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Looking for the right swan  Jacopo Romei
2005                 2008         Coach         ideato @jacoporomeiJacopo Romei                             Developer     ...
Experiment
Prize for my favorite nasty question
A3 thinking
BackgroundCurrent conditionGoalCountermeasures/ActionsObserved effectsFollow up/Lessons learned
Background
Demographics
Background
Current conditions
Prototyping  towards  1st MVP
Uncertainty
Lean means no waste
“The Toyota Way has two main pillars:      continuous improvement        & respect for people”                 Toyota CEO ...
Lean mainly means respect
Lean mainly meanscountinous improvement
Time & materials                Fixed price         Contracts Target costMoney for nothing & change for free
Hard to scale
Goal
Get rid ofdisgusting customers
Bridge consultancy into extremistan
Money
Shamelessly rich
Shamelessly rich
Root cause analysis
Why doesconsultancy suck?
Traditional contracts             to rest assured            not enough trust               uncertainty     fast moving an...
Exotic contracts         rejected as a new thing         overloaded with details       they try to map uncertainty they do...
Linear scaling   you get as much as you sell you sell just once per time unit     time/space constraint           no ubiqu...
Positive black swan
Mediocristan
Venture capitalswork in extremistan
Business model canvas
http://www.businessmodelalchemist.com/2009/03/there-is-no-lack-of-business-model.html
Goodcustomers   Bestcustomers
Bestcustomers
Countermeasures
4 rules tostarto     short iteration         flat fee satisfaction guaranteerevenue share or equity
Observed effects
Higher performance in mediocristan
Fail fast
Upstream customer filter
Disgust sniping
Customer benefits
High manouvrability
Countinous negotiation“We value customer collaboration over contract negotiation”
Product Owner buy-in
Fun, fun, fun!!!
Higher ROI
No reiterated prisoner dilemma
Cheap customer acquisition cost
Extremistan VISA
No contract in the end
Follow up
Need for skill
Not for every company
Target vs. context
?
Thanks a lot
Jacopo Romei@jacoporomei jr@ideato.it  info AT ideato.it   www.ideato.it
Credits http://www.flickr.com/photos/colorblindpicaso/2747637336/sizes/l/ http://www.flickr.com/photos/23748404@N00/254587...
Looking for the right swan - LESS2012
Looking for the right swan - LESS2012
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Looking for the right swan - LESS2012

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Looking for the right swan - LESS2012

  1. 1. Looking for the right swan Jacopo Romei
  2. 2. 2005 2008 Coach ideato @jacoporomeiJacopo Romei Developer eBay 198* since Opensource 2012Appelos ALE inner circle
  3. 3. Experiment
  4. 4. Prize for my favorite nasty question
  5. 5. A3 thinking
  6. 6. BackgroundCurrent conditionGoalCountermeasures/ActionsObserved effectsFollow up/Lessons learned
  7. 7. Background
  8. 8. Demographics
  9. 9. Background
  10. 10. Current conditions
  11. 11. Prototyping towards 1st MVP
  12. 12. Uncertainty
  13. 13. Lean means no waste
  14. 14. “The Toyota Way has two main pillars: continuous improvement & respect for people” Toyota CEO Katsuaki Watanabe via Craig Larman
  15. 15. Lean mainly means respect
  16. 16. Lean mainly meanscountinous improvement
  17. 17. Time & materials Fixed price Contracts Target costMoney for nothing & change for free
  18. 18. Hard to scale
  19. 19. Goal
  20. 20. Get rid ofdisgusting customers
  21. 21. Bridge consultancy into extremistan
  22. 22. Money
  23. 23. Shamelessly rich
  24. 24. Shamelessly rich
  25. 25. Root cause analysis
  26. 26. Why doesconsultancy suck?
  27. 27. Traditional contracts to rest assured not enough trust uncertainty fast moving and unclear target
  28. 28. Exotic contracts rejected as a new thing overloaded with details they try to map uncertainty they dont let uncertainty just easily in
  29. 29. Linear scaling you get as much as you sell you sell just once per time unit time/space constraint no ubiquity
  30. 30. Positive black swan
  31. 31. Mediocristan
  32. 32. Venture capitalswork in extremistan
  33. 33. Business model canvas
  34. 34. http://www.businessmodelalchemist.com/2009/03/there-is-no-lack-of-business-model.html
  35. 35. Goodcustomers Bestcustomers
  36. 36. Bestcustomers
  37. 37. Countermeasures
  38. 38. 4 rules tostarto short iteration flat fee satisfaction guaranteerevenue share or equity
  39. 39. Observed effects
  40. 40. Higher performance in mediocristan
  41. 41. Fail fast
  42. 42. Upstream customer filter
  43. 43. Disgust sniping
  44. 44. Customer benefits
  45. 45. High manouvrability
  46. 46. Countinous negotiation“We value customer collaboration over contract negotiation”
  47. 47. Product Owner buy-in
  48. 48. Fun, fun, fun!!!
  49. 49. Higher ROI
  50. 50. No reiterated prisoner dilemma
  51. 51. Cheap customer acquisition cost
  52. 52. Extremistan VISA
  53. 53. No contract in the end
  54. 54. Follow up
  55. 55. Need for skill
  56. 56. Not for every company
  57. 57. Target vs. context
  58. 58. ?
  59. 59. Thanks a lot
  60. 60. Jacopo Romei@jacoporomei jr@ideato.it info AT ideato.it www.ideato.it
  61. 61. Credits http://www.flickr.com/photos/colorblindpicaso/2747637336/sizes/l/ http://www.flickr.com/photos/23748404@N00/254587685/sizes/l/ http://www.flickr.com/photos/jurvetson/3737116535/sizes/l/ http://www.flickr.com/photos/trackrecord/285263549/sizes/m/in/photostream/ http://www.flickr.com/photos/jsome1/3135343257/sizes/l/ http://www.flickr.com/photos/francisco_oliveira_portugal/1981886300/sizes/o/ http://www.flickr.com/photos/omegatron/4725752441/sizes/l/ http://www.flickr.com/photos/mathieustruck/114604639/sizes/o/

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