Ux Practice for Lean Startups, ux london

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Transcript

  • 1. UX practice for lean startups UX London
  • 2. TWEET! Janice Fraser www.luxr.co @clevergirlLUXR.CO FEBRUARY 2012
  • 3. Outline for the afternoon 2:00-2:20 Lean Startup -- Nothing Here Is New 20m 2:20-2:30 Briefing 10m 2:30-3:00 Assumptions Workshop 20m Group Discussion 5m Points to Note 5m 3:00-3:30 Experiment Design Workshop 30m 3:30-4:00 BREAK 30m 4:00-4:30 Group Discussion (experiment design) 10m Smallify the Experiment 15m Points to Note 5m 4:30-5:00 MVP Workshop 30m Group Discussion 10m Points to Note 5m 5:00-5:30 7 habits, 4 power tools, 1 fishbowl 30mLUXR.CO SEPTEMBER 2011
  • 4. Lean Startup?LUXR.CO APRIL 2012
  • 5. Lean Startup is NOTLUXR.CO APRIL 2012
  • 6. Lean Startup is NOT Cheap StartupLUXR.CO APRIL 2012
  • 7. Lean Startup is NOT Cheap Startup Fast StartupLUXR.CO APRIL 2012
  • 8. Lean Startup is NOT Cheap Startup Fast Startup Shortcut StartupLUXR.CO APRIL 2012
  • 9. Lean Startup is NOT Low-AmbitionLUXR.CO APRIL 2012
  • 10. Lean Startup is NOT THE OPPOSITE OF FAT STARTUPLUXR.CO APRIL 2012
  • 11. LUXR.CO APRIL 2012
  • 12. Get out of the building!LUXR.CO APRIL 2012
  • 13. Steve Blank introduced “Customer Development” in...um...2006.LUXR.CO APRIL 2012
  • 14. In 2010, Brant Cooper and Patrick Vlaskovitz wrote a shorter, more useful book.LUXR.CO APRIL 2012
  • 15. People, their goals & needs Sketches and prototypes “New user” experiences CUSTOMER DEVELOPMENT = UX!?LUXR.CO APRIL 2012
  • 16. About 1,720,000 resultsLUXR.CO APRIL 2012
  • 17. Here’s a distillation... “Customer Development in 1 Page”LUXR.CO APRIL 2012
  • 18. LUXR.CO APRIL 2012
  • 19. LUXR.CO APRIL 2012
  • 20. LUXR.CO APRIL 2012
  • 21. LUXR.CO APRIL 2012
  • 22. LUXR.CO APRIL 2012
  • 23. LUXR.CO APRIL 2012
  • 24. LUXR.CO APRIL 2012
  • 25. make products customers wantLUXR.CO APRIL 2012
  • 26. + make products incremental customers want releasesLUXR.CO APRIL 2012
  • 27. + + make products incremental reduce waste customers want releasesLUXR.CO APRIL 2012
  • 28. #2 New York Times BestsellerLUXR.CO APRIL 2012
  • 29. LUXR.CO APRIL 2012
  • 30. LUXR.CO APRIL 2012
  • 31. UX Cycles THINK Generative Research Ideation Mental models Behavior Models Test Results Competitive Analysis Reduce cyc time, n le MAKE o build ti t me Prototypes Wireframes Value Prop Landing Page Hypotheses Comps Deployed Code CHECK A/B Testing Site Analytics Usability Testing Funnel Sign-upsLUXR.CO APRIL 2012
  • 32. How does UX fit?LUXR.CO APRIL 2012
  • 33. Among UX strengths... UX people are EXPERTS at “getting out of the building.”LUXR.CO APRIL 2012
  • 34. Lean User Experience is a principle-driven process for teams working in situations of extreme uncertainty. It is characterized by practices that predispose predictable, high-quality, high-velocity user experience outcomes.LUXR.CO APRIL 2012
  • 35. unvalidated effort Plot the difference MAKE release MAKE release MAKE release THINK timeLUXR.CO JANUARY 2012
  • 36. unvalidated effort Lots of little wiggles timeLUXR.CO JANUARY 2012
  • 37. unvalidated effort Lots of little wiggles timeLUXR.CO JANUARY 2012
  • 38. Each wiggle is a learning cycle. unvalidated effort MAKE MAKE MAKE release THINK THINK time CHECKLUXR.CO JANUARY 2012
  • 39. MAKE THE RIGHT PRODUCT Users 1. BLAH Needs 2. BLAH 3. BLAH why what how Bob can... (INSERT BUSINESS THINKING HERE) Uses Features (CREATE SKETCHES, WIREFRAMES & PIXELS) This Week User Stories Themed ReleasesLUXR.CO JANUARY 2012
  • 40. Victory is measured in learning.LUXR.CO JANUARY 2012
  • 41. This will change how you think about your role, your work, your team, your process.LUXR.CO JANUARY 2012
  • 42. LUXR.CO DECEMBER 2011
  • 43. The setup.LUXR.CO SEPTEMBER 2011
  • 44. “Reddy Runners” Leah Fuskie was a developer at IBM. She was a stuck at work one afternoon, and realized that she needed dogfood and wouldn’t have time to get it. Inspired by this need, Leah decided to start a marketplace where people with time could do odd jobs and errands for people who need help. She put together a prototype marketplace where a person could post a job and a name a price, and another person could make an offer to do that job. “It’s AirBnB for work, but with pricing arbitrage.” As you can see from the “logo” above, she needs a good designer. She’s a friend of a friend, and hired you to be the “rockstar” designer.LUXR.CO SEPTEMBER 2011
  • 45. Congratulations! You’re the Cofounder of a new company. Your partners are a pair of Software Engineers. They raised enough money to pay everyone a small salary for 6 months, which means you have to start raising in 3 months. You need to prove that this is a viable business by the time you go out to raise. Ready? GO!LUXR.CO SEPTEMBER 2011
  • 46. The job.LUXR.CO SEPTEMBER 2011
  • 47. Workshop AssumptionsLUXR.CO SEPTEMBER 2011
  • 48. Workshop Assumptions My assumption:LUXR.CO SEPTEMBER 2011
  • 49. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success.LUXR.CO SEPTEMBER 2011
  • 50. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky.LUXR.CO SEPTEMBER 2011
  • 51. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one.LUXR.CO SEPTEMBER 2011
  • 52. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one. Underline the one word or phrase that summarizes each assumptionLUXR.CO SEPTEMBER 2011
  • 53. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one. Underline the one word or phrase that summarizes each assumption Working at the wall, review all of the ideas as a team and de-dupe.LUXR.CO SEPTEMBER 2011
  • 54. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one. Underline the one word or phrase that summarizes each assumption Working at the wall, review all of the ideas as a team and de-dupe. Discuss to understand.LUXR.CO SEPTEMBER 2011
  • 55. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one. Underline the one word or phrase that summarizes each assumption Working at the wall, review all of the ideas as a team and de-dupe. Discuss to understand. Divide into 2 piles: Will it kill the company if we’re wrong?LUXR.CO SEPTEMBER 2011
  • 56. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one. Underline the one word or phrase that summarizes each assumption Working at the wall, review all of the ideas as a team and de-dupe. Discuss to understand. Divide into 2 piles: Will it kill the company if we’re wrong? Stack Rank the top pile.LUXR.CO SEPTEMBER 2011
  • 57. Workshop Assumptions My assumption: You don’t want to waste your time, your career, your patience, or your friendship building something that has no chance of success. Use a sharpie, work independently, write one idea per sticky. Write down 10 assumptions that you & your team must validate in order to be sure the business idea is a good one. Underline the one word or phrase that summarizes each assumption Working at the wall, review all of the ideas as a team and de-dupe. Discuss to understand. Divide into 2 piles: Will it kill the company if we’re wrong? Stack Rank the top pile. Choose the one assumption to move forward into the next step.LUXR.CO SEPTEMBER 2011
  • 58. Examples 1. Many people will pay to have someone get dogfood or have odd jobs done. 2. People want to run errands like getting dogfood. 3. We believe it is legal in the country of operation 4. This service is useful for disorganized people. 5. This service is useful to time-poor people. 6. 7. 8. 9. 10.LUXR.CO SEPTEMBER 2011
  • 59. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment.LUXR.CO SEPTEMBER 2011
  • 60. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best.LUXR.CO SEPTEMBER 2011
  • 61. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit.LUXR.CO SEPTEMBER 2011
  • 62. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit. Ideation applies to many parts of the logical thought process, not just feature identification and design.LUXR.CO SEPTEMBER 2011
  • 63. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit. Ideation applies to many parts of the logical thought process, not just feature identification and design. Efficient decision-making is essential when you do broad ideation.LUXR.CO SEPTEMBER 2011
  • 64. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit. Ideation applies to many parts of the logical thought process, not just feature identification and design. Efficient decision-making is essential when you do broad ideation. Decision-making is arbitrary when you have little or no data.LUXR.CO SEPTEMBER 2011
  • 65. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit. Ideation applies to many parts of the logical thought process, not just feature identification and design. Efficient decision-making is essential when you do broad ideation. Decision-making is arbitrary when you have little or no data. Multi-person ideation yields better thinking than solo ideation.LUXR.CO SEPTEMBER 2011
  • 66. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit. Ideation applies to many parts of the logical thought process, not just feature identification and design. Efficient decision-making is essential when you do broad ideation. Decision-making is arbitrary when you have little or no data. Multi-person ideation yields better thinking than solo ideation. Multi-person ideation relieves pressure for anyone to be a “genius”.LUXR.CO SEPTEMBER 2011
  • 67. Things to note about the assumptions workshop, which you probably already knew, that are massively valuable in a startup environment. Broad ideation is mandatory in order to recognize which thoughts are the best. Ideation can be quick if you focus, work independently, use paper and pen, and push yourself with a time limit. Ideation applies to many parts of the logical thought process, not just feature identification and design. Efficient decision-making is essential when you do broad ideation. Decision-making is arbitrary when you have little or no data. Multi-person ideation yields better thinking than solo ideation. Multi-person ideation relieves pressure for anyone to be a “genius”. Independent ideation, followed by group understanding, followed by decision- making is a uniquely efficient mode of decision-making.LUXR.CO SEPTEMBER 2011
  • 68. Workshop ExperimentsLUXR.CO SEPTEMBER 2011
  • 69. Workshop Experiments Work independently, use a sharpie and A4 paper.LUXR.CO SEPTEMBER 2011
  • 70. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with.LUXR.CO SEPTEMBER 2011
  • 71. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it.LUXR.CO SEPTEMBER 2011
  • 72. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it. State how you will know if the hypothesis is valid or invalid. This can be quantitative evidence or qualitative.LUXR.CO SEPTEMBER 2011
  • 73. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it. State how you will know if the hypothesis is valid or invalid. This can be quantitative evidence or qualitative. How much time/money/effort will it take?LUXR.CO SEPTEMBER 2011
  • 74. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it. State how you will know if the hypothesis is valid or invalid. This can be quantitative evidence or qualitative. How much time/money/effort will it take? Do this 3xLUXR.CO SEPTEMBER 2011
  • 75. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it. State how you will know if the hypothesis is valid or invalid. This can be quantitative evidence or qualitative. How much time/money/effort will it take? Do this 3x Tape them all to the wallsLUXR.CO SEPTEMBER 2011
  • 76. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it. State how you will know if the hypothesis is valid or invalid. This can be quantitative evidence or qualitative. How much time/money/effort will it take? Do this 3x Tape them all to the walls Discuss as a groupLUXR.CO SEPTEMBER 2011
  • 77. Workshop Experiments Work independently, use a sharpie and A4 paper. At the top of the paper, state the hypothesis the team selected to move forward with. Design an experiment to learn if this is true. Briefly describe it. State how you will know if the hypothesis is valid or invalid. This can be quantitative evidence or qualitative. How much time/money/effort will it take? Do this 3x Tape them all to the walls Discuss as a group Use three voting dots per person. Place them on the experiment frameworks that you find most appropriate given the circumstances.LUXR.CO SEPTEMBER 2011
  • 78. Experiment Framework We believe people like [customer type] have a need for (or problem doing) [need/action/behavior]. The smallest thing we can do to prove that need is [experiment]. We will know we have succeeded when [quantitative/measurable outcome] or [qualitative/ observable outcome].LUXR.CO SEPTEMBER 2011
  • 79. Workshop SmallificationLUXR.CO SEPTEMBER 2011
  • 80. Workshop Smallification Grab the three top experiments from dot-voting.LUXR.CO SEPTEMBER 2011
  • 81. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table.LUXR.CO SEPTEMBER 2011
  • 82. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment:LUXR.CO SEPTEMBER 2011
  • 83. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment: WHAT WOULD YOU DO TO GET APPROXIMATELY THE SAME LEARNING ... [each person on the team chooses one time scale]LUXR.CO SEPTEMBER 2011
  • 84. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment: WHAT WOULD YOU DO TO GET APPROXIMATELY THE SAME LEARNING ... [each person on the team chooses one time scale] IN 2 DAYS?LUXR.CO SEPTEMBER 2011
  • 85. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment: WHAT WOULD YOU DO TO GET APPROXIMATELY THE SAME LEARNING ... [each person on the team chooses one time scale] IN 2 DAYS? IN 2 WEEKS?LUXR.CO SEPTEMBER 2011
  • 86. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment: WHAT WOULD YOU DO TO GET APPROXIMATELY THE SAME LEARNING ... [each person on the team chooses one time scale] IN 2 DAYS? IN 2 WEEKS? IN 2 MONTHS?LUXR.CO SEPTEMBER 2011
  • 87. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment: WHAT WOULD YOU DO TO GET APPROXIMATELY THE SAME LEARNING ... [each person on the team chooses one time scale] IN 2 DAYS? IN 2 WEEKS? IN 2 MONTHS? Discuss the experiments as a team.LUXR.CO SEPTEMBER 2011
  • 88. Workshop Smallification Grab the three top experiments from dot-voting. Take an experiment that was not your own and return to your table. On a fresh sheet of paper, redesign the experiment: WHAT WOULD YOU DO TO GET APPROXIMATELY THE SAME LEARNING ... [each person on the team chooses one time scale] IN 2 DAYS? IN 2 WEEKS? IN 2 MONTHS? Discuss the experiments as a team. Decide which experiment to run.LUXR.CO SEPTEMBER 2011
  • 89. Experiments that were designed measurable/observable assumption experiment outcome busy people need a service to fb ad, neighborhood targeting presents 10% ctr on ad, 10% ctr on an offer, landing page. Phone number or help them get menial shit done tweet. No out of pocket cost. landing page. 2 days find busy people (in offices). Set up a 5% of employees will make a “shop”. Sit in their reception and see if we same can get jobs. Prevail upon friend who runs hire. 1 repeat booking 300-person company 2 wks ad in 10 different offices, Similar 2 weeks. diff types of companiesLUXR.CO SEPTEMBER 2011
  • 90. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment.LUXR.CO SEPTEMBER 2011
  • 91. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases.LUXR.CO SEPTEMBER 2011
  • 92. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning.LUXR.CO SEPTEMBER 2011
  • 93. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity.LUXR.CO SEPTEMBER 2011
  • 94. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better.LUXR.CO SEPTEMBER 2011
  • 95. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better.LUXR.CO SEPTEMBER 2011
  • 96. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best.LUXR.CO SEPTEMBER 2011
  • 97. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best. Founders need to balance between size/quality and speed of learning.LUXR.CO SEPTEMBER 2011
  • 98. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best. Founders need to balance between size/quality and speed of learning. The best option is often non-obvious.LUXR.CO SEPTEMBER 2011
  • 99. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best. Founders need to balance between size/quality and speed of learning. The best option is often non-obvious. The decision-maker is usually acting on belief, because there is insufficient data to decide rationally.LUXR.CO SEPTEMBER 2011
  • 100. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best. Founders need to balance between size/quality and speed of learning. The best option is often non-obvious. The decision-maker is usually acting on belief, because there is insufficient data to decide rationally. The decision-maker is therefore often going to be wrong.LUXR.CO SEPTEMBER 2011
  • 101. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best. Founders need to balance between size/quality and speed of learning. The best option is often non-obvious. The decision-maker is usually acting on belief, because there is insufficient data to decide rationally. The decision-maker is therefore often going to be wrong. Wrong decisions are expected and usually not fatal.LUXR.CO SEPTEMBER 2011
  • 102. Things to note about the experiment & smallification workshops, which you probably already knew, that are massively valuable in a startup environment. Progress not a function of the quality, size, or number of product releases. Progress is measured in learning. Smallification can be done by adjusting scope or fidelity. Smaller/faster experiments are usually better. Behavioral experiments are usually better. Small, behavioral experiments are usually best. Founders need to balance between size/quality and speed of learning. The best option is often non-obvious. The decision-maker is usually acting on belief, because there is insufficient data to decide rationally. The decision-maker is therefore often going to be wrong. Wrong decisions are expected and usually not fatal. Progress is measured in sequential cycles of learning.LUXR.CO SEPTEMBER 2011
  • 103. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. MarriedLUXR.CO SEPTEMBER 2011
  • 104. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky.LUXR.CO SEPTEMBER 2011
  • 105. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side.LUXR.CO SEPTEMBER 2011
  • 106. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side. Create 10 service/software features that should be created to support Mary’s need.LUXR.CO SEPTEMBER 2011
  • 107. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side. Create 10 service/software features that should be created to support Mary’s need. Working at the wall, create a 2x2: Important/Not and Hard/Easy.LUXR.CO SEPTEMBER 2011
  • 108. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side. Create 10 service/software features that should be created to support Mary’s need. Working at the wall, create a 2x2: Important/Not and Hard/Easy. Place your stickies individually.LUXR.CO SEPTEMBER 2011
  • 109. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side. Create 10 service/software features that should be created to support Mary’s need. Working at the wall, create a 2x2: Important/Not and Hard/Easy. Place your stickies individually. Remove the stickies below the line.LUXR.CO SEPTEMBER 2011
  • 110. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side. Create 10 service/software features that should be created to support Mary’s need. Working at the wall, create a 2x2: Important/Not and Hard/Easy. Place your stickies individually. Remove the stickies below the line. Together, stack rank the stickies on the right.LUXR.CO SEPTEMBER 2011
  • 111. Workshop MVP CUSTOMER PROBLEM SOLUTION Mary Mary needs more time, someone to You’ve decided to focus on running 32 years old catch her mistakes (left cell phone at the errands like dry cleaning, small Professional office), help cleaning the house, and help purchases like dog food, and picking Londoner with ad-hoc temp work at the office. up/delivering items. Married Work independently using sticky notes & a sharpie, writing one idea per sticky. Focus only on the Mary side of the marketplace. For now, you’re going to use manual processes to handle the service fulfillment side. Create 10 service/software features that should be created to support Mary’s need. Working at the wall, create a 2x2: Important/Not and Hard/Easy. Place your stickies individually. Remove the stickies below the line. Together, stack rank the stickies on the right. Decide where the cutoff is for the MVP.LUXR.CO SEPTEMBER 2011
  • 112. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment.LUXR.CO SEPTEMBER 2011
  • 113. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup.LUXR.CO SEPTEMBER 2011
  • 114. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing.LUXR.CO SEPTEMBER 2011
  • 115. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing. We’re teaching entrepreneurs to anchor product builds in a single use that maps to a customer’s need.LUXR.CO SEPTEMBER 2011
  • 116. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing. We’re teaching entrepreneurs to anchor product builds in a single use that maps to a customer’s need. You should the smallest possible release to deliver on the use.LUXR.CO SEPTEMBER 2011
  • 117. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing. We’re teaching entrepreneurs to anchor product builds in a single use that maps to a customer’s need. You should the smallest possible release to deliver on the use. Releasing something unpolished or unfinished can make designers physically ill. Push yourself to rationally evaluate how much perfection is right for the circumstance.LUXR.CO SEPTEMBER 2011
  • 118. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing. We’re teaching entrepreneurs to anchor product builds in a single use that maps to a customer’s need. You should the smallest possible release to deliver on the use. Releasing something unpolished or unfinished can make designers physically ill. Push yourself to rationally evaluate how much perfection is right for the circumstance. Smallifying a product release is easier when you approach the question incrementally and stepwise.LUXR.CO SEPTEMBER 2011
  • 119. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing. We’re teaching entrepreneurs to anchor product builds in a single use that maps to a customer’s need. You should the smallest possible release to deliver on the use. Releasing something unpolished or unfinished can make designers physically ill. Push yourself to rationally evaluate how much perfection is right for the circumstance. Smallifying a product release is easier when you approach the question incrementally and stepwise. Focusing on a small, single-use product makes it easier to envision and design.LUXR.CO SEPTEMBER 2011
  • 120. Things to note about the MVP Workshop, which you probably already knew, that are massively valuable in a startup environment. Product roadmaps are worse than useless in a startup. On-time, on-budget delivery isn’t helpful if you’ve built the wrong thing. We’re teaching entrepreneurs to anchor product builds in a single use that maps to a customer’s need. You should the smallest possible release to deliver on the use. Releasing something unpolished or unfinished can make designers physically ill. Push yourself to rationally evaluate how much perfection is right for the circumstance. Smallifying a product release is easier when you approach the question incrementally and stepwise. Focusing on a small, single-use product makes it easier to envision and design. We’re not rejecting instinct and insight. You can get your imagined solution out on paper, set it aside, and understand it more rationally after going through a broad ideation process.LUXR.CO SEPTEMBER 2011
  • 121. And now the big finish.LUXR.CO SEPTEMBER 2011
  • 122. 7 Habits of Highly Effective Startup DesignersLUXR.CO SEPTEMBER 2011
  • 123. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends.LUXR.CO SEPTEMBER 2011
  • 124. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends. 2. Go broad.LUXR.CO SEPTEMBER 2011
  • 125. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends. 2. Go broad. 3. Say “Tell me about this one.”LUXR.CO SEPTEMBER 2011
  • 126. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends. 2. Go broad. 3. Say “Tell me about this one.” 4. Ask “who has the d?”LUXR.CO SEPTEMBER 2011
  • 127. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends. 2. Go broad. 3. Say “Tell me about this one.” 4. Ask “who has the d?” 5. Make informed albeit arbitrary decisions.LUXR.CO SEPTEMBER 2011
  • 128. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends. 2. Go broad. 3. Say “Tell me about this one.” 4. Ask “who has the d?” 5. Make informed albeit arbitrary decisions. 6. Prove it.LUXR.CO SEPTEMBER 2011
  • 129. 7 Habits of Highly Effective Startup Designers 1. Ideate with friends. 2. Go broad. 3. Say “Tell me about this one.” 4. Ask “who has the d?” 5. Make informed albeit arbitrary decisions. 6. Prove it. 7. Question perfection.LUXR.CO SEPTEMBER 2011
  • 130. 4 Power Tools for Startup DesignersLUXR.CO SEPTEMBER 2011
  • 131. 4 Power Tools for Startup Designers 1. Dump & SortLUXR.CO SEPTEMBER 2011
  • 132. 4 Power Tools for Startup Designers 1. Dump & Sort 2. Working at the WallLUXR.CO SEPTEMBER 2011
  • 133. 4 Power Tools for Startup Designers 1. Dump & Sort 2. Working at the Wall 3. Blue-tape 2x2LUXR.CO SEPTEMBER 2011
  • 134. 4 Power Tools for Startup Designers 1. Dump & Sort 2. Working at the Wall 3. Blue-tape 2x2 4. Dot-VotingLUXR.CO SEPTEMBER 2011