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Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
Why Product Managers Need Sneakers
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Why Product Managers Need Sneakers

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  • 1. Why Product Managers Need Sneakers<br />Steve Blank<br />www.steveblank.com<br />Twitter: sgblank<br />
  • 2. I Drew This<br />CustomerDiscovery<br />Company <br /> Building<br />CustomerValidation<br />Customer Creation<br />Pivot<br />
  • 3. I Called It:Customer Development<br />CustomerDiscovery<br />Company <br /> Building<br />CustomerValidation<br />Customer Creation<br />Pivot<br />
  • 4. I Wrote This<br />
  • 5. A Few People Read It<br />
  • 6. I Write a Blog <br />www.steveblank.com<br />
  • 7. Five Short Stories<br />
  • 8. Not All Startups Are Equal<br />
  • 9. Small Business<br />Startup<br />Small Business Startups<br /><ul><li>Serve known customer with known product
  • 10. Feed the family</li></li></ul><li>Small Business<br />Startup<br />Exit Criteria<br /><ul><li> Business Model found</li></ul>- Profitable business<br /><ul><li> Existing team</li></ul>&lt; $1M in revenue<br />Small Business Startups<br /><ul><li>known customer known product
  • 11. Feed the family</li></li></ul><li>Small Business<br />Startup<br />- Business Model found<br />- Profitable business<br /><ul><li> Existing team</li></ul>&lt; $10M in revenue<br />Small Business Startups<br /><ul><li>5.7 million small businesses in the U.S. &lt;500 employees
  • 12. 99.7% of all companies
  • 13. ~ 50% of total U.S. workers</li></ul>http://www.sba.gov/advo/stats/sbfaq.pdf<br />
  • 14. Large Company Sustaining Innovation<br />Sustaining Innovation<br />Transition<br />Scalable<br />Startup<br />Large Company<br /><ul><li>Existing Market / Known customer
  • 15. Known product feature needs</li></li></ul><li>Large Company Disruptive Innovation<br />New Division<br />Transition<br />Large Company<br />Disruptive Innovation<br /><ul><li> New Market / Unknown customer needs
  • 16. New tech / Unknown product features
  • 17. Looks like a scalable startup</li></li></ul><li>Scalable<br />Startup<br />Large Company<br />&gt;$100M/year<br />Scalable Startup<br />Goal is to solve for:<br /> unknown customer and unknown features <br />
  • 18. Scalable<br />Startup<br />Large Company<br />&gt;$100M/year<br />Exit Criteria<br /><ul><li> Business model found
  • 19. Total Available Market &gt; $500m -$1B
  • 20. Can grow to $100m/year
  • 21. Focused on execution and process</li></ul>Scalable Startup<br />
  • 22. Scalable<br />Startup<br />Large Company<br />&gt;$100M/year<br /><ul><li>Total Available Market &gt; $500m
  • 23. Can grow to $100m/year
  • 24. Business model found
  • 25. Focused on execution and process
  • 26. Typically requires “risk capital”</li></ul>Scalable Startup<br /><ul><li> In contrast a scalable startup is designed to grow big
  • 27. Typically needs risk capital
  • 28. What Silicon Valley means when they say “Startup”</li></li></ul><li>Scalable<br />Startup<br />Large Company<br />Search <br /><ul><li>customer needs/product features found</li></ul> i.e. Product/Market fit<br /><ul><li> Business Model found</li></ul>- Repeatable sales model<br />- Managers hired<br />What’s A Startup?<br />A Startup is the organization used to search for a scalable business model <br />
  • 29. What VC’s Don’t Tell You:The Transition – Founders Leave<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Build<br /><ul><li>Founders depart
  • 30. Professional Mgmt
  • 31. Process
  • 32. Beginning of scale</li></li></ul><li>Doesn’t Need Sneakers<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Build<br />Grow<br />Product Management<br />
  • 33. Needs Several Pairs of Sneakers<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Search<br />Is very different here<br />Product Management here<br />
  • 34. Why Product Managers Wear Sneakers<br />
  • 35. Startups Search and Pivot<br />The Search for the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Business Model found<br /><ul><li> customer needs/product features found</li></ul> i.e. Product/Market fit<br /><ul><li>Found by founders, not employees
  • 36. Repeatable sales model</li></ul>- Managers hired<br />
  • 37. Startups Search, Companies Execute<br />The Execution of the Business Model<br />The Search for the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />- Cash-flow breakeven<br />- Profitable<br />- Rapid scale<br />- New Senior Mgmt<br />~ 150 people<br /><ul><li>Business Model found
  • 38. Product/Market fit</li></ul>- Repeatable sales model<br />- Managers hired<br />
  • 39. Metrics Versus Accounting<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Traditional Accounting<br /><ul><li>Balance Sheet
  • 40. Cash Flow Statement
  • 41. Income Statement</li></li></ul><li>Metrics Versus Accounting<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Startup Metrics<br /><ul><li> Customer Acquisition Cost
  • 42. Viral coefficient
  • 43. Customer Lifetime Value
  • 44. Average Selling Price/Order Size
  • 45. Monthly burn rate
  • 46. etc. </li></ul>Traditional Accounting<br /><ul><li> Balance Sheet
  • 47. Cash Flow Statement
  • 48. Income Statement</li></li></ul><li>Customer Validation Versus Sales<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Sales<br /><ul><li>Sales Organization
  • 49. Scalable
  • 50. Price List/Data Sheets
  • 51. Revenue Plan</li></li></ul><li>Customer Validation Versus Sales<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large<br />Company<br />Customer Validation<br /><ul><li> Early Adopters
  • 52. Pricing/Feature unstable
  • 53. Not yet repeatable
  • 54. “One-off’s”
  • 55. Done by founders</li></ul>Sales<br /><ul><li> Sales Organization
  • 56. Scalable
  • 57. Price List/Data Sheets
  • 58. Revenue Plan</li></li></ul><li>Customer Development VersusProduct Management<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Product Management<br /><ul><li> Delivers MRD’s
  • 59. Feature Spec’s
  • 60. Competitive Analysis
  • 61. Prod Mgmt driven</li></li></ul><li>Customer Development Versus Product Management<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Product Management<br /><ul><li> Delivers MRD’s
  • 62. Feature Spec’s
  • 63. Competitive Analysis</li></ul>Customer Development<br /><ul><li> Hypothesis Testing
  • 64. Minimum Feature Set
  • 65. Pivots
  • 66. Founder-driven</li></li></ul><li>Engineering Versus Agile Development<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Engineering<br /><ul><li> Requirements Docs.
  • 67. Waterfall Development
  • 68. QA
  • 69. Tech Pubs</li></li></ul><li>Engineering Versus Agile Development<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br />Engineering<br /><ul><li> Requirements Docs.
  • 70. Waterfall Development
  • 71. QA
  • 72. Tech Pubs</li></ul>Agile Development<br /><ul><li> Continuous Deployment
  • 73. Continuous Learning
  • 74. Self Organizing Teams
  • 75. Minimum Feature Set
  • 76. Pivots</li></li></ul><li>Startups Model, Companies Plan<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /><ul><li> Plan describes “knowns”
  • 77. Known features for line extensions
  • 78. Known customers/markets
  • 79. Known business model</li></li></ul><li>Startups Model, Companies Plan<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /><ul><li>Unknown customer needs
  • 80. Unknown feature set
  • 81. Unknown business model
  • 82. Model found by iteration
  • 83. Plan describes “knowns”
  • 84. Known features for line extensions
  • 85. Known customers/markets
  • 86. Known business model</li></li></ul><li>Startups Protect Mavericks, Companies Fire Mavericks<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /><ul><li>Pains in the butt
  • 87. Always looking at something different
  • 88. Doesn’t get with the program</li></li></ul><li>Startups Protect Mavericks, Companies Fire Mavericks<br />The Search for the Business Model<br />The Execution of the Business Model<br />Scalable<br />Startup<br />Transition<br />Large Company<br /><ul><li> CEO of your company
  • 89. Finds your next market
  • 90. Pains in the butt
  • 91. Always looking at something different
  • 92. Doesn’t get with the program</li></li></ul><li>Startups Don’t Last Forever<br />Scalable<br />Startup<br />Transition<br />Large Company<br />- Cash-flow breakeven<br />- Profitable<br />- Rapid scale<br />- New Senior Mgmt<br />~ 150 people<br /><ul><li> Business Model found
  • 93. Product/Market fit</li></ul>- Repeatable sales model<br />- Managers hired<br />You failif you remain a startup!<br />
  • 94. Plan versus Model<br />
  • 95. Business Plan<br />A document your investors make you write that they don’t read<br />A useful place for you to collect your guesses about your business<br /><ul><li>Size of Opportunity
  • 96. Customers
  • 97. Channel
  • 98. Demand Creation
  • 99. Revenue/Expenses/Profit</li></ul>The template to look like everyone else when you present to VC’s/Management <br />
  • 100. No Business Plan survives first contact with customers<br />
  • 101. So Search for a Business Model<br />
  • 102. What Is a Business Model?<br />Diagram of flows between company and customers<br />Scorecard of hypotheses testing<br />Rapid change with each iteration and pivot<br />Product Management-driven<br />* Alex Osterwalder<br />
  • 103. Business Model = <br />Keeping Score in a Startup<br />CUSTOMER<br />RELATIONSHIP<br />PARTNER<br />NETWORK<br />INFRASTRUCTURE<br />CUSTOMER<br />OFFER<br />TARGET<br />CUSTOMER<br />CORE<br />CAPABILITIES<br />portrays the network of cooperative agreements with other companies<br />explains the relationships a company establishes with its customers<br />VALUE<br />PROPOSITION<br />describes the customers a company wants to offer value to<br />outlines the capabilities required to run a company&apos;s business model<br />gives an overall view of a company&apos;s bundle of products and services<br />DISTRIBUTION<br />CHANNEL<br />VALUE<br />CONFIGURATION<br />describes the channels to communicate and get in touch with customers<br />describes the arrangement of activities and resources<br />sums up the monetary consequences to run a business model<br />describes the revenue streams through which money is earned<br />COST<br />STRUCTURE<br />REVENUE<br />STREAMS<br />FINANCE<br />
  • 104. Business Model Generation Book<br />
  • 105. How Do Startups Search For A Business Model?<br /><ul><li> The Search is called Customer Development
  • 106. The Implementation is called Agile Development</li></li></ul><li>The Lean Startup<br />
  • 107. Who Does This Search?<br />The Founders<br />Not Employees<br />How?<br />
  • 108. Customer Development<br />
  • 109. Solving For Customer and Product Unknowns:Customer Development<br />
  • 110. Customer Development<br />The founders<br />Get the Hell Out of the Building<br />^<br />
  • 111. More startups fail from a lack of customers than from a failure of product development<br />
  • 112. Then why do we have:<br />process to manage product development?<br />
  • 113. Then why do we have:<br />Process to manage product development?<br />None to manage customer development?<br />
  • 114. Startup - Back of the Napkin Model<br />Concept/Seed Round<br />Product Dev.<br />Alpha/Beta Test<br />Launch/<br />1st Ship<br />
  • 115. Tradition – Hire Marketing<br />Concept/Seed Round<br />Product Dev.<br />Alpha/Beta Test<br />Launch/<br />1st Ship<br />- Create Demand<br />- Launch Event<br />- “Branding”<br />- Hire PR Agency<br />- Early Buzz<br /><ul><li> Create Marcom </li></ul> Materials<br />- Create Positioning<br />Marketing<br />
  • 116. Tradition – Hire Sales<br />Concept/Seed Round<br />Product Dev.<br />Alpha/Beta Test<br />Launch/<br />1st Ship<br />- Create Demand<br />- Launch Event<br />- “Branding”<br />- Hire PR Agency<br />- Early Buzz<br /><ul><li> Create Marcom </li></ul> Materials<br />- Create Positioning<br />Marketing<br /><ul><li> Build Sales Organization
  • 117. Hire Sales VP
  • 118. Hire 1st Sales Staff</li></ul>Sales<br />
  • 119. Tradition – Hire Bus Development<br />Concept<br />Product Dev.<br />Alpha/Beta Test<br />Launch/<br />1st Ship<br />- Create Demand<br />- Launch Event<br />- “Branding”<br />- Hire PR Agency<br />- Early Buzz<br /><ul><li> Create Marcom </li></ul> Materials<br />- Create Positioning<br />Marketing<br /><ul><li> Build Sales Channel / Distribution
  • 120. Hire Sales VP
  • 121. Pick distribution Channel</li></ul>Sales<br />Business <br />Development<br /><ul><li> Hire First Bus Dev
  • 122. Do deals for FCS</li></li></ul><li>Tradition – Hire Engineering/Product Mgmt<br />Concept<br />Product Dev.<br />Alpha/Beta Test<br />Launch/<br />1st Ship<br />- Create Demand<br />- Launch Event<br />- “Branding”<br />- Hire PR Agency<br />- Early Buzz<br /><ul><li> Create Marcom </li></ul> Materials<br />- Create Positioning<br />Marketing<br /><ul><li> Build Sales Channel / Distribution
  • 123. Hire Sales VP
  • 124. Pick distribution Channel</li></ul>Sales<br />Business <br />Development<br /><ul><li> Hire First Bus Dev
  • 125. Do deals for FCS</li></ul>Engineering/Product Mgmt<br /><ul><li> Write MRD
  • 126. Waterfall
  • 127. Q/A
  • 128. Tech Pubs</li></li></ul><li>Product Development<br />Concept/Bus. Plan<br />Product Dev.<br />Alpha/Beta Test<br />Launch/1st Ship<br />+<br />CustomerDevelopment<br />Company<br />Building<br />CustomerDiscovery<br />CustomerValidation<br />Customer Creation<br />Customer Development<br />
  • 129. Customer Discovery<br />CustomerDiscovery<br />CustomerValidation<br />Company<br />Building<br />CustomerCreation<br />Stop selling, start listening<br />Test your hypotheses<br />Continuous Discovery<br />Done by founders<br />
  • 130. Customer Discovery<br />Phase 3<br />Test<br />ProductHypothesis<br />Phase 4Verify, Iterate &amp; <br />Expand<br />CustomerDiscovery<br />To Validation<br />Phase 1Author<br />Hypothesis<br />Phase 2Test<br />ProblemHypothesis<br />
  • 131. Customer Discovery<br />Hypotheses<br />Customer&amp; ProblemHypothesis<br />Distribution<br /> &amp; PricingHypothesis<br />Demand CreationHypothesis <br />Market Type<br />Hypothesis<br />Product Hypothesis<br />Competitive<br />Hypothesis<br />Test “Problem” Hypothesis<br /> “Problem”Presentation<br />CustomerUnderstanding<br />MarketKnowledge <br />FriendlyFirst Contacts<br />Test “Product” Hypothesis<br /> “Product”Presentation<br />Yet MoreCustomerVisits<br />SecondReality Check<br />First RealityCheck<br />Verify<br />Verify theBusiness Model<br />Iterate orExit<br /> Verify theProblem<br />Verify the Product<br />
  • 132. Customer Development in the High-Tech Enterprise Fall 2009<br />Customer Discovery<br />Customer&amp; ProblemHypothesis<br />Distribution<br /> &amp; PricingHypothesis<br />Demand CreationHypothesis <br />Market Type<br />Hypothesis<br />Product Hypothesis<br />Competitive<br />Hypothesis<br /> “Problem”Presentation<br />CustomerUnderstanding<br />MarketKnowledge <br />FriendlyFirst Contacts<br /> “Product”Presentation<br />Yet MoreCustomerVisits<br />SecondReality Check<br />First RealityCheck<br /> Verify theProblem<br />Verify theBusiness Model<br />Iterate orExit<br />Verify the Product<br />Inside the Building<br />Hypotheses<br />Test “Problem” Hypothesis<br />Outside the Building<br />Test “Product” Hypothesis<br />Verify<br />
  • 133. Hypothesis<br />Product<br />Customer/Problem<br />Distribution/Pricing<br />Demand Creation<br />Market Type<br />Competition<br />Customer&amp; ProblemHypothesis<br />Distribution<br /> &amp; PricingHypothesis<br />Demand CreationHypothesis <br />Market Type<br />Hypothesis<br />Product Hypothesis<br />Competitive<br />Hypothesis<br />
  • 134. Customer Validation<br />CustomerDiscovery<br />CustomerValidation<br />Customer Creation<br />Company<br />Building<br />Pivot<br /><ul><li>Repeatable and scalable business model?
  • 135. PassionateEarlyvangelists?
  • 136. Pivot back to Discovery if no customers</li></li></ul><li>Customer Validation<br />Phase 4Business <br />ModelVerified<br />Phase 3Positioning<br />CustomerValidation<br />From Discovery<br />To Creation<br />Phase 1Get <br />Readyto Sell<br />Phase 2Sell toEarlyVangelists<br />
  • 137. Customer Validation<br />Get Ready to Sell<br />Prelim Sales<br />&amp; Collateral <br />Materials<br />Prelim <br />Distribution<br /> Channel Plan<br />Articulate <br />a Value <br />Proposition<br />Prelim SalesRoadmap <br />Hire a “Sales Closer”<br />Align YourExecutives<br />Sell to “EarlyVangelists”<br />Formalize<br />Advisory Board<br />Refine <br />Channel<br />Roadmap <br />Contact<br />VisionaryCustomers<br />Sell to <br />Channel<br />Partners <br /> Sell to <br />EarlyCustomers<br />Refine SalesRoadmap<br />Develop Positioning<br />Present toAnalysts &amp;Influencers<br /> CompanyPositioning<br />ProductPositioning<br />Verify<br /> Verify theSales<br />Roadmap<br />Verify the<br />Channel<br />Roadmap<br />Iterate or <br />Exit<br />Verify theBusiness Model<br />Verify the Product<br />
  • 138. The Pivot<br /><ul><li> The heart of Customer Development
  • 139. Iteration without crisis
  • 140. Fast, agile and opportunistic</li></li></ul><li>Speeding Up Cycle Time<br /><ul><li>Speed of cycle minimizes cash needs
  • 141. Minimum feature set speeds up cycle time
  • 142. Near instantaneous customer feedback drives feature set</li></li></ul><li>SidebarThere Are Three Types Of Startups The Role of Market Type<br />
  • 143. New Product Conundrum<br />Product introductions aren’t predictable<br />Why?<br />Is it the people that are different?<br />Is it the product that are different?<br />Are there different “types” of startups?<br />
  • 144. Three Markets Types<br />Market Type changes everything<br />Sales, marketing and business development differ radically by market type<br />
  • 145. Three Types of Markets<br />Existing Market<br />Faster/Better = High end<br />Resegmented Market<br />Niche = marketing/branding driven<br />Cheaper = low end<br />New Market<br />Cheaper/good enough = creates a new class of product/customer<br />Innovative/never existed before<br />
  • 146. Market Type Changes Everything<br />Customers<br /><ul><li> Needs
  • 147. Adoption</li></ul>Market<br />Market Size<br />Cost of Entry<br />Launch Type<br />Competitive Barriers<br />Positioning<br />Sales<br />Sales Model<br />Margins<br />Sales Cycle<br />Chasm Width<br />Finance<br /><ul><li> Ongoing Capital
  • 148. Time to Profitability</li></li></ul><li>So What Does Engineering Do?<br />
  • 149. Waterfall / Product ManagementExecution on Two “Knowns”<br />Requirements<br />Product Features: known<br />Design<br />Implementation<br />Verification<br />Customer Problem: known<br />Maintenance<br />Source: Eric Rieshttp://startuplessonslearned.blogspot.com<br />
  • 150. Agile - Customer Problem is KnownExisting Company/Market<br />“Product Owner” or <br />in-house customer <br />Unit of progress: a line of working code<br />Problem: Known<br />Solution: Unknown<br />Source: Eric Rieshttp://startuplessonslearned.blogspot.com<br />
  • 151. Lean StartupCustomer Problem + Product Features are Unknown<br />Problem: Unknown<br />Solution: Unknown<br />Source: Eric Rieshttp://startuplessonslearned.blogspot.com<br />
  • 152. 78<br />Customer Creation<br />CustomerDiscovery<br />CustomerValidation<br />Company<br />Building<br />CustomerCreation<br /><ul><li>Creation comes after proof of sales
  • 153. $’s for scale
  • 154. Lean Startups are not cheap startups</li></li></ul><li>Company Building<br />Company<br />Building<br />Customer Creation<br />CustomerValidation<br />CustomerDiscovery<br /><ul><li>(Re)build company’s organization &amp; management
  • 155. Re look at your mission</li></li></ul><li>Summary<br />Founders can’t delegate customer discovery<br />Startups are about speed of pivots<br />Product<br />Customer<br />Channel<br />They are not about MRD’s and process <br />Product management can be an asset or an albatross in startups<br />You can make the difference…with sneakers<br />
  • 156. Thanks<br />www.steveblank.com<br />

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