Lean Business Canvas

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Lean Business Canvas

Lean Business Canvas

Approach Lean Business Canvas

As with the classic Business Model Canvas, 9 topic areas that span a business model are also processed here. Using questions and examples, founders in particular can create their concept with little effort.

The topics are divided into three main areas:

  1. The target customers, their problems and possible solutions
  2. The market differentiation of the initiative
  3. The financial conditions

In this way, a business model can be developed on three ConWISE boards.

Description of the Lean Business Canvas

Many innovators and founders ask themselves how they can find out whether their idea will work before they invest a lot of time and effort in formulating a business plan. One possibility is to create a short and precise business model. The classic Business Model Canvas developed by Alexander Osterwalder (background here) is well suited to clearly depict an existing and functioning company on one page, but it is not pragmatic enough to present a business idea in the early stages.

Ash Maurya modified Osterwalder’s model to the effect that business ideas can be put to a test even before a company is founded. For this purpose, he exchanged certain building blocks of the business model and replaced them with those that have a high relevance especially for start-ups in the early days. This gave rise to the approach of a Lean Business Canvas presented here.

Thematic classification

Strategy development

Advanced methods

New Leadership Skills Assessment

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New Leadership Skills Assessment

Procedure for the New Leadership Skills Assessment

The New Leadership Skills Assessment consists of 8 competency areas. Each field of competence is processed in 2 steps:

  1. Assessment of current skills using a scale.
  2. Determine focus areas to strive for improvement in

As a result, you will receive a personal competence profile with a summary of the areas for improvement.

The procedure is suitable as a self-assessment, or you ask third parties to assess you and thus obtain independent feedback.

Description of the New Leadership Skills Assessment

The New Leadership Skills Assessment is based on various studies on future requirements in the world of work (including McKinsey Skills of the Future). The majority assumes that tomorrow’s work will be characterised by increasing digitalisation and the use of artificial intelligence (AI). In addition, managers will also have to find their way in a hybrid working world. Employees work both in the office and from home at times. This requires special and partly new competences from managers. These competences have been divided into 8 competence fields:

Thematic classification

Self-assessment or third-party feedback method

Limits of Application

As with any self-assessment, the result depends on personal reflection. The more honest you are with yourself, the more you can take away from it. In order to reduce complexity, the scale was divided into 4 fields with the help of which the assessment is made. On the one hand, this may be inaccurate, but on the other hand it helps to avoid different interpretations.

Advanced methods

Objectives & Key Results (OKR-Method)

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Objectives & Key Results (OKR-Method)

Objectives & Key Results (OKR method) at a glance

Procedure for the OKR method

  1. First, you determine for whom (company, department, team, employee, etc.) and for what period (for a quarter) the OKRs are defined.
  2. You then define five goals.
  3. For each goal, you derive three to five concrete results for goal achievement.
  4. Check the achievement of the goals at regular intervals. To do this, look at the concrete results. This is done with the help of measurable scales or concrete quantitative characteristics.

Description of Objectives & Key Results

Objectives and Key Results (OKR) is a management method for setting concrete and measurable goals. The methodology was invented and introduced at Intel in the 1970s. The company Google helped her to gain new popularity, where she is used as a key management tool. The idea behind it: a company, but also departments and individual employees set five goals for each quarter. These are stored with no more than four core results (key results) that are necessary to achieve the goal. The achievement of the results and goals is checked at regular intervals (OKR cycles).

This method was developed by John Doerr and Andrew Grove.

Thematic classification

Management tool in agile organizations, among others.

Who benefits from this method?

  • Agile Organizations
  • Corporations
  • Companies
  • Business units
  • Departments
  • Projects
  • Startups

Practical tips

  • You should plan regular reviews in your team. The ConWISE platform allows you to easily check the OKRs.
  • A key benefit of OKRs is that you can break down goals. Starting with the overall goals of companies down to business units and departments. Ultimately, individual goals at employee level can be derived from this. One OKR session can be created on ConWISE for each level.
  • Managers who are new to a company can already show concrete results after a short time. It suits you that employee goals should be limited to 3 months with the OKR method. You can find more about this in our article “First 100 days: 5 tips for managers” .

Limits of Application

Evaluation of the results could also lead to changes in objectives and new actions. This is part of the methodology and supports an agile management approach.