SlideShare a Scribd company logo
Lean Startup
for Enterprises
Rita Baker
Baker Marketing
Lean Startup Circle Montreal
Introduction
2
• Marketing Consultant
• Coach/business mentor
• Montreal Lean Startup
Circle Organiser
• Mentors Montreal
Founder
Technology and
Innovation Marketing
Help our customers reach
their full market potential
with the least amount of
marketing resources
possible.
Rita Baker
Introduction
• Business and technology
Consultant
• Business mentor
• Software engineering
lecturer
• Entrepreneurship skills
instructor
Strategic consulting
Help our customers to
rethink their business
model and to innovate.
Alain Dion
Innovation. It’s more than a word.
It’s a culture
How Lean Startup can help create an
innovation culture
• Action biased
• Mistakes are ok
• Perseverance
• Learning
– Fact based criticism
– Experimenting
• Customer focused
• Community reach out
• Discipline
• Structure
• Flexibility
• Fast
• Empowerment
Market
Research Gating Process
It Sells
Nobody
wants it
Main challenges of implementing Lean
Startup in large enterprises
Product/
Market fit
Validation
Business
model
Validation
Scaling
Validation
Traditional product/service creation process
Lean Startup product/service creation process
It sells
Risks
Launch
Multiple
launches
Lean Startup practitioners
...
How LS is implemented in large enterprise
Support
Intrapreneurs/Change agents
Sr Directors
VPs
PVPs
CxOs
WHAT YOU ALWAYS WANTED TO KNOW
BUT WERE TOO AFRAID TO ASK
Lean Startup 101
What is Lean Startup?
2011
Lean Startup is
the scientific
approach applied
to startups A startup is a human
institution designed to
create new products &
services under
conditions of extreme
uncertainty
A way to minimise your commercialisation risk when
faced with product and/or market uncertainty
The Inspiration for Lean Startup
Basics of Lean Startup
What Lean Startup isn’t
• A way to cut project costs
• A recipe for guaranteed success
• Pixie dust that will transform anyone into an
entrepreneur or intrapreneur overnight
Riskiest Assumption
• Formulating your idea in a way that can easily
be tested and validated (or invalidated)
– Customer
– Problem
– Solution
Minimum Viable Product
• Definition varies according to what stage you are at in your project
• A concept that represents an element of your __________ (replace with
one of the following):
– Business model
– product/service
– Process
which enables you to gather the most learning to move you towards
your product/market fit or scale with the least effort.
• An MVP can be anything...your imagination is the only limit
Another name for a crap product/service
Metrics
• Actionable
• Accessible
• Auditable
Good metric
GET OUT OF THE BUILDING
Workshop
Case study 1 – Mall Slide
• Business objective
– Increase the attractiveness of the mall for young
active shoppers
• Business idea
– Installing slides to go down from one level to the
next
Business Model – Mall Slide
Young active
shoppers
Increase
young active
shoppers’
satisfaction by
offering the
possibility to
use a slide to
reach the
levels below
Mall
construction
/renovation
companies
Build and
install mall
slides
Define your experiment
• Critical hypothesis : ___________________________
_________________________________________
• Scenario : Observe young active shoppers for 10 min./Interview
escalator users (2 questions)
• MVP : Observation/Interview guide
• Metric 1: _____________________
– Standard: ___%of observations must result in ________________
• Metric 2: _____________________
– Standard: ____ out of ____ observations must result in
________________
• Time to execute experiment: 10 minutes
Case study 2 – ATM Moveable Seat
• Business objective
– Improve the experience of automatic teller (ATM)
users
• Business idea
– Provide a moveable seat/space where users can
sit or place their parcels on while using the ATM
Business Model – ATM Seat
Define your experiment
• Critical hypothesis : ___________________________
_________________________________________
• Scenario : Observe ATM users for 10 min.
• MVP : Observation guide
• Metric 1: _____________________
– Standard: ____ out of ____ observations must result in
________________
• Metric 2: _____________________
– Standard: ____ out of ____ observations must result in
________________
• Time to execute experiment: 10 minutes
Case study 3 – Workshop Lab table
• Business objective
– Create a workshop table that will improve the experience of workshop
participants
• Business idea
– A round, sectional table, with seats
Business Model – Workshop Table
Business
workshop
participants
Improve the
experience of
workshop
participants
with a table
which
answers their
needs
Material
suppliers
Chinese
manufacturers
Build
workshop
tables
Define your experiment
• Critical hypothesis : ___________________________
_________________________________________
• Scenario : Observe workshop participants for 10 min.
• MVP : Observation guide
• Metric 1: _____________________
– Standard: ____ out of ____ observations must result in
________________
• Metric 2: _____________________
– Standard: ____ out of ____ observations must result in
________________
• Time to execute experiment: 10 minutes
Other seminars and workshops we provide
• Lean Startup Leader’s training
– Lean Startup corporate implementation
strategy
– Training and workshops on running LS
experiments on your projects
• Lean Startup coaching
– Coach you and your team during your LS
experiments
• Seminars on Lean Startup topics
– Understanding the business model
canvas
– Tools to accelerate your LS experiments
– Analytics
– Innovation Accounting
• Deep-dive knowledge of customer
needs
– Tools and techniques to better
understand a segment’s needs
• Create new business opportunities
– Reshape your business model
• Increase personnel creativity
– Creativity through art workshops
rbaker@baker-marketing.com - (514) 346-9169
Blog: www.baker-marketing.com/techno-marketing-blog
Twitter: RBakerMarketing
LinkedIn: https://ca.linkedin.com/in/ritabaker
Lean Startup Circle Montreal:
http://www.meetup.com/Lean-Startup-Circle-
Montreal/
cc-alain.dion@etsmtl.ca - (514) 912-4324
LinkedIn: https://ca.linkedin.com/in/technad
To contact us

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Lean Startup for Enterprises

  • 1. Lean Startup for Enterprises Rita Baker Baker Marketing Lean Startup Circle Montreal
  • 2. Introduction 2 • Marketing Consultant • Coach/business mentor • Montreal Lean Startup Circle Organiser • Mentors Montreal Founder Technology and Innovation Marketing Help our customers reach their full market potential with the least amount of marketing resources possible. Rita Baker
  • 3. Introduction • Business and technology Consultant • Business mentor • Software engineering lecturer • Entrepreneurship skills instructor Strategic consulting Help our customers to rethink their business model and to innovate. Alain Dion
  • 4. Innovation. It’s more than a word. It’s a culture
  • 5. How Lean Startup can help create an innovation culture • Action biased • Mistakes are ok • Perseverance • Learning – Fact based criticism – Experimenting • Customer focused • Community reach out • Discipline • Structure • Flexibility • Fast • Empowerment
  • 6. Market Research Gating Process It Sells Nobody wants it Main challenges of implementing Lean Startup in large enterprises Product/ Market fit Validation Business model Validation Scaling Validation Traditional product/service creation process Lean Startup product/service creation process It sells Risks Launch Multiple launches
  • 8. How LS is implemented in large enterprise Support Intrapreneurs/Change agents Sr Directors VPs PVPs CxOs
  • 9. WHAT YOU ALWAYS WANTED TO KNOW BUT WERE TOO AFRAID TO ASK Lean Startup 101
  • 10. What is Lean Startup? 2011 Lean Startup is the scientific approach applied to startups A startup is a human institution designed to create new products & services under conditions of extreme uncertainty A way to minimise your commercialisation risk when faced with product and/or market uncertainty
  • 11. The Inspiration for Lean Startup
  • 12. Basics of Lean Startup
  • 13. What Lean Startup isn’t • A way to cut project costs • A recipe for guaranteed success • Pixie dust that will transform anyone into an entrepreneur or intrapreneur overnight
  • 14. Riskiest Assumption • Formulating your idea in a way that can easily be tested and validated (or invalidated) – Customer – Problem – Solution
  • 15. Minimum Viable Product • Definition varies according to what stage you are at in your project • A concept that represents an element of your __________ (replace with one of the following): – Business model – product/service – Process which enables you to gather the most learning to move you towards your product/market fit or scale with the least effort. • An MVP can be anything...your imagination is the only limit Another name for a crap product/service
  • 17. GET OUT OF THE BUILDING Workshop
  • 18. Case study 1 – Mall Slide • Business objective – Increase the attractiveness of the mall for young active shoppers • Business idea – Installing slides to go down from one level to the next
  • 19. Business Model – Mall Slide Young active shoppers Increase young active shoppers’ satisfaction by offering the possibility to use a slide to reach the levels below Mall construction /renovation companies Build and install mall slides
  • 20. Define your experiment • Critical hypothesis : ___________________________ _________________________________________ • Scenario : Observe young active shoppers for 10 min./Interview escalator users (2 questions) • MVP : Observation/Interview guide • Metric 1: _____________________ – Standard: ___%of observations must result in ________________ • Metric 2: _____________________ – Standard: ____ out of ____ observations must result in ________________ • Time to execute experiment: 10 minutes
  • 21. Case study 2 – ATM Moveable Seat • Business objective – Improve the experience of automatic teller (ATM) users • Business idea – Provide a moveable seat/space where users can sit or place their parcels on while using the ATM
  • 22. Business Model – ATM Seat
  • 23. Define your experiment • Critical hypothesis : ___________________________ _________________________________________ • Scenario : Observe ATM users for 10 min. • MVP : Observation guide • Metric 1: _____________________ – Standard: ____ out of ____ observations must result in ________________ • Metric 2: _____________________ – Standard: ____ out of ____ observations must result in ________________ • Time to execute experiment: 10 minutes
  • 24. Case study 3 – Workshop Lab table • Business objective – Create a workshop table that will improve the experience of workshop participants • Business idea – A round, sectional table, with seats
  • 25. Business Model – Workshop Table Business workshop participants Improve the experience of workshop participants with a table which answers their needs Material suppliers Chinese manufacturers Build workshop tables
  • 26. Define your experiment • Critical hypothesis : ___________________________ _________________________________________ • Scenario : Observe workshop participants for 10 min. • MVP : Observation guide • Metric 1: _____________________ – Standard: ____ out of ____ observations must result in ________________ • Metric 2: _____________________ – Standard: ____ out of ____ observations must result in ________________ • Time to execute experiment: 10 minutes
  • 27. Other seminars and workshops we provide • Lean Startup Leader’s training – Lean Startup corporate implementation strategy – Training and workshops on running LS experiments on your projects • Lean Startup coaching – Coach you and your team during your LS experiments • Seminars on Lean Startup topics – Understanding the business model canvas – Tools to accelerate your LS experiments – Analytics – Innovation Accounting • Deep-dive knowledge of customer needs – Tools and techniques to better understand a segment’s needs • Create new business opportunities – Reshape your business model • Increase personnel creativity – Creativity through art workshops
  • 28. rbaker@baker-marketing.com - (514) 346-9169 Blog: www.baker-marketing.com/techno-marketing-blog Twitter: RBakerMarketing LinkedIn: https://ca.linkedin.com/in/ritabaker Lean Startup Circle Montreal: http://www.meetup.com/Lean-Startup-Circle- Montreal/ cc-alain.dion@etsmtl.ca - (514) 912-4324 LinkedIn: https://ca.linkedin.com/in/technad To contact us

Editor's Notes

  1. Bonjour. Aujourd’hui, je viens discuter avec vous des façons d’accroître l’adhésion aux projets internes et aux nouveaux services.