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Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
Lean Startups - TechStars Patriot Boot Camp
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Lean Startups - TechStars Patriot Boot Camp

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This talk reveals the surprising science behind building successful startups. Even though building a startup is hard work with high failure risk, entrepreneurs Steve Blank and Eric Ries have …

This talk reveals the surprising science behind building successful startups. Even though building a startup is hard work with high failure risk, entrepreneurs Steve Blank and Eric Ries have popularized practices that can increase the odds of success. Following the Customer Development or Lean Startup practices will show you what to do. This talk will give you an understanding of why these techniques work, which will allow you to better apply them to your startup or scale them into your enterprise.

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  • 1. Lean StartupsTechStars Patriot Boot Camp
  • 2. Zach Nies @zachnies
  • 3. Why I careabout startups
  • 4. Font Samplerhttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeg
  • 5. 2,500,000 CustomersRevolutionized an industry
  • 6. Amazingteam, culture, product, and process
  • 7. One problem…
  • 8. Bad business
  • 9. Revolutionized nothing
  • 10. Amazing team, culture,product, process
  • 11. and…
  • 12. Great business
  • 13. Revolutionizing an industry
  • 14. I love to change industries
  • 15. Apply new disciplinesto your startup
  • 16. Become disciplined explorers…
  • 17. who know how tobalance exploration and execution
  • 18. Increase your odds of success
  • 19. What is a startup?
  • 20. How do we navigate that uncertainty?
  • 21. Explore Execute h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 22. When to explore vs execute?
  • 23. Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 24. Where are you?
  • 25. Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 26. What to doExecute Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 27. What to do Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 28. What to do BigCompanies Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 29. BigCompanies h"p://www.flickr.com/photos/ironnickel/6076087519>
  • 30. Startupsh"p://www.flickr.com/photos/elcapitan/2387917709>
  • 31. What to doExecute Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 32. Explore vs. Execute
  • 33. 30 yearsof science
  • 34. Unordered OrderedChaotic Complex Complicated Simple
  • 35. Unordered Ordered An example Chaotic Complex Complicated Simpleh"p://www.flickr.com/photos/ksionic/383240468>
  • 36. Unordered Ordered Complex ComplicatedChaotic Simple
  • 37. Unordered Ordered Complex Complicated Chaotic Simple
  • 38. Unordered Ordered Complex Complicated Cause & Effect is only Cause & Effect is not understandable in obvious and requires retrospect, and is not analysis or expertise repeatable Cause & Effect is Cause & Effect not obvious to all perceivable and is repeatable Chaotic Simple
  • 39. Music Industry in 2000 - Napster Complex Complicated Independent Managing a large tour musicians self publishing online Disorder Managing a NIN tour Major label online Major label CD distribution distribution Chaotic SimpleUnordered Ordered
  • 40. Unordered Ordered E E x x p e l c o u r t e e
  • 41. Unordered Ordered P r P e p l a a r n e
  • 42. Unordered Ordered E n t G M r e a e n n p e a r r g e a e n l r e u r
  • 43. Ideal team sizesComplex Complicated < 30 People < 150 People < 7 People > 150 PeopleChaotic Simple
  • 44. Not Black and White Complex Complicated Create market buzz Sales comp plans Increasing Terms of signups service Disorder > Server Ordering hacked office supplies Chaotic SimpleUnordered Ordered
  • 45. Market Dynamics Complex Complicated Product/market fit Disorder Chaotic SimpleUnordered Ordered
  • 46. What to doExecute Brown,>Tim>(2009309316).>Change>by>Design>(Kindle>LocaMon>1984).>Harper>Collins,>Inc..>Kindle>EdiMon.>>
  • 47. h"p://www.flickr.com/photos/virtualeyesee/6107062655>
  • 48. Create a plan thatpredicts the future
  • 49. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 50. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 51. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 52. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 53. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 54. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 55. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 56. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 57. HOW MANY GUESSES?
  • 58. CUSTOMER VALIDATION
  • 59. h"p://www.flickr.com/photos/oregondot/4132135156>
  • 60. Create an environmentthat can discover the future
  • 61. h"p://www.richard3feynman.net/gallery.htm>
  • 62. Disciplined way to turn guesses into knowledge
  • 63. Fundamental guess?
  • 64. Business Model
  • 65. Build your canvas today Modify it as you learn Use it to prepare for Demo Day
  • 66. h"p://www.flickr.com/photos/virtualeyesee/6107062655>
  • 67. Lean Startup
  • 68. Customer Development
  • 69. Explore Execute h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 70. Startups are NOT smaller versionsof big companies
  • 71. Discover and solvecustomer’s problem
  • 72. “Get out ofthe building!”Steve Blank
  • 73. The Customer Development process magnified Empathize EmpathizeLearn Learn Build Build Measure Measure h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 74. John Boyd’s OODA Loop
  • 75. Explore h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 76. h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 77. h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 78. h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 79. TAKE EACH MAJOR GUESS
  • 80. h"p://www.youtube.com/watch?v=Iyjs3zeoSrM>
  • 81. Problem Discovery
  • 82. Who isfeeling the pain?
  • 83. What painare they feeling?
  • 84. How do they makethat pain go away today?
  • 85. “Customers don’t care about your solution. They care about their problems. Dave McClure
  • 86. h"p://www.richard3feynman.net/gallery.htm>
  • 87. Experiment designFrame: [customer segment] needs a wayto [describe user’s need] because[problem description].Hypothesis: Educated guess how[specific repeatable action] will create[expected result]Experiment Design: How will youattempt to invalidate your hypothesis?Measures: How will you measure theresults?Safety: What could indicate thisexperiment isn’t safe to run or continue?
  • 88. Maximize learning – Don Reinertsenhttp://jchyip.blogspot.com/2010/05/lean-software-and-systems-conference.html
  • 89. Problem Interview OverviewRunning Lean by Ash Maurya, page 118.
  • 90. h"p://www.flickr.com/photos/adacMo/2535502416>
  • 91. Typicalmarket research: Customer attributes
  • 92. h"p://www.flickr.com/photos/serpicolugnut/172616929>
  • 93. Innovationmarket research: Customer circumstances
  • 94. h"p://www.flickr.com/photos/serpicolugnut/172616929>
  • 95. h"p://www.flickr.com/photos/indigoprime/2481346616>
  • 96. h"p://www.flickr.com/photos/twostoutmonks/664314897>
  • 97. Milkshake Test What job isyour solution being hired to perform?
  • 98. Solution Discovery
  • 99. Validateprimary problems
  • 100. Test yourlow fidelity Minimum Viable Product
  • 101. Solution Interview OverviewRunning Lean by Ash Maurya, page 142.
  • 102. FindEarlyvangelists
  • 103. Explore h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 104. Validation
  • 105. Validate Positioning
  • 106. Product PositioningFor (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)
  • 107. Validate Roadmap
  • 108. Sales Roadmap 8/31/10> 10/30/10> 1/?/11> 3/?/11> Release 1 Release 2 Release 3 Release 4Theme: UI Theme: Reporting Theme: Dashboards Theme: AdminFor X, this UI release For <who>, this release For <who>, this release For <who>, this releaseprovides <what value> provides <what value> provides <what value> provides <what value>Key Features: Key Features: Key Features: Key Features: 1. Feature A 4. Feature B’ 7. Feature B’’ 10. Feature F 2. Feature B 5. Feature C’ 8. Feature D’ 11. Feature G 3. Feature C 6. Feature D 9. Feature E
  • 109. Validate Value
  • 110. Get out and sell
  • 111. Pivot orPersevere?
  • 112. Vision
  • 113. h"p://www.flickr.com/photos/klearchos/4541072707>
  • 114. Executeh"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 115. Explore Execute h"p://www.slideshare.net/sblank/the3startup3owners3manual3sxsw311954724>
  • 116. “Tiger, one day you will come to a fork in the road.
  • 117. “You can be somebody. You will have to make compromises and you will have to turn your back on your friends. But you will be a member of the club and you will get promoted.
  • 118. “Or you can do something – something for your country and for your Air Force and for yourself.
  • 119. “you may not get promoted … but you won’t have to compromise yourself. You will be true to your friends and to yourself. And your work might make a difference.
  • 120. “To be somebody or to do something. In life there is often a roll call. That’s when you will have to make a decision. To be or to do.
  • 121. “Which way will you go?
  • 122. Books that informed this talk
  • 123. People who informed this talk David Max Ash ClaytonSnowden Boisot Maurya Christensen Frank H. Eric Knight RiesGeoffrey Steve Moore Blank
  • 124. h"p://www.flickr.com/photos/fla"op341/224597838>
  • 125. @zachnies

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