The document discusses principles of rapid prototyping for startups. It advocates building minimal viable products quickly through short development cycles with frequent customer feedback. This allows startups to validate ideas, learn what customers want, and iterate products efficiently before committing large resources. Specific tips include failing fast and learning from mistakes, creating feedback loops, talking to customers regularly, learning in intervals not constantly, and learning from peers and advisors. The overall message is that rapid prototyping helps startups develop the right products and scale effectively with less waste.
The Challenge of Sustaining Disruptive Innovation When You Meet SuccessRobert Fan
This document discusses the challenges of sustaining disruptive innovation when a company meets success. It shows how a startup called Sharethrough grew rapidly but then found it harder to innovate and disrupt as resources were allocated to supporting existing success over disruptive innovations. The document outlines the steps Sharethrough took to balance success and disruption, including creating the right isolated environment for innovation, setting goals and boundaries through customer development, and using milestones and progress checks separated from existing workflows. The author notes innovation is hard and it's easy to fall back into old habits, so they iterated differently and had transition plans ready when projects "finished".
The document discusses how to create fast software development cycles without breaking systems by adopting a DevOps approach using systems thinking, amplifying feedback loops, and fostering a culture of experimentation and learning to break down silos between development and operations teams and continuously improve processes. It also outlines some initial steps like forming a DevOps leadership team to help coordinate the transformation.
DevDay 2013 - Building Startups and Minimum Viable ProductsBen Hall
DevDay (http://devday.pl),
20th of September 2013, Kraków
Video at http://www.youtube.com/watch?v=L4eTOvq2WmM&feature=c4-overview-vl&list=PLBMFXMTB7U74NdDghygvBaDcp67owVUUF
Helping businesses to solve a wicked problem: Getting profits from CX designPeter Bogaards
Presentation held at EuroIA 2012 (27-29 september 2012, Rome).
See also: http://informaat.com/blog/helping-businesses-realize-profits-from-customer-experience-design-2.php
The Lean Startup method focuses on reducing the time between product iterations through validated learning about customers. It defines the unit of progress as validated learning rather than completing stages of production. This allows startups to test hypotheses through experiments and gain customer insights faster to minimize the total time to discover what customers want. Traditional assumptions like knowing customers and the future can destroy startups, so the Lean Startup validates assumptions through measurable results.
The document discusses testing minimum viable products (MVPs) for startups. It begins by providing examples of products that failed despite large investments and outlines common reasons for failure. It then defines the context of a startup as experimentation to validate business models through frequent customer feedback. The document describes the three stages of a startup and emphasizes that learning is progress. It advocates for building an MVP, which is the fastest way to test business hypotheses with minimum effort. The rest of the document provides examples of how to test MVPs to validate problems, solutions, and product-market fit with low-cost experiments like landing pages, surveys, prototypes, and pre-orders.
The document discusses principles of rapid prototyping for startups. It advocates building minimal viable products quickly through short development cycles with frequent customer feedback. This allows startups to validate ideas, learn what customers want, and iterate products efficiently before committing large resources. Specific tips include failing fast and learning from mistakes, creating feedback loops, talking to customers regularly, learning in intervals not constantly, and learning from peers and advisors. The overall message is that rapid prototyping helps startups develop the right products and scale effectively with less waste.
The Challenge of Sustaining Disruptive Innovation When You Meet SuccessRobert Fan
This document discusses the challenges of sustaining disruptive innovation when a company meets success. It shows how a startup called Sharethrough grew rapidly but then found it harder to innovate and disrupt as resources were allocated to supporting existing success over disruptive innovations. The document outlines the steps Sharethrough took to balance success and disruption, including creating the right isolated environment for innovation, setting goals and boundaries through customer development, and using milestones and progress checks separated from existing workflows. The author notes innovation is hard and it's easy to fall back into old habits, so they iterated differently and had transition plans ready when projects "finished".
The document discusses how to create fast software development cycles without breaking systems by adopting a DevOps approach using systems thinking, amplifying feedback loops, and fostering a culture of experimentation and learning to break down silos between development and operations teams and continuously improve processes. It also outlines some initial steps like forming a DevOps leadership team to help coordinate the transformation.
DevDay 2013 - Building Startups and Minimum Viable ProductsBen Hall
DevDay (http://devday.pl),
20th of September 2013, Kraków
Video at http://www.youtube.com/watch?v=L4eTOvq2WmM&feature=c4-overview-vl&list=PLBMFXMTB7U74NdDghygvBaDcp67owVUUF
Helping businesses to solve a wicked problem: Getting profits from CX designPeter Bogaards
Presentation held at EuroIA 2012 (27-29 september 2012, Rome).
See also: http://informaat.com/blog/helping-businesses-realize-profits-from-customer-experience-design-2.php
The Lean Startup method focuses on reducing the time between product iterations through validated learning about customers. It defines the unit of progress as validated learning rather than completing stages of production. This allows startups to test hypotheses through experiments and gain customer insights faster to minimize the total time to discover what customers want. Traditional assumptions like knowing customers and the future can destroy startups, so the Lean Startup validates assumptions through measurable results.
The document discusses testing minimum viable products (MVPs) for startups. It begins by providing examples of products that failed despite large investments and outlines common reasons for failure. It then defines the context of a startup as experimentation to validate business models through frequent customer feedback. The document describes the three stages of a startup and emphasizes that learning is progress. It advocates for building an MVP, which is the fastest way to test business hypotheses with minimum effort. The rest of the document provides examples of how to test MVPs to validate problems, solutions, and product-market fit with low-cost experiments like landing pages, surveys, prototypes, and pre-orders.
1. The document provides tips for surviving a hackathon and beyond. It recommends focusing on minimum viable products with core features, using existing frameworks and libraries instead of reinventing the wheel, thinking in components, using version control, commenting code, getting feedback from potential users, continuously learning, being part of a community, and having fun.
2. The tips are organized into sections for before, during, and after a hackathon, as well as general practices to always follow, such as continuous learning and being part of a community.
3. The document emphasizes trimming ideas down to minimum viable products in order to deliver functional products quickly, and suggests spending time researching existing solutions before writing new code to avoid duplicating
The document discusses the role of basin focal projects (BFPs) in achieving the impact objectives of the Challenge Program on Water and Food (CPWF). It defines impact as positive behavioral changes that increase water productivity for food and livelihoods in a sustainable way. BFPs and research projects must work together to define the desired changes and develop impact pathways. Partnerships with "next users" are important to deliver research products and tools to influence behaviors. Basin coordinators and theme leaders will help BFPs identify appropriate next users and support the development of impactful research questions and products.
This document summarizes a lecture on capturing value from innovation. It discusses that while creating value through innovation is important, firms must also capture value to remain profitable. Value can be captured through uniqueness, such as intellectual property protection, secrecy, or speed to market, as well as complementary assets like manufacturing capabilities or brand recognition. However, the balance of power in an industry also impacts profitability, such as the threat of substitutes, suppliers, buyers and rivals. Firms must manage their uniqueness and complementary assets over the product lifecycle and in response to disruptions to remain competitive.
Building Startups and Minimum Viable Products (NDC2013)Ben Hall
Ben Hall is a hacker in residence at Cornershop and founder of previous startups. He discusses his approach to starting new ventures, which focuses on rapidly validating ideas by building minimum viable products and releasing early to test assumptions and learn from customers and metrics. Some of his key advice includes failing fast when ideas don't work, focusing on acquisition metrics over features, and prioritizing speed of delivery over perfect code in the early stages. The presentation emphasizes learning through quick iteration and putting products in front of customers as soon as possible.
Effective Enterprise Markets: What makes them work and whyLisa Beckers
The document discusses effective enterprise markets, what makes them work, and why markets are a good medium for forecasting. It provides examples of prediction market prices on current events. Markets work because traders buy low and sell high, incorporating diverse views into prices. Markets generally outperform alternatives like polls and experts in accuracy. The advantages of using markets for forecasting are that they are numerically precise, consistently applied to many issues, frequently updated, and hard to manipulate. The document discusses considerations for designing effective enterprise prediction markets.
Practical dos and don'ts of enterprise prediction marketsKM Chicago
The document discusses effective enterprise markets, what makes them work, and why markets are a good medium for forecasting. It provides examples of prediction market prices on current events. Markets work because traders buy low and sell high, incorporating diverse views into prices. Markets generally outperform alternatives like polls and experts in accuracy. The advantages of using markets for forecasting include incentives for truth-telling, numerical precision, and frequent updating. The document discusses considerations for designing effective enterprise prediction markets.
The document summarizes Gene Kim's presentation on breaking the chronic conflict between operations and development teams through a DevOps transformation. It outlines the downward spiral caused by the conflict, including fragile applications, long fix times, and frustrated customers. It then presents the philosophies of DevOps, including systems thinking to increase flow, amplifying feedback loops, and creating a culture of experimentation. Finally, it provides prescriptive phases for implementing DevOps, such as extending agile processes and creating environments, improving release processes, and prioritizing continuous improvement.
The document discusses how businesses need to adapt to the new social media landscape. It notes that companies no longer control their own messaging and must learn to listen to customers and engage with them transparently on social platforms. The key steps are to accept this lack of control, listen to what customers say online, and appropriately engage with them. It provides examples of how social media can be applied to different business functions like customer service, sales, marketing, and more. It concludes by stating that companies must embrace social media and change their organizations to grow, rather than seeing it as a risk, and that they need to respect the new tools and be human in their interactions.
Hot or Not? - A Framework for Anticipating, Recognizing and Integrating the N...Hamza Khan
This document provides a framework for anticipating, recognizing, and integrating emerging social media platforms. It analyzes various social media categories like video sharing, photo sharing, professional networks, and identifies platforms as "hot" or "not". It recommends strategies for integrating new platforms, including measuring goals, collecting data, developing content, and focusing on metrics. The overall message is that brands should take a strategic approach to social media to maximize benefits and minimize wasted time and money on platforms.
The document discusses gamifying the workplace for Generation Y employees. It notes that Gen Y expects challenges and engagement from work similar to games. It proposes a gamified project management tool called the "Gamified WorkLife" tool that incorporates elements like:
1) Real-time feedback on performance and progress through meters.
2) Transparency through visible reputations, badges and rankings compared to peers.
3) Goal-setting through tasks and milestones that provide a sense of small, frequent wins through a points/reputation system and badges.
Content Marketing for Associations & Nonprofits: An OverviewSteve Drake
The 2012 Content Marketing World Conference opened with a pre-conference workshop on Content Marketing for Associations and Nonprofit organizations. The workshop opened with this overview.
A specially-designed class for non-profit executives and communications professionals, as well as trade professional staff looking toward the power of storytelling to grow the
business.
Continuous Acceleration with a Software Supply Chain ApproachSonatype
This document appears to be notes from a presentation given by Gene Kim and Josh Corman on continuous acceleration using a software supply chain approach. It includes slides on where organizations have been with IT operations and development being at war, the benefits organizations see when adopting DevOps practices, and observations from the DevOps Enterprise Summit. It discusses the importance of security and compliance being integrated into development processes. The presentation aims to discuss where organizations want to go in terms of innovating faster while maintaining quality, timelines and budgets.
Understanding Content: The Stuff We Design ForKaren McGrane
We design websites for users, but if we don't also have a deep and thorough grasp of the content that will be served up to those users, we're not going to be able to create optimal experiences for them. Learn how to do Content Research to augment your User Research.
Forget Kotler by Mahesh Murthy @ Social Media Summit 2011echoVme
The document discusses 20 new rules of marketing in the digital age. It notes that digital media like social networks now reach far more people in India than traditional media like television and print. The key rules discussed are that digital is mainstream; social media is the fastest growing channel; digital media is often free to use; campaigns must be built in minutes not months; and marketing requires constant listening, reacting, planning and proaction across all digital channels in real-time. It argues marketers need to change how they work to integrate efforts across different teams and specializations for effective digital marketing.
Top Lessons Learned While Researching and Writing The DevOps HandbookDynatrace
Top Lessons Learned While Researching and Writing The DevOps Handbook
In this webinar, Gene Kim shares his top insights discovered while co-authoring The DevOps Handbook with Jez Humble, Patrick Debois, and John Willis, including:
• Informative DevOps transformation case studies around continuous integration and delivery
• Jez Humble’s latest definitions of continuous delivery vs. deployment
• How Conway’s Law and architecture can both hinder and enable success
• Concrete techniques to build a culture of continuous experimentation and learning – including those from Google, Etsy, Nordstrom, and Capital One
IBM Smarter Business 2012 - Innovation på IBMIBM Sverige
Med 5800 godkända US patent förra året passerad inte bara IBM 5000 vallen utan befäste också positionen som världens mest innovativa företag för 18 :e året i rad. Mikael Haglund som tilldagligdags är Chief Technologist och evangelist inom Innovation på IBM i Norden, förklarar vad Innovation är och vad som krävs för att man skall bli framgånsgrik inom Innovation. Ta med dig en del vår erfarenhet och vad som krävs för att lyckas inom Innovation.
Talare: Andreas Lundgren, Corporate Citizenship & Corporate Affairs Manager, IBM
Besök http://smarterbusiness.se för mer information.
1. The document provides tips for surviving a hackathon and beyond. It recommends focusing on minimum viable products with core features, using existing frameworks and libraries instead of reinventing the wheel, thinking in components, using version control, commenting code, getting feedback from potential users, continuously learning, being part of a community, and having fun.
2. The tips are organized into sections for before, during, and after a hackathon, as well as general practices to always follow, such as continuous learning and being part of a community.
3. The document emphasizes trimming ideas down to minimum viable products in order to deliver functional products quickly, and suggests spending time researching existing solutions before writing new code to avoid duplicating
The document discusses the role of basin focal projects (BFPs) in achieving the impact objectives of the Challenge Program on Water and Food (CPWF). It defines impact as positive behavioral changes that increase water productivity for food and livelihoods in a sustainable way. BFPs and research projects must work together to define the desired changes and develop impact pathways. Partnerships with "next users" are important to deliver research products and tools to influence behaviors. Basin coordinators and theme leaders will help BFPs identify appropriate next users and support the development of impactful research questions and products.
This document summarizes a lecture on capturing value from innovation. It discusses that while creating value through innovation is important, firms must also capture value to remain profitable. Value can be captured through uniqueness, such as intellectual property protection, secrecy, or speed to market, as well as complementary assets like manufacturing capabilities or brand recognition. However, the balance of power in an industry also impacts profitability, such as the threat of substitutes, suppliers, buyers and rivals. Firms must manage their uniqueness and complementary assets over the product lifecycle and in response to disruptions to remain competitive.
Building Startups and Minimum Viable Products (NDC2013)Ben Hall
Ben Hall is a hacker in residence at Cornershop and founder of previous startups. He discusses his approach to starting new ventures, which focuses on rapidly validating ideas by building minimum viable products and releasing early to test assumptions and learn from customers and metrics. Some of his key advice includes failing fast when ideas don't work, focusing on acquisition metrics over features, and prioritizing speed of delivery over perfect code in the early stages. The presentation emphasizes learning through quick iteration and putting products in front of customers as soon as possible.
Effective Enterprise Markets: What makes them work and whyLisa Beckers
The document discusses effective enterprise markets, what makes them work, and why markets are a good medium for forecasting. It provides examples of prediction market prices on current events. Markets work because traders buy low and sell high, incorporating diverse views into prices. Markets generally outperform alternatives like polls and experts in accuracy. The advantages of using markets for forecasting are that they are numerically precise, consistently applied to many issues, frequently updated, and hard to manipulate. The document discusses considerations for designing effective enterprise prediction markets.
Practical dos and don'ts of enterprise prediction marketsKM Chicago
The document discusses effective enterprise markets, what makes them work, and why markets are a good medium for forecasting. It provides examples of prediction market prices on current events. Markets work because traders buy low and sell high, incorporating diverse views into prices. Markets generally outperform alternatives like polls and experts in accuracy. The advantages of using markets for forecasting include incentives for truth-telling, numerical precision, and frequent updating. The document discusses considerations for designing effective enterprise prediction markets.
The document summarizes Gene Kim's presentation on breaking the chronic conflict between operations and development teams through a DevOps transformation. It outlines the downward spiral caused by the conflict, including fragile applications, long fix times, and frustrated customers. It then presents the philosophies of DevOps, including systems thinking to increase flow, amplifying feedback loops, and creating a culture of experimentation. Finally, it provides prescriptive phases for implementing DevOps, such as extending agile processes and creating environments, improving release processes, and prioritizing continuous improvement.
The document discusses how businesses need to adapt to the new social media landscape. It notes that companies no longer control their own messaging and must learn to listen to customers and engage with them transparently on social platforms. The key steps are to accept this lack of control, listen to what customers say online, and appropriately engage with them. It provides examples of how social media can be applied to different business functions like customer service, sales, marketing, and more. It concludes by stating that companies must embrace social media and change their organizations to grow, rather than seeing it as a risk, and that they need to respect the new tools and be human in their interactions.
Hot or Not? - A Framework for Anticipating, Recognizing and Integrating the N...Hamza Khan
This document provides a framework for anticipating, recognizing, and integrating emerging social media platforms. It analyzes various social media categories like video sharing, photo sharing, professional networks, and identifies platforms as "hot" or "not". It recommends strategies for integrating new platforms, including measuring goals, collecting data, developing content, and focusing on metrics. The overall message is that brands should take a strategic approach to social media to maximize benefits and minimize wasted time and money on platforms.
The document discusses gamifying the workplace for Generation Y employees. It notes that Gen Y expects challenges and engagement from work similar to games. It proposes a gamified project management tool called the "Gamified WorkLife" tool that incorporates elements like:
1) Real-time feedback on performance and progress through meters.
2) Transparency through visible reputations, badges and rankings compared to peers.
3) Goal-setting through tasks and milestones that provide a sense of small, frequent wins through a points/reputation system and badges.
Content Marketing for Associations & Nonprofits: An OverviewSteve Drake
The 2012 Content Marketing World Conference opened with a pre-conference workshop on Content Marketing for Associations and Nonprofit organizations. The workshop opened with this overview.
A specially-designed class for non-profit executives and communications professionals, as well as trade professional staff looking toward the power of storytelling to grow the
business.
Continuous Acceleration with a Software Supply Chain ApproachSonatype
This document appears to be notes from a presentation given by Gene Kim and Josh Corman on continuous acceleration using a software supply chain approach. It includes slides on where organizations have been with IT operations and development being at war, the benefits organizations see when adopting DevOps practices, and observations from the DevOps Enterprise Summit. It discusses the importance of security and compliance being integrated into development processes. The presentation aims to discuss where organizations want to go in terms of innovating faster while maintaining quality, timelines and budgets.
Understanding Content: The Stuff We Design ForKaren McGrane
We design websites for users, but if we don't also have a deep and thorough grasp of the content that will be served up to those users, we're not going to be able to create optimal experiences for them. Learn how to do Content Research to augment your User Research.
Forget Kotler by Mahesh Murthy @ Social Media Summit 2011echoVme
The document discusses 20 new rules of marketing in the digital age. It notes that digital media like social networks now reach far more people in India than traditional media like television and print. The key rules discussed are that digital is mainstream; social media is the fastest growing channel; digital media is often free to use; campaigns must be built in minutes not months; and marketing requires constant listening, reacting, planning and proaction across all digital channels in real-time. It argues marketers need to change how they work to integrate efforts across different teams and specializations for effective digital marketing.
Top Lessons Learned While Researching and Writing The DevOps HandbookDynatrace
Top Lessons Learned While Researching and Writing The DevOps Handbook
In this webinar, Gene Kim shares his top insights discovered while co-authoring The DevOps Handbook with Jez Humble, Patrick Debois, and John Willis, including:
• Informative DevOps transformation case studies around continuous integration and delivery
• Jez Humble’s latest definitions of continuous delivery vs. deployment
• How Conway’s Law and architecture can both hinder and enable success
• Concrete techniques to build a culture of continuous experimentation and learning – including those from Google, Etsy, Nordstrom, and Capital One
IBM Smarter Business 2012 - Innovation på IBMIBM Sverige
Med 5800 godkända US patent förra året passerad inte bara IBM 5000 vallen utan befäste också positionen som världens mest innovativa företag för 18 :e året i rad. Mikael Haglund som tilldagligdags är Chief Technologist och evangelist inom Innovation på IBM i Norden, förklarar vad Innovation är och vad som krävs för att man skall bli framgånsgrik inom Innovation. Ta med dig en del vår erfarenhet och vad som krävs för att lyckas inom Innovation.
Talare: Andreas Lundgren, Corporate Citizenship & Corporate Affairs Manager, IBM
Besök http://smarterbusiness.se för mer information.
2. MEETUP CUSTOMER DEV
Background
• What industry are you in? What stage startup in
you in?
Lean Startup Experience
• Do you know what customer development or MVP
is?
Burning Topics of Interest
• What do you want to get out of this? Why did you
come here?
8. THE SHARETHROUGH SOLUTION
Repeatable
• Social video ad products
Scalable
• Social publisher network
Transparent
• Optimization/reporting
• Data and targeting
10. Shared Views are the Holy Grail
View Length: Paid vs. Shared
100
75
% People
50 Shared
Still Watching
Pai
25
d
0
0s 12s 24s 36s 48s 60s 72s 84s 96s 108s
Video Time Elapsed (seconds)
12. Dentyne Pure - Epic Rap Battle
3.8MM Views
Rockhard - Scarface School Play
5.4MM Views
Features on MSNBC, Fox News, Good Morning America
Modern Warfare 2
Butterfinger - I Like Big Butterfingers Everyone’s Doing It
4.2MM Views 1.5MM Views
Muscle Milk - Sexy Pilgrim
4.5MM Views
Features on WSJ, NYT, Metacafe, Break, Digg, Reddit
GMC - Dude Perfect
Cliff Shot
Features on Buzzfeed, Digg, Tony Hawk Ride - Skateboarding Dog Plays Video Game
Metacafe, USA Today
6.1MM Views
Features on Kotaku, Joystiq, CollegeHumor, Yahoo, Break, Metacafe, MySpace Video
13. THE TEAM
Team members from Stanford,
Google,VideoEgg, Current TV, Feed
Dan Greenberg Rob Fan
CEO, Co-Founder CTO, Co-Founder
Funded and advised by industry leaders
Mike Maples Cali Tran Ron Conway Ron Steve Blank Auren Dave McClure Eric Ries
Floodgate Northbridge Bouganim Hoffman
Hundreds of forward-thinking customers
17. CUSTOMER DEV GONE RIGHT
The Story
Take-Aways
• Make your customer an internal hero
• Find your early evangelists (good ones will want to
“invest in you”)
• Change your pitch/product to appropriate customer
archetypes
18. pters/Earlyvangelists
INSTITUTIONALIZING LEAN STARTUP
The Revised Technology Adoption Life Cycle
am
tion.
ossing
the con-
doption
ed in five
yer:
Ea
Ea
La
te
rly
rly
La
Inn
Ma
Ad
Ma
gag
ova
jor
op
jor
rds
ter
ity
tor
ity
s
s
We all want to cross the chasm.
Figure 2: Moore’s Revised Technology Adoption Life Cycle Curve
y adopters –
How do we do this (i.e. how do we scale)?
• Early majority – • Late majority – • Laggards –
the first to pursue rely on benefits of new not interested in don’t want anything
nology for its technology, but will technology per se; to do with technology;
nsic benefits. wait for others to work waits for established uses technology when
out the kinks. leader to emerge, buys it’s without knowledge
de facto standard. of its existence.
23. KEY LEARNINGS
Customer Development
• Everyone does customer development
• During training, new hires listen in on sales calls
• New hires learn about the campaign trafficking
process
Agile Development
• It’s all about discipline
• All engineers work on the entire stack
• Documentation and training handled via pairing
• Visual status of build continuous integration
(working toward continuous deployment)
31. LEAN USER DESIGN
What’s the goal?
• Iterative design
• Get designers speaking the same language as
Engineering and Business
Some more practices
• Designers “pair program” with engineers
• Communicate with visuals instead of words
Want to learn more?
• http://luxr.co
32. WHAT’S DIFFERENT ABOUT A LEAN
ADVERTISING STARTUP
Cash is a vanity metric
• Cash should be treated like user count
• More cash doesn’t equal long-term equity value
Lots of users, immediately.
• All products need to instantly handle web scale
Lifestyle or Venture scalable?
• Easy to slip in to a consultancy or agency
33. LEAN STARTUP TIPS
Figure out customer archetypes
• You will save yourself much time and money
Plan everything in terms of an MVP
• Not just product, but also marketing material,
sales plan, infrastructure
Technology is a problem solver NOT the
product
• Great technology by itself doesn’t prove business
models