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Lean 101

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My lean 101 slides. Please share!

My lean 101 slides. Please share!

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  • 1. Lean 101 @rafaelbalbijr//rafael@leanstartupmachine.comThursday, January 24, 13
  • 2. About Me Rafael Balbi On twitter @rafaelbalbijr • Lean Startup Machine Director of Operations • Helped a VC raised 5MM USD • Skillshare Master Teacher on Lean // Business Models • Founder of not 1 but 2 failed startupsThursday, January 24, 13
  • 3. 200 WORKSHOPS IN 2013 New York Philadelphia San Diego Shanghai Moscow Riyadh Boston Los Angeles Toronto Karachi Tel Aviv Sao Paolo Chicago Washington DC Montreal Lahore Milan London Austin San Francisco Tokyo Dubai AmsterdamThursday, January 24, 13
  • 4. Making Sh* HappenThursday, January 24, 13
  • 5. Funded Startups Instacanvas Borrowmydog.gy Branch.comThursday, January 24, 13
  • 6. LET’S ADVANCE THE SCIENCE OF ENTREPRENEURSHIPThursday, January 24, 13
  • 7. Let’s break some ice About Me//About YouThursday, January 24, 13
  • 8. The  AbyssThursday, January 24, 13
  • 9. Lean I will code I will get funding, I will write a business planThursday, January 24, 13
  • 10. Don’t be a super heroThursday, January 24, 13
  • 11. There’s an easier way A Startup, is a human institution designed to create and build new products and services under conditions of extreme uncertainty… – Eric RiesThursday, January 24, 13
  • 12. Lean is about...Thursday, January 24, 13
  • 13. Experiment - An operation or procedure carried out in order to discover and test Planning - A detailed proposal for doing or achieving something.Thursday, January 24, 13
  • 14. Experimenting vs PlanningThursday, January 24, 13
  • 15. Thursday, January 24, 13
  • 16. What is “waste” in a startup? • Building the wrong thing • Pre-mature optimizationThursday, January 24, 13
  • 17. Successful startups pivot • YouTube, Facebook, PayPal • Twitter, InstagramThursday, January 24, 13
  • 18. Make data-driven decisions • Increase team transparency • Move fasterThursday, January 24, 13
  • 19. Build//Measure//LearnThursday, January 24, 13
  • 20. Some Context Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.Thursday, January 24, 13
  • 21. What a VC taught me.. Concept Phase Execution Phase Value Prop// //ManagementCustomer Segment// //SystemsThursday, January 24, 13
  • 22. Lean Business Models Get to your first sale as quickly as possible! Break it! -> PushThursday, January 24, 13
  • 23. Build//Hypothesize • What’s  your  idea/ problem  that  you  want   to  solve? • Customer? •Thursday, January 24, 13
  • 24. Measure//Test Customer Development - Get out of the building Putting what we’ve built in front of peopleThursday, January 24, 13
  • 25. Learn//Iterate Gain Knowledge ImplementThursday, January 24, 13
  • 26. Build//Measure//LearnThursday, January 24, 13
  • 27. MVP • The minimal amount of effort you have to exert to complete one turn around the Build-Measure- Learn loop. - Eric Ries • MVP ≠ functioning productThursday, January 24, 13
  • 28. MVP • MVP = Minimal Viable ExperimentThursday, January 24, 13
  • 29. Goals of MVP Maximize Learning Minimize opportunity cost Rapid Testing + IterationThursday, January 24, 13
  • 30. Types of MVP Exploration Pitch ConciergeThursday, January 24, 13
  • 31. Thursday, January 24, 13
  • 32. Exploration An interaction with customers problems to understand behaviorThursday, January 24, 13
  • 33. Pitch Working  towards  a  soluCon Pitching  the  customer  on  a  soluCon  with  the  intent  of   gaining  back  some  form  of  validaCon  (email  signup,  cash,   leGer  of  intent)Thursday, January 24, 13
  • 34. Pitch 1.  Decreasing  Discount 2.  Meta 3.  InnovatorThursday, January 24, 13
  • 35. Thursday, January 24, 13
  • 36. Thursday, January 24, 13
  • 37. Concierge Manually  delivering  on  the  soluCon Minimal  code,  pulling+pushing  levers No  automaConThursday, January 24, 13
  • 38. Concierge 1.  One  use  case 2.  Real  life  simulaConThursday, January 24, 13
  • 39. Customer  DevelopmentThursday, January 24, 13
  • 40. Customer Development is the process by which we go out and test our hypothesis and assumptionsThursday, January 24, 13
  • 41. Customer Development… 1. Sucks…it hurts, a lot 2. Is the cornerstone and key of LEAN 3. Lot’s of Cust Dev Leads to ResultsThursday, January 24, 13
  • 42. When  is  enough,  enough? Look for a PatternThursday, January 24, 13
  • 43. CUSTOMERThursday, January 24, 13
  • 44. Persona Development Project Name: Team Leader Name: Experiment #: Person Pain Factual information State the problem you believe about your target customer. your target customers have, that your solution solves for. Behavior Goals Existing behavior they exhibit now, What goals are they trying to accomplish because they don’t have your solution. through the behavior, that your solution will do better?Thursday, January 24, 13
  • 45. Get Out of the Building “No business plan survives first contact with customers.” - Steve BlankThursday, January 24, 13
  • 46. What’s the point? • Uncovers how users think and behave • Validates assumptions/removes bias • Shows difference between intent and reality • Provides direction and data instead of opinion or speculation • Provides the ability to inform designThursday, January 24, 13
  • 47. It is NOT • Multiple Choice Surveys • Focus Groups • Your Personal (Biased!) Experience • Conversations with FriendsThursday, January 24, 13
  • 48. Effective InterviewingThursday, January 24, 13
  • 49. Go in with 2 to 3 objectives and have a real conversation. Brant Cooper Know your goals and questions. Giff Constable Use a script. Ash MauryaThursday, January 24, 13
  • 50. No Selling AllowedThursday, January 24, 13
  • 51. 3 Point Interview 1.  Do  You  {insert  problem} 2.  Tell  me  a  story  about  the  last  Cme  you  dealt  with  {insert  problem} 3.  What’s  your  ideal  soluCon  for  {insert  problem}Thursday, January 24, 13
  • 52. Track  Data • Write everything down RIGHT after • Set up time to evaluate data • Have one location where everything is storedThursday, January 24, 13
  • 53. Validation BoardThursday, January 24, 13
  • 54. Thursday, January 24, 13
  • 55. Thursday, January 24, 13
  • 56. “A startup’s runway is the number of pivots it can still make.” -Eric RiesThursday, January 24, 13
  • 57. GOAL: Decrease Cash Spent Between PivotsThursday, January 24, 13
  • 58. GOAL: Decrease Cash Spent Between Pivots PRODUCT = EXPERIMENTThursday, January 24, 13
  • 59. GOAL: Decrease Cash Spent Between Pivots PROGRESS = PRODUCT = VALIDATED EXPERIMENT LEARNINGThursday, January 24, 13
  • 60. Ok...so?Thursday, January 24, 13
  • 61. What  a  VC  taught  me... VC’s  invest  to  get  a  return  on  $$$ -­‐want  $  back  w/  i* Raise  skillset...lessen  risk...raise   probability  of  fundingThursday, January 24, 13
  • 62. Business Models Concept Phase Execution Phase Value Prop// //ManagementCustomer Segment// //Systems want  to  get  out  of  concept  phase  as  quickly  as   possible.  business  become  profitable  at  SCALEThursday, January 24, 13
  • 63. Ok...so?Thursday, January 24, 13
  • 64. 3D  prinMng  -­‐  will  do  to  hardware  what   the  internet  did  to  soNware Nanotech Singularity RoboMcs Africa/China/Brasil/IndiaThursday, January 24, 13
  • 65. leanstartupmachine.com validaMonboard.com rafael@leanstartupmachine.com @rafaelbalbijr  Thursday, January 24, 13