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Otto Freijser - Perpetulon - Lean Startup Night Warsaw - Feb 13th, 2018
Otto Freijser discusses scaling lean startup principles in large enterprises. He outlines how traditional product development differs from lean startup by emphasizing building without validating assumptions first. Freijser advocates adopting lean startup practices like customer discovery, minimum viable products, and continuous iteration to increase success rates for new products. Large companies can apply these principles through innovation teams, flexible structures, and empowering teams to launch smaller experiments.
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Otto Freijser - Perpetulon - Lean Startup Night Warsaw - Feb 13th, 2018
- 1. Otto Freijser Scaling Lean Startupin an Enterprise
- 2. Otto Freijser Lean StartupEvangelist / Coach @ofreijser
- 3. Sparking entrepreneurial action Partnerat: enjoy helping teams in organisations such as:
- 4. Standing on theshoulders of Giants ☺
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- 8. Traditional product developmentprocess Develop technology / product Create Marketing Position Create Sales Plan Bring to Market
- 9. Dr. Robert G.Cooper. “Doing It Right.” Product Development Institute. 2006 77% Frost & Sullivan. “Growth Process Toolkit: New Product Development.” 2008 0.3% Frost & Sullivan. “Growth Process Toolkit: New Product Development,” 2008. 1% Andrew Campbell and Robert Park. “Stop Kissing Frogs.” Harvard Business Review. July-August 2004. 1% Dr. John Sviokla. “The Calculus of Commerce.” DiamondCluster International. 2004 3% Corporate Strategy Board. “Stall Points” 1998. Cited in Clayton Christensen and Michal Raynor “The Innovator’s Solution.” page 5. 5% Andrew Campbell and Robert Park. “Stop Kissing Frogs.” Harvard Business Review. July-August 2004. 10% Kevin Clancy and Randy Stone. “Don’t Blame the Metrics.” Harvard Business Review. June 2005. 10% Corporate Strategy Board. “Overcoming Stall Points.” 2006. 10% PricewaterhouseCoopers. “Shaking the Money Tree.” Slide 33. US Venture Liquidity, 2001-2007. Q3 2008. 11%
- 10. Average: 17% of productintroductions are successful
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- 13. WE CAN’T AFFORD TOMISS THE TARGET
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- 15. WE CAN LEARN FROMSTARTUPS
- 16. - Steve Blank "Astartup is not a smaller version of a big organisation."
- 17. "A human institution designedto create a new product or service under conditions of extreme uncertainty." Eric Ries
- 18. How do youcreate a blockbuster new product? Develop technology / product Create Marketing Position Create Sales Plan Bring to MarketXXXX
- 20. No business plan survivesfirst contact with customers!
- 21. 66% Changes their original plan– drastically
- 23. Search Execution Goal: Finda repeatable and scalable business. (internal) startup. Goal: Execute on a given business, financial, and operating plan. Process driven hierarchy.
- 24. Analysis Requirement Specification Design Development Testing and Integration Implementation / Deployment Goal:Find a repeatable and scaleable business Search Execution
- 26. LIFE’S TOO SHORT... TOBUILD SOMETHING NOBODY
- 28. In large companies, the mistakesjust have additional zeros in them Steve Blank
- 29. Customer discovery Customer validation Search Problem / SolutionFit Product / Market Fit Pivot Growth Hacking Company Building Execute
- 30. You learn bydoing You can't learn kung-fu by watching Bruce Lee movies
- 33. We use LeanStartup as a set of tools, principles and behaviours that will… Get you closer to customers Increase your speed to market Increase the chance of succes Make it easier to get things done
- 34. “Lean startup isa basic philosophy that systematically identifies risk in a business model and designs research and experimental methods to bring more certainty to the business. We do this through rapid iteration of our business model.” Tristan Kromer TRIKRO.com
- 38. Build Measure Learn (BML) Learn Build Meas ure PlanA assumptions Every loop consists of one or more experiments
- 39. Reverse the loopLearn Build Meas ure Plan A assumptions 1. What do we need to learn? 2. What data or information do we measure to learn this? 3. What do we need to build to get the data we want to measure.
- 41. So, how dowe apply this to our corporate world?
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- 50. 50 STARTUP ENDUP How do youbecome big without breaking? Install an ‘OS’, that assumes that you are wrong “Duh” – Peter Senge
- 52. ”New Corporate” =Ambidextrous / Dual-core + Combining Search (Speed) & Execution (Efficiency) A ? A B Startup = Speedboot Corporate = Oil tanker
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- 55. INNOVATION STAGES VISIONING GOVERNANCEEXPLORE EXPERIMENT
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- 58. THREE HORIZONS OFINNOVATION Goals Scope Unscertainties Approach Unique Products Growht Options HIGH R&D Unique Products High Business value MED R&D Products Current Business LOW R&D
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- 65. don’t DO Innovation,manage the Innovation Funnel
- 66. When will you getto revenue? What is your 5 year proforma? When is it ready to launch? How much revenue will you get? Questions that should never be asked
- 67. (Much) better questions☺ What is your vision with this project? How big is the market you are approaching? Which elements of your business model have you validated? Which require further exploration? Do you have a launching customer in mind? Is this 10x better than what is currently out there, if not yet how can we make it 10x better?
- 68. EMPOWER more teamsto launch more, earlier and smaller….
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- 71. Turn assumptions into factsand data points
- 72. Systematically testing Businessmodel assumptions
- 73. Launch a MinimumViable Ecosystem DEFINE AND DESIGN MINIMUM VIABLE ECOSYSTEM And learn what works and what doesn’t, by starting small with only the minimum viable requirements to allow 2-3 teams to run through one cycle of the Validation Loop, minimizing waste and maximising speed of learning.
- 74. Launch a MinimumViable Ecosystem SUPPORT VALIDATION SPRINTS
- 75. Launch a MinimumViable Ecosystem DRIVE CONTINOUS ITERATION
- 76. NO YES Status Focus Duration Metrics Scale Idea ExploreValidate Grow Sustain Retire Search for Business Model Execute against Business Model Early Adopters Early Majority, Late Majority, Laggards Weeks Year(s)Days Months Customer Development, Innovation Accounting, Lean Analytics, Pirate Metrics Revenues, Profit-Margins, ROI, IRR, NPV Understand what to focus on and when in the Product Lifecycle Company BuildingMarket Discovery Process
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- 79. A Revolution AtWork Learning organizations adopt a learn by doing approach, have a bias for action, and design for reflection and iteration. Open organizations make information easily accessible and open to all. Everyone has the information they need at all times. Networked organizations enable people to work easily in teams that cut across functions and geographies, and even extend beyond the formal boundaries of the organization. 79
- 80. - so firstly,Spotify organise their teams in a super interesting way. - they have very fluid structures where teams are organised in to chapters, squads and guilds. - the design here is all about enabling a culture which is product and user focused first, and encouraging people from different teams to have very grey edges to the roles they perform.
- 81. - Zappos, areanother company who demonstrate a very innovative post bureaucratic culture. - They’re incredibly people focused, both obesessionally about their customer but also in realising that their culture is their brand. - This book, is their 2014 culture book. You can download it for free online. - Each year they publish this, which is co-written by all the staff, as a manifesto for the values and culture that they believe in. - - Inside you’ll find stuff about their core values and vision, their flat self organising structure, notes from new joiners on what joining Zappos has done for them, and a real sense of purpose and mission about where the company is going next.
- 82. - It would’vebeen hard to touch on innovative culture without mentioning google - this slide is taken from a great deck I’d recommend you take a look at on slide share called ‘How Google Works’ and it’s a very astute google like observation - It simply says ‘innovation can’t be owned or ordained, it needs to be allowed. You can’t tell innovative people to be innovative, but you can let them’. - And it’s thinking like that from Eric Schmidt and the team at Google that has really enabled them to scale this entrepreneurial, inquisitive mindset throughout their teams.
- 83. - I lovethis example of post bureaucratic thinking from Nordstrom - This is a company with 67,000 employees and this is there employee handbook. All of it. - So on one side it says employee handbook and on the other it say ‘our one rule. Use good judgment in all situations’. - I think this is a real demonstration of a company who are trying to drive culture by focusing on value, not policies.
- 84. HAVE A SHARED PURPOSE ORGANIZEAS LEAN, X-FUNCTIONAL TEAMS DISTRIBUTE AUTHORITY OPERATE ON A RHYTHM WORK IN SPRINTS PATTERNS IN TODAY’S MOST CAPABLE TEAMS MEET WITH PURPOSE STEER DYNAMICALLY VALUE CONSENT (NOT CONSENSUS) DEFAULT TO OPEN HAVE EDITABLE RULES CULTIVATE PSYCHOLOGICAL SAFETY RITUALIZE LEARNING + REFLECTION
- 85. ORGANIZED TO EXECUTE ORGANIZED TO LEARN HIRINGConformers, Rule followers Creative problem solvers, experimenters TRAINING Learn before you do Learn from doing MEASURING PERFORMANCE Did you do it right? Did we learn? ORG STRUCTURE Silos & separated expertise Cross-functional, integrated expertise PROCESS GOALS Drive out variance Use variance to adapt and improve Source: “Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy”, by Amy C. Edmondson
- 86. If we canbuild a great team, we can build a great organization. Team
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- 93. HELPER The person whogets down to business and get's stuff done. They are true teamplayers and are masters in managing conflict, they are the glue of the team, who enjoy putting their skills in service of making things happen. HACKER The one most likely to sit quietly through a board meeting until uttering the three sentences that answers the all important question of "how?" the new idea can be brought into reality.
- 94. Bring in outsidersto join a team
- 95. Toolset Lean Startup GrowthHacking Value Proposition Canvas Pitch Training Customer Development Online collaboration & e-learning Business Model Canvas MVP Team Composition Stakeholder Management Design Thinking Jobs to be Done
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- 99. AGILE Sprint Weekly demo& retrospectiveSprint KANBANExperiment backlog 1 week 24 hr Daily standup B M L Learnings & next steps
- 101. Our success atAmazon is a function of how many experiments we do per year, per month, per week, per day… Jeff Bezos CEO and Founder Amazon
- 103. How certain areyou? Closed ControlledEfficient Open NetworkLearning PurposePurpose Assumes that you’re RIGHT Assumes that you’re probably WRONG INDUSTRIAL RESPONSIVE
- 104. Also applying toyour Ecosystem Design
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- 107. Adaptive Culture Is allabout making change work
- 111. Imagine your corporateculture as a garden
- 112. 112 STARTUP ENDUP Install an ‘OS’, thatassumes that you are wrong “Duh” – Peter Senge
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- 118. After launch: “Bad meanreality”
- 119. Also, you mostof the time have no idea what your doing……
- 120. It needs practicesand training!!
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