🇺🇸 My favorite TED Talk


As a child, I dreamed of being an astronaut, a rock star, a firefighter. I also dreamed of being an engineer (even though I did not know they were called engineers at that time) to create a flying car that would fly based on magnetism (should I have followed that way?) And, umm, an archaeologist. It made no sense to study archeology in Brazil at that time – since there was only one program in the Northeast of the country, far from home – but I was passionate about the history of early civilizations. I still am, actually. But archeology would not lead me to make money, since the only way to work in this area in Brazil would be to become a teacher. And I definitely did not want this for my life.

Ah, life, you’re a joker… 😂

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The Business Idea Canvas (BIC) – EN


Over the course of about 15 years between consulting and academic life, I have been working – and teaching – with new business projects, many of them innovative. In the meantime, I used the traditional Business Plan, then the Business Model Canvas, which I met in 2010, and since then I have used several other tools, such as Empathy Map (which is already in version 6.0), Value Proposition Canvas (which was called Customer-Value Canvas in its early versions), Lean Canvas (one of the first variants of BMC); BASE Board (one of my favorite tools) and many others – I’m going to make a post soon just about it – in addition to various strategies and methodologies – like Silly Cow Challenge, for creativity; Wall of Ideas (which I work in a different way from the one presented in Design a Better Business); Battle of Concepts; Buy a Feature; Co-creation; Storytelling; Pitch; and others.

There is no such thing as a perfect tool in business. The ideal, in fact, is a combination of tools and strategies, tailoring them to every reality (training, real work, consulting) and the target audience. At least that’s what I’ve done.

I’ve also been testing some other possibilities and strategies, as well as drawing some tools. The Battle of Concepts, for example, is one of the techniques that brings better results when working with different groups in the classroom to provide a quality leap in project ideas.

But it was Problems & Solutions, another activity I drew that gave rise to my first public tool in 2017: The Business Idea Canvas (actually, it’s not the first – before that, there are already 2 versions of Cut the Crap Canvas, but I still do not consider it in point to share).

The Business Idea Canvas v 1.0

The tool aims to be one of the first stages of the process of ideation, while doing a check on the problem that is being worked on. I understand that, often, the “problem” to be solved is not, in fact, a problem. I.e.: a recent project that would function as a platform to find friends to play football. This is not a problem – at least in Brazil lol. Usually, the real problem is to make it a priority so that there is room in the agenda for this practice.

In other cases, there is a complete misunderstanding of what the problem really is. Ex: heavy traffic in a big city is not the problem itself, but the result of some other problems (living far away, for example, or a poor transport infrastructure). It can also be the cause of various problems, such as being late for work or some commitment.

There is still a third situation, when it is expected that a particular public wants a solution that, in fact, they do not want. Ex: queues to enter a nightclub are actually attractive to a nightclub, so the owner would not have much interest in solving it. Seeking to deal with situations such as these, in this context, that The Business Idea Canvas was born.

The Tool

You can start working from the idea (Proposed Solution, central block) or Problem (first block from the left). Personally, I believe it makes more sense to deal with the problem, but there is no restriction on that.


This initial block should explain and specify what problem you are trying to solve. Assuming value creation comes from solving some kind of problem, it seems reasonable to start designing the solution from that point on. The definition of the problem may arise from observation or from the data collected on the Empathy Map, which may work together with the BIC.

Thus, this block seeks to understand what is, in fact, the problem: its causes, origins, effects, implications.


The delineation of the affected public can also be obtained in conjunction with the Empathy Map.

Thus, it is important to know who is directly affected by the problem and in what way. How many are these people? Where are they?


From this block, the Empathy Map no longer helps us and we need to delve deeper into the problem to understand some of its nuances. Besides those directly affected, who else suffers the impact of this problem? Relatives, friends, other stakeholders? This information can help us determine sales strategies, communications, and more clearly define what should be central to the solution and what is secondary but important.


Vampires are usually ignored people when designing a solution proposal, but they are able to undermine the chances of business success. They are those stakeholders who, somehow, benefit from the existence of the problem, as in the case of the dance club queue. So, is it important to know who benefits from the existence of this problem and possibly act against the solution?

I think this is a big blind spot in most of the initial business modeling and building tools.


Nowadays, it is difficult to say that a problem is not solved, partially solved or even treated in a palliative way. It is virtually certain that currently this issue is resolved in some way, although palliative way. I.e .: Someone who suffers from flooding probably installed a gate to function as a deck in front of the house; or another case, an incurable disease whose symptoms are treated with a cocktail of remedies.

It is very unlikely that anything has even been attempted to solve the identified problem. So how do affected people deal with this problem today?


The current solution, even if it is palliative, represents some kind of cost to the affected public. How much does it currently cost to solve – or at least threaten – this problem?

It is necessary to take into account that the client, when considering adopting the proposed solution, will compare it against the current alternatives in terms of costs and offered benefits. This relationship needs to be positive in some way so the customer may consider your proposal.


The last two blocks outside the central block will give the first clues about the proposed solution.

In the TREND block, the business analyst should point out to which trend (global, local, social, technological) this problem (and a possible solution) belongs. This indicator will be important when assessing the future potential of the business idea.

In turn, the PATTERN block is directly related to the solution that will be proposed (and, therefore, can be filled after the proposal). This block relates to which business pattern, which archetype of business model known to this proposal aligns. It serves to facilitate the understanding of the solution proposed from an analogy of a known model. I.: the Uber of the painters of house; the professions Tinder; the AirBnB of the boats.


The solution block is the most important and will provide the basis for migrating the work to tools more focused on Business Models (such as BMC, BASE Board, Lean Canvas, etc.), but it can only be built after a clear understanding of the problem, its costs, those affected by the problem, and those who benefit from it. After this understanding, the business analyst or the entrepreneur can begin to propose a solution that is appropriate to the problem.

Once the solution (or solutions) is proposed, the tool allows to indicate the level of the proposed innovation (DISRUPTIVE or INCREMENTAL) and the focus of this innovation (PRODUCT, PROCESS, MARKET and/or BUSINESS MODEL). These elements will also facilitate understanding of the technical and market feasibility of the solution.


The tool aims to be one of the first steps in the process of ideation, while taking a deeper approach to the problem being worked on. It is not a tool for building business models, although it is a very useful support tool in the early stages of construction. In addition, because it is part of an iterative process, one can go back to it and reconfigure the proposal according to the progress of the project and as new relevant data emerge in the context of the innovation in question.

In order to facilitate the understanding, I set up a commented example of the application of the tool in this post.

You can download the tool for free here (color) or here (B&W). Just be aware of the Creative Commons license granted.

This is the first public version of this tool and I would be very happy to receive feedback on the application of the tool in other contexts and practical cases.

PS: The Battle of Concepts, Problems & Solutions, Wall of Ideas tools and methods cited in this text, and other strategies I use for designing innovative businesses will be presented over the coming weeks. 

Diários de Viagem – Coletânea no Youtube


Fala, galera!

Aproveitando que os motores ainda estão esquentando, montei uma playlist com os vídeos de meus diários de viagem desde 2009, quando fiz a primeira viagem para o EGOS, em Barcelona. De lá pra cá, foram mais alguns EGOS e um IAM.

2010 em Lisboa, 2012 em Helsinque, 2013 em Montreal, 2014 em Rotterdam e 2015 em Santiago (IAM). Esses 3 últimos estão sem os vídeos, então vou subindo ao longo desse mês e já incluo na playlist.

Sim, todas as viagens ao exterior foram, a princípio, para apresentação de trabalhos de pesquisa. Alguns com financiamento da FGV (a quem muito agradeço) e outras com recursos próprios. É uma parte interessante da vida acadêmica: poder debater com pares do mundo inteiro sobre pesquisas, idéiase e novas possibilidades. Principalmente nas primeiras viagens, que fui sozinho, acabei fazendo diários de viagem mais completos, com mais vídeos e textos.

Diário de Viagem – Onde mais gostei

Barcelona, certamente, virou minha pequena paixão. E, como uma paixão, é bem difícil explicar suas razões. O clima, a história, arquitetura, atrações, o fato de ter assistido a final da Copa do Mundo 2010 junto com milhares de catalões na Praça da Espanha (hehehe). Roma também é apaixonante, com sua história exalada em cada esquina. A caótica Amsterdam também merece destaque, mas nesse ponto em específico, me lembrou bastante de São Paulo, então perdeu posições, rs.

Diário de Viagem – O que não gostei nada

Bruxelas foi a cidade que não deixou saudades. Apesar de achar que ainda merece uma segunda chance, não está na minha lista de prioridades. Já me falaram que fui para o país certo, mas na cidade errada, que deveria ter ido para Bruges. Pode ser… mas, por hora, não é o destino dos sonhos.

Bom, veja os vídeos e me diga o que acha. Quais as histórias que você traz de suas próprias viagens?

Um novo endereço


Caros, a partir desta sexta-feira este blog estará hospedado num novo endereço.  Esse 1 ano hospedado no WordPress foi muito bom para aprender mais da ferramenta, isso vale para mim e para vocês. Desde o post de 24 de Agosto, estamos juntos aqui lendo notícias, dicas, aprendendo e isso não para aqui.

A partir de hoje, o Blog do Prof. Sergio.Jr ficará num host próprio, utilizando a mesma ferramenta WordPress, mas agora no endereço http://professor.sergiojr.info. Mesmo relacionamento, mesmo teor, mesmo conteúdo, mais praticidade e flexibilidade. Sem falar de um lay-out mais bonito e moderno.

Para quem assina a lista de recebimento de e-mail, não muda nada, passará a receber os novos posts normalmente. Para quem assina RSS, sugiro pegar o endereço no novo blog.

Aguardo vocês lá!

Prof. Sergio.Jr