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Creating an Agile Business
 

Creating an Agile Business

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Have you struggled to bring new features, products and services to market? If so, you aren’t alone, most companies struggle with these issues. You likely don’t have an execution problem. The real ...

Have you struggled to bring new features, products and services to market? If so, you aren’t alone, most companies struggle with these issues. You likely don’t have an execution problem. The real issue is that you’ve lost your ability to explore. The startup community has evolved disciplined practices that allow them to successfully navigate these highly uncertain environments. In this talk, you will learn how to scale these techniques to become effective, disciplined explorers who know how to balance execution and exploration inside the context of a large company. This will allow you to successfully navigate the uncertainty of bringing new features, products and services to market, while not sacrificing your ability to execute.

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  • Great presentation! (Note slides 116 & 117, 187, 197, 202, 210, 215 show errors on slideshare - unable to load).
    I also appreciate how you included URLs to the images you used. Some images apply to an upcoming presentation I have for med schools, and I appreciate being able to find the source image.
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    Creating an Agile Business Creating an Agile Business Presentation Transcript

    • Creating an Agile BusinessMile High Agile
    • Zach Nies@zachniesZach Nies, Chief TechnologistRally Softwarezach.nies@rallydev.com
    • Font Samplerhttp://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeghttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg
    • I love to changeindustries
    • Apply newdisciplines
    • Become disciplinedexplorers…
    • who know how tobalance explorationand execution
    • Build whatpeople want
    • Createa viable business
    • What  happened  to  this  company?  
    • 1   2   5  iPhone  Released  1  iPhone  App  SDK  Released  2  Android  w/  Nav  Released  5  Major  Recession  3  3  TomTom  iPhone  App  4  4  
    • A lot can !happen in !1 year.!
    • The  characteris3cs  of  innova3on  are  changing  
    • Is your businessAgile enough?!
    • Turn thesedisruptions intoopportunities!
    • What’s  changing?  
    • Technology  adop3on  
    • hAp://upload.wikimedia.org/wikipedia/en/4/45/DiffusionOfInnovaKon.png  
    • hAp://upload.wikimedia.org/wikipedia/en/4/45/DiffusionOfInnovaKon.png  
    • What if…!
    • hAp://upload.wikimedia.org/wikipedia/en/4/45/DiffusionOfInnovaKon.png  
    • hAp://hbr.org/2013/03/big-­‐bang-­‐disrupKon/  
    • Disrup3on  has  a  bigger  impact  
    • Time  to  excellence  
    • hAp://en.wikipedia.org/wiki/File:DisrupKvetechnology.gif  
    • hAp://en.wikipedia.org/wiki/File:DisrupKvetechnology.gif  Excellence!
    • Some examples…!
    • 1984!
    • 2006!
    • About 20 years!
    • 2001!
    • 2006!
    • 5 years!
    • 2007!
    • 2010!
    • 3 years!
    • 2010!
    • 2012!
    • 2 years!
    • 2008!
    • 2012!
    • 4 years!
    • 1979!
    • 1989!
    • 10 years!
    • 5 years!
    • 2.5 years!
    • 1.5 years!
    • Disrup3on  can  sneak  up  on  you  
    • Impact  on  companies  
    • 500
    • Question:!!How long does the average companyon this list survive?!
    • 1958: !Average lifespan was 61 years!!2012: !Average lifespan was 18 years!
    • Market  churn  creates  uncertainty    
    • Your  business  needs  to  become  more  Agile  
    • Don’t  fall  off  the  commitment  cliff  
    • CostValueTimeValueValue of commitment – Normal!
    • CostValueTimeValue Opp CostValue of commitment – Normal!
    • CostValueTimeValue   Opp  Cost   Total  Value  Value of commitment – Normal!
    • CostValueTimeValue Opp Cost Total ValueOptimal commitment!Value of commitment – Normal!
    • Value of commitment – High Uncertainty!
    • CostValueTimeValueValue of commitment – High Uncertainty!
    • CostValueTimeValue Opp CostValue of commitment – High Uncertainty!
    • CostValueTimeValue Opp Cost Total ValueValue of commitment – High Uncertainty!
    • CostValueTimeValue   Opp  Cost   Total  Value  Optimal commitment!Value of commitment – High Uncertainty!
    • An example…!
    • CostValueTimeValue Opp Cost Total ValueAbility to respond!Optimal commitment!
    • CostValueTimeValue Opp Cost Total ValueAbility to respond!Fastest
Response?!
    • Agile  teams  &  organiza3on    
    • Steering  vs.  Planning  
    • Technology  adop3on  is  a  human  phenomenon    
    • Not  a  technological  phenomenon    
    • An example…!
    • Tribes  are  more  connected  
    • Change  creates  uncertainty  
    • Chaotic! Simple!Complicated!Complex!Uncertainty!
    • TakeAction!FollowRules!Analyze!Guess &Learn!Chaotic! Simple!Complex! Complicated!Uncertainty!
    • TakeAction!FollowRules!Analyze!Guess &Learn!Chaotic! Simple!Complex! Complicated!Bureaucrat!Engineer!Firefighter! Entrepreneur!Uncertainty!
    • TakeAction!FollowRules!Analyze!Guess &Learn!Chaotic! Simple!Complex! Complicated!Firefighter! Bureaucrat!Engineer!Entrepreneur!Uncertainty!
    • ExploreExecuteUncertainty!
    • EmergeAnalyzeUncertainty!
    • ExperimentPlanUncertainty!
    • Chaotic! Simple!Complicated!Complex!Product lifecycle!
    • Chaotic! Simple!Complicated!Complex!Product lifecycle!
    • Chaotic! Simple!Complicated!Complex!Product lifecycle!
    • Chaotic! Simple!Complicated!Complex!Product lifecycle!
    • Chaotic! Simple!Complicated!Complex!Disruption!Product lifecycle!
    • Chaotic! Simple!Complicated!Complex!Disruption!Product lifecycle!
    • Naviga3ng  uncertainty  
    • Discovering  demand    Amplifying  engagement  
    • hAp://www.flickr.com/photos/isaacmao/380257543  Create a plan topredict the future!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITHCUSTOMERS!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITH CUSTOMERS!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITHCUSTOMERS!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITHCUSTOMERS!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITHCUSTOMERS!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITHCUSTOMERS!
    • Market research!Product definition!Product requirements!Detailed plan!Alpha release!Beta release!Final release!FIRST CONTACT WITHCUSTOMERS!
    • HOW MANYGUESSES?!
    • FIRST CONTACTWITH POTENTIALCUSTOMERS!
    • hAp://www.flickr.com/photos/oregondot/4132135156  
    • Obscure
the uncertainty
with details!
    • Embrace andreveal
the uncertainty!
    • Sounds like
a startup!
    • How does
Eric Ries define
a Lean Startup?!
    • Where doesuncertainty live?
    • Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
    • Where are you?
    • Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
    • Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    Level of uncertainty
    • Type of innovationSustainingBrown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
    • When toexplore vs execute?
    • What to doBrown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    Execute
    • What to doBrown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
    • What to doBigCompaniesBrown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
    • BigCompanieshAp://www.flickr.com/photos/ironnickel/6076087519  
    • StartupshAp://www.flickr.com/photos/elcapitan/2387917709  
    • Example – Taxi Cabs
    • hAp://www.flickr.com/photos/emilyrides/5048843409  
    • Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
    • Discover the future!Validate!Discover! Transition!Business Model!Vision and Empathy!FrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearn
    • “Get out of thebuilding!”!Steve Blank!
    • “Meaning emergesthroughinteraction”!Dave Snowden!
    • Vision and Empathy!Discover the future!
    • hAp://www.flickr.com/photos/klearchos/4541072707  Vision!
    • The idea is NOT theonly thing thatmatters.
    • What does matter?According to Simon Sinek
    • hAp://www.flickr.com/photos/usarmyafrica/4553749920  Empathy!
    • hAp://www.flickr.com/photos/skillerphotos/7875656716  
    • Discover the future!Business Model!Vision and Empathy!
    • Business Model!
    • 1 23456789
    • Example – iPod
    • hAp://www.flickr.com/photos/75001512@N00/4683351383  Walkman forthe digital ageDesign, Manufacturing,Marketing, Support+ Margin & ProfithAp://www.flickr.com/photos/mrmonochrome/93535053  
    • Discover!Discover!Business Model!Vision and Empathy!
    • Discover!Problem
Discovery!We understand theproblem a customer
wants solved!Discover!
    • Customers don’t careabout your solution.They care about theirproblems.“Dave McClure
    • hAp://www.flickr.com/photos/adacKo/2535502416  
    • Typicalmarket research:Customerattributes
    • hAp://www.flickr.com/photos/serpicolugnut/172616929  
    • Innovationmarket research:Customercircumstances
    • hAp://www.flickr.com/photos/icanchangethisright/3195180388  
    • hAp://www.flickr.com/photos/twostoutmonks/664314897  
    • What job isyour solution beinghired to perform?Milkshake Test
    • hAp://www.flickr.com/photos/icanchangethisright/3195180388  
    • hAp://www.flickr.com/photos/twostoutmonks/664314897  
    • Competition
    • hAp://www.flickr.com/photos/16339684@N00/2498270160  hAp://www.flickr.com/photos/nkarim/6761890929  
    • hAp://www.flickr.com/photos/icanchangethisright/3195180388  
    • hAp://www.flickr.com/photos/jorgebrazil/2421696121  hAp://www.flickr.com/photos/like_the_grand_canyon/5661863401  
    • hAp://www.flickr.com/photos/twostoutmonks/664314897  
    • hAp://www.flickr.com/photos/makelessnoise/333188801  
    • hAp://www.flickr.com/photos/rodrigofavera/2636733253  
    • Discover!Solution
Validation!Our product idea
solves the customer’s
problem!Discover!
    • Test a low fidelityMinimum ViableProduct
    • Goal: Get realfeedback withoutbuilding a realproduct
    • How?
    • Video Demo (Landing Page)ConciergeWizard of OzCrowd FundingSingle Key Feature
    • Video Demo (Landing Page)ConciergeWizard of OzCrowd FundingSingle Key Feature
    • Create a real productexperience with theleast effort possible
    • The MVP…
    • hAp://www.seanpercival.com/blog/2012/10/21/pre-­‐inventory-­‐startups/  Delivering  Happiness:  A  Path  to  Profits,  Passion,  and  Purpose  By  Tony  Hsieh  
    • Discover!Business
Validation!Our business model
can be profitable!Discover!
    • High level business modelhAp://www.forentrepreneurs.com/saas-­‐metrics/  
    • Discover the future!Business Model!Vision and Empathy!Pivot
or
Persevere?!
    • Validate!Validate!Business Model!Vision and Empathy!
    • Validate!Prepare to Sell!The founders can:
Understand the flow ofmoney and sell the offer!Validate!
    • You?
    • FindEarlyvangelists
    • Validate!CloseDeals!Our draft sales plan willclose or activatecustomers!Validate!
    • Sales FunnelhAp://www.flickr.com/photos/carlagates247/5524789016  
    • Activation FunnelhAp://www.flickr.com/photos/500hats/577630547  
    • Validate!PackageOffer!We can package, price,position and promote
our offer!Validate!
    • For (target customers)Who (have the following problem)The (product name) is a (describe theproduct or solution)That provides (key benefit)Unlike (reference competition),The product/solution (describe the keypoint of competitive differentiation)Product Positioning
    • Discover the future!Business Model!Vision and Empathy!Pivot
or
Persevere?!
    • Discover the future!Transition!Business Model!Vision and Empathy!
    • Transition!TransitionTeam!We have budget and
a cross departmentaltransition team!Transition!
    • Managing  a  Porcolio    The  Three  Horizons  Model  Horizon  1  0  to  12  months  Horizon  2  12  to  36  months  Horizon  3  36  to  72  months  Current  Businesses    Generate  today’s  cash  flow  High  Growth  Businesses    Today’s  revenue  growth  +  tomorrow’s  cash  flow  Growth  OpKons    OpKons  on  future    high-­‐growth  businesses  Expected  Window  of  Returns  Accumulated  Total  Returns  Figure  2.4  
    • 20% time orseparate H3 groups?DedicatedH2 transition
    • Four Modes of ExecutionExecution Mode Invention Deployment Optimization TransitionsType of LeaderVisionaryInventorPragmaticDeployerConservativeOptimizerPragmaticOrchestratorCore Competence Creativity Competitiveness Control CollaborationCore Attribute Spontaneous Tough-minded Prepared EmpatheticDecision Style Intuition Experimentation Deliberation ConsensusFunctions Most inAlignmentR&D, CreativeServicesSales, EngineeringFinance,OperationsHR, Marketing,Customer SupptFigure  6.4  
    • Transition!Integrateinto Depts!Transition!Departments can take onour new offer!
    • FromExplorationtoExecutionhAp://www.flickr.com/photos/mckaysavage/497593758  
    • InventorsInventor to department transition
    • OrchestratorInventors DeployersDepartmentsInventor to department transition
    • OrchestratorInventors DeployersDepartmentsInventor to department transition
    • OrchestratorInventors DeployersDepartmentsInventor to department transition
    • OrchestratorInventors DeployersDepartmentsInventor to department transitionProductEngineeringSalesMarketing
    • OrchestratorInventors DeployersDepartmentsInventor to department transitionProductEngineeringMarketingSales
    • OrchestratorInventors DeployersDepartmentsInventor to department transitionProductEngineeringMarketingSales
    • Validate!Roll offInventors!We no longer need ourinventors on the team!Transition!
    • OrchestratorInventors DeployersDepartmentsInventor to department transitionProductEngineeringMarketingSales
    • OrchestratorInventors DeployersDepartmentsInventor to department transitionProductEngineeringMarketingSales
    • OrchestratorInventors DeployersDepartmentsInventor to department transitionProductEngineeringMarketingSales
    • DepartmentsInventor to department transitionProductEngineeringMarketingSales
    • Discover the future!Validate!Discover! Transition!Business Model!Vision and Empathy!
    • Discover the future!FrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearn
    • Guesses!Knowledge!Experiments!
    • Empathize & Frame!Test & Measure!Build&Ship!Learn&Share!Experiments!
    • TAKE EACH MAJOR GUESS
    • RUN AN EXPERIMENT
    • hAp://www.youtube.com/watch?v=Iyjs3zeoSrM  
    • hAp://www.richard-­‐feynman.net/gallery.htm  
    • Feedback!
    • Feedback!
    • Feedback!
    • Culture
    • No blame or shame
    • Democratize data
    • Use quantitativeand qualitative data
    • Distributedecision making
    • DiversityIndependenceDecentralizationAggregation
    • Run smallexperiments
    • hAp://www.flickr.com/photos/5wa/6400997231  Slack
    • Discover the future!Validate!Discover! Transition!FrameMeasureBuildLearnBusiness Model!Vision and Empathy!FrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearnFrameMeasureBuildLearn
    • Disciplined  explora3on  
    • Extend Agility intoyour business!
    • Take advantage ofmarketopportunities!
    • What  happened  to  this  company?  
    • 1  Began  Using  Lean  Startup  1  2  $50M  in  New  Product  Revenue  2  3  1800  Concurrent  Experiments      2  
    • Books that informed this talk
    • GeoffreyMooreDavidSnowdenAshMauryaTimBrownClaytonChristensenSteveBlankEricRiesPeople who informed this talkBrant CooperPatrickVlaskovits
    • hAp://www.flickr.com/photos/flaAop341/224597838