Have you ever set a New Year’s goal that you did not achieve? You are not alone. So, have I. And so have many others. But, what can we do to better achieve our New Year’s Goals? In fact, what can all individuals, teams, established businesses, startups, and non-profit organizations on the planet do to better achieve their short, medium, and long term goals? My key proposal for better achieving goals is to have real-time project team management, social networking, and organization of resources in relevant ecosystems (business models; value chains; supply chains). Existing social networks such as Facebook, Twitter, LinkedIn, and Pinterest facilitate knowledge sharing, communication, social networking, and digital document management. However, these social networks are designed neither for universal problem solving nor for project planning, organization, execution, and team management. Consequently, a while ago I decided to invent a “Problem-Solving Social Network (PSSN),” that is, a social network that focuses on facilitating universal problem solving, continuous innovation, and project management as well as increasing team productivity and creativity. The “Lean Startup Cockpit (LSC)” is the result.

1. HEROES
THE
LEAN
STARTUP
COCKPIT
The
World’s
First
Problem-­‐Solving
Social
Network
to
Be#er
Achieve
Your
New
Year’s
Goals
Dr.
Rod
King
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

2. THINK
BIG
AND
DIFFERENT
Combine
Steve
Jobs’s
Way
&
The
Lean
Startup
Method

3.
4
CATEGORIES
OF
PROJECTS,
GOALS,
AND
“JOBS”
PHYSICAL
PROJECTS,
GOALS,
AND
“JOBS”
*
Execute
and
manage
projects
in
areas
of
finance,
health,
travel,
and
producEvity
*
Discover/buy/hire/sell
desired
products
and
services
INTELLECTUAL
PROJECTS,
GOALS,
AND
“JOBS”
*
Plan
projects,
events,
acEviEes,
tasks,
and
career;
Solve
problems;
Innovate
*
Discover
news
and
informaEon;
Learn
EMOTIONAL
PROJECTS,
GOALS,
AND
“JOBS”
*
Socialize/Network/Build
relaEonships
*
ParEcipate
in
hobbies
and
projects
of
interest
*
Relax/Entertain;
Play
Music,
Games,
and
Sports
SPIRITUAL
PROJECTS,
GOALS,
AND
“JOBS”
*
Obtain
Enlightenment,
Peace
of
Mind,
Serenity,
and
Work-­‐Life
Balance
Source
Based
on:
“How
People
Really
Use
Mobile.”
Harvard
Business
Review,
January/February
2013.

4.
THE
SITUATION
(Project
Team
Management)
OrganizaEons
Plan,
Organize,
Execute,
and
Manage
(Business)
Projects
To
Achieve
Goals
Using
TEAMS,
SOCIAL
NETWORKS,
and
ECOSYSTEM
RESOURCES
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

5.
THE
CONSTRAINT
(Physically
Separate
LocaEons:
Distance;
FricIon)
However,
Members
of
TEAMS
&
SOCIAL
NETWORKS
As
Well
As
Elements
of
ECOSYSTEM
RESOURCES
Are
Usually
In
Physically
Separate
LocaWons
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

6.
BIG
URGENT
MARKET
PROBLEM
(B.U.M.P.
Hypothesis
About
Project
Team
SeparaIon)
“Physically
Separated
Teams
Of
People
and
Things
Waste
A
Lot
of
Resources
(Money,
Time,
and
Energy)
When
Trying
to
Solve
Problems,
Communicate,
and
Achieve
Project
Goals”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

7.
EXISTING
SOLUTIONS
FOR
PROJECT
TEAM
ONENESS
(Social
Networking/CollaboraEve
Project
Management/Search
Tools)
Fragmen-­‐
taWon/
Disunity
Project
Failure
Delays;
Time
Consum-­‐
Twi[er
High
ing
Cost/
Waste
Risks/
Irrele-­‐
vance
Mis-­‐
alignment
Missed
Complex-­‐ Dead-­‐
ity
lines
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

8.
Comment
on
EXISTING
SOLUTIONS
CollaboraEve
Checklist
Management
is
Hardly
Used
“We
SWll
Inefficiently
Discover,
Organize,
Validate,
Evaluate,
And
Solve
Our
Project
Problems
Especially
in
the
World
of
Startup
Projects”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

9.
OUR
MISSION
(Core
Purpose)
“A
Be`er
Way
to
Solve
Our
Problems
And
Build
Our
RelaEonships”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

10.
OUR
VISION
(Leap
of
Faith)
“To
Seamlessly
and
Constantly
Manage
the
Life
of
Everything
Using
One
Page”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

11.
OUR
STRATEGY
“Put
a
Dent
in
the
Universe”
*
DisrupWve
InnovaWon
of
ExisEng
Social
Networks,
Search
Engines,
and
Time
(Task/To
Do/Ideas)
Management
Systems
*
Blue
Ocean
Strategy
for
Life
Management
Of
People
and
Things
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

12.
OUR
PROCESS
(Workflow)
CollaboraWve
Checklist
Management
Especially
Using
the
Workflow
and
Checklist
of
“Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

13.
OUR
VALUE
PROPOSITION
A
Problem-­‐Solving
Social
Network
That
Uses
CollaboraWve
Checklist
Management
“The
Lean
Startup
Cockpit”
for
Efficiently
Achieving
Goals,
Managing
Time
(Ideas;
Tasks),
and
DisrupEng
Business
Models
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

14.
OUR
PRODUCT
The
Lean
Startup
Cockpit:
A
Problem-­‐Solving
Social
Network
That
CollaboraEvely
Manages
Checklists
Using
A
Classic
Timeline
of
3
Buckets:
*
PAST:
focuses
on
historical
events,
stories,
and
tasks
*
PRESENT:
focuses
on
today’s
events,
stories,
and
tasks
*
FUTURE:
focuses
on
“to
do”
events,
stories,
and
tasks
that
may
be
done
someday
(in
future)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

15.
Our
Minimum
Viable
Product
Minimum
Viable
Product
(MVP)
1.0
of
The
Lean
Startup
Cockpit
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

16.
LEAN
STARTUP
COCKPIT
(LSC)
For
………………………………………………………..
Date:
…………………………….
Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn
The
World’s
First
Problem-­‐Solving
Social
Network:
“Seamlessly
and
Constantly
Manage
the
Life
of
Everything
Using
One
Page”
PAST:
Done
(History)
PRESENT:
Doing
(Today)
FUTURE:
To
Do
(Someday)
WHAT
HAVE
YOU
DONE?
WHAT
ARE
YOU
DOING?
WHAT
DO
YOU
WANT
TO
DO?
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

17.
Another
Minimum
Viable
Product
Minimum
Viable
Product
(MVP)
2.0
of
The
Lean
Startup
Cockpit
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

18. eLean
Startup
Cockpit
The
World’s
First
Problem-­‐Solving
Social
Network
Note:
The
eLean
Startup
Cockpit
is
currently
hosted
on
the
Trello
Plakorm:
h`p://goo.gl/hIYi5
“Trello
[trello.com]
is
a
collaboraIon
tool
that
organizes
your
projects
into
boards.”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

19.
How
to
Use
the
Lean
Startup
Cockpit
A
Simple
Process
for
CollaboraWve
Checklist
Management
Have
the
3
(Past/Present/Future)
Buckets
of
the
Lean
Startup
Cockpit
Printed
on
Paper,
Hand-­‐drawn
on
Paper,
or
Designed
in
Digital
Form
1.
Describe
a
task
or
to-­‐do
item
on
a
card
2.
Put
card
containing
to-­‐do
item
under
the
“Future”
bucket
3.
Move
card
to
“Present”
bucket
if
task
is
to
be
done
on
the
present
day
4.
Move
card,
aner
task
is
completed,
to
“Past”
bucket
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

20.
8
Levels
of
The
Lean
Startup
Cockpit
(Hierarchy
of
Problems,
Markets,
and
Resources
for
Problem-­‐Solving
Social
Network)
GLOBAL
Problem-­‐Solving
Social
Network
–
Global
Market
Problems/Projects
NATIONAL
Problem-­‐Solving
Social
Network
–
NaIonal
Market
Problems/Projects
REGIONAL
Problem-­‐Solving
Social
Network
–
Regional
Market
Problems/
Projects
LOCAL
Problem-­‐Solving
Social
Network
–
Local
Market
Problems/
Projects
OrganizaBonal
(Enterprise)
Problem-­‐Solving
Social
Network
Department/Domain
Problem-­‐Solving
Social
Network
Team/Family
Problem-­‐Solving
Social
Network
Personal
Problem-­‐Solving
Social
Network
Lean
Startup
Cockpit:
Level
1 2 3 4 5 6 7 8
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

21. PRECEDENTS,
ANALOGICAL
TOOLS,
AND
INSPIRATIONS
FOR
DEVELOPING
THE
LEAN
STARTUP
COCKPIT,
The
World’s
First
Problem-­‐Solving
Social
Network
TIME
(TASK)
MANAGEMENT/
TIMELINE
IDEAS
MANAGEMENT
CHECKLIST
MANAGEMENT
q Classic
Timeline
(Arrow
of
Time)
q Brainstorming;
Ideas;
To-­‐Do
List
q Checklists
(To
Do
Lists)
q Einstein’s
Space-­‐Time
Grid
q SuggesEon
Box
q Geong
Things
Done
(GTD)
q Toyota’s
Kanban
Board
q Vision
Board
q Calendar/Planner:
Journal;
Diary;
q Crowdsourcing
(Wisdomsourcing)
To-­‐Do
List/Plan
q Fractal
Grid
PROJECT
(TEAM)
MANAGEMENT
CHANGE
MANAGEMENT
PRECEDENTS,
ANALOGIES,
q Six
Sigma
Methodology
AND
INSPIRATIONS
q Theory
of
Constraints
q Project
Management
Under
FOR
q Theory
of
InvenEve
Problem
CondiEons
of
Uncertainty
DEVELOPING
Solving
(“TRIZ”)
q Performance
Management
THE
LEAN
STARTUP
COCKPIT
SOCIAL
NETWORKS/
BUSINESS/STRATEGIC
PLANNING
DISRUPTIVE
INNOVATION
SEARCH
ENGINES
q Business
Plan
q DisrupEve
InnovaEon
Theory
q Facebook
q Strategic
Plan
q Blue
Ocean
Strategy
q TwiYer
q MarkeEng
Plan
q Business
Model
(DNA)
DisrupEon
q LinkedIn
q Discovery-­‐driven
Planning
q Lean
Startup
Method
q Google
(Groups;
Search;
Calendar)
q CompeEEve
Strategy
q Customer
Development
Stack
q Pinterest
CreaEve
Commons
License.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

22. The
Kanban
Board,
Which
Was
Developed
by
Toyota,
Is
The
Tip
of
the
Iceberg
Of
The
Lean
Startup
Cockpit,
Which
is
Based
on
The
Disruptor’s
Arrow
of
Time
(“The
Business
Tool
for
Everything”)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

23.
Unfair
(Unique)
Advantage
#1
As
a
Problem-­‐Solving
Social
Network,
the
Lean
Startup
Cockpit
is
Based
on
the
Unique
Tool
of
the
“Disruptor’s
Arrow
of
Time,”
Which
is
In
Turn
Based
on
a
Business
Theory
of
Everything
That
was
Developed
By
Dr.
Rod
King.
Note
In
September
13,
2012,
Dr.
Rod
King’s
ArEcle
on
The
Disruptor’s
Arrow
of
Time
Was
Published
In
the
InternaEonally
Peer
Reviewed
Journal
of
“CommunicaWons
in
Mobile
CompuWng”
which
is
a
SpringerOpen
Journal.
The
Etle
of
Dr.
Rod
King’s
arEcle
is:
“Planning
and
Managing
DisrupBve
Business
Models
for
RFID-­‐Startups:
The
Disruptor’s
Arrow
of
Time”
ArEcle’s
WebLink:
h`p://www.comcjournal.com/content/1/1/5
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

24.
Unfair
(Unique)
Advantage
#2
The
AutomaWc
Co-­‐Pilot
(ACP)
of
the
Lean
Startup
Cockpit:
This
is
a
proposed
background
search
and
analyIcal
engine
(“discovery
agent”)
that
would
seamlessly
assist
users
(Lean
Startup
Pilots)
to
be`er
plan,
organize,
execute,
and
manage
tasks
by
presenEng
real-­‐Eme
informaEon,
tools,
products,
and
services
that
are
related
to
a
Lean
Startup
Pilot’s
projects
and
tasks.
The
ACP
would
also
generate
producEvity
reports
for
teams.
The
AutomaWc
Co-­‐Pilot:
This
discovery
agent
would
use
internal
and
external
social
networks
to
recommend
as
well
as
predict
resources
that
are
required
by
a
Lean
Startup
Pilot
to
complete
tasks.
The
agent
would
also
constantly
alert
the
Pilot
on
bo`lenecks
and
delays.
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

25.
Unfair
(Unique)
Advantage
#3
CollaboraWve
Checklist
Management:
RouEne
and
complex
projects
can
adapEvely
as
well
as
collaboraEvely
be
managed
using
visual
checklists
(of
cards/post-­‐it
notes)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

26.
Summary
of
LEAN
STARTUP
METHOD
For
“Lean
Startup
Cockpit”
Product
Analogs
q Facebook
q Twi`er
q LinkedIn
PRODUCT
q Pinterest
A
Problem-­‐Solving
q Google
Search
Social
Network
q Kanban
Board
(Trello)
(“Lean
Startup
Cockpit”)
STRATEGY
DisrupWve
InnovaWon
of
ExisWng
Social
Networks
&
Search
Engines/
Blue
Ocean
Strategy
(Problem-­‐Solving
Cycle
of
“Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn”)
VISION
Seamless
and
Constant
Life
Management
of
Everything
Using
One
Page
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

27.
The
E.A.R.
Model
for
CUSTOMER
GROWTH
&
INNOVATION
ACCOUNTING
E.A.R.
Key
Performance
Minimum
Minimum
Minimum
MODEL
Indicators
Valuable
Valuable
Valuable
FOR
(KPIs)
Product
(MVP)
Product
(MVP)
Product
(MVP)
CUSTOMER
1.0
2.0
…
GROWTH
DescripEon
Unit
E:
Engage
RegistraIon
AcIvaIon
A:
Acquire
AcquisiIon
Revenue
R:
Retain
RetenIon
Referral
Metrics
for
Engines
of
Customer
Growth
q SEcky
Engine
of
Growth:
A`riEon
(Churn)
rate;
“Rate
of
compounding”;
Switching
cost;
Lock-­‐in
q Viral
Engine
of
Growth:
Viral
loop;
Viral
coefficient
q Paid
Engine
of
Growth:
LifeEme
value
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

28. CASE
#1:
LEAN
STARTUP
TEAM
MANAGEMENT:
Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn
Using
The
Lean
Startup
Cockpit

29.
LEAN
STARTUP
COCKPIT
(LSC)
For
Lean
Startup
Team
Management
Date:
…………………………….
Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn
The
World’s
First
Problem-­‐Solving
Social
Network:
“Seamlessly
and
Constantly
Manage
the
Life
of
Everything
Using
One
Page”
PAST:
Done
(History)
PRESENT:
Doing
(Today)
FUTURE:
To
Do
(Someday)
WHAT
HAVE
YOU
DONE?
WHAT
ARE
YOU
DOING?
WHAT
DO
YOU
WANT
TO
DO?
PLAN
(GENERATE):
EXPERIENCE
(REVIEW):
Project
Idea/Business
Story
q Project/AcEvity/Job/Task
q
q Mission/Vision/Goal/Strategy
q Tools
q Customer
Job/Problem
Scenario
q Problems
(Constraints)
q Value
ProposiIon/PosiIoning
q Trade-­‐offs
(Delight;
Pain)
q (Minimum
Valuable)
Product/Tool
BUILD
(DO):
q Customer
Job/Problem
Scenario
q Value
ProposiIon/PosiIoning
q (Minimum
Valuable)
Product/Tool
MEASURE
External
Impacts
of:
q Customer
Job/Problem
Scenario
q Value
ProposiIon/PosiIoning
q (Minimum
Valuable)
Product/Tool
LEARN
from
External
Impacts
of:
q Customer
Job/Problem
Scenario
q Value
ProposiIon/PosiIoning
q (Minimum
Valuable)
Product/Tool
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

30. CASE
#2:
BLUE
OCEAN
STRATEGY:
CreaWng
an
Uncontested
Market
Space
Using
The
Lean
Startup
Cockpit

31.
LEAN
STARTUP
COCKPIT
(LSC)
For
Blue
Ocean
Strategy
of
LSC
Date:
…………………………….
Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn
The
World’s
First
Problem-­‐Solving
Social
Network:
“Seamlessly
and
Constantly
Manage
the
Life
of
Everything
Using
One
Page”
PAST:
Done
(History)
PRESENT:
Doing
(Today)
FUTURE:
To
Do
(Someday)
WHAT
HAVE
YOU
DONE?
WHAT
ARE
YOU
DOING?
WHAT
DO
YOU
WANT
TO
DO?
ELIMINATE
LEAN
STARTUP
COCKPIT
(LSC)
FACEBOOK
q Waste
The
World’s
First
Problem-­‐Solving
q Delays;
InterrupIons;
DistracIons
Social
Network
q Complexity;
Risks
TWITTER
REDUCE
q Cost
LINKEDIN
INCREASE
q ProducIvity
(Performance);
Brand
q Quality
PINTEREST
q Accessibility;
InteracIvity
CREATE
q DisrupIve
Business
Model(s)
GOOGLE
SEARCH
q Problem-­‐Solving
Social
Network:
“All-­‐in-­‐one
Social
Network”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

32. EXISTING
CATEGORIES
OF
USERS
AND
APPLICATIONS
OF
THE
LEAN
STARTUP
COCKPIT,
The
World’s
First
Problem-­‐Solving
Social
Network
LEAN
STARTUPS
(ENTREPRENEURS)
SOFTWARE
DEVELOPERS
BUSINESS/STRATEGIC
PLANNERS
q Formulate
and
Validate
Problem
Plan,
Organize,
Execute
and
Manage
Plan,
Organize,
Execute
and
Manage
Hypothesis
q Sonware
Development
Project
q Workflow
for
Strategic
Planning
q Formulate
and
Validate
SoluEon
q Business/Strategic
Plan
Hypothesis
Build
Products
That
Customers
Want
q DisrupEve
Business
Models
q Validate
&
Scale
Business
Model
MARKETERS/SALES
TEAM
EXISTING
CATEGORIES
OF
MANAGERS
&
EXECUTIVES
USERS
AND
APPLICATIONS
q Do
Market
Research:
Interview
OF
q Achieve
Greater
Work-­‐Life
Prospects
(Adopters)/Customers
THE
LEAN
STARTUP
COCKPIT
Balance
q Manage
Customer
RelaEonships
q EffecEvely
and
Efficiently
Manage
q Plan,
Organize,
Execute,
and
Time,
Ideas,
and
Tasks
“A
BeYer
Way
to
Solve
Our
Problems
Manage
MarkeEng
Strategy
and
Build
Our
RelaIonships”
q Brainstorm
&
Pitch
Project
Ideas
NON-­‐PROFIT
ORGANIZATIONS
STUDENTS/TEACHERS/LECTURERS
FAMILY/EVENT
PLANNERS
q Reduce
EducaEonal
Inequality
Plan,
Organize,
Execute
and
Manage
Plan,
Organize,
Execute
and
Manage
q Eliminate
Poverty
q Student
Projects
q DomesEc/Family
Tasks
q Public
RelaEons
Campaign
q School
AcEviEes
q Career
q Leisure
AcEviEes
CreaEve
Commons
License.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

33.
4
Benefits
of
Using
the
Lean
Startup
Cockpit
Advantages
of
CollaboraEve
Checklist
Management
1.
Eliminate
Waste
(Delays;
Complexity)
2.
Reduce
Cost
3.
Increase
ProducWvity;
Quality
4.
Create
DisrupWve
Business
Models
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

34.
10
Experimental
Projects
for
Business
Model
Team
Management
SUPPLY
(Product-­‐focused)
PROJECTS:
“Largely
Inside
the
Building”
1.
Key
Partners
(KP)
Project
2.
Key
Resources
(KR)
Project
3.
Key
AcWviWes
(KA)
Project
4.
Value
ProposiWon
(VP;
Minimum
Viable
Product)
Project
DEMAND
(Customer-­‐focused)
PROJECTS:
“Out
Of
the
Building”
5.
Channel
(CH)
Project
6.
Customer
RelaWonships
(CR)
Project
7.
Customer
Segments
(CS)
Project
VALUE
(Finance/Community/Investor-­‐focused)
PROJECTS
8.
Revenue
Streams
(R$)
Project
9.
Cost
Structure
(C$)
Project
10.BUSINESS
MODEL
ENVIRONMENT
(BME)
PROJECT
Source
Topics
for
the
project
descripEon
are
based
on
Alex
Osterwalder’s
Business
Model
Canvas
and
Business
Model
Environment
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

35.
FREE
Lean
Startup
Cockpit
When
You
Become
A
Member
of
VDD
University,
You
Get
Set
Up
for
FREE
Your
Personal
Lean
Startup
Cockpit.
Join
VDD
University,
Now!
Visit
h[p://businessmodels.ning.com
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h`p://businessmodels.ning.com
&
h`p://twi`er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs