Canvasing the Enterprise
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Transcript of Canvasing the Enterprise
Canvasingthe
Enterprise
© 2012 BigVisible Solutions
© 2012 BigVisible Solutions 2
David J BlandAgile / Lean / XP / KanbanStartups & EnterpriseseCommerce to Counter Terrorism
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What is a Business Model?
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What is a Business Model?(answers may surprise you)
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“A business model describes the rationale of how an organization creates, delivers & captures value”
-Alexander Osterwalder
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A business model used to be static and survived many years.
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Large Batch
Organized byFunction
Small Batch
Cross FunctionalTeams
EntrepreneurialTeams
Minimum ViableExperiments
Now business models should be evolving with the organization.
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- Product- Process- Business Model
Experiments on:
© 2012 BigVisible Solutions 10Source: Alex Osterwalder
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Level 1
Checklist
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What are the elements that make up a business model?
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Customer Segment
“For whom are we creating value?”
Source: Adapted from Alex Osterwalder
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Value Proposition
“What value do we deliver to the customer?”
Source: Adapted from Alex Osterwalder
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Channels
“How do we deliver the value we create to the customer?”
Source: Adapted from Alex Osterwalder
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CustomerRelationships
“How do we create & maintain relationships with our customers?”
Source: Adapted from Alex Osterwalder
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RevenueStreams
“How much will these customers pay for the value we create?”
Source: Adapted from Alex Osterwalder
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CostStructure
“How much will this cost to create and maintain?”
Source: Adapted from Alex Osterwalder
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KeyResources
“Who and what will we need to create this value?”
Source: Adapted from Alex Osterwalder
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KeyActivities
“What will we do with these resources to build value?”
Source: Adapted from Alex Osterwalder
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KeyPartners
“Who would we partner with that will provide us with Key Resources or Key Activities?”
Source: Adapted from Alex Osterwalder
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This level of understanding is a good starting point.
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Level 2
Hypothesis
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“Let’s map out our existing business model”
Source: Adapted from Alex Osterwalder
tip: tell a story
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“Who is our Customer Segment?”
Source: Adapted from Alex Osterwalder
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“What need of theirs do we solve?”
Source: Adapted from Alex Osterwalder
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“How do we deliver our solution to them?”
Source: Adapted from Alex Osterwalder
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“How do we build relationships with them?”
Source: Adapted from Alex Osterwalder
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“How do we make money delivering this value?”
Source: Adapted from Alex Osterwalder
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“What does this cost us to build & maintain?”
Source: Adapted from Alex Osterwalder
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“Who & what do we need to create this?”
Source: Adapted from Alex Osterwalder
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“What activities do these resources perform?”
Source: Adapted from Alex Osterwalder
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“Who do we partner with?”
Source: Adapted from Alex Osterwalder
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Before I lose you please stay for this next slide.
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This can apply to internal projects!
Source: Adapted from Alex Osterwalder
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This can be an Internal User or Stakeholder
Source: Adapted from Alex Osterwalder
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This can be an Internal Product or B2B Solution.
Source: Adapted from Alex Osterwalder
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These can be Internal Costs and Metrics.
Source: Adapted from Alex Osterwalder
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These can be Internal Partnerships across Functional Departments
Source: Adapted from Alex Osterwalder
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Still with me?
GOOD
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“I wonder how much of this is reality…”
Source: Adapted from Alex Osterwalder
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Level 3
Validation
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“Let’s validate our riskiest assumptions”
Source: Adapted from Alex Osterwalder
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This is most likely your Riskiest Assumption
Source: Adapted from Alex Osterwalder
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Empathy MapsPersonasUsage AnalysisCohort AnalysisCustomer InterviewsSurveysA/B Testing
Source: Adapted from Alex Osterwalder
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This is most likely your other Riskiest Assumption
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Does your product solve a need for the Customer Segment?
How do you validate or invalidate that statement?
Source: Adapted from Alex Osterwalder
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What happens when we subtract costs from revenue?
Source: Adapted from Alex Osterwalder
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Go get someone from accounting, now.
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Who are we partnering with and what are they bringing?
Source: Adapted from Alex Osterwalder
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Introducing some customizations
Lean Canvasby Ash Maurya
Source: Ash Maurya
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Business Model Canvas
LeanCanvas
efficiency value product market
Source: Adapted from Osterwalder & Maurya
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Business Model Canvas Lean Canvas
Customer Segment Customer Segment
Value Proposition Unique Value Proposition
Customer Relationship Unfair Advantage
Channel Channel
Revenue Streams Revenue Streams
Cost Structure Cost Structure
Key Resources Key Metrics
Key Activities SolutionKey Partners Problem
Source: Adapted from Osterwalder & Maurya
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Lean CanvasCustomer Segment
Unique Value Proposition
Unfair Advantage
Channel
Revenue Streams
Cost Structure
Key Metrics
Solution
Problem
Problem / SolutionProduct / Market
Source: Adapted from Ash Maurya
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Disclaimer:Problem / Solution Fitand Product / Market Fit
ARE DIFFERENT
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Problem / Solution Fit
Product / Market Fit
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1 2
4
3
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1 2
4
3
These have potential.
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1 2
4
3
Choose Customer, Problem, Solution for each.
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1 2
4
3
Design Minimum Viable Experiments.
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1
2
4
3 3.1
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Cultural, Organizational & Leadership
Barriers
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Are your teams empowered to use a canvas?
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How does this scale up and across the organization?
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Vision
Strategy
Team
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ID Hypothesis Description Status Next Steps
Experiment Dashboard
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Where do the new ideas go?
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How to pitch a VC VP
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But we’re already doing agile do we really need a canvas?
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Iterative Product+ Static Business Model
Failed Organization
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Place the Canvas on the wall next to your Kanban board.
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Questions?
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David J BlandAgile Consultant
[ ]: +1 703 945 0700[ ]: [email protected][ ]: www.bigvisible.com[ ]: @davidjbland
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