Lean offerings Experiments

Business
Design
GAME
The STORY
The training is designed as a game. You will work
in teams. You will play a specific role within your
team. You may experience unexpected incidents.
And you will compete with other teams for just
one goal: To win!
IMAGINE...
...you are sitting in your office with your colleagues
after a long day of work. In the last months, you have
built a 3D printer that is way faster than others. You
can print a chair out of multiple recycled materials
in half an hour! You are very proud and your company just received the patent for your new technology.
But somehow you are curious to look beyond the
development of new products. You want to turn
your technology into business. In case you can convince them, your company is willing to support you
and invest in your business idea.
You agree to follow a systematic but agile process
to create and implement your business idea over
the following weeks.
Welcome to the
FFI BUSINESS DESIGN GAME!
TEAM
From now on, you consider you and your colleagues
as a team with a very clear mission: To develop a
winning business model and eventually start your
own company. 5 Mio. € annual turnover in 5 years
would be a great success. Growth, however, is not
your sole driver. It is also about doing something
meaningful in your life.
Strategy
Sales
Finance
R&D
Marketing
Operations
Moreover, you define different roles quite clearly
in terms of their responsibilities to make sure your
team runs like clockwork right from the start.
ROLES
The next thing you do is assign roles within your
team, each playing to your individual strengths.
You want to ensure you look at your venture from
all possible angles.
Strategy
You are a MacGyver type of person with an overview of all activities
going on in your business and where the team is heading to. You are
probably the team leader - but not necessarily.
Sales
You watch over your sales channels and relationships to reach your
customers in the most effective way. You are also responsible for the
marketing story to sell your offerings.
Finance
You are the number cruncher and responsible for pricing decisions,
controlling of costs and investments. Excel is your best friend but you
also have to collaborate closely with the rest of the team.
Operations
You are the chief of all resources and processes needed in your company to create and deliver your offerings. You are good at executing
and a person who gets things done.
R&D
You are the mastermind behind your products and services. You have
great technical skills and it’s your job to be always ahead of your
competition with your offerings.
CODE OF CONDUCT
Define some basic values, principles, expectations
and rules that guide decisions and behavior in your
team. It’s worth it!
1
2
3
EARN CREDITS
Throughout the Business Design Game, your team
can earn credits based on the judgments of other
teams. The best team will be rewarded with endless
fame and a fantastic prize. Stay tuned!
10
...AND WIN!
READY
SET
GO
IDEAS
Based on your new technology, think about possible fields of application. Create up to three ideas in
your team. Prioritize your ideas on how well they
fit to your own skills and resources. Choose one of
them as your #1 idea.
Try to be as visual as possible when creating and
communicating ideas in your team. Make sketches,
do role plays, build simple prototypes with pen and
paper to convey the core message of your ideas.
BUSINESS MODEL
1
A business idea is worth nothing unless executed,
which ultimately leads to the question: What model
helps you turn your idea into a viable business? A
business model includes the following dimensions:
- Target groups
- Brand & messages
- Channels
- Relationships
- Offerings
- Resources
- Processes
- Partners
- Profit formula
Don’t forget your Business DNA
Discuss different options in your team and select
your preferred one.
KPIs
Business model
& KPIs
1
A business model’s best friends are metrics to measure its success. What are your metrics that help you
decide how successful you are and what to do differently - if required? KPIs should be designed to
directly prompt behavior in order to improve your
business model and offerings, not to boost your ego.
Define at least three core KPIs that help you measure your success within the next six months.
HYPOTHESES
1
Every plan is based on unknowns. A new business
model is such a plan, how a future business might
look like. ‘Might’ is the keyword here. What are assumptions in your preferred busines model, which
are both uncertain and important for the success of
your business worth to be tested?
?
Identify at least five core hypotheses underlying
your business model that need to be tested as quick
as possible.
EXPERIMENTS
Hypotheses &
experiments
1
Many hypotheses of future business models can be
tested with simple means. This is great news, right?
However, not many entrepreneurs or corporate innovators have been trained to systematically validate hypotheses with the “right” experiment. How
might you assess what aspects work well - and what
doesn’t?
Design for each of your core hypotheses the most
efficient way to gain valid knowledge. Check out our
selection of “method cards” for your inspiration.
LEAN OFFERINGS
1
Testing hypotheses is certainly not enough to start a
new business. It is equally important to design your
first products / services that allow you to validate
hypotheses, which can’t be tested in a lab environment. Therefore, it has been proven as very effective to launch a lean version of your offerings that
fully embodies your “DNA” and allows you to charge
customers. How do your “lean offerings” look?
DNA
Collect functional and non-functional requirements
for your offerings as “user stories” and categorize
them accordingly as “must have”, “should have”
and “could have”.
LEAN OFFERINGS / MVB
Defining your first product or service in the market
is not enough. Consider with your team, which elements of your underlying business model are essential to create and deliver your lean offerings to the
market – your “Minimum Viable Business” (MVB).
external
internal
Highlight essential elements of your business model to be part of your “Minimum Viable Business”. Get
rid of as much “waste” as possible from the start.
ACTION PLAN
1
Time has come to execute your plan. Thus, we need
to define and delegate tasks among your team to
get the work done. We love to organize teamwork in
7-weeks project cycles to enforce tangible output as
quick as possible and to have a fixed point in time
to regularly reflect the status quo.
Lean offerings
Experiments
Define tasks for your team to implement your lean
offerings / MVB and to run your experiments to create tangible output. Have fun!
EXECUTE
Now, it’s time to execute your action plan. Earn extra credits by implementing your lean offerings and
testing your core hypotheses in the field. Collaborate with your team mates, leave your desk, start
talking to customers (and whoever needed). Build
prototypes according to your plan. Adapt your plan
due to your findings and learnings.
And most importantly: Enjoy yourself doing it.
4
TOOLS
Make yourself acquainted with the tools to be
used. They are supposed to give you guidance
throughout the project. If there is any open question, don’t hesitate to ask one of the facilitators.
Scope & team
Reflection
Business model
Ideas
KPIs
Hypotheses
Experiments
Lean offerings / MVP
MVB
Action plan
?
Execute
BUSINESS MODEL
Target groups
1
Channels
Offerings
Partners
Brand &
messages
Resources
2
6
3
9
7
5
Channels
The “Business Model Canvas” has been designed to
visualize the essential ingredients of a business model
on one page. The left part
is focused on external components that can be “seen”
from customers and users,
the right part on internal
components within the
company.
DNA
4
8
10
Profit formula
Relationships
Processes
HYPOTHESES & EXPERIMENTS
Hypotheses
Test focus
4
3
5
Analogs
1
2
Antilogs
Experiments
The “Hypotheses Canvas”
can help you reveal critical
assumptions in your business model, which are both
uncertain and important for
the success of the innovation endeavor. Moreover,
you have space to plan how
to test the assumptions, as
efficiently as possible.
LEAN OFFERINGS
Should have
Functional
requirements
Must have
3
5
2
Could have
The “Lean Offerings Canvas” gives you guidance
to decide, which features
should be part of your first
launch version of your product or service. Moreover, you
can think about non-functional requirements.
1
4
DNA
Competitive
benchmark
Non-functional
Note: Check the completeness and consistency of your
story across all the tools on
a regular basis. Avoid decoupled elements that are
not connected with other
elements and make sure all
your elements are described
on a similar level of details.
ACTION PLAN
Activities
“Lean offerings”
Activities
“Analogs”
1
5
Output
6
The “Action Plan Canvas” is
a very simple but effective
way to organize activities of
a “lean” innovation project
in your team. It is important
that you create something
tangible after each cycle
that fulfills the given purpose.
2
3
4
Activities
“Experiments”
Quality of
teamwork
Reflection
DOWNLOAD CENTER
Business
model
Extension kit
Hypotheses &
experiments
Lean offerings
MVP
Lean offerings
MVB
Action plan
bit.ly/1mRt8Fs
bit.ly/1qVWoeg
bit.ly/Wp0GS5
bit.ly/1gi8nCi
bit.ly/UjXype
bit.ly/1kKWjGC
ode
ler
.de
Dm
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w.f
fi.r
api
Rapid Modeler is a browser-based software to
manage Business Design projects virtually. Use
the software to capture the results of your physical
workshops and to coordinate dispersed teamwork
in virtual realtime sessions.
EVALUATION
Every team can earn credits based on a very rigid
and transparent evaluation scheme. The following pages illustrate how the scheme works. Read
them carefully to understand the “rules” and manage your teamwork accordingly.
THE WINNER IS...
1
Round 1
1
1
You can earn max. 2 credits from each participant
2
=
2
Round 2
1
1
1
1
You can earn max. 4 credits from each participant
=
4
Total credits
Team A
Team B
Team C
Team D
Team E
kg
1
+
Business model
& KPIs
1
+
1
1
1
+
1
1
1
1
+
1
Lean offerings
Execution
+
Hypotheses
& experiments
“Best
Judge”
only
1
1
Action plan
1
+
1
3
2
1
1
Present your worksheets
2
Reflect your status quo
3
4
Propose next steps
+ Achievements
+ Critical incidents
+ Learnings
+ Implications
Ask meaningful questions
Avoid “Death by Powerpoint” shows
PReSENTATION RULES
LOG BOOK
Date
Date
Date
Take notes of things that struck you,
issues in your team, feelings (good or
bad), learnings, anything worth capturing for you and others.
LOG BOOK
Date
Date
Date
Take notes of things that struck you,
issues in your team, feelings (good or
bad), learnings, anything worth capturing for you and others.
GAME
OVER
Matthias Keckl
Projektleiter FFI
T. +49 (0)89 1205 4514
E. matthias.keckl
@fraunhoferventure.de
Dr. Thorsten Lambertus
Business Design Coach FFI
T. +49 (0)89 1205 4516
E. thorsten.lambertus@
fraunhoferventure.de
Orange Hills GmbH
www.orangehills.de
T. +49-89-4520545-0
E. [email protected]
© Copyright by Orange Hills GmbH. All rights reserved.

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