"Extraordinarily Successful Organizations Begin Life as Lean Startup Projects"
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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.
One-Page Visual Model of Eric Ries's Book, "The Lean Startup": A Visual Checklist
1. ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving
Problem Space
Solution Space
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Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
2. 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?
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Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
3. ONE-PAGE LEAN STARTUP FOR SYSTEM IMPROVEMENT/DISRUPTION
Problem Space
What system to improve/disrupt?
Solution Space
What How What Why
system best to system improve/disrupt
to improve/disrupt? improve/disrupt to improve/disrupt system?
system? to?
Present System Process/Strategy Future System Goal/Vision/Mission
ITENN Short Term
Medium Term
Long Term
Constraints/Trade-offs
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
4. ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION
Problem Space
What customer experience to improve/disrupt?
Solution Space
What How What Why
customer experience best to customer experience improve/disrupt
to improve/disrupt to customer experience?
improve/disrupt? customer experience? improve/disrupt to?
Present Customer XP Process/Strategy Future Customer XP Goal/Vision/Mission
ITENN Short Term
Medium Term
Long Term
Constraints/Trade-offs
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
5. ONE-PAGE LEAN STARTUP FOR CUSTOMER EXPERIENCE IMPROVEMENT/DISRUPTION
(Systematic Checklist)
Problem Space
What customer experience to improve/disrupt?
Solution Space
What How What Why
customer experience best to customer experience improve/disrupt
to improve/disrupt to customer experience?
improve/disrupt? customer experience? improve/disrupt to?
Present Customer XP Process/Strategy Future Customer XP Goal/Vision/Mission
Customer Ecosystem Customer Develop- ITENN Customer Ecosystem Shared Value
(Market/Segment) ment (Market/Segment) Profit
Job To Be Done/ Business Model Job To Be Done/ Revenue (Streams)
Goal/Workflow Mapping/Inno’ Goal/Workflow Cost (Structure)
Tool or Means Lean Startup (Agile) Tool or Means Delight (+)
(Product/Service/ Trends (PESTLIED) (Product/Service/ Pain (-)
Brand/Bus. Model/ Competitive Strat. Brand/Bus. Model/ Ideal Final Result
Bus. Ecosystem) Disruptive Innova- Bus. Ecosystem) (IFR)
Outcome/Result tion Strategy Outcome/Result Ultimate Leap of
Customer Experi- Blue Ocean Strategy Customer Experi- Faith (LoF)
ence Creative Strategy ence Other Success
(Delight/Pain) TRIZ; CPS; ToC; VDD (Delight/Pain) Criteria (Metrics)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
6. ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION
Problem Space
What business model to improve/disrupt?
Solution Space
What How What Why
business model best to business model improve/disrupt
to improve/disrupt to business model?
improve/disrupt? business model? improve/disrupt to?
Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Mission
ITENN Short Term
Medium Term
Long Term
Constraints/Trade-offs
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
7. ONE-PAGE LEAN STARTUP FOR BUSINESS MODEL IMPROVEMENT/DISRUPTION
(Annotated)
Problem Space
What business model to improve/disrupt?
Solution Space
What How What Why
business model best to business model improve/disrupt
to improve/disrupt to business model?
improve/disrupt? business model? improve/disrupt to?
Present Bus. Model Process/Strategy Future Bus. Model Goal/Vision/Mission
Customer Develop- ITENN Short Term
ment Medium Term
Business Model Long Term
Mapping/Inno’
Lean Startup (Agile)
Trends (PESTLIED)
Constraints/Trade-offs
Competitive Strat.
Disruptive Innova-
tion Strategy
Blue Ocean Strategy
Creative Strategy
TRIZ; CPS; ToC; VDD
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
8. ONE-PAGE LEAN STARTUP (4 Bus. Disruption Questions)
Problem Space
What system (product/service; brand; business model; ecosystem) to disrupt?
Solution Space
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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)?
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
9. ONE-PAGE LEAN STARTUP (The 2 Mantras)
Problem Space
“Get Out Of The Building”
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Solution Space
“Build-Measure-Learn”
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
10. ONE-PAGE LEAN STARTUP: A Problem Solving Canvas for Open Problem Finding & Solving
Problem Space
CUSTOMER TRADE-OFF DISCOVERY, DIAGNOSIS, AND VALIDATION
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Solution Space
AGILE PRODUCT/SERVICE (Ecosystem/Business Model) INNOVATION
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
11. ONE-PAGE LEAN STARTUP (Ries’s LS Methodology) Past Present Future
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: ………………………………………………………………………………………………………………………
Unique Summary and Visual Model of Eric Ries’s Book, “The Lean Startup”
MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service)
(Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem)
END
(Value/
STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP
Why?)
- Leap (Big Problem; Vision/Hypotheses/Value (Proposition))
SHARED
- Test (Criteria for Problem; Minimum Viable Product(MVP))
DREAM/
- Measure (Actionable Metrics for Customer Growth)
- Pivot (or Persevere)
ITENN VISION
(Strategy/Business Model/Customer Ecosystem) - Start
- Define
ACCELERATE: LAUNCH-SCALE - Learn
- Experiment
- Batch (Size/Version; Time/Cycle) Elimination of
- Grow (Engines of Customer Growth) Big Urgent
- Adapt (Adaptive Org./5 Whys) Market
- Innovate (Disruptive Inno.) Problems
(BUMPs)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
12. ONE-PAGE LEAN STARTUP (Lean Startup Journey) Past Present Future
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………
4 Phases of a Successful Lean Startup or Business Model Cycle
(The Lean Startup Journey: Evolutionary Hypotheses vs. Reality)
Customer Experience, Happiness, or Value
Fault (Line) SHARED
DREAM/
VISION:
= Delight/Pain
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Traditional/Hypothetical Ecosystem Demand
Ideal Final
Result
(Market, Industry, Enterprise, or Technology) (IFR)
Requirements
for
Insanely Great
Chasm Customer
(Traction; Tipping Point; Experience
Product-Market Fit)
Time
Infancy Growth Maturity Renewal
(Prototype) (Optimize) (Scale) (Renew)
Angel Funding Seed Funding Venture Funding
(Up to $100,000) ($100,000-$1M) ($1M-$5M)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
13. “VISIONARY” ONE-PAGE LEAN STARTUP Past Present Future
CUSTOMER/CLIENT: ………………………………………………………………………………… Date:……………………………………
PAIN/PROBLEM/TRADE-OFF/GOAL/NEED/JOB: …………………………………………………………………………………………………………
INTERNAL/EXTERNAL MEANS (TOOL) END
(Resources: People/Culture-Process/Strategy-Product/Service) (Value)
SHARED
DREAM/
VISION
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Prototype (Build) - Measure Learn
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
14. ONE-PAGE LEAN STARTUP (Perf. Management) Past Present Future
CUSTOMER TRADE-OFF DASHBOARD
(Aspiration Map)
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ECOSYSTEM DASHBOARD
(SEMPORCES Dashboard/
Business DNA Map/
MegaMarketing Model)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
15. ONE-PAGE LEAN STARTUP Past Present Future
CUSTOMER PERSONA, TRADE-OFF, AND PAIN
CUSTOMER TRADE-OFF DASHBOARD
Hypotheses/Scenario/Story
ECOSYSTEM DASHBOARD
PRODUCT CUSTOMER GROWTH VALUE CREATION
(VALUE PROPOSITION) (MARKET) (VISION/EXPERIENCE/PROFIT)
Hypotheses/Scenario/Story Hypotheses/Scenario/Story Hypotheses/Scenario/Story
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Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
16. ONE-PAGE LEAN STARTUP Past Present Future
Problem Space
(Established/Unestablished)
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Solution Space
(Established/Unestablished)
Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
17. 4 APPLICATIONS OF THE TOOL OF ONE-PAGE LEAN STARTUP
Open Problem Finding & Solving: What way or domain is your focus?
“SOLUTION SPACE” (Product) Established Solution Unestablished Solution
(Established Product/Service/ (Unestablished Product/
“PROBLEM SPACE” (Market) Tool/Technology) Service/Tool)
Established Problem ESTABLISHED BUSINESS ESTABLISHED PROBLEM
(Established Market/BUMP/Job/ Established Market (Problem) (Market) SEARCHING FOR
Established Solution UNESTABLISHED SOLUTION
Need)
(Product/Service/Technology) (Product/Service/Technology)
(+): Market Predictability
1 2
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“Six Sigma Way”/“Red Ocean Way”/ “Harvard Business School (HBS)
”Business Planning Way” Way”/“Market Planning Way”
Unestablished Problem ESTABLISHED SOLUTION Classic LEAN STARTUP
(Unestablished Market/BUMP/Job/ (Product/Service/Technology) Unestablished Problem
SEARCHING FOR UNESTABLISHED (Market)
Need)
PROBLEM (Market) Unestablished Solution
(Product/Service/Technology)
3 4
“MIT University Way”/ “Stanford University (SU) Way”/
“Product (Technology) Planning “Lean Startup Way”/
Way” “Blue Ocean Way”/
“Business Model Way”
(-): Product Risk
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Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
18. WHAT IS A SOLUTION?
Vision; Leap Of Faith; ‘Hallucination’
A Solution or Scientific Law
Is
An Unfalsifiable Hypothesis,
ITENNWH
An Unfalsifiable Value Proposition,
Or
An Unfalsifiable Strategy
19. WHAT IS A HYPOTHESIS?
Testable and Falsifiable Speculation (‘Guesstimate’)
A Hypothesis, Proposal, or Plan
Is
A Speculation ITENNWH
or ‘Guesstimate’
That is
Unestablished
But
Testable And Falsifiable
20. WHAT IS A FACT?
Evidence or Consensus Reality: Past and Present
A Fact
Is Established in Physical Reality
And
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Can Independently Be Confirmed
To Exist
By a Consensus of Diverse Minds
21. WE NEED YOUR HELP
GIANT Leap of Faith
Our Vision
Is For
TheITENNWH Of
Tool
“One-Page Lean Startup”
To Reach 2 Billion Innovators in 5 Years
Thanks For Helping Us Achieve That Vision
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Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
22. WE NEED YOUR HELP
What Do You Consider As
Obstacles or Constraints For
TheITENNWH Of
Tool
“One-Page Lean Startup”
To Reach 2 Billion Innovators in 5 Years?
Thanks
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Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
23. WE NEED YOUR HELP
What Are
Your Ideas and Suggestions
For
ITENNWH
Improving The Tool Of
“One-Page Lean Startup”
Join Us At
VDD University for Lean Startup Project Management
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