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Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
Startupfair 2013: Why lean startup changes everything
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Startupfair 2013: Why lean startup changes everything

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Fredi Schmidli, experienced entrepreneur, explains in this presentation, why conventional business plans are not needed and how lean startup changes the way to start your business.

Fredi Schmidli, experienced entrepreneur, explains in this presentation, why conventional business plans are not needed and how lean startup changes the way to start your business.

Published in: Business, Technology
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  • 1. Why Lean Startup changes everything Fredi Schmidli STARTUPFAIR Zürich, 17.09.2013 17.09.2013 1http://de.slideshare.net/pragmaticsolutions
  • 2. Fredi Schmidli • Entrepreneur • Business Angel and Boardmember : www.startangels.ch • Community Builder: - meetup.com/Lean-startup-Zurich/ - www.stoosnetwork-zurich.ch - Agile Breakfasts 17.09.2013 2http://de.slideshare.net/pragmaticsolutions
  • 3. Content • Goals • How? 2 ways • Conventional way • Lean startup way • Examples • Conclusions Based on the Book: The lean startup, Eric Ries, 1st ed. 2011 317.09.2013 3http://de.slideshare.net/pragmaticsolutions
  • 4. What? Goals • Increase capital efficiency • Increase survival rate • 60% last 3 years, 35% last 10 years (US: http://idee.vc/tag/uberleben-von-startups/) • 66% last 3 years, 50% last 5 years http://www.bfs.admin.ch/bfs/portal/de/index/themen/06/02/blank/key/02/ueberlebensraten.html • 56% losses in 3.5, 10% bring 80% return in 7 years (UK: Nesta-Studie 2009 mit BBAA and more than 1000 firms) • Fail early 417.09.2013 4http://de.slideshare.net/pragmaticsolutions
  • 5. How? There are 2 ways 1. Conventional way or do the things right • Assumption: machine, excellent plan and execution • Focus: Perseverance myth • Example: most Startups 2. Lean startup way or do the right things • Assumption: Dynamic systems require self-organisation • Focus: Genchi Gembutsu • Example: Zappos, Dropbox 5517.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 6. Conventional way • Culture: „Cowboy Mentality“ - „Paralysis by Analysis“ • Method: Planning more important than experiments • Goal: best product possible • Characteristics - symptoms: • Which product can we build with this technology? • Long business plans with hockey stick figures • Need funds for sales & marketing boost • Long discussions about plans or features 66http://de.slideshare.net/pragmaticsolutions17.09.2013
  • 7. Lean startup way • Culture: Success can be engineered, learned, taught • Pre-requisites: Transparency, trust and courage • Method: Short feedback loop • Goal: MVP asap and minimise cycle time • Characteristics • Can we build a sustainable business? • Business Model Canvas • Every product, marketing campaign, etc. is experiment 7717.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 8. Feedback loop 8 Turn ideas in ...... Min. viable Prod. (MVP) Innovation accounting Pivot or persevere? Entrepreneurial Mgt: Stupid! It‘s the boring stuff, ...... 817.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 9. Examples 9 Interview MDs by pig 1. Test BP assumptions for TM app: price, cost of sales MVP: Questionnaire & live demos 70 interviews & pattern Pivot to public health? 917.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 10. Examples 10 Picture of shoe online 2. Test business model for Zappos 1017.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 11. Examples 11 MVP: Video 3. Test vision of service offering for Dropbox 1117.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 12. Conclusions • Resource limitations can be an asset: CH • Genchi Gembutsu, experiment and succeed or ... ? • Be courageous and transparent • Can we build a sustainable business? • MVP and Business Modell Canvas change everything • Minimise TOTAL time through the loop • Your preferred example? 121217.09.2013 http://de.slideshare.net/pragmaticsolutions; fredi@pragmatic-solutions.ch

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