CASE STUDY
More than 30 key personnel followed an integrated process spanning idea exploration, customer validation, MVP planning, and business model optimization over approximately 2.5 months.
Client Situation
For key personnel tasked with creating new growth opportunities, generating more ideas was not enough. They needed a shared process to re-examine industry assumptions and customer problems, then use hypotheses and experiments to develop business models and strategies that executives could evaluate.
Transformation Design
Over approximately 2.5 months, The Innovation Lab connected special lectures, workshops, and team coaching in stages. In the first half, participants explored opportunities and designed customer hypotheses, differentiated solutions, and experiments. In the second half, they incorporated customer validation results into MVPs and business model candidates, developing them through financial feasibility, market positioning, and the final presentation.
Changes in Decisions and Actions
Participants moved beyond explaining internal ideas and experienced a process of forming customer hypotheses and revising products and business models based on validation results. Idea discovery, customer validation, MVP planning, and business model evaluation were aligned as one execution process leading to the next decision, rather than as separate activities.
Key Proof
- More than 30 key personnel participated
- Special lectures + workshops + team coaching over approximately 2.5 months
- A staged progression from customer hypotheses and experiments to MVP and business model evaluation and the final presentation