Canvasing the Enterprise

Canvasingthe

Enterprise

© 2012 BigVisible Solutions

© 2012 BigVisible Solutions 2

David J BlandAgile / Lean / XP / KanbanStartups & EnterpriseseCommerce to Counter Terrorism


What is a Business Model?


What is a Business Model?(answers may surprise you)


“A business model describes the rationale of how an organization creates, delivers & captures value”

-Alexander Osterwalder


A business model used to be static and survived many years.


Large Batch

Organized byFunction

Small Batch

Cross FunctionalTeams

EntrepreneurialTeams

Minimum ViableExperiments

Now business models should be evolving with the organization.


- Product- Process- Business Model

Experiments on:


Level 1

Checklist


What are the elements that make up a business model?


Customer Segment

“For whom are we creating value?”

Source: Adapted from Alex Osterwalder


Value Proposition

“What value do we deliver to the customer?”



Channels

“How do we deliver the value we create to the customer?”



CustomerRelationships

“How do we create & maintain relationships with our customers?”



RevenueStreams

“How much will these customers pay for the value we create?”



CostStructure

“How much will this cost to create and maintain?”



KeyResources

“Who and what will we need to create this value?”



KeyActivities

“What will we do with these resources to build value?”



KeyPartners

“Who would we partner with that will provide us with Key Resources or Key Activities?”



This level of understanding is a good starting point.


Level 2

Hypothesis


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“Let’s map out our existing business model”


tip: tell a story


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“Who is our Customer Segment?”



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“What need of theirs do we solve?”



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“How do we deliver our solution to them?”



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“How do we build relationships with them?”



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“How do we make money delivering this value?”



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“What does this cost us to build & maintain?”



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“Who & what do we need to create this?”



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“What activities do these resources perform?”



“Who do we partner with?”



Before I lose you please stay for this next slide.


This can apply to internal projects!



This can be an Internal User or Stakeholder



This can be an Internal Product or B2B Solution.



These can be Internal Costs and Metrics.



These can be Internal Partnerships across Functional Departments



Still with me?

GOOD


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“I wonder how much of this is reality…”



Level 3

Validation


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“Let’s validate our riskiest assumptions”



This is most likely your Riskiest Assumption



Empathy MapsPersonasUsage AnalysisCohort AnalysisCustomer InterviewsSurveysA/B Testing



This is most likely your other Riskiest Assumption


Does your product solve a need for the Customer Segment?

How do you validate or invalidate that statement?



What happens when we subtract costs from revenue?



Go get someone from accounting, now.


Who are we partnering with and what are they bringing?



Introducing some customizations

Lean Canvasby Ash Maurya

Source: Ash Maurya


Business Model Canvas

LeanCanvas

efficiency value product market

Source: Adapted from Osterwalder & Maurya


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


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


Disclaimer:Problem / Solution Fitand Product / Market Fit

ARE DIFFERENT


Problem / Solution Fit

Product / Market Fit


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4

3


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These have potential.


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4

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Choose Customer, Problem, Solution for each.


1 2

4

3

Design Minimum Viable Experiments.


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2

4

3 3.1


Cultural, Organizational & Leadership

Barriers


Are your teams empowered to use a canvas?


How does this scale up and across the organization?


Vision

Strategy

Team


ID Hypothesis Description Status Next Steps

Experiment Dashboard


Where do the new ideas go?


How to pitch a VC VP


But we’re already doing agile do we really need a canvas?


Iterative Product+ Static Business Model

Failed Organization


Place the Canvas on the wall next to your Kanban board.


Questions?


David J BlandAgile Consultant

[ ]: +1 703 945 0700[ ]: [email protected][ ]: www.bigvisible.com[ ]: @davidjbland

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http://www.bigvisible.com/

Canvasing the Enterprise

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Transcript of Canvasing the Enterprise