Slash | 500 startups Lean Canvas workshop for Social Enterprises (17 Oct2020) for NYC
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Workshop delivered by Andries (Slash) for 500Startups program for the Singapore National Youth Action Challenge focused on business models for Social Enterprises. Delivered virtually for around 65 teams and 200+ participants. Slide 64 onwards was the part delivered by Andries. Content includes: - user personas - testing and validation of your user needs - lean canvas - business models for Social Enterprises.
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Slash | 500 startups Lean Canvas workshop for Social Enterprises (17 Oct2020) for NYC
- 1. YOUTH ACTIONCHALLENGE 1) Please keep turn on your video and mute yourself. 2) Rename your profile as Name (Team Code): eg Mary Lee (JFOW01) 3) If you need require help, please approach Felicia. JFOW09: Quest JFOW10: SG Discuss JFOW11: Skilio JFOW12: Social(lite) JFOW13: Starter Success JFOW14: TEAM DMJ JFOW15: The Young SEAkers JFOW16: With Me JFOW17: Youth² MWB01: ASEAN Together MWB02: Check It Out MWB03: Feeling better MWB04: Friendzone MWB05: Hoseh Bo? MWB06: How Are You MWB07: I-CON MWB08: Seeking Solace MWB09: StigmaFreeZone MWB10: The Feel Good Guys MWB11: The Happiness Project MWB12: The Hope Collective MWB13: Trio JFOW01: Business as Unusual JFOW02: CareerContact JFOW03: CodeBud JFOW04: Crater JFOW05: JFOW20-Kairos Hackathon JFOW06: JFOW22-Creation Lab @ Somerset JFOW07: Knitters JFOW08: Mum Mum Time
- 2. Team Charter User Persona Testing & Validation of Your User Need Lunch Break Lean Canvas Closing Session AGENDA
- 3. TEAM CHARTER Conducted by Ee Ling Lim 500 Startups Mentor
- 5. A guidethatisdevelopedin a groupsetting,clarifyingteamdirectionwhileestablishingboundaries. Ithelpsyouto: WHATIS a teamcharter? Understand each other’s strengths and weaknesses Create shared values to guide how the team approach working together Establish a set of ideals that you can expect each other to abide by Determine roles in the team and scope of work for the project MANAGE EXPECTATIONS
- 6. TEAM CHARTER Team Members Who is on the team? Each member lists 2 of their strengths and 2 weaknesses to help better understand each other. Core Values What do you care about? Discuss which shared values can help guide how you approach your work and how you collaborate with each other. Group Norms How will you work? Establish a common system of how your team will communicate and work with each other Roles What roles are necessary? Determine the types of roles that will keep the team focused and drive productivity. John Tan Strengths: Loves presentation, Teaching, Numbers Weaknesses: Overthinking, time management, creativity Mary Lee Strengths: Courageous, Creative, Organized Weaknesses: Stubborn, Take things personally, Weak in presentation Harry Yeo Strengths: Design, Weaknesses: Stubborn, Take things personally, Weak in presentation George Tan Strengths: Courageous, Creative, Organized Weaknesses: Stubborn, Take things personally, Weak in presentation
- 7. WHAT AREYOUR CONSISTENTSTRENGTHS? On your own, reflect and write it down. (3 mins) Part 1: What do you bring to the table? Think back to the feedback you have received in school or in your career. Credit: Icons from Fingerprint for Success Analytical - great at research! Sharp eye for design Sociable, great networker, likes to talk Attention to detail
- 8. WHAT ARE AREASYOU THINKYOURTEAM MEMBERSSHOULDWATCH OUTFOR? On your own, reflect and write it down. (2 mins) Part 1: What do you bring to the table? Think back to the “areas of improvement” you have received in school or in your career. Can be too direct Credit: Icons from Fingerprint for Success Needs super clear instructions Overthinker - needs a ton of data to be convinced
- 9. Part 1: What do you bring to the table? Inyourgroup,share thisstrength. The rest of the team should identify how this strength improves your team’s offerings. (10 mins) Pick a strength or skill to highlight. John Tan Strengths: Diligent researcher, likes analysing Weaknesses: Can overthink things and mull too much on statistics and data Mary Lee Strengths and skills: Confident speaker and enjoys speaking to people; Eye for aesthetics Weaknesses: Can come across as direct MAKEITRELEVANT!
- 11. NORTHSTAR:COREVALUES ANDPURPOSE purpose DECISIONS& ACTIONS A constant reminder of why you are doing this in the first place To easily identify when decisions or actions do not align with your team’s beliefs +
- 12. WHAT AREYOUROWNVALUES? Courage Constant Improvement Generosity Gratitude Curiosity Freedom Creativity Adventure Originality Learning Optimism Flexibility Justice Unity Consistency Sensitivity Compassion Openness Humility Loyalty Belonging Thoughtfulness Courtesy Ethical Motivated Committed Diversity Influencing Respect Honesty Integrity Reliability Efficiency Making a difference Recognition Productivity Take 5 minutes to read and select your own Top 5. *This list is non-exhaustive. You may select values that are not written on these cards.
- 13. EstablishingYOURGROUP’Scorevalues Courage Constant Improvement Generosity Gratitude Curiosity Freedom Creativity Adventure Originality Learning Optimism Flexibility Justice Unity Consistency Sensitivity Compassion Openness Humility Loyalty Belonging Thoughtfulness Courtesy Ethical Motivated Committed Diversity Influencing Respect Honesty Integrity Reliability Efficiency Making a difference Recognition Productivity (10 minutes) 1) In your group, share your top 5 values (Pro tip: type yours in the template or in your Zoom chat) 2) Align on the Top 5 core values for your team 3) Bonus: Did you arrive at a North Star for your team? Whether values or mission *This list is non-exhaustive. You may select values that are not written on these cards.
- 15. TEAMSYSTEMS ANDGROUPNORMS MeetingNorms WORKING Norms OTHERS:LEADERSHIP Norms | COMMUNICATIONNORMS | CONTINUOUSIMPROVEMENTNORMS COmmunication Norms - When and how often to meet? - What is expected of members with regards to attendance, punctuality and preparation? - How should be meetings be conducted (will there be an agenda)? - How should work be distributed? - How will work be reviewed? - Who sets the deadlines? - What time of the day should communication should take place? - What systems / tools should we use for informal chat? For meetings? To house data? - How (what is the appropriate way) to communicate with each other online?
- 16. TEAMROLES:HOW A TEAMusuallylookLIKE Design & Marketing Engineering & Tech Development Business Development & Product Management Champion user needs Facilitate conversation & discussion within team Translate ideas into experiences Champion technical quality Own the implementation strategy Build adaptable solutions Champion business goals Lead communication & prioritisation Conduct experiments & measure progress towards outcomes CDO CMO CTO CEO COO CFO
- 17. MAPPINGROLES&RESPONSIBILITIES:RASCI R: Responsible A: Accountable S: Support C: Consulted I: Informed
- 19. 15-Min activity:craftingyourSYSTEMS&roles Design & Marketing Engineering & Tech Development Business Development & Product Management Example - Design and create all marketing collaterals - Edit videos and manage social media Example - Building software / app platform / hardware / product Example - Source for clients and generate leads - Raising funds and grants application - Testing of product Yourtask:be asprecise aspossibleincraftingyourroles.Thereshouldbeminimaloverlapin a leanteam.
- 20. CRAFTING USER PERSONA Conducted by Denis Oakley 500 Startups Mentor
- 21. Foundations You can’t build a great building on a weak foundation. You must have a solid foundation if you’re going to have a strong superstructure. Gordon B. Hinckley
- 22. Where are westarting? You understand the problem that you want to solve
- 24. CHANGE
- 25. We are knowingly stereotyping. Seth Godin. Stereotypes
- 26. Diverse
- 27. SocialAnimals
- 28. The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. Albert Einstein Process
- 31. Example
- 33. Example
- 37. Persona Styles
- 38. #6.Preparations
- 39. Example
- 40. #7.Involvement
- 41. Example
- 43. #9.Storyboard
- 44. #10.Iterations
- 46. SHARINGSESSIon
- 47. Testing and Validationof YourUserNeed Conducted by Denis Oakley 500 Startups Mentor
- 48. You test and implement only against what you know, not what you don’t know. Validation helps you learn what you didn’t know and what you incorrectly assumed. Paulo Coelho Testing&Validation
- 49. Whydowetest?
- 50. Innovation comes from long-term thinking and iterative execution. Reid Hoffman AnIterativeProcess
- 53. OurHypothesis A Desirable solution, one that your user really needs. Are we solving for the right pain points? Desirability tests whether your innovation is solving the right user problem. A feasible solution, building on the strengths of your current operational capabilities. Are we building on our Core Operational Strengths? Feasibility tests whether your innovation strengthens your business. A profitable solution, with a sustainable business model. Does Our Solution Contribute to Long-Term Growth? Viability tests your value chain for long-term sustainability.
- 55. TestCard 1. Hypotheses The most critical hypothesis from the top right quadrant of your Assumptions Map 3. Metrics The data you will measure as part of the experiment 2. Experiments The description of the experiment you will run to support or refute the hypothesis 4. Criteria The success criteria for your experiments metrics
- 56. TestCard 1. Hypotheses The most critical hypothesis from the top right quadrant of your Assumptions Map 3. Metrics The data you will measure as part of the experiment 2. Experiments The description of the experiment you will run to support or refute the hypothesis 4. Criteria The success criteria for your experiments metrics
- 57. Exploration Discovery Survey Expert Stakeholder Interviews Customer Interview A Day in the Life Partner & Supplier Interviews Data Analysis Customer Support Analysis Sales Force Feedback Discussion Forum Web Traffic Analysis Search Trend Analysis Interest Discovery Email Campaign Online Ad Feature Stub 404 Test Social Media Campaign Referral Program Link Tracking Discussion Prototypes Brochure 3D Print Data Sheet Storyboard Explainer Video Pretend to Own Boomerang Paper Prototype Preference & Prioritization Discovery Buy a Feature Card Sorting SpeedSorting Product Box DiscoveryExperiments
- 58. DesigningtheExperiments-ThePen,Paper&PhoneExperiment #1. If you know nothing, do it fast and cheap #2. Test most important hypothesis several ways #3. Focus on getting strong evidence, not cheapest or fastest #4. Reduce uncertainty before building anything
- 59. FailureorPivot
- 62. SHARINGSESSIon
- 63. LEANCANVAS PART1 Conducted by Andries De Vos 500 Startups Mentor
- 64. Hi,mynameis ANDRIESdevos 3 careers: NGOs - Business - Startups 500 Startup Mentor
- 65. WHATIDOeveryday
- 67. LEANCANVASworkshopin 3parts Introduction: Why Lean Canvas? Part 1: Problem - Solution - Value Proposition AGENDA Part 2: Distribution and Outreach Channels Part 3: Problem - Solution - Value Proposition Your next 14 Days
- 69. THE1-2-3ofbuildingthefuture OUR FOCUS. LEAN CANVAS WILL HELP YOU EXPLORE FASTER
- 70. “IT’s ALLABOUTTHEPROBLEM,STUPID!” “People hire a product or a service to get a job done” - Clayton Christensen
- 71. Music enthusiasts are loyal to the job. Not to the solution.
- 72. “I don’t need a drill. I need a hole in a wall.” The Solution (‘what’) Product language Features and benefits The Job (‘why’) Job Language Outcomes and Value
- 73. How do you fish Jobs-to-be-Done? Design thinking & strategy. Clarity & simplicity of thinking. (visual language helps!!)
- 75. Short statement from the point of view of a customer that allows us to brainstorm more freely and get to clarity
- 76. Help [Someone] To do [An Important Job] How Might We ... So that [Outcome] Help my grandmother To do something that will challenge her mentally So that she can stay sharp and improve her memory
- 77. Help [Someone] To do [An Important Job] How Might We ... So that [Outcome] Help people suffering from depression To cope with the stress of the pandemic So that they don’t develop other mental health issues
- 78. A 1-pagetool(common language) To deconstruct your idea into its key assumptions and guide you to the logical steps needed to validate your Project WHY LEAN CANVAS?
- 79. DISCLAIMER!! ● The roots of the Lean Canvas methodology is in for-profit projects. The language of the Lean Canvas is therefore commercial. ● For this session, please interpret the concepts in the context of your Social Projects: - Business / Company = your Project - Revenue = Project Financing to make your Project Sustainable - Customers = Users of your Project - Product = the solution that your Project offers
- 82. Problem i. ● What is the main problem the Project aims to solve? (‘job to be done’) ● What existing alternative solutions exist? How do your users or customers currently solve this problem? ● Most problems will have an existing solution, including “do nothing”
- 83. SOLUTION ● Evaluate options by brainstorming and exploring your problem with the How Might We method ● What are the top 3 features of your solution? ● What makes your solution so special? Why would people ‘buy’ it?
- 84. STARTSMALL,GROWFROMTHERE Start Small. Upgrade as you get customer validation (and funding options)
- 85. Yoursolution alwayscompeteswithsomething The switching ‘cost’ of a customer is high. Even when there are no alternative solutions, customers can simply be lazy to adopt a new behavior, or can be hard to reach.
- 86. Social ImpaKt, Indonesia https://social-impakt.com/ Affordable water filters to improve access to clean water in remote areas of Indonesia. How? - Innovative ‘low-tech’ solution (30x cheaper than branded water gallons, 5x cheaper than boiling water) - Partner with local government, villages and volunteers
- 87. Friends International (Cambodia) https://friends-international.org/in-cambodia/ Provide jobs and social reintegration for marginalized street kids. How? - Waitstaff and chef jobs in well-run social restaurants. - Transitional homes - Outreach programs on the street
- 88. Elements of AI (Finland, EU) https://www.elementsofai.com/ Drive more inclusion in the adoption of AI tools. Train 1% of EU population on AI, for free. How? - Free AI courses (basic and advanced) for anyone - Strong focus on non-techies (e.g bus drivers etc)
- 89. Template:DRAFTLEANCANVASPART1 What is the problem you want to solve? What is your solution? Can you rephrase your problem-solution into a “How Might We” template? Replace words in [brackets] What makes your solution so special? Why would people use it or buy it? TEMPLATE How might we help [SOMEONE] To do [AN IMPORTANT JOB] So that [AN IMPORTANT OUTCOME] YOUR SENTENCE How might we help To (do) So that Insert text here Insert text here
- 92. LEANCANVAS PART1I Conducted by Andries De Vos 500 Startups Mentor
- 93. So you have a product … … now you need a customer to use it!
- 94. Life is too short to build something nobody wants
- 95. As a founding team you only have 2 jobs 1) Find a solution users want 2) Get many users
- 97. versus Imagine 5 book publishers want to sell their books to 4 students. Scenario 1: direct. 5 publishers x 4 students = 20 transactions Scenario 2: bookstore as intemediary 5 publishers + 4 students = 9 transactions
- 98. HOWDOYOU ACCESSyourtargetcustomer? 3 typical distribution or channel strategies direct 1-tier n-tier 1 broker / intermediary / agent 2 or more brokers / intermediaries / agents no brokers / intermediary / agent
- 100. What is the right channel strategy for you? How many intermediaries will you need? Are the intermediaries open to work with you?
- 101. One Laptop, Per Child (MIT) http://one.laptop.org/ A tiny, low-power laptop at an incredible price (close to US$100) for every child in the developing world. How? - Tech innovation - Laptop acts as source of light + electrically charged manually - Partner with governments to distribute to their population - Philanthropic donations - Economies of Scale
- 102. AIESEC Rwanda, Africa https://www.facebook.com/aiesecrwanda/ Following the genocide in ‘94, provide young Rwandan students international work opportunities and the skills needed to develop their society. How? - International internships with reputable firms - Place international talent in local companies in Rwanda - Tap into global AIESEC network. - Endorsements from government and multi-lateral org (e.g UN)
- 103. Cocco Bello (Russia) https://cocco-bello.com/ Create jobs for elderly people in remote villages of Russia. How? - Create artisal products with local resources and train local villagers - E-commerce to big cities - Attract social tourism to villages
- 104. In Mission-oriented projects the mission directly impacts the quality of the product … and the marketing reach of the project!!
- 105. Insert notes here.... Insert notes here.... Insert notes here....
- 106. LEANCANVAS PART1II Conducted by Andries De Vos 500 Startups Mentor
- 108. Let’s talk about MONEY
- 109. We all have Money Beliefs Especially when it comes to doing good.
- 110. One message: Be pragmatic. You need a long-term financial model.
- 111. COMMonMoneymisconceptionsforsocialprojects #1 The Funding model for a Social Projects is an after-thought #2 “We just need to secure 1 donor or grant and we’re fine” #3 We can operate on (free) volunteers forever #1 Funding should be considered at the START of your project planning and design #2 Be creative in your business model. Donor-centric models are rarely sustainable. #3 Volunteer-based operations can rarely sustain consistent quality. You will likely need a core full-time crew. Misconception ... … Consideration
- 114. Grameen Bank, Bangladesh http://www.grameen.com/introduction/ Help the poor to pull themselves out of poverty by providing access to microfinance without collateral. How? - Pioneer in microfinance system - Provide credit to the poorest without any collateral but based on mutual trust, accountability and participation. - 97% members are women, in 81k villages in Bangladesh - Socio-economic impact attracts large lenders (e.g ADB).
- 115. New Energy Nexus, Global https://www.newenergynexus.com/ Non-profit platform to support Clean Energy accelerators and entrepreneurs worldwide. How? - Donations from Philantrophists and CSR from large companies (e.g IKEA) - Partner with governments, universities and energy players globally - Accelerator programs with clean energy experts - Impact investment fund
- 116. Pro Action Cafe, Singapore (inactive) https://www.facebook.com/groups/48576752529 The invitation: practice the art of dialogue in an evening of conversations exploring meaning, ideas and actions. How? - Facilitated evenings in intimate groups of <30 participants - Dialogue rules - Community optimized for meaning - Encourage the emergence of action groups post-evening
- 117. LEAN CANVAS PART 3 What existing alternative solutions exist? Why would customers switch from another solution? How much does it cost to make your product / provide your solution? What costs do you need to incur to do so? How will you charge for your product / service? If not charging the user, how will you fund your entire operations? Insert text here Insert text here Insert text here
- 120. LEANCANVAS RECAP Conducted by Andries De Vos 500 Startups Mentor
- 121. #1 jobs-to-be-done #2 problem-solution #3 distribution #4 cost & funding Bring all your ideas & assumptions together into a 1-page Lean Canvas
- 122. Green School (Bali, South Africa, NZ, MX) https://www.greenschool.org/ Community of schools educating the next generation of globally conscious, locally-rooted changemakers. How? - IB-curriculum with experiential learning and focus on nurturing responsible change makers - Sustainability agenda - 30% local, 70% int’l students (their fees pay for locals) - Franchise model?
- 123. 1 1 1 2 3 3 Lean Canvas: Green School Example ● Viral, Parent word-of-mouth ● Press, TED Talks, celebrity endorsements Schools don’t focus on preparing 21st Century change makers ● Green Campus XP ● Global-Local community ● Next Gen School Curriculum ● Global kids ● Neighborhood kids near campus ● “Green Elite” ● Global teacher corps ● Large stunning nature-inspired campuses ● Global brand ● IB certification ● Sponsor local kids schooling ● International school fees ● Donors and philantrophists ● Franchise schooling model - TBC ● Other brand & content assets - TBC
- 124. 1 1 1 1 1,2,3 2 3 3 3 Download Lean Canvas PDF: https://s3.amazonaws.com/leanst ack/v4/Lean-Canvas.pdf
- 125. What’s next? ● Complete your full Lean Canvas and update it regularly with new insights ● Complete your 14-day plan and set key milestones as a team, and assign owners for each Suggested actions: ● Interview 10-20 prospective customers, channel partners and funders to validate your assumptions ● Reach out to ministries to validate their support
- 126. Insert Milestone Insert description YOUR NEXT 14 DAYS Insert Owner Insert Milestone Insert description Insert Owner Insert Milestone Insert description Insert Milestone Insert description Insert Owner Insert Owner Due Date Due Date Due Date Due Date
- 129. Thankyou!
- 130. Wrappingup Every team has to submit your project description through your team leader before you leave the session today. https://tinyurl.com/YACprojectdescription
- 132. Grouppicture
- 133. Thankyou! Submit your project description. https://tinyurl.com/YACprojectdescription