The presentation features a Lean Startup Project for an FM Radio Station in Sierra Leone, West Africa. The project, which is being done by high school students taking part in the 2012 Innovate Salone Challenge, is presented using the Disruptive Innovation Canvas. The Innovate Salone Program is the brainchild of David Sengeh, a graduate of Harvard and currently a PhD student at MIT. The Innovate Salone Program involves a National High School Innovation Challenge where students are required to invent products that solve problems in local communities.

1. Case
Study
#1
on
the
Disrup4ve
Innova4on
Canvas:
Lean
Startup
Project
for
FM
Radio
Sta4on
In
Sierra
Leone,
West
Africa
Based
on
informa5on
from
the
“Innovate
Salone”
Program:
h>p://www.gmin.org/innovate-­‐salone

2. (-­‐)
(+)
Pain
(Obstacles;
Frustra5ons;
Constraints)
Delight
(Sa5sfiers;
Delighters)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Future
Story
(Disrup)ve
Innova)on)
“Underdog”
System
Present
Story
(Sustaining/Incremental
Innova)on)
“Top
Dog”
System
or
Status
Quo
(Success
or
Decision-­‐making
Criteria;
Perf.
Specs.)
Project
Outcomes/Why?
(Value;
Delight/Pain
Quo5ent;
Results)
Based
on
Clayton
Christensen’s
book,
“The
Innovator’s
Dilemma”
Product
Disrup4ve
Innova4on
(DI)
Canvas:
Outline
of
Topics
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain

3. (-­‐)
(+)
Disrup4ve
Innova4on
(DI)
Canvas
for
Documen5ng,
Valida5ng,
and
Managing
Disrup5ve
Innova5on
Projects
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Pain
(Obstacles;
Frustra5ons;
Constraints)
Delight
(Sa5sfiers;
Delighters)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Future
Story
(Disrup)ve
Innova)on)
“Underdog”
System
q Who:
User/
Customer?
q What:
Tasks-­‐To-­‐
Be-­‐Done/
Goal/
Need?
q How:
Tools
(Product/
Service)?
q Where?
q When?
Present
Story
(Sustaining/Incremental
Innova)on)
“Top
Dog”
System
or
Status
Quo
q Who:
User/Customer;
Non-­‐customer?
q What:
Tasks-­‐To-­‐Be-­‐Done/Goal/Need/
Customer
Mo5va5on?
(Physical/Intellectual/Emo)onal/Spiritual;
Complementary/Ancillary)
q How:
Tools
(Product/Service)?
q Where:
Opera5onal
Space/Place?
q When:
Opera5onal
Time?
(Success
or
Decision-­‐making
Criteria;
Perf.
Specs.)
Product
Project
Outcomes/Why?
(Value;
Delight/Pain
Quo5ent;
Results)
Based
on
Clayton
Christensen’s
book,
“The
Innovator’s
Dilemma”

4. Lean
Startup
Process
for
Using
Disrup4ve
Innova4on
(DI)
Canvas
Universal
Problem
Solving
Cycle
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing

5. (-­‐)
(+)
Generic
Template
for
Disrup4ve
Innova4on
(DI)
Canvas
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing

6. (-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Community
Problem
Solving
(CPS)
Canvas
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Proposed
Solu4on
&
Tasks
To
Be
Done
Lessons
Learned
&
Insights
Problem
Discovery
&
Valida4on
3V-­‐BoUom
Line
(Financial
Viability;
Social
Viability;
Environmental
Viability)
Team
&
Product
Development

7. UNIVERSAL
PROBLEM
SOLVING
The
framework
of
the
DI
Canvas
can
be
used
for
tac5cal
and
strategic
problem
solving
in
any
domain
COMMON
VISUAL
LANGUAGE
The
one-­‐page
format
of
the
DI
Canvas
as
well
as
the
consistency
of
its
topics
facilitates
use
of
a
common
language
for
discussing
and
sharing
ideas
about
innova5on
projects
UNIVERSAL
PLANNING
The
DI
Canvas
can
be
used
for
planning,
organizing,
and
managing
ideas
for
any
system.
The
DI
Canvas
integrates
the
Disrup5ve
Innova5on
and
Lean
Startup
frameworks
SUPPLY
CHAIN
MANAGEMENT
An
advanced
form
of
the
DI
Canvas,
can
be
used
for
planning,
organizing,
evalua5ng,
and
managing
any
supply
chain
WASTE
REDUCTION/LEAN
Through
the
discovery
of
success
criteria,
decision-­‐making
criteria,
and/or
performance
requirements,
the
DI
Canvas
minimizes
waste
in
the
development
of
products
8
BENEFITS
OF
THE
DISRUPTIVE
INNOVATION
(DI)
CANVAS
CHANGE
MANAGEMENT
Any
situa5on
of
change
management
can
be
presented,
organized,
evaluated,
and
managed
using
a
DI
Canvas
SIMPLE
BUT
COMPREHENSIVE
The
Disrup5ve
Innova5on
Canvas
provides
a
simple
but
comprehen-­‐
sive
framework
for
discovering,
analyzing,
and
solving
problems
of
underserved
and
non-­‐customers
METRICS-­‐DRIVEN
Performance
perspec5ves,
indicators,
and
metrics
as
well
as
success
criteria
can
be
included
in
the
DI
Canvas
8
BENEFITS
OF
THE
DISRUPTIVE
INNOVATION
(DI)
CANVAS
Advantages
of
Using
the
DI
Canvas
to
Document,
Validate,
and
Manage
Disrup)ve
Innova)on
Projects
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing

8. HOW
TO
COLLABORATIVELY
USE
THE
DISRUPTIVE
INNOVATION
(DI)
CANVAS
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
1
• Draw
or
Print
out
a
large
template
of
the
Disrup5ve
Innova5on
(DI)
Canvas,
e.g.,
a
size
of
24”x36”
2
• Put
the
DI
Canvas
on
a
wall
or
large
table
3
• Collabora5vely
populate
or
complete
the
5
areas
of
the
DI
Canvas:
First,
formulate
hypotheses
for
each
area
of
the
DI
Canvas
when
preparing
the
Project
Proposal
for
present
and
future
stories.
Then,
go
out
in
the
field
and
itera)vely
validate
the
hypotheses
for
the
present
story
as
well
as
the
future
story
(business
model
plan).
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing

9. Case
Study
On
Community
Problem
Solving
And
Business
Model
Innova4on

10. Phase
0:
Outline
Of
Community
Problem
&
Proposed
Solu4on

11. (-­‐)
(+)
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Community
Problem
Solving
(CPS)
Canvas:
Applica5on/Proposal
for
FM
Radio
Sta5on
Project
(2012)
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Proposed
Solu4on
&
Tasks
To
Be
Done
• Use
cheap
scrap
metal
and
other
recycled
items
to
produce
local
radio
sta5ons,
to
address
community
needs
• Teach
other
youths
to
make
their
own
radio
sta5ons
• Produce
sta5ons/
transmi>ers
locally
and
cheaply
• Make
knowledge
readily
available
to
everyone
Lessons
Learned
&
Insights
Problem
Discovery
&
Valida4on
“FM
radio
communica)on
is
an
essen)al
part
of
daily
life
in
Sierra
Leone
and
everyone
relies
on
their
radios
for
news,
music,
gossip,
sports
etc.
Unfortunately,
due
to
the
high
ini)al
costs,
there
are
no
truly
local
radio
sta)ons
-­‐
made
to
serve
the
local
community,
with
local
news
or
informa)on.”
3V-­‐BoUom
Line
(Financial
Viability;
Social
Viability;
Environmental
Viability)
Source
of
informa5on:
h>p://innovatesalone.org/
Team
&
Product
Development
“Local
FM
Radio
Sta4on”
Industry
Category:
Civic
Media
High
School:
Albert
Academy,
Freetown
Team
• Kelvin
Doe
(Leader)
• Ezekiel
Nagbe
• Abdulai
Samura
Mo5vator
Mentors/Advisers
• Abdulai
K.
(Chemistry
Teacher)
• Francis
K.
• Christopher
J.

12. Phase
1:
A>rac5veness
and
Viability
Of
Disrup4ve
Product
Prototype

13. (-­‐)
(+)
Pain
(Obstacles;
Frustra5ons;
Constraints)
Delight
(Sa5sfiers;
Delighters)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Future
Story
(Disrup)ve
Innova)on)
“Underdog”
System
Present
Story
(Sustaining/Incremental
Innova)on)
“Top
Dog”
System
or
Status
Quo
(Success
or
Decision-­‐making
Criteria;
Perf.
Specs.)
Project
Outcomes/Why?
(Value;
Delight/Pain
Quo5ent;
Results)
Disrup4ve
Innova4on
Team
for
“FM
Radio
Sta4on”
Project
in
Sierra
Leone,
West
Africa
(2012)
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Product:
“Local
FM
Radio
Sta4on”
Industry
Category:
Civic
Media
High
School:
Albert
Academy,
Freetown
Team
• Kelvin
Doe
(Leader)
• Ezekiel
Nagbe
• Abdulai
Samura
Mo5vator
Mentors/Advisers
• Abdulai
K.
(Chemistry
Teacher)
• Francis
K.
• Christopher
J.
Based
on
informa5on
from
the
“Innovate
Salone”
Project:
h>p://www.gmin.org/innovate-­‐salone

14. (-­‐)
(+)
Disrup4ve
Innova4on
Story
for
“FM
Radio
Sta4on”
Project
in
Sierra
Leone,
West
Africa
(2012)
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Pain
(Obstacles;
Frustra5ons;
Constraints)
q Expensive
to
own
radio
q Informa5on
on
na5onal
radio
is
not
very
relevant
to
needs
of
local
communi5es
q No
job
or
voca5onal
skills
for
many
youths
Delight
q Being
informed,
entertained,
and
involved
q Realizing
one’s
poten5al
q Gekng
job,
income,
and/or
voca5onal
skills
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Future
Story
(Disrup)ve
Innova)on)
“Underdog”
System
q Who?
• User/Customer:
Youths;
Drop-­‐outs;
Students/
Local
Businesses
q What?
TTBD
• Get
news
• Be
entertained
• Be
heard
q How?
• Local
FM
Radio
Broadcast
q Where?
• Local
community
q When?
• To
be
determined
Present
Story
(Sustaining/Incremental
Innova)on)
“Top
Dog”
System
or
Status
Quo
q Who?
• User/Customer:
Average
Employed
Adult/Business
• Non-­‐customer:
Youths;
Drop-­‐outs;
Students
q What?
Tasks
To
Be
Done
(TTBD)
in
Civic
Media
• Intellectual
Task:
Get
news
(e.g.,
events;
sports)
• Emo)onal
Task:
Be
entertained
(e.g.,
music;
plays)
• Spiritual
Task:
Be
heard
(e.g.,
requests;
interviews)
q How?
• Na4onal
Radio
Broadcast
• Na5onal
TV;
Na5onal/Local
Newspapers;
Internet
q Where?
• Major
Urban
Areas
(Whole
country)
q When?
• 6am
–
12am
Product:
“Local
FM
Radio
Sta4on”
Industry
Category:
Civic
Media
High
School:
Albert
Academy,
Freetown
Team
• Kelvin
Doe
(Leader)
• Ezekiel
Nagbe
• Abdulai
Samura
Mo5vator
Mentors/Advisers
• Abdulai
K.
(Chemistry
Teacher)
• Francis
K.
• Christopher
J.
q Talent
Explosion
q Transforma5ve
Local
Technology
q Recycling
Culture
q Affordable
Inter-­‐Community
Radio
Communica5on
Based
on
informa5on
from
the
“Innovate
Salone”
Project:
h>p://www.gmin.org/innovate-­‐salone
Project
Outcomes/Why?
(Value;
Delight/Pain
Quo5ent;
Results)
(Success
or
Decision-­‐making
Criteria;
Perf.
Specs.)

15. Phase
2:
A>rac5veness
and
Viability
Of
Disrup4ve
Business
Model

16. (-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Strategy
(Plan
of
Ac5on)
q Train
youths
to
build
and
operate
FM
radio
sta5ons
Suppliers/Inputs/
Partners
q Scrap/“Trash”
q Local
Materials
q Mixer
q Amplifier
q CD
Players:
2
No
q Wireless
Mic
q Speakers:
2
No.
q Antenna
q Radio
Dialing
Board
Partners
q Mo5vator:
1
No.
q Mentors:
3
No.
Team
q Members:
3
No.
*
Kelvin
Doe
(Leader)
*
Ezekiel
Nagbe
*
Abdulai
Samura
Resources
Future
Solu4on
(Product/Service)
Value
Proposi5on
“Turn
trash
to
cash”
Product/Service
FM
Radio
Sta5on
Top
3
Features
200m
Radius
FM
Radio
Sta5on
q Locally
made
q Reliable
q Affordable
Channels/
Communica4on
q Radio
Customers/
Consumers
q Local
Community
q Youths
q Drop-­‐outs
q Students
Top
3
Problems
q Jobless
(~50%)
q Skill-­‐less
q Inadequate
Communica5on
(Dialog)
Environment
(Global)
Industry
q Civic
Media
[Telecommu-­‐
nica5on/
Electronics]
Pain
(Cost)
q Le4,440,000
=
$1030
(approximately)
Delight
(Benefit;
Differen1a1on;
Revenue)
q Sale
of
radio
ads
ü Financial
q Social
q Environ.
q Talent
Explosion
q Transforma5ve
Local
Technology
q Recycling
Culture
q Affordable
Inter-­‐Community
Radio
Communica5on
Source
of
informa5on:
h>p://innovatesalone.org/
Business
Model
Viability
Canvas
for
“FM
Radio
Sta4on”
Project
in
Sierra
Leone,
West
Africa
(2012)
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Project
Outcomes/Why?
(Value;
Delight/Pain
Quo5ent;
Results)

17. (-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnking@sbcglobal.net
&
h>p://businessmodels.ning.com
&
h>p://twi>er.com/RodKuhnKing
Strategy
(Plan
of
Ac5on)
Suppliers/Inputs/
Partners
Team
Resources
Future
Solu4on
(Product/Service)
Channels/
Communica4on
Customers/
Consumers
Environment
(Global)
Pain
(Cost)
Delight
(Benefit;
Differen)a)on;
Revenue)
q Financial
q Social
q Environ.
Business
Model
Viability
Canvas:
Template
Con5nuously
Maximize
Customer
Delight
and
Minimize
Customer
Pain
Project
Outcomes/Why?
(Value;
Delight/Pain
Quo5ent;
Results)