Basic Patterns and Tools for Lean Startup and Lean Innovation PDF Free Download
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Lean =^Agile – what does this mean?
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Engineering
Agile Software
Modeling
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Lean Innovation
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Value Proposition Canvas
Pains
Gains
Pain Removers
Gain Catalysers
Elevator Pitch
Need – Approach –
Benefit/Cost –
Competition (nABC)
Pain Sheets / Pain List
Clear knowledge about
pains, reasons,
implications, capabilities
Pain Classification
Pain-Gain-Banana
Lean Canvas
Mapping problems to
customers
Thinking about competition
SPIN Selling Canvas
Questions for turning
implicit into explicit
needs
Problem Canvas
►Every innovator should have the following artefacts present and mature them over
time
Pain Diary
Update regularly
Business Model Canvas
Business Model Development
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Opportunities
Threats
Weaknesses
Internal attributes
External
attributes
Environment
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http://dschool.stanford.edu/our-point-of-view/
Technology
(feasibility)
Business
(viablity)
Human Values
(usability, desirability) Innovation
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►lean innovation process :: :,">,"'
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►Insight: Business can be modeled and metamodeled
Lean (Agile) Development
Lean Startup Lean Innovation
Selling Techniques
Lean Modeling with Canvases, e.g., with
Business Model Canvas
Business Models
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• CC-BY-SA: http://www.businessmodelgeneration.com/downloads/business_model_canvas_poster.pdf
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A canvas is a form to collaboratively brainstorm a model.
A canvas is a form to collaboratively brainstorm a model.
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•Partner – Customer (BMC)
•Problem – Customer (LC)
•Pain – Pain killer (VPC)
Bridging Worlds
•Partner – Customer (BMC)
•Problem – Customer (LC)
•Pain – Pain killer (VPC)
Brainstorm Canvas
•Structured process for
excellent elicitation
•Finding answers to the
questions
Brainstorm Canvas
•Structured process for
excellent elicitation
•Finding answers to the
questions
Question Canvas
•To generate questions for
interviews with customers
and stakeholders
Question Canvas
•To generate questions for
interviews with customers
and stakeholders
Structured Process
•Use the experiences of
metamodels others have
collected for you
Structured Process
•Use the experiences of
metamodels others have
collected for you
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TU Dresden, Prof. U. Aßmann Earning money with software
Pain killers are too dangerous, you only get them on
prescription – but we have a large set of vitamins.
[Swedish pharamacist, when Aßmann asked for Korodin
Kreislauftropfen]
Pain killers are too dangerous, you only get them on
prescription – but we have a large set of vitamins.
[Swedish pharamacist, when Aßmann asked for Korodin
Kreislauftropfen]
Make sure your innovation is a pain killer and not just a
vitamin.
David Ladd, venture partner at Mayfield Fund
[Carlson/Wilmot]
Make sure your innovation is a pain killer and not just a
vitamin.
David Ladd, venture partner at Mayfield Fund
[Carlson/Wilmot]
[Ein Unternehmer] hat einen Spürsinn für das, was die Leute
brauchen oder zu brauchen glauben.
Urs Wälterlin. Weit weg im Outback.]
[Ein Unternehmer] hat einen Spürsinn für das, was die Leute
brauchen oder zu brauchen glauben.
Urs Wälterlin. Weit weg im Outback.]
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Does the
customer
care?
•Pain
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Does the
customer
care?
•Pain
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Do we care?
•Approach
Do we care?
•Approach
Can we beat
the
competition?
•Market analysis
•Benefti for cost
Can we beat
the
competition?
•Market analysis
•Benefti for cost
Can we do
it?
•Cost and
project
planning
Can we do
it?
•Cost and
project
planning
TU Dresden, Prof. U. Aßmann Earning money with software
Hughes, G. D./ Chafin, D. C. (1996): „Turning New Product Development into a Continuous
Learning Process”, in: Journal of Product Innovation Management, Jg. 13, S. 89-104.
Birgit Verworn, Cornelius Herstatt. Modelle des Innovationsprozesses. September 2000.
Arbeitspapier Nr. 6.
TU Hamburg-Harburg. http://www.tuhh.de/tim/downloads/arbeitspapiere/Arbeitspapier_6.pdf
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Background:
http://businessmodelalchemist.com/2012/09/test-your-value-proposition-supercharge-
lean-startup-and-custdev-principles.html
Download for personal use
http://www.businessmodelgeneration.com/downloads/value_proposition_canvas.pdf
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http://businessmodelalchemist.com/
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TU Dresden, Prof. U. Aßmann Earning money with software
http://geschaeftsmodellcoach.de/assets/Bilder/_resampled/resizedimage501353-
valuepropositiondesignergif.gif
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WatchOurIdeas (WOI)
Fill a VPC for value proposition
in Fridolean
Define the solution idea
(value proposition)
on WOI
Chat on
RocketChat
Define a BMC
On Fridolean
Use Timeline of
WOI to create
Canvas Cactus
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http://www.oulu.fi/english/sites/default/files/content/NABC_presentation.pdf
•How efficient is the solution?
•How large is the benefit?
•How large are the costs?
•Who is in the market
already?
•How does our solution
improve the competitor's?
•How does your company
solve the needs of the
customer?
•How does it create value for
her?
•What does the customer really need?
•What is of value for her?
•What is a pain for the customer?
Need
Need
Approach
Approach
Benefit per
Costs
Benefit per
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On Fridolean
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External
►Society
■Finding new governance rules and laws
(Sarbanes-Oxley, certications)
■Change of government, also in other
countries (Wende, Treuhand...)
►Nature
■Times of the year
►Technology
■New technology (innovation
waves, disruptive technology,...)
►Economics
■Commodity pattern
■Economic cycles
Internal
►Supplier changes
►Patents expire
Strengthes
Opportunities
Threats
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innovations in a company or in a startup
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●Innovator established as organizational unit
●Innovation-friendly context and environment
●Explicit Management of Business Cases
(Innovation management)
Controlling
●Manage blocking factors
and obstacles
Planning
●Sufficient Allocation of Ressources
●Well-defined Innovation process
●Short Time-to-Innovation
Stakeholder
●Satisfying the real need of
the customer (realistic value
proposition)
●Networks and alliances
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