Lean Impact-a-thon Overview Presentation
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Can we use the Lean Startup approach to develop solutions to long-standing social, environmental, and economic challenges? Can we use the rigor of the Lean Startup methodology to run lots of little experiments that might help us achieve some big, hairy, audacious goals? We're trying to find out. We developed this presentation as part of the first ever (as far as we know) Lean Impact-a-thon taking place on September 6 in Washington, DC. Learn more about the event, and look out for a case study on if this approach was effective, come soon! http://leanimpactathon.tumblr.com/
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Lean Impact-a-thon Overview Presentation
- 1. Presented by: Alison Gold Saturday, September 6, 2014 10:00 am – 4:30 pm Impact Hub DC #LeanImpact Alison: @AKGold11 Eric: @EShih
- 2. THANKS TO OUR HOST!
- 3. LEAN STARTUP IS NOT Cheap Startup Fast Startup Shortcut Startup
- 4. LEAN STARTUP IS A METHODOLOGY
- 6. 6
- 7. 7
- 8. SO, HOW DO I DO THAT? 1. List your assumptions 2. Understand your customers or stakeholders 3. Experiment efficiently 4. Adjust direction based on evidence.
- 10. UNDERSTAND YOUR CUSTOMERS OR STAKEHOLDERS
- 12. ADJUST DIRECTION BASED ON EVIDENCE Persevere Pivot
- 13. EXAMPLE: HOW DO BLIND PEOPLE FIND OUT THE TIME?
- 14. UNDERSTAND YOUR CUSTOMERS OR STAKEHOLDERS
- 16. ADJUST DIRECTION BASED ON EVIDENCE www.eone-time.com
- 19. SOCIAL CHANGE IS COMPLEX
- 20. Vision • What will the world look like when we succeed? Barriers • What do we think is preventing the world from being that way? Hunches • What do we think needs to happen to address the problem, and achieve our vision?
- 22. Vision • What will the world look like when we succeed? Make your vision specific and measurable! Example: • 100% of DC school children graduate from high school.
- 23. Barriers • What do we think is preventing the world from being that way? Generate a list of a bunch (15-20) of barriers! Examples: • There are too many students in classrooms • Curriculum isn’t relevant or engaging • Students drop out of school
- 24. Hunches • What do we think needs to happen to address the problem, and achieve our vision? As a team, select one problem, and use the stickies to generate a bunch (15-20) of ideas. Examples (for students dropping out): • Increase access to birth control • Ensure that kids aren’t promoted to the next grade without getting the necessary skills.
- 25. Vision Barriers Barriers Barriers Barriers Barriers Barriers Barriers Barriers Hunches Hunches Hunches Hunches Hunches Hunches Hunches Hunches Hunches Hunches
- 27. SO, WHAT DOWE DO NOW? 1. List your assumptions 2. Understand your customers or stakeholders 3. Experiment efficiently 4. Adjust direction based on evidence.
- 28. WHERE DO I GET DATA ON DC? Population, race, ethnicity, income, poverty, employment, education, public assistance, single-parent families, low weight and teen births, income, housing, crime and more are available from the Urban Institute and LISC: www.neighborhoodinfodc.org
- 29. BE HERE AT 3:45 PM PREPARED TO SHARE THE ANSWERS TO THE FOLLOWING… 1. What was your team’s vision? 2. What barrier did we decide to focus on that is preventing your vision from being reality? 3. What hunch did you decide to explore today? 4. What are 3 things we learned about our hunch through our work today? 5. Given what you learned about your hunch— would you pivot or persevere?
- 30. Presented by: Alison Gold Saturday, September 6, 2014 10:00 am – 4:30 pm Impact Hub DC #LeanImpact Alison: @AKGold11 Eric: @EShih
Editor's Notes
- The Build-Measure-Learn cycle is a key component in Lean Startup methodology. In the past, a product or service was developed in a linear path: build, launch, measure, and learn. Lean Startup is about a feedback loop: build, measure, learn; build, measure, learn; and so on. Start with a Minimum Viable Product (MVP) that you can get into the hands of customers quickly, which will allow you to test the assumptions that went into the building of the MVP. Use actionable metrics to examine the results of customers using the MVP. Learn from these results; they will lead you to either continue on the same course, continue with some modifications, or pivot the strategy to a new direction. Lean Startup methodology is focused on shortening the Build-Measure-Learn cycle. The shorter the cycle, the more quickly teams learn, the closer to customer needs they are throughout the process, and the less time and resources are wasted. It’s also about repeating the cycle: making continuous improvements as you move towards a complete product, and soliciting and incorporating customer feedback at each step.
- This way of working fundamentally changes how you need to think about your: Role Work Team Process Why? Because for most of us, we’ve achieved success by not sharing our ideas until we consider them “fully formed.”
- There are two organizing ideas that I want you to keep in mind throughout this session. They come from the writer and entrepreneur Eric Ries who writes extensively about working in situations where there is uncertainty. The first idea Ries talks about is that, when you’re working in these situations: “The goal…is to figure out the right thing to build.”-20 In the case of TII, the “thing” is the new system.
- Ries also writes that in the process of figuring out the right system to build, it’s not what you do, it’s not the outputs or outcomes that you achieve, but what you learn that is the essential unit of progress. This is why Lean Startup isn’t cheap, fast, or a shortcut. Because creating experiments where you can learn, and validate that learning requires time, and building some muscles that we don’t always use.
- In the past, a product or service was developed in a linear path: build, launch, measure, and learn. Lean Startup is about a feedback loop: build, measure, learn; build, measure, learn; and so on. But, here’s the thing about learning. It’s really hard to do. Why is this the case? Because of a phenomena called hindsight bias or the “knew-it-all-along effect” which is when we see the event as having been predictable, despite there having been little or no objective basis for predicting it, prior to its occurrence. But, This is why you have to LIST your assumptions. Don’t just think them, right them down, on paper, in a document on your computer. We’ll talk more about why in a bit.
- Get Out of the Building refers to the idea that to create a valuable product, service or campaign, you need to talk to the people who will potentially use it. Customer or Stakeholder Development (Sometimes called Human-Centered Design) companies and organizations spent months creating a product or service behind closed doors. They didn’t show it to customers until it was complete, at which point they would launch it to the world, expecting customers to purchase it. Unfortunately, most of the time the product would fail. Customers didn’t want or need it, and the team wasted significant time and money on a product nobody wanted. The Customer Development model flips the old process on its head, incorporating customers throughout the product creation process. In a Customer Development model, teams talk to prospective customers early and often, developing something they need, starting small with a Minimum Viable Product (MVP) and gathering feedback throughout product creation. The idea is to continually ensure that the product or service provides value to customers, thereby reducing wasted time and resources, and ensuring that the product or service succeeds.
- Not “Most Valuable Player” Though it can be, the minimum viable product (MVP) is a strategy used for fast market testing of a product or product feature to gain quantitative or qualitative feedback. A minimum viable product has just those core features that allow the product to be deployed, and no more. The product is typically deployed to a subset of possible customers, such as early adopters that are thought to be more forgiving, more likely to give feedback, and able to grasp a product vision from an early prototype or marketing information. It is a strategy targeted at avoiding building products that customers do not want, that seeks to maximize the information learned about the customer per dollar spent. The MVP is at the core of Lean, because instead of spending time and money and energy building an entire program, service or product, it is designed to get quick feedback on whether a product, service or program actually is wanted or meets the needs of the people who are intended to use it. MVP is a tool for developing “validated learning” in your build-measure-learn loop. Remember those assumptions we listed 2 slides ago? Well you MVP is a tool designed to testing some of those assumptions.
- Based on what you learned through your stakeholder engagement, and minimum viable product, you have a choice to make. To you persevere because there is something there, or do you “pivot” and try something new. One of the most freeing things about the Lean Startup is that it allows you to failing fast. So instead of spending significant time and expense on an idea that isn’t viable in the real world, it’s better to fail fast and learn important information that can lead to a more viable product or service.
- Observation: -Touchscreens aren’t accessible to the blind -Analog watches are less and less common, or very expensive, and difficult to get repaired Assumptions -If we build a talking watch… -If we build a watch in braille -There can be great universal design that gives the blind access to time.
- Learned from customers: -like things that don’t stand out as for the “blind” (say no to the braille and talking watches) -won’t use a talking watch—draws too much attention, and can’t hear it in lots of environments -the problem with most analog watches is that when you touch the hands, you can inadvertently shift them and miss up the time.
- What if we used magnets and ball bearings? Would that work. But, instead of building the full design, they just developed an mvp and took it back to their customers to see if it worked and if they liked it.
- The result=Eone Timepieces The Bradley
- Complicated Contexts assume an ordered universe, where cause-and-effect relationships are perceptible, and right answers can be determined based on the facts. Complex contexts are unordered—there is no immediately apparent relationship between cause and effect, and the way forward is determined based on emerging patterns. Ferrari=complicated machine. But an expert mechanic can take it apart and reassemble it without changing a thing. The car is the sum of its parts. Brazilian rainforest=is in constant flux—a species becomes extinct, weather patterns change, an agricultural project reroutes a water source—and the whole is far more than the sum of its parts. Almost all examples I’ve seen of the Lean Startup in action are trying to solve complicated problems. Once we figure out the problem, we have the know how that we can optimize to solve it.
- Complex contexts: A lot of interacting elements Interactions are non-linear, and minor changes-> major consequences The system is dynamic, the whole is greater than the sum of its parts, and solutions can’t be imposed; rather, they arise from the circumstances (emergence) The system has a history, and the past is integrated with the present; the elements evolve with one another and with the environment Though in hindsight it might appear to be ordered, hindsight does not lead to foresight because the external conditions and systems constantly change. The system and the people trying to make change within it, constrain eachother!
- So, we’re proposing that when you are operating in complexity, you have to do some work before you can build-measure-learn. And this work has 3 components: -Vision -Barriers -Hunches To make these concepts come alive, let’s jump into a…
- Team Exercise!
- 10 minutes to develop your vision
- Take 10 minutes. Write down 1 idea per sticky. You don’t just have to use what’s in your head, the power of the internet puts a lot of ideas at your fingertips.
- Spend 5 minutes reading all the “problems” and as a team, select 1 that you are going to generate “hunches” for. Spend ~10 minutes generating hunches—1 per sticky.
- What we’re suggesting, is that when you have you have a problem that’s complex, and not complicated. You can identify a lot of barriers, a lot of hunches, and you will like have to do a lot of build-measure-learn cycles. But, what’s important in complexity, is the idea that small changes can have huge impacts! So, to achieve your vision, it might take a lot of time and a lot of experiments and a lot of rounds of build-measure-learn, but there are certain things that once you hit upon them, should have an outsized impact, one that you couldn’t foresee, but could only identify by “probing.”
- So where do you go from here? When you are ready—and if you want to spend more time working on the Vision-Barriers-Hunches work you are welcome to—but when you are ready, your team is going to take one of those hunches and develop a build measure learn.
- You have a lot of resources at your disposal: -Mentors: Allyson, Jason, Eric, and I are all available. While you’re here, just flag one of us down. If you’ve “gotten out of the building” call our cells. Numbers are on the board! -Right now we are handing out two tools that we’ve found really useful that were created by Rally Software. One is for thinking about how you “frame” your build-measure-learn experiment—this will help you get really clear on your assumptions in your experiment. I’ve used it and it’s really helpful to make sure that you design something that actually helps you learn. -The other is about customer/stakeholder interviews. And should help you organize what you learn. -You won’t get through all of this today, but our hope is the Lean Impact-a-thon enables you to start playing around with these ideas today, and hopefully you’ll want to continue to work on them and explore them in the future.
- You have a lot of resources at your disposal: -Mentors: Allyson, Jason, Eric, and I are all available. While you’re here, just flag one of us down. If you’ve “gotten out of the building” call our cells. Numbers are on the board! -Right now we are handing out two tools that we’ve found really useful that were created by Rally Software. One is for thinking about how you “frame” your build-measure-learn experiment—this will help you get really clear on your assumptions in your experiment. I’ve used it and it’s really helpful to make sure that you design something that actually helps you learn. -The other is about customer/stakeholder interviews. And should help you organize what you learn. -You won’t get through all of this today, but our hope is the Lean Impact-a-thon enables you to start playing around with these ideas today, and hopefully you’ll want to continue to work on them and explore them in the future.
- -You’ll have about 4 hours to work (and don’t forget to get lunch—or takes LOTS of snacks). -Do as much as you can, but we’re realistic that that might now be as far as you like! -We’d like you to be back here at 3:45pm ready to answer these 5 questions. Any questions? Great! Let’s get to it.