• Save
2012 july 10 lean startup intro for TiE
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

2012 july 10 lean startup intro for TiE

on

  • 1,028 views

 

Statistics

Views

Total Views
1,028
Views on SlideShare
1,028
Embed Views
0

Actions

Likes
3
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Apple Keynote

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Lean Startup is a management approach for innovation:\n Foundation: Lean manufacturing - reduce waste, respect for people, go to the source.\n Fertile ground: agile development, design thinking, technology infrastructure advances \n Steve Blank: Get out of the building to find a repeatable model.\n Eric Ries: Process is not enough - validate value.\n \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n

2012 july 10 lean startup intro for TiE Presentation Transcript

  • 1. Lean Startupin The Enterprise Time, Inc. May 16, 2012 Josh Seiden @jseiden
  • 2. Me and my hashtags Josh Seiden www.proof-nyc.com @jseiden @proof_nyc #leanUX #leanStartupwww.proof-nyc.com License: Creative Commons Attribution-www.slideshare.net/jseiden 2 Share Alike 3.0 United States
  • 3. Internet Mouse…www.proof-nyc.com License: CC BY-NC-SA 3www.slideshare.net/jseiden United States
  • 4. Internet Mouse…www.proof-nyc.com License: CC BY-NC-SA 3www.slideshare.net/jseiden United States
  • 5. Making things people wantwww.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  • 6. Making things people want • Most new products fail…www.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  • 7. Making things people want • Most new products fail… • …because they fail to offer things that people want.www.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  • 8. Making things people want • Most new products fail… • …because they fail to offer things that people want. • Startup risk = market risk + technical risk +...www.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  • 9. WHAT IS LEAN STARTUP?www.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 10. Should we build it?www.proof-nyc.comwww.slideshare.net/jseiden 6 License: Creative Commons Attribution- Share Alike 3.0 United States
  • 11. What is Lean Startup?www.proof-nyc.com License: CC BY-NC-SA 7www.slideshare.net/jseiden United States
  • 12. What is Lean Startup?www.proof-nyc.com License: CC BY-NC-SA 7www.slideshare.net/jseiden United States
  • 13. What is Lean Startup?Lean Startup is a management approach that entrepreneurs can use to reduce market risk.www.proof-nyc.com License: CC BY-NC-SA 7www.slideshare.net/jseiden United States
  • 14. Startup?www.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  • 15. Startup?“A startup is a institution designed to create something new in conditions of extreme uncertainty.” -- Eric Rieswww.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  • 16. Startup?“A startup is a institution designed to create something new in conditions of extreme uncertainty.” -- Eric Rieswww.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  • 17. Startup?“A startup is a institution designed to create something new in conditions of extreme uncertainty.” -- Eric RiesThese concepts apply to any attempt to create new value in conditions of uncertainty, where small failures do not pose life-threatening risk.www.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  • 18. Startup?www.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  • 19. Startup?“A startup is a temporary organization designed to search for a repeatable and scalable business model.” -- Steve Blankwww.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  • 20. Startup?“A startup is a temporary organization designed to search for a repeatable and scalable business model.” -- Steve Blankwww.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  • 21. Startup?“A startup is a temporary organization designed to search for a repeatable and scalable business model.” -- Steve BlankThese concepts apply to any attempt to create new value in conditions of uncertainty, where small failures do not pose life-threatening risk.www.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  • 22. Foundational ideaswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 23. Foundational ideaswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 24. Foundational ideasSteve Blank: Get out of the buildingwww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 25. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourcewww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 26. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourceAgile: small batches, collaborationwww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 27. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourceAgile: small batches, collaborationWeb 2.0: SaaS, open source platforms and frameworkswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 28. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourceAgile: small batches, collaborationWeb 2.0: SaaS, open source platforms and frameworksDesign Thinking: Design methods applied to businesswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  • 29. Feynman on science...http://youtu.be/b240PGCMwV0www.proof-nyc.com License: CC BY-NC-SA 11www.slideshare.net/jseiden United States
  • 30. Lean and the Design of Businesswww.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  • 31. Lean and the Design of Businesswww.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  • 32. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  • 33. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.Every design decision is an hypothesis.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  • 34. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.Every design decision is an hypothesis.Declare your assumptions and test them.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  • 35. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.Every design decision is an hypothesis.Declare your assumptions and test them.Evaluate your results ruthlessly, and be prepared to change course.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  • 36. Reduce Inventory, Risk and Waste Make a Get design feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  • 37. Reduce Inventory, Risk and Waste This is going to be BIG! Make a Get design feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  • 38. Reduce Inventory, Risk and Waste This is No one going to be clicked. BIG! Make a Get design feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  • 39. Reduce Inventory, Risk and Waste This is No one going to be clicked. BIG! Make a Get design 9 MONTHS feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  • 40. Reduce Inventory, Risk and Waste This is No one going to be clicked. BIG! Make a Get design 9 MONTHS feedback decision from market A FEW HOURS Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  • 41. Less risk, more often The old way... The new way! Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 14www.slideshare.net/jseiden United States
  • 42. Nail it, then scale it. Key ideas…www.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 43. Nail it, then scale it. Key ideas…• Prioritize learning over growthwww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 44. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysiswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 45. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheseswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 46. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testingwww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 47. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testing • Get out of your own headwww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 48. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testing • Get out of your own head • Ruthlessly challenge your idea via experimentswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 49. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testing • Get out of your own head • Ruthlessly challenge your idea via experiments• Run fast iterationswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  • 50. WHY NOW?www.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 51. How it’s done: the old way Research Synthesis Design Make Testwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 52. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  • 53. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  • 54. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  • 55. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  • 56. Infrastructure Revolutionwww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 57. Infrastructure RevolutionLanguageswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 58. Infrastructure RevolutionLanguagesDatabaseswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 59. Infrastructure RevolutionLanguagesDatabasesBrowserswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 60. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud serviceswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 61. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud servicesAPIswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 62. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud servicesAPIsDigital distributionwww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 63. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud servicesAPIsDigital distributionMetrics infrastructureswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  • 64. Old vs new: handoffs vs. collaborationwww.proof-nyc.com License: CC BY-NC-SA 20www.slideshare.net/jseiden United States
  • 65. Old vs new: handoffs vs. collaborationwww.proof-nyc.com License: CC BY-NC-SA 20www.slideshare.net/jseiden United States
  • 66. A case studyhttp://www.youtube.com/watch?v=szr0ezLyQHY http://youtu.be/szr0ezLyQHYwww.proof-nyc.com License: CC BY-NC-SA 21www.slideshare.net/jseiden United States
  • 67. Old vs new: processes adapt Short cycle times Whole team activitywww.proof-nyc.com License: CC BY-NC-SA@jseiden
  • 68. Discussionwww.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  • 69. Discussionwww.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  • 70. Discussion• What methods and work styles did you observe?www.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  • 71. Discussion• What methods and work styles did you observe?• What challenges could you face when applying these methods at your organization?www.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  • 72. BOOKMARKwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 73. LUXr’s 9 Principles for Lean Teams1. Design + biz + development + ... = 1 product team.2. Externalize!3. Goal-driven and outcome-focused.4. Repeatable and routinized.5. Research with users is the best source of information.6. Focus on solving the right problem.7. Generate many options & decide quickly what to pursue.8. Recognize hypotheses & validate them.9. Rapid cycles: think/make/check. Source: www.luxr.cowww.proof-nyc.com License: CC BY-NC-SA 25www.slideshare.net/jseiden United States
  • 74. Unique challenges in the enterprise1. Functional silos2. Managing output vs. outcome3. Established brands4. Established customer expectations5. Legacy infrastructurewww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 75. Applying Lean Startup MethodsHOW TO: FOR MANAGERSwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 76. Setting up the environment for success1. Teams: cross-functional teams2. Incentives: problem-focused teams3. Frames: requirements vs hypotheses4. Environment: permission to experimentwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 77. Applying Lean Startup MethodsHOW TO: FOR PRACTITIONERSwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  • 78. Process To replace requirements with hypotheses: 1. Identify assumptions 2. Test the riskiest assumptions first 3. Express assumptions as hypotheses 4. Break hypotheses down into testable parts 5. Use MVPs to test your hypothesis 6. Get out of the building 7. Lather, rinse, and repeatwww.proof-nyc.com License: Creative Commons Attribution-www.slideshare.net/jseiden 30 Share Alike 3.0 United States
  • 79. If you liked this talk, please follow @jseidenTHANK YOU! @proof_nyc lets-talk@proof-nyc.comwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States