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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
HEROES
THINK BIG AND DIFFERENT
Combine Steve Jobs’s Way & The Lean Startup Method
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.
THE SITUATION
(Project Team Management)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
OrganizaEons Plan, Organize, Execute, and Manage (Business) Projects
To Achieve Goals Using TEAMS,
SOCIAL NETWORKS, and ECOSYSTEM RESOURCES
THE CONSTRAINT
(Physically Separate LocaEons: Distance; FricIon)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
However, Members of TEAMS & SOCIAL NETWORKS
As Well As Elements of ECOSYSTEM RESOURCES
Are Usually In Physically Separate LocaWons
BIG URGENT MARKET PROBLEM
(B.U.M.P. Hypothesis About Project Team SeparaIon)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
“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”
EXISTING SOLUTIONS FOR PROJECT TEAM ONENESS
(Social Networking/CollaboraEve Project Management/Search Tools)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
Twi[er Project Failure
Delays; Time
Consum-‐ing
High Cost/ Waste
Risks/ Irrele-‐vance
Complex-‐ity
Missed Dead-‐lines
Mis-‐alignment
Fragmen-‐taWon/ Disunity
Comment on EXISTING SOLUTIONS CollaboraEve Checklist Management is Hardly Used
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
“We SWll Inefficiently
Discover, Organize, Validate, Evaluate,
And Solve
Our Project Problems
Especially in the World of Startup Projects”
OUR MISSION (Core Purpose)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
“A Be`er Way to Solve Our Problems And
Build Our RelaEonships”
OUR VISION (Leap of Faith)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
“To Seamlessly and Constantly
Manage the Life of Everything
Using One Page”
OUR STRATEGY
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
“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
OUR PROCESS (Workflow)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
CollaboraWve Checklist Management Especially
Using the Workflow and Checklist of
“Problem-‐Plan-‐Build-‐Measure-‐Learn”
OUR VALUE PROPOSITION
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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
OUR PRODUCT
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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)
Our Minimum Viable Product
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
Minimum Viable Product (MVP) 1.0 of
The Lean Startup Cockpit
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
PAST: Done (History)
WHAT HAVE YOU DONE?
PRESENT: Doing (Today)
WHAT ARE YOU DOING?
FUTURE: To Do (Someday)
WHAT DO YOU WANT TO DO?
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”
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
Minimum Viable Product (MVP) 2.0 of
The Lean Startup Cockpit
Another Minimum Viable Product
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. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
How to Use the Lean Startup Cockpit
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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
8 Levels of The Lean Startup Cockpit (Hierarchy of Problems, Markets, and Resources for Problem-‐Solving Social Network)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
Team/Family Problem-‐Solving Social Network
Personal Problem-‐Solving Social Network
Department/Domain Problem-‐Solving Social Network
OrganizaBonal (Enterprise) Problem-‐Solving Social Network
LOCAL Problem-‐Solving Social Network – Local Market Problems/ Projects
REGIONAL Problem-‐Solving Social Network – Regional Market Problems/ Projects
NATIONAL Problem-‐Solving Social Network – NaIonal Market Problems/Projects
GLOBAL Problem-‐Solving Social Network – Global Market Problems/Projects
1 2 3 4 5 6 7 8Lean Startup Cockpit: Level
CreaEve Commons License. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
SOCIAL NETWORKS/ SEARCH ENGINES q Facebook q TwiYer q LinkedIn q Google (Groups; Search; Calendar) q Pinterest
TIME (TASK) MANAGEMENT/ CHECKLIST MANAGEMENT q Checklists (To Do Lists) q Geong Things Done (GTD)
CHANGE MANAGEMENT q Theory of Constraints q Theory of InvenEve Problem
Solving (“TRIZ”)
DISRUPTIVE INNOVATION q DisrupEve InnovaEon Theory q Blue Ocean Strategy q Business Model (DNA) DisrupEon q Lean Startup Method q Customer Development Stack
IDEAS MANAGEMENT q Brainstorming; Ideas; To-‐Do List q SuggesEon Box q Vision Board q Crowdsourcing (Wisdomsourcing) q Fractal Grid
PRECEDENTS, ANALOGIES, AND INSPIRATIONS
FOR DEVELOPING
THE LEAN STARTUP COCKPIT
BUSINESS/STRATEGIC PLANNING
q Business Plan q Strategic Plan q MarkeEng Plan q Discovery-‐driven Planning q CompeEEve Strategy
TIMELINE q Classic Timeline (Arrow of Time) q Einstein’s Space-‐Time Grid q Toyota’s Kanban Board q Calendar/Planner: Journal; Diary;
To-‐Do List/Plan
PROJECT (TEAM) MANAGEMENT q Six Sigma Methodology q Project Management Under
CondiEons of Uncertainty q Performance Management
PRECEDENTS, ANALOGICAL TOOLS, AND INSPIRATIONS FOR DEVELOPING
THE LEAN STARTUP COCKPIT, The World’s First Problem-‐Solving Social Network
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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”)
Unfair (Unique) Advantage #1
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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
Unfair (Unique) Advantage #2
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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.
Unfair (Unique) Advantage #3
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
Summary of
LEAN STARTUP METHOD For “Lean Startup Cockpit”
PRODUCT
A Problem-‐Solving Social Network
(“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
Product Analogs q Facebook q Twi`er q LinkedIn q Pinterest q Google Search q Kanban Board
(Trello)
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
The E.A.R. Model for
CUSTOMER GROWTH & INNOVATION ACCOUNTING
E.A.R. MODEL FOR CUSTOMER GROWTH
Key Performance Indicators (KPIs)
Minimum Valuable Product (MVP) 1.0
Minimum Valuable Product (MVP) 2.0
Minimum Valuable Product (MVP) …
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
CASE #1: LEAN STARTUP TEAM MANAGEMENT:
Problem-‐Plan-‐Build-‐Measure-‐Learn
Using The Lean Startup Cockpit
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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)
WHAT HAVE YOU DONE?
PRESENT: Doing (Today)
WHAT ARE YOU DOING?
FUTURE: To Do (Someday)
WHAT DO YOU WANT TO DO? PLAN (GENERATE):
q Project Idea/Business Story q Mission/Vision/Goal/Strategy q Customer Job/Problem Scenario q Value ProposiIon/PosiIoning q (Minimum Valuable) Product/Tool
BUILD (DO): 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
MEASURE External Impacts of: q Customer Job/Problem Scenario q Value ProposiIon/PosiIoning q (Minimum Valuable) Product/Tool
EXPERIENCE (REVIEW): q Project/AcEvity/Job/Task q Tools q Problems (Constraints) q Trade-‐offs (Delight; Pain)
CASE #2: BLUE OCEAN STRATEGY:
CreaWng an Uncontested Market Space
Using The Lean Startup Cockpit
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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)
WHAT HAVE YOU DONE?
PRESENT: Doing (Today)
WHAT ARE YOU DOING?
FUTURE: To Do (Someday)
WHAT DO YOU WANT TO DO? LEAN STARTUP COCKPIT (LSC)
The World’s First Problem-‐Solving Social Network
ELIMINATE q Waste q Delays; InterrupIons; DistracIons q Complexity; Risks
REDUCE q Cost
INCREASE q ProducIvity (Performance); Brand q Quality q Accessibility; InteracIvity
CREATE q DisrupIve Business Model(s) q Problem-‐Solving Social Network: “All-‐in-‐one Social Network”
GOOGLE SEARCH
CreaEve Commons License. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
FAMILY/EVENT PLANNERS Plan, Organize, Execute and Manage q DomesEc/Family Tasks q School AcEviEes q Leisure AcEviEes
BUSINESS/STRATEGIC PLANNERS Plan, Organize, Execute and Manage q Workflow for Strategic Planning q Business/Strategic Plan q DisrupEve Business Models
MANAGERS & EXECUTIVES q Achieve Greater Work-‐Life
Balance q EffecEvely and Efficiently Manage
Time, Ideas, and Tasks q Brainstorm & Pitch Project Ideas
STUDENTS/TEACHERS/LECTURERS Plan, Organize, Execute and Manage q Student Projects q Public RelaEons Campaign q Career
SOFTWARE DEVELOPERS Plan, Organize, Execute and Manage q Sonware Development Project
Build Products That Customers Want
EXISTING CATEGORIES OF USERS AND APPLICATIONS
OF THE LEAN STARTUP COCKPIT
“A BeYer Way to Solve Our Problems
and Build Our RelaIonships”
NON-‐PROFIT ORGANIZATIONS
q Reduce EducaEonal Inequality q Eliminate Poverty
LEAN STARTUPS (ENTREPRENEURS) q Formulate and Validate Problem Hypothesis q Formulate and Validate SoluEon Hypothesis q Validate & Scale Business Model
MARKETERS/SALES TEAM q Do Market Research: Interview
Prospects (Adopters)/Customers q Manage Customer RelaEonships q Plan, Organize, Execute, and Manage MarkeEng Strategy
EXISTING CATEGORIES OF USERS AND APPLICATIONS OF
THE LEAN STARTUP COCKPIT, The World’s First Problem-‐Solving Social Network
4 Benefits of Using the Lean Startup Cockpit
Advantages of CollaboraEve Checklist Management
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
1. Eliminate Waste (Delays; Complexity) 2. Reduce Cost 3. Increase ProducWvity; Quality 4. Create DisrupWve Business Models
10 Experimental Projects for
Business Model Team Management
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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
FREE Lean Startup Cockpit
Copyright 2013. Dr. Rod King. [email protected] & h`p://businessmodels.ning.com & h`p://twi`er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs
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