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Nick boucart   lean startups

Nick boucart lean startups






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  • … developing solutions that cannot be specified entirely upfront… delivering customer value… involving a customer in software development… (iterative) product delivery - you build good products!
  • “I think GeoCities was the first proof that you could have something really popular and still not make any money on the internet”Webvan: Poster child of premature scaling Grocery business has razor-thin margins to begin with, it was never able to attract enough customers to justify its spending spree
  • What do you need for a successful business?
  • On LeanKanbanwe can ask the audience, and show filed by field. On XP Day we will do the workshop, and then ask each group and also show what we got.
  • What are the major risks?
  • Notsureaboutthisslide
  • Good for very early feedback, or choosing between alternativesMention measuring already
  • This experimentation approach does not stop when the product is finally deployed to users. You treat your feature/improvement ideas as hypotheses. You build them (or a minimal version that will allow you to learn) and deply as fast as possible. Agile practices are essential. You have to be able to iterate quickly and respond rapidly to customer feedback. Then you measure. You measure behaviour your feature was supposed to promote (e.g. whether email notifications bring customers back to the product), and monitor metrics that are relevant for your business. You also solicit feedback from your customers: both online, and face to face (e.g. usability tests). Pivoting at this later stage may mean simply rolling back the change (if it proves to have adverse – or even zero – effect). If you encountered a problem, you want to make sure you are dealing with it systemically, therefore root-causing (e.g. using 5Y). This practice can be also integrated with retrospects.

Nick boucart   lean startups Nick boucart lean startups Presentation Transcript