A Faster Way to Validate New Venture Ideas

1. A FASTER WAY TO VALIDATE NEW
VENTURE IDEAS
THE MINIMUM VIABLE LEAN
CANVAS©
CONTACT GREG TWEMLOW FOR MORE
INFORMATION - OR VISIT
HTTPS://WWW.LEANHACKING.CO/

3. “TO DISRUPT A WORLD IN
CONSTANT CHANGE YOU ARE
BETTER TO FOLLOW A (LEAN)
COMPASS THAN A DETAILED MAP.
THE LEAN HACKING™ MINIMUM
VIABLE CANVAS© AND TRAINING
WORKSHOP VALIDATE NEW
VENTURE DECISIONS FASTER
THAN ANY OTHER LEAN TOOL.”Greg Twemlow

4. A SIMPLER 6 STEP
LEAN CANVAS
The LEAN Hacking™ Minimum Viable
Canvas© (MVC) and 1 day workshop
have been developed for early-stage
Startups and enterprise Startups. The
MVC is designed to be easy to
understand and complete and is minimal
by design, focusing on the most critical
elements of idea and market validation.
The 1 day workshop is perfect for teams
that need to quickly understand how
they can ideate, validate, devise and sell
their concepts.

5. IF WE FRAME INNOVATION
AS A CHALLENGE OF
DISCIPLINE—OF LEARNING
TO USE THE RIGHT
METHODS, TOOLS AND
APPROACHES AT THE RIGHT
TIMES—THEN WE QUICKLY
FOCUS ON VERY DIFFERENT
IMPERATIVES:
Greg Twemlow

6. STUDY
We become students of innovation: We don’t expect
someone without training to build a discounted cash flow model
or develop a marketing segmentation. Nor would we expect
someone new to an industry to already understand its structure
and dynamics. So why do we expect our colleagues and
leaders to suddenly manifest an ability to innovate?

7. MEASURE
We measure methods and results: When we start seeing
innovation as a discipline, then we also start focusing on what
works and what doesn’t—and we set goals and measure
results. This doesn’t mean we start asking for a 5-year financial
projection two weeks into an initiative. It does mean paying
attention to which inputs yield better outputs; did our time spent
brainstorming in a room yield better ideas (doubtful), or did
spending the same time studying our customers?

8. OBLIGATORY
We make innovation obligatory rather than optional:
Finally, if we can see innovation as a discipline, then we can
start demanding it from our organization. We can hold our
team and business unit leaders accountable for sponsoring
innovation initiatives, and charge our bright, high potential
employees with developing.

9. USING THE LEAN HACKING™ MINIMUM
VIABLE CANVAS© TO:
▸Learn and apply the LEAN Hacking™ idea validation
process,
▸Understand Business Model/Market fit, and validated start-
up methods to avoid common mistakes,
▸Apply the Customer/Problem/Solution steps to rapidly
validate ideas,
▸Apply the Business Model/Early Adopters/Sales Test to
validate the business model and prove the sales pitch.
MINIMUM VIABLE LEAN CANVAS 1 DAY WORKSHOP

10. MORNING SESSION
PROBLEM-
SOLUTION FIT
▸ Introduce the iterative process that will
validate your idea
▸ Why defining a single Customer Persona is
important
▸ How to research your Customer Persona
and the questions to use
▸ What to do about unexpected results
▸ When do you consider a Pivot
▸ What your Solution Design looks like
▸ How to test your Solution

11. AFTERNOON SESSION
BUSINESS MODEL-
MARKET FIT
▸ Attributes of your Business Model
▸ How to scope the market
▸ How to test that your idea will be
commercially viable
▸ Identify your Early Adopters
▸ Develop a great pitch deck
▸ How to conduct your Sales Test
▸ Feedback that could cause you to
revisit the Business Model

12. COMPLETING YOUR CANVAS
A SET OF CLEAR
INSTRUCTIONS
The LEAN Hacking™ Minimum Viable
Canvas© (MVC) and 1 day workshop
have been developed for early-stage
Startups and enterprise Startups. The
MVC is designed to be easy to
understand and complete and is minimal
by design, focusing on the most critical
elements of idea and market validation.
The 1 day workshop is perfect for teams
that need to quickly understand how
they can ideate, validate, devise and sell
their concepts.

13. DISRUPTIV
E
INNOVATIO
N
by Greg Twem

14. DISRUPTION ISN’T ACCIDENTAL, IT
ISN’T DISORDERLY, AND IT IS NO
LONGER THE SOLE PROVINCE OF
STARTUPS. INCUMBENTS THAT ACT
APPROPRIATELY USE THE FORCES OF
DISRUPTION TO DRIVE NEW GROWTH.
THOSE THAT DON’T ACT
APPROPRIATELY ARE DESTINED TO
SUFFER THE FATE OF K-MART,
BORDERS, KODAK, RESEARCH IN
MOTION, BLOCKBUSTER, PALM, AND
MANY MORE.
Greg Twemlow
DISRUPTION CANVAS™

15. DISRUPTIVE INNOVATION PROCESS

16. PLANNING
DISRUPTIVE
INNOVATION
DISRUPTING AN INDUSTRY
INVOLVES MORE THAN JUST
GAINING MARKET SHARE
FROM YOUR COMPETITOR.
CONTACT GREG TWEMLOW FOR MORE
INFORMATION - OR VISIT
HTTPS://WWW.LEANHACKING.CO/