The document discusses business model canvases and how they can be used to understand and validate business models. It explains that business models should evolve with organizations and describes the key elements of a business model canvas, including customer segments, value propositions, channels, customer relationships, revenue streams, and costs. The document advocates testing assumptions with experiments and presents the lean canvas as a more minimal business model tool focused on problems, solutions, and metrics. It addresses challenges of applying canvases at an organizational level and scaling across teams.

1. Canvasing
the
Enterprise
© 2012 BigVisible Solutions

2. David J Bland
Agile / Lean / XP / Kanban
Startups & Enterprises
eCommerce to Counter Terrorism
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3. © 2012 BigVisible Solutions 3

4. What is a
Business Model?
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5. What is a
Business Model?
(answers may surprise you)
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6. “A business model describes the
rationale of how an organization
creates, delivers & captures value”
-Alexander Osterwalder
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7. A business model used to be static
and survived many years.
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8. Now business models should be
evolving with the organization.
Minimum Viable
Large Batch Small Batch Experiments
Organized by Cross Functional Entrepreneurial
Function Teams Teams
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9. Experiments on:
- Product
- Process
- Business Model
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10. Source: Alex Osterwalder © 2012 BigVisible Solutions 10

11. Level 1
Checklist
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12. What are the
elements that
make up a
business model?
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13. Customer
Segment
“For whom are we creating value?”
Source: Adapted from Alex Osterwalder
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14. Value
Proposition
“What value do we deliver to the
customer?”
Source: Adapted from Alex Osterwalder
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15. Channels
“How do we deliver the value we
create to the customer?”
Source: Adapted from Alex Osterwalder
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16. Customer
Relationships
“How do we create & maintain
relationships with our customers?”
Source: Adapted from Alex Osterwalder
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17. Revenue
Streams
“How much will these customers pay
for the value we create?”
Source: Adapted from Alex Osterwalder
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18. Cost
Structure
“How much will this cost to create
and maintain?”
Source: Adapted from Alex Osterwalder
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19. Key
Resources
“Who and what will we need to
create this value?”
Source: Adapted from Alex Osterwalder
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20. Key
Activities
“What will we do with these
resources to build value?”
Source: Adapted from Alex Osterwalder
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21. Key
Partners
“Who would we partner with that
will provide us with Key Resources or
Key Activities?”
Source: Adapted from Alex Osterwalder
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22. This level of
understanding
is a good
starting point.
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23. Level 2
Hypothesis
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24. “Let’s map out our existing business model”
? ?
? ?
?
? ?
? ? ? ? ?
tip: tell a story
Source: Adapted from Alex Osterwalder
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25. “Who is our Customer Segment?”
? ?
?
?
? ?
? ? ? ? ?
Source: Adapted from Alex Osterwalder
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26. “What need of theirs do we solve?”
? ?
?
? ?
? ? ? ? ?
Source: Adapted from Alex Osterwalder
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27. “How do we deliver our solution to them?”
? ?
?
?
? ? ? ? ?
Source: Adapted from Alex Osterwalder
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28. “How do we build relationships with them?”
?
?
?
? ? ? ? ?
Source: Adapted from Alex Osterwalder
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29. “How do we make money delivering this value?”
?
?
?
? ?
Source: Adapted from Alex Osterwalder
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30. “What does this cost us to build & maintain?”
?
?
?
Source: Adapted from Alex Osterwalder
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31. “Who & what do we need to create this?”
?
?
Source: Adapted from Alex Osterwalder
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32. “What activities do these resources perform?”
?
Source: Adapted from Alex Osterwalder
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33. “Who do we partner with?”
Source: Adapted from Alex Osterwalder
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34. Before I lose you
please stay for this
next slide.
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35. This can apply to internal projects!
Source: Adapted from Alex Osterwalder
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36. This can be an
Internal User or
Stakeholder
Source: Adapted from Alex Osterwalder
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37. This can be an
Internal
Product or
B2B Solution.
Source: Adapted from Alex Osterwalder
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38. These can be Internal Costs
and Metrics.
Source: Adapted from Alex Osterwalder
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39. These can be
Internal
Partnerships
across
Functional
Departments
Source: Adapted from Alex Osterwalder
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40. Still with me?
GOOD
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41. “I wonder how much of this is reality…”
? ?
? ?
?
? ?
? ? ? ? ?
Source: Adapted from Alex Osterwalder
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42. Level 3
Validation
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43. “Let’s validate our riskiest assumptions”
? ?
? ?
?
? ?
? ? ? ? ?
Source: Adapted from Alex Osterwalder
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44. This is most
likely your
Riskiest
Assumption
Source: Adapted from Alex Osterwalder
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45. Empathy Maps
Personas
Usage Analysis
Cohort Analysis
Customer Interviews
Surveys
A/B Testing
Source: Adapted from Alex Osterwalder
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46. This is most
likely your
other
Riskiest
Assumption
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47. Does your product
solve a need for the
Customer Segment?
How do you validate
or invalidate that
statement?
Source: Adapted from Alex Osterwalder
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48. What happens when we
subtract costs from revenue?
Source: Adapted from Alex Osterwalder
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49. Go get someone from
accounting, now.
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50. Who are we
partnering with
and what are
they bringing?
Source: Adapted from Alex Osterwalder
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51. Introducing some
customizations
Lean Canvas
by Ash Maurya
Source: Ash Maurya
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52. Business Model Lean
Canvas Canvas
efficiency value product market
Source: Adapted from Osterwalder & Maurya
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53. 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 Solution
Key Partners Problem
Source: Adapted from Osterwalder & Maurya
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54. Lean Canvas
Customer Segment
Unique Value Proposition
Unfair Advantage
Problem / Solution
Channel
Product / Market
Revenue Streams
Cost Structure
Key Metrics
Solution
Source: Adapted from Ash Maurya
Problem
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55. Disclaimer:
Problem / Solution Fit
and Product / Market Fit
ARE DIFFERENT
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56. Problem / Solution Fit
Product / Market Fit
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57. © 2012 BigVisible Solutions 57

58. © 2012 BigVisible Solutions 58

59. 1 2
3
4
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60. These
1 2
have
potential. 3
4
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61. Choose
Customer, 1 2
3
Problem,
Solution 4
for each. © 2012 BigVisible Solutions 61

62. Design
Minimum 1 2
Viable
3
Experiments.
4
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63. 1
2
3 3.1
4
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64. Cultural, Organizati
onal & Leadership
Barriers
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65. Are your teams
empowered to use a
canvas?
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66. © 2012 BigVisible Solutions 66

67. How does this scale
up and across the
organization?
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68. © 2012 BigVisible Solutions 68

69. Vision
Strategy
Team
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70. Experiment Dashboard
ID Hypothesis Description Status Next Steps
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71. Where do the
new ideas go?
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72. How to
pitch a VC VP
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73. But we’re already
doing agile do we
really need a canvas?
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74. Iterative Product
+ Static Business Model
Failed Organization
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75. Place the Canvas on the wall
next to your Kanban board.
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76. Questions?
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77. David J Bland
Agile Consultant
[m]: +1 703 945 0700
[ e ]: dbland@bigvisible.com
[ u ]: www.bigvisible.com
[ t ]: @davidjbland
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