The document discusses the importance of adaptive management in product development due to decreasing product lifecycles and increased uncertainty in various sectors. It emphasizes lean and agile methodologies, highlighting strategies like design thinking, MVP (Minimum Viable Product), and the Business Model Canvas for successful product delivery and business viability. Overall, the content advocates for iterative processes and hypothesis-driven learning to ensure customer-driven outcomes.

1. LEAN & AGILE - DISCOVERING & RESPONDING TO VALUE

2. craig.strong@gohubble.com
@craigstrong
uk.linkedin.com/in/craigstrong/
Craig Strong
Chief Technology/Product Officer
www.LeanProductLifecycle.com

3. S&P 500 index has decreased from 61
years in 1958 to just 18 years today

4. PRODUCT LIFECYCLES ARE NOT LINEAR, LONG OR ASSURED 4

5. ANNUAL PERFORMANCE TRAP
Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Edition. Harvard Business Review Press.
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6. UNCERTAINTY—IN THE ECONOMY, SOCIETY, POLITICS—
HAS BECOME SO GREAT AS TO RENDER FUTILE, IF NOT
COUNTERPRODUCTIVE, THE KIND OF PLANNING MOST
COMPANIES STILL PRACTICE: FORECASTING BASED
ON PROBABILITIES
Peter Drucker
THE NEED FOR ADAPTIVE MANAGEMENT

7. DELIVERING &
DISCOVERY

8. REPEATING THE SAME DESIGN

9. http://www.rics.org/Global/NRM_1_Order_of_cost_estimating_and_cost_planning_2nd_edition_PGguidance_2012.pdf
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10. http://www.gids.nl/sydney/opera.html
COMPLEX DESIGN - NEW GROUND
Discovery
& Learning
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11. CYNEFIN FRAMEWORK 11

12. YOUR PLAN SHOULD BE EMERGENT AND ADAPTIVE 12

13. DISCOVER VALUE
IN A PREDICTABLE
WORLD YOU NEED
PREDICTABLE
PLANS.THE WORLD OF
BUSINESS IS SELDOM
PREDICTABLE.
13

14. LEAN
PRODUCT
DEVELOPMENT

15. DESIGN THINKING
1. DESIGN PRINCIPLES
2. HUMAN-CENTRED
EMPATHY
3. CONTEXTUAL ENQUIRY
4. IDEATION
5. PROTOTYPING
6. CUSTOMER CO-DESIGN
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16. AGILE DEVELOPMENT
1. SPRINTS/ITERATIONS
2. INSPECT & ADAPT LEARNING
3. USER STORIES/PRIORITISED BACKLOGS
4. CROSS-FUNCTIONAL TEAMS
5. AGILE PRINCIPLES
16

17. LEAN STARTUP
1. HYPOTHESES DRIVEN
2. VALIDATED LEARNING
3. MVP
4. BUILD - MEASURE - LEARN
5. FAIL FAST & PIVOT
17

18. TOGETHER 18

19. REMEMBER, IF WE’RE BUILDING SOMETHING THAT
NOBODY WANTS, IT DOESN’T MATTER IF WE’RE DOING IT
ON TIME AND ON BUDGET
Eric Ries
LEAN STARTUP

20. REVENUE MODELS

21. MVP’S IS A PROCESS 21

22. BUILDING A NEW APP
I WANT TO USE
FEATURES A&B
I WANT TO USE
FEATURES
A,B,C
I WANT TO USE
FEATURES A,B,C,D,E
I WANT TO USE
FEATURES
A,B,C,D,E,F,G
22

23. BUILDING A PRODUCT
1. 7 FEATURES
2. EACH FEATURE :
1. 1 WEEKS TO PLAN
2. 2 WEEKS TO DEVELOP
3. 1 WEEKS TO TEST
3. WHEN YOU DELIVER YOUR FEATURES, YOU
EARN $1K PER WEEK PER CUSTOMER
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24. WATERFALL PLAN
7 WEEKS PLANNING
14 WEEKS DEVELOPING
7 WEEKS TESTING
4 Customers
7 Features
Earnings $0
Start To Earn $4k pw
28wks Dev
24

25. ITERATIVE RELEASE TO CUSTOMER SEGMENTS
4 Weeks
A B
C
D
E
F
G
8 Weeks 12 Weeks 16 Weeks 20 Weeks 24 Weeks 28 Weeks
$4k
$12k
$20k $32k
$44k
25

26. SUCCESS & FAILURE
https://www.infoq.com/articles/standish-chaos-2015
26

27. DELIVER OFTEN, LEARN MORE !
http://clearcode.cc/2014/12/agile-vs-waterfall-method/
27

28. SMALLER, FASTER DELIVERY CYCLES = INCREASED AND FASTER LEARNING
http://bitly.com/deliveringvalueicl
28

29. LEARNING & GROWING
https://jamesbirchler.com/2016/10/06/lean-startup-practices-write-hypotheses-you-can-learn-from/

30. “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.”
http://theleanstartup.com/principles
LEAN STARTUP

31. LEAN PRODUCT LIFECYCLE 31

32. SEARCH & EXECUTE ARE DIFFERENT
32

33. NON-LINEAR PROCESS 33

34. VERSION OF A NEW PRODUCT WHICH ALLOWS A TEAM TO
COLLECT THE MAXIMUM AMOUNT OF VALIDATED
LEARNING ABOUT CUSTOMERS WITH THE LEAST EFFORT
LEAN STARTUP
WHAT IS AN MVP

35. MINIMAL VIABLE PRODUCT
MVP IS A
PROCESS NOT A
PRODUCT
35

36. MINIMAL VIABLE PRODUCT 36

37. BUSINESS MODEL CANVAS
Alex Osterwälder & Yves Pigneur
• Innovation Tool
• Lightweight, Visual and Flexible
• Collaborative And Responsive
37

38. YOUR PRODUCT IS NOT THE PRODUCT
1. It is important to realise that a product or service idea is not
sufficient for success.
2. You could have a good idea, but if you do not have a good
business model to support it, then your business will fail.
3. It is not enough to just have a good product, it must be
delivered to customers in a manner that is sustainably
profitable.
A lot of people focus too much on just the product.
4. But the same amount of effort needs to be put into developing
the business model.
38

39. BUSINESS MODEL CANVAS 39

40. VALUE PROPOSITION CANVAS 40

41. BUSINESS MODEL DESIGN 41

42. LOCAL MAXIMA 42

43. EXPERIMENTATION - LEARN FAST
1. Pick riskiest assumption from Business Model Canvas
2. Brainstorm a few different tests, offline and online
3. Try to break the test into even smaller units of work
4. Choose test & define testable hypothesis
5. Set a goal (minimum success criteria)
6. Run the test (try to hit the goal)
7. Review results and make a decision
43

44. HYPOTHESES
“I/We Believe….” [target market]
“Will” [do this action/use this solution]
“For” [this reason]
44

45. SUCCESS CRITERIA
“We will know we are right when ”
[minimum success criteria]
45

46. EXAMPLE 46

47. EXAMPLE 47

48. INSTAGRAM 48

49. INSTAGRAM
https://blog.kissmetrics.com/kevin-systrom/
49

50. ZOOM IN PIVOT 50

51. LEARN FAST THE LEAN WAY 51

52. ANY QUESTIONS ? 52

53. IT’S BEEN A PLEASURE
THANK YOU
craig.strong@gohubble.com
craig@strongandagile.co.uk
@craigstrong
uk.linkedin.com/in/craigstrong/
www.LeanProductLifecycle.com
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