Describing Your Business with the Business Canvas

Do you find you need to explain you business quickly? Or that you need to understand various internal choices or external environment impacts on what you do or how you may need to adjust?

A business canvas can be really useful for answering these questions. In this talk, I'll describe how I used a business canvas to represent the business model for the Environmental Protection Agency's Office of Pesticide Programs. By doing some logical analysis on current industry trends, I'll discuss how a colleague and I were able to develop a likely forecast of events (that proved true) that decreased the amount of registration fees we would collect. This change had a direct impact on the organization in terms of funds needed for people, systems, and analytical research.

Learn how a business canvas can help you!

 
1 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

This session will present the following:

What is a business canvas? (~7 min)

  • what are the areas of a business canvas
  • an example from EPA/OPP

How can you extract meaning from it once it is developed? (~3 min)

  • what can you do with these area and how might a change in one affect another
  • an example of looking to serve a new customer at EPA/OPP

What kind of impacts can you assess? (~7 min)

  • what kinds of analysis can you do
  • how might you conduct these
  • how understanding the economic downturn impacted EPA/OPP

Q&A (remaining time)

Learning Outcome

Learn how to use a business model to -

  • quickly describe your organization
  • where changes in one part of your organization can impact another
  • how you can use your business canvas to understand potential external impacts

Target Audience

Executives, Business Management staff, and Product Managers

Prerequisite

None

schedule Submitted 1 week ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Trent Hone
    keyboard_arrow_down

    Trent Hone - Systems for Learning - Lessons from the Trimble Software Framework

    20 mins
    Keynote
    Executive

    Organizational agility requires more than “scaling.” It requires deliberately finding the balance between exploring new, innovative ideas and exploiting proven ones. Agile software techniques can enable individual teams to find this balance, but few established patterns exist for harnessing it at an organizational level.

    One successful model is the Trimble Software Framework (TSF), introduced by Trimble Navigation in the early 2010s. Borrowing from Agile, Lean, the Capability Maturity Model Integration (CMMI), and other proven methods, the TSF provided effective feedback to Trimble’s diverse collection of software teams on the effectiveness of their approaches. Where the TSF differed from other models was in its respect for variability.

    The other authors of the TSF and I recognized that by promoting continuous improvement without dictating the path it should take, software teams would be free to experiment with new methods and explore new patterns. This increased overall organizational agility as teams tailored known good practices to their specific contexts and developed new ones. The TSF became a feedback loop that enabled software teams throughout the organization to learn from one another and constantly improve. Come hear how this was done, what we learned along the way, and how we used variability to permit a more effective balance of exploration and exploitation.

  • Liked Jaap Dekkinga,
    keyboard_arrow_down

    Jaap Dekkinga, - Stakeholder involvement (sub title: How do I involve my stakeholders best in an Agile environment?)

    Jaap Dekkinga,
    Jaap Dekkinga,
    Agile coach
    Excella
    schedule 2 weeks ago
    Sold Out!
    20 mins
    Keynote
    Executive

    One of the struggles I have seen when organizations transition to Agile in relation to the Agile principle "Customer Collaboration Over Contract Negotiation" is: When and how do I involve the right customer.

    Goal of this presentation:

    • Provide tools on how to involve different types of stakeholders
    • Tool to identify different types of stakeholders

    In the presentation I will explain the 2 step process of:

    • Step 1: map out the players for a value stream, product, or feature(set) in a simple 2x2 Stakeholders Matrix (influence/power and interest)
    • Step 2: Learn about the tools and techniques to involve players in each quadrant based on their specific strength or opportunity