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![ANALYTICS TO
MAKE SURE WE
KNOW WHERE TO
DO BETTER AND
TO MAKE OUR
WORK
TRANSPARENT.
WHAT TO MEASURE - MVP is out. What to measure to make it rock.
VALUE PROPOSITION
LEAN SERVICE CREATION
[Insert metrics here][Insert user problem here]
SERVICE METRICS
[Insert metrics here][Insert main service
elements]
BUSINESS
[Insert metrics here][Insert our business
Problem/goals here]
!
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Uploaded byHanno Nevanlinna
Lean Service Creation program
This document describes Lean Service Creation (LSC), a methodology that combines design thinking, agile development, and lean startup. LSC helps companies build a culture of experimentation, failure, and learning to develop digital services. It involves conducting user research, rapid prototyping, and analytics testing to iteratively build minimum viable products. The document outlines LSC's process, from immersion and insights to prototyping and growth hacking. It provides examples of tools used in LSC like service blueprints and value proposition prototypes. The result is that companies see real changes to their language, culture, and product development as learning is prioritized over single solutions.
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Lean Service Creation program
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- 2. We create digitalservices for people to love and help our customers to succeed in digital world. • Founded in 2000 • 280+ employees from 18 countries • Europe’s best workplace 2012&2013 • 8th year in a row profitable growth • YOY growth 30% LEANSERVICECREATION
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- 4. LEANSERVICECREATION “The era ofseparating traditional industries and technology industries is over—and those who fail to adapt right now will soon find themselves obsolete.” – Forbes.com Now every company is a software company http://www.forbes.com/sites/techonomy/2011/11/30/now-every-company-is-a-software-company/
- 5. YOU CAN’T PLANTHE DIGITAL FUTURE, YOU NEED TO BUILD IT.
- 6. AND AS YOUCAN’T KNOW WHAT YOU NEED TO BUILD YOU NEED TO >> EXPERIMENT >> FAIL FAST & MAXIMIZE LEARNING
- 7. YOU NEED ANEW COMPANY CULTURE.
- 8. COMPANY CULTURE IS HARD TOCHANGE. EVEN IF YOU HAVE THE MANDATE FROM THE CEO THERE MANY RESISTING FACTORS. • LEADERSHIP MODEL • BUDGETING • PROCESS'S • CURRENT CULTURE • CURRENT BUSINESS • PERSONAL KPI’S & INCENTIVES • PEOPLE
- 9. WE CAN HELP! WITHFAST PROVEN RESULTS
- 10.
- 11. CHANGING LEADERSHIP MODEL’SIS HARD. USING NEW WORK PROCESS'S IS EASY.
- 12. WITH THE HELPOF THE TOP MANAGEMENT WE START THE CULTURE CHANGE WHERE IT’S NEEDED THE MOST- PRODUCT DEVELOPMENT.
- 13. SMALL GROUPS OFPEOPLE + CHANGE IN DAILY WORK METHODS = PERMANENT CHANGE + TRANSPARENCY = BEGINNING OF COMPANY CULTURE CHANGE
- 14. NEW WAY OFWORKING WILL • INCREASE SPEED & CLOCK RATE • CUSTOMER DRIVEN • OVER THE SILOS, TOGETHER • TRYING BRAVELY, VALIDATING, BRACING WHAT WE DON’T KNOW • LOVING THE PROBLEM NOT THE SINGLE SOLUTION >> BETTER BUSINESS, BETTER WORK SATISFACTION, BETTER LIFE.
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- 16. THREE WAYS FORWARD: CRASHCOURSE FOR INTRODUCTION (1 DAY 5990€) CO-CREATION PROJECT (5 DAYS) LSC TRAINING & CO-CREATION (20 DAYS + )
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- 19. LEANSERVICECREATION COMBINATION OF Design thinkingAgiledevelopment Lean startup
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- 21. SERVICE VISION SPRINT TEAM: Business / Technology Design / End-Users BUSINESS NEED Improve Improve Improve LEAN SERVICE CREATION PROCESS FIND A PROBLEM WORTH SOLVING FINDING PRODUCT MARKET FIT GROWTH HACKING Days to Weeks Weeks to Months Months to Years NEW IDEAS SERVICE VISION MVP TO LAUNCH
- 22. LEANSERVICECREATION 0 Immersion 1 Insights 2Ideation 3 Business planning 4 Service design 5 Prototyping 6 MVP & analytics Chosen topics & people LSC program 1 Culturalchange Culturalchange Cultural change 0 1 2 34 5 6 Cultural change + new concepts, products, product launches
- 23.
- 24. WHAT ARE WE SOLVING?WHERE ARE WE AIMING?
- 25. IMMERSION - Toknow where you are and to build on top of others work. Customers Competitors Competitors Domestic & Global: Hottest start-ups: How could current business be disrupted: Hot names: Inspiring services: Public debate around the topic: LEAN SERVICE CREATION BUILD ON OTHERS WORK
- 26. SEGMENTATION - Choosewho you aim to serve. Why/why not? Main segment? Segment name: Why/why not? Main segment? Segment name: Why/why not? Main segment? Segment name: LEAN SERVICE CREATION Problem assumed to be worth solving: Description: Problem assumed to be worth solving: Description: Problem assumed to be worth solving: Description: WHO ARE OUR USERS?
- 27. INTERVIEWING THE USERS What doesshe Say? What does she Need? I need coffee! Energy? Caffeine? Is it a habit? Socialize? Break?
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- 29. CONCEPT AND VALUEPROPOSITION Insert concept sheet here: Insert concept sheet here: Insert concept sheet here: Pain relievers Gain creators Products & services Gains Pains Customer jobs Value proposition: Pain relievers Gain creators Products & services Gains Pains Customer jobs Value proposition: Pain relievers Gain creators Products & services Gains Pains Customer jobs Value proposition: LEAN SERVICE CREATION VALUE PROPOSITION
- 30. FIRST PROTOTYPE TO TEST THEVALUE PROPOSITION FAKE ADVERTISEMENT - The value proposition prototype FAKEITTILL YOUMAKEIT. Picture Headline Copy Caption The first prototype to measure actions in solution interviews. • Is it clear and focused? • Is it written in consumer language? • How is it inspirational? Does it generate emotion? What is it that would motivate people about this proposition? • Is it fact based? • Will it make the target consumer react because it has touched a nerve and is relevant? • Does it really stand out? Is it different? What key elements are different? (Simplicity, price, looks…) • What are the proof points that back up the value prop and give substance to the proposition? • Does it fit with your brand? • Does it address the agreed business objective? • Is it actionable and does it lead to inspiring and differentiated communication? ADVERTISEMENT THE FIRST PROTOTYPE FAKE LEAN SERVICE CREATION
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- 32. € BUSINESS MODEL &MARKET SIZE - Making sure there is the business Who pays whom? How much? What is the revenue model? How are customers paying today? How much? Cost structure? Key elements for EBIT? LEAN SERVICE CREATION Total addressable market: Potential target market: 1st year sales: Plan for 1st month sales: How much? How? To whom? Who? “SHOW ME THE MONEY”
- 33. BUILDING MARKETING INSIDE THE PRODUCT CUSTOMERENGAGEMENT- How do we make people advocate the service Key activities: What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Key resources: What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Key partners: Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? LEAN SERVICE CREATION
- 34. LOVE THE PROBLEM NOT THESOLUTION
- 35. DETAILED LANDING PAGE +WIRE FRAMES.
- 36. DETAILED CONCEPTING STEPS BEFOREHAND USINGTHE SERVICE AFTER USE NOTICE, UNDERSTAND, BE TRIGGERED DECIDE TO USE, FIRST USE, HELP WITH PROBLEMS RELATIONSHIP BUILDING, STIMULATING RE-USE SUPPORT EXTERNAL PROCESS What happens in the ecosystem? FRONTOFFICE ACTIVITY What happens here? BACKSTAGE INTERNAL PROCESS What do your employees or system do behind the scenes? SERVICE BLUEPRINT LEAN SERVICE CREATION TOUCH POINT What do the user and employee use for this?USER ACTIVITY What does the user do in this step?
- 37. EXPERIMENTING - Findingthe answers before building it.. OUR MAIN ASSUMPTIONS DO YOU THINK? DO YOU KNOW? DID YOU CHECK? HOW TO EXPERIMENT SUCCESS CRITERIA KEY FINDINGS IFTHECONCEPT/BUSINESSWON’TWORKITFAILSDUETO: LEAN SERVICE CREATION KNOWING WHAT WE DON’T KNOW.
- 38. WHAT IS THE MINIMUMYOU NEED TO BUILD TO SEE IF PEOPLE WILL LOVE IT?
- 39. ANALYTICS TO MAKE SUREWE KNOW WHERE TO DO BETTER AND TO MAKE OUR WORK TRANSPARENT. WHAT TO MEASURE - MVP is out. What to measure to make it rock. VALUE PROPOSITION LEAN SERVICE CREATION [Insert metrics here][Insert user problem here] SERVICE METRICS [Insert metrics here][Insert main service elements] BUSINESS [Insert metrics here][Insert our business Problem/goals here] ! €
- 40. WHAT NEEDS TO HAPPENTO GET THE FIRST VERSION OUT.
- 41. SERVICE VISION SPRINT TEAM: Business / Technology Design / End-Users BUSINESS NEED Improve Improve Improve LEAN SERVICE CREATION PROCESS FIND A PROBLEM WORTH SOLVING FINDING PRODUCT MARKET FIT GROWTH HACKING Days to Weeks Weeks to Months Months to Years NEW IDEAS SERVICE VISION MVP TO LAUNCH
- 42. LEANSERVICECREATION Constantly Visible & TangibleGoal Constant Feedback Meaningful and motivating work. >> Small Steps BUILD MEASURE LEARN
- 43. RESULT: // LANGUAGE CHANGED //REALLY CLEAR CHANGE IN PEOPLE & MANAGEMENT // IT REALLY IS PRODUCT DEVELOPMENT WITH LEARNING TWIST // EXTREMELY GOOD FEEDBACK (NPS86%) // ASK FOR MORE!