In the world of business, one question that intrigues authors and theorists as well as entrepreneurs, startups, and established businesses is the Radically Successful Business (RSB) question: “How are Radically Successful Businesses (RSB) created and managed?” The RSB question has flummoxed authors such as Tom Peters and Robert Waterman as well as Jim Collins and Jerry Porras. The selected excellent and Built-To-Last companies of these respective authors have not stood the test of time. In short, RSB prescriptive theories and frameworks in the “In Search of Excellence” and “Built To Last” books have been largely invalidated in reality and found to be inadequate. To date, the most comprehensive and coherent answer to the RSB question has been provided by Eric Ries in his book, “The Lean Startup.” Ries’s basic premise is that entrepreneurs and organizations use continuous innovation to create Radically Successful Businesses (RSB). Who can argue with that premise? After all, the process of continuous innovation and adaptation accounts for both individual and group differences in a population of living organisms. Also, Ries presents an integrated framework for Strategic Planning, Business Strategy, Product and Business Model Innovation, and Project Implementation. In his book, “The Lean Startup,” Ries goes on to explain key ideas and principles of a Continuous Innovation and Adaptation (CIA) process that he refers to as “The Lean Startup Method.” The core of the Lean Startup Method is rapid iteration and learning using the Build-Measure-Learn feedback loop. Although Ries provides good explanations of other key Lean Startup concepts such as the Vision-Strategy-Product pyramid, Validated Learning, and Innovation Accounting, he does not provide specific tools for systematically organizing, managing, and synthesizing ideas especially for Lean Startup projects. In short, Ries does not provide tools for operationalizing key ideas and principles of the Lean Startup Method. “The Lean Startup” book can be described as a summary of Lean Startup theory that emphasizes a continuous innovation and adaptation process for creating Radically Successful Businesses. At the moment, there is an explosion of disparate tools to operationalize the Lean Startup Theory and Method. The three most popular tools being the Lean Canvas, Business Model Canvas, and Validation Board. However, these tools ignore many key ideas of the Lean Startup Theory and Method especially at the level of Strategic Planning and Business Strategy. Consquently, “Leaner Startup Innovation” was developed as a methodology that comprehensively covers key ideas, principles, and tools of the Lean Startup Method especially at the levels of business strategy, product and business model innovation, and project management; see http://goo.gl/4E4giA

1.
LEANER
STARTUP
INNOVATION
The
3
Most
Important
Tools
for
Innovators
Who
Must
Solve
“Wicked
Problems”
Dr.
Rod
King

2. In
Today’s
VolaHle,
Uncertain,
Complex,
and
Ambiguous
(VUCA)
World,
“Wicked
Problems”
Are
Everywhere

3. Individuals,
Teams,
Startups,
and
Established
OrganizaHons
In
Today’s
VolaHle,
Uncertain,
Complex,
and
Ambiguous
(VUCA)
World,
Must
Learn
How
to
SystemaHcally
and
Efficiently
Solve
“Wicked
Problems”

4. But,
How
Do
We
SystemaHcally
Solve
Wicked
Problems?

5. Leaner
Startup
InnovaHon
Which
is
Largely
Based
on
Ideas
and
Principles
in
Eric
Ries’s
Book,
“The
Lean
Startup”
Focuses
on
PracHcal
Tools
for
Efficiently
Solving
“Wicked
Problems.”
A
Wicked
Problem
Involves
a
Highly
Indeterminate
SituaIon
With
Known
Unknowns
and
Unknown
Unknowns
The
Most
Common
Wicked
Problem
In
Business
Is
Building
an
InnovaHve
Startup
(Product/Service/Model)
Under
CondiHons
of
Great
Uncertainty
Especially
in
the
Market
Environment
Use
…
Leaner
Startup
InnovaHon
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing

6. How
to
Rapidly
Learn
and
Innovate
While
Using
Tools
of
Leaner
Startup
InnovaIon
To
Solve
“Wicked
Problems”?
Leaner
Startup
QuesHon
The
One
Ques/on
Every
Leaner
Startup
Innovator
Must
Answer
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing

7. A
Leaner
Startup
Innovator
Is
Someone
Who
Is
Solving
a
“Wicked
Problem:”
A
Highly
Indeterminate
Problem
With
Known
Unknowns
and
Unknown
Unknowns
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing

8.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
LEANER
STARTUP
INNOVATION
Leaner
Startup
PLAN
Leaner
Startup
MODEL
Leaner
Startup
ROADMAP
Leaner
Startup
InnovaHon
Pla>orm
of
Visual
Tools
for
Rapid
Learning
and
Innova/on

9. To
Deeply
Learn
and
Rapidly
Apply
Leaner
Startup
InnovaIon
When
Solving
Wicked
Problems,
Entrepreneurs
and
OrganizaHons
Must
ConHnuously
Use
Three
Plaborm
Tools
-­‐
q
Tool
1:
Leaner
Startup
Plan
q
Tool
2:
Leaner
Startup
Roadmap
q
Tool
3:
Integrated
Leaner
Startup
Model
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Leaner
Startup
InnovaHon
Pla>orm
of
Visual
Tools
for
Rapid
Learning
and
Innova/on

10. Past
Reality
Present
Reality
Future
Reality
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Strategy
(Tool)
To
Do
WHAT
to
pivot?
TO
WHAT
to
pivot?
WHY
pivot?
LEANER
STARTUP
PLAN
4
Pivot
Ques/ons
&
a
Unique
Kanban
Board
HOW
to
pivot?
Date:
………………………………..
Vision
Product
Short/Medium/Long-­‐term
Doing
Done

11.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
LEANER
STARTUP
ROADMAP
T-­‐Shaped
Learning
Framework
for
Leaner
Startup
Innova/on
The
Leaner
Startup
Roadmap
Comprehensively
Models
the
Explicit
and
Tacit
Methodology
of
T-­‐Shaped
Entrepreneurs
and
OrganizaIons
That
Solve
“Wicked
Problems”
Horizontal
Learning
(Generalist’s
Perspec/ve)
VerHcal
Learning
(Specialist’s
Perspec/ve)

12. 9
Learning
Modules
of
The
Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)
1
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)

13. Eric
Ries’s
Lean
Startup
Method
Roadmap
(More
Informa/on
on
the
Lean
Startup
Method
Can
Be
Obtained
from
Eric
Ries’s
Book,
“The
Lean
Startup”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

14. The
Leaner
Startup
Roadmap
–
Details
of
Modules
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
Learn
(Insights/Ideas);
Validated
Learning;
Vanity
vs.
AcIonable
Metrics;
Value
vs.
Waste
Measure
(Test);
Problem
Hypothesis;
Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit
Build
(Prototype);
Minimum
Viable
Product
(MVP);
SoluIon
Hypothesis
Strategy;
10
Pivots
[Market
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
Kanban/PrioriIzaIon;
[Industry
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
[Job-­‐To-­‐Be-­‐Done;]
Analogs/AnIlogs;
[Partners;
Resources]
Team;
Business
Arch.
Profit
(Margin);
Revenue;
Cost;
LifeIme
Value;
[Trade-­‐offs;
Value
Curves]
Value
ProposiIon;
Customer
Archetype;
3
Engines
of
Growth;
Growth/Value
Hypothesis
Vision;
Leap
of
Faith;
Mission;
Learning
Milestones;
Pivot
or
Persevere
;
5
Whys
[CompeIIve
Advantage]
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

15.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
VALUE
SHARING
(PROFIT)
MODEL
delivers
requires
drives
requires
Product/Value
ProposiHon
Channels
&
RelaHonships
Customer/Job-­‐To-­‐Get-­‐Done
require(s)
require(s)
Inputs/Partners
Internal
Resources
Processes/AcHviHes
require(s)
affect(s)
require(s)
deliver(s)
Cost
(Pain)
Revenue
(Delight)
PROFIT
(VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit)
Job-­‐To-­‐
Get-­‐Done
Product
Innova-on:
BUILD
Customer
Development:
MEASURE
Innova-on
Accoun-ng:
LEARN
VISION
(Problems/Plan/Ideas)
PRODUCT
(Op/miza/on)
STRATEGY
(Emergent;
Pivot)
LEANER
STARTUP
MODEL
FOR
LEANER
STARTUP
PLANNING,
INNOVATION,
AND
EXECUTION
Unified
Template

16. APPENDIX

17. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

18. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

19. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

20. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Value
ProposiIon;
Customer
Archetype;
3
Engines
of
Growth;
Growth/Value
Hypothesis
Profit
(Margin);
Revenue;
Cost;
LifeIme
Value;
[Trade-­‐offs;
Value
Curves]
Kanban/PrioriIzaIon;
[Industry
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
[Job-­‐To-­‐Be-­‐Done;]
Analogs/AnIlogs;
[Partners;
Resources]
Team;
Business
Arch.
Learn
(Insights/Ideas);
Validated
Learning;
Vanity
vs.
AcIonable
Metrics;
Value
vs.
Waste
Measure
(Test);
Problem
Hypothesis;
Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit
Build
(Prototype);
Minimum
Viable
Product
(MVP);
SoluIon
Hypothesis
Strategy;
10
Pivots
[Market
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
Vision;
Leap
of
Faith;
Mission;
Learning
Milestones;
Pivot
or
Persevere
;
5
Whys
[CompeIIve
Advantage]
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

21. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Value
ProposiIon;
Customer
Archetype;
3
Engines
of
Growth;
Growth/Value
Hypothesis
Profit
(Margin);
Revenue;
Cost;
LifeIme
Value;
[Trade-­‐offs;
Value
Curves]
Kanban/PrioriIzaIon;
[Industry
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
[Job-­‐To-­‐Be-­‐Done;]
Analogs/AnIlogs;
[Partners;
Resources]
Team;
Business
Arch.
Learn
(Insights/Ideas);
Validated
Learning;
Vanity
vs.
AcIonable
Metrics;
Value
vs.
Waste
Measure
(Test);
Problem
Hypothesis;
Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit
Build
(Prototype);
Minimum
Viable
Product
(MVP);
SoluIon
Hypothesis
Strategy;
10
Pivots
[Market
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
Vision;
Leap
of
Faith;
Mission;
Learning
Milestones;
Pivot
or
Persevere
;
5
Whys
[CompeIIve
Advantage]
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

22. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
Value
ProposiIon;
Customer
Archetype;
3
Engines
of
Growth;
Growth/Value
Hypothesis
Profit
(Margin);
Revenue;
Cost;
LifeIme
Value;
[Trade-­‐offs;
Value
Curves]
Kanban/PrioriIzaIon;
[Industry
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
[Job-­‐To-­‐Be-­‐Done;]
Analogs/AnIlogs;
[Partners;
Resources]
Team;
Business
Arch.
Learn
(Insights/Ideas);
Validated
Learning;
Vanity
vs.
AcIonable
Metrics;
Value
vs.
Waste
Measure
(Test);
Problem
Hypothesis;
Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit
Build
(Prototype);
Minimum
Viable
Product
(MVP);
SoluIon
Hypothesis
Strategy;
10
Pivots
[Market
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
Vision;
Leap
of
Faith;
Mission;
Learning
Milestones;
Pivot
or
Persevere
;
5
Whys
[CompeIIve
Advantage]
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

23. Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
Learn
(Insights/Ideas);
Validated
Learning;
Vanity
vs.
AcIonable
Metrics;
Value
vs.
Waste
Measure
(Test);
Problem
Hypothesis;
Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit
Build
(Prototype);
Minimum
Viable
Product
(MVP);
SoluIon
Hypothesis
Strategy;
10
Pivots
[Market
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
Kanban/PrioriIzaIon;
[Industry
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
[Job-­‐To-­‐Be-­‐Done;]
Analogs/AnIlogs;
[Partners;
Resources]
Team;
Business
Arch.
Profit
(Margin);
Revenue;
Cost;
LifeIme
Value;
[Trade-­‐offs;
Value
Curves]
Value
ProposiIon;
Customer
Archetype;
3
Engines
of
Growth;
Growth/Value
Hypothesis
Vision;
Leap
of
Faith;
Mission;
Learning
Milestones;
Pivot
or
Persevere
;
5
Whys
[CompeIIve
Advantage]
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

24. 9
Learning
Modules
of
The
Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
Learn
(Insights/Ideas);
Validated
Learning;
Vanity
vs.
AcIonable
Metrics;
Value
vs.
Waste
Measure
(Test);
Problem
Hypothesis;
Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit
Build
(Prototype);
Minimum
Viable
Product
(MVP);
SoluIon
Hypothesis
Strategy;
10
Pivots
[Market
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
Kanban/PrioriIzaIon;
[Industry
Trends/Type/
Size/AiracIveness/
Analysis/Hypothesis]
[Job-­‐To-­‐Be-­‐Done;]
Analogs/AnIlogs;
[Partners;
Resources]
Team;
Business
Arch.
Profit
(Margin);
Revenue;
Cost;
LifeIme
Value;
[Trade-­‐offs;
Value
Curves]
Value
ProposiIon;
Customer
Archetype;
3
Engines
of
Growth;
Growth/Value
Hypothesis
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
Vision;
Leap
of
Faith;
Mission;
Learning
Milestones;
Pivot
or
Persevere
;
5
Whys
[CompeIIve
Advantage]
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

25. 9
Learning
Modules
of
The
Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

26. TradiIonal
Business
Plan
Roadmap
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

27. “Waterfall”
Product
Development
Roadmap
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

28. Agile
Product
Development
Roadmap
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

29. Business
Model
Canvas
Roadmap
(More
informa/on
on
the
Business
Model
Canvas
can
be
Obtained
from
Osterwalder
and
Pigneur’s
book,
“Business
Model
Genera/on”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

30. Customer
Development
Stack
Roadmap
(More
informa/on
on
the
Customer
Development
Stack
can
be
Obtained
from
Blank
&
Dorf’s
Book,
“Startup
Owner’s
Manual”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

31. Lean
Canvas
Roadmap
(More
informa/on
on
the
Lean
Canvas
can
be
Obtained
from
Ash
Maurya’s
book,
“Running
Lean”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

32. ValidaHon
Board
Roadmap
(More
informa/on
on
the
Valida/on
Board
can
be
Obtained
from
Lean
Startup
Circle:
hcp://leanstartupmachine.com/valida/onboard)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

33. Balanced
Scorecard
Roadmap
(More
informa/on
on
the
Balanced
Scorecard
can
be
Obtained
from
Kaplan
&
Norton’s
book,
“The
Balanced
Scorecard”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

34. Value
Chain
Roadmap
(More
informa/on
the
Value
Chain
can
be
Obtained
from
Michael
Porter’s
book,
“Compe//ve
Advantage”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

35. Discovery-­‐Driven
Growth
Roadmap
(More
informa/on
on
Discovery-­‐Driven
Growth
can
be
Obtained
from
McGrath
&
MacMillan’s
book,
“Discovery-­‐Driven
Growth”)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
q
Customer
Development
q InnovaHon
AccounHng
q
Product
InnovaHon
2
3
4
5
6
7
8
9
Horizontal
Learning
(3
Big
Jobs-­‐To-­‐Get-­‐Done)
1
q Business
Model
(Profit)
Level
q ExecuHon
Level
q Business
Strategy
Level
(Search
for/Validate
profitable
and
scalable
PRODUCT)
(Search
for/Validate
profitable
and
scalable
BUSINESS
MODEL)
(Search
for/Validate
profitable
and
scalable
BUSINESS/STRATEGY/
MARKET/INDUSTRY)
Key
(Module/Storycard)
1. InnovaIon
AccounIng
Strategy
2. Customer
Development
Strategy
3. Product
InnovaIon
Strategy
4. InnovaIon
AccounIng
Modeling
5. Customer
Development
Modeling
6. Product
InnovaIon
Modeling
7. InnovaIon
AccounIng
ExecuHon
8. Customer
Development
ExecuHon
9. Product
InnovaIon
ExecuHon
VerHcal
Learning
(3
Levels
of
Leaner
Startup
Innova/on)

36. q “Swiss
Knife”
for
Universal
Project
Planning,
ExecuHon,
and
Management
q Visual
Summary
or
Index
of
Key
Ideas
in
Eric
Ries’s
Book,
“The
Lean
Startup”
q Visual
Checklist
of
Key
Ideas
and
Terms
in
the
Lean
Startup
Methodology
as
well
as
Strategic
and
InnovaIon
Management
q MulH-­‐purpose
Gameboard
for
CollaboraIvely
Learning
About
and
Applying
Key
Ideas
of
Lean
Startup
Methodology
in
a
Fun
Manner
q Customizable
Dashboard
for
Managing
Lean
Startup
Projects
q Visual
Worksheet
for
IteraIvely
Planning,
Modeling,
and
ExecuIng
a
Strategy
for
a
Lean
Startup
Project
q Storyboard
for
Visually
PresenIng
as
well
as
Analyzing
Stories
of
Business
Success/Failure
in
the
Past,
Present,
and/or
Future
q Visual
Plaborm
for
IllustraIng
Diverse
Business
Tools
and
Methodologies
8
Ways
of
Using
The
Leaner
Startup
Roadmap
Simply
Organize,
Model,
and
Implement
Key
Ideas
for
Leaner
Startup
Innova/on
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing

37. q
ExecuHon
Level
q
Business
Model
(Profit)
Level
q
Business
Strategy
Level
q
Product
InnovaHon
(Agile
Product
Development)
q
Customer
Development
(MarkeIng/Strategy)
q
InnovaHon
AccounHng
(Finance)
Horizontally
and
VerHcally
Integrate
The
3
Big
Jobs-­‐To-­‐Get-­‐Done
in
a
Project:
As
well
as
The
3
Levels
of
Leaner
Startup
InnovaHon:
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
The
Leaner
Startup
Roadmap
T-­‐Shaped
Stratagem
of
a
Leaner
Startup
Innovator

38. q
Product
InnovaHon
How
to
Visually
Integrate
Elements
of
Horizontal
Learning
q
Customer
Development
q
InnovaHon
AccounHng

39.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
PRODUCT
INNOVATION
CUSTOMER
DEVELOPMENT
INNOVATION
ACCOUNTING
Job-­‐To-­‐
Get-­‐Done
The
3
Horizontal
Jobs-­‐To-­‐Get-­‐Done
in
Every
Profitable
and
Sustainable
Enterprise
How
Entrepreneurs
and
Organiza/ons
Create
Radically
Successful
Businesses
(Agile
Product
Development)
(MarkeIng)
(Finance)

40.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
PRODUCT
INNOVATION
CUSTOMER
DEVELOPMENT
INNOVATION
ACCOUNTING
delivers
requires
drives
requires
Job-­‐To-­‐
Get-­‐Done
The
Jobs-­‐To-­‐Get-­‐Done
Logic
for
Every
Profitable
and
Sustainable
Enterprise
How
Entrepreneurs
and
Organiza/ons
Create
Radically
Successful
Businesses
(Agile
Product
Development)
(MarkeIng)
(Finance)

41. q
ExecuHon
Level
q
Business
Model
(Profit)
Level
q
Business
Strategy
Level
How
to
Visually
Integrate
Elements
of
VerHcal
Learning

42.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
BUILD
MEASURE
LEARN
delivers
requires
drives
requires
Job-­‐To-­‐
Get-­‐Done
Product
Innova-on
Customer
Development
Innova-on
Accoun-ng
ExecuHon
Logic
of
Every
Profitable
and
Sustainable
Enterprise
How
Entrepreneurs
and
Organiza/ons
Create
Radically
Successful
Businesses
Based
on
the
Build-­‐Measure-­‐Learn
Feedback
Loop
on
Page
75
of
Eric
Ries’s
Book,
“The
Lean
Startup”

43.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
VALUE
SHARING
(PROFIT)
MODEL
delivers
requires
drives
requires
Product/Value
ProposiHon
Channels
&
RelaHonships
Customer/Job-­‐To-­‐Get-­‐Done
require(s)
require(s)
Inputs/Partners
Internal
Resources
Processes/AcHviHes
require(s)
affect(s)
require(s)
deliver(s)
Cost
(Pain)
Revenue
(Delight)
PROFIT
(VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit)
Job-­‐To-­‐
Get-­‐Done
Business
Model
(Profit)
Logic
of
Every
Profitable
and
Sustainable
Enterprise
How
Entrepreneurs
and
Organiza/ons
Create
Radically
Successful
Businesses
Product
Innova-on
Customer
Development
Innova-on
Accoun-ng

44.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
PRODUCT
STRATEGY
VISION
delivers
requires
drives
requires
Job-­‐To-­‐
Get-­‐Done
Product
Innova-on
Customer
Development
Innova-on
Accoun-ng
Business
Strategy
Logic
of
Every
Profitable
and
Sustainable
Enterprise
How
Entrepreneurs
and
Organiza/ons
Create
Radically
Successful
Businesses
Based
on
the
“Product-­‐Strategy-­‐Vision
(PSV)
Pyramid”on
Page
23
of
Eric
Ries’s
Book,
“The
Lean
Startup”

45. How
to
Visually
Integrate
Elements
of
Horizontal
and
VerHcal
Learning
on
The
Leaner
Startup
Roadmap

46.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
VALUE
SHARING
(PROFIT)
MODEL
delivers
requires
drives
requires
Product/Value
ProposiHon
Channels
&
RelaHonships
Customer/Job-­‐To-­‐Get-­‐Done
require(s)
require(s)
Inputs/Partners
Internal
Resources
Processes/AcHviHes
require(s)
affect(s)
require(s)
deliver(s)
Cost
(Pain)
Revenue
(Delight)
PROFIT
(VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit)
Job-­‐To-­‐
Get-­‐Done
Product
Innova-on:
BUILD
Customer
Development:
MEASURE
Innova-on
Accoun-ng:
LEARN
VISION
(Problems/Plan/Ideas)
PRODUCT
(Op/miza/on)
STRATEGY
(Emergent;
Pivot)
LEANER
STARTUP
MODEL
FOR
LEANER
STARTUP
PLANNING,
INNOVATION,
AND
EXECUTION
Unified
Template

47.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
VALUE
SHARING
(PROFIT)
MODEL
delivers
requires
drives
requires
LEANER
STARTUP
MODEL
FOR
LEANER
STARTUP
PLANNING,
INNOVATION,
AND
EXECUTION
9
Types
of
Unknowns,
Indeterminacies,
or
Risks
in
a
Leaner
Startup
Product/Value
ProposiHon
Channels
&
RelaHonships
Customer/Job-­‐To-­‐Get-­‐Done
require(s)
require(s)
Inputs/Partners
Internal
Resources
Processes/AcHviHes
require(s)
affect(s)
require(s)
deliver(s)
Cost
(Pain)
Revenue
(Delight)
PROFIT
(VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit)
Job-­‐To-­‐
Get-­‐Done
Product
Innova-on:
BUILD
Customer
Development:
MEASURE
Innova-on
Accoun-ng:
LEARN
VISION
(Problems/Plan/Ideas)
PRODUCT
(Op/miza/on)
STRATEGY
(Emergent;
Pivot)

48.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
VALUE
SHARING
(PROFIT)
MODEL
delivers
requires
drives
requires
LEANER
STARTUP
MODEL
FOR
LEANER
STARTUP
PLANNING,
INNOVATION,
AND
EXECUTION
One-­‐Page
Checklist
for
Simply
Planning,
Modeling,
and
Execu/ng
the
Strategy
of
a
Leaner
Startup
(Based
on
Eric
Ries’s
Book,
“The
Lean
Startup”)
Product/Value
ProposiHon
Channels
&
RelaHonships
Customer/Job-­‐To-­‐Get-­‐Done
require(s)
require(s)
Inputs/Partners
Internal
Resources
Processes/AcHviHes
require(s)
affect(s)
require(s)
deliver(s)
Cost
(Pain)
Revenue
(Delight)
PROFIT
(VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
(Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit)
Job-­‐To-­‐
Get-­‐Done
Product
Innova-on:
BUILD
Customer
Development:
MEASURE
Innova-on
Accoun-ng:
LEARN
VISION
(Problems/Plan/Ideas)
q Engagement
q AcquisiIon;
AcIvaIon
q RetenIon;
Referral;
Revenue
PRODUCT
(Op/miza/on)
STRATEGY
(Emergent;
Pivot)

49.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
VALUE
SHARING
(PROFIT)
MODEL
delivers
requires
drives
requires
LEANER
STARTUP
MODEL
FOR
LEANER
STARTUP
PIVOTS
10
Pivots:
Based
on
Eric
Ries’s
Catalog
of
Pivots
in
his
book,
“The
Lean
Startup”
Product/Value
ProposiHon
q Zoom-­‐in
Pivot
q Zoom-­‐out
Pivot
q Plaborm
(Total
SoluIon)
Pivot
Channels
&
RelaHonships
q Channel
Pivot
q Engine
of
Growth
Pivot
Customer/Job-­‐To-­‐Get-­‐Done
q Customer
Segment
Pivot
q Customer
Need
Pivot
require(s)
require(s)
Inputs/Partners
Internal
Resources
q Business
Architecture
Pivot
q Technology
Pivot
Processes/AcHviHes
require(s)
affect(s)
require(s)
deliver(s)
Cost
(Pain)
Revenue
(Delight)
q Value
Capture
Pivot
PROFIT
(VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
Product
Innova-on:
BUILD
Customer
Development:
MEASURE
Innova-on
Accoun-ng:
LEARN
(Problem-­‐SoluIon
Fit;
Product-­‐Market
Fit)
Job-­‐To-­‐
Get-­‐Done
VISION
(Problems/Plan/Ideas)
PRODUCT
(Op/miza/on)
STRATEGY
(Emergent;
Pivot)

50. Universal
Law
Of
Business
Success

51. Solving
a
Wicked
Problem
(in
Business)
Involves
Con/nuously
IntegraHng
and
Aligning
the
3
Big
Jobs-­‐To-­‐Get-­‐Done
in
a
Project:
q
ExecuHon
Level
q
Business
Model
(Profit)
Level
q
Business
Strategy
Level
The
Universal
Law
of
Business
Success
Leaner
Startup
Roadmap
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
As
well
as
TesHng
and
ValidaHng
Logic
of
the
3
Levels
of
Leaner
Startup
InnovaHon:
q
Product
InnovaHon
(Agile
Product
Development)
q
Customer
Development
(MarkeIng/Strategy)
q
InnovaHon
AccounHng
(AnalyIcs;
Finance)

52. Startups,
OrganizaHons,
and
Living
Systems
FAIL,
When
They
Fail
to
Integrate
and
Align
The
3
Big
Jobs-­‐To-­‐Get-­‐Done
of
a
Project:
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing
and/or
Invalidate
the
Logic
at
The
3
Levels
of
Leaner
Startup
InnovaHon:
Corrollary:
Law
of
Failure
Why
Lean
Startups
and
Other
Enterprises
Fail
q
Product
InnovaHon
(Agile
Product
Development)
q
Customer
Development
(MarkeIng/Strategy)
q
InnovaHon
AccounHng
(AnalyIcs;
Finance)
q
ExecuHon
Level
q
Business
Model
(Profit)
Level
q
Business
Strategy
Level

53. ITENN
4
Phases
of
a
Successful
Leaner
Startup
Journey
or
Business
Model
Cycle
(The
Leaner
Startup
Journey:
Evolu/onary
Hypotheses
vs.
Reality)
Infancy
(Prototype)
Time
Customer
Experience,
Happiness,
or
Value
=
Delight/Pain
Growth
(OpImize)
Maturity
(Scale)
Renewal
(Renew)
Chasm
(Trac/on;
Tipping
Point;
Product-­‐Market
Fit)
Fault
(Line)
LEANER
STARTUP
JOURNEY
CUSTOMER/CLIENT:
…………………………………………………………………………………
Date:……………………………………
PAIN/PROBLEM/TRADE-­‐OFF/GOAL/NEED/JOB:
……………………………………………………………………………………………………………
q
Present
q
Past
q
Future
TradiIonal/HypotheIcal
Ecosystem
Demand
(Market,
Industry,
Enterprise,
or
Technology)
SHARED
DREAM/
VISION
Angel
Funding
(Up
to
$100,000)
Seed
Funding
($100,000-­‐$1M)
Venture
Funding
($1M-­‐$5M)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing

54. Disrup-on
Spot
Luxury
Spot
Strategic
Choice
TradiHonal
Business
Plan
Business
Model
Canvas/
Customer
Development
Stack
q Lean
Startup
Survival
Plan/
Lean
Startup
Roadmap
q Discovery-­‐Driven
Growth
(DDG)
Strategic
Management/
Strategic
Plan/
Balanced
Scorecard
Lean
Startup
Method
(Principles)/
Lean
Canvas
OVERVIEW
OF
TOOLS
FOR
THE
LEANER
STARTUP
JOURNEY
Trade-­‐off
Map
of
Cost
vs.
Effec/veness
(-­‐):
PAIN:
Time
(Cost;
Risk)
(+):
DELIGHT:
EffecIveness
Key
Profitable
Tool
Unprofitable
Tool
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hip://businessmodels.ning.com
&
hip://twiier.com/RodKuhnKing
Market
Segment
(Job-­‐To-­‐Get-­‐Done/Goal;
Product/Tool):
Test
Viability
of
Business
Idea
(Project/Business
Model)
“Insane”
Happiness
(Value)
Ideal
Final
Result
(IFR)
Infinite
Shared
Happiness
“Invisible
Hand”

55. Disrup-on
Spot
Luxury
Spot
Strategic
Choice
Sweet
Spot
Profit
Model/
Strategy/
Value
Proposi/on
Blue
Ocean
Profit
Model/
Strategy/
Value
Proposi/on
Luxury
Spot
(“Differen/a/on”)
Profit
Model/
Strategy/
Value
Proposi/on
DisrupHon
Spot/Lean
(“Low
Cost”)
Profit
Model/
Strategy/
Value
Proposi/on
4
GENERIC
PROFIT
MODELS,
WINNING
STRATEGIES,
AND
VALUE
PROPOSITIONS
Trade-­‐off
Map
of
Cost
vs.
Revenue
(-­‐):
PAIN:
Cost
(+):
DELIGHT:
Revenue
Key
Profitable
Model
Unprofitable
Model
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hip://businessmodels.ning.com
&
hip://twiier.com/RodKuhnKing
Market
Segment
(Job-­‐To-­‐Get-­‐Done/Goal;
Product/Tool):
………………..…..……..…….
…………
……………………………………………………………………….…………….………….……………….
“Insane”
Happiness
(Value)
Ideal
Final
Result
(IFR)
Infinite
Shared
Happiness
“Invisible
Hand”

56. Past
Reality
Global
Business
Model
Present
Reality
Global
Business
Model
Future
Reality
Global
Business
Model
Business
Model
(3-­‐Act)
Business
Model
(3_Act)
Business
Model
(3-­‐Act)
Industry
Ecosystem
Market
Ecosystem
Business
Model
(3-­‐Act)
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Mission/Vision/
Purpose/Ideals/
Ideal
Final
Result
For
Business
Model
LEANER
STARTUP
PLAN
Business
Model
Level
and
Perspec/ve
Date:
………………………………..
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h_p://businessmodels.ning.com
&
h_p://twi_er.com/RodKuhnKing