (Optimize)
Maturity (Scale)
Renewal (Renew)
Chasm (Traction; Tipping Point;
Product-Market Fit)
Fault (Line)
ONE-PAGE LEAN STARTUP (Lean Startup Journey)
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………
Present Past Future
Traditional/Hypothetical 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)
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“VISIONARY” ONE-PAGE LEAN STARTUP
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………
Present Past Future
INTERNAL/EXTERNAL MEANS (TOOL) (Resources: People/Culture-Process/Strategy-Product/Service)
SHARED DREAM/ VISION
END (Value)
Prototype (Build) - Measure Learn
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP (Perf. Management)
CUSTOMER TRADE-OFF DASHBOARD (Aspiration Map)
ECOSYSTEM DASHBOARD (SEMPORCES Dashboard/
Business DNA Map/ MegaMarketing Model)
Present Past Future
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP
CUSTOMER TRADE-OFF DASHBOARD
ECOSYSTEM DASHBOARD
Present Past Future
CUSTOMER PERSONA, TRADE-OFF, AND PAIN Hypotheses/Scenario/Story
VALUE CREATION (VISION/EXPERIENCE/PROFIT) Hypotheses/Scenario/Story
CUSTOMER GROWTH (MARKET)
Hypotheses/Scenario/Story
PRODUCT (VALUE PROPOSITION)
Hypotheses/Scenario/Story
ITENN
Copyright 2012. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ONE-PAGE LEAN STARTUP
Solution Space (Established/Unestablished)
Present Past Future
Problem Space (Established/Unestablished)
ITENNWH
4 APPLICATIONS OF THE TOOL OF ONE-PAGE LEAN STARTUP
Open Problem Finding & Solving: What way or domain is your focus?
“SOLUTION SPACE” (Product) “PROBLEM SPACE” (Market)
Established Solution (Established Product/Service/ Tool/Technology)
Unestablished Solution (Unestablished Product/ Service/Tool)
Established Problem (Established Market/BUMP/Job/ Need)
ESTABLISHED BUSINESS Established Market (Problem) Established Solution (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 Unestablished Problem (Market) Unestablished Solution (Product/Service/Technology)
“Stanford University (SU) Way”/
“Lean Startup Way”/ “Blue Ocean Way”/
“Business Model Way”
(-): Product Risk
(+):
Mar
ket
Pre
dic
tab
ility
3
1 2
4
SHARE WITH COLLEAGUES. Creative Commons License. VDD University for Lean Startup Project Management Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENNWH
A Solution or Scientific Law
Is
An Unfalsifiable Hypothesis,
An Unfalsifiable Value Proposition,
Or
An Unfalsifiable Strategy
WHAT IS A SOLUTION?
Vision; Leap Of Faith; ‘Hallucination’
ITENNWH
A Hypothesis, Proposal, or Plan
Is A Speculation or ‘Guesstimate’
That is Unestablished
But
Testable And Falsifiable
WHAT IS A HYPOTHESIS?
Testable and Falsifiable Speculation (‘Guesstimate’)
ITENNWH
A Fact
Is Established in Physical Reality
And
Can Independently Be Confirmed
To Exist
By a Consensus of Diverse Minds
WHAT IS A FACT?
Evidence or Consensus Reality: Past and Present
ITENNWH
Our Vision Is For
The Tool Of “One-Page Lean Startup”
To Reach 2 Billion Innovators in 5 Years
Thanks For Helping Us Achieve That Vision
SHARE WITH 9 COLLEAGUES. VDD University for Lean Startup Project Management Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WE NEED YOUR HELP GIANT Leap of Faith
ITENNWH
What Do You Consider As Obstacles or Constraints For
The Tool Of “One-Page Lean Startup”
To Reach 2 Billion Innovators in 5 Years?
Thanks
SHARE WITH 9 COLLEAGUES. VDD University for Lean Startup Project Management Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WE NEED YOUR HELP
ITENNWH
What Are
Your Ideas and Suggestions For
Improving The Tool Of
“One-Page Lean Startup”
Join Us At VDD University for Lean Startup Project Management
SHARE WITH 9 COLLEAGUES. VDD University for Lean Startup Project Management Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WE NEED YOUR HELP
