Page 106 - Transforming an Idea Into a Business with Design Thinking

S tage 3: Craft Business to Know Viability ◾ 85

Now ask each team member to think about all the technology trends rel-
evant to your idea (problem and solution) likely to be considered or that will
have an impact beyond the three-year horizon. Give five minutes to the team.

Team Brainstorm
Ask team members to come to the whiteboard one by one and paste their
sticky notes in the relevant technology section. Also discuss whether the trend
is to be considered for the near-term horizon (less than three years) or longer
term horizon (beyond three years). As each team member pastes each sticky
note on the wall, ask them to explain how it impacts your idea. Encourage
discussion to ensure all ideas are captured and discussed. You can expect to
have some difference of opinion around the horizon (within three years or
beyond) in which the particular trend would impact the business model.

Complete the Business Context Map
Repeat the self-brainstorming and team brainstorming steps for all the other
dimensions of the business context map.

◾◾ Business Model
◾◾ Competition
◾◾ Industry
◾◾ Macroeconomic
◾◾ Others

5.1.3.1 Document Assumptions

After the session, the session lead should ask the team to write down all the
assumptions made and record those assumptions in assumptions template in
Chapter 6.

5.1.3.2 Review Prior Steps

Review the prior steps and adjust as needed with the consensus of the team.

5.2 Step 14: Value Proposition

The core of the business model is the value proposition of your solution
to the customer. To be able to understand how your solution capabilities