STARTUP LIBRARY 101
A NEW MINDSET
STARTUP LIBRARY 101
A NEW MINDSET

PRESENTED
BY

MJ

HELEN
WHITE PAPER

BRIAN MATHEWS
VIRGINIA TECH
Think like a startup:
A white paper to
inspire library
entrepreneurialism
WHITE PAPER

startups
provide a
framework
for action
startups are
about building
a platform

startups
condition us
for con...
WHO WE ARE
HELEN KULA
University of Toronto
Mississauga
@helenkula

M.J. D’ELIA
University of
Guelph
@mjdelia
AGENDA
FRAMEWORK

FOUNDATION

DISCUSSION

OLA SUPER CONFERENCE 2014

APPLICATION
FRAMEWORK
CUSTOMER DEVELOPMENT
CUSTOMER DEVELOPMENT

A methodology for startups that emphasizes
learning and discovery before execution.

Blank & Dorf, 2...
CUSTOMER DEVELOPMENT

The search for repeatable, scalable, and
sustainable solutions.

Blank & Dorf, 2012; Ries, 2011
CUSTOMER DEVELOPMENT

1

Establish hypotheses. Test hypotheses.
Discover facts.

CUSTOMER
DISCOVERY

Blank & Dorf, 2012, p...
CUSTOMER DEVELOPMENT

1
CUSTOMER
DISCOVERY

Problem hypotheses: How big of a
problem is it?
Product hypotheses: What solut...
CUSTOMER DEVELOPMENT

2

Test key features. Prove customers exist.
Investigate scalability.

CUSTOMER
VALIDATION

Blank & ...
CUSTOMER DEVELOPMENT

2
CUSTOMER
VALIDATION

Questions: Is this solution financially
viable? Will customers use our solutio...
CUSTOMER DEVELOPMENT

3

Begin executing. Build end-user demand.
Increase scale.

CUSTOMER
CREATION

Blank & Dorf, 2012, p...
CUSTOMER DEVELOPMENT

3
CUSTOMER
CREATION

Activities: Move from few to many
customers. Launch and position the
solution.
...
CUSTOMER DEVELOPMENT

4

Transition out of startup phase. Focus on
execution.

COMPANY
BUILDING

Blank & Dorf, 2012, p. 22...
CUSTOMER DEVELOPMENT

4
COMPANY
BUILDING

Activities: Adjust management structure.
Align resources to permanently support
...
CUSTOMER DEVELOPMENT

1

2

3

4

CUSTOMER
DISCOVERY

CUSTOMER
VALIDATION

CUSTOMER
CREATION

COMPANY
BUILDING

SEARCH

EX...
CUSTOMER DEVELOPMENT

1

2

CUSTOMER
DISCOVERY

CUSTOMER
VALIDATION

SEARCH
Blank & Dorf, 2012, p. 22-23
CUSTOMER DEVELOPMENT
GUESSING
Faith-based vision.
List of hypotheses.

TESTING
Scientific method.
List of tests.

DISCOVERI...
FOUNDATION
VALUE PROPOSITION

1
VALUE PROPOSITION

The bundle of products and services that create
value for a specific customer segment.

Osterwalder & Pi...
VALUE PROPOSITION

ACTIVITIES
PARTNERS
RESOURCES

CUSTOMER SEGMENTS

VALUE
PROP

RELATIONSHIPS
CHANNELS

COST STRUCTURE

R...
VALUE PROPOSITION

What problem are you solving for whom?
How does your product create customer gains?
How does your produ...
VALUE PROPOSITION

PRODUCTIVITY
COST REDUCTION
CUSTOMIZATION
STATUS

CONVENIENCE
VALUE
PROP

ACCESSIBILITY
USABILITY
DESIG...
VALUE PROPOSITION
RESEARCH HELP DESK
Observation: Declining statistics for in-depth research help.
Proposed solution: New ...
FOUNDATION
BUILD MEASURE LEARN

2
BUILD MEASURE LEARN

A three-step feedback loop that enables rapid
development and constant adjustments to the
business mo...
BUILD MEASURE LEARN

IDEA

BUILD

LEARN

DATA

PRODUCT

MEASURE
Ries (2011), p. 76-78
BUILD MEASURE LEARN

Learn: What do you want to know?
Measure: How will you measure it?
Build: What do you need to make?

...
BUILD MEASURE LEARN
RESEARCH HELP DESK
Build: “Lemonade stand” at the library entrance.
Measure: Track interactions. Condu...
FOUNDATION
MVP

3
MVP

Minimum Viable Product = a product/service
with just enough features that allow it to reach
the market

Ries, 2011
MVP
Low-Fidelity MVP: Does the customer care?
(Often used in customer discovery)
High-Fidelity MVP: Will the customer adop...
MVP
RESEARCH HELP DESK
Lo-fi MVP: “Lemonade stand” + signs (minimal construction)
Tests: Desk configuration. Multiple comput...
MVP
RESEARCH HELP DESK
Hi-fi MVP: “Lemonade stand” + service model
Tests: Query tracking. Customer journey maps. Signage au...
FOUNDATION
PIVOT

4
PIVOT

A fundamental change in strategy based on
validated learning in the customer development
process.

Ries (2011), p. ...
MVP
PIVOT
Observation: Declining statistics for in-depth research help.
MVP: “Lemonade Stand”
Build-Measure-Learn: Discove...
DISCUSSION
CASE STUDIES
CASE STUDIES

A NEW
MAKER
SPACE

VIRTUAL
LEARNING
COMMONS

Images: http://www.3ders.org/articles/20130315-expressing-mathe...
CASE STUDY

1. Which customers would you visit?
2. What would be your value proposition?
3. What would an MVP look like?
4...
APPLICATION
SIX TIPS
APPLICATION
TIP 1

TIP 2

“There are no facts
inside your building,
so get outside.”

The best startup ideas
ideas come fr...
APPLICATION
TIP 3

TIP 4

Determine what you
want to learn before
you build.

Build a minimum
viable product with
the smal...
APPLICATION
TIP 5

TIP 6

“No business plan
survives first contact
with customers.”

“Failure is an integral
part of the se...
FINAL THOUGHT

“There is no way to remove the human element-vision, intuition, judgment--from the practice of
entrepreneur...
announCement
STARTUP WEEKEND
STARTUP WEEKEND

LIBRARY EDITION
TORONTO
March 28-30
Mozilla Toronto

http://toronto.startupweekend.org
QUESTIONS?
STARTUP LIBRARY 101
STARTUP LIBRARY 101

THANK YOU
OLA SUPER CONFERENCE 2014
REFERENCES
Blank, S. (2014). Steve Blank [blog]. Retrieved from http://steveblank.com
Blank, S. & Dorf, B. (2012). The Sta...
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OLA 2014: Startup Library 101

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In April 2012, Brain Mathews asserted in his white paper that libraries need to “Think Like a Startup." But how do startups think? If we are going to emulate startup culture, then we have some learning to do. This interactive session will tackle the build-measure-learn cycle, validated learning, iterative design, continuous improvement, and other components of lean thinking. We'll underscore the importance of hands-on development, prototyping, and hypothesis testing. Come join the conversation and help make entrepreneurial thinking a habitual part of our practice and profession. Presented by M.J. D'Elia & Helen Kula.

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OLA 2014: Startup Library 101

  1. 1. STARTUP LIBRARY 101 A NEW MINDSET
  2. 2. STARTUP LIBRARY 101 A NEW MINDSET PRESENTED BY MJ HELEN
  3. 3. WHITE PAPER BRIAN MATHEWS VIRGINIA TECH Think like a startup: A white paper to inspire library entrepreneurialism
  4. 4. WHITE PAPER startups provide a framework for action startups are about building a platform startups condition us for constant change startup is a culture Mathews, 2012, p. 4
  5. 5. WHO WE ARE HELEN KULA University of Toronto Mississauga @helenkula M.J. D’ELIA University of Guelph @mjdelia
  6. 6. AGENDA FRAMEWORK FOUNDATION DISCUSSION OLA SUPER CONFERENCE 2014 APPLICATION
  7. 7. FRAMEWORK CUSTOMER DEVELOPMENT
  8. 8. CUSTOMER DEVELOPMENT A methodology for startups that emphasizes learning and discovery before execution. Blank & Dorf, 2012; Ries, 2011
  9. 9. CUSTOMER DEVELOPMENT The search for repeatable, scalable, and sustainable solutions. Blank & Dorf, 2012; Ries, 2011
  10. 10. CUSTOMER DEVELOPMENT 1 Establish hypotheses. Test hypotheses. Discover facts. CUSTOMER DISCOVERY Blank & Dorf, 2012, p. 22-23
  11. 11. CUSTOMER DEVELOPMENT 1 CUSTOMER DISCOVERY Problem hypotheses: How big of a problem is it? Product hypotheses: What solutions are currently in place? Do they work? Blank & Dorf, 2012, p. 22-23
  12. 12. CUSTOMER DEVELOPMENT 2 Test key features. Prove customers exist. Investigate scalability. CUSTOMER VALIDATION Blank & Dorf, 2012, p. 22-23
  13. 13. CUSTOMER DEVELOPMENT 2 CUSTOMER VALIDATION Questions: Is this solution financially viable? Will customers use our solution? Do we know how to sell them? Blank & Dorf, 2012, p. 22-23
  14. 14. CUSTOMER DEVELOPMENT 3 Begin executing. Build end-user demand. Increase scale. CUSTOMER CREATION Blank & Dorf, 2012, p. 22-23
  15. 15. CUSTOMER DEVELOPMENT 3 CUSTOMER CREATION Activities: Move from few to many customers. Launch and position the solution. Blank & Dorf, 2012, p. 22-23
  16. 16. CUSTOMER DEVELOPMENT 4 Transition out of startup phase. Focus on execution. COMPANY BUILDING Blank & Dorf, 2012, p. 22-23
  17. 17. CUSTOMER DEVELOPMENT 4 COMPANY BUILDING Activities: Adjust management structure. Align resources to permanently support new solution. Blank & Dorf, 2012, p. 22-23
  18. 18. CUSTOMER DEVELOPMENT 1 2 3 4 CUSTOMER DISCOVERY CUSTOMER VALIDATION CUSTOMER CREATION COMPANY BUILDING SEARCH EXECUTE Blank & Dorf, 2012, p. 22-23
  19. 19. CUSTOMER DEVELOPMENT 1 2 CUSTOMER DISCOVERY CUSTOMER VALIDATION SEARCH Blank & Dorf, 2012, p. 22-23
  20. 20. CUSTOMER DEVELOPMENT GUESSING Faith-based vision. List of hypotheses. TESTING Scientific method. List of tests. DISCOVERING Validated learning. List of facts.
  21. 21. FOUNDATION VALUE PROPOSITION 1
  22. 22. VALUE PROPOSITION The bundle of products and services that create value for a specific customer segment. Osterwalder & Pigneur, 2010, p. 22-25
  23. 23. VALUE PROPOSITION ACTIVITIES PARTNERS RESOURCES CUSTOMER SEGMENTS VALUE PROP RELATIONSHIPS CHANNELS COST STRUCTURE REVENUE EFFICIENCY/LOGIC VALUE/EMOTION Osterwalder & Pigneur, 2010, p. 18-19, 48-49
  24. 24. VALUE PROPOSITION What problem are you solving for whom? How does your product create customer gains? How does your product alleviate customer pains? Value Proposition Canvas
  25. 25. VALUE PROPOSITION PRODUCTIVITY COST REDUCTION CUSTOMIZATION STATUS CONVENIENCE VALUE PROP ACCESSIBILITY USABILITY DESIGN
  26. 26. VALUE PROPOSITION RESEARCH HELP DESK Observation: Declining statistics for in-depth research help. Proposed solution: New location. Improved branding. Value Prop: Convenience. Accessibility. Usability. Clarity.
  27. 27. FOUNDATION BUILD MEASURE LEARN 2
  28. 28. BUILD MEASURE LEARN A three-step feedback loop that enables rapid development and constant adjustments to the business model. Ries (2011), p. 22, 76-77
  29. 29. BUILD MEASURE LEARN IDEA BUILD LEARN DATA PRODUCT MEASURE Ries (2011), p. 76-78
  30. 30. BUILD MEASURE LEARN Learn: What do you want to know? Measure: How will you measure it? Build: What do you need to make? Ries (2011), p. 76-78
  31. 31. BUILD MEASURE LEARN RESEARCH HELP DESK Build: “Lemonade stand” at the library entrance. Measure: Track interactions. Conduct user experience interviews. Learn: Students like quick help. Discovered new frustrations.
  32. 32. FOUNDATION MVP 3
  33. 33. MVP Minimum Viable Product = a product/service with just enough features that allow it to reach the market Ries, 2011
  34. 34. MVP Low-Fidelity MVP: Does the customer care? (Often used in customer discovery) High-Fidelity MVP: Will the customer adopt your solution? (Often used in customer validation) Ries, 2011
  35. 35. MVP RESEARCH HELP DESK Lo-fi MVP: “Lemonade stand” + signs (minimal construction) Tests: Desk configuration. Multiple computers. iPad service. Branding awareness tests.
  36. 36. MVP RESEARCH HELP DESK Hi-fi MVP: “Lemonade stand” + service model Tests: Query tracking. Customer journey maps. Signage audits. Staffing plan and service modelling. Revised referral strategy.
  37. 37. FOUNDATION PIVOT 4
  38. 38. PIVOT A fundamental change in strategy based on validated learning in the customer development process. Ries (2011), p. 76-78
  39. 39. MVP PIVOT Observation: Declining statistics for in-depth research help. MVP: “Lemonade Stand” Build-Measure-Learn: Discovered other challenges. Zoom-Out Pivot: Expand our changes to include all frontline service interactions.
  40. 40. DISCUSSION CASE STUDIES
  41. 41. CASE STUDIES A NEW MAKER SPACE VIRTUAL LEARNING COMMONS Images: http://www.3ders.org/articles/20130315-expressing-mathematics-in-3d-printed-sculpture-art.html http://www.freefever.com/wallpaper/1280x800/best-windows-wallpaper-abstract-fibre-optic-20882.html http://www.boostlabs.com/infographics-and-data-visualization-services-dc-md-va/ DATA VISUALIZATION WORKSHOP
  42. 42. CASE STUDY 1. Which customers would you visit? 2. What would be your value proposition? 3. What would an MVP look like? 4. How will you measure your success? 5. How will you scale your solution?
  43. 43. APPLICATION SIX TIPS
  44. 44. APPLICATION TIP 1 TIP 2 “There are no facts inside your building, so get outside.” The best startup ideas ideas come from noticing. Blank & Dorf, 2012, p. 31 Graham, 2012
  45. 45. APPLICATION TIP 3 TIP 4 Determine what you want to learn before you build. Build a minimum viable product with the smallest possible feature set. Ries, 2011, p. 76-78 Blank & Dorf, 2012, p. 60
  46. 46. APPLICATION TIP 5 TIP 6 “No business plan survives first contact with customers.” “Failure is an integral part of the search.” Blank & Dorf, 2012, p. 35 Blank & Dorf, 2012, p. 33
  47. 47. FINAL THOUGHT “There is no way to remove the human element-vision, intuition, judgment--from the practice of entrepreneurship, nor would that be desirable.” Ries, 2011
  48. 48. announCement STARTUP WEEKEND
  49. 49. STARTUP WEEKEND LIBRARY EDITION TORONTO March 28-30 Mozilla Toronto http://toronto.startupweekend.org
  50. 50. QUESTIONS? STARTUP LIBRARY 101
  51. 51. STARTUP LIBRARY 101 THANK YOU OLA SUPER CONFERENCE 2014
  52. 52. REFERENCES Blank, S. (2014). Steve Blank [blog]. Retrieved from http://steveblank.com Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA: K&S Ranch Graham, P. (2012). How to get startup ideas [Blog]. http://paulgraham.com/startupideas.html MaRS. Entrepreneur’s Toolkit. Retrieved from http://www.marsdd.com/entrepreneurs-toolkit/ Mathews, B. (2012, April). Think like a Startup [white paper]. Retrieved from http://vtechworks.lib.vt.edu/handle/10919/18649 Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Hoboken, NJ: Wiley Ries, E. (2011). The Lean Startup. New York: Crown. Slide Design: Pasquale Vitiello
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