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Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
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Think Like an Agilist

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Think like an Agilist is a crash course about some of the surprising science behind building successful startups. …

Think like an Agilist is a crash course about some of 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.

The event will focus on high growth business and will include a hands on workshop to help practice these concepts.

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  • 1. Think Like an Agilist Denver Startup Week
  • 2. Ryan Martens @RallyOn
  • 3. Social  MISSION
  • 4. A  founda-on  for  the  mobilize  ci-zen  engineers  around  the  globe  with  our  employees,  customers  and  partners  
  • 5. Zach Nies@zachnies
  • 6. Why I careabout startups
  • 7. Font Samplerhttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeg
  • 8. 2,500,000 CustomersRevolutionized an industry
  • 9. Amazingteam, culture, product, and process
  • 10. One problem…
  • 11. Bad business
  • 12. Revolutionized nothing
  • 13. Amazing team, culture,product, process
  • 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 yourodds of success
  • 19. Typical approach
  • 20. h;p://www.flickr.com/photos/isaacmao/380257543  
  • 21. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 22. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 23. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 24. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 25. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 26. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 27. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  • 28. HOW MANY GUESSES?
  • 29. FIRST CONTACT WITHPOTENTIAL CUSTOMERS
  • 30. h;p://www.flickr.com/photos/oregondot/4132135156  
  • 31. Create a plan topredict the future h;p://www.flickr.com/photos/isaacmao/380257543  
  • 32. Why doesn’tthis work?
  • 33. Need to create an environmentto discover the future
  • 34. Increase yourodds of success
  • 35. Discover the future Vision  &   Empathy   Culture Business  Model   Frame Frame Frame Frame Build & Ship Build & Ship Build & Ship Build & ShipLearn Learn Learn Learn Test & Measure Test & Measure Test & Measure Test & Measure
  • 36. Lean Startup
  • 37. Customer Development
  • 38. Explore Execute h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 39. Frame Frame Build & Ship Build & Ship LearnLearn Test & Measure Test & Measure Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 40. Startups are NOT smaller versionsof big companies
  • 41. Discover and solvecustomer’s problem
  • 42. Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 43. Business Model
  • 44. 1 4 3 9 2 8 5 7 6
  • 45. Example – iPod
  • 46. + Margin & Profit Walkman for the digital age Design, Manufacturing, Marketing, Supporth;p://www.flickr.com/photos/mrmonochrome/93535053   h;p://www.flickr.com/photos/75001512@N00/4683351383  
  • 47. Now you havea bunch of guesses
  • 48. h;p://www.flickr.com/photos/isaacmao/380257543  
  • 49. Obscure the guesses with details
  • 50. Guesses Frame & Empathize Learn & Share Build & Ship Test & Measure Knowledge
  • 51. Big Guess:We understand theproblem a customer wants solved
  • 52. Who isfeeling the pain?
  • 53. What painare they feeling?
  • 54. How do they makethat pain go away today?
  • 55. “Customers don’t care about your solution. They care about their problems. Dave McClure
  • 56. h;p://www.flickr.com/photos/adac-o/2535502416  
  • 57. Typicalmarket research: Customer attributes
  • 58. h;p://www.flickr.com/photos/serpicolugnut/172616929  
  • 59. Innovationmarket research: Customer circumstances
  • 60. h;p://www.flickr.com/photos/indigoprime/2481346616  
  • 61. h;p://www.flickr.com/photos/twostoutmonks/664314897  
  • 62. Milkshake Test What job isyour solution being hired to perform?
  • 63. Problem Interview Overview
  • 64. Problem Interview Overview
  • 65. Example - Iridium
  • 66. 1987
  • 67. 1987 1999 $5.2 B
  • 68. 1987 1999 $5.2 B 30,000 not 42M
  • 69. 1987 1999 $5.2 B 30,000 not 42M Sold for $25M
  • 70. Next big guess: Our productsolves the customer’s job to be done
  • 71. Test yourlow fidelity Minimum Viable Product
  • 72. Limited accessto a rough prototype
  • 73. Example - $40 MVP
  • 74. Next big guess:Our business model can be profitable
  • 75. High level business model h;p://www.forentrepreneurs.com/saas-­‐metrics/  
  • 76. Pivot orPersevere?
  • 77. Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 78. Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 79. Next big guess:We can sell our offer or We can acquire and retain users
  • 80. Next guess:We know how to sell our product
  • 81. 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)
  • 82. You ?
  • 83. You
  • 84. FindEarlyvangelists
  • 85. Next guess:Our draft sales planwill close or activate customers
  • 86. You
  • 87. h;p://www.flickr.com/photos/-nfoilraccoon/5555060858  
  • 88. Get out and sell* *as founders,not by hiring sales people
  • 89. Sales Funnelh;p://www.flickr.com/photos/carlagates247/5524789016  
  • 90. Activation Funnelh;p://www.flickr.com/photos/500hats/577630547  
  • 91. Product 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
  • 92. Next guess:We can position our company brand
  • 93. h;p://www.flickr.com/photos/bikracer/4571472032  
  • 94. Pivot orPersevere?
  • 95. Pivot or Persevere checklist
  • 96. Executeh;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 97. Explore Execute h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  • 98. “Get out ofthe building!”Steve Blank
  • 99. “Meaningemerges through interaction” Dave Snowden
  • 100. Empathy and insight
  • 101. Build empathy for ourusers and customers
  • 102. h;p://www.flickr.com/photos/skillerphotos/7875656716  
  • 103. Design Thinking h;p://www.flickr.com/photos/rkeefer/164636147  
  • 104. ?
  • 105. Uncertainty
  • 106. Uncertaintymakes it difficult
  • 107. Where doesuncertainty live?
  • 108. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 109. Where are you?
  • 110. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 111. Level of uncertainty Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 112. When toexplore vs execute?
  • 113. What to doExecute Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 114. What to do Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 115. What to do BigCompanies Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 116. BigCompanies h;p://www.flickr.com/photos/ironnickel/6076087519  
  • 117. Startupsh;p://www.flickr.com/photos/elcapitan/2387917709  
  • 118. 30 yearsof science
  • 119. Unordered Ordered High LowUncertainty UncertaintyChaotic Complex Complicated Simple
  • 120. Unordered Ordered Complex ComplicatedChaotic Simple
  • 121. Unordered Ordered Complex Complicated Chaotic Simple
  • 122. Unordered Ordered E E x x p e l c o u r t e e
  • 123. Unordered Ordered E D m e e l r i g b e e r a n t t e
  • 124. Unordered Ordered P r P e p l a a r n e
  • 125. 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
  • 126. Ideal team sizesComplex Complicated < 30 People < 150 People < 7 People > 150 PeopleChaotic Simple
  • 127. Example – Taxi Cabs
  • 128. h;p://www.flickr.com/photos/emilyrides/5048843409  
  • 129. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  • 130. Apply new disciplinesto your startup
  • 131. Become disciplined explorers…
  • 132. Don’t squander your time
  • 133. buildingthe wrong business
  • 134. Do what you love
  • 135. Love what you do
  • 136. Books that informed this talk
  • 137. People who informed this talk David Max Ash ClaytonSnowden Boisot Maurya Christensen Frank H. Eric Knight RiesGeoffrey Steve Moore Blank
  • 138. h;p://www.flickr.com/photos/fla;op341/224597838  
  • 139. @zachnies @RallyOn#DenverStartupWeek

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