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Venture Design, Module I at General Assembly (GA SF)

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PLEASE SEE http://bit.ly/alexGAJune

PLEASE SEE http://bit.ly/alexGAJune

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  • 1. Alex Cowan VENTURE DESIGN II ITERATING TO SUCCESS
  • 2. copyright 2014 Cowan Publishing AGENDA Period Deliverables SESSION I: Achieving Customer Relevance Personas Problem Scenarios-Alternatives-Value Propositions Start Business Model Canvas Storyboards Customer Discovery Venture Design II: Iterating to Success Venture Planning- focal hypotheses, experiments, and minimum viable ‘product’ Venture Design III: Focusing & Validating Venture Progress Review of field work, refinements of approach, planning next iterations. Venture Design IV: Engineering Your Business Model Detailing your business model and remaining focal assumptions. Venture Design V: Designing the Right Product Pairing your learnings on personas & hypotheses with high quality, actionable inputs (stories & wireframes) for product development and product validation.
  • 3. VENTURE DESIGN copyright 2014 Cowan Publishing Foundation in Design Thinking Product & Promotion User Stories & Test Cases Business Model Canvas ExperimentLearn Hypothesize Lean Startup- Style Assumptions
  • 4. VENTURE DESIGN copyright 2014 Cowan Publishing ExperimentLearn Hypothesize Lean Startup- Style Assumptions
  • 5. THE FULL STACK PRODUCT PERSON copyright 2014 Cowan Publishing Specialties DESIGN&UX UNIXSYSADMIN RUBY PYTON JAVA PHP ... ENTERPRISESALES ... SEO ANALYTICS ... ... ... Technical Literacy ARCHITECTURE FUNDAMENTALS App. & Platform Integration ROLES & SYSTEMS In a Technical Team Foundation Concepts LEAN DESIGN THINKING CUSTOMER DEV. AGILE SOFTWARE FUNDAMENTALS Model-View- Controller
  • 6. THE FULL STACK PRODUCT PERSON copyright 2014 Cowan Publishing Specialties Technical Literacy Foundation Concepts LEAN
  • 7. THE STARTUP: THEN AND NOW copyright 2014 Cowan Publishing Five Year Plan Then !5,000,000% 0% 5,000,000% 10,000,000% 15,000,000% 20,000,000% 25,000,000% 30,000,000% 35,000,000% 40,000,000% 45,000,000% 2012% 2013% 2014% 2015% 2016% 2017% 2018% 2019% 2020% Revenue% Expense% EBITDA% Lean Management Now 6.a PIVOT experiments disprove hypothesis 01 IDEA! 02 HYPOTHESIS 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATION 05 PIVOT OR PERSEVERE? 6.b PERSEVERE
  • 8. EVIDENCE-BASED INNOVATION & LEAN STARTUP copyright 2014 Cowan Publishing Do I have real evidence from my buyer that this is compelling? 01 IDEA! What are the key assumptions required to make this business work? 02 HYPOTHESIS How do I definitely prove or disprove the assumptions with a minimum of time and effort? 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATIONAm I reacting or am I focused on validating my pivotal assumptions? ‘Pivot or persevere?’
  • 9. EVIDENCE-BASED INNOVATION & LEAN STARTUP Do I have real evidence from my buyer that this is compelling? 01 IDEA!
  • 10. copyright 2014 Cowan Publishing YOUR PRODUCT HYPOTHESIS A certain PERSONA exists… X… and they have a certain PROBLEMS(S) … ? … where they’re currently using certain ALTERNATIVE(S) … ! … and I have a VALUE PROPOSITION that’s better enough than the alternatives to cause the persona to act (purchase, use, etc.).
  • 11. EVIDENCE-BASED INNOVATION & LEAN STARTUP copyright 2014 Cowan Publishing Do I have real evidence from my buyer that this is compelling? 01 IDEA! What are the key assumptions required to make this business work? 02 HYPOTHESIS How do I definitely prove or disprove the assumptions with a minimum of time and effort? 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATIONAm I reacting or am I focused on validating my pivotal assumptions? ‘Pivot or persevere?’
  • 12. EVIDENCE-BASED INNOVATION & LEAN STARTUP What are the key assumptions required to make this business work? 02 HYPOTHESIS How do I definitely prove or disprove the assumptions with a minimum of time and effort? 03 EXPERIMENTAL DESIGN
  • 13. ASSUMPTIONS: ORGANIZED AND PRIORITIZED Priority Key Assumption Needs Proving? Experimentation 1 [A key assumption about the business] [Whether it needs proving [Experiment to prove or disprove] 1 Hiring managers would prefer a lightweight quiz app over calling references and ad hoc probing. Yes * Customer interviews on problem scenario * Value testing through ‘minimum viable product’ 2 Managers want to be able to add their questions as well Yes * Show prototypes with choices * Test in beta Focus on strategic, pivotal assumptions
  • 14. FOCUS AND THE LEAN STARTUP Crossing t’s Dotting i’s Doesn’t matter unless it helps prove (or disprove) your pivotal assumptions
  • 15. FOCUS AND THE LEAN STARTUP Subject all your activities + metrics to that litmus test.
  • 16. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS
  • 17. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS PROBLEM HYPOTHESIS
  • 18. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS PROBLEM HYPOTHESIS VALUE HYPOTHESIS
  • 19. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS PROBLEM HYPOTHESIS VALUE HYPOTHESIS CUSTOMER CREATION HYPOTHESIS
  • 20. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS
  • 21. PERSONA HYPOTHESIS- CHECKLIST Hypothesis Experiment ✔︎ This persona exists (in non-trivial numbers) and you can identify them. - Can you think of 5-10 examples? - Can you set up discovery interviews with them? - Can you connect with them in the market at large? ✔︎ You understand this persona well. - What kind of shoes do they wear? - Are you hearing, seeing the same things across your discovery interviews? ✔︎ Do you understand what they Think in your area of interest? - What do you they mention as important? Difficult? Rewarding? - Do they see the work (or habit) as you do? - What would they like to do better? To be better? ✔︎ Do you understand what they See in your area of interest? - Where do they get their information? Peers? Publications? - How do they decide what’s OK? What’s aspirational? ✔︎ How do they Feel about your area of interest? - What are their triggers for this area? Motivations? - What rewards do they seek? How do they view past actions? ✔︎ Do you understand what they Do in your area of interest? - What do you actually observe them doing? - How can you directly or indirectly validate that’s what they do?
  • 22. PERSONA HYPOTHESIS- OUTPUTS & PIVOTS Common Pivots 1) Re-segmentation (more granular) 2) Revision of area of interest/ problem space 3) Strategic pivot Template: bit.ly/personast Outputs
  • 23. EARLY MARKET VS. LATER MARKET
  • 24. EARLY MARKET VS. LATER MARKET
  • 25. EXERCISE: WHO’S YOUR EARLY MARKET? 1) How do they differ within your existing persona definitions? Example: At Enable Quiz, they’re startup’s doing lots of hiring 2) How will you locate them? Example: At Enable Quiz, they’ll read tech rags to see who just got funded. 3) How will they help you transition to your next segment? Example: At Enable Quiz, via case studies, references, and incented posts on LinkedIn. Answer each as best you can: ~ 1 min/each (4 min.)
  • 26. EXERCISE: PERSONA DISCOVERY QUESTIONS (5 MIN) Question Form Examples Questions (‘Enable Quiz’) Tell me about [yourself in the role of the persona]? - Tell me about being an HR manager? - How did you choose that line of work? Why? - What do you most, least like about the job? - What are the hardest, easiest parts of the job? - I’ve heard [x]- does that apply to you? Tell me about [your area of interest]? - Do you do screen new candidates? If not, who? - Can you tell me about the last time? What was the trigger? - Who else was involved? What was it like? Tell me your thoughts about [area]? - How should it ideally be done? - How is it actually done? Why? What do you see in [area]? - Where do you learn what’s new? What others do? - How did you make your last decision? What do you feel about [area]? - What motivates you? What parts of it are most rewarding? Why? Tell me about the last time? - What would it be like in your perfect world? What do you do in [area]? - Would you show me your interview guide? Example notes? - What the vetting process was like on the last few candidates?
  • 27. KEY TO GOOD PERSONA DISCOVERY PERSONA HYPOTHESIS 1) Create a level of person-ability and comfort 2) Acclimate them to the idea that you’re not just wondering about the ‘general picture’ 3) Assure them by demonstration that you’re not selling anything or advocating a point of view
  • 28. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS PROBLEM HYPOTHESIS
  • 29. PROBLEM HYPOTHESIS- CHECKLIST Hypothesis Experiment ✔︎ You’ve identified at least one discrete problem (habit/need) - Can you describe it in a sentence? Do others get it? - Can you identify current alternatives? ✔︎ The problem (habit/need) is important - Do subjects mention it unprompted in discovery interviews? - Do they respond to solicitation (see also value and customer creation hypotheses)? ✔︎ You understand current alternatives - Have you seen them in action? - Do you have ‘artifacts’ (spreadsheets, photos, posts, notes, whiteboard scribbles, screen shots)?
  • 30. PROBLEM HYPOTHESIS- OUTPUTS & PIVOTS Outputs Common Pivots 1) Pivot to a more material problem area 2) Strategic pivot Template: bit.ly/personast ? X
  • 31. EXERCISE: PROBLEM DISCOVERY QUESTIONS (5 min.) Question Form Examples Questions (‘Enable Quiz’) What are the top [5] hardest things about [area of interest]? - What are the top 5 most difficult things about making good tech hires? Why? How do you currently [operate in area of interest- if you don’t have that yet]? OR Here’s what I got on [x]- is that right? - How do you currently screen for technical skill sets? - Who does what? - How does that work? What’s [difficult, annoying] about [area of interest]? - What’s difficult about screening technical candidates? - How do you validate they have the right skill set? - How are the actual outcomes? Examples? What are the top 5 things you want to do better this year in [general area of interest]? - What are the top 5 things you want to do better in technical recruiting and hiring? Why is/isn’t [your specific area of interest on that list]? - Why is/isn’t screening for technical candidates on that list?
  • 32. KEY TO GOOD PROBLEM DISCOVERY PROBLEM HYPOTHESIS 1) Avoid prompting, progressing to it only as a last ditch effort 2) Get them in storytelling mode- focus on specifics and details 3) Focus on just getting them talking- mind the time but be careful about interrupting for course corrections
  • 33. EVIDENCE-BASED INNOVATION & LEAN STARTUP copyright 2014 Cowan Publishing Do I have real evidence from my buyer that this is compelling? 01 IDEA! What are the key assumptions required to make this business work? 02 HYPOTHESIS How do I definitely prove or disprove the assumptions with a minimum of time and effort? 03 EXPERIMENTAL DESIGN 04 EXPERIMENTATIONAm I reacting or am I focused on validating my pivotal assumptions? ‘Pivot or persevere?’
  • 34. EVIDENCE-BASED INNOVATION & LEAN STARTUP copyright 2014 Cowan Publishing 04 EXPERIMENTATIONAm I reacting or am I focused on validating my pivotal assumptions? ‘Pivot or persevere?’
  • 35. 4 TYPES OF LEAN HYPOTHESES PERSONA HYPOTHESIS PROBLEM HYPOTHESIS VALUE HYPOTHESIS
  • 36. VALUE HYPOTHESIS- CHECKLIST Hypothesis Experiment ✔︎ Your product is better enough than the alternative to make sales (traffic, etc.) - You successful execute a (paid?) concierge MVP or - You successfully pre-sell the product or - You successfully drive drive sign-up’s online ✔︎ Customers will readily perceive this superiority if you [x] - (see above)
  • 37. PROBLEM HYPOTHESIS- OUTPUTS & PIVOTS Outputs Common Pivots 1) Pivot from pre-conceived solution/ proposition 2) Pivot to new problem area 3) Strategic pivot Template: bit.ly/personast VALUE PROPOSITION(S) X ? !
  • 38. EXERCISE: VALUE DISCOVERY QUESTIONS Question Form Examples Questions (‘Enable Quiz’) How do you decide on and buy [stuff in general area of interest]? - How do you buy [access to recruiting services, resume searches, HR software, training, prof. ed. books]? - Who’s involved? What’s the scope of individual discretion? How much did you spend [last period]? - How much do you spend on [items of interest]? [most of this needs to be obtained through direct experimentation (next section); the following are useful but probably not pivotal]
  • 39. TESTING YOUR HYPOTHESIS VIA ‘MVP’ M V P inimum What is the fastest, cheapest way to validate or invalidate this option so we give ourselves more options on future success?
  • 40. TESTING YOUR HYPOTHESIS VIA ‘MVP’ M V P inimum iable Will it give us a definitive result? What are the actionable metrics?
  • 41. TESTING YOUR HYPOTHESIS VIA ‘MVP’ M V P inimum iable roduct Does it really require actual product? Can we use alternative brands, channels?
  • 42. TESTING YOUR HYPOTHESIS VIA ‘MVP’ M V P inimum iable roduct is not necessarily actual software/ product (see concierge MVP) is a first and foremost learning vehicle … vs. a project plan (OK to do those things but always subordinate them to the learning mission) vs. a product development project
  • 43. FOCUS AND THE LEAN STARTUP output != outcome Is your MVP driving an extraordinary outcome? Or is it a vehicle to create output as usual?
  • 44. CASE STUDY: DROPBOX OPPORTUNITY Underlying demand and supporting infrastructure ready for a great file sharing app. CHALLENGE Building a great cross-platform app. required VC funding. VC’s saw a space with lots of existing competitors struggling to get traction.
  • 45. CASE STUDY: DROPBOX Persona Problem Scenario Alternatives Value Prop. Tom the Techie- early adopter who works on projects that require swapping a lot of files between a shifting network of collaborators. It’s difficult to share files between a network of collaborators, particularly if they’re: big or numerous or change a lot. Many existing products, but none of them super compelling and widely adopted. Also, custom setup’s which work but are cumbersome to set up and maintain. A file sharing service that truly feels transparent to the user across all major platforms- OSX, iOS, Windows, etc. What Minimum Viable Product (MVP)? That you can bootstrap? That doesn’t require software at all?
  • 46. THE ‘WIZARD OF OZ’ MVP Result: Excellent traction and conversion to sign-up’s. Strong validation signal. Created a synthetic demo tailored for early market (techies), promoted it, and measured email sign-up’s.
  • 47. EXAMPLE: ENABLE QUIZ OPPORTUNITY Hiring quality technical talent is critical for many companies, but screening for skill sets is time consuming and awkward. CHALLENGE The founding team wants to bootstrap without external funding so they need to focus on a specific technical domain, one that will get them strong early traction.
  • 48. EXAMPLE: ENABLE QUIZ Persona(s) Problem Scenario Alternatives Value Prop. Helen the HR Manager- responsible for sourcing and screening job candidates Frank the Functional Manager- hiring manager responsible for acquiring and managing talent Helen: hard to screen for technical skills Frank: never has enough time for recruiting and doesn’t want to be a jerk during interviews Helen: call references, take their word for it (on skills) Frank: ask a few probing questions A lightweight quizzing app that has Helen can use to do quick, effective screening. What Minimum Viable Product (MVP) for deciding on the right first topics? That you can bootstrap? That doesn’t require software at all?
  • 49. THE ‘PRE-SALES’ MVP Target Outcome: Informed selection of starter topics (and baseline on initial conversions). Ran Google AdWord campaigns across top ranking technical topics, measuring click through rate and landing page sign- up’s.
  • 50. CASE STUDY: LEONID SYSTEMS OPPORTUNITY Major disruption and new product opportunities among telecom providers with introduction of voice- over-IP and cloud communications. IT systems need to be rethought. CHALLENGE As a one-person startup, Leonid had actionable ideas but not enough resources to execute an end-to-end solution.
  • 51. CASE STUDY: LEONID SYSTEMS Persona Problem Scenario Alternatives Value Prop. Chris the CTO- has funding and mandate to transition the business towards hosted services; many bases to cover IT is the most expensive, most risky area when making changes to the business. 1) Place large, risky bets on major new system upgrades. 2) Make small incremental updates (but risk not keeping pace). Leonid will offer modular, integration-friendly applications in two critical areas: 1) services provisioning and 2) end user self-service portals. What Minimum Viable Product (MVP)? That you can bootstrap? That doesn’t require software at all?
  • 52. LEONID MVP’S: FROM CONSULTING TO PRODUCT CONSULTING ‘PRODUCTIZED’ CONSULTING PRODUCTS Started with consulting as a ‘concierge’ vehicle to create tactical solutions, evolving to full-fledged product. Result: Steady step-wise growth with consistently better understanding of key customer problem
  • 53. CASE STUDY: ZAPPOS OPPORTUNITY An observed problem scenario around the difficulty of finding the right shoe at local retail and a giant (but nascent) market in online retail (1999). CHALLENGE Consumers still in the early stages of adopting and habituating to online retail. Founder (Nick Swinmurn) wanted to bootstrap.
  • 54. CASE STUDY: ZAPPOS Persona Problem Scenario Alternatives Value Prop. Sam the shoe-hound- knows what he wants but not where to get it. Sam is unable to find the shoe he wants at local retailers, wasting time and getting frustrated. Possibly mail order or wait until he’s in a bigger market to go to the store. Make the shoe Sam wants accessible online and make sure he has a great experience so he’ll come back and not have to think about where to find the shoe he wants anymore. What Minimum Viable Product (MVP)? That you can bootstrap? That doesn’t require software at all?
  • 55. CASE STUDY: ZAPPOS Result: It worked and the rest is history. Photographed shoes and put them online to observe whether anyone bought them.
  • 56. CASE STUDY: SPRIG source: as told to Lean Startup Circle, SF (Jan 2014) Startup looking for early traction for investors: Whole Foods (deli) meets Uber. OPPORTUNITY Large opportunity to resegment and disrupt food prep. and delivery business. Desire to move fast and learn fast. CHALLENGE Some existing competitors and slow fundraising process. Food prep. and delivery requires infrastructure.
  • 57. CASE STUDY: SPRIG Persona* Problem Scenario Alternatives Value Prop. Paula the Professional- health conscious, short on time, moderate to high income, already uses similar services like Uber. I want to have a nice, healthy dinner with no hassle and at a price I can afford (like $12). Going to the store or an expensive, take-out, or a slow delivery service (>20 minutes). A healthy meal like you would order a cab (on Uber): “Dinner on Demand … Prep Time is 3 Taps … Delectable Prices” (Sprig Home Page) What MVP? That you can bootstrap? That doesn’t require software at all? * This is me interpolating/guessing on an item; not part of the Sprig team’s explanation. source: as told to Lean Startup Circle, SF (Jan 2014)
  • 58. SPRIG MVP & EXPERIMENTATION Result: Excellent uptake and valuable observations on the proposition and customer journey. Hire a chef for the day, put the offer on Eventbrite, email friends - concierge MVP. source: as told to Lean Startup Circle, SF (Jan 2014)
  • 59. CASE STUDY: PAUL HOWE & ASSOCIATES source: as told to Lean Startup Circle, SF (Jan 2013) OPPORTUNITY Funded startup team rapidly iterating through B2C concepts with lightweight experimentation. One idea: Some people would like to know how much their stuff is worth. CHALLENGE Iterate to a successful concept while the time and money permits.
  • 60. CASE STUDY: PAUL HOWE & ASSOCIATES Persona* Problem Scenario Alternatives Value Prop. ? I have a lot of stuff around that I might want to sell and/or I’m just generally curious about how much it’s worth, how much I’ve spent.* Going through credit card statements or receipts. It’s interesting and possibly useful to know how much stuff you have.* What MVP? That you can bootstrap? That doesn’t require software at all? * This is me interpolating/guessing on an item; not part of the team’s explanation. source: as told to Lean Startup Circle, SF (Jan 2013)
  • 61. CONCIERGE MVP: PAUL HOWE & ASSOCIATES Result: They don’t care. Time to move on to the next concept. Get a few sign-up’s with access to email and bank account info. Review by hand on a concierge basis and compile a statement for them. Do they care? source: as told to Lean Startup Circle, SF (Jan 2013)
  • 62. CASE STUDY: STEALTH PHOTO-SOCIAL STARTUP OPPORTUNITY Lots of exciting things happening in the photo-social space. CHALLENGE The team had several ideas but few resources.
  • 63. CASE STUDY: STEALTH PHOTO-SOCIAL STARTUP Persona Problem Scenario Alternatives Value Prop. Existing poster of photos. Personas: Martha the Mom, Pat the Party Planner, Teresa the Teen Social Butterfly [I want to do something interesting with my photos so that my social graph rewards me with interest and acclaim] Manually enhance photos, use alternative enhancers/amplifiers like Instagram [This is something users can do with photos that will generate engaging content for their social graph]
  • 64. USER JOURNEY: PHOTO-SOCIAL ASSUMPTION User’s social network will like and share the app’s output What MVP? That you can bootstrap? That doesn’t require software at all?
  • 65. USER JOURNEY: PHOTO-SOCIAL MVP Create the target output by hand (concierge style) Does anyone care? ASSUMPTION User’s social network will like and share the app’s output
  • 66. ABOUT MVP’S AND PRODUCTS IN GENERAL (Not the other way around) Concierge and other non- software MVP’s can be pretty magical. Find 100 people that are really into it and you can probably grow.
  • 67. EXERCISE: YOUR (CONCIERGE) MVP Component Notes What is the experience you want to provide? - What are the preconditions and general steps? What measurable outcome would validate your value proposition? - How will you know if it’s delivering value? - This could be: a) measurably better outcomes b) activity levels c) follow-on interest How will you find participants and what are the core screening/qualification criteria? - How will you know if the subjects are relevant to your core hypothesis? (5 min.)
  • 68. LEAN AT LARGE Priority Key Assumption Needs Proving? Experimentation 1 [A key assumption about the business] [Whether it needs proving [Experiment to prove or disprove] 1 Hiring managers would prefer a lightweight quiz app over calling references and ad hoc probing. Yes * Customer interviews on problem scenario * Value testing through ‘minimum viable product’ 2 Managers want to be able to add their questions as well Yes * Show prototypes with choices * Test in beta
  • 69. VENTURE DESIGN Foundation in Design Thinking ExperimentLearn Hypothesize Lean Startup- Style Assumptions Lean at Large
  • 70. PLANNING WITH LEAN AT LARGE Let’s assume. Then test. Let’s not argue
  • 71. PLANNING WITH LEAN AT LARGE
  • 72. FULL CIRCLE THINK SEE FEEL DO PERSONAS Who? X PROBLEM SCENARIOS & ALTERNATIVES What? VALUE PROPOSITIONS & ASSUMPTIONS What if? ! USER STORIES & PROTOTYPES How? Scale? Pivot? PRODUCT & PROMOTION / CUSTOMER DISCOVERY & EXPERIMENTS Tell me…?
  • 73. FULL CIRCLE (IN REVERSE) ! PRODUCT & PROMOTION USER STORIES & PROTOTYPES Did the implementation deliver on the story? / CUSTOMER DISCOVERY & EXPERIMENTS How did the customer/user react? VALUE PROPOSITIONS & ASSUMPTIONS ! Was the implemented story relevant to the proposition? X PROBLEM SCENARIOS & ALTERNATIVES Is problem relevant? Is the proposition better vs. alternatives? THINK SEE FEEL DO PERSONAS Do we understand this person? What makes them tick?
  • 74. CLASS PRESENTATIONS As Presenter 1) What is it? Use pos. statement. 2) How are you doing on the personas checklist? 4) The problem scenarios checklist? 5) Where/how will you find interview subjects? What’s your target number? 6) Ideas for MVP? Next steps, timing? As Audience - Focus on the process; avoid editorial - Ask a lot of questions - Think about it like an investor (5 min./each)
  • 75. POINT OF EMPHASIS You are the most important part of the experiment Make sure you’re learning
  • 76. copyright 2014 Cowan Publishing AGENDA Period Deliverables SESSION I: Achieving Customer Relevance Personas Problem Scenarios-Alternatives-Value Propositions Start Business Model Canvas Storyboards Customer Discovery Venture Design II: Iterating to Success Venture Planning- focal hypotheses, experiments, and minimum viable ‘product’ Venture Design III: Focusing & Validating Venture Progress Review of field work, refinements of approach, planning next iterations. Venture Design IV: Engineering Your Business Model Detailing your business model and remaining focal assumptions. Venture Design V: Designing the Right Product Pairing your learnings on personas & hypotheses with high quality, actionable inputs (stories & wireframes) for product development and product validation.
  • 77. copyright 2014 Cowan Publishing RECOMMENDED NEXT STEPS “Homework” 1. Draft a working set of assumptions 2. Design your experiments and execute. GOOGLE DOC TEMPLATE FOR ABOVE: http://bit.ly/venturetemplate
  • 78. copyright 2014 Cowan Publishing RECOMMENDED NEXT STEPS Follow-On Workshops 1. For Creating Strong Personas Day in the Life Workshop: http://bit.ly/daynthelife 2. For Structuring Your Product Value Propositions into Testable Assumptions Venture Design II: Iterating to Success: http://bit.ly/vdesignII 3. For Designing a Profitable Business Model Venture Design IV: Engineering Your Business Model: http://bit.ly/vdesignIV 4. For Linking the Above to an Effective Product Development Program Venture Design V: Designing the Right Product: http://bit.ly/vdesignV
  • 79. copyright 2014 Cowan Publishing FINI acowan@alexandercowan.com @cowanSF www.alexandercowan.com/venture-design http://bit.ly/alexGAJune www.alexandercowan.com/startup-sprints

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