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Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London
 

Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London

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My presentation at Lean Startup Machine London.

My presentation at Lean Startup Machine London.
Topic: Applying lean into existing projects. Lessons learned.

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    Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London Presentation Transcript

    • Starting with leanin existing projects. Lessons Learned #LSMLondon – @andreasklinger
    • @andreasklinger#LSMLondon
    • My story so far. #LSMLondon – @andreasklinger
    • First startup iteration “Garmz”1,5 years building.5 months live = cool! but houston, problem.
    • Pivot to LOOKK. This time we had a lot of industry expert input. Complete relaunch.
    • Pivot to LOOKK. This time we had a lot6 Months building. of industry expert input.After 3 months = by far better! Complete relaunch.but still houston, problem.
    • Pivot to LOOKK. This time we had a lot6 Months building. of industry expert input.After 3 months = by far better! Complete relaunch.but still houston, problem. TOO SLOW… TOO BIG… = TOO MANY UNPROVEN ASSUMPTIONS…
    • Slow launches are dangerousWe learn the most when launch.Therefore we need to launch earlier/smaller/often…
    • Launch earlier…Focus on the actual core of your product.Example: Buffer linked their paymentsubmit to a 500 error page untilbug reports came.
    • Slow launches are dangerous…You build baggage…Why dont people launch earlier ?Why dont people only talk to "right" customer ?Why do startups always launch "in one month" ?
    • #1 We want to stay in our comfort zone. Our team wants to stay in the comfort zone.
    • Before launch“fluffy expectation land”
    • After launch“bad mean reality”
    • our stuff wecomfort zone should do
    • Let’s get i like investors first networking Let’s build i like coding this firstWe decide our strategy based on our comfort zone. We want to excel in our comfort zone topics.
    • Perfectionis the mother ofprocrastination
    • “people want to do the best they can”
    • “people want to do the best they can” Solutions we (tried to) apply: Timeboxed launches (for editorial teams). A/B Launches (for development). Cultural Change (for everyone).
    • “people want to do the best they can” Solutions we (tried to) apply: Timeboxed launches (for editorial teams). A/B Launches (for development). Cultural Change (for everyone). (we failed at that one)
    • #2Applying lean you sound like a douche.
    • Use normal words: “ask customers” “get feedback”“look at numbers”“let’s doublecheck”
    • #3 Also you have no idea what you do…
    • #3 Also you have no idea “it needs training…” what you do…
    • #4 Discovery Validation Efficiency Scale “Ok we did custdev. Now back to real business.” This process has not much to do with the phase you are. Apply lean and custdev to feature rollouts. (And feature removals as we did it…)
    • Our baby steps… #LSMLondon – @andreasklinger
    • First step:METRICS!I ♥ it, but…Presentation about it:http://www.slideshare.net/andreasklinger/metrics-lesson-learned-leancamp-barcelonaTL;DR:* Focus on Retention* Use your database for insights* CustDev > Metrics
    • In early stage: CustDev eats Metrics for breakfast. Discovery Validation Efficiency ScaleQualitative QuantitativeValidation Validation(eg. customer interviews) (eg. metrics) Source: Custdev.com
    • CustDev in a teamAll of the team brainstormed assumptions onpink post-its.We clustered them to groups (topics).Questions (green) for each group that shouldget people to mention our assumptions.We did this for both user types (designers,users) Source: Custdev.com
    • User Example Examples We wanted to give them the opportunity toExamples raise the assumption in the group withoutThe questions should not be leading but open the possibility for leading to itsomeone to say those assumptions.We wanted them to pass the “mother-test”. We wanted them to pass the “mother-test”. Build questionnaires and set up meetings. Designer Example
    • We had help by a saintSalim Virani (of leanca.mp) helped uscreating those topic maps.If you can afford him get an externalexpert like him involved. Especially if youtry to do this with a larger group.
    • Speeddating akaIndustry eventsWe slimmed down the questions tothe most important ones and addedbasic “starter questions”.I went to tradefairs in Paris andLondon and talked with severaldozens of designers in one day.How:* “I am doing a survey…”* Have respect for the reason whythey are there* Write superfast or have someonesecond writing for you.* If you can have something phsyicalto show with you. And “ask” aboutthat.
    • We collected the answersAnd grouped them within the topic map. Source: Custdev.com
    • We went back to ourassumptionsAnd moved all those down that have notbeen mentioned.We regrouped the rest in their new contexYellow is a new information…Roughly 90% of our assumptions turnedout to be not true.
    • We went back to our assumptions And moved all those down that have not been mentioned. We regrouped the rest in their new contex Yellow is a new information… Roughly 90% of our assumptions turned out to be not true.But… some turned out to be byfar bigger than expected.Now we focus on that.
    • Bullshit to externals, but always know whereyour startup really stands… and act accordingly! #LSMLondon – @andreasklinger
    • Startups have different stages.Discovery Validation Efficiency Scale Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • Startups have different stages. Discovery Validation Efficiency ScaleProblem/Solution Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • Startups have different stages. Discovery Validation Efficiency ScaleProblem/Solution Product/Market Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • Startups have different stages. Discovery Validation Efficiency Scale AcquisitionProblem/Solution Company building Product/Market Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • Startups have different stages. Discovery Validation Efficiency Scale AcquisitionProblem/Solution Company building Product/Market Magic Dragon Land New business models Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • Startups have different stages. Discovery Validation Efficiency Scale AcquisitionProblem/Solution Company building Product/Market Magic Dragon Land New business models Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • Source: Startup Genome Project Report
    • #1 Reason for startups dying:The follow the patterns of later stage companies (aka premature scaling) Source: Startup Genome Project Report
    • Startups have different stages. Discovery Validation Efficiency Scale AcquisitionProblem/Solution Company building Product/Market Magic Dragon Land New business models Growth investments B2B corporations PR campaigns Marketing Stunts Read: The Startup Owners Manual - Steve Blank Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
    • recommended presentations by @robfitz on custdev/lean: http://leanca.mp/2012/01/intro-to-lean-startup-with-no-buzzwords-by-robfitz/http://thestartuptoolkit.com/blog/2012/05/how-to-do-and-what-to-expect-from- early-stage-customer-development-sales/ by @serenestudios and @stueccles on metrics: http://www.slideshare.net/danhilltch/cohort-analysis-leancamp http://www.slideshare.net/stueccles/lean-startup-metrics
    • And if they haven’t died they are leanhappily ever after… Thanks, @andreasklinger Now back to work! ;) #LSMLondon – @andreasklinger