1. Lean Change Molecule Person Problem Solution Describe the person this product/project is for: Describe the problem the person has: ONE sentence only about your solution: PROJECT NAME DATE

2. Lean Change Riskiest Assumption TESTING NOW 2 NEXT UP 3 LATER PROJECT NAME DATE 4 Leap of Faith Assumptions Remember to think about Commercial assumptions Value assumptions Customer assumptions Technical assumptions

3. Lean Change Experiment (Redo) We believe that… LEAP OF FAITH ASSUMPTION To get that evidence, we will do/make… MVP EXPERIMENT COST TIMEBUDGET LEARNING METRIC We will know the assumption is true if… PROJECT NAME DATE PIVOT OR PERSEVERE MEETING DATE

4. Lean Change REMOVED MIGHT DOMUST DO PROJECT NAME DATE MVP Features (Less essential to the Learning Goal) (Important but harder)(Important AND easier)

5. Lean Change ants)? The Lean Change Canvas Designed for: Lean Startups for Social Change Designed by: Michel Gelobter On M : ay dd 2 /m 6 m, / 2 yy 0 yy 14 Iteration # v1.1 PartnersKey Activities What Key Activities do our Value Propositions require? Our Channels? Our Relationships? Our Revenue streams? Value PropositionsRelationships Targets Who are Key Partners or suppliers? What activities do they perform? Which resources do they provide? What problems are we helping to solve? What value are we creating, for the world, for our funders, for our targets? What is the bundle of products and services we are offering to each target? What needs are we What type of relationship does each type of target and partner expect us to establish and maintain with them? Which relationships do we already have, and what role do these relationships play in our theory of change? How much do these relationships cost? Who are the most important people we are serving or creating value for (include funders here)? What types of people are we serving and interacting with? Key Resources What Key Resources do our Value Propositions require? Our Channels? Our Relationships? Our Revenue streams? satisfying for whom? Channels/Pathways What are the channels we will use to reach our targets? How do we reach them now? How many channels are there and how do they work together? Which ones are most effective? How are we integrating them with our targets’ routines? Expense Structure What are the most important costs inherent in our operating model? Which Key Resources are most expensive? Which Key Activities are most expensive? Revenue Streams How will this work be funded (sales/fee-for-service, donations, gr How much will each funding stream contribute? What will each potential funder be willing to pay for/contribute to? What do prospective funders currently pay for/contribute to? How are they currently paying/contributing? How would they prefer to pay? Licensed under c reative commons Adapted from Strategyzer.comreative commons Lean Change

6. Project Validation Planner Your Project Name Your Name