Download pdf - VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem-Solution Fit, Strategy-Business Model Fit, and Product-Market Fit

#VSPYacht. Dr. Rod King. [email protected] & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing

Vision-‐Strategy-‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….………………………….

1 2 3 4 5

MARKET

PRODUCT

STRATEGY VISION

Big Urgent Market Problem (BUMP: Trade-‐off)

INNOVATOR

INTEGRATOR

DREAM (INNOVATION) TEAM

EVANGELIST

VISIONARY

PROBLEM DISCOVERER

What would “X” do?


Vision-‐Strategy-‐Product (VSP) 1 2 3 4 5

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



1 2 3 4 5

MARKET

PRODUCT

STRATEGY VISION




1 2 3 4 5

MARKET

PRODUCT

STRATEGY VISION


Where currently are we?

How should we get there?

Where must we go?



1 2 3 4 5

MARKET

PRODUCT

STRATEGY VISION



Pivot

INNOVATION MANAGEMENT: Find Fitness

North Star

(Tune Customer Growth Engine)

(Change Bus. Model Archetype)

Market Discovery (Get Out Of Enterprise) How

should we get there? Learning/Op=miza=on

Red Ocean (Problem)

Blue Ocean (SoluLon) Where must we go?



1 2 3 4 5

MARKET

PRODUCT

STRATEGY VISION



Pivot

INNOVATION MANAGEMENT: Find Fitness

North Star

(Tune Customer Growth Engine)

(Change Bus. Model Archetype)

Market Discovery (Get Out Of Enterprise) How

should we get there? Learning/Op=miza=on

Red Ocean (Problem)

Blue Ocean (SoluLon)

q Where to play? q How to win? q What are required capabiliLes? q What are reqd mngt systems? q What is the winning aspiraLon? Where must we go?

A Vision-‐Strategy-‐Product (VSP) Yacht is

A “Vehicle”, Roadmap, or Agile Plan For

Rapidly Managing and Achieving a Vision Especially Under Condibons of

Extreme Uncertainty



1 2 3 4 5

MARKET (Customer/

User)

PRODUCT (Pretotype/Prototype/

Pilot/Full-‐scale)

STRATEGY VISION

(Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon)




1 2 3 4 5

MARKET (Customer/

User)



STRATEGY VISION



Key : Build-‐Measure-‐Learn Loop



1 2 3 4 5

MARKET (Customer/

User)



STRATEGY VISION



Key : Build-‐Measure-‐Learn Loop



1 2 3 4 5

MARKET (Customer/

User)



STRATEGY VISION



CS

PS

KA

BUMP

Visn (VP)



MARKET (Customer/

User)



STRATEGY VISION



1 2 3 4 5

CS

PS

KA

BUMP

Visn (VP)



MARKET (Customer/

User)



STRATEGY VISION



1 2 3 4 5



MARKET (Customer/

User)



STRATEGY VISION



Strategy-‐Business Model Fit (Strategic Problem Solving)

Product-‐Market Fit (OperaLonal Problem Solving)

1 2 3 4 5

Problem-‐Solu9on Fit (Visionary Problem

Solving)



MARKET (Customer/

User)



STRATEGY VISION



1 2 3 4 5


Solving)





MARKET (Customer/

User)



STRATEGY VISION



1 2 3 4 5




Solving)



1 2 3 4 5




Solving)



1 2 3 4 5



1 2 3 4 5



1 2 3 4 5

CS

PS

KA

BUMP

Visn (VP)



1 2 3 4 5

Who is the customer/user?

What is the product/service?

What is the strategy (business model)?

What is the vision/solubon (Value Proposi=on)?

What is the big problem (trade-‐off)?

CS

PS

KA

BUMP

Visn (VP)



1 2 3 4 5








1 2 3 4 5

Example


Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5






CS

PS

KA

BUMP

Visn (VP)

Apple’s Vision-‐Strategy-‐Product (VSP)








CS

PS

KA

BUMP

Visn (VP)

q  Bulky q  Expensive q  “Ugly” q  Complex to use

q  Limited Song Storage q  Limited Ba;ery Life


PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK








CS

PS

KA

BUMP

Visn (VP)

A Thousand Songs (Your Music Library) in Your Pocket












CS

PS

KA

BUMP

Visn (VP)






q  SLIM q  Expensive q  “COOL” q  SIMPLE

q  LARGE Song Storage q  LONG Ba;ery Life








CS

PS

KA

BUMP

Visn (VP)





q  Customer: Blue Ocean Strategy – Simplicity & High Performance q  Business: Luxury Spot Strategy – High Price & High Revenue (High Profit Margin)











CS

PS

KA

BUMP

Visn (VP)

Portable, Digital Music Player (iPod – Classic)
















CS

PS

KA

BUMP

Visn (VP)













CS

PS

KA

BUMP

Visn (VP)









Solving)




APPENDIX

How Might Our Vision-‐Strategy-‐Product (VSP) Yacht

Be Capsized and/or Wrecked?



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RISKS q  Search Risk q  Planning Risk q  Scale Risk q  Business Model Risk q  Organizabonal Risk q  Management Risk



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TO DO DONE DOING



1 2 3 4 5

Forces Against

Forces For



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New Entrants (Startups)

Subs=-‐tutes

(Incumbents)



1 2 3 4 5

Comple-‐mentors

Influenc-‐ers

New Entrants (Startups)

Subs=-‐tutes

(Incumbents)



1 2 3 4 5

S: Strengths

O: Opportuni-‐

=es

W: Weaknesses

T: Threats



1 2 3 4 5

STRATEGY

Product

Market

Vision

Big Urgent Market Problem

Acknowledgement

The logic of the Vision-‐Strategy-‐Product Yacht is inspired by and extends the framework of Eric Ries’s Vision-‐Strategy-‐Pyramid on page 23 of his book, “The Lean Startup.”