Lean Launchpad will be offered as a for credit course to all enrolled NYU students at NYU ITP.

1. LEAN
LAUNCHPAD
AT NYU ITP
Information Session
November 7, 2013
Jen van der Meer | jd1159 at nyu dot edu
Josh Knowles | chasing at spaceship dot com
Rockets Sketches borrowed from Harry Allen Design

2. ITP TEACHING TEAM
Jen van der Meer, Adjunct Professor at ITP since 2008
ITP courses + workshops: Bodies and Buildings, Products Tell Their
Stories, ITP VC Pitchfest. Currently: Luminary Labs, Health Data
Challenges, and also SVA Products of Design.
Josh Knowles, ITP ’07
15+ years as an independent developer/consultant, working with
numerous brands and start-up clients (currently under the aegis of
Frescher-Southern, Ltd.)

3. @CHASING

4. @JENVANDERMEER

5. MENTORS, ADVISORS, AND SKYPE_ADVISORS
Tom Igoe
ITP, Arduino
Julie Berkun Fajgenbaum
Stern Adjunct Professor Former VP
Amex Open
Phin Barnes
Partner, First Round Capital
Matt Jones
Interaction Design Director, Google
Travis Hardman
Founder, Annotary
Robert Fabricant
VP Creative at frog design
Valerie Casey
Necessary Projects
Nihal Parthasarathi
Founder, CourseHorse
Tarikh Korula
Founder, Seen.co
Andy Weissman
Partner, Union Square Ventures
More coming…

6. SHOW OF HANDS – DO YOU KNOW
Agile development
Lean / lean startup
Customer development
Business model canvas

7. LEAN LAUNCHPAD
OUR APPROACH

8. LEAN LAUNCHPAD AT NYU ITP

9. LEAN LAUNCHPAD AT NYU ITP
We embrace a creative, iterative, and collaborative
approach to making things -- but launching a product out
into the world takes a somewhat different set of skills.
How do we make sure people want to use what they
make?
How do we create a business plan to support the idea?
Is the idea strong enough to turn into a job -- or a career?

10. BEST OF BOTH
Experiential course in entrepreneurship
Based on the Steve Blank’s Lean Launchpad and the NYU
Summer Launchpad Accelerator,
We are applying the curriculum developed at Stanford and
Berkeley for the ITP culture and NYU community.
This course has been developed with support from the
NYU Entrepreneurship Initiative, and aims to mix the best
of the methods from the Lean Launchpad methodology with
the best of ITP's culture and practice.

11. THE ONLY TEXTBOOK WE READ:
11

12. 12

13. 13

14. ITERATIVE SEARCH FOR A BUSINESS MODEL
. Students work in self-formed teams of 3-4 to develop their
business model and product/service over the course of the
semester.
The primary focus of the course is the work of customer
development, speaking directly to potential customers to
help define opportunities that the startup is designed to
solve.

15. SEARCHING HERE

16. ITERATIVE SEARCH FOR A BUSINESS MODEL

17. ITERATIVE SEARCH FOR A BUSINESS MODEL
SEARCHING HERE

18. ITERATIVE SEARCH FOR A BUSINESS MODEL
SEARCHING HERE

19. ITERATIVE SEARCH FOR A BUSINESS MODEL
TO GET OUT OF THE BUILDING
SEARCHING HERE

20. GOING DEEPER ON CUSTOMER DEVELOPMENT
. Building on to the core curriculum of Lean Launchpad with
effective approaches from design thinking and ethnography
to accelerate the understanding of both explicit pain points
and more latent or hidden challenges that people face, in
their jobs and in their lives.
#Empathyhacks.

21. LEAN LAUNCHPAD:
WHY NOW

22. WHAT CAME BEFORE IT: THE WATERFALL METHOD
22

23. HOW STARTUPS GOT FUNDED
23

24. AND THEN FUNDED… LESS
24

25. UNTIL THIS HAPPENED
25

26. AND THIS HAPPENED
26

27. LEADING TO THIS
27

28. LEAN LAUNCHPAD
THE PIVOT

29. THE SHIFT – FROM PUSH AND MARKET TO
CUSTOMER DEVELOPMENT
The Four Steps to the Customer Epiphany by Steve Blank
29

30. FIRST CAME STEVE
The Customer Development
process changes the way
startups are built.
Startups are not smaller
versions of large companies.
•
•
•
•
•
Co-founded 8 startups.
1996: E.piphany
1998: $3.4 MM sales
1999: IPO raised $72 MM
Author of Four Steps to the Epiphany, Startup
Owner’s Manual
A startup as a “temporary
organization designed to
search for a repeatable and
scalable business model.”

31. THEN CAME ERIC
Continuous customer
interaction.
A startup is an experiment.
A hypothesis to be tested.
Assume customer and
features are unknowns.
Low burn by design.
•
•
Founded IMVU
Parallels between Lean and Agile, caught fire in
the startup community for software businesses,
particularly mobile and SaaS models.
Are we on the path to a
sustainable business.

32. WHAT CAME BEFORE STEVE AND ERIC
32

33. WHAT CAME BEFORE STEVE AND ERIC
Lean Manufacturing
Total Quality
Management
Kanban
Continuous
Improvement
Agile
33

34. KANBAN
The Kanban Method respects the human condition. People resist
change for emotional reasons. When change affects their self-image,
self-esteem, or position with a social group, people will resist and the
resistance will be emotional.
The Kanban Method adopts the Zen Buddhism concept that "water
goes around the rock." Hence, it focuses on changes that can be made
without invoking emotional resistance, while visualization and limiting
work-in-progress raise awareness of deeper issues allowing for an
emotional engagement that helps to overcome resistance.
Now take a deep, cleansing breath. Again.
34

35. LEAN LAUNCHPAD:
THE CLASS + HOW TO APPLY

36. COURSE BASICS
Mondays, 6:00-8:55 PM
12 class meetings beginning 1/27
We will curate 5-6 project teams from those
that apply
Teams are 3-4 students in size
Anyone from NYU can apply
Join us for Pitch time: November 21, 12:003:00

37. WHAT IS DIFFERENT ABOUT LEAN LAUNCHPAD
Commitment to reach goal of 100 customer
development interviews over the course of
the semester.
Commitment to make something. The build
= minimum viable product/service (ask Josh
for advice about how big of a thing to make)

38. HOW TO BE CONSIDERED
Form into teams (3-4)
Agree on an initial product/service
Assure your team has the ability to make an
MVP (developers, designers not just
networkers)
Complete the 3 slides:
Idea
Team composition
Business model canvas v 1.0
Optional links to sketch, rendering, video, prototype

39. 1. TEAM COMPOSITION
TEAM NAME HERE
Team Members
Email
Degree, Dept,
Grad date
LinkedIn portfolio
or website
What excites you
the most about
this product
idea?
Do you have a
background
with products
like this?
What will be your
role?
Name 1
Name 2
Name 3
Name 4

40. 2. CONCEPT + BUSINESS MODEL CANVAS
CONCEPT HERE
Who are
our key
partners?
What key
activities do our
value
propositions
require?
Which one of
our customers
problems are
we helping to
solve?
What needs
are met?
What key
resources do
our value
propositions
require?
What are the most important costs in
our business model?
What is the
product/service
?
How will we get
keep and grow
customers?
For whom are
we solving a
problem /
needs met
Who are the
customers
Through which
channels do
our customer
segments wish
to be reached?
Does the value
proposition
match the need
Single sided or
multimarket?
What is the revenue model? What are
our pricing tactics? For what value
are customers willing to pay?

41. 2. CONCEPT + BUSINESS MODEL CANVAS
MINDTETHER
Jif comarketing
partnership
Manufacturing
mind tethers.
Marketing,
growth hacking.
Mining for a
special,
proprietary
material.
Cost of tethering cables
Reserve for potential litigation
We provide a
mindtethering
technology that
enables the
sender to
control the
thoughts and
actions of the
host
SEO, Mommy
blogger
seeding to
acquire
Feeds mom’s
need to control
kid.
DtoC website
Busy moms
Single sided
market, DtoC
Charge Cost per Action – each time
the target host completes a task sent
by the sender, Mindtether collects
$10

42. HOW:
Develop a presentation to apply using this
template here.
Save, and send to Jen van der Meer
jd1159 at nyu dot edu by November 20
Show up on November 21 ITP Room 50
12:00 – 3:00 PM