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RUNNING LEAN
A systematic process for iterating your web
application from Plan A to a plan that works
ASH MAURYA
@ashmaury...
9/10
startups fail
66%
drastically change
their original plans
Not a better Plan A.
But a path to a plan that works.
Running Lean is a systematic process for iterating
from Plan A to a plan that works.
Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progre...
Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progre...
About Me
Practice Trumps Theory
What is Running Lean
Customer Development
+
Lean Startup
+
Bootstrapping
Startups that succeed are those that manage to iterate
enough times before running out of resources.
- Eric Ries
Speed
Get out of the building.
- Steve Blank
Learning
Right Action, Right Time.
- Bijoy Goswami
Focus
Speed, Learning, Focus.
There are no silver bullets
Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progre...
1. Document your Plan A
2. Systematically Test your Plan A
Business Model vs Business Plan
A single diagram of your business
A document investors make you write
that they don’t read
Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why ...
The 3 Stages of a Startup
Problem/Solution
Fit
Product/Market
Fit
Scale
Validate Problem/Solution Fit
Problem/Solution
Fit
Product/Market
Fit
Scale
Do I have a problem worth solving?
Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why ...
Achieve Product/Market Fit
Have I built something people want?
Problem/Solution
Fit
Product/Market
Fit
Scale
Requirements ReleaseDevelopment QA
“Greatest risk is not development of new product,
but development of customers and mark...
Requirements ReleaseDevelopment QA
Some learning
“Greatest risk is not development of new product,
but development of cust...
Requirements ReleaseDevelopment QA
Some learning Most learning happens here
“Greatest risk is not development of new produ...
Requirements ReleaseDevelopment QA
Some learning
Very little learning
Most learning happens here
“Greatest risk is not dev...
Requirements Release
Customer
Discovery
Customer
Validation
Continuous
Deployment
“Startups that succeed are those that ma...
Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why ...
Optimize for Scale
How do I accelerate growth?
Problem/Solution
Fit
Product/Market
Fit
Scale
Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why ...
Before Product/Market Fit
Validated Learning
Pivots
Problem/Solution
Fit
Product/Market
Fit
Scale
After Product/Market Fit
Growth
Optimizations
Validated Learning
Pivots
Problem/Solution
Fit
Product/Market
Fit
Scale
Agenda
1. What is Running Lean?
2. What does a Lean Startup look like?
3. How can you use Lean to define and measure progre...
Not just limited to code
Speed, Learning, Focus.
How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitativel...
How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitativel...
Problem
Top 3 problems
Solution
Top 3 features
Unique Value
Proposition
Single, clear,
compelling
message that
states why ...
Leap of Faith: Being known as an “expert” will drive early adopters
Hypothesis: Blog post will drive >100 early sign-ups
How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitativel...
Time is more valuable than money.
How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitativel...
Qualitative Quantitative
Start here Verify with data
Words matter
Images matter
How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitativel...
How to build a validated learning loop
1. Formulate falsifiable hypotheses
2. Time-box experiments
3. Validate Qualitativel...
We thought (Hypotheses):
Our Customers told us (Insights):
Next Steps (Future Experiments):
0
12.5
25
37.5
50
Jan Feb Mar ...
Not a better Plan A.
But a path to a plan that works.
Thanks!
Ash Maurya
twitter: ashmaurya
blog: http://www.ashmaurya.com
Running Lean - the book
Systematically iterate your p...
Running lean - YearOneLabs, Montreal
Running lean - YearOneLabs, Montreal
Running lean - YearOneLabs, Montreal
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Running lean - YearOneLabs, Montreal

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  1. 1. 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
  2. 2. 9/10 startups fail
  3. 3. 66% drastically change their original plans
  4. 4. Not a better Plan A. But a path to a plan that works.
  5. 5. Running Lean is a systematic process for iterating from Plan A to a plan that works.
  6. 6. 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?
  7. 7. 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?
  8. 8. About Me
  9. 9. Practice Trumps Theory
  10. 10. What is Running Lean Customer Development + Lean Startup + Bootstrapping
  11. 11. Startups that succeed are those that manage to iterate enough times before running out of resources. - Eric Ries Speed
  12. 12. Get out of the building. - Steve Blank Learning
  13. 13. Right Action, Right Time. - Bijoy Goswami Focus
  14. 14. Speed, Learning, Focus.
  15. 15. There are no silver bullets
  16. 16. 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?
  17. 17. 1. Document your Plan A 2. Systematically Test your Plan A
  18. 18. Business Model vs Business Plan A single diagram of your business A document investors make you write that they don’t read
  19. 19. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin
  20. 20. The 3 Stages of a Startup Problem/Solution Fit Product/Market Fit Scale
  21. 21. Validate Problem/Solution Fit Problem/Solution Fit Product/Market Fit Scale Do I have a problem worth solving?
  22. 22. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin
  23. 23. Achieve Product/Market Fit Have I built something people want? Problem/Solution Fit Product/Market Fit Scale
  24. 24. Requirements ReleaseDevelopment QA “Greatest risk is not development of new product, but development of customers and markets.” - Steve Blank
  25. 25. Requirements ReleaseDevelopment QA Some learning “Greatest risk is not development of new product, but development of customers and markets.” - Steve Blank
  26. 26. Requirements ReleaseDevelopment QA Some learning Most learning happens here “Greatest risk is not development of new product, but development of customers and markets.” - Steve Blank
  27. 27. Requirements ReleaseDevelopment QA Some learning Very little learning Most learning happens here “Greatest risk is not development of new product, but development of customers and markets.” - Steve Blank
  28. 28. Requirements Release Customer Discovery Customer Validation Continuous Deployment “Startups that succeed are those that manage to iterate enough times before running out of resources.” - Eric Ries
  29. 29. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/ revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin
  30. 30. Optimize for Scale How do I accelerate growth? Problem/Solution Fit Product/Market Fit Scale
  31. 31. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin
  32. 32. Before Product/Market Fit Validated Learning Pivots Problem/Solution Fit Product/Market Fit Scale
  33. 33. After Product/Market Fit Growth Optimizations Validated Learning Pivots Problem/Solution Fit Product/Market Fit Scale
  34. 34. 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?
  35. 35. Not just limited to code
  36. 36. Speed, Learning, Focus.
  37. 37. 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
  38. 38. 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
  39. 39. Problem Top 3 problems Solution Top 3 features Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unfair Advantage Can’t be easily copied or bought Customer Segments Target customers Problem Top 3 problems Key Activity Activity that drives retention/revenue Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Unique Value Proposition Single, clear, compelling message that states why you are different and worth buying Channels Path to customers Customer Segments Target customers Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Cost Structure Customer Acquisition Costs Distribution Costs Hosting People, etc. Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin Revenue Streams Revenue Model Life Time Value Revenue Gross Margin
  40. 40. Leap of Faith: Being known as an “expert” will drive early adopters Hypothesis: Blog post will drive >100 early sign-ups
  41. 41. 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
  42. 42. Time is more valuable than money.
  43. 43. 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
  44. 44. Qualitative Quantitative Start here Verify with data
  45. 45. Words matter Images matter
  46. 46. 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
  47. 47. 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
  48. 48. We thought (Hypotheses): Our Customers told us (Insights): Next Steps (Future Experiments): 0 12.5 25 37.5 50 Jan Feb Mar Apr May June July $20K $15K $10K $5K $0 • Personal Authority would be a viable channel to early adopters • Customers would vote the problem as “must-have” • Customers would pay $49/mo • Most early adopters did come through blog and twitter • Customers voted #3 problem as “must- have”. Others as nice-to-have • $49/mo works for customers with early traction •Test MVP based on “must-have” problem •Test a “Free” model Results from last iteration
  49. 49. Not a better Plan A. But a path to a plan that works.
  50. 50. 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
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