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Case Study #1 on the Disrup4ve Innova4on Canvas: Lean Startup Project for FM Radio Sta4on In Sierra Leone, West Africa Based on informa5on from the “Innovate Salone” Program: h>p://www.gmin.org/innovate-­‐salone

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(-­‐) (+) Pain (Obstacles; Frustra5ons; Constraints) Delight (Sa5sfiers; Delighters) Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Future Story (Disrup)ve Innova)on) “Underdog” System Present Story (Sustaining/Incremental Innova)on) “Top Dog” System or Status Quo (Success or Decision-­‐making Criteria; Perf. Specs.) Project Outcomes/Why? (Value; Delight/Pain Quo5ent; Results) Based on Clayton Christensen’s book, “The Innovator’s Dilemma” Product Disrup4ve Innova4on (DI) Canvas: Outline of Topics Con5nuously Maximize Customer Delight and Minimize Customer Pain

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(-­‐) (+) Disrup4ve Innova4on (DI) Canvas for Documen5ng, Valida5ng, and Managing Disrup5ve Innova5on Projects Con5nuously Maximize Customer Delight and Minimize Customer Pain Pain (Obstacles; Frustra5ons; Constraints) Delight (Sa5sfiers; Delighters) Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Future Story (Disrup)ve Innova)on) “Underdog” System q Who: User/Customer? q What: Tasks-­‐To-­‐Be-­‐Done/ Goal/ Need? q How: Tools (Product/Service)? q Where? q When? Present Story (Sustaining/Incremental Innova)on) “Top Dog” System or Status Quo q Who: User/Customer; Non-­‐customer? q What: Tasks-­‐To-­‐Be-­‐Done/Goal/Need/ Customer Mo5va5on? (Physical/Intellectual/Emo)onal/Spiritual; Complementary/Ancillary) q How: Tools (Product/Service)? q Where: Opera5onal Space/Place? q When: Opera5onal Time? (Success or Decision-­‐making Criteria; Perf. Specs.) Product Project Outcomes/Why? (Value; Delight/Pain Quo5ent; Results) Based on Clayton Christensen’s book, “The Innovator’s Dilemma”

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Lean Startup Process for Using Disrup4ve Innova4on (DI) Canvas Universal Problem Solving Cycle (-­‐) (+) Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing

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(-­‐) (+) Generic Template for Disrup4ve Innova4on (DI) Canvas Con5nuously Maximize Customer Delight and Minimize Customer Pain Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing

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(-­‐) (+) Copyright 2013. Dr. Rod King. rodkuhnking@sbcglobal.net & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Community Problem Solving (CPS) Canvas Con5nuously Maximize Customer Delight and Minimize Customer Pain Proposed Solu4on & Tasks To Be Done Lessons Learned & Insights Problem Discovery & Valida4on 3V-­‐BoUom Line (Financial Viability; Social Viability; Environmental Viability) Team & Product Development

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UNIVERSAL PROBLEM SOLVING The framework of the DI Canvas can be used for tac5cal and strategic problem solving in any domain COMMON VISUAL LANGUAGE The one-­‐page format of the DI Canvas as well as the consistency of its topics facilitates use of a common language for discussing and sharing ideas about innova5on projects UNIVERSAL PLANNING The DI Canvas can be used for planning, organizing, and managing ideas for any system. The DI Canvas integrates the Disrup5ve Innova5on and Lean Startup frameworks SUPPLY CHAIN MANAGEMENT An advanced form of the DI Canvas, can be used for planning, organizing, evalua5ng, and managing any supply chain WASTE REDUCTION/LEAN Through the discovery of success criteria, decision-­‐making criteria, and/or performance requirements, the DI Canvas minimizes waste in the development of products 8 BENEFITS OF THE DISRUPTIVE INNOVATION (DI) CANVAS CHANGE MANAGEMENT Any situa5on of change management can be presented, organized, evaluated, and managed using a DI Canvas SIMPLE BUT COMPREHENSIVE The Disrup5ve Innova5on Canvas provides a simple but comprehen-­‐sive framework for discovering, analyzing, and solving problems of underserved and non-­‐customers METRICS-­‐DRIVEN Performance perspec5ves, indicators, and metrics as well as success criteria can be included in the DI Canvas 8 BENEFITS OF THE DISRUPTIVE INNOVATION (DI) CANVAS Advantages of Using the DI Canvas to Document, Validate, and Manage Disrup)ve Innova)on Projects Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing

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HOW TO COLLABORATIVELY USE THE DISRUPTIVE INNOVATION (DI) CANVAS Con5nuously Maximize Customer Delight and Minimize Customer Pain 1 • Draw or Print out a large template of the Disrup5ve Innova5on (DI) Canvas, e.g., a size of 24”x36” 2 • Put the DI Canvas on a wall or large table 3 • Collabora5vely populate or complete the 5 areas of the DI Canvas: First, formulate hypotheses for each area of the DI Canvas when preparing the Project Proposal for present and future stories. Then, go out in the field and itera)vely validate the hypotheses for the present story as well as the future story (business model plan). Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing

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Case Study On Community Problem Solving And Business Model Innova4on

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Phase 0: Outline Of Community Problem & Proposed Solu4on

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(-­‐) (+) Dr. Rod King. rodkuhnking@sbcglobal.net & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Community Problem Solving (CPS) Canvas: Applica5on/Proposal for FM Radio Sta5on Project (2012) Con5nuously Maximize Customer Delight and Minimize Customer Pain Proposed Solu4on & Tasks To Be Done • Use cheap scrap metal and other recycled items to produce local radio sta5ons, to address community needs • Teach other youths to make their own radio sta5ons • Produce sta5ons/transmi>ers locally and cheaply • Make knowledge readily available to everyone Lessons Learned & Insights Problem Discovery & Valida4on “FM radio communica)on is an essen)al part of daily life in Sierra Leone and everyone relies on their radios for news, music, gossip, sports etc. Unfortunately, due to the high ini)al costs, there are no truly local radio sta)ons -­‐ made to serve the local community, with local news or informa)on.” 3V-­‐BoUom Line (Financial Viability; Social Viability; Environmental Viability) Source of informa5on: h>p://innovatesalone.org/ Team & Product Development “Local FM Radio Sta4on” Industry Category: Civic Media High School: Albert Academy, Freetown Team • Kelvin Doe (Leader) • Ezekiel Nagbe • Abdulai Samura Mo5vator Mentors/Advisers • Abdulai K. (Chemistry Teacher) • Francis K. • Christopher J.

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Phase 1: A>rac5veness and Viability Of Disrup4ve Product Prototype

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(-­‐) (+) Pain (Obstacles; Frustra5ons; Constraints) Delight (Sa5sfiers; Delighters) Copyright 2013. Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Future Story (Disrup)ve Innova)on) “Underdog” System Present Story (Sustaining/Incremental Innova)on) “Top Dog” System or Status Quo (Success or Decision-­‐making Criteria; Perf. Specs.) Project Outcomes/Why? (Value; Delight/Pain Quo5ent; Results) Disrup4ve Innova4on Team for “FM Radio Sta4on” Project in Sierra Leone, West Africa (2012) Con5nuously Maximize Customer Delight and Minimize Customer Pain Product: “Local FM Radio Sta4on” Industry Category: Civic Media High School: Albert Academy, Freetown Team • Kelvin Doe (Leader) • Ezekiel Nagbe • Abdulai Samura Mo5vator Mentors/Advisers • Abdulai K. (Chemistry Teacher) • Francis K. • Christopher J. Based on informa5on from the “Innovate Salone” Project: h>p://www.gmin.org/innovate-­‐salone

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(-­‐) (+) Disrup4ve Innova4on Story for “FM Radio Sta4on” Project in Sierra Leone, West Africa (2012) Con5nuously Maximize Customer Delight and Minimize Customer Pain Pain (Obstacles; Frustra5ons; Constraints) q Expensive to own radio q Informa5on on na5onal radio is not very relevant to needs of local communi5es q No job or voca5onal skills for many youths Delight q Being informed, entertained, and involved q Realizing one’s poten5al q Gekng job, income, and/or voca5onal skills Dr. Rod King. rodkuhnhking@gmail.com & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Future Story (Disrup)ve Innova)on) “Underdog” System q Who? • User/Customer: Youths; Drop-­‐outs; Students/ Local Businesses q What? TTBD • Get news • Be entertained • Be heard q How? • Local FM Radio Broadcast q Where? • Local community q When? • To be determined Present Story (Sustaining/Incremental Innova)on) “Top Dog” System or Status Quo q Who? • User/Customer: Average Employed Adult/Business • Non-­‐customer: Youths; Drop-­‐outs; Students q What? Tasks To Be Done (TTBD) in Civic Media • Intellectual Task: Get news (e.g., events; sports) • Emo)onal Task: Be entertained (e.g., music; plays) • Spiritual Task: Be heard (e.g., requests; interviews) q How? • Na4onal Radio Broadcast • Na5onal TV; Na5onal/Local Newspapers; Internet q Where? • Major Urban Areas (Whole country) q When? • 6am – 12am Product: “Local FM Radio Sta4on” Industry Category: Civic Media High School: Albert Academy, Freetown Team • Kelvin Doe (Leader) • Ezekiel Nagbe • Abdulai Samura Mo5vator Mentors/Advisers • Abdulai K. (Chemistry Teacher) • Francis K. • Christopher J. q Talent Explosion q Transforma5ve Local Technology q Recycling Culture q Affordable Inter-­‐Community Radio Communica5on Based on informa5on from the “Innovate Salone” Project: h>p://www.gmin.org/innovate-­‐salone Project Outcomes/Why? (Value; Delight/Pain Quo5ent; Results) (Success or Decision-­‐making Criteria; Perf. Specs.)

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Phase 2: A>rac5veness and Viability Of Disrup4ve Business Model

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(-­‐) (+) Copyright 2013. Dr. Rod King. rodkuhnking@sbcglobal.net & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Strategy (Plan of Ac5on) q Train youths to build and operate FM radio sta5ons Suppliers/Inputs/ Partners q Scrap/“Trash” q Local Materials q Mixer q Amplifier q CD Players: 2 No q Wireless Mic q Speakers: 2 No. q Antenna q Radio Dialing Board Partners q Mo5vator: 1 No. q Mentors: 3 No. Team q Members: 3 No. * Kelvin Doe (Leader) * Ezekiel Nagbe * Abdulai Samura Resources Future Solu4on (Product/Service) Value Proposi5on “Turn trash to cash” Product/Service FM Radio Sta5on Top 3 Features 200m Radius FM Radio Sta5on q Locally made q Reliable q Affordable Channels/ Communica4on q Radio Customers/Consumers q Local Community q Youths q Drop-­‐outs q Students Top 3 Problems q Jobless (~50%) q Skill-­‐less q Inadequate Communica5on (Dialog) Environment (Global) Industry q Civic Media [Telecommu-­‐nica5on/ Electronics] Pain (Cost) q Le4,440,000 = $1030 (approximately) Delight (Benefit; Differen1a1on; Revenue) q Sale of radio ads ü Financial q Social q Environ. q Talent Explosion q Transforma5ve Local Technology q Recycling Culture q Affordable Inter-­‐Community Radio Communica5on Source of informa5on: h>p://innovatesalone.org/ Business Model Viability Canvas for “FM Radio Sta4on” Project in Sierra Leone, West Africa (2012) Con5nuously Maximize Customer Delight and Minimize Customer Pain Project Outcomes/Why? (Value; Delight/Pain Quo5ent; Results)

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(-­‐) (+) Copyright 2013. Dr. Rod King. rodkuhnking@sbcglobal.net & h>p://businessmodels.ning.com & h>p://twi>er.com/RodKuhnKing Strategy (Plan of Ac5on) Suppliers/Inputs/ Partners Team Resources Future Solu4on (Product/Service) Channels/ Communica4on Customers/Consumers Environment (Global) Pain (Cost) Delight (Benefit; Differen)a)on; Revenue) q Financial q Social q Environ. Business Model Viability Canvas: Template Con5nuously Maximize Customer Delight and Minimize Customer Pain Project Outcomes/Why? (Value; Delight/Pain Quo5ent; Results)