Page 112 - Transforming an Idea Into a Business with Design Thinking

S tage 3: Craft Business to Know Viability ◾ 91

Using the appropriate colored sticky notes, write the jobs your solution
will help the user to finish, the goals your solution will help the user to
achieve and the vision your solution will help the user to realize. Paste these
sticky notes in the inner circle.

3-minute Self-brainstorm for Each Job, Goal and Vision
Selecting each job, goal or vision from the inner circle, give the team three
minutes to write down how the solution helps the user hit the target better,
cheaper, faster or easier. Make sure that you use the same color sticky note
as the job, goal or vision. It will be helpful to review the use case step your
team would have done earlier as well.

After each round, ask the team members to come and paste the sticky
notes on the appropriate quadrant of the value proposition map.

Team Brainstorm
Once all the ideas are up on the wall, review them within the team, discuss
the value propositions and clarify understanding. You’ll see themes emerg-
ing across the four quadrants. Cluster the related sticky notes into themes to
clearly see your solution’s value proposition for your customers.

5.2.3.1 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.

5.2.3.2 Review Prior Steps

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

5.3 Step 15: Business Model

As mentioned earlier, the business model is the most crucial and perhaps
the most difficult part of designing a business. It involves all aspects of
the business, from customers to operations to partners to funding and rev-
enues. There have been numerous frameworks that have gained popularity
over the last several decades. These frameworks range in complexity from
highly sophisticated analytical models to basic napkin-sized versions for