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 ww 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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