case study #1 on disruptive innovation canvas: a lean startup project for an fm radio station in...

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

(-‐) (+) Pain (Obstacles; Frustra5ons; Constraints)

Delight (Sa5sfiers; Delighters)

Copyright 2013. Dr. Rod King. [email protected] & 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

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Disrup4ve Innova4on (DI) Canvas for Documen5ng, Valida5ng, and Managing Disrup5ve Innova5on Projects Con5nuously Maximize Customer Delight and Minimize Customer Pain

Pain (Obstacles; Frustra5ons; Constraints)



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?


“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?



Product


Based on Clayton Christensen’s book, “The Innovator’s Dilemma”

Lean Startup Process for Using Disrup4ve Innova4on (DI) Canvas Universal Problem Solving Cycle

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(-‐) (+)

Generic Template for Disrup4ve Innova4on (DI) Canvas Con5nuously Maximize Customer Delight and Minimize Customer Pain


(-‐) (+)


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

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


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).


Case Study On

Community Problem Solving And

Business Model Innova4on

Phase 0: Outline

Of Community Problem & Proposed Solu4on

(-‐) (+)

Dr. Rod King. [email protected] & 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.

Phase 1: A>rac5veness and Viability

Of Disrup4ve Product Prototype

(-‐) (+) Pain (Obstacles; Frustra5ons; Constraints)



Future Story (Disrup)ve Innova)on) “Underdog” System


“Top Dog” System or Status Quo




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”




Based on informa5on from the “Innovate Salone” Project: h>p://www.gmin.org/innovate-‐salone

(-‐) (+)

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. [email protected] & 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


“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”




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




Phase 2: A>rac5veness and Viability

Of Disrup4ve Business Model

(-‐) (+)


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


(-‐) (+)


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


case study #1 on disruptive innovation canvas: a lean startup project for an fm radio station in...

Business

clayton christensens

top dog system

innovate salone

lessons learned

rodkuhnking

project outcomes

disrup4ve

disrup5ve