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what executives
should not know about



          lean startups
not know, because:
  - it could confuse them
    - it brings them to the
  front-end of innovation
- reduce their frustration
this track is a remix of the work of
Eric Ries, Steve G. Blank and Alexander Osterwalder
                 just available to anyone
IS NOT A BUSINESS!
Most startups fail!
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Who’s to blame?
Father of scientific management
              Study work to find the best way
                   Management by exception
                  Standardize work into tasks
          Compensate workers on performance

“In the past, the man was first. In the future, the
                    system will be first.” (1911)

       Frederick Winslow Taylor (1856 - 1915)
We are not living in the
 beginning of the 20th
    century anymore
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Everything changes
Summary of sllconf, what executives should know
Summary of sllconf, what executives should know
Change will happen
 anytime, however the
          questions are:
what’s the change pace?
what’s needed to adapt?
Because:
               innovation
                      and
                efficiency
    are the standard in business
What executives
 should not know about
           lean startups,
because it could provide
 competative advantage
What is a startup?
A startup is a human institution
designed to deliver a new product
or service under conditions of
extreme uncertainty.

This has nothing to do with the
size of the company, sector, the
economy or industry.
Startup
                       =
high speed learning and
   managing early failure
IS NOT A BUSINESS!
Managers and executives are
  running a business model




  A startup/innovations are
   searching for a new and
   scalable business model
Summary of sllconf, what executives should know
Product Introduction Model

Concept/             Product      Alpha/Beta      Launch/1st
Bus. Plan             Dev.           Test            Ship




                     Customer Development


 Customer            Customer      Customer       Company
 Discovery           Validation    Creation       Building



             Pivot
get out of the building

             and discover your
              customers needs
(and learn fast searching scalable business model)
myth #1:
lean means cheap

             truth:
 it is about speed
myth #2:
      it’s only for 2.0/internet/
consumers software companies

                         truth:
     lean startup applies for all
   companies facing uncertainty
myth #3:
      lean startups are small
    bootstrapped companies

                        truth:
they are abble to deploy large
           amounts of capital
myth #4:
    replace vision with data or
           customer feedback

                          truth:
driven by compelling vision and
     are rigorous about testing
Startup principles:
      entrepeneurs are everywhere

entrepeneurship:
        focus/performance/learning
                  the heavy way!

              innovation accounting
to add value:
get out of the building
         and discover
             Maybe he got a point!

Seth Godin http://www.squidoo.com/Alternative-MBA
because purpose
should be at the heart of
             business and
    it start ‘s with why?
...discover better options...
Frits Oukes
                                                                frits.oukes@redmerito.nl
                                                           nl.linkedin.com/in/fritsoukes
                                                      @FritsOukes #patterns #leanproto
                                                                         +31 6 29 576 884
Inspired by the work of Cees Zwart, Manfred Kets de Vries, Rupert Sheldrake, Peter Block, Marcel Wanrooij, Eric Berne, Frank Oomkes,
Gareth Morgan, Everett Rogers, Stewart R. Clegg, Peter Drucker, Peter Senge, Leon de Caluwe, Bob de Wit, Astrid Schreyogg, Rolf
Mulder, Peter Scott, Peter Checkland, Kenwyn Smith, Larry Hirschhorn Joe Pine, Joop Swieringa, Matt Taylor. Daniel Kahneman, Donald
A. Schon, Edgar H. Schein, Goos Geursen, Barbara B. Bunker & Billie T. Alban, Andre Wierdsma, C.K. Prahalad, Henry Chesbrough,
Venkat Ramaswamy, James Surowiecki, John P. Kotter, Dee Hock, Charles LeadBeater, Mark H. Moore, Emmanuel Gobillot, Manfred
van Doorn, Tim Brown, Tom Kelley, Roger Martin, Carol S. Dweck, Alexander Osterwalder, Dan Roam, David Sibbbet, Steve Blank and
Brant Cooper and Will McWinney

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Summary of sllconf, what executives should know

  • 1. what executives should not know about lean startups
  • 2. not know, because: - it could confuse them - it brings them to the front-end of innovation - reduce their frustration
  • 3. this track is a remix of the work of Eric Ries, Steve G. Blank and Alexander Osterwalder just available to anyone
  • 4. IS NOT A BUSINESS!
  • 9. Father of scientific management Study work to find the best way Management by exception Standardize work into tasks Compensate workers on performance “In the past, the man was first. In the future, the system will be first.” (1911) Frederick Winslow Taylor (1856 - 1915)
  • 10. We are not living in the beginning of the 20th century anymore
  • 21. Change will happen anytime, however the questions are: what’s the change pace? what’s needed to adapt?
  • 22. Because: innovation and efficiency are the standard in business
  • 23. What executives should not know about lean startups, because it could provide competative advantage
  • 24. What is a startup?
  • 25. A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty. This has nothing to do with the size of the company, sector, the economy or industry.
  • 26. Startup = high speed learning and managing early failure
  • 27. IS NOT A BUSINESS!
  • 28. Managers and executives are running a business model A startup/innovations are searching for a new and scalable business model
  • 30. Product Introduction Model Concept/ Product Alpha/Beta Launch/1st Bus. Plan Dev. Test Ship Customer Development Customer Customer Customer Company Discovery Validation Creation Building Pivot
  • 31. get out of the building and discover your customers needs (and learn fast searching scalable business model)
  • 32. myth #1: lean means cheap truth: it is about speed
  • 33. myth #2: it’s only for 2.0/internet/ consumers software companies truth: lean startup applies for all companies facing uncertainty
  • 34. myth #3: lean startups are small bootstrapped companies truth: they are abble to deploy large amounts of capital
  • 35. myth #4: replace vision with data or customer feedback truth: driven by compelling vision and are rigorous about testing
  • 36. Startup principles: entrepeneurs are everywhere entrepeneurship: focus/performance/learning the heavy way! innovation accounting
  • 37. to add value: get out of the building and discover Maybe he got a point! Seth Godin http://www.squidoo.com/Alternative-MBA
  • 38. because purpose should be at the heart of business and it start ‘s with why?
  • 40. Frits Oukes frits.oukes@redmerito.nl nl.linkedin.com/in/fritsoukes @FritsOukes #patterns #leanproto +31 6 29 576 884 Inspired by the work of Cees Zwart, Manfred Kets de Vries, Rupert Sheldrake, Peter Block, Marcel Wanrooij, Eric Berne, Frank Oomkes, Gareth Morgan, Everett Rogers, Stewart R. Clegg, Peter Drucker, Peter Senge, Leon de Caluwe, Bob de Wit, Astrid Schreyogg, Rolf Mulder, Peter Scott, Peter Checkland, Kenwyn Smith, Larry Hirschhorn Joe Pine, Joop Swieringa, Matt Taylor. Daniel Kahneman, Donald A. Schon, Edgar H. Schein, Goos Geursen, Barbara B. Bunker & Billie T. Alban, Andre Wierdsma, C.K. Prahalad, Henry Chesbrough, Venkat Ramaswamy, James Surowiecki, John P. Kotter, Dee Hock, Charles LeadBeater, Mark H. Moore, Emmanuel Gobillot, Manfred van Doorn, Tim Brown, Tom Kelley, Roger Martin, Carol S. Dweck, Alexander Osterwalder, Dan Roam, David Sibbbet, Steve Blank and Brant Cooper and Will McWinney