2012 july 10 lean startup intro for TiE

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2012 july 10 lean startup intro for TiE

  1. 1. Lean Startupin The Enterprise Time, Inc. May 16, 2012 Josh Seiden @jseiden
  2. 2. Me and my hashtags Josh Seiden www.proof-nyc.com @jseiden @proof_nyc #leanUX #leanStartupwww.proof-nyc.com License: Creative Commons Attribution-www.slideshare.net/jseiden 2 Share Alike 3.0 United States
  3. 3. Internet Mouse…www.proof-nyc.com License: CC BY-NC-SA 3www.slideshare.net/jseiden United States
  4. 4. Internet Mouse…www.proof-nyc.com License: CC BY-NC-SA 3www.slideshare.net/jseiden United States
  5. 5. Making things people wantwww.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  6. 6. Making things people want • Most new products fail…www.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  7. 7. Making things people want • Most new products fail… • …because they fail to offer things that people want.www.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  8. 8. Making things people want • Most new products fail… • …because they fail to offer things that people want. • Startup risk = market risk + technical risk +...www.proof-nyc.com License: CC BY-NC-SA 4www.slideshare.net/jseiden United States
  9. 9. WHAT IS LEAN STARTUP?www.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  10. 10. Should we build it?www.proof-nyc.comwww.slideshare.net/jseiden 6 License: Creative Commons Attribution- Share Alike 3.0 United States
  11. 11. What is Lean Startup?www.proof-nyc.com License: CC BY-NC-SA 7www.slideshare.net/jseiden United States
  12. 12. What is Lean Startup?www.proof-nyc.com License: CC BY-NC-SA 7www.slideshare.net/jseiden United States
  13. 13. What is Lean Startup?Lean Startup is a management approach that entrepreneurs can use to reduce market risk.www.proof-nyc.com License: CC BY-NC-SA 7www.slideshare.net/jseiden United States
  14. 14. Startup?www.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  15. 15. Startup?“A startup is a institution designed to create something new in conditions of extreme uncertainty.” -- Eric Rieswww.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  16. 16. Startup?“A startup is a institution designed to create something new in conditions of extreme uncertainty.” -- Eric Rieswww.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  17. 17. Startup?“A startup is a institution designed to create something new in conditions of extreme uncertainty.” -- Eric RiesThese concepts apply to any attempt to create new value in conditions of uncertainty, where small failures do not pose life-threatening risk.www.proof-nyc.com License: CC BY-NC-SA 8www.slideshare.net/jseiden United States
  18. 18. Startup?www.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  19. 19. Startup?“A startup is a temporary organization designed to search for a repeatable and scalable business model.” -- Steve Blankwww.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  20. 20. Startup?“A startup is a temporary organization designed to search for a repeatable and scalable business model.” -- Steve Blankwww.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  21. 21. Startup?“A startup is a temporary organization designed to search for a repeatable and scalable business model.” -- Steve BlankThese concepts apply to any attempt to create new value in conditions of uncertainty, where small failures do not pose life-threatening risk.www.proof-nyc.com License: CC BY-NC-SA 9www.slideshare.net/jseiden United States
  22. 22. Foundational ideaswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  23. 23. Foundational ideaswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  24. 24. Foundational ideasSteve Blank: Get out of the buildingwww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  25. 25. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourcewww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  26. 26. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourceAgile: small batches, collaborationwww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  27. 27. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourceAgile: small batches, collaborationWeb 2.0: SaaS, open source platforms and frameworkswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  28. 28. Foundational ideasSteve Blank: Get out of the buildingLean Manufacturing: Reduce waste, go to the sourceAgile: small batches, collaborationWeb 2.0: SaaS, open source platforms and frameworksDesign Thinking: Design methods applied to businesswww.proof-nyc.com License: CC BY-NC-SA 10www.slideshare.net/jseiden United States
  29. 29. Feynman on science...http://youtu.be/b240PGCMwV0www.proof-nyc.com License: CC BY-NC-SA 11www.slideshare.net/jseiden United States
  30. 30. Lean and the Design of Businesswww.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  31. 31. Lean and the Design of Businesswww.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  32. 32. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  33. 33. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.Every design decision is an hypothesis.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  34. 34. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.Every design decision is an hypothesis.Declare your assumptions and test them.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  35. 35. Lean and the Design of BusinessEvery decision you make about your offering is a design decision.Every design decision is an hypothesis.Declare your assumptions and test them.Evaluate your results ruthlessly, and be prepared to change course.www.proof-nyc.com License: CC BY-NC-SA 12www.slideshare.net/jseiden United States
  36. 36. Reduce Inventory, Risk and Waste Make a Get design feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  37. 37. Reduce Inventory, Risk and Waste This is going to be BIG! Make a Get design feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  38. 38. Reduce Inventory, Risk and Waste This is No one going to be clicked. BIG! Make a Get design feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  39. 39. Reduce Inventory, Risk and Waste This is No one going to be clicked. BIG! Make a Get design 9 MONTHS feedback decision from market Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  40. 40. Reduce Inventory, Risk and Waste This is No one going to be clicked. BIG! Make a Get design 9 MONTHS feedback decision from market A FEW HOURS Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 13www.slideshare.net/jseiden United States
  41. 41. Less risk, more often The old way... The new way! Concept credit: @clevergirlwww.proof-nyc.com License: CC BY-NC-SA 14www.slideshare.net/jseiden United States
  42. 42. Nail it, then scale it. Key ideas…www.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  43. 43. Nail it, then scale it. Key ideas…• Prioritize learning over growthwww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  44. 44. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysiswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  45. 45. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheseswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  46. 46. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testingwww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  47. 47. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testing • Get out of your own headwww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  48. 48. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testing • Get out of your own head • Ruthlessly challenge your idea via experimentswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  49. 49. Nail it, then scale it. Key ideas…• Prioritize learning over growth• Prioritize making over analysis• Frame your business as a set of hypotheses• Reality testing • Get out of your own head • Ruthlessly challenge your idea via experiments• Run fast iterationswww.proof-nyc.com License: CC BY-NC-SA 15www.slideshare.net/jseiden United States
  50. 50. WHY NOW?www.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  51. 51. How it’s done: the old way Research Synthesis Design Make Testwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  52. 52. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  53. 53. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  54. 54. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  55. 55. Old assumptions, new realitywww.proof-nyc.com License: CC BY-NC-SA 18www.slideshare.net/jseiden United States
  56. 56. Infrastructure Revolutionwww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  57. 57. Infrastructure RevolutionLanguageswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  58. 58. Infrastructure RevolutionLanguagesDatabaseswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  59. 59. Infrastructure RevolutionLanguagesDatabasesBrowserswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  60. 60. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud serviceswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  61. 61. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud servicesAPIswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  62. 62. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud servicesAPIsDigital distributionwww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  63. 63. Infrastructure RevolutionLanguagesDatabasesBrowsersCloud servicesAPIsDigital distributionMetrics infrastructureswww.proof-nyc.com License: CC BY-NC-SA 19www.slideshare.net/jseiden United States
  64. 64. Old vs new: handoffs vs. collaborationwww.proof-nyc.com License: CC BY-NC-SA 20www.slideshare.net/jseiden United States
  65. 65. Old vs new: handoffs vs. collaborationwww.proof-nyc.com License: CC BY-NC-SA 20www.slideshare.net/jseiden United States
  66. 66. A case studyhttp://www.youtube.com/watch?v=szr0ezLyQHY http://youtu.be/szr0ezLyQHYwww.proof-nyc.com License: CC BY-NC-SA 21www.slideshare.net/jseiden United States
  67. 67. Old vs new: processes adapt Short cycle times Whole team activitywww.proof-nyc.com License: CC BY-NC-SA@jseiden
  68. 68. Discussionwww.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  69. 69. Discussionwww.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  70. 70. Discussion• What methods and work styles did you observe?www.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  71. 71. Discussion• What methods and work styles did you observe?• What challenges could you face when applying these methods at your organization?www.proof-nyc.com License: CC BY-NC-SA 23www.slideshare.net/jseiden United States
  72. 72. BOOKMARKwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  73. 73. LUXr’s 9 Principles for Lean Teams1. Design + biz + development + ... = 1 product team.2. Externalize!3. Goal-driven and outcome-focused.4. Repeatable and routinized.5. Research with users is the best source of information.6. Focus on solving the right problem.7. Generate many options & decide quickly what to pursue.8. Recognize hypotheses & validate them.9. Rapid cycles: think/make/check. Source: www.luxr.cowww.proof-nyc.com License: CC BY-NC-SA 25www.slideshare.net/jseiden United States
  74. 74. Unique challenges in the enterprise1. Functional silos2. Managing output vs. outcome3. Established brands4. Established customer expectations5. Legacy infrastructurewww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  75. 75. Applying Lean Startup MethodsHOW TO: FOR MANAGERSwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  76. 76. Setting up the environment for success1. Teams: cross-functional teams2. Incentives: problem-focused teams3. Frames: requirements vs hypotheses4. Environment: permission to experimentwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  77. 77. Applying Lean Startup MethodsHOW TO: FOR PRACTITIONERSwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States
  78. 78. Process To replace requirements with hypotheses: 1. Identify assumptions 2. Test the riskiest assumptions first 3. Express assumptions as hypotheses 4. Break hypotheses down into testable parts 5. Use MVPs to test your hypothesis 6. Get out of the building 7. Lather, rinse, and repeatwww.proof-nyc.com License: Creative Commons Attribution-www.slideshare.net/jseiden 30 Share Alike 3.0 United States
  79. 79. If you liked this talk, please follow @jseidenTHANK YOU! @proof_nyc lets-talk@proof-nyc.comwww.proof-nyc.com License: CC BY-NC-SAwww.slideshare.net/jseiden United States

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