Example data. Fieldnote is a fictional company used to fill all 61 boards, so the examples tell one consistent story.
Post-PMF Fieldnote at 1.1 M€ ARR. Élise, Karim, Nadia and the finance lead decide where the next hire goes.
What the team took away
Finance saw that the under-5-technician segment costs more in support than it pays; sales stopped targeting it.
How to run it
Preparation
Get finance in the room, or at least someone who can say what a customer actually costs and brings. The canvas without numbers is a drawing.
Send the nine-block definitions and one filled example from another company two days before. Half the room has never done one.
Print the current P&L lines and the top 5 customers by revenue; paste them next to Revenue streams and Customer segments.
Block three hours with a real break at 90 minutes. Tired people fill Key partners with everyone they know.
Agenda
40 min
Segments and value Start on the right. Name the 2 to 4 segments that pay, with the share of revenue each brings. For each, the value proposition in the customer's words, not yours.
30 min
Channels and relationships How does each segment discover, buy, and get served today? Mark which channel brings the most revenue and which costs the most to run.
20 min
Revenue streams One sticky per way money comes in, with the pricing model and last year's amount. Sum it. If it does not match the P&L, find the missing stream.
10 min
Break Real break, off the board.
40 min
Activities, resources, partners Left side. Only what is needed to deliver the value on the right. Ask for each item 'if it disappeared tomorrow, which segment would notice?'. Delete the ones nobody would.
40 min
Cost structure and weak spots Top 5 costs with amounts. Then everyone puts a red dot on the block they trust least. The three most dotted blocks get a next step and an owner.
Pitfalls
Filling left to right leads to a canvas about what you do, not why customers pay. Always start with segments and value.
Key partners is not your supplier list. Keep only partners whose failure would stop delivery.
A canvas with no amounts on Revenue and Costs cannot support a decision. Rough numbers written in are better than precise numbers in someone's head.
Afterwards
The canvas becomes the reference for leadership planning and the input for Three Horizons or OKRs. Red-dotted blocks become questions for the next Metrics review or a Positioning map.