The DB-MAIL Cycle: One-Page Integration of the Six Sigma Process, Lean Startup Feedback Loop, and the Scientific Problem-Solving Process

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The document describes a methodology called DB-MAIL that combines tools from Six Sigma, Lean Startup, TRIZ, and other approaches to rapidly discover and solve problems for product disruptors. It outlines the DB-MAIL cycle which includes steps for Define, Build, Learn, Measure, Improve, and Analyze. For each step, it lists specific tools and techniques from the different approaches that can be applied at that stage to address problems and drive innovation.

Empresariales

DB-‐MAIL
Cycle
for
Product
Disruptors:
Where
Six
Sigma,
Lean
Startup,
and
TRIZ
Tools
Meet

Rapidly
Discover
and
Solve
BUMPs

Vision/Job-‐To-‐Get-‐Done:

Pa6ent
(Customer):

Deﬁne

D

Learn

Problem

Build

B

M Measure

L

Improve

I

Problem

A

Analyze

#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h8p://businessmodels.ning.com
&
h8p://twi8er.com/RodKuhnKing

DB-‐MAIL
Cycle
for
Product
Disruptors:
7
Habits
of
Highly
Eﬀec6ve
People

Rapidly
Discover
and
Solve
BUMPs

Vision/Job-‐To-‐Get-‐Done:

Pa6ent
(Customer):

Deﬁne

7
Habits
of

Highly
Eﬀec6ve
People

D

Build

Problem

(Ideas/Value
Curve)

B

Seek
ﬁrst
to
understand,

then
to
be
understood

Be
proac6ve

Put
ﬁrst
things
ﬁrst

Synergize

Learn

L

Sharpen
the
saw

M Measure

Begin
with
the
end
in
mind

Think
win/win

Improve

I

Problem

A

Analyze

#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h8p://businessmodels.ning.com
&
h8p://twi8er.com/RodKuhnKing

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A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear. What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy. Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.

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