Lean Entrepreneurship

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Lean Entrepreneurship presentation with fundamental concepts and including an example on how we built the EISENHOWER.me minimum viable product using oDesk.

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  • The Lean Startup method teaches you how to drive a startup-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.”\n
  • A startup is an institution, not just a product, so it requires management, a new kind of management specifically geared to its context. A startup IS NOT a small version of an established company!!!\n
  • Too many startups begin with an idea for a product that they think people want. They then spend months, sometimes years, perfecting that product without ever showing the product, even in a very rudimentary form, to the prospective customer. When they fail to reach broad uptake from customers, it is often because they never spoke to prospective customers and determined whether or not the product was interesting. When customers ultimately communicate, through their indifference, that they don't care about the idea, the startup fails.\n
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  • The Lean Startup methodology has as a premise that every startup is a grand experiment that attempts to answer a question. The question is not "Can this product be built?" Instead, the questions are "Should this product be built?" and "Can we build a sustainable business around this set of products and services?"\nThis experiment is more than just theoretical inquiry; it is a first product. If it is successful, it allows a manager to get started with his or her campaign: enlisting early adopters, adding employees to each further experiment or iteration, and eventually starting to build a product.\n\n\n
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  • The riskiest assumptions are those extremely important pieces of your business model that will fail your startup\n
  • - Customer\n - Problem\n - Solution\n Write hypothesis for all of the areas above.\n \n \n \n
  • Startup success can be engineered by following the process, which means it can be learned, which means it can be taught.” Eric Ries\nUsing the Lean Startup approach, companies can create order not chaos by providing tools to test a vision continuously.”\n\n\n
  • Actionable Over Vanity Metrics\nInnovation accounting - measure your way to success\n\n
  • Once the MVP is established, a startup can work on tuning the engine. This will involve measurement and learning and must include actionable metrics that can demonstrate cause and effect question.\nContinuous improvement (techies call it deployment)\nThe startup will also utilize an investigative development method called the "Five Whys"-asking simple questions to study and solve problems along the way. When this process of measuring and learning is done correctly, it will be clear that a company is either moving the drivers of the business model or not. If not, it is a sign that it is time to pivot or make a structural course correction to test a new fundamental hypothesis about the product, strategy and engine of growth. Pivot - Change of direction (strategy, product of growth)\n\n
  • Overall product development philosophy\n
  • In software engineering, continuous integration (CI) implements continuous processes of applying quality control — small pieces of effort, applied frequently. Continuous integration aims to improve the quality of software, and to reduce the time taken to deliver it, by replacing the traditional practice of applying quality control after completing all development.\n
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  • By the time that product is ready to be distributed widely, it will already have established customers.” It will have solved real problems and offer detailed specifications for what needs to be built.\n
  • - Customer\n - Problem\n - Solution\n Write hypothesis for all of the areas above.\n \n \n \n
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  • - Customer\n - Problem\n - Solution\n Write hypothesis for all of the areas above.\n \n \n \n
  • - Customer\n - Problem\n - Solution\n Write hypothesis for all of the areas above.\n \n \n \n
  • - Customer\n - Problem\n - Solution\n Write hypothesis for all of the areas above.\n \n \n \n
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  • http://leancanvas.com/\n
  • Lean Startup Machine is a for-profit social enterprise with the mission of advancing the science of entrepreneurship to better utilize human potential. We aim to bolster jobs through innovation and prevent the world’s smartest people from wasting time building things nobody wants. We run an intensive three-day workshop, which teaches Lean Startup methodologies and their applications for product, customer, and business model development.\nother tools: https://www.leanlaunchlab.com/ or http://leancanvas.com/\n
  • Lean Entrepreneurship

    1. 1. LeanEntrepreneurship Andreas Kwiatkowski www.kwiat.org @kwiat
    2. 2. Andreas KwiatkowskiB264: Consulting, EISENHOWER and moresimfy: Head of Product, Product ManagerIBM: Solution Executivewww.kwiat.org@kwiat
    3. 3. Eric Ries Steve Blank Alex OsterwalderThe Lean Startup The Startup Owners Manual Business Model Generation
    4. 4. A startup is a temporary organization searching fora scalable and repeatable business modelunder conditions of extreme uncertainty.
    5. 5. More startups fail from a lack of customers thanfrom a failure of product development.
    6. 6. The Lean Startup movement isnt about spendingless money or just failing fast. It is a methodologyaround the development of a product.
    7. 7. I. Experiments
    8. 8. Validate your assumptions and mitigate risksin your startup through constant learning.
    9. 9. Start with the riskiest assumptionsfor your first experiment.
    10. 10. Validation through testing hypotheses Customer Problem Solution
    11. 11. Build
    12. 12. BuildMinimum Viable Product
    13. 13. BuildMeasure
    14. 14. BuildInnovation Accounting Measure
    15. 15. Learn Build Measure
    16. 16. Learn Build Continuous Improvement & Pivot Measure
    17. 17. Learn Build Measure
    18. 18. Learn Build Minimize Loop Time Measure
    19. 19. II. Action
    20. 20. Talk to customers, get something out the door nowand accept failing as a positive outcomeof your experiments.
    21. 21. Don‘t plan years ahead,don‘t choose stealth mode anddon‘t just bet on a big launch.
    22. 22. From idea to growth Problem Product Leverage Solution Market Engine of Fit Fit Growth
    23. 23. III. Experience
    24. 24. EISENHOWER helps you tomanage your to-dos using theurgency-importance matrixby former US presidentDwight D. Eisenhower.
    25. 25. Growing EISENHOWER Minimum Web App & iPhone Viable Platform App & Product Relaunch PR
    26. 26. Growing EISENHOWER Minimum Web App & iPhone Viable Platform App & Product Relaunch PR 6 months 150
    27. 27. Growing EISENHOWER Minimum Web App & iPhone Viable Platform App & Product Relaunch PR 6 months 2 months 150 250
    28. 28. Growing EISENHOWER Minimum Web App & iPhone Viable Platform App & Product Relaunch PR 2 weeks 6 months 2 months 3000 150 250
    29. 29. Request for proposal on oDeskI am looking for an experienced PHP developer to build Use casea tiny to-do management web application in the style of 1. Guest visits pagean Eisenhower 2×2 matrix, allowing users to manage 2. Guest enters first to-do in formtheir to-dos by importance and urgency. I will be 3. Guest hits save buttonproviding a HTML5 template with different header 4. Overlay appears, requesting sign up to savestates and overlays, CSS and graphics (please see 5. Guest enters e-mail address (must not be in database already) and chooses a passwordpreview attached). 6. Overlay says, that e-mail address needs to be confirmed to enable save button 7. Guest confirms his e-mail address by clicking a link in a confirmation request e-mailBackground 8. User account is created, the user is logged in with the ability to save to-do listUsing oDesk, I wish to create a minimum viable product to collect early adopter feedback and 9. User enters to-dos and saves themfurther develop this concept towards market needs. Nevertheless, I prefer a clean and smart 10. User leaves page by navigating away or logging outtechnical solution, because I would like to have the code maintained as the product scales. Technical solutionScope I wish to get a deployment-ready PHP solution with database configuration file. When running, IThe site itself consists of a navigation header, a form which stores all to-dos in a MySQL database expect a user’s save operations to be performed using Ajax without the need to refresh the page.any time a save button is clicked, and a static footer. On page reload or login, a user’s saved data The same is true for the sign up overlay. Using proven frameworks for PHP (f.e. CakePHP) orwill be retrieved from the database. Users are able to use, sign up for the service, log in and log out JavaScript (f.e. jQuery) to speed up development time is appreciated.on a single page. Deployment scenarioSign-up Linux server, running Ubuntu, Apache and MySQLFollowing sign-up with e-mail address and password, an e-mail confirmation request is sent to thenew user. The e-mail address needs to be confirmed before the corresponding user account isfinally set-up and the ability to save the to-do list gets enabled.
    30. 30. Refined specification and e-mail conversations http://de.slideshare.net/kwiat/todos-specification
    31. 31. Minimum viable product and measurement
    32. 32. IV. References
    33. 33. Further Readhttp://venturevillage.eu/stop-looking-for-a-technical-co-founderhttp://venturevillage.eu/how-to-build-an-iphone-appStartershttp://theleanstartup.com/http://en.wikipedia.org/wiki/Lean_Startup and http://en.wikipedia.org/wiki/Minimum_viable_productKey InfluencerEric Ries: http://www.startuplessonslearned.com/Steve Blank: http://www.steveblank.comAlexander Osterwalder: http://www.businessmodelalchemist.com/FollowersAsh Muarya: http://www.ashmaurya.com/ and http://spark59.com/blogBen Yoskovitz: http://www.instigatorblog.com/Patrick Vlaskovits: http://vlaskovits.com/blog/Brant Cooper: http://market-by-numbers.com/OtherLean Startup Circle: http://www.leanstartupcircle.com/NotesAll trademarks are property of their respective ownersMany thanks to Bob Jansen for the slide template
    34. 34. Day Month Year No. Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value? Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers? Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established? Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? What are the most important costs inherent in our business model? For what value are our customers really willing to pay? Which Key Resources are most expensive? For what do they currently pay? Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.Business Model Canvas

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