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There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans. The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans. To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
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Past (“Done”)
Present (“Doing”)
Future (“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System)
Past (“Done”)
Present (“Doing”)
Future (“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
What WAS performance of business (model/ system)?
What WILL/ MUST be performance of business (model/ system)?
What IS performance of business (model/ system)?
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System) Strategy/Execu>on
How SHOULD business (model/system) get to desired performance?
Past Global Business Model
(“Done”)
Present Global Business Model
(“Doing”)
Future Global Business Model
(“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
History Today Someday
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System)
Past Global Business Model
(“Done”)
Present Global Business Model
(“Doing”)
Future Global Business Model
(“To Do”)
Global Business Model (GBM) PLAN
One-‐Page Business Innova6on Toolkit for Visual Change Management
Business Model (Canvas)
Business Model (Canvas)
Business Model (Canvas)
Industry Ecosystem
Market Ecosystem
Business Model (Canvas)
Macro-‐Economic Influencers
Key Trends & Complementors
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Mission/Vision/Purpose/Ideals/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Business Model (System)
Global Business Model (GBM) Canvas Worksheet Focusing on Business Model (Canvas) at a Certain Point in Time
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Environment
KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Business Model (Canvas/Cycle/System)
Environment
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Topics for the Environment are mainly adapted from the Business Model Environment (www.businessmodelgeneraTon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on 5 Phases of Business Model (“Con6nents”/Lean Startup) Cycle
Problem Plan Build
Measure
Learn
Global Business Model (GBM) Canvas Worksheet Focusing on Classic Business Model (Canvas) at a Certain Point in Time
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Environment
KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Problem Plan Build
Measure
Environment
Key Ac>vi>es (KA)
Key Partners (KP)
Key Resources (KR)
Value Proposi>on
(VP)
Customer Segments
(CS)
Pain: Cost Structure (C$)
Delight: Revenue Streams (R$)
Channels (CH)
Customer Rela>onships
(CR)
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Topics of the above canvas are mainly adapted from The Business Model Canvas & Environment (www.businessmodelgeneraTon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise con>nuously learn (to increase customers, perf. or shared value)?
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on Details of Business Model (Canvas) Including “Learn” Block
Environment
Key Ac>vi>es (KA)
Key Partners (KP)
Key Resources (KR)
Value Proposi>on
(VP)
Pain: Cost Structure (C$)
Delight: Revenue Streams (R$)
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Topics of the above canvas are mainly adapted from The Business Model Canvas & Environment (www.businessmodelgeneraTon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise con>nuously learn (to increase customers, perf. or shared value)?
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on Details of Business Model (Canvas/Process) Including “Learn” Block
Channels (CH)
Customer Segments (CS)
Customer Rela>onships (CR)
E: Environment
P: Process/Strategy
S: Suppliers/Partners/Inputs
E: Employees/ Brand/IP
O: Output (Product/
Service/Value ProposiTon)
Pain (Disadvantages; Costs; Weaknesses)
Delight (Advantages; Benefits; Strengths)
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
S: Shared Value (Mission/Vision)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas Worksheet Focusing on Details of Business Model (Chain/Process) Including “Learn” Block
R: Retailers/Distrib./Channels/CRM
C: Customers/Consumers
M: Machinery/ Techno’/Infra’
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Environment Global Business Model (GBM) Canvas: Worksheet
Worksheet Focusing on the Four “Walls” of the Business Model Environment (BME)
Business Model (Canvas)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing KEY: “PESTLIED” is an acronym for PoliTcal; Economic; Social; Technological; Legal; InternaTonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Environment Global Business Model (GBM) Canvas
Focusing on the Four “Walls” of the Business Model Environment (BME): Annota6ons
q Suppliers
q Influencers/ Recommenders
q Intermediaries
q SubsTtutors
q Complementors
q PotenTal/New Entrants
q Market Segments (Market Hierarchy/ Size/Opportunity): PercepTons/Preferences/ Choices/Behaviors q Non-‐customers (Tiers) q Partners/
Alliances
q ExternaliTes (Infrastructure)
q Direct CompeTtors
Business Model (Canvas)
q Saboteurs
q PESTLIED Trends
q Decision-‐makers
q Government
q Labor Market
q Capital (Financing) q Natural Resources
q LogisTcs
q NGOs
q Investors
q Community
Industry Ecosystem: Details for Industry A=racTveness Analysis
New or Poten>al Entrants (Complementors)
Suppliers Customers/Users
Differen6a6on of inputs
Supplier concentra6on
Importance of volume and speed to supplier
Cost rela6ve to
total purchases
Impacts of input on cost & differen6a6on
Forward Integra6on
Presence of subs6tute inputs
Backward Integra6on
Rela6ve price performance of subs6tutes
Switching costs Buyer propensity to subs6tute
Diversity
Fixed costs/value added Brand iden6ty
Overcapacity
Informa6on complexity Entry barriers
Product differences
Product differen6a6on
Buyer concentra6on
Incen6ves for decision-‐makers
Price/ Volume/ Total purchase
Impacts of quality/performance
Switching costs
Buyer info’
Backward/Forward Integra6on
Buyer profits
Access to distribu6on
Economies of scale Capital requirements
Government policy
Exit barriers
Channel/distributor concentra6on Differen6a6on of channels/distributors
Backward Integra6on Forward Integra6on
Cost advantages Trends/Pa]erns Tipping point
Virality
ROI
Main Source: Based on Porter, M. (1998) Compe>>ve Advantage. New York: The Free Press. Porter, M. (1998) Compe>>ve Strategy. New York: The Free Press.
Compe>tors (Subs>tutors)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Industry Ecosystem (Industry/Rivalry/
Strengths/Weaknesses/OpportuniTes/Threats/Risks)
SOCIAL NETWORKING/ SEARCH ENGINE CANVAS q Facebook q Twi]er q LinkedIn q Google (Search; Calendar) q Pinterest
TIME MANAGEMENT CANVAS q Gedng Things Done (GTD)
CHANGE MANAGEMENT CANVAS q Theory of Constraints q Theory of InvenTve Problem
Solving (“TRIZ”) q “10-‐10-‐10” Decision-‐making
DISRUPTIVE INNOVATION CANVAS q DisrupTve InnovaTon Theory q Blue Ocean Strategy q Business Model (DNA) DisrupTon q Lean Startup Method q Customer Development Stack
IDEAS MANAGEMENT CANVAS q Brainstorming; To-‐Do List q SuggesTon Box q Vision Board; Storyboard q Crowdsourcing (Wisdomsourcing) q Fractal Grid (Past/Present/Future)
8 CATEGORIES OF APPLICATIONS AND JOBS FOR GLOBAL BUSINESS MODEL
(GBM) PLAN -‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐-‐
You can use the GBM Plan as …
BUSINESS/STRATEGIC PLANNING CANVAS
q Bus. Model Planning/GeneraTon q Business Plan; Strategic Plan; q Discovery-‐driven Planning q CompeTTve Strategy q Shared Value (Happiness)
SPACE-‐TIME VISUALIZATION CANVAS q Classic Timeline; Storyline q Einstein’s Space-‐Time Grid q Eddington’s Arrow of Time q Toyota’s Kanban Board q Calendar; To-‐Do List; Journal
PROJECT MANAGEMENT CANVAS q Six Sigma Methodology q Lean Thinking q Project Management Under
CondiTons of Uncertainty q Performance Management
8 CATEGORIES OF APPLICATIONS AND JOBS FOR GLOBAL BUSINESS MODEL (GBM) PLAN A Plakorm for Visual Change Management: Which Canvas or Job is Your Favorite?
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Global Business Model (GBM) Plan: Project Tasks
of Successful Entrepreneurs and Businesses
Global Business Model (GBM) Plan One-‐Page Business InnovaTon Toolkit for Visual Change Management
A Global Business Model (GBM) Plan Is
A Space-‐Time Canvas That Consists of
A North Star-‐Goal (Outcome) And
Past, Present, and Future Canvases For Planning, Organizing, EvaluaTng, and Managing
Any Change Project Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
Redefining “Business Model” The New Paradigm of Shared Happiness Business Models (SHBM)
A Business Model Is
A RepresentaTon of How
An Organiza>on Designs, Delivers, and Shares
Happiness (Value)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing
How to Prepare
A Global Business Model (GBM)
Plan
For Business (Startup) Projects?
Global Business Model (GBM)
Checklist Management
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Tasks on the above canvas are mainly adapted from Steve Blank’s course at Stanford University: “ENGR 245: The Lean Launch Pad”
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Environment
Business Model (Canvas)
q IdenTfy type of business (product/ service)
q Determine the type of industry you are in
q Discover dominant trends that relate to industry, market, complementors, and relevant Macro-‐Economic Influencers
q Determine who the decision-‐makers are: size of budget; current expenditures; workflow for buying decision
q Determine product-‐market fitness/ unfair advantage
q Determine tree of customer
Job-‐To-‐Be-‐Done
q IdenTfy market size (total/served/target)
q Talk to 10-‐15 potenTal complementors
q Talk to 10-‐15 compeTtors: direct/new entrants
q Determine switching costs
q Determine who the key influencers/stakeholders are and talk to them
q Determine market type
q Evaluate compeTtors’ products/services
q Form community
Global Business Model (GBM) Canvas: Checklist of AcTviTes/Tasks/“To Do”
Environment
Key Ac>vi>es (KA)
Use Global Prob-‐lem Solving Cycle Validate bus model Do “Search Engine” markeTng
Key Partners (KP)
Talk to 10-‐15 potenTal partners Determine incenTves and impediments regarding partners Determine risks with partners Search for co-‐creators
Key Resources (KR)
Build team/culture Generate bus. idea Get Resources: IT Infrastructure/ Workspace
Value Proposi>on
(VP) Determine feature set for Minimum Viable Product (MVP) Plan (formulate) and test Value ProposiTon (VP) Check Value Pro-‐posiTon-‐Customer Fit
Customer Segments
(CS) Prepare expe-‐riment to test customer archetypes
Talk to 10-‐15 potenTal customers Understand goal/problems/jobs/pain/gain
Pain: Cost Structure (C$)
Determine and test Customer AcquisiTon Cost Determine LifeTme Value of Customer Determine expense model Determine ‘cost’ of partnership
Delight: Revenue Streams (R$)
Determine and test product pricing: 10-‐15 customers Prepare dashboard of metrics for CS, CH, and CR: How to get/keep/grow customers (revenue)?
Channels (CH)
Determine how to get customers into channel/ relaTonship Devise packaging
Customer Rela>onships
(CR) Blog about project Ask customers to take acTon
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing Tasks on the above canvas are mainly adapted from Steve Blank’s course at Stanford University: “ENGR 245: The Lean Launch Pad”
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q Document and reflect on performance: What we thought/What we did/What we learned/What next to do
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Global Business Model (GBM) Canvas: Checklist of AcTviTes/Tasks/“To Do”
Designer’s Arrow of Time Another PerspecTve of
The Global Business Model (GBM) Plan
“Design or frame any object in space and 5me”
Designer’s Arrow of Time (DAT) for the Healthcare Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Healthcare Design
(“Done”)
Present Healthcare Design
(“Doing”)
Future Healthcare Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Healthcare
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Healthcare Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Healthcare
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Healthcare Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
ENTR
OPY
(Chaos/FricTo
n/Obstacles)
(Historical Facts/Memory)
Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Music Players: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Music Player Design
(“Done”)
Present Music Player Design
(“Doing”)
Future Music Player Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Music Player
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Music Player Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Music Player
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Music Player Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Smartphone Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Smartphone
Design (“Done”)
Present Smartphone
Design (“Doing”)
Future Smartphone
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Smartphone
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Smartphone Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Smartphone Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Smartphone (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Newspaper Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Thriving in a Vola6le, Uncertain, Complex, and Ambiguous (VUCA) Environment
Past Newspaper Design (“Done”)
Present Newspaper Design (“Doing”)
Future Newspaper Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Newspaper
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Newspaper Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Newspaper Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Newspaper (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Marke>ng: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past MarkeTng Design
(“Done”)
Present MarkeTng Design
(“Doing”)
Future MarkeTng Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Marke6ng
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
MarkeTng Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Marke>ng
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Marke>ng Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Bicycle: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Bicycle Design
(“Done”)
Present Bicycle Design
(“Doing”)
Future Bicycle Design
(“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Bicycle
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Bicycle Design Cycle (Canvas/System)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Bicycle
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Bicycle Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for “Buying Shoes”: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past “Buying Shoes”
Design (“Done”)
Present “Buying Shoes”
Design (“Doing”)
Future “Buying Shoes”
Design (“To Do”)
(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Buying Shoes
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
“Buying Shoes” Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] “Buying Shoes” Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For “Buying Shoes”
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for “Cleaning Floor”: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past “Cleaning Floor”
Design (“Done”)
Present “Cleaning Floor”
Design (“Doing”)
Future “Cleaning Floor”
Design (“To Do”)
(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Cleaning Floor
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
“Cleaning Floor” Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] “Cleaning Floor” Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For “Cleaning Floor”
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Entrepreneurship Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Entrepreneurship
Design (“Done”)
Present Entrepreneurship
Design (“Doing”)
Future Entrepreneurship
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Entrepreneurship
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Entrepreneurship Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Entrepreneurship Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Entrepre-‐ neurship
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the Banking Industry: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Banking Design (“Done”)
Present Banking Design (“Doing”)
Future Banking Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Banking
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Banking Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Banking Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Banking (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for the USA: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past USA
Design (“Done”)
Present USA
Design (“Doing”)
Future USA
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) USA
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
USA Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] USA Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For USA (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Poli>cal Campaign: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Thriving in a Vola6le, Uncertain, Complex, and Ambiguous (VUCA) Environment
Past PoliTcal Campaign
Design (“Done”)
Present PoliTcal Campaign
Design (“Doing”)
Future PoliTcal Campaign
Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) Poli6cal Campaign
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
PoliTcal Campaign Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Poli>cal Campaign Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Poli>cal Campaign (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for CAREER: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past CAREER Design (“Done”)
Present CAREER Design (“Doing”)
Future CAREER Design (“To Do”)
(Historical Facts/Memory) (Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) CAREER
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
CAREER Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] CAREER Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For CAREER
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for YOU: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past YOU Design (“Done”)
Present YOU Design (“Doing”)
Future YOU Design (“To Do”)
(Real-‐Tme Facts/Prototypes) (Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality) YOU
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
YOU Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] YOU Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For YOU (Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
Designer’s Arrow of Time (DAT) for Object: One-‐Page Business Design Toolkit One-‐Page Business Innova6on Toolkit for Visual Change Management
Past Object Design
(“Done”)
Present Object Design
(“Doing”)
Future Object Design
(“To Do”)
(Hypotheses/Plans)
OBJECT (Product/Service/OrganizaTon/Industry/Tool/FuncTonality)
Macro-‐Economic Influencers
Key Trends & Complementors
Indu
stry
Ecosystem
(Sup
ply)
Market
Ecosystem
(Dem
and)
Object Design Cycle (Canvas/System)
Learn
Build
Measure
Plan
Problem
Lean Startup Cycle
Copyright 2013. Dr. Rod King. [email protected] Object Design Cycle: Global Problem Solving (GPS) Canvas
Plan Problem Build
Measure Learn
KP KA
KR
VP CR CS
CH C$ R$
(-‐) (+)
Business Model Canvas (Outcomes/Tasks)
(Real-‐Tme Facts/Prototypes)
Mission/Vision/ Purpose/Ideals/ Goal/Job To Be Done/ Shared Value Proposi>on/ Ideal Final Result/ Shared Happiness For Object (System)
(Historical Facts/Memory)
ENTR
OPY
(Chaos/FricTo
n/Obstacles) Short/Medium/Long-‐term
