STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanford University

3 Global Pain Solving (GPS) Tools
for
STUDENTSOURCING:
Mini-Case Study on “Hacking for X (H4X)” Program
at Stanford University
Rod King, PhD
Author of
“Business Model Canvas: A Good Tool with Bad InstrucIons?”
“Faster, Be+er, and Leaner Solu3ons”

What is “StudentSourcing”?
q  StudentSourcing is a term independently coined by Rod King to describe the
emerging phenomenon and mulIsided business model where tough
na3onal, regional, and/or local problems in the public sector and private
sectors as well as community are “outsourced” or “crowdsourced” to student
teams in primary, secondary, and/or ter3ary educa3on who provide validated
and scalable solu3ons (prototypes)
q  The most prominent example of StudentSourcing or a StudentSourcing
business model involves the “Hacking for X (H4X)” and in parIcular, “Hacking
for Defense (H4D)” program, which was created at the Stanford University
and is currently spreading worldwide
q  For public sector and community projects, StudentSourcing can be regarded
as a de facto “NaFonal Development Service program” for students
Author of the World’s Most Paradigm-ShiVing Business Book: “Business Model Canvas: A Good Tool With Bad InstrucGons?”
hIps://Fnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
#StudentSourcing

Example Problem Solving Theater for Project #27: DETECTION AND MONITORING OF ILLICIT MARITIME ACTIVITIES
q  Future (To Do) ü  Present (Doing) q  Past (Done) WHEN:

Environment (Local/Global)
BACKGROUND
(Context/Story/QuesIon)
There are many challenges and opportuniIes associated with security in the geographical area comprised of Central and South
America, and the Caribbean. One challenge is comba_ng illicit acIviIes that affect mariIme safety and security such as human
and weapon smuggling, narco-trafficking, and illegal fishing. A larger goal is to take advantage of innovaIve tools and emerging
technologies that can be used by the U.S. Government and InternaIonal Partners for working together to counter these
challenges. The Technology, InnovaIon, and SoluIon Division of U.S. Southern Command (USSOUTHCOM), a Department of
Defense organizaIon, is exploring soluIons to detect and monitor illicit acIviIes in mariIme areas.
Pain (Constraints)
- Cost (Budget)
Delight (Gains)
Benefit (Revenue) +
SOLUTION-BOUNDARIES
(Output/Prototype: Solu3on Criteria)
Describe technical thresholds: Preference is
placed on Commercial, Off-the-Shelf SoluIons
and low-cost soluIons, including new ways of
approaching exisIng technologies and taking
advantage of open-source soVware whenever
possible.
Environmental CondiIons: MariIme areas and
varying sea states.
Technologies that might be relevant: over the
horizon radar, unmanned surface vehicles,
unmanned aerial vehicles, advanced sensors and
communicaIon packages, and informaIon
sharing technologies.
PROBLEM SPONSOR
(Value Recipient)
U.S. Southern Command (SOUTHCOM),
Technology, InnovaIon and SoluIons –J72
PROBLEM/CHALLENGE
(Job To Get Done)
Develop the capability for U.S. Southern
Command, other U.S. Government
organizaIons, and InternaIonal partners to
detect and monitor illicit ac3vi3es in broad
mari3me areas such as the Eastern Pacific.
IMPACT OR TRADE-OFF
(Feedback)
#27: DETECTION AND MONITORING OF ILLICIT MARITIME ACTIVITIES
SOLUTION PROVIDER
(Value Creator)

q  Red Ocean Strategy
q  Luxury Spot (Differen3a3on)
Strategy
q  Disrup3ve Innova3on (Low
Cost; “Insurgent”) Strategy
q  Blue Ocean Strategy

for
StudentSourcing:
Business Model Hacking (Hacking for X)

q  Problem Solving Theater

q  2x2 Value Engine Map

q  Business Model Strip

for
StudentSourcing:
Business Model Hacking (Hacking for X)

q  Problem Solving Theater
Itera3vely Document Problems & Solu3ons as well as Business Models
q  2x2 Value Engine Map
Con3nuously Evaluate Prototypes & Tools as well as Business Models
q  Business Model Strip
Con3nuously Document Business Models & Stakeholder Rela3onships

ROOF OR SUPERSYSTEM (2 Topics)
SECTOR/PROJECT TITLE/GOAL
Brief and memorable one-line descripIon of the project.
What is the sector as well as 3tle/goal of the project?

BACKGROUND
Broad descripIon including the context, story, and/or locaIon of the organizaIon’s problem or pain to be eliminated.
Why is it important to eliminate the organiza3on’s problem or pain?

SUPERSTRUCTURE, SYSTEM, OR BODY (4 Topics)
PROBLEM SPONSOR
Name and brief descripIon of the organizaIon, ecosystem of stakeholders, point of contact, category of beneficiaries, and/or
value recipient who is responsible for iniIally defining the problem or pain to be eliminated.
Who is the problem giver, champion, sponsor, or main beneficiary of the problem (pain)?

PROBLEM/CHALLENGE
Brief descripIon of criIcal constraint, obstacle, or pain that is prevenIng the problem sponsor or beneficiaries from achieving a
criIcal goal, vision, and/or mission of the organizaIon.
AlternaIvely, the problem/challenge may be expressed in the form of a task or Job To Get Done.
What is the main problem, challenge, constraint, or obstacle to achieving a cri3cal goal, vision, and/or mission?

SOLUTION-BOUNDARIES
Brief descripIon of the scope and success criteria for the expected (conceptual/ideal) soluIon, prototype, or minimum viable
product for the project.
SoluIon-boundaries can also describe technical, environmental, and technological constraints or condiIons.
What are minimum criteria to be met for a (conceptual/ideal) solu3on or prototype for solving the problem or pain?

SOLUTION-PROVIDER
Name and brief descripIon of the value creator, team, or ecosystem that is responsible for rapidly and cost effecIvely creaIng a
soluIon to a validated problem or pain. Who is the value creator?

FOUNDATION, IMPACTS, OR TRADE-OFF (2 Topics)
PAIN (-)
NegaIve impacts, constraints, or disadvantages including cost. What are (exis3ng/future) nega3ve impacts or undesirable effects?
DELIGHT (+)
PosiIve impacts, benefits, or advantages including posiIve effects of solving the validated problem or pain. What are (exis3ng/
future) posi3ve impacts or desirable effects?
Roof
Superstructure
Founda3on
Topics of Roof and Superstructure are mainly based on the
topics of a “Problem Statement” in the Hacking for X (H4X)
Program at Stanford University
1
2
3
4
5
6
7
8
2 1
4 3 5 6
7 8
PROBLEM SOLVING THEATER (PST): One-Page Project Proposal & Management (8 Topics or “Cards” for X-Sourcing Business Models)

ROOF OR SUPERSYSTEM (2 Topics)
SECTOR/PROJECT TITLE/GOAL
Brief and memorable one-line descripIon of the project.
...................................................................................................................................

BACKGROUND
Broad descripIon including the context, story, and/or locaIon of the organizaIon’s problem or pain to be eliminated.
..................................................................................................................................

SUPERSTRUCTURE, SYSTEM, OR BODY (4 Topics)
PROBLEM SPONSOR
Name and brief descripIon of the organizaIon, ecosystem of stakeholders, point of contact, category of beneficiaries, and/or
value recipient who is responsible for iniIally defining the problem or pain to be eliminated.
...................................................................................................................................

PROBLEM/CHALLENGE
Brief descripIon of criIcal constraint, obstacle, or pain that is prevenIng the problem sponsor or beneficiaries from achieving a
criIcal goal, vision, and/or mission of the organizaIon.
AlternaIvely, the problem/challenge may be expressed in the form of a task or Job To Get Done.
....................................................................................................................................

SOLUTION-BOUNDARIES
Brief descripIon of the scope and success criteria for the expected (conceptual/ideal) soluIon, prototype, or minimum viable
product for the project.
SoluIon-boundaries can also describe technical, environmental, and technological constraints or condiIons.
....................................................................................................................................

SOLUTION-PROVIDER
Name and brief descripIon of the value creator, team, or ecosystem that is responsible for rapidly and cost effecIvely creaIng a
soluIon to a validated problem or pain….........................................

FOUNDATION, IMPACTS, OR TRADE-OFF (2 Topics)
PAIN (-)
NegaIve impacts, constraints, or disadvantages including cost. ….........................................
DELIGHT (+)
PosiIve impacts, benefits, or advantages including posiIve effects of solving the validated problem or pain. ….................................

Roof
Superstructure
Founda3on
Topics of Roof and Superstructure are mainly based on the
topics of a “Problem Statement” in the Hacking for X (H4X)
Program at Stanford University
1
2
3
4
5
6
7
8
2 1
4 3 5 6
7 8
PROBLEM SOLVING THEATER (PST): One-Page Project Proposal & Management (8 Topics or “Cards” for X-Sourcing Business Models)

Supersystem
Problem Solving Theater (PST): Rapidly Collect, Organize, Present, & Evaluate Ideas for Any Problem, System, or Project
q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN:

Impact
FOUNDATION SUPERSTRUCTURE (Body) ROOF
System (Business Model/Project) & Elements

Supersystem

Impact
PROJECT TITLE

O: Observe
O: Orient

Supersystem
Impact
System & Elements: OODA Loop
PROJECT TITLE
D: Decide A: Act
R: Reﬂect

O: Observe
T: Think
Supersystem
Impact
System & Elements: OTHER Cycle
PROJECT TITLE
H: Hypo-
thesize
A: Act
R: Review
E: Experi-
ment

P: Pain
Supersystem
Impact
System & Elements: PPDR Cycle
PROJECT TITLE
P: Plan D: Do
R: Review

Supersystem
Impact
PROJECT TITLE
WHAT WHO HOW
WHY

Supersystem
Impact
PROJECT TITLE
WHAT WHO HOW
WHY
BACKGROUND

Supersystem

BACKGROUND
Impact
PROJECT TITLE
WHAT – Rapid Product Prototyping WHO – Stakeholders Discovery/ValidaIon HOW – OperaIng (InnovaIon) Model
WHY – Shared Value (AccounFng) Model

Supersystem

BACKGROUND
SOLUTION-BOUNDARIES
PROBLEM/CHALLENGE
(Job To Get Done)
Impact
PROBLEM SPONSOR
(Value Recipient)
PROJECT TITLE

Supersystem

BACKGROUND
SOLUTION-BOUNDARIES
PROBLEM/CHALLENGE
(Job To Get Done)
Impact
PROBLEM SPONSOR
(Value Recipient)
PROJECT TITLE
SOLUTION PROVIDER
(Value Creator)

Supersystem

BACKGROUND
SOLUTION-BOUNDARIES
PROBLEM/CHALLENGE
(Job To Get Done)
Impact
PROBLEM SPONSOR
(Value Recipient)
PROJECT TITLE
SOLUTION PROVIDER
(Value Creator)

Strategy

Supersystem

BACKGROUND
Pain (Constraints)
- Cost (Budget)
Delight (Gains)
Beneﬁt (Revenue) +
SOLUTION-BOUNDARIES
PROBLEM/CHALLENGE
(Job To Get Done)
Impact
PROBLEM SPONSOR
(Value Recipient)
IMPACT OR TRADE-OFF
(Feedback)
PROJECT TITLE
SOLUTION PROVIDER
(Value Creator)

Strategy

4-Box (2x2) VALUE ENGINE MAP: 4 PosiIoning Strategies/Business Models for Every Product, Business, Industry, or System
Environment (Local/Global): ….......................................................................................................
BLUE OCEAN
(VALUE INNOVATION)
Strategy/Business Model
RED OCEAN
(COMMODITIZATION)
LUXURY SPOT
(HIGH DIFFERENTIATION)
DISRUPTIVE INNOVATION
(LOW COST & GOOD ENOUGH)
Big Urgent Market Pain (BUMP): ….......................................................................................................................................
Job To Be Done (Market/Goal): ….........................................................................................................................................
LOW PAIN:
Cost
(Waste;
Complexity;
Delay)

HIGH PAIN:
Cost
(Waste;
Complexity;
Delay)
HIGH DELIGHT:
DifferenFaFon (Quality; Performance; Benefit)
LOW DELIGHT:
DifferenFaFon (Quality; Performance; Benefit)
1 10
1
10
Ideal Value
Proposi3on
(IVP):
Maximize
Delight;
Minimize
Pain

BUSINESS MODEL HACKING (BMH): Rapidly Map & Solve Every PROBLEM STATEMENT of a “Hacking for X (H4X)” Project
VC VR O F
ENVIRONMENT
(SWOT Analysis:
Analogs/AnIlogs:
Patent Database)
Value Creator

Feedback (+/-) Value Recipient

Output
Business Model Strip (BMS): End-Ways-Means Hierarchy & Lean Startup Learning Cycle
Build
Learn
Measure Decide
Job To Get Done
(Vision/Strategy):
…........................

VC VR O F
Value
Creator
(VC)
Value
Recipient
(VR)

Feedback
(F)

WHAT is feedback
and/or reward
WHO receives value WHO creates value

Output
(O)
ENVIRONMENT
(SWOT Analysis:
Analogs/AnIlogs:
Patent Database)
Value Creator


Output
BUSINESS MODEL STRIP (BMS): 4 Universal Zones & QuesIons for Every Business Model Hacker
WHAT output (tool/
product/service) is oﬀered
Scalable Product Prototyping
(Minimum Viable Product or “MVP”)
Process
Build
Learn
Measure Decide
Input Channel;

Rela3onships
Cost (-); Beneﬁt (+)
Job To Get Done
(Vision/Strategy):
…........................
Customer Development
(Pain Discovery; Requirements)

VC VR O F
Value
Creator
(VC)
Value
Recipient
(VR)

Feedback
(F)

WHAT is feedback
and/or reward

Output
(O)
ENVIRONMENT
(SWOT Analysis:
Analogs/AnIlogs:
Patent Database)
Value Creator


Output
WHAT output (tool/
Process
Build
Learn
Measure Decide
Input Channel;

Rela3onships
BUSINESS MODEL
STRIP-TABLE
VALUE CREATOR’S
(VC) Zone: DO
FEEDBACK
(F) Zone: REVIEW
OUTPUT
(O) Zone: PLAN (SOLUTION)
VALUE RECIPIENT’S
(VR) Zone: PAIN (PROBLEM)
Outcomes of Pain-
Plan-Do-Review
(PPDR) Cycle:
1.  Pain-SoluGon
Fit
2.  Product-
Market Fit
o  Func3onal
Requirements
o  Process
Requirements
o  Value (Advantages/
Disadvantages),
Trade-off, or Success
Criteria (Key Metrics)
v Ideal Value ProposiIon (IVP) or
Minimum Viable Product (MVP):
o  Func3onal Hierarchy
o  Features or Design Parameters
q Background: Context/Story
q Problem Sponsor: Profile
q Challenge: Job To Get Done
q Boundaries: Requirements
Trade-offs of
SoluIon Provider
Trade-offs of Problem
Sponsor(s)/Owner(s)
v Pain Relievers
v Delighters or Gain Creators
§  Pains (-)
§  Gains (+)
Job To Get Done
(Vision/Strategy):
…........................

VC VR O F
Value
Creator
(VC)
Value
Recipient
(VR)

Feedback
(F)

WHAT is feedback
and/or reward

Output
(O)
Job To Get Done
(Vision/Strategy):
…........................
Value Creator


Output
Process
Build
Learn
Measure Decide
Input Channel;

Rela3onships
BUSINESS MODEL
STRIP-TABLE
VALUE CREATOR’S
(VC) Zone: DO
FEEDBACK
(F) Zone: REVIEW
OUTPUT
(O) Zone: PLAN (SOLUTION)
VALUE RECIPIENT’S
(VR) Zone: PAIN (PROBLEM)
BUILDING BLOCKS
OF MISSION
MODEL CANVAS:
9 No.
q Key Partners
q Key AcFviFes
q Key Resources
q Budget (Cost)
q Achievement/
Fulfillment/Impact
(Benefit/Revenue)
q Value ProposiFon (Ideal Value
Proposi3on (IVP), Ideal Final
Result (IFR, or Minimum Viable
Product (MVP)?)
q  Beneficiaries (Customers)
q  Buy-in & Support (Rel.)
q  Deployment (Channels)
OUTCOMES OR
DELIVERABLES
Trade-offs of
SoluIon Provider
Trade-offs of Problem
Sponsor(s)/Owner(s)
v Pain Relievers
v Delighters or Gain Creators
§  Pains (-)
§  Gains (+)
WHAT output (tool/
ENVIRONMENT
(SWOT Analysis:
Analogs/AnIlogs:
Patent Database)

StudentSourcing Business Model
for
Hacking for X (H4X) Program
at
Stanford University

1-Page Business Model Strip (BMS) Planorm for “Hacking for Defense (H4D)” Projects: How a “Hacking for X (H4X)” Project Works
q  Future ü  Present q  Past WHEN:
EDUCATORS: H4X
q  University Instructors
q  Educators (H4X); TA’s
q  Mentors; Liaisons
UNIVERSITY STUDENTS
q  MulIdisciplinary Startups
q  StudentSourcing
CompeIIon: Winners
BENEFICIARIES/USERS
o  Profile; Job To Get Done/Req.
o  Pains (-)
o  Gains (+)
PROBLEM SPONSOR: Gov.
Example: X = “Defense”
q  Department of Defense (DoD)
q  Intelligence Community (IC)
CORPORATE SPONSORS/
PARTNERS/ADVISORS
(Problem-Domain Experts)
Notes on Business Model Strip (BMS) Plagorm for Stakeholders
Ø  Each directed line represents a “One-Line Business Model,”
Mission Canvas, or Business Model Canvas that has One Category of
Beneficiaries (Customer Segment).
Ø  The above mul3-sided business model plagorm is mainly based on
informa3on obtained from the website of H4Di.com.
“H4X” Lean Workshop/
Cer3fica3on:
Sponsor Course

$-Fee
$-Fee;
$-Grant
Submi+ed Applica3on/
Mission Canvas Presenta3ons;
Blog; Prototypes (MVP’s)
“H4X” Lean
Syllabus/Curriculum;
Feedback; Grade
Prototype
(MVP-SoluGon)
Feedback
Selected & VeXed
Mission-CriGcal Problem
(Requirements/Proposal)
Prototype
(MVP-SoluGon)
Feedback
(Subject-ma+er Exper3se;
Prototyping Facili3es)
Available
Interviewees (15 No.)
Feedback
(B.U.M.P.: Big Urgent
Market Problem)
Prototype
(MVP-SoluGon)
“H4X” Lean Workshop/
Cer3fica3on:
Sponsor Course

Feedback
VALUE CREATORS (VC) VALUE RECIPIENTS (VR) Mission-CriGcal
Problem
Statement

Supersystem
Customer Theater: Rapidly Collect Organize, Present, & Evaluate Ideas for Any System, Business Model, or Project on the Planet

STRATEGY (Ways): .......................................................................................................................
WHAT – Product (Strategy) Model WHO – Customer Happiness Model
Pain Solving QuesFon (PSQ): How Might We Eliminate Pain (HMWEP) of ...............................................?
Pain/Job To Get Done (JTGD): ..................................................... WHERE: …...................
(Means) HOW – OperaIng (InnovaIon) Model
WHY – Shared Value (Financial) Model
Pain
- C$: Cost (Structure)
Delight
R$: Revenue (Streams) +
PURPOSE/MISSION/VISION (End): ...........................................................................................
REVIEW
Impact


STRATEGY (Ways): .......................................................................................................................
Pain
Delight
REVIEW
Impact Supersystem


STRATEGY (Ways): .......................................................................................................................
Pain
Delight
REVIEW
Impact Supersystem
1a 2
3
56
7 1b
4a
4b
98

Our Mission is
To Rapidly Eliminate
Pain and Suﬀering on the Planet

Our Vision is
To Provide
Faster, Bexer, and Leaner SoluIons
Global Pain Solving (GPS) Tools
“Faster, Be+er, and Leaner Solu3ons”


STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanford University

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Ähnlich wie STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanford University

Ähnlich wie STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanford University (20)

Mehr von Rod King, Ph.D.

Mehr von Rod King, Ph.D. (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)