Iterating on the Idea - Atlassian Starter Day 2010

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Iterating on the Idea

Glenn Kelman, CEO of Redfin

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Iterating on the Idea - Atlassian Starter Day 2010

  1. 1. Itera&ng  on  the  Idea   Glenn  Kelman   Redfin   June  9,  2010  
  2. 2. Not  One  of  Them  Believed  Himself  Worthy  of   This!  
  3. 3. Opinionated  SoHware  is  Good   •  Personality  is  what  someone  doesn’t  like   •  The  world  is  starved  for  it   •  Cri&cs  are  hard  to  ignore   Not  everyone  will  like  “Fantas2c  Mr.  Fox”;   and  if  everyone  it  isdid,  it  would  not  be   nearly  as  interes2ng  as  .  There  are  some   children  —  some  people  —  who  will   embrace  it  with  a  special,  strange  intensity,   as  if  it  had  been  made  for  them  alone.    
  4. 4. You’re  the  First  Customer   •  You  know  what  you  want   •  You  have  passion  for  the  product   •  Your  know  where  to  find  customers   Untrained  Eye  on  Flickr  
  5. 5. The  Seven  Deadly  Sins   •  Our  project  is  to  please   •  The  seven  deadly  sins   •  “My  wallet  is  staying  right  where  it  is”  
  6. 6. Wave  a  Magic  Wand   •  Finding  the  problem  is  usually  the  problem   •  Look  for  emo&on   •  Do  something  hard   Randy  Stewart  on  Flickr  
  7. 7. What  I  Wish  There  Was   •  A  sent-­‐items  for  my  en&re  life   •  Micro-­‐commerce  macros   •  One-­‐click  poli&cal  advocacy   •  Socially-­‐conscious  augmented  reality   •  Hunch  for  fun  things  to  do   ItNeverEndsss  on  Flickr  
  8. 8. Think  Like  a  Gamer   •  How  should  people  feel   •  Painterly  aen&on  to  detail   •  Ability  to  surprise  
  9. 9. Focus  Group:  Just  Let  People  Talk   •  Engineers  should  par&cipate   •  Two  or  three  screenshots  are  enough   •  People  know  what  they  like,  not  why  
  10. 10. Usability  Studies   •  Use  design  firm  facility   •  Ask  people  to  complete  tasks   •  Involve  everyone  
  11. 11. Surveys   •  Less  than  10  ques&ons   •  Free-­‐form  responses  avoid  skew   •  Numbers  drive  confidence   Even  when  the  numbers  agree  with  his  intui&ons,  they   have  an  effect.  “If  you  have  an  intui&on  of  something  but   no  hard  evidence  to  back  it  up,  you  might  kind  of  sort   of  go  about  puang  that  intui&on  into  prac&ce,  because   there’s  s&ll  some  uncertainty  if  it’s  right  or  wrong.”   Knowing  the  odds,  Baaer  can  pursue  an  inherently   uncertain  strategy  with  total  certainty.  He  can  devote   himself  to  a  process  and  disregard  the  outcome  of  any   given  encounter.     HazBoy  on  Flickr  
  12. 12. A  Retail  Sensibility   •  Bend  your  pride  to  love   •  Compete  with  your  successor   •  Keep  values  constant,  not  product  
  13. 13. Get  Close  to  the  Transac&on   •  Serious  problems,  serious  money   •  Ask  customers  to  pay  you   •  When  business  models  compete  you  win  
  14. 14. “If  I  Lose,  I  Will  Have  Lost  Nothing”   Photo credit: Gregeichelberger on Flickr

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