T H E U N I T E E X P O N E N T I A L G R O W T H C A N VA S
DRIVERS
Business Intentions & Objectives
EXPONENTIAL THINKING & MINDSET
› Do you truely want to go for 10x growth?
› Are you ready to think outside of the box?
› Can we turn our organization upside down and reinvent ourselves?
UNFAIR ADVANTAGE OPER ATING MODEL
Points of Differentiation Value Chain
› Are we operating in a blue ocean? A LG O R I T H M S
› How are we leveraging existing strengths › What can we automate so that our costs do not
(assets and capabilities, both inside the firm increase proportionally with output?
and customer-facing) › What labor/activities/tasks can we automate?
to support our differentiation? › How can we leverage/use that data?
› Is this source of differentiation long-lasting DA S H B OA R D S
and difficult to buy or copy? › What real-time data do we need to track/measure?
› What can we do to improve our differentiation
and unfair advantage?
› Which systems will measure that data?
› How can we leverage / use that data?
L E V E R AG E D A S S E T S
› Is there spare capacity lying around which we could
re-purpose?
Key Resources
EXPERIMENTATION A LG O R I T H M S
› Which algorithm/systems/platforms are we going
to use to process/leverage the information we have?
› Can we build an API that connects our systems with
› What do we want to learn, and what experiments
the community?
can we run to test it efficiently?
› How will we measure the success of the L E V E R AG E D A S S E T S
› How can we leverage existing strengths
experiments?
› How can we encourage experimentation within (assets & capabilities, both internal to the firm as well
the organization? as customer-facing) to support our differentiation?
› Can we leverage assets that other organisations own?
Key Partners
L E V E R AG E D A S S E T S
› What processes are non-core?
Which processes can we outsource?
› Can we offer somebody else a platform and make him pay?
COST MODEL
Cost Model
L E V E R AG E D A S S E T S
› What fixed costs can we move off the balance sheet through renting things
when we need them?
People & Structure
A U TO N O M Y
› How can we reduce decision delay and approval
chains?
› How can we avoid too much management and allow
the team to grow?
› Is there an organizational framework/tool we can
leverage (OKR, Holacracy, etc.)?
T H E U N I T E I N N OVAT I O N & T R A N S F O R M AT I O N M O D E L S digitalleadership.com/UNITE
This work is licensed under the Creative Commons Attribution 4.0 International (CC BY-SA 4.0) license.
Designed by: Digital Leadership AG – digitalleadership.com. Inspired by the book Exponential Organisations.
Massive Transformative Purpose
› Why does the organization exist?
› What is the purpose of the organization?
› What is the target of the organization?
› Can kids and grandparents understand our purpose?
VALUE MODEL EXPERIENCE MODEL CUSTOMERS
Value Proposition Brand Customer Segments
ALGORITHMS L E V E R AG E D A S S E T S C R E AT I N G N E W R E AC H
› Out of which of our assets could we build new › Can we leverage somebody else‘s brand and reach? › Who are we creating value for?
business? Which segments and representative personas?
› Who are our most important customers?
› Who is the final user that is going to use our
products and services?
› Who will our early adopters be?
› What niche can we dominate in a short period
Product System Customer Relationships of time?
E CO S Y S T E M T H I N K I N G & -Engagement › How can we internationalize quickly and at scale?
› Can we create a product ecosystem or even a CO M M U N I T Y & C R O W D
complete ecosystem innovation? › Is there an existing community we can leverage?
› Can we create a marketplace to drive growth? › How will we turn a community into a group of
› Can we integrate into existing ecosystems in order advocates?
to acquire customers?
› How will we create value for our community?
› How can the community create value for our product?
ALGORITHMS
› How will we leverage social technology to improve Jobs-to-be-Done
communication with our customers?
N E W U N D E R S TA N D I N G O F C U S TO M E R N E E D S
› What key functional jobs do our customers have?
› What other important psychological needs do
our customers have?
SERVICE MODEL Channels › What additional, more detailed or complementary
S Y S T E M S O F E N G AG E M E N T jobs do our customers have?
Service Model › What contests/promotions can be created to
S Y S T E M S O F E N G AG E M E N T increase customer acquisition?
› How can we make our product/service self-service? › How can we leverage gamification to improve
our products and services?
› How can you make people use your product
every day?
› How can we get customers starting to
recommend us?
REVENUE MODEL
Revenue Model
L E V E R AG E D A S S E T S
› Which of our assets can we rent out to third parties?
TEAM
ALGORITHMS
› How will we leverage social technology to improve
Values & Culture
communication (within our team)? › What values do we pursue?
› How do we interact with each other and with
S TA F F O N D E M A N D
customers?
› Can we build a cloud of external “employees”?
› How do we ensure that we have the best people for each task?
› How can we identify and hire the best people?
› How can we structure compensation to incentivize the culture
we seek?