Designer As Founder: Class One Intro to Lean Startup & Business Model Generation


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I've begun teaching a class at CCA called Designer as Founder. Having made that transition myself, and with the rise of The Designer Fund and designer as key advantage being touted by folks like 500 startups, it's time for designers to become full partners in the relationship with engineers and business folks. Thus I'm teaching using the Lean Launchpad as a base. This is the first of what will be a series. This class is VERY lecture-light, so see blog posts on for full information.

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Designer As Founder: Class One Intro to Lean Startup & Business Model Generation

  1. 1. Designer as Founder Lecture One Christina Wodtke @cwodtke
  2. 2. Design the Class Rules • What makes a good learning experience? – Best teacher? – Best Classmates? – Best ? • What makes a crappy one? – Worst teacher? – Worst classmates? – Worst? Note: this was done as an exercise
  3. 3. Who Are You? What would you want to know about a cofounder?
  4. 4. Founder Dating • Name • Where do you come from? • Why do you want to make a company? • What do you care about? • What’s your idea(s)? • What are you good at? – Technical Skills – Design Skills – Business Skills – Magical skills Note: this was done as an exercise
  5. 5. Present each other What did we learn?
  6. 6. Why this class? Note: The Following slides are based on Steve Blank’s Lean Launchpad See launchpad/ for more
  7. 7. we know something we didn’t before
  8. 8. Because we know something we didn’t before We Now Know How to Build Startups
  9. 9. Course Objective: Idea to a Business • What does it take to go from idea to a business? – Business Model + Customer Development – Hypotheses testing of the business model(s) – Get “out of the building”
  10. 10. Course Objective: Simulate A Startup? • Create the pressures, uncertainty, and challenges of a real startup – Our expectations are unreasonable, they require extraordinary effort – We expect failures, iterations and Pivots – Class is a “lab” - books/lectures are tools, not answers – Fail fast, learn quick, push you outside your comfort zone
  11. 11. Teaching philosophy • You are in charge of your experience and outcomes • This class is taught using the “Startup Culture” – It’s tough, direct, fair - you need to be the same – Startup culture has no hierarchy - in this class you are an entrepreneur – I’m a coach, not a teacher here • Question, challenge, push • I don’t pretend to be a domain expert, I know you are smarter than I am
  12. 12. Getting Out of The Building • This class is not about our lectures • The class is not about your attendance • The class is about the work your entire team does outside the building • It’s the difference between a vision and a hallucination YOU ARE ALL GOOBERS
  13. 13. Expectations of You • This is a full-contact, immersive class – All of you will be full participants – here and remotely – You will spend lots of time outside of your university – You all will do all the work assigned (and it is a lot more than you probably realize) – No “dine and dash” • If you all cannot commit the time, let me know now.
  14. 14. Syllabus Each week • We teach you about the business model • You get out of the building and test hypotheses • Your team presents what you all learned Repeat for 8 weeks
  15. 15. Deliverables • Tuesdays each week – Team synthesis – Short lecture – Work • Thursdays Each Week – 10 minute presentation – Lessons Learned presentation 7 minutes • Instructor critique 3 minutes – Updated WordPress (or Tumblr, etc) blog – Tens of Hours of “outside the building” learning • May Presentation – 20 minute Lessons Learned Summary – 2 minute video of what you learned – 5 minute prototype demo
  16. 16. Syllabus for Today 12:00–1:30 Class Introduction: This presentation and exercises 1:30–2:00 Coffee and reading (HBR article) 2:00–3:00 Workshop: Planning for kifi Homework: Reading, mostly • Business Model Generation, pp. 118-119, 135-145, skim examples pp. 56-117 • VIDEO: Alex Osterwald on Business Model Canvas • Steve Blank, “What’s a Startup? First Principles,” • Steve Blank, “A Startup is Not a Smaller Version of a Large Company”, large-company/
  17. 17. Syllabus for Thursday 12:00–12:30 Short lecture on market sizing. 12:30–1:00 Synthesize findings and make Business Canvas Hypothesis 1:00–2:00 Share canvas, critique 2:00–3:00 Workshop: Planning for validation Homework: Read • Steve Blank, “Make No Little Plans – Defining the Scalable Startup,”–-defining-the-scalable-startup/ • Mary Meeker’s Internet Trends (You’ll need this for picking projects!) • Eager Sellers, Stony Buyers DO • Email your link to your blog/wiki/journal to • Test your hypothesis for kifi with potential customers • Size the market
  18. 18. THE CONE OF UNCERTAINTY I can tell you what I’m teaching tomorrow I have the month planned out I plan to adjust the class based on how fast you learn
  19. 19. What’s A Company?
  20. 20. What’s A Company? A business organization which sells a product or service in exchange for revenue and profit
  21. 21. What’s A Startup?
  22. 22. A temporary organization designed to search for a repeatable and scalable business model
  23. 23. A temporary organization designed to search for a repeatable and scalable business model
  24. 24. A temporary organization designed to search for a repeatable and scalable business model
  25. 25. A temporary organization designed to search for a repeatable and scalable business model
  26. 26. A temporary organization designed to search for a repeatable and scalable business model A Startup aims to become a company
  27. 27. How Are Companies Organized?
  28. 28. How Are Companies Organized? Companies are organized around Business Models
  29. 29. What is a business model?
  30. 30. What’s a Business Model? QoAOzMTLP5s
  31. 31. Value Proposition What Are You Building and For Who?
  32. 32. Customer Segments Who Are They? Why Would They Buy?
  33. 33. Channels How does your Product Get to Customers?
  34. 34. Customer Relationships How do you Get, Keep and Grow Customers?
  35. 35. Revenue Streams How do you Make Money?
  36. 36. Key Resources What are your most important Assets?
  37. 37. Key Partners Who are your Partners and Suppliers?
  38. 38. Key Activities What’s Most Important for the Business?
  39. 39. Cost Structure What are the Costs and Expenses
  40. 40. But, Realize They’re Hypotheses
  41. 41. 9 Guesses Guess Guess Guess Guess Guess Guess Guess GuessGuess
  42. 42. ©2006
  43. 43. ©2006
  44. 44. Customer Development Test the Problem, Then the Solution
  45. 45. Customer Development The Minimum Viable Product
  46. 46. Customer Development The Pivot
  47. 47. Customer Development Details
  48. 48. Customer Development is how you search for the model
  49. 49. Buy & Read Do not get Kindle version. Get print version.