Montreal Intrapreneurship Conference - June 2016 Basics of Lean Startup for large Enterprises Pitfalls of Lean Startup implementation in enterprise setting.

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

7. Lean Startup practitioners
...

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

16. Metrics
• Actionable
• Accessible
• Auditable
Good metric

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