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Running Lean - Dallas

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Running Lean - Dallas Running Lean - Dallas Presentation Transcript

  • RUNNING LEAN A systematic process for iterating your web application from Plan A to a plan that works ASH MAURYA @ashmaurya http://www.ashmaurya.com Thursday, November 4, 2010
  • The sad statistics of Plan A. Thursday, November 4, 2010
  • 9/10 startups fail Thursday, November 4, 2010
  • 66% drastically change their original plans Thursday, November 4, 2010
  • Not a better Plan A. But a path to a plan that works. Thursday, November 4, 2010
  • Running Lean is a systematic process for iterating from Plan A to a plan that works. Thursday, November 4, 2010
  • Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to define and measure progress? Thursday, November 4, 2010
  • Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to define and measure progress? Thursday, November 4, 2010
  • About Me Thursday, November 4, 2010
  • Practice Trumps Theory Thursday, November 4, 2010
  • What is Running Lean Customer Development + Lean Startup + Bootstrapping Thursday, November 4, 2010
  • Customer Development Requirements Development QA Release Thursday, November 4, 2010
  • Customer Development Some learning Requirements Development QA Release Thursday, November 4, 2010
  • Customer Development Some learning Most learning happens here Requirements Development QA Release Thursday, November 4, 2010
  • Customer Development Some learning Most learning happens here Requirements Development QA Release Very little learning Thursday, November 4, 2010
  • Lean Startup A synthesis of Customer Development, Agile, and Lean Thinking. Thursday, November 4, 2010
  • Bootstrapping Funding with customer revenue. Thursday, November 4, 2010
  • Speed Startups that succeed are those that manage to iterate enough times before running out of resources. - Eric Ries Thursday, November 4, 2010
  • Learning Get out of the building. - Steve Blank Thursday, November 4, 2010
  • Focus Right Action, Right Time. - Bijoy Goswami Thursday, November 4, 2010
  • Speed, Learning, Focus. Thursday, November 4, 2010
  • There are no silver bullets Thursday, November 4, 2010
  • Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to define and measure progress? Thursday, November 4, 2010
  • 1. Document your Plan A 2. Systematically Test your Plan A Thursday, November 4, 2010
  • There is an “I” in Vision Smart people can rationalize anything. Thursday, November 4, 2010
  • Business Model vs Business Plan Thursday, November 4, 2010
  • A document investors make you write that they don’t read Business Model vs Business Plan Thursday, November 4, 2010
  • Business Model vs Business Plan A single diagram of your business Thursday, November 4, 2010
  • Problem Solution Unique Value Unfair Customer Proposition Advantage Segments Top 3 problems Top 3 features Single, clear, Can’t be easily Target customers compelling copied or bought message that states why you are different and Key Activity worth buying Channels Activity that drives Path to retention/revenue customers Cost Structure Revenue Streams Customer Acquisition Costs Revenue Model Distribution Costs Life Time Value Hosting Revenue People, etc. Gross Margin Thursday, November 4, 2010
  • The 3 Stages of a Startup Problem/Solution Product/Market Scale Fit Fit Thursday, November 4, 2010
  • Validate Problem/Solution Fit Problem/Solution Product/Market Scale Fit Fit Do I have a problem worth solving? Thursday, November 4, 2010
  • Problem Solution Unique Value Unfair Customer Proposition Advantage Segments Top 3 problems Top 3 features Single, clear, Can’t be easily Target customers compelling copied or bought message that states why you are different and Key Activity worth buying Channels Activity that drives Path to retention/revenue customers Cost Structure Revenue Streams Customer Acquisition Costs Revenue Model Distribution Costs Life Time Value Hosting Revenue People, etc. Gross Margin Thursday, November 4, 2010
  • Achieve Product/Market Fit Problem/Solution Product/Market Scale Fit Fit Have I built something people want? Thursday, November 4, 2010
  • Some learning Most learning happens here Requirements Development QA Release Very little learning Thursday, November 4, 2010
  • Continuous Requirements Release Deployment Customer Customer Discovery Validation Thursday, November 4, 2010
  • Problem Solution Unique Value Unfair Customer Proposition Advantage Segments Top 3 problems Top 3 features Single, clear, Can’t be easily Target customers compelling copied or bought message that states why you are different and Key Activity worth buying Channels Activity that Path to drives retention/ customers revenue Cost Structure Revenue Streams Customer Acquisition Costs Revenue Model Distribution Costs Life Time Value Hosting Revenue People, etc. Gross Margin Thursday, November 4, 2010
  • Optimize for Scale Problem/Solution Product/Market Scale Fit Fit How do I accelerate growth? Thursday, November 4, 2010
  • Problem Solution Unique Value Unfair Customer Proposition Advantage Segments Top 3 problems Top 3 features Single, clear, Can’t be easily Target customers compelling copied or bought message that states why you are different and Key Activity worth buying Channels Activity that drives Path to retention/revenue customers Cost Structure Revenue Streams Customer Acquisition Costs Revenue Model Distribution Costs Life Time Value Hosting Revenue People, etc. Gross Margin Thursday, November 4, 2010
  • Before Product/Market Fit Problem/Solution Product/Market Scale Fit Fit Validated Learning Pivots Thursday, November 4, 2010
  • After Product/Market Fit Problem/Solution Product/Market Scale Fit Fit Validated Learning Growth Pivots Optimizations Thursday, November 4, 2010
  • Agenda 1. What is Running Lean? 2. What does a Lean Startup look like? 3. How can you use Lean to define and measure progress? Thursday, November 4, 2010
  • Not just limited to code Thursday, November 4, 2010
  • Speed, Learning, Focus. Thursday, November 4, 2010
  • How to build a validated learning loop 1. Formulate falsifiable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
  • How to build a validated learning loop 1. Formulate falsifiable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
  • Problem Solution Unique Value Unfair Customer Proposition Advantage Segments Top 3 problems Top 3 features Single, clear, Can’t be easily Target customers compelling copied or bought message that states why you are different and Key Activity worth buying Channels Activity that drives Path to retention/revenue customers Cost Structure Revenue Streams Customer Acquisition Costs Revenue Model Distribution Costs Life Time Value Hosting Revenue People, etc. Gross Margin Thursday, November 4, 2010
  • Leap of Faith: Being known as an “expert” will drive early adopters Hypothesis: Blog post will drive >100 early sign-ups Thursday, November 4, 2010
  • How to build a validated learning loop 1. Formulate falsifiable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
  • Time is more valuable than money. Thursday, November 4, 2010
  • How to build a validated learning loop 1. Formulate falsifiable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
  • Qualitative Quantitative Start here Verify with data Thursday, November 4, 2010
  • Thursday, November 4, 2010
  • Words matter Images matter Thursday, November 4, 2010
  • How to build a validated learning loop 1. Formulate falsifiable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
  • Thursday, November 4, 2010
  • Thursday, November 4, 2010
  • How to build a validated learning loop 1. Formulate falsifiable hypotheses 2. Time-box experiments 3. Validate Qualitatively, Verify Quantitatively 4. Create accessible dashboards 5. Communicate learning early and often Thursday, November 4, 2010
  • Results from last iteration We thought (Hypotheses): 50 $20K • Personal Authority would be a viable channel to early adopters • Customers would vote the problem as “must-have” 37.5 $15K • Customers would pay $49/mo Our Customers told us (Insights): 25 $10K • Most early adopters did come through blog and twitter • Customers voted #3 problem as “must- 12.5 $5K have”. Others as nice-to-have • $49/mo works for customers with early traction 0 $0 Next Steps (Future Experiments): Jan Feb Mar Apr May June July • Test MVP based on “must-have” problem • Test a “Free” model Thursday, November 4, 2010
  • Not a better Plan A. But a path to a plan that works. Thursday, November 4, 2010
  • Thanks! Ash Maurya twitter: ashmaurya blog: http://www.ashmaurya.com Running Lean - the book Systematically iterate your product from plan A to a plan that works http://www.RunningLeanHQ.com Thursday, November 4, 2010