Lean startup - ProductTank Talk
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This document discusses principles of lean startup and innovation from sources like Eric Ries, Clayton Christensen, and others. It presents ideas that challenge traditional approaches like staying close to customers, building products for everyone, and avoiding disruption. It advocates building minimum viable products to validate ideas quickly, focusing on autonomy for teams to disrupt from outside, and repeating short product cycles often for learning. The overall message is that true innovation requires challenging assumptions and traditional ways of developing products.
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Lean startup - ProductTank Talk
- 1. L E A N S T A R T U P W I T H O U T T H E S T A R T U P S T E F A N L A N G E - H E G E R M A N N
- 2. P R O D U C T O W N E R @ S I P G A T E @ S T E F A N L H
- 3. S T A Y A W A Y F R O M Y O U R C U S T O M E R B A S E 1 / 5
- 4. – C L A Y T O N C H R I S T E N S E N „ A N I N N O V A T O R S D I L E M M A “ „Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.“
- 5. – E R I C R I E S „ T H E L E A N S T A R T U P “ „We must learn what customers really want, not what they say they want or what we think they should want.“
- 6. O L D P E R S O N A S S H O U L D N O T B E Y O U R N E W P E R S O N A S W H A T D O E S T H I S M E A N ?
- 7. B U I L D A P R O D U C T F O R E V E R Y O N E H O W T O S O L V E I T ?
- 8. I G N O R E E X I S T I N G R E V E N U E S T R E A M S 2 / 5
- 9. – J O N A T H A N I V E , B U S I N E S S W E E K „Apple’s goal isn’t to make money. Our goal is to design and develop and bring to market good products…We trust as a consequence of that, people will like them, and as another consequence we’ll make some money. But we’re really clear about what our goals are.“
- 10. B U I L D B E T T E R P R O D U C T S I N S T E A D O F M O R E P R O F I T A B L E O N E S W H A T D O E S T H I S M E A N ?
- 11. I N D E P E N D E N T P R O D U C T W I T H I N D E P E N D E N T P R I C I N G H O W T O S O L V E I T ?
- 12. D O N ' T F E A R T O D I S R U P T Y O U R O W N M A R K E T 3 / 5
- 13. D O N ’ T L E T O T H E R S B U I L D T H E N E X T B I G T H I N G W H A T D O E S T H I S M E A N ?
- 14. A V O I D F O R C I N G O U R U S E R S I N T O E X I S T I N G P R O D U C T S H O W T O S O L V E I T ?
- 15. Y O U R O R G A N I Z A T I O N S U C K S ( I N B E I N G A S T A R T U P ) 4 / 5
- 16. – T R E V O R O W E N S , O B I E F E R N A N D E Z „ T H E L E A N E N T E R P R I S E “ „Most employees are motivated by a desire for security, praise and and opportunity to work on projects that interest them. On the other hand, entrepreneurs are motivated by autonomy and achievement.“
- 17. – C L A Y T O N C H R I S T E N S E N „ A N I N N O V A T O R S D I L E M M A “ „maintain […] competitive intensity in the mainstream, while simultaneously trying to pursue disruptive technology. The evidence is strong that such efforts rarely succeed;“
- 18. Y O U C A N ' T D I S R U P T F R O M I N S I D E A S U S T A I N I N G C O M P A N Y W H A T D O E S T H I S M E A N ?
- 19. A U T O N O M Y F O R T H E T E A M T O D I S P U T F R O M T H E O U T S I D E H O W T O S O L V E I T ?
- 20. A P P L E A N D T H E I N N O V A T O R ' S D I L E M M A B U T W H A T A B O U T A P P L E ? B E N T H O M P S O N , H T T P S : / / S T R A T E C H E R Y . C O M / 2 0 1 0 / A P P L E - I N N O V A T O R S - D I L E M M A /
- 21. W R A P P I N G I T U P 5 / 5
- 22. # S U M M E R O F P R O D U C T S B B Q , B E E R A N D D I S R U P T I V E P R O D U C T S
- 23. W H A T Y O U W A N T T O A C H I E V E • discover new problems to be solved (before) • pitch and pick ideas (1 hour) • talk about solutions (1 hour) • ship real products (5 hours) • validate products (2 hours)
- 24. H O W T O G E T T H E R E • a whole day out of the office • use the tools you love • find a quiet place to work • don't drink beer before launching • repeat as often as possible
- 25. C R I T E R I A F O R T H E P R O D U C T S • you should be able to build a working prototype in one day • it must not be related to your current business • it can be anything (physical, web, app, service)
- 26. W H Y D O E S I T W O R K • it is not a huge project with unclear outcome • a product with customers is the best proof that the product works • everyone has the same chances to get their idea built • you learn doing only the important things to launch a product
- 27. HAVE FUN!
- 28. Eric Ries The Lean Startup Owens, Fernandez The Lean Enterprise Clayton Christensen The Innovator’s Dilemma http://sipg.at/books Cory Doctorow Makers
- 29. Meet us at
- 30. KTHXBYE
Editor's Notes
- Today I’m going to talk about a topic that has had a profound impact on the work I have been doing lately. We started a project called sipgate.io that requires us to think and behave like a startup and to work as closely with customers as possible.
- Let’s start with a topic that sounds weird at first. When you have a customer base of a significant size you tend to sell your new product into that group. You don’t want to make make it your reference customer though.
- I have two very nice quotes that illustrate our dilemma here and the first one is - no pun intended - from „An innovators Dilemma“ by Clay Christensen.
- The second one is from Eric Ries, who you probably know from his book „The Lean Startup“ - on the first sight it’s pretty much the opposite, but both quotes complete each other perfectly. Bear in Mind that Christensen is talking about Enterprise and Ries is talking about Startups.
- That leads us to: While your existing customers might be part of the target audience of your new product, they shall never be the only target audience. Be aware, that by talking to your existing customers you learn what you can improve for them, you do not learn how you can make a new product that will redefine your field.
- Who had a first generation iPod? What kind of computer did you use it with? While we offer sipgate.io to our existing customers we talk a lot to companies that have never been sipgate basic or team customers and probably never will be. We will most definitely offer a way for them to book the same product without the ties to other sipgate offerings. Similar to the first iPod, which did only work with Apple computers.
- This is one of the hardest things to do, but absolutely necessary. Your new product needs to be scaled relative to the market and a new market is smaller in the beginning by definition.
- Thanks to my colleague Corinna, who asked me today: „Yeah, OK, but what about Apple?“ i found this beautiful quote from Apples new CDO Jonathan Ive, which explains why Apple is one of the very few exceptions from the rules I present here. They are also a good example for why it is a good Idea to overcome all these Obstacles.
- We have a completely different pricing model for sipgate.io which is also not really easy to integrate into our Backend, but we want to make everything as transparent as possible for new Customers and our old model might have been learned by existing customers, but it is hard to understand for new customers.
- Speaking about customers: You might not want to lose them to your new and possibly less profitable product. Forget it! If you don’t make the next product for them, somebody else will do it. It’s better to have 50% of a customers profits than having none.
- So, yeah, this one stands for itself. The next big thing will not be new Feature X for your existing products. It will be a new Product and it has always been a new product. (which is by the way why christensen thinks Tesla is not disruptive)
- Almost all of our products, like trunking or simquadrat before sipgate.io were standalone and did not require signing up for other products. While that is not possible with sipgate.io yet, it will be.
- You might think your company sucks in general, but in what it sucks specifically is being a startup. In fact it is not a bad thing for a company to suck as a startup, but you don’t want your startuppy product to be build in an environment that sucks as a startup.
- This quote illustrates why people who are great for a sustaining organization are not the same people you would want to run a startup.
- You might think your company sucks in general, but in what it sucks specifically is being a startup. In fact it is not a bad thing for a company to suck as a startup, but you don’t want your startuppy product to be build in an environment that sucks as a startup.