THE LEAN ENTREPRENEUR How visionaries create products, innovate with new ventures, and disrupt markets

1. THE LEAN ENTREPRENEUR
Hasan Hüseyin Topçu
How visionaries create products, innovate with new
ventures, and disrupt markets

2. OUTLINE
• Overview of the book
• What is Lean Entrepreneur?
• Vision of a Startup
• All the Fish in the sea
• Viability Experiments
• Why Data is so important?

3. Overview of the Book
• New York Times best seller
• Goal is to help entrepreneurs to apply lean startup
• Actionable Case Studies
• http://leanentrepreneur.co/ (video classes, audio
interviews)

6. What is lean entrepreneur?
The Lean Entrepreneur is about
• navigating big change in the face of market
uncertainty.
• hyperfocus on creating value for customers
• moving at the speed of the Internet

7. It’s becoming easier to launch
a product and to get customers
Business is as the web
gets bigger, the world is
getting smaller
Access to capital for tech
startups is getting easier as
well

8. Vision vs. Driving Force
Most successful endeavors start with a big Vision. The end success rarely
matches the initial vision exactly, and sometimes the end result is hardly
recognizable at all.
The vision is not as important as the drive to achieve it

9. Elements for Driving Force
• Segment
• Problem
• Product
• Technology
• Sales Channel
Your driving force isn’t necessarily the most important part of your business, or
what you need to focus all your energy on. Its a way to understand how you’re
attempting to shape your business

10. Startup Culture
There is no defined lean startup
culture.
• It’s the culture that will dictate
success
• a few core philosophies ...

11. Be a LEARNING organization
A learning organization puts
ü data before rhetoric,
ü testing before executing,
ü customers before business plan.

12. Use Data
• Use data to resolve conflicts, measure progress, and
inform decisions.
• An organization drowning in data is little better off than
one without data. Those who fear the overhead of
implementing data systems are missing the point.
• Data is used to inform decisions, not make them.
• Data tracked must be actionable

13. All Fish in the Sea

14. Value Stream
• The value stream in a lean enterprise
includes both value-added activities
(for example, assembling part of a
car) and non-value-added activities
(for example, forklifting parts across a
warehouse floor)
• The objective of lean is to
eliminate as many of the non-
value-added processes as
possible (some are necessary) and
to optimize the efficiency of the value-
added activities, while maintaining
the established value to the
customer.

15. Value Stream in Lean Startup
• You don’t truly know either the value being created or for
whom its being created.
• So our job is to discover the value, for whom its being
created, and whether there’s a large enough market to
support the business you envision.

16. Value Stream in Lean Startup

17. Value Stream in Lean Startup

18. Value Stream in Lean Startup
The goal is to measure the changes between customer states.

20. Should we believe customers?
• 1. If you’re talking to customers about improving a product they know
and love, you can believe them
• 2. If you’re talking about introducing new product and through
interaction with them get the feeling they get it, you can believe some
of what they say
• 3. If you ask existing customers if they want something radically new,
their response should be treated with skepticism
• 4. If you ask prospective customers if they’re willing to pay for your
great idea, you shouldn’t bank on their response either way (yes or
no)
• 5. If your great-uncle loves your idea, that’s wonderful, but not
actionable advice (unless, perhaps, he’s in your target segment)

21. VIABILITY EXPERIMENTS
• Crowd-Funding Test
• The landing page test
• Prototyping

22. Data = Sword
• Data is the weapon of modern
businesses. To an entrepreneur,
finding patterns in the data is nirvana
• Keep in mind that
1. Focus on what moves the needle of your
business
2. Actionable knowledge pulled from data
makes your resources more efficient
3. Not all metrics need to be technically
produced and analyzed

23. From Large Organizations to Local Groups

24. Final Words
• The most pervasive reasons we hear for not acting as a
lean startup are mutually exclusive
•
• 1. Its unproven; show me a lean startup big win.
• 2. Whatever, there’s nothing new here; entrepreneurs
have been doing this for ages

25. Ultimate Lean Startup

26. Thanks for Listening
Q & A