“Lean Startup, or Business Model Design, or Design Thinking?” is the Wrong Question
In order to achieve breakthrough innovation, you shouldn’t be limiting yourself to any one of these frameworks, but rather using all three…and possibly more.
The bigger context
You don’t get a gold star for following process, but achieving results — specifically, business model results.
What is a business model?
A business model describes 3 things: value creation, value delivery, and value capture. All three relate to customers. Therefore, customer-centricity also needs to be at the core of how you define, measure, and communicate progress.
Facets of a working business model
IDEO helped codify three facets for measuring a working business model:
The intersection of these three circles (desirability, viability, and feasibility) defines the sweet spot of innovation. But getting there usually requires a multi-framework approach.
Think framework of frameworks
While each of the frameworks above overlap, each has a specific superpower that tends to stands out above the others.
So at LEANSTACK, we decided to curate these superpowers into a new framework of frameworks: The Continuous Innovation Framework.
Frameworks vs Methodologies
The Continuous Innovation Framework is very much a framework — not a methodology. Frameworks by definition are loose scaffolding that provides structure, guidelines, and playbooks versus prescriptive processes found in methodologies.
In other words, frameworks differentiate between principles and tactics — while providing both.
Principles guide what you do.
Tactics show you how.
In the interest of serving the bigger context, tactics that reach their natural end of life should be promptly replaced with newer/better ones.
Principles are permanent, while tactics are ephemeral.
In our work, you’ll find many examples of tactics (like Problem Interviews) that we constantly replace with newer/better ones (like Problem Discovery).
Why “Continuous” Innovation?
As opposed to stop and go innovation, continuous innovation is a mindset of constantly challenging the status quo — even if you currently are the status quo.
Every company needs to simultaneously optimize their existing business model (sustain) and search for the next evolution of the business model (disrupt).
A key tenet for doing this well and succeeding in the new world is speed. Speed of learning is the new unfair advantage. And companies that continuously outlearn their competition win.
Much like failing becomes learning when you’re going fast, innovation becomes continuous.
A brief history of the Continuous Innovation Framework
The early scaffolding for the Continuous Innovation Framework was described in my first book: Running Lean. This is when I first stumbled into the 3-step meta-process: Model-Prioritize-Test.
Over the years, while this meta-process has stayed the same, many more models (Customer Factory Blueprint, Customer Forces Canvas, Traction Roadmap), prioritization tools, and testing techniques have been developed in response to chasing yet more questions:
- How do you size business models?
- How do you define traction and measure product/market fit?
- How do avoid your own biases during problem interviews?
- How do you prioritize riskiest assumptions?
- How do you manage innovation/idea portfolios?
Continuous Innovation Framework 1.0 — March 9, 2012
- Running Lean Meta-Process
- Lean Canvas
Continuous Innovation Framework 2.0 — June 14, 2016
- GOLEAN Meta-process
- Customer Factory Blueprint
- Traction Roadmap
- LEAN Sprints
Continuous Innovation Framework 3.0 — June 7, 2018
- The Innovator’s Gift
- Customer Forces Canvas
‘Toto, I’ve a feeling we’re not in Kansas anymore.’
- Dorothy, The Wizard of Oz
Yes, we’ve come a long way from capturing your idea on a 1-page Lean Canvas. Stay tuned for more…