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Lean Leadership
@PeterShanley / www.neo.com
Spectrums of Control
Text
Lean Leadership
@PeterShanley
Don’t be an Asshole
Text
Hi, I’m Shanley
Suit in a Binary World
Vanity Metrics:
Buffalo Native
Yale University
Yahoo! Brickhouse
Betable
HP Labs
Neo...
Shuffle off to Buffalo
• Single Track Link Bait
• My Journey
• Management vs. Leadership
• Standing Ovation
“El Diablo con Tra...
History lesson: The Erie Canal
Advancing Railways
Pan Am Expo
McKinley Assassinated!
Bethlehem Steel
Rust Belt Cometh
Frederick Law Olmstead Parks
Reurbanization Nation
Buffalo Bills
In the Super Bowl
4 Times!
...Improbably Lost Each One
Through the Years
•Technological Disruption /
•PR Disaster /
•Globalization and Competition /
•Misguided Policy Decisions ...
Change is in the Air
People Patterns
Moving with the Times
“We cannot choose
our external
circumstances but we
can always choose
how we respond to
them.”
Epictus, 100AD
Psychologica...
Brave New World
Software is
Eating the World.
!
- Marc Andreesen, WSJ 2011
!
Gold Master
Model Years
• josh’s beetle’s here
Constant Change
Continuous Deployment @etsy
What a difference 2 years makes...
Skills I Wish I Had
Continuous delivery is a pattern language in growing use in
software development to improve the proces...
!
!
Today...
Data is eating the world
Data is Not Enough
Light in the Dark:
Unknown Unknowns
Henry Ford: Faster Horses?
Shorter Lifespan
!
!
Back in the day...
Another History Lesson
Management History
Soldiering as Science:
“Consulting Engineer - Systematizing Shop Management
and Manufacturing Costs a Specialty”
Extracting efficiency
out of working systems
!
Silo’s Photo
Functional Silos
Remember the Lifespan
!
Silo’s Photo
Dis-functional Silos
From Teams to Teaming
@AmyCEdmondson
The Lean
Startup
• “The only way to win is to
learn faster than anyone
else.”
• “We must learn what
customers really want,...
Ideas
Build
Product
Measure
Data
Learn
Why, What, How?
Business
Product Engineering
What they want Segway to be
Why People Use Segways
Know the Job you are
Hired to do
<Clayton Christensen
Milkshake Study
University of Pheonix>
Magic in the Middle
Valuable
Usable Feasible
What about Software?
Waterfall vs. Flow
Agile Manifesto
• Individuals & Interactions over Process & Tools
• Working Software over Comprehensive Documentation
• Cu...
The User Story
As a... (specific user of the system)
I want... (functional definition)
So that... (value proposition)
Giving Context
User Story Waterfall
Why? MRD
What? PRD
How? TRD
Lean
Startup
Methodology
• Connect to the Why
• Consumable across Roles
• Stay Flexible + Humble
Definition of a Startup
Temporary organization used
to search for a repeatable and
scalable business model.
- 4 Steps to th...
Young Framework / Many Tactics
Lean not Silver Bullet
• Principals over Dogma
• Practice over Preach
• Context over Vocabulary
• MVP
• Pivot
• Data-Drive...
One tool among many
Design Thinking
!
“As a style of thinking, it is generally considered the
ability to combine empathy f...
Business Model Generation
“A business model describes the
rationale of how an organization
creates, delivers & captures va...
Practice > Preach
Feedback Easier said than Done
Ideas
Build
Product
Measure
Data
Learn
Applying Lean Principles to
Improv...
Lean in Practice
1. What problem are you trying to solve?
2. Who is your customer?
3. What is your hypothesis?
4. What is ...
Assumptions & Hypotheses
We believe small business owners would be
willing to pay between $10-40/month for a
better way to...
Collaborative +
Consumable: the Canvas
Osterwalder & Maurya
15
“For%whom%are%we%crea,ng%value?”%
Customer Segment
16
“What&value&do&we&deliver&to&the&
customer?”&
Value Proposition
Problem Focus
23
“Who%would%we%partner%with%that%will%
provide%us%with%Key%Resources%or%Key%
Ac8vi8es?”%
Key Partners
Why ...
What does this have to do with me?
Intrepeneurs Dilemma
“You get Paid, Don’t You”
“Businesses exist to get people
who don’t like eachother to get
things done.”
- Ward Cunningham
Agile Principles
•Build projects around motivated individuals.
Give them the environment and support they
need, and trust ...
Getting Things Done
Servant Leadership
!
The highest priority of a servant leader is
to encourage, support and enable
subordinates to unfold t...
Command & Control
Empower & Inspire
Why is Culture important?
Conways Law
"Organizations which design systems ... are
constrained to produce designs which are...
“Bridge” Metaphor
“Bridge” Metaphor
Light in the Dark:
Unknown Unknowns
Steve Jobs
People don't know what
they want until you
show it to them.
Steve Jobs real quote
We have a lot of customers, and we have a lot of research into
our installed base. We also watch ind...
Lean
Startup
Methods
• Outcomes over Output
• Minimum Viable Product
• Learn, Measure, Build
• Break Down Silo’s
@jboogie
Output
@neo_innovation || @jboogie
@jboogie
Outcome
@neo_innovation || @jboogie
@jboogie
Impact
@neo_innovation || @jboogie
Lean in Practice
1. What problem are you trying to solve?
2. Who is your customer?
3. What is your hypothesis?
4. What is ...
Minimum Viable Product
If you are not embarassed by
your first version of your
product, you have launched too
late.
- Reid ...
What is an experiment?
•Conversation / Customer Development
•Pitch Measure Learn /
•Concierge Method /
•Wizard of Oz / Mec...
A system built on continuous
learning
Risk
Diagram concept: @clevergirl
Learning!
Reduce Risk : Start Small, Pay
Attention...
Pizza Box Teams
•Small
•Dedicated
•Cross Functional
•Outcome in consumable form
•Facilitated Awkwardness with Purpose
Control vs. Freedom
Plans vs. Planning
Plan vs. Planning
Spectrum of
Control
• Reflex: Instinctive and Immediate
reaction to stimuli
• Problem Solving: Creativity
constrained by re...
Spectrum of
Decision Making
• Reflex: Instinctive and Immediate
reaction to stimuli
• Problem Solving: Creativity
constrain...
Process as Scaffolding
Horizons of
Innovation
•Incremental: adding features
and functionality
•Architectural: new way to
deliver same customer va...
MySpectrum: HP Yahoo PARC
• http://www.flickr.com/photos/
ralphrepo_photolog/4104717259
Neo on Product
• A great product is not enough, it needs to be the right product.
• The right product is simple, compellin...
Patience & Structure
•Act like a VC
•Free your Go to Market
•Infrastructure to Experiment
•Transparency goes Both Ways
Spectrum of
Decision Making
• Reflex: Instinctive and Immediate
reaction to stimuli
• Problem Solving: Creativity
constrain...
THE PRINCIPLES
Resilience
over strength
Pull
over push
Risk
over safety
Systems
over objects
Compasses
over maps
Practice
...
About those Silo’s...
No time like the Present.
Lean Leadership
@PeterShanley p@neo.com
Thank you for your time!
Matrix of Intrepreneurship
Fits with Brand Values
Process
Fit
Good
Poor
Poor
Tiger Team
Lightweight
Functional
Team
Off Sit...
Obligatory Football Analogy
Neo’s Core Tenets
•Patient & Structured capital
•Culture rewards learning and permits failing
•Infrastructure which suppor...
107
Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeh...
Cynefin: place of multiple belonging
David Snowden
Cynefin “Simplified”
!
Silo’s Photo
Yes, the Silos remain
from Waterfall to Flow
DRAFT
High Impact
Low Impact
Known Unknown
Where we like to Play
Customer Development
•One person at a time
•Know goals & questions
•Behavior, mindset then feedback
•Excited to hear thing...
Customer Development
•Focus on actual behavior
•Listen, don’t talk
•Follow your nose, drill down
•Parrot back, misrepresen...
Version Control
3.2.1.1-CP02
Major
Minor
Maintenance
Patch
Qualifier
GitHub FTW!
What if it’s light but you
don’t know where to go?
Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo
Peter Shanley, Principal & Evangelist at Neo
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Peter Shanley, Principal & Evangelist at Neo

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Presentation by Peter Shanley, Principle & Evangelist at Neo on August 11, 2014 at Startup Product Talks San Francisco: Going Global With Prezi, Neo And Visiting Guests

Peter has a passion for customer-centered product design and organizational change, having worked in both large enterprises and startups to bring new ventures to market. He held intrepreneurial roles at Yahoo! Brickhouse and HP Labs/Snapfish, and he led a strategic pivot at the startup Betable.com. https://www.linkedin.com/pub/peter-shanley/12/348/400

More info: bit.ly/1rj876o
http://startupproduct.com/startup-product-sf-going-global-prezi-neo-visiting-guests/

Published in: Business
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Peter Shanley, Principal & Evangelist at Neo

  1. 1. Lean Leadership @PeterShanley / www.neo.com Spectrums of Control Text
  2. 2. Lean Leadership @PeterShanley Don’t be an Asshole Text
  3. 3. Hi, I’m Shanley Suit in a Binary World Vanity Metrics: Buffalo Native Yale University Yahoo! Brickhouse Betable HP Labs Neo Innovation Startup Product Talk
  4. 4. Shuffle off to Buffalo • Single Track Link Bait • My Journey • Management vs. Leadership • Standing Ovation “El Diablo con Traje”
  5. 5. History lesson: The Erie Canal
  6. 6. Advancing Railways
  7. 7. Pan Am Expo
  8. 8. McKinley Assassinated!
  9. 9. Bethlehem Steel
  10. 10. Rust Belt Cometh
  11. 11. Frederick Law Olmstead Parks
  12. 12. Reurbanization Nation
  13. 13. Buffalo Bills In the Super Bowl 4 Times!
  14. 14. ...Improbably Lost Each One
  15. 15. Through the Years •Technological Disruption / •PR Disaster / •Globalization and Competition / •Misguided Policy Decisions / •Management & Process /
  16. 16. Change is in the Air People Patterns
  17. 17. Moving with the Times
  18. 18. “We cannot choose our external circumstances but we can always choose how we respond to them.” Epictus, 100AD Psychological Truth
  19. 19. Brave New World Software is Eating the World. ! - Marc Andreesen, WSJ 2011 !
  20. 20. Gold Master
  21. 21. Model Years • josh’s beetle’s here
  22. 22. Constant Change
  23. 23. Continuous Deployment @etsy What a difference 2 years makes...
  24. 24. Skills I Wish I Had Continuous delivery is a pattern language in growing use in software development to improve the process of software delivery. Techniques such as automated testing, continuous integration, and continuous deployment allow software to be developed to a high standard and easily packaged and deployed to test environments, resulting in the ability to rapidly, reliably and repeatedly push out enhancements and bug fixes to customers at low risk and with minimal manual overhead. The technique was one of the assumptions of extreme programming but at an enterprise level has developed into a discipline of its own, with job descriptions for roles such as "buildmaster" calling for CD skills as mandatory.
  25. 25. ! ! Today... Data is eating the world
  26. 26. Data is Not Enough
  27. 27. Light in the Dark: Unknown Unknowns
  28. 28. Henry Ford: Faster Horses?
  29. 29. Shorter Lifespan
  30. 30. ! ! Back in the day... Another History Lesson
  31. 31. Management History
  32. 32. Soldiering as Science: “Consulting Engineer - Systematizing Shop Management and Manufacturing Costs a Specialty”
  33. 33. Extracting efficiency out of working systems
  34. 34. ! Silo’s Photo Functional Silos
  35. 35. Remember the Lifespan
  36. 36. ! Silo’s Photo Dis-functional Silos
  37. 37. From Teams to Teaming @AmyCEdmondson
  38. 38. The Lean Startup • “The only way to win is to learn faster than anyone else.” • “We must learn what customers really want, not what they say they want or what we think they should want.”
  39. 39. Ideas Build Product Measure Data Learn
  40. 40. Why, What, How? Business Product Engineering
  41. 41. What they want Segway to be
  42. 42. Why People Use Segways
  43. 43. Know the Job you are Hired to do <Clayton Christensen Milkshake Study University of Pheonix>
  44. 44. Magic in the Middle Valuable Usable Feasible
  45. 45. What about Software?
  46. 46. Waterfall vs. Flow
  47. 47. Agile Manifesto • Individuals & Interactions over Process & Tools • Working Software over Comprehensive Documentation • Customer Collaboration over Contract Negotiation • Responding to Change over Following a Plan
  48. 48. The User Story As a... (specific user of the system) I want... (functional definition) So that... (value proposition)
  49. 49. Giving Context User Story Waterfall Why? MRD What? PRD How? TRD
  50. 50. Lean Startup Methodology • Connect to the Why • Consumable across Roles • Stay Flexible + Humble
  51. 51. Definition of a Startup Temporary organization used to search for a repeatable and scalable business model. - 4 Steps to the Epiphany, Steve Blank
  52. 52. Young Framework / Many Tactics
  53. 53. Lean not Silver Bullet • Principals over Dogma • Practice over Preach • Context over Vocabulary • MVP • Pivot • Data-Driven + Scientific • Inconceivable
  54. 54. One tool among many Design Thinking ! “As a style of thinking, it is generally considered the ability to combine empathy for the context of a problem, creativity in the generation of insights and solutions, and rationality to analyze and fit solutions to the context. ” ! - Tim Brown, CEO & President, IDEO
  55. 55. Business Model Generation “A business model describes the rationale of how an organization creates, delivers & captures value” -Alexander Osterwalder
  56. 56. Practice > Preach Feedback Easier said than Done Ideas Build Product Measure Data Learn Applying Lean Principles to Improve User Experience UX LEAN JeffGothelfwithJoshSeiden EricRies,SeriesEditor THE LEAN SERIES
  57. 57. Lean in Practice 1. What problem are you trying to solve? 2. Who is your customer? 3. What is your hypothesis? 4. What is the smallest thing we can make to test your hypothesis? 5. How will we know if we were right? wrong?
 6. Build. Measure. Learn.
  58. 58. Assumptions & Hypotheses We believe small business owners would be willing to pay between $10-40/month for a better way to track and plan their spending. 
 We know we’ll be right when 50 people choose a plan & sign up for our service.
  59. 59. Collaborative + Consumable: the Canvas Osterwalder & Maurya
  60. 60. 15 “For%whom%are%we%crea,ng%value?”% Customer Segment
  61. 61. 16 “What&value&do&we&deliver&to&the& customer?”& Value Proposition
  62. 62. Problem Focus 23 “Who%would%we%partner%with%that%will% provide%us%with%Key%Resources%or%Key% Ac8vi8es?”% Key Partners Why are we doing this?
  63. 63. What does this have to do with me?
  64. 64. Intrepeneurs Dilemma
  65. 65. “You get Paid, Don’t You” “Businesses exist to get people who don’t like eachother to get things done.” - Ward Cunningham
  66. 66. Agile Principles •Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. •At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  67. 67. Getting Things Done
  68. 68. Servant Leadership ! The highest priority of a servant leader is to encourage, support and enable subordinates to unfold their full potential and abilities. ! This leads to an obligation to delegate responsibility and engage in participative decision-making.
  69. 69. Command & Control
  70. 70. Empower & Inspire
  71. 71. Why is Culture important? Conways Law "Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations" ! modularity / flexibility / speed to deploy / ease of change / cost of change / accessible /extensible / human / reasonable / scalable /measurable / outcome driven /
  72. 72. “Bridge” Metaphor “Bridge” Metaphor
  73. 73. Light in the Dark: Unknown Unknowns
  74. 74. Steve Jobs People don't know what they want until you show it to them.
  75. 75. Steve Jobs real quote We have a lot of customers, and we have a lot of research into our installed base. We also watch industry trends pretty carefully. But in the end, for something this complicated, it's really hard to design products by focus groups. A lot of times, people don't know what they want until you show it to them. ! That's why a lot of people at Apple get paid a lot of money, because they're supposed to be on top of these things. Business Week, 1998
  76. 76. Lean Startup Methods • Outcomes over Output • Minimum Viable Product • Learn, Measure, Build • Break Down Silo’s
  77. 77. @jboogie Output @neo_innovation || @jboogie
  78. 78. @jboogie Outcome @neo_innovation || @jboogie
  79. 79. @jboogie Impact @neo_innovation || @jboogie
  80. 80. Lean in Practice 1. What problem are you trying to solve? 2. Who is your customer? 3. What is your hypothesis? 4. What is the smallest thing we can make to test your hypothesis? 5. How will we know if we were right? wrong?
 6. Build. Measure. Learn.
  81. 81. Minimum Viable Product If you are not embarassed by your first version of your product, you have launched too late. - Reid Hoffman, LinkedIn
  82. 82. What is an experiment? •Conversation / Customer Development •Pitch Measure Learn / •Concierge Method / •Wizard of Oz / Mechanical Turk •MVP / Prototype •Evolving Product / AB Test
  83. 83. A system built on continuous learning Risk Diagram concept: @clevergirl Learning! Reduce Risk : Start Small, Pay Attention, Stay Flexible
  84. 84. Pizza Box Teams •Small •Dedicated •Cross Functional •Outcome in consumable form •Facilitated Awkwardness with Purpose
  85. 85. Control vs. Freedom
  86. 86. Plans vs. Planning Plan vs. Planning
  87. 87. Spectrum of Control • Reflex: Instinctive and Immediate reaction to stimuli • Problem Solving: Creativity constrained by reality • Creativity: Dialogue of Ideas • Imagination: Complete Freedom
  88. 88. Spectrum of Decision Making • Reflex: Instinctive and Immediate reaction to stimuli • Problem Solving: Creativity constrained by reality • Creativity: Dialogue of Ideas • Imagination: Complete Freedom
  89. 89. Process as Scaffolding
  90. 90. Horizons of Innovation •Incremental: adding features and functionality •Architectural: new way to deliver same customer value •Deep: new value proposition, new customer base
  91. 91. MySpectrum: HP Yahoo PARC
  92. 92. • http://www.flickr.com/photos/ ralphrepo_photolog/4104717259
  93. 93. Neo on Product • A great product is not enough, it needs to be the right product. • The right product is simple, compelling, aligned w business goals. • Lead with vision, ruthlessly test against the market. • You cannot measure progress if you aren't measuring anything. • Deliverables are not progress. • Innovation abhors functional silos. • Reduce risk by minimizing cycle times.
  94. 94. Patience & Structure •Act like a VC •Free your Go to Market •Infrastructure to Experiment •Transparency goes Both Ways
  95. 95. Spectrum of Decision Making • Reflex: Instinctive and Immediate reaction to stimuli • Problem Solving: Creativity constrained by reality • Creativity: Dialogue of Ideas • Imagination: Complete Freedom
  96. 96. THE PRINCIPLES Resilience over strength Pull over push Risk over safety Systems over objects Compasses over maps Practice over theory Disobedience over compliance Emergence over authority Learning over education @Joi Principles
  97. 97. About those Silo’s...
  98. 98. No time like the Present.
  99. 99. Lean Leadership @PeterShanley p@neo.com Thank you for your time!
  100. 100. Matrix of Intrepreneurship Fits with Brand Values Process Fit Good Poor Poor Tiger Team Lightweight Functional Team Off Site, Off Brand Tiger Team On Site, Off Brand Tiger Team
  101. 101. Obligatory Football Analogy
  102. 102. Neo’s Core Tenets •Patient & Structured capital •Culture rewards learning and permits failing •Infrastructure which supports experimentation
  103. 103. 107 Business model validation Product validation Small team Culture / Infrastructure to support continuous learning Stakeholders Small-chunk, outcome-based, predictable funding $$$
  104. 104. Cynefin: place of multiple belonging David Snowden
  105. 105. Cynefin “Simplified”
  106. 106. ! Silo’s Photo Yes, the Silos remain
  107. 107. from Waterfall to Flow
  108. 108. DRAFT High Impact Low Impact Known Unknown Where we like to Play
  109. 109. Customer Development •One person at a time •Know goals & questions •Behavior, mindset then feedback •Excited to hear things unexpected •Disarm politeness training •Ask open ended questions @giffco
  110. 110. Customer Development •Focus on actual behavior •Listen, don’t talk •Follow your nose, drill down •Parrot back, misrepresent to confirm •Ask for introductions •Write your notes as quickly as possible @giffco
  111. 111. Version Control 3.2.1.1-CP02 Major Minor Maintenance Patch Qualifier GitHub FTW!
  112. 112. What if it’s light but you don’t know where to go?

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