business model validation parsons new school
TRANSCRIPT
LEAN TESTING FOR FUN + (YES) PROFIT
JEN VAN DER MEER
RHEA ALEXANDER
PARSONS STRATEGIC DESIGN & MANAGEMENT
OCTOBER 1 2016
BUSINESS MODEL VALIDATION
TESTING = ASSOCIATIVE PATTERN FINDING, IDEATION, DESIGN WITHIN CONSTRAINTS
BUSINESS MODEL VALIDATION = FUN
Value
Time
Start: No Value!
Future: Value
van der Meer: Business Model Options Roadmap
BUSINESS MODELING: HOLDING OPTIONS ON THE FUTUREGENERATE BUSINESS MODEL SCENARIOS + TEST BEST OUTCOME
Value
Time
CDs in the Mail
Data-Driven Original Content
van der Meer: Business Model Options Roadmap
INNOVATOR: NETFLIX
Subscriptions Tiered + Streaming
Streaming
Value
Time
Digitize NIH Program
Health outcomes-based Pay for performance
van der Meer: Business Model Options Roadmap
INNOVATOR: OMADA HEALTH
Pilots prove efficacyPay per Use - PMPM
Augmented Coach
Digital business models undergo deliberate and emergent shifts to uncover new forms of value
BUSINESS MODEL INNOVATORSLead and respond to deliberate and emergent shifts in their business to uncover new forms of value
Change their business models 2x more frequently than peers1
Are 2x more likely to adopt lean principles2
90% of business model innovation recombines existing ideas and concepts from other industries3
1 IBM Business Model Innovation Survey 2013
2 BCG Most Innovative Companies Survey 2015
3 St. Gallen Business Model Navigator Survey. Gassman, Frankenberger, Karolin 2014
BUSINESS MODELING ISN’T EVERYTHING
x Vision
x Competitive Analysis
x Service Blueprint
x Technology Architecture
x Purpose
?? Your impact
BUSINESS MODELING IS…
A tool for finding the business model to fulfill your vision
A low risk method for figuring out if you should be for profit or non profit or something in between
But know that you PIVOT with one foot firmly planted in your vision and values
READY?
HYPOTHESIS TO TEST RESULT
1. MODEL
2. RANK HYPOTHESES
3. TEST
4. LEARN
CREATED BY: CREATED FOR: VERSION: Customer Segments
Customer Relationships
Value PropositionKey ActivitiesPartners
Key Resources
Customer Channels
RevenuesCosts
Source: Adapted from Strategyzer Osterwalder, Pigneur
Whom do you help?
What pains do you solve?
What do you
uniquely offer?
Distinct segmentsWhere do
we reach them?
How do we get keep
and grow?
How will you
charge?
What will it cost?
What do you need to have?
How do you do it?
Who will help you?
WHAT ARE YOUR BIGGEST RISKS IN YOUR BUSINESS MODEL?
1
2
3
4
5
FORM 3 TEST CARDS
WE BELIEVE!
TELL US WHAT YOU LEARNED
HYPOTHESIS TO TEST RESULT
1. MODEL
2. RANK HYPOTHESES
3. TEST
4. LEARN
