This document summarizes an agile innovation workshop covering design thinking, lean startup, customer development, lean canvas, and paper prototype MVPs. The workshop introduces concepts like design thinking processes, the lean startup methodology of build-measure-learn, customer development phases from problem discovery to sustainable growth, using a lean canvas to outline key business model elements, and creating paper prototypes as minimum viable products to test assumptions. Participants practice techniques like creating assumptions to test, filling out lean canvases for ideas, pitching product concepts, and designing paper prototypes to validate hypotheses. The goal is to help participants apply agile and lean methodologies to innovation and new product development.

1. Agile Innovation Workshop!
Josef Scherer, Nils Bernert
Scrum Day. Berlin, 11.06.2013

2. Ò Design Thinking
Ò Lean Startup
Ò Customer Development
Ò Lean Canvas
Ò Paper Prototype MVP

3. 1. Design Thinking

4. technischer Machbarkeit (»feasibility«) und
ökonomischer Lebensfähigkeit (»viability« [5]).
Mit einer guten Abschätzung und Validierung dieser drei Dimensionen
Spaces of Innovation!
minimiert sich das Risiko für die Implementierung der endgültigen
Lösung (siehe Abbildung 7).
Abb. 7:
Innovationsräume und Ziele [5]
Hildebrand e.a. 2013!
Die Gestaltung und Entwicklung von betrieblichen Informationssystemen ist ein sehr komplexes Problemfeld. Daher führt der deduktiv-

5. Ideation«, d. h. der Ideenfindung im Lösungsraum, hin zur Implementierung und Kommerzialisierung am Markt (vgl. [5]). Scrum eigne
ich hier sowohl als Prozess-Framework für Inspiration und Ideation al
Design Thinking Process!
uch für die Implementierung der Software (vgl. Fallstudie bei [10]).
Abb. 10: Design-Thinking-Ansatz
Hildebrand e.a. 2013!

6. Practice Understanding: Empathy Map!

7. 2. Eric Ries: Lean Startup

8. Lean Startup!
Ò A Startup is an organization designed to create new
products and services under conditions of extreme
uncertainty.
Ò Validated Learning
They exist to learn how to build a sustainable business.
This learning can be validated scientifically, by running
experiments that allow us to test each element of our
business model.
Ò Build-Measure-Learn
The fundamental activity of a startup is to turn ideas into
products, measure how customers respond, and then learn
whether to pivot or persevere, where a pivot is defined as a
major change in the company’s business model.

9. Build-Measure-Learn!
1. What do I
want to learn?
3. What do I
need
to build for
that?
2. How can I
prove that?

10. Practice: Assumptions to Test!
In your product groups:
Ò Brainstorm at least 5 assumptions that need to be tested.
Ò Prioritize these assumptions by risk of failure.
5 minutes

11. 3. Blank: Customer Development

12. Customer Development (Blank)!
Customer Development
Customer Development was first describes by Steve Blank as a four step process:
Customer ProblemDiscovery
ProductSustainable
Solution Fit
Market Fit
Growth
Goal: Problem/Solution Fit (Do I have a problem worth solving?)
Do I have a
Have I build
How can I
Documentproblem worth Plan (aka Plan A) in a one page accelerate growth? run
the initial Business something people Business Model Canvas and
experiments to test problem and solutionwant? of potential customers (aka prospects). Build a low
in front
solving?
fidelity MVP (mock up or rapid prototype) and “demo” it to early adopters, who are already aware of
the problem and are actively searching for a solution.
Customer Validation
Goal: Product/Market Fit (Have I build something people need and pay for?)
Build a MVP to test key features and try to sell it, thereby turning prospects into customers. Measure
acquisition, retention and growth rate of customers to verify that your business model is repeatable
and scalable. Otherwise pivot, which means changing one or more parts of your business model (aka

13. Customer Discovery
Customer Discovery Process!
Customer
Discovery
Phase 3
Test
Product
Hypothesis
Phase 4
Verify, Iterate &
Expand
To Validation
Phase 2
Test
Problem
Hypothesis
MBA295-F
Phase 1
Author
Hypothesis
Customer Development in the High-Tech Enterprise
Spring 2009

14. 4. Lean Canvas

15. Lean Canvas!
Top 3 problems
Existing
Alternatives
How are these
problems solved
today?
Top 3 features
Compelling
message why
you‘re different and
worth buying
Target
customers and
users
High-Level
Concept
e.g. YouTube =
Flickr for videos
Early Adopters

16. Practice: Lean Canvas!
In your product groups fill out:
1.
2.
3.
4.
5.
6.
7.
Top 3 problems
Existing Alternatives
Customer Segments
Early Adopters
Unique Value Proposition
High-level concept
Top 3 Features
15 minutes (as much as possible)

17. Practice: Pitch!
Pitch your own product idea (1 Minute)
• What is the problem that your product is
solving? (10-20 Seconds)
• How does the product solve the problem?
(10-20 seconds)
• Why would a customer prefer your solution to
a common existing alternative? (10-20 seconds)
• Finally, make up a name for your product. (5
Seconds)
http://glasgow.startupweekend.org/2012/05/21/pitching-advice-for-friday/

18. 5. Paper Prototype MVP

19. Build-Measure-Learn!
1. What do I
want to learn?
3. What do I
need
to build for
that?
2. How can I
prove that?

20. Practice: Test your Assumptions!
Ò What is your Unique Value Proposition?
Ò How can you (in-)validate it? e.g. mobile landing page
Ò What Minimum Viable Product do you need to build for that?
Ò Design an iPhone paper prototype
20 minutes

21. Backup!
Stories for eMobility Personas