BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
ORGANIZATIONAL DEVELOPMENT CANVAS (ODC) FOR GOOGLE'S BUSINESS MODEL AND ECOSY...
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BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World
81. WHERE (Context/Environment): .................................................................................................
Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): ….....
BMM-BUSINESS MODEL SCORECARD (BMS)
Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works
q FUTURE (To Do) q PRESENT (Doing) q PAST (Done)
UNIT:
WHERE
MOLECULE List of Topics of
BUSINESS MODEL MATRIX (BMM)
(Source: Reichert, B. (2016) The Art and Science of Building Your Business
Model. Garage Technology Ventures (Notes).)
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
ORGANIZATION OR BUSINESS MODEL
(Scene/Community/Organiza8on/Project/Enterprise/Supply Chain MODEL)
WHO 1(a) Customers q Target Customers: Who are target customers or customer categories/segments?
1(b) Channels/Customer
Rela^onships
q Marke8ng Plan: How are you going to get your message out to your target
audiences? How are you going to get customers to come to you?
q Sales Plan: How are you going to sell your product? Direct, channels, partners? How
are you going to convert qualified prospects/leads into customers?
1(c) Suppliers/Partners
WHY 2 Problem/Challenge
3 Posi^ve Impacts (+) q Pricing: What is your pricing model for each of your target customer groups?
q Revenue Streams: What is your ini8al primary source of revenue? How will your
revenue streams evolve over 8me? What is the life8me value of a customer?
WHAT 4 Output (Solu^on/Tool) q Value Proposi8on: What is your core value proposi8on for your primary target
customers? For your other customer/stakeholder categories?
q Product Roadmap: What is your ini8al product offering? How will product evolve?
5 Other Solu^ons q Compe88ve Advantages: What are your key compe88ve advantages, for each
category of compe8tor and for each category of customer?
HOW 6 Nega^ve Impacts (-) q Costs: What is your cost structure? For developing and delivering product? For
acquiring new customers and upselling old customers? For service and support?
7 Processing (Ac^vi^es)
8 Input (Resources)
VISION (End): ............................................. STRATEGY (Ways): .........................................