The document describes a Lean Business Model Gameboard as a tool for developing and refining a business model. It presents the gameboard as having three sections representing the upstream, midstream, and downstream aspects of a business - the Enterprise Engine, Growth Engine, and Value Engine. The gameboard is intended to help users visualize their business as a 3-engine aircraft and guide them in creating, delivering, and capturing value at each stage of the business model. Mastery of the Lean Business Model Gameboard is described as key to the success and direction of an organization.

1. LEAN
BUSINESS
MODEL
GAMEBOARD
To
boldly
go
where
no
man
or
organiza3on
has
gone
before,
You
need
a
Lean
Business
Model
Gameboard.
To
go
where
everyone
has
gone
before,
You
need
a
Lean
Business
Model
Gameboard.
To
go
where
everyone
is
going,
You
need
a
Lean
Business
Model
Gameboard.
At
all
=mes,
You
need
a
Lean
Business
Model
Gameboard.
What
really
makes
a
difference
is
Your
level
of
mastery
in
using
the
Lean
Business
Model
Gameboard.
TUP
AR
LEAN
ST

2. Generic
LEAN
BUSINESS
MODEL
“To
Boldly
Go
Where
No
Man
Has
Gone
Before”
Value
Crea)on
Upstream
ENTERPRISE
ENGINE
Value
Delivery
Midstream
GROWTH
ENGINE
TUP
AR
LEAN
ST
Value
Sharing
(Profit):
Downstream
VALUE
ENGINE

3. Strategic
LEAN
BUSINESS
MODEL
“To
Boldly
Go
Where
No
Man
Has
Gone
Before”
Value
Crea)on
Upstream
ENTERPRISE
ENGINE:
Product
Value
Delivery
Midstream
GROWTH
ENGINE:
Strategy
TUP
AR
LEAN
ST
Value
Sharing
(Profit):
Downstream
VALUE
ENGINE:
Vision

4. Tac3cal
LEAN
BUSINESS
MODEL
“To
Boldly
Go
Where
No
Man
Has
Gone
Before”
Value
Crea)on
Upstream
ENTERPRISE
ENGINE:
Build
Value
Delivery
Midstream
GROWTH
ENGINE:
Measure
TUP
AR
LEAN
ST
Value
Sharing
(Profit):
Downstream
VALUE
ENGINE:
Learn

5. Opera3onal
LEAN
BUSINESS
MODEL
“To
Boldly
Go
Where
No
Man
Has
Gone
Before”
Value
Crea)on
Upstream
ENTERPRISE
ENGINE:
Trigger
(Cue)
Value
Delivery
Midstream
GROWTH
ENGINE:
Ac)on
(RouFne)
TUP
AR
LEAN
ST
Value
Sharing
(Profit):
Downstream
VALUE
ENGINE:
Reward
(Craving)

6. LEAN
BUSINESS
MODEL
GAMEBOARD

7. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
ENVIRONMENT
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

8. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
(Short/Medium/Long-­‐term)
LEAN
BUSINESS
MODEL
ENVIRONMENT
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

9. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
(Short/Medium/Long-­‐term)
LEAN
BUSINESS
MODEL
Value
Crea)on
(M.V.P.):
Upstream
Value
Delivery
(E.A.R.):
Midstream
ENVIRONMENT
Value
Sharing
(Profit):
Downstream
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

10. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
(Short/Medium/Long-­‐term)
LEAN
BUSINESS
MODEL
Value
Crea)on
(M.V.P.):
Upstream
ENTERPRISE
ENGINE:
Build
(Trigger)
Value
Delivery
(E.A.R.):
Midstream
GROWTH
ENGINE:
Measure
(Ac=on)
Value
Sharing
(Profit):
Downstream
VALUE
ENGINE:
Learn
(Reward/Craving)
(Investment:
Lock-­‐in
Ac=on)
Cue
Rou=ne
(Job
To
Get
Done/Tool)
ENVIRONMENT
Reward
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

11. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
(Short/Medium/Long-­‐term)
LEAN
BUSINESS
MODEL
Value
Crea)on
(M.V.P.):
Upstream
Build
Enterprise
Engine
Value
Delivery
(E.A.R.):
Midstream
Value
Sharing
(Profit):
Downstream
Measure
Learn
Growth
Engine
Value
Engine
Key
Partners
Value
Proposi=on
PAIN:
Cost
Structure
Key
Resources
Key
Ac=vi=es
Channels
&
Customer
Rela=onships
DELIGHT:
Revenue
Streams
Customer
Segments
VALUE:
Profit
Margin
ENVIRONMENT
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

12. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
(Short/Medium/Long-­‐term)
LEAN
BUSINESS
MODEL
Value
Crea)on
(M.V.P.):
Upstream
Build
Enterprise
Engine
Value
Delivery
(E.A.R.):
Midstream
Value
Sharing
(Profit):
Downstream
Measure
Learn
Growth
Engine
Value
Engine
Key
Partners
Value
Proposi=on
PAIN:
Cost
Structure
Key
Resources
Key
Ac=vi=es
Channels
&
Customer
Rela=onships
DELIGHT:
Revenue
Streams
Customer
Segments
VALUE:
Profit
Margin
ENVIRONMENT
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

13. LEAN
BUSINESS
MODEL
GAMEBOARD
MISSION/VISION/PURPOSE/Leap
of
Faith:
………………………………………………………………………………………………………………………………
(Short/Medium/Long-­‐term)
LEAN
BUSINESS
MODEL
Past
(Done)
Present
(Doing)
ENVIRONMENT
Future
(To
Do)
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hSp://businessmodels.ning.com
&
hSp://twiSer.com/RodKuhnKing

14. Visualize
Your
Business
(Model)
As
A
3-­‐Engine
AircraZ
With
q
Enterprise
Engine
q
Growth
Engine
q
Value
Engine

15. Get
Out
Of
the
Building
&
Observe
Customer
Habits