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Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

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Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

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Steve Jobs' approach to creating extraordinarily successful products is shrouded in mystery. This presentation introduces a new framework, "Lean Startup Project Management", which can be used to explain Steve Jobs' innovation methodology which was largely intuitive. As the name implies, Lean Startup Project Management focuses on translating into reality ideas and principles from Eric Ries's bestselling book, "The Lean Startup." The core tool of Lean Startup Project Management is the One-Page Lean Startup which is a multilevel dashboard. Whereas existing approaches focus on using a tactical dashboard for Lean Startup Project Management, the One-Page Lean Startup uses 3 integrated dashboards: visionary, strategic, and tactical One-Page Lean Startup. Users end up saving time, money, energy, and lots of other resources. Experiment with the One-Page Lean Startup and provide us with your feedback.

Steve Jobs' approach to creating extraordinarily successful products is shrouded in mystery. This presentation introduces a new framework, "Lean Startup Project Management", which can be used to explain Steve Jobs' innovation methodology which was largely intuitive. As the name implies, Lean Startup Project Management focuses on translating into reality ideas and principles from Eric Ries's bestselling book, "The Lean Startup." The core tool of Lean Startup Project Management is the One-Page Lean Startup which is a multilevel dashboard. Whereas existing approaches focus on using a tactical dashboard for Lean Startup Project Management, the One-Page Lean Startup uses 3 integrated dashboards: visionary, strategic, and tactical One-Page Lean Startup. Users end up saving time, money, energy, and lots of other resources. Experiment with the One-Page Lean Startup and provide us with your feedback.

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Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organized, and Executed Lean Startup Projects

  1. 1. HEROES Think Big and Different THE ONE-PAGE LEAN STARTUP 3 Dashboards for Organizing Ideas and Managing Risks in All Lean Startup Projects See Apple’s One-Page Lean Startup For Dr. Rod King The Classic iPod
  2. 2. Welcome To Lean Startup AP Project Management
  3. 3. In This Presentation, A Lean Startup Refers To “A human institution or lean innovation AP designed to create a new product, service, or organization under conditions of extreme uncertainty” The above is a combination of Eric Ries’s definition of a “startup” and “lean startup.” See Eric Ries’s book, “The Lean Startup”
  4. 4. For Readers and Practitioners Of AP Eric Ries’s “The Lean Startup” Lean Startup is a trademark and service mark owned by Eric Ries. www.theleanstartup.com
  5. 5. As Long As There is Competition And ExternalP Forces, A There is Risk That A Project’s Vision Will Not Be Achieved
  6. 6. The Lean Startup Methodology Can Be Used To Increase the Odds of Success In AP Every Risky Project On The Planet
  7. 7. HOWEVER, … A PROBLEM Too Many Silos Too Many and Disparate Tools Are Being Used To Organize Ideas AP And Manage Risks Especially in Lean Startup Projects
  8. 8. A FURTHER PROBLEM Single Level Approach to Lean Startup Project Management (LSPM) Existing Tools For Organizing Ideas And Managing Risks In Lean Startup Projects AP Focus On An Operational Perspective And Neglect Strategic and Visionary Perspectives
  9. 9. CONSEQUENCES … ‘Where There Is No Vision, The People Perish’  Weak collaboration between users of disparate tools  Slow learning and poor knowledge transfer: Inadequate communication and sharing of knowledge between users of disparate tools in high risk (Lean Startup) projects  Higher project costs involving practitioners of disparate tools AP  Inefficiency in decision-making: too much or too little information for personnel at a given level of management: leaders, managers/ strategists, and operators in high risk (Lean Startup) projects  Weak connection to bodies of knowledge in other domains: e.g., business strategy, innovation, and performance management  Indirect and slow translation, into reality, of principles and ideas in Eric Ries’s book, “The Lean Startup”  Increase in risk of project failure
  10. 10. A SOLUTION … Multilevel Approach to Lean Startup Project Management (LSPM) The One-Page Lean Startup Can Be Used As A Single (Multilevel) Dashboard For AP Collaboratively Documenting, Organizing, and Managing Ideas and Risks In All Lean Startup Projects
  11. 11. The One-Page Lean Startup Provides a Universal Framework and Language For Visually Integrating as Well as AP Facilitating The Use of Disparate Tools In Business and Project Management
  12. 12. ONE-PAGE LEAN STARTUP: 3 Levels of Tools and Perspectives in a Domain “Think Big and Different” ONE-PAGE LEAN STARTUP A Multilevel Dashboard for Collaboratively Organizing Ideas and Managing Risks in Projects Visionary P A Right-Brain Perspective (Big Picture: Visionaries/Leaders) One-Page Lean Startup Strategic Total-Brain Perspective (Managers/Strategists) One-Page Lean Startup Left-Brain Perspective Tactical (Operational) (Details: Pragmatists/ One-Page Lean Startup Operators)
  13. 13. This Presentation Focuses On The Minimum Viable Product (MVP) AP Of The Visionary One-Page Lean Startup
  14. 14. MINIMUM VIABLE PRODUCT (MVP) “Think Big and Different” VISIONARY DASHBOARD OF AP ONE-PAGE LEAN STARTUP
  15. 15. A Visionary One-Page Lean Startup Focuses on Efficiently A P Translating A Lean Startup or Project’s Vision Into Reality
  16. 16. A Visionary One-Page Lean Startup Can Be Used As A Generic End-Means Diagram AP For Comprehensively Describing or Modeling Any System
  17. 17. A Visionary One-Page Lean Startup Saves Time, Money, Energy, and Other Resources As Well as AP Accelerates Learning Especially in Risky or Lean Startup Projects
  18. 18. “VISIONARY” ONE-PAGE LEAN STARTUP (Classic)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… MEANS (TOOL) END SHARED DREAM/ VISION ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  19. 19. ONE-PAGE LEAN STARTUP (Methodology)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… MEANS (TOOL: What? How?) END LEAN STARTUP (LS) PROJECT MANAGEMENT (Value/  STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP Why?) - Leap (Problem; Vision/Hypotheses/Value (Proposition))  SHARED - Test (Criteria for Problem; Minimum Viable Product(MVP)) DREAM/ - Measure (Actionable Metrics for Customer Growth) - Pivot (or Persevere) ITENN VISION (Strategy/Business Model/Customer Ecosystem) - Start - Define  ACCELERATE: LAUNCH-SCALE - Learn - Experiment - Batch (Size/Version; Time/Cycle) - Grow (Engines of Customer Growth) - Adapt (Adaptive Org./5 Whys) - Innovate (Disruptive Inno.) Unique Summary of Lean Startup Model and Methodology Based on Eric Ries’s Book, “The Lean Startup” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  20. 20. DETAILED VISIONARY DASHBOARD AND AP APPLICATION OF ONE-PAGE LEAN STARTUP
  21. 21. VISIONARY ONE-PAGE LEAN STARTUP (Brief)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END CUSTOMER DESIGN BRIEF/CANVAS for …………………………………. PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision  Most Valuable Customer (MVC): SHARED List (Contacts) DREAM/ VISION  Customer Problem/Goal/Need/Job: ITENN Top 5 Big Urgent Market Problems (BUMPs) of Existing Tool(s): …………………………………. - - - - -  Solution/Minimum Viable Product (MVP): Top 5 Features for Proposed Tool: ………………………………………………. - - - - - Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  22. 22. APPLE’S ONE-PAGE LEAN STARTUP for iPod  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision  Most Valuable Customer (MVC): SHARED List (Contacts): Persona of High-end Technologist-Artist DREAM/ VISION  Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time ITENN Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players For Music Player: - Big/Clunky Size of Music Players  Put a Dent in - Complex Interface and Operations The Universe - Inadequate Battery Life  Create - Ugly Design/Aesthetic/Color Insanely Great - Inadequate Storage for Songs; High Cost of Songs Customer  Solution/Minimum Viable Product (MVP): Experience Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs Prototype (Build) - Measure Learn - Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  23. 23. APPLE’S ONE-PAGE LEAN STARTUP (S-Wave)  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players INTERNAL/EXTERNAL MEANS (TOOL) (Iteratively Develop – Using “Learn-Prototype-Measure (LPM) Fitness Cycle” – END Natural, Planned, and/or Disruptive Customer Ecosystem (Value) For Digital Music Player) SHARED DREAM/ VISION ITENN For Music Player:  Put a Dent in The Universe  Create Insanely Great Customer Experience Prototype (Build) - Measure Learn - Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  24. 24. APPENDIX 1 AP
  25. 25. VALIDATED LEARNING LOOP Product-Market Fitness Cyle MEASURE AP PROBLEM/ CUSTOMER ECOSYSTEM (Business Model; PROTOTYPE Strategy/Value Chain; LEARN Product/Service) (Build) (Insight/ Leap/Pivot) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  26. 26. ONE-PAGE LEAN STARTUP (S-Wave: Details)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… 4 Phases of a Customer Growth Plan or Business Model Cycle (Evolutionary Reality vs. Hypotheses) Customer Experience, Happiness, or Value Fault (Line) SHARED DREAM/ VISION: = Delight/Pain ITENN Traditional/Hypothetical Ecosystem Demand Ideal Final Result (Market, Industry, Enterprise, or Technology) (IFR) Requirements for Insanely Great Chasm Customer (Traction; Tipping Point; Experience Product-Market Fit) Time Infancy Growth Maturity Renewal (Prototype) (Optimize) (Scale) (Renew) Angel Funding Seed Funding Venture Funding (Up to $100,000) ($100,000-$1M) ($1M-$5M) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  27. 27. ONE-PAGE LEAN STARTUP (Customer Growth)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END LEAN STARTUP (LS) PROJECT MANAGEMENT (Value/  STEER: “BUILD-MEASURE-LEARN” VALIDATED LEARNING LOOP Why?) - Leap (Problem; Vision/Hypotheses/Value (Proposition))  SHARED - Test (Criteria for Problem; Minimum Viable Product(MVP)) DREAM/ - Measure (Actionable Metrics for Customer Growth) - Pivot (or Persevere) ITENN VISION (Strategy/Business Model/Customer Ecosystem) - Start - Define  ACCELERATE: LAUNCH-SCALE - Learn - Experiment - Batch (Size/Version; Time/Cycle) Elimination of - Grow (Engines of Customer Growth) Big Urgent - Adapt (Adaptive Org./5 Whys) Market - Innovate (Disruptive Inno.) Problems (BUMPs) Unique Summary and Template of Eric Ries’s Methodology of Lean Startup (LS) Project Management Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  28. 28. MOST VALUABLE CUSTOMER (MVC) “Think Big and Different” Who Is The Most Valuable Customer (MVC) In AP  Short Term (Birth Phase)?  Medium Term (Growth Phase)?  Long Term (Maturity Phase) ? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  29. 29. ASPIRATION MAP: Risk vs. Reward Customer Segments, Ecosystems, and Business Model Archetypes for Trade-off of Pain vs. Delight Insanely Great Experience Ideal Final Result (IFR) Infinite Shared Greatness Market Segment (Customer Job/Crisis/Goal): ………………….……..……………….………… ………………………………………………………………………………………..…………….………….…………. 10 Blue Ocean Sweet Spot Luxury Spot (Value Innovation) Model (Differentiated/ Model Luxury Spot Sustaining- [R]evolutionary) Model 6 Disruption Spot/Lean Oasis Volcano (Disruptive Innovation) (‘Stuck-in-the-middle’) Model Disruption Spot Model Model (+): DELIGHT (Reward; Profitability; ROI; 3 Abundance) Green Ocean No-Man’s-Island Red Ocean Model Model Model Strategic Choice Key 0 High Level of Customer Experience 3 6 10 Low Level of Customer Experience (-): PAIN (Risk; Uncertainty) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  30. 30. APPENDIX 2 AP
  31. 31. PYRAMID OF DASHBOARDS FOR ONE-PAGE LEAN STARTUP AP Visionary One-Page Lean Startup Strategic One-Page Lean Startup Tactical (Operational) One-Page Lean Startup
  32. 32. “VISIONARY” ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… INTERNAL/EXTERNAL MEANS (TOOL) END (Resources: People/Culture-Process/Strategy-Product/Service) (Value) SHARED DREAM/ VISION ITENN Prototype (Build) - Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  33. 33. “STRATEGIC” ONE-PAGE LEAN STARTUP: …………………………………..……………………………………… Client/Customer (Segment/Persona): …………..……………………..……………………………………………………………..…… PAIN/PROBLEM/NEED/GOAL/JOB: ………………….…………………………………………………. Date: …………..………… PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term (“RED OCEAN”)  Learn-Prototype-Measure (LPM) (“BLUE OCEAN”) Fitness Cycle SHARED DREAM/  Value Proposition Factors/ VISION Competitive Features/Criteria CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/ dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  34. 34. “TACTICAL” ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Prototype (Build) Measure Learn Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  35. 35. ONE-PAGE LEAN STARTUP: Evolution of a Lean Startup “Think Big and Different” PAST PRESENT FUTURE One-Page Lean Startup One-Page Lean Startup One-Page Lean Startup SHARED DREAM/VISION/ VALUE/IDEALS/PROFIT D Design N Needs A Asp. Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) S E M P O R C E S How? What? Why? Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  36. 36. Apple’s One-Page Lean Startup For AP Classic iPod: Multilevel Dashboard (2001)
  37. 37. APPLE’S ONE-PAGE LEAN STARTUP for iPod  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players MEANS (TOOL: What? How? Resources: People/Culture-Process/Strategy-Product/Service) (Iteratively Develop Natural, Planned, and/or Disruptive Customer Ecosystem) END CUSTOMER DESIGN BRIEF/CANVAS for DIGITAL MUSIC PROJECT Hypotheses/Assumptions for Big Urgent Market Problems (BUMPs) and Vision  Most Valuable Customer (MVC): SHARED List (Contacts): Persona of High-end Technologist-Artist DREAM/ VISION  Customer Problem/Goal/Need/Job: Play and enjoy music anywhere, any time ITENN Top 5 Big Urgent Market Problems (BUMPs) of Existing Digital Music Players For Music Player: - Big/Clunky Size of Music Players  Put a Dent in - Complex Interface and Operations The Universe - Inadequate Battery Life  Create - Ugly Design/Aesthetic/Color Insanely Great - Inadequate Storage for Songs; High Cost of Songs Customer  Solution/Minimum Viable Product (MVP): Experience Top 5 Features for Proposed Digital Music Player - Small Size: Portable; Lightweight - Simple Interface and Operations: Simplicity of Use; Seamless Music Experience - Long Battery Life - “Cool” Design/Aesthetic/Color - Massive Storage for Songs: “1000 Songs in Your Pocket”; Low Cost of Songs Prototype (Build) - Measure Learn - Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  38. 38. APPLE’S STRATEGIC ONE-PAGE LEAN STARTUP Client/Customer (Segment/Persona): High end Technologist-Artist (Luxury Spot) PAIN/ROBLEM/NEED/GOAL/JOB: Reinvent the ecosystem experience of digital music players Date: 2001 PRESENT SYSTEM/EXPERIENCE VALUE TRANSFORMATION TOOL - FUTURE SYSTEM/EXPERIENCE (Where currently are we?) Evolve, Explore, or Disrupt: What if … we (Where must we go?) PRODUCT (Eliminate/Reduce/Increase/Create) Short/Medium/Long-term What if … we DISRUPT: TRADITIONAL DIGITAL Eliminate: CLASSIC IPOD SHARED • Usual control buttons; On-off switch; DREAM/ MUSIC PLAYERS Traditional gray/black color VISION Reduce: • Seamless music experience For Music • Size/thickness; Weight; Complexity in • Thousand songs in your pocket Player: usage; Learning curve; Manual  Cool design/form/useability  Put a Big/Clunky/Ugly/Difficult-to-use/… Increase:  Simple and easy to use Dent in The  CD Players • Price; Simplicity of use; Battery life;  Ultra-portable; Ultra-light Universe  Flash Players Storage capacity; Functions/Form/Design  Enough skip protection  Create  MP3-CD Players Create:  Long battery life Insanely  Hard Drive Jukebox Players • LCD Screen; Packaging; Scroll wheel;  “Cool” & disruptive ads (on TV) Great Illegal music download from Internet Fast download; Disruption/Unique Ads  Fast and legal music download Cust. Exp. CONSTRAINTS: (What are constraints/obstacles/barriers/problems that prevent full realization of future system/vision/ dream/Ideal Final Result (IFR)? Zooming Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  39. 39. APPLE’S TACTICAL ONE-PAGE LEAN STARTUP  Past  Present  Future CUSTOMER/CLIENT: High end Technologist-Artist (Luxury Spot) Date: 2001 PAIN/PROBLEM/GOAL/NEED/JOB: Reinvent the ecosystem experience of digital music players D Design Hypotheses N Needs Hypotheses A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) OEMs CEO IT Infra- Obtain 2001 Apple Segments Competi- “Seamless Mngt structure Higher Insanely Retail Technologist- tors/ Music Record Staff Profit Great Stores; Artist Entrants/ Experience” Companies Techno- (Margin) Digital apple.com (High-end) Comple- Brand/IP logy Music mentors/ Cost; PAIN iTunes Engage, Player: PR/ PROJECTS: Influen- Low “Think Buildings Acquire, Media/ Crises/ cers/ Different” Revenue; and Retain Classic Ads Problems Non-cus- DELIGHT (EAR) iPod * Clunky, tomers/ High More (Features/ ugly, and PESTLIED Profitable Price) complex Trends Profit Customers digital music CD Player (Margin); and (Product players Flash VALUE Partners Sale) * Inadequate MP3-CD High song storage Jukebox Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  40. 40. ONE-PAGE LEAN STARTUP (Pivots)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Pivot Pivot Pivot Pivot Pivot Pivot Pivot Pivot Pivot  Techno-  Zoom-in  Channel  Customer  Value logy Pivot Pivot Pivot Segment Pivot Capture Pivot  Platform  Zoom-  Engine of  Customer  Business Pivot out Pivot Growth Need Pivot Architec- Pivot ture Pivot Based on: Eric Ries’s Book, “The Lean Startup” Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  41. 41. ONE-PAGE LEAN STARTUP (Metrics)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design Metrics N Needs Metrics A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics Metrics Ideal No. of No./Quality Type of No. of No. of No. of No. of No. of Customer Suppliers/ of Team Technology Interviews Prototypes/ Channels Retentions Contacts/ Experience Partners/ Members (Minimum Leads (Delight to Contracts/ No. of Viable) Engage- No. of Pain Ratio) Agreements No. of Iterations Product/ ment/ Referrals No. of Major Level of Service No. of Influenc- Revenue No. of Co- Insights Technology Iteration Prospects Net Promoter ers creators Cycle/ Price of or Visitors Score (NPS) Cost No. of Learning Product/ No. of Capital Validated Time Service Pain/No. of Direct Revenue to Investment Patents Learning/ Acquisition/ Bugs/ Competi- Cost Ratio External No. of Delight/ No. of Complaints/ tors/ Cash Burn and Internal Pivots No. of Registrants Big Urgent New Bus. Model Rate Per Lessons Unique Market Entrants Analog Month Learned Delivery Features Problems Time (BUMPs) Insights Customer Ecosystem Metrics Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  42. 42. ONE-PAGE LEAN STARTUP (Charter)  Past  Present  Future CUSTOMER/CLIENT: ………………………………………………………………………………… Date:…………………………………… PAIN/PROBLEM/GOAL/NEED/JOB: ……………………………………………………………………………………………………………………… D Design N Needs A Asp. S E M P O R C E S Suppliers/ Employees/ Machinery/ Process/ Output Retailers/ Customers/ Environ- Shared Inputs/ Culture/ Technol./ Strategy/ (Product/ Channels/ Customer Rel. ment: Value Partners Brand/IP Infra’ Venture Service) Distributors Management Global (Profit) Partners/ Project Facility Business Solutions/ Online Customer/ Industry/ Impacts; Alliances/ Sponsor/ Objectives Deliverables Client Sector Viability; Co-creators Champion Competitive Advantage Technology Project Offline Problems/ Scope Profit Manager Start Date Needs/ (Margin); Project Require- VALUE Objectives ments/ Other Team Equipment/ Job-To-Be- External Cost; Members Machinery Done Stakehold- PAIN (-) Capital End Date - Physical ers Investment - Intellectual - Emotional Revenue; - Spirital Investors DELIGHT (+) Customer Experience Abundance Project Charter Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  43. 43. ACTUAL SALES CHART FOR EVOLUTION OF THE IPOD-LEAN STARTUP PROJECT Steve Jobs’ Question: Why and How to Compete Differently in the Universe of Digital Music Players? Source: http://en.wikipedia.org/wiki/File:Ipod_sales_per_quarter.svg Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  44. 44. APPLE’S FRACTAL S-WAVE FOR ECOSYSTEM INNOVATION “Think Big and Different” Classic Planning Questions: Where currently are we/they? Where must we/they go? How should we/they get there? What are constraints? Customer Segment/Persona: ∞ Journey, Invisible Hand, or Fractal S-Wave of Innovation for Ecosystem …………………………………………...…………… (Supersystem/Economy/Value Network/Supply Chain/Market/ Customer Goal/Job To Be Done/Tool: EXPERIENCE: Industry Trends, Expectations, or Demand) …………….……………………………………….…. Shared Maturity Happiness (Experience = Happiness = 3rd Wavelet of Innovation: CUSTOMER ECOSYSTEM Innovation Value = +/- Growth (Ecosystem/Industry/Platform: Shared Value-focus) = Examples: Digital Lifestyle - iPod; iPod Touch; iPhone; iPad Delight/Pain ~ Revenue/Cost Birth 2nd Wavelet of Innovation: BUSINESS MODEL Innovation = (Business Model/Marketing Engine: Scalable Revenue & Profit-focus) Differentn/Cost Examples: Internet Software – iTunes; eStore; App Store = 1/Trade-off) 1st Wavelet of Innovation: VALUE CHAIN (PRODUCT/SERVICE/ENTERPRISE) Innovation (Value Chain/Product: Functionality, Quality, Simplicity, Differentiation, and/or Cost-focus) Examples: Personal Computer; Printer – Apple I; Apple II; MacIntosh; iMac; Apple TV ∞ TIME (Arrow of Time: Past/Present/Future) Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  45. 45. REQUEST AP
  46. 46. With Regard to The Minimum Viable Product (MVP) Of The Visionary AP One-Page Lean Startup, We Would Appreciate You Sharing Your Experiences, Ideas, and Suggestions Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
  47. 47. At VDD University, We Are Looking for “A+” Team Members Who Think Big and Different. AP If You Think Big and Different, Join Us At: http://businessmodels.ning.com Copyright 2012. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

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