Canvas collection I - A list of visual templates - Andi Roberts. I have been using in my coaching, facilitation and training work,the very well known Business Model Canvas from the best selling book Business Model Generation, pretty much since it came out. Off the back of that, I got involved in the crowd sourced follow up book Business Model You (spot my photo in the contributors section!). More recently I have been using the template from the book Value Proposition Generation, for work around account planning and product / service innovation. Overall using canvasses is a good thing, but they do have their downsides: Since working with these, I have seen quite a few different canvas variations pop up. Here is a non definitive list of canvasses I have come across. PLEASE NOTE: I am curating these canvases into a single location, but do not hold the copyright – For further use of the images / canvases, please read the license that goes with them.
Be aware that some links may now be dead as it is a while since I created this. SaveSaveSaveSave SaveSave. The Situation-Behavior-Impact-Feedback Tool. © iStockphotosankai Use this tool to help people grow. Imagine that you recently gave some feedback to a member of your team. You told him that his meeting agendas looked great, but he needed to improve his presentation skills. You follow up a few weeks later to find out why he hasn't made any changes. The Situation – Behavior – Impact (SBI) Feedback tool helps you to deliver more effective feedback.
About the Tool Developed by The Center for Creative Leadership, the SBI Feedback Tool outlines a simple structure that you can use to give feedback: Situation. When you structure feedback in this way, your people will understand precisely what you are commenting on and why. The tool also helps you to avoid making assumptions that could upset the other person and damage your relationship with him or her.
Applying the Tool Let's look at each part of the SBI Feedback tool and discuss how to use it to structure feedback. 1. For example: 2. Get the Free Newsletter Read our Privacy Policy Tip: 3. Next Steps. All About 5 Why. If you’re doing lean, you will encounter people telling you to do “5 Why” everywhere. And the method sounds simple, just ask “Why?” Five times to find the root cause of a problem. However, there is a surprising amount of depth to this, as well as some pitfalls.
Let me elaborate: A Simple Method? The technique of “5 Why” can be found everywhere on the web. The car will not start.Why? This technique is popular in literature, and also with management, at least in theory. The Proper Way to Ask Why What Kind of Problems Can Be Solved with 5 Why? 5 Why is a technique that follows a path rather linear to a single root cause. For example, if your problem is “Our company is not making money!”
As always, before setting out to solve a problem, make sure it is a relevant problem! Once you have the problem defined, think about how to approach the problem. 5 Why may or may not fit all problems. Who Do You Want to Ask? 5 Why can be done with a larger group, one-on-one, or even by yourself. How Many Whys? The Process Audit. This purpose of this article is to describe a framework Hammer refers to as the Process and Enterprise Maturity Model (PEMM). The model emphasizes a whole systems' view where managers think in terms of end-to-end processes rather than activities or functions, and develop process oriented people rather than supervising and rewarding people for focusing on narrow functional goals.
The model includes five process enablers and four enterprise capabilities. The process enablers include: Design - how the process is to be executed, Performers - the knowledge and skills of the people involved, Owner - the senior executive responsible for the process, Infrastructure - the systems that support the process, and Metrics - the measurements used to track the performance of the process. The four enterprise capabilities are: A table based on the process enablers is presented to facilitate an assessment of the maturity of a company's processes (See pp. 116-117). Related articles and summaries: Speed Boat - Innovation Games. Goal: Identify What Customers Don’t Like About Your Product or Service Customers have complaints. And, if you simply ask them to complain, they will. This may be OK, but be careful: the seemingly harmless snowflakes of a few minor problems can quickly become an avalanche of grievances from which you can never recover.
I’ve sat through a few of these “let it all hang out and complain about anything sessions,” and just about everyone leaves the room tired, and frustrated. Think ‘angry mob’ and make certain you know where the exits are located. It doesn’t have to be this way. The Game To collaborate online, click on the Speed Boat image. This metaphorical game can be altered to suit your needs. Why It Works While most customers have complaints, few customers are genuinely “against” you or your product. Many people don’t feel comfortable expressing their frustrations verbally. Speed Boat at Work: Game Spotlight: Transforming Speed Boat. Leanpub. Relationship Management: The Big Picture | Andrew Sobel. Watch Andrew’s Video: The Five Pitfalls of Relationship Management From Expert for Hire to Trusted Partner Competition, commoditization, client sophistication, and transparent markets mean that few services can be truly differentiated in their own right.
Strong, enduring client relationships, therefore, are the lifeblood of most organizations. Long term relationships serve another key function in today’s tumultuous markets: they reduce risk for both clients and service providers. It’s not easy, however, to develop and sustain trusted client relationships. The relationships that most professional firms aspire to build lie in what I call the Northeast Quadrant. These two key dimensions are portrayed on the client development matrix.
A given client relationship can be approximately positioned in the matrix by asking a few simple questions. FIRST: Expert for Hire: This is where most relationships begin. What enables the development of “Northeast Quadrant” client partnerships? Stakeholders Identification and Mapping. Elevator Pitch – Gamestorming. Note: This approach is meant to be pretty flexible- other idea generating and prioritizing techniques may be substituted within the flow to suit the circumstances.
Would like to hear how others approach this challenge. -James Object of Play: What has been a time-proven exercise in product development applies equally well in developing any concept: writing the elevator pitch. Whether developing a service, a company-wide initiative, or just a good idea that merits spreading, a group will benefit from collaborating on what is- and isn’t– in the pitch.
Often this is the hardest thing to do in developing a new idea. An elevator pitch should be short and compelling description of the problem you’re solving, who you solve it for, and one key benefit that distinguishes it from its competitors. Number of Players: Works as well individually as with a small working group How to Play: Going through the exercise involves both a generating and forming phase.
Who is the target customer? Strategy: BAIN Company - Top 10 Management Tools. Here are 100+ Management Models in PowerPoint. Practical Tools & Templates: Choose from 500+ in our Resource Library. [July 28th Webinar] The Truth About Digital Body Language with Scott Brinker Click Here to Grab a Seat! Close Open Jump to Navigation Practical Tools & Templates: Choose from 500+ in our Resource Library Search form Key Topics Follow Us Memberships Total Members Join Today Support <a href=" title="Contact us" target="_blank">Questions?