Facilitating with the Business Model Canvas

Name: Facilitating with the Business Model Canvas
Rating: 4.5 (37 reviews)

from strategic focus to testable action

Highest Rated

Created byAlex Cowan

Last updated 4/2021

English

English [Auto],

What you'll learn

Frame strategic ideas, opportunities, and plans with the Business Model Canvas
Structure testable ideas on product/market fit
Facilitate purposeful exploration of customer experience by pairing qualitative and quantitative evidence
Use the Canvas to help prioritize what’s truly strategic to delivery the business’ value propositions and how to pare away what’s not
Use the Canvas to anchor management focal points with OKR’s and agile team charters

Course content

4 sections • 40 lectures • 3h 6m total length

Welcome to the Course3:42
Welcome to the course! This is where we will put the course description!
What is the Business Model Canvas?4:52
Explore how the business model canvas maps customer segments to value propositions to achieve product market fit, and learn to visualize revenue drivers, customer relationships, channels, and delivery platforms.
When & why might you use the Canvas?4:14
Discover when and why to use the business model canvas to create clarity through testable assumptions, enabling purposeful decisions across entrepreneurship, operations, consulting, and IT projects.
How might you use the Canvas for entrepreneurship and new business planning?4:31
How might you use the Canvas for operations and general management?2:41
How might you use the Canvas for consulting, advisory, and consultative selling?2:39
How might you use the Canvas for an enterprise software project?4:17
How do you get started with the Canvas?2:32
What’s good practice to close this section?2:40
Section 1 Quiz

What is product/market fit and why is it so important?4:33
Explore product market fit and why it matters by linking customer segments to value propositions on the canvas, addressing disruption and guiding startups to focus on revenue drivers.
What is your value proposition, really?12:17
Learn to articulate testable value propositions by framing jobs to be done, identifying current alternatives, and decoupling problem from solution via the double diamond framework for hypothesis driven development.
Optional Reading: Know Your Customers ‘Jobs to be Done’0:01
Who is your customer, really?6:55
Humanize customer segments using behavioral personas to create testable, actionable insights for job to be done and product-market fit, guiding hypothesis-driven development.
How do you test your product/market fit hypotheses?7:34
Explore testing product-market fit through value proposition hypotheses, jobs to be done, personas, and minimum viable product patterns like concierge, Wizard of Oz, and smoke tests, with interviews and evidence.
How does product/market fit drive revenue?3:45
validate how product market fit drives revenue by aligning pricing and revenue streams with clearly defined value and tested digital tiered offerings.
How might product/market fit look at a startup?4:08
How might product/market fit look at an enterprise?3:09
Examine enterprise product-market fit with fixed full-service contracts, emphasizing proactive maintenance and predictable execution, showing how an internal team automates parts provisioning to support technicians like Treant in hvac repairs.
How do you facilitate for better ideas on product/market fit with collaborators?5:00
What’s good practice to close this section?5:59
Section 2 Quiz

How does customer experience get you to product/market fit (or not!)?4:28
How do you storyboard customer experience?13:52
How do you pair qualitative hypotheses on CX with quantitative observations?8:05
Pair qualitative hypotheses on CX with quantitative observations by mapping the customer journey from acquisition to retention, using ratios and testable independent variables to drive targeted improvements.
What does CX tell you about the right Customer Relationships and Channels?4:51
How might a startup design and test customer experience innovation?1:55
Explore how to design and test customer experience innovation within the business model canvas, linking relationships and channels with product market fit, personas, and both qualitative and quantitative metrics.
How might an enterprise design and test customer experience innovation?7:44
Map Trent the technician’s internal user journey from acquisition to retention. Assess product market fit for an internal tool, and measure impact with engagement and retention metrics.
How do you facilitate, focus, and sell your ideas on product/market fit?2:29
What's good practice to close this section?1:18
Storyboard section three with quantitative metrics to map customer relationships and channels along the journey, then refine positioning, product-market fit, and revenue drivers to enable meaningful, collaborative outcomes.
Section 3 Quiz

What business are we in?2:37
What is a business model type and why does it matter?10:00
Explore the three business model types in the business model canvas, infrastructure driven, scope driven, and product driven, and how each type drives profit.
Optional Reading: Unbundling the Corporation0:01
How might a startup decide its business model type and use it to drive focus?7:19
Assess the startup's business model type by weighing product market fit as the independent variable. Identify whether it is infrastructure, platform, or product driven, and outline key activities and resources.
How does business model type and delivery focus relate to profit drivers?5:39
How can an enterprise decide its business model type and use it to drive focus?7:02
Evaluate whether to pursue infrastructure driven, scope driven, or product-focused models and align onboarding, service design, and fixed contracts to drive repeatable, profitable service delivery.
How might a startup evolve its business model type from discovery to validation?4:38
Explore how startups evolve their business model types from discovery to validation using the business model canvas, with an example of shifting from consulting to a product-focused software offering.
How can Key Activities help with user-centric process design?4:36
Discover how key activities drive user-centric process design by building a process inventory linked to the business model canvas, using metrics for process, output, and outcome.
How might you facilitate a process design with Key Activities as a focal point?4:42
Facilitate process design anchored on key activities for donor development, mapping fundraising campaigns from input to output and qualified leads, guided by discovery and metrics within the business model canvas.
How do you facilitate, focus, and manage a business model design with OKR’s?4:34
How can agile team charters align teams to business model design with autonomy?1:48
Explore how the business model canvas guides agile team charters toward autonomy, aligning objectives, key results, personas, jobs to be done, and value propositions with design centric inputs.
What’s good practice to close this section?1:24
Identify good practice for section four of the business model canvas by weighing facts and circumstances that push toward infrastructure or product, then align resources, partners, and cost drivers.
What next?1:30
Use the business model canvas to frame ideas and opportunities, structure testable actions around product market fit, explore customer experience, and prioritize with agile team tools and charters.
Section 4 Quiz

Requirements

Conversational English Proficiency

Description

Whether you are an entrepreneur, general manager, or advisor, the Canvas is emerging as one of the most popular tools for deciding what matters to a business and pairing it with specific focus and action. In this course, you'll learn how to ask the right questions and facilitate the right kind of collaboration to answer them.

In Section 1, you'll learn about the basics and how you might use the Canvas in various roles like manager, advisor, systems designer, or founder. This is important because there are a lot of ways to use the Canvas and it's useful to start your practice with some specific intent.

In Section 2, you'll learn about the Canvas' independent variable, product/market fit- how to define it and test it. This is important because everything else in the Canvas should follow from your hypothesis on product/market fit.

In Section 3, you'll learn about how to unpack product/market fit into specific customer experiences with the Canvas, pairing qualitative and quantitative observations. This is important to make sure your point of view on product/market fit is testable and maps in meaningful ways to your work on the Canvas.

In Section 4, you'll learn about business model type and how to use the Canvas to anchor complimentary management tools like OKR's and agile team charters. This is important if you want to use the Canvas as an ongoing tool to help with alignment and facilitate autonomy.

Who this course is for:

Managers, advisors, and entrepreneurs driving discussions about strategic priorities, and how to make such priorities actionable

Facilitating with the Business Model Canvas

What you'll learn

Explore related topics

Course content

Introduction9 lectures • 32min

Product / Market Fit10 lectures • 53min

Customer Experience8 lectures • 45min

Delivery13 lectures • 56min

Requirements

Description

Who this course is for: