Ninety-nine percent of practitioners of the Business Model Canvas use 1% of its potential. Do you want to belong to the 1% of people that use 99% of the potential of the Business Model Canvas? Would you like to use the Business Model Canvas not only for business model innovation but also for Universal Supply Chain Management and Universal Problem Solving? Then, check out this presentation which explores how to use the Business Model Canvas as a Universal Problem Solving (UPS) canvas.

1. The
Tug
of
War
of
the
Business
Model
Canvas
Business
Model
Canvas
is
Business
Model
Canvas
is
NOT
TOO
ABSTRACT,
A
SEAMLESS
PLATFORM
NOT
ACTIONABLE,
FOR
TOOLS
OF
PLANNING,
NOT
METRICS-­‐DRIVEN,
AND
CHANGE
MANAGEMENT,
NOT
DYNAMIC
SUPPLY
CHAIN
MNGT,
FOR
STARTUPS
AND
PROBLEM
SOLVING
Business
Model
Canvas
Pragma9sts
Job:
Document
and
Develop
Business
Models
Visionaries
(Entrepreneurs/Startups/
(Customer
Archetypes)
(Corporate
Planners/Strategists/
Product
Developers/Managers)
Consultants/Leaders)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing

2. HEROES
UNLEASH
THE
POWER
OF
THE
BUSINESS
MODEL
CANVAS
Use
the
Business
Model
Canvas
as
a
Universal
Problem
Solving
(UPS)
Canvas
Dr.
Rod
King
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

3. Proficiency
Pyramid
for
the
Business
Model
Canvas
Use
the
Canvas
for
Business
Model
InnovaKon,
Supply
Chain
Management,
and
Universal
Problem
Solving
Visual
Ideas
Management
(VIM)
Tool
GOLD
Jobs-­‐To-­‐Be-­‐Done
Gold
Level
1.
Universal
OrganizaKon
&
Planning
Lean
OrganizaLonal
Development
(“Blue
Ocean”)
Canvas
=
2.
Universal
Change
Management
Business
Model
Canvas
+
3.
Universal
Problem
Solving,
Design,
Business
Model
Environment
=
and
InnovaKon
SEMPORCES
Chain
4.
Universal
Project
Management
Silver
Level
SILVER
Jobs-­‐To-­‐Be-­‐Done
Lean
OrganizaLonal
Development
(“Brown
Ocean”)
1.
Document
exisKng
SUPPLY
CHAINS
Canvas
=
2.
Analyze,
improve,
and
manage
exisKng
SUPPLY
Business
Model
Canvas
+
Business
Model
Environment
=
CHAINS
SEMPORCES
Chain
3.
Design
new
including
disrupKve
SUPPLY
CHAINS
4.
Document,
analyze,
improve,
and/or
design
BUSINESS
ECOSYSTEMS
(INDUSTRIES)
Bronze
Level
BRONZE
Jobs-­‐To-­‐Be-­‐Done
(“Red
Ocean”)
Business
Model
1.
Document
exisKng
BUSINESS
MODELS
Canvas
2.
Analyze,
improve,
and
manage
exisKng
BUSINESS
MODELS
3.
Design
new
including
disrupKve
BUSINESS
MODELS
4.
Document,
analyze,
improve,
and/or
design
personal
BUSINESS
MODELS
(personal/family
LIFE
including
CAREER)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing

4. BUSINESS
MODEL
CANVAS
(BMC)
A
Visual
Tool
for
DocumenLng
and
Developing
Business
Models

5. Business
System
Logic
and
2
Levels
of
The
Business
Model
Canvas
Extended
BUSINESS
SYSTEM
(7
Building
Blocks
of
an
Enterprise
Supply
Chain
excluding
Topic
of
“Environment”)
Business
Effect
(Trade-­‐off)
(2
Building
Blocks)

6. 3
FUNCTIONS
OR
JOBS-­‐TO-­‐BE-­‐DONE
OF
A
BUSINESS
MODEL
Value
ProposiKon
(Offer)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing

7. The
9
Building
Blocks
of
the
Business
Model
Canvas
CreaKve
Commons
License
(2010).
www.businessmodelgeneraKon.com

8. Universal
Supply
Chain
(“SIPOCC”)
Logic
and
Swimlanes
of
the
Business
Model
Canvas
Why
the
Business
Model
Canvas
Works
so
Well:
An
Archetype
of
a
Universal
Supply
Chain
System
(-­‐):
PAIN
or
Cost
(+):
DELIGHT
or
Benefit
The
Above
Visual
Layout
by
Dr.
Rod
King
(rodkuhnking@sbcgloba.net)
is
based
on
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

9. Business
Model
Canvas
Strategic
Management
Template
for
DocumenKng
and
Developing
Business
Models
(Enterprise
Supply
Chains)
Key
Partners
Key
Ac9vi9es
Value
Proposi9on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela9onships
(CR)
(CS)
Key
Resources
Channels
(KR)
(CH)
Cost
Structure
Revenue
Streams
(C$)
(R$)
CreaKve
Commons
License
(2010).
www.businessmodelgeneraKon.com

10. THINK
BIG
AND
DIFFERENT
Unleash
the
Power
of
the
Business
Model
Canvas

11. “You
are
not
here
merely
to
make
a
living.
You
are
here
in
order
to
enable
the
world
to
live
more
amply,
with
great
vision,
with
a
finer
spirit
of
hope
and
achievement.
You
are
here
to
enrich
the
world,
and
you
impoverish
yourself
if
you
forget
the
errand”
Woodrow
Wilson,
USA
President
(1913-­‐1921)

12. The
Ideal
Business
Model
Canvas
Is
A
Universal
Problem
Solving
(UPS)
Canvas
Is
An
Ideal
Lean
Startup
Cockpit

13. Use
the
Business
Model
Canvas
In
ConjuncKon
With
the
Workflow
of
The
Universal
Problem
Solving
(UPS)
Cycle

14. UNIVERSAL
PROBLEM
SOLVING
(UPS)
CYCLE
AND
CANVAS
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing

15. Transform
The
Business
Model
Canvas
Into
A
Lean
Organiza9onal
Development
Canvas,
A
Universal
Problem
Solving
and
Supply
Chain
Management
Canvas

16.
Universal
Supply
Chain
Management
8
Levels
for
DocumenKng
and
Managing
Supply
Chains
GLOBAL
Supply
Chain
Management
NATIONAL
Supply
Chain
Management
REGIONAL
Supply
Chain
Management
LOCAL
(Industry/Sector)
Supply
Chain
Management
OrganizaHonal
(Enterprise)
Supply
Chain
Management
Department
Supply
Chain
Management
Team
(Group)
Supply
Chain
Management
Personal
Supply
Chain
Management
Level
1 2 3 4 5 6 7 8
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

17. Ecosystem
Logic
and
3
Levels
of
The
Lean
Organiza9onal
Development
Canvas
ECOSYSTEM
(7
Building
Blocks
of
an
Ecosystem
Supply
Chain
including
Topic
of
“Environment”)
Effect
(Trade-­‐off)
(2
Building
Blocks)
Shared
Value
(Result)
(1
Building
Block)

18. The
10
Blocks
of
The
Lean
Organiza9onal
Development
Canvas
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

19. Benefits
of
Lean
Organiza9onal
Development
Canvas,
A
Universal
Problem
Solving
and
Supply
Chain
Management
Canvas

20. 8
BENEFITS
OF
THE
LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
Advantages
of
a
Canvas
for
Business
Model
InnovaLon,
Supply
Chain
Management,
and
Universal
Problem
Solving
CONCRETE
ACTIONABLE
DYNAMIC
FRAMEWORK
TacKcal
OrganizaKonal
Development
Through
use
of
acKonable
metrics,
Although
the
OrganizaKonal
Canvas
provides
a
concrete
the
TacKcal
OrganizaKonal
Development
Canvas
is
a
snapshot
framework
for
discovering,
Development
Canvas
facilitates
the
of
a
business
model/ecosystem,
it
analyzing,
and
solving
operaKonal
idenKficaKon
of
gaps
as
well
as
and
can
be
made
dynamic
using
the
tool
problems
generaKon
of
remedial
acKons
of
the
Lean
Startup
Cockpit
METRICS-­‐DRIVEN
UNIVERSAL
PLANNING
8
BENEFITS
Performance
perspecKves,
Due
to
the
layout
and
nature
of
OF
indicators,
and
metrics
can
be
added
topics
on
the
Lean
OrganizaKonal
to
the
OrganizaKonal
Development
THE
LEAN
ORGANIZATIONAL
Development
Canvas,
it
can
be
used
Canvas
DEVELOPMENT
CANVAS
for
planning,
organizing,
and
managing
ideas
for
any
system
CHANGE
MANAGEMENT
SUPPLY
CHAIN
MANAGEMENT
UNIVERSAL
PROBLEM
SOLVING
Any
situaKon
of
change
The
Lean
OrganizaKonal
Develop-­‐ The
OrganizaKonal
Development
management
can
be
presented,
ment
Canvas,
in
contrast
to
the
Canvas
can
be
used
for
tacKcal
and
organized,
evaluated,
and
managed
Business
Model
Canvas,
can
be
used
strategic
problem
solving
in
any
using
a
Lean
OrganizaKonal
Develop-­‐ for
planning,
organizing,
evaluaKng,
domain
ment
Canvas
and
managing
any
supply
chain
CreaKve
Commons
License.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

21. Tac9cal
Organiza9onal
Development
Canvas

22. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
TacKcal
Problem
Solving
and
Supply
Chain
Management
Canvas
(Without
Key
Metrics)
Key
Partners
Key
Ac9vi9es
Value
Proposi9on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela9onships
(CR)
(CS)
Channels
(CH)
Key
Resources
Environment
(KR)
(Trends/Forces)
(-­‐):
PAIN
(COST)
(+):
DELIGHT
(BENEFIT)
Cost
Revenue
Structure
(C$)
Streams
(R$)
Shared
Value
(PROFIT;
Customer
Experience)
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

23. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
TacKcal
Problem
Solving
and
Supply
Chain
Management
Canvas
(With
Key
Metrics)
Key
Partners
Key
Ac9vi9es
Value
Proposi9on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela9onships
(CR)
(CS)
Channels
(CH)
Key
Resources
Environment
(KR)
(Trends/Forces)
(-­‐):
PAIN
(COST)
Material/Info’
Cost:
(+):
DELIGHT
(BENEFIT)
Engagement:
/AcquisiKon:
Cost
Staffing
Cost:
Revenue
AcKvaKon:
Structure
(C$)
Streams
(R$)
Equipment/Infrastructure/Facility
Cost:
RetenKon:
DistribuKon/LogisKcs
Cost:
Revenue:
Customer
AcquisiKon
Cost:
Referral:
Shared
Value
(PROFIT;
Customer
Experience)
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

24. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
TacKcal
Problem
Solving
and
Supply
Chain
Management
Worksheet
(With
Top
3
Problems
and
Features)
Key
Partners
Key
Ac9vi9es
Value
Proposi9on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela9onships
(CR)
(CS)
Channels
(CH)
Top
3
Features
Top
3
Problems
Key
Resources
Environment
(KR)
(Trends/Forces)
(-­‐):
PAIN
(COST)
(+):
DELIGHT
(BENEFIT)
Cost
Revenue
Structure
(C$)
Streams
(R$)
Shared
Value
(PROFIT;
Customer
Experience)
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

25. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
TacKcal
Problem
Solving
and
Supply
Chain
Management
Canvas
(With
Top
3
Problems
and
Features
as
well
as
Key
Metrics)
Key
Partners
Key
Ac9vi9es
Value
Proposi9on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela9onships
(CR)
(CS)
Channels
(CH)
Top
3
Features
Top
3
Problems
Key
Resources
Environment
(KR)
(Trends/Forces)
(-­‐):
PAIN
(COST)
Material/Info’
Cost:
(+):
DELIGHT
(BENEFIT)
Engagement:
/AcquisiKon:
Cost
Staffing
Cost:
Revenue
AcKvaKon:
Structure
(C$)
Streams
(R$)
Equipment/Infrastructure/Facility
Cost:
RetenKon:
DistribuKon/LogisKcs
Cost:
Revenue:
Customer
AcquisiKon
Cost:
Referral:
Shared
Value
(PROFIT;
Customer
Experience)
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

26. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
OperaKonal
Problem
Solving
and
Supply
Chain
Management
Canvas
(With
Top
3
Problems
and
Features
as
well
as
Key
Metrics)
Suppliers/Inputs/
Process/Strategy
Offer
Retailers/Channels/
Customers
Partners
(Product/Service)
CRM/Promo9on
(Problems/Goals/
Jobs-­‐To-­‐Be-­‐Done)
Top
3
Features
Top
3
Problems
Employees/Brand
Environment
(Trends/Forces)
• SubsLtutes
Machinery/Infra’/
Technology/Place
• New
Entrants/
CompeLtors
(-­‐):
PAIN
(COST)
Material/Info’
Cost:
(+):
DELIGHT
(BENEFIT)
Engagement:
/AcquisiKon:
Cost
Staffing
Cost:
Revenue
AcKvaKon:
Structure
(C$)
Streams
(R$)
Equipment/Infrastructure/Facility
Cost:
RetenKon:
DistribuKon/LogisKcs
Cost:
Revenue:
Customer
AcquisiKon
Cost:
Referral:
Shared
Value
(PROFIT;
Customer
Experience)
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

27. Strategic
Organiza9onal
Development
Canvas

28. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
Strategic
Problem
Solving
and
Supply
Chain
Management
Canvas
(Without
Key
Metrics)
PRODUCT,
ENTERPRISE,
or
ORGANIZATION
Value
Proposi9on
CUSTOMERS
(VP)
Product
Top
3
Features
Top
3
Problems
(Minimum
Viable
Product/
Landing
Page/
Mock-­‐up/Prototype/
Pilot
(Dra_)
SoluLon/
Complete
SoluLon)
(-­‐):
PAIN
(COST)
(+):
DELIGHT
(BENEFIT)
Cost
Revenue
Structure
(C$)
Streams
(R$)
Shared
Value
(PROFIT;
Customer
Experience)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)

29. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
Strategic
Problem
Solving
and
Supply
Chain
Management
Canvas
(With
Key
Metrics)
PRODUCT,
ENTERPRISE,
or
ORGANIZATION
Value
Proposi9on
CUSTOMERS
(VP)
Product
Top
3
Features
Top
3
Problems
(Minimum
Viable
Product/
Landing
Page/
Mock-­‐up/Prototype/
Pilot
(Dra_)
SoluLon/
Complete
SoluLon)
(-­‐):
PAIN
(COST)
(+):
DELIGHT
(BENEFIT)
Engagement:
/AcquisiKon:
Material/Info’
Cost:
Cost
Revenue
Structure
(C$)
Staffing
Cost:
AcKvaKon:
Streams
(R$)
Equipment/Infrastructure/Facility
Cost:
RetenKon:
DistribuKon/LogisKcs
Cost:
Revenue:
Customer
AcquisiKon
Cost:
Referral:
Shared
Value
(PROFIT;
Customer
Experience)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)

30. ORGANIZATIONAL
DEVELOPMENT
CANVAS
Canvas
for
Universal
Problem
Solving,
Supply
Chain
Management,
and
Lean
AdaptaKon
Cycle
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)

31. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
Workflow,
Language
and
Plakorm
for
Universal
Problem
Solving
(UPS)
Game:
How
Nature
Solves
Problems
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing

32. UNIVERSAL
PROBLEM
SOLVING
(UPS)
GAME
ON
THE
LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
5
Regions
of
AcKvity
on
the
Gameboard
for
Discovering,
ValidaKng,
and
Solving
a
Big
Urgent
Market
Problem
(B.U.M.P.)
SYSTEM
(PRODUCT/TOOL)
BUILDING
&
PLANNING
DISCOVERY
OF
NEED,
JOB,
CONSTRAINT,
OR
EXECUTION
(Value
ProposiKon)
BIG
URGENT
MARKET
PROBLEM
(B.U.M.P.)
(-­‐)
(+)
PERFORMANCE
MEASUREMENT
(InnovaKon
AccounKng)
LEARNING
(ReflecKon
and
Validated
Learning)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)

33. Example
DropBox’s
Business
Model
(Enterprise
Supply
Chain
of
an
Online
File-­‐sharing
Service)

34. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
for
DropBox
(2007)
Strategic
Problem
Solving
and
Supply
Chain
Management
Canvas
(With
Key
Metrics)
PRODUCT,
ENTERPRISE,
or
ORGANIZATION
Value
Proposi9on
CUSTOMERS
(VP)
Low-­‐end
computer
Easy-­‐to-­‐use
users
with
mulKple
file-­‐sharing
devices
and
files
(Cloud-­‐based,
File-­‐hosKng
“Works
like
High-­‐end
computer
Industry)
magic”
users
with
mulKple
devices
and
files
Product
Get
Work
Done
(Minimum
Viable
Product/
Top
3
Features
Top
3
Problems
Screencast/Video/
q Seamless
experience
q Difficult
to
Landing
Page/
in
sharing
files
synchronize
files
Mock-­‐up/Prototype/
across
mulKple
q Access
files
from
any
compuKng
Pilot
(Dra_)
SoluLon/
compuKng
device
devices
Complete
SoluLon)
q Inaccessible
q No
flash
drive
files/documents
q ForgeKng
flash
drives
(-­‐):
PAIN
(COST)
(+):
DELIGHT
(BENEFIT)
Engagement:
/AcquisiKon:
75,000
Material/Info’
Cost:
Cost
Revenue
Structure
(C$)
Staffing
Cost:
AcKvaKon:
Streams
(R$)
Equipment/Infrastructure/Facility
Cost:
RetenKon:
DistribuKon/LogisKcs
Cost:
Revenue:
Paid
upgrades
Customer
AcquisiKon
Cost:
Referral:
Shared
Value
(PROFIT;
Customer
Experience)
“Simplify
your
life”
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
The
visual
layout
of
the
Strategic
OrgDev
Canvas
is
inspired
by
Osterwalder
&
Pigneur’s
Business
Model
Canvas
(2010)

35. LEAN
ORGANIZATIONAL
DEVELOPMENT
CANVAS
for
DropBox
(2007)
TacKcal
Problem
Solving
and
Supply
Chain
Management
Canvas
(With
Top
3
Problems
and
Features
as
well
as
Key
Metrics)
Key
Partners
Key
Ac9vi9es
Value
Proposi9on
Customer
Customer
Segments
(KP)
(KA)
(VP)
Rela9onships
(CR)
(CS)
Easy-­‐to-­‐use
Channels
Low-­‐end
computer
file-­‐sharing
(CH)
users
with
mulKple
devices
and
files
• Website/Emails
“Works
like
• Viral
MarkeKng:
magic”
Video/Referrals
High-­‐end
computer
users
with
mulKple
Get
Work
Done
devices
and
files
Key
Resources
Top
3
Features
Environment
Top
3
Problems
(KR)
q Seamless
experience
(Trends/Forces)
q Difficult
to
in
sharing
files
synchronize
files
Amazon
S3;
Xdrive;
across
mulKple
q Access
files
from
any
MediaMax;
Box
compuKng
compuKng
device
devices
q No
flash
drive
Unfair
Adv.
q Inaccessible
files/documents
Superior
q ForgeKng
flash
Customer
Experience
drives
(-­‐):
PAIN
(COST)
Material/Info’
Cost:
(+):
DELIGHT
(BENEFIT)
Engagement:
/AcquisiKon:
75,000
Cost
Staffing
Cost:
Revenue
AcKvaKon:
Structure
(C$)
Streams
(R$)
Equipment/Infrastructure/Facility
Cost:
RetenKon:
DistribuKon/LogisKcs
Cost:
Revenue:
Paid
upgrades
Customer
AcquisiKon
Cost:
Referral:
Shared
Value
(PROFIT;
Customer
Experience)
“Simplify
your
life”
The
Visual
Layout
of
the
TacLcal
OrganizaKonal
Development
Canvas
is
adapted
from
The
Business
Model
Canvas
(www.businessmodelgeneraKon.com)
and
is
licensed
under
the
CreaKve
Commons
A?ribuKon-­‐Share
Alike3.0
Un-­‐ported
License

36.
LEAN
STARTUP
COCKPIT
(LSC)
For
Business
Model
Plan
Date:
…………………………….
QuesKons
for
Dynamically
Organizing
and
Managing
Ideas
Using
a
Universal
Problem
Solving
(UPS)
Canvas
PAST:
Done
(History)
PRESENT:
Doing
(Today)
FUTURE:
To
Do
(Someday)
WHAT
HAVE
YOU
DONE?
WHAT
ARE
YOU
DOING?
WHAT
DO
YOU
WANT
TO
DO?
PAST
(“AS
WAS”)
PRESENT
(“AS
IS”)
FUTURE
(“TO
BE”)
Business
Model
Canvas
Business
Model
Canvas
Business
Model
Canvas
(Business
Model/Chain/ (Business
Model/Chain/ (Business
Model/Chain/
Ecosystem)
Ecosystem)
Ecosystem)
• (+):
Strengths
• (+):
OpportuniLes
• (-­‐):
Weaknesses
• (-­‐):
Threats
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

37.
LEAN
STARTUP
COCKPIT
(LSC)
For
Organiza9onal
Development
Plan
Date:
…………………………….
QuesKons
for
Dynamically
Organizing
and
Managing
Ideas
Using
a
Universal
Problem
Solving
(UPS)
Canvas
PAST:
Done
(History)
PRESENT:
Doing
(Today)
FUTURE:
To
Do
(Someday)
WHAT
HAVE
YOU
DONE?
WHAT
ARE
YOU
DOING?
WHAT
DO
YOU
WANT
TO
DO?
PAST
PRESENT
FUTURE
Organiza9onal
Dev.
Canvas
Organiza9onal
Dev.
Canvas
Organiza9onal
Dev.
Canvas
(Business
Model/Chain/ (Business
Model/Chain/ (Business
Model/Chain/
Ecosystem)
Ecosystem)
Ecosystem)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs

38. Tools
for
the
Universal
Problem
Solving
(UPS)
Cycle
and
Game
UNIVERSAL
PROBLEM
SOLVING
(UPS)
CYCLE
AND
GAME
(Sample
Job/Task:
Discover,
Validate,
and
Solve
a
Big
Urgent
Market
Problem
(BUMP))
Waterfall
(Business)
Planning
Steve
Blank’s
Methodology
of
Rod
King’s
Visual
Ideas
Management
Tool
of
CUSTOMER
DEVELOPMENT
STACK:
LEAN
STARTUP
COCKPIT:
*
Customer
Development
–
*
Past/Present/Future
Space
of
Steve
Blank
Lean
Organiza9onal
Development
Canvas
(5
Regions
of
AcLvity
for
Universal
Problem
Solving)
*
Lean
Startup
(Agile
Product
Development)
-­‐
1.
Problem
(Customer/Niche/Market)
Discovery,
Eric
Ries
Analysis,
and
ValidaKon
2.
Planning
(Business
Model/Chain/Ecosystem)
*
Business
Model
Canvas
–
3.
System
(Product)
Building
and
ExecuKon
Alexander
Osterwalder
4.
Performance
Measurement
5.
Learning
and
ReflecKon
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h?p://businessmodels.ning.com
&
h?p://twi?er.com/RodKuhnKing
VDD
University
for
Leaders,
Managers,
and
Entrepreneurs