This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.

1. LEAN STARTUP
WORKSHOP
Practical ways to turn
your idea into a
successful product

2. WHO ARE WE
Stuart Eccles
Charlotte Hillenbrand
Cath Richardson
Salim Virani
Rob Fitzpatrick

3. EXPLOITING
DISRUPTIVE
INNOVATION

4. MAKING STUFF

11. THE LEAN STARTUP MOVEMENT

12. • Rapid prototyping to test hypotheses
• Minimum Viable Product (MVP)
• Nail it then scale it
• Customer obsession
• THE LEAN STARTUP MOVEMENT
Iterative, metrics-driven & Agile
• Learn fast, don’t fail fast

13. SCIENTIFIC
APPROACH TO
STARTUP/
PRODUCT
DEVELOPMENT

14. ITS ABOUT
RUNNING
EXPERIMENTS

15. BEFORE SCALING
TO UNIVERSE
DENTING
PROPORTIONS

17. HOW DO WE KNOW WE ARE
MAKING PROGRESS?
The unit of success we use is
measure in “validated learning”

18. BREAKING
GROUND
ON AN IDEA

19. HOW DO YOU KNOW IF YOUR
IDEA IS WORTH YOUR
TIME, MONEY, EFFORT?

20. “We always have a vision
that is clearly articulated, big
enough to matter & shared
by the whole team.
“Our goal is always to
discover which aspects of
this vision are grounded in
reality & adapt those
aspects that are not.”

21. BY TESTING YOUR IDEA ON YOUR
POTENTIAL CUSTOMERS YOU WILL
LEARN IF YOU ARE ON TO
SOMETHING

22. DO THEY HAVE WILL THEY PAY
THIS YOU FOR YOUR
PROBLEM? SOLUTION?

23. CUSTOMER DEVELOPMENT
An active approach to engaging
with users which tests our
assumptions
And builds customer intimacy
with potential customers

24. GET OUT
OF THE
BUILDING

25. THIS IS WHAT WE WILL
CONCENTRATE ON TODAY
Biggest barriers to realising the
value of Lean Startup:
Talking to people
Giving over your ideas to
examined in broad daylight

26. BUILDING AN
MVP

27. THE MINIMUM VIABLE PRODUCT
The minimal set of features that
solves the problem and provides
value
Something that can be measured and
tuned
Doesn’t have to have the same form
as the final product

28. EXPERIMENTING
AND
OPTIMISING

29. INNOVATION ACCOUNTING
Measure what is actionable,
track every input and change
Run split experiments to prove
your hypothesis on your product

30. +152%

31. OPTIMISING THROUGH METRICS
AND CUSTOMER INTERVIEWS WORK
IN TANDEM

32. SKYPE IN THE
CLASSROOM

33. SKYPE CAME TO US WITH A
COMMS BRIEF
They’d noticed that teachers all over the
world were using Skype in extraordinary
ways.
They wanted us to collect these stories
and use them to promote the service &
inspire other teachers.

34. WE RESPONDED WITH SOME
NON-MARKETING IDEAS
Layer a new service on top of the basic
free communication service
Use a customer-centric and test-driven
way of working out what that service
would be

35. OUR INITIAL ASSUMPTIONS WERE
THAT IT WAS ALL ABOUT A LESSON
PLANNING TOOL WITH EXAMPLES,
IDEAS AND TIPS ON INTEGRATING
SKYPE INTO LEARNING

36. We discovered immediately that their biggest obstacle was
actually finding other teachers who also used Skype

37. They also told us that teachers don’t have time to read lots
of lesson plans - video clips would be much more helpful

38. BRAINSTORM SKETCHING USE CASES PROTOTYPES
USER JOURNEY
SKETCHES
INTERVIEWS
HIGH FIDELITY DESIGNS
SERVICE MODELS

39. ONLINE SURVEYS

41. PIVOT OR
PERSEVERE

43. AN
INTUITIVE
LEAP
LOCAL
MAXIMA

44. “Our goal is always to
discover which
aspects of this vision
are grounded in
reality & adapt those
aspects that are not.”

45. PIVOT: ONE FOOT STAYS WHILE
THE OTHER MOVES
In course correction to a new
strategy to test a new fundamental
hypothesis
A human decision assisted by
metrics and customer intimacy
Should be hard and fast with a new
strategy already defined

46. TYPES OF
PIVOT

47. ZOOM-IN PIVOT
What was considered a single
feature becomes the entire
product.

48. ZOOM-OUT PIVOT
What was considered the entire
product becomes a feature(s) of
the new product.

49. CUSTOMER SEGMENT PIVOT
The product is valuable but not
to its intended customers so a
new customer segment is
defined.
CUSTOMER ZOOM-IN
CUSTOMER ZOOM-OUT

50. CUSTOMER NEED PIVOT
The problem solved is not very
important, or money isn’t
available to buy. This requires
repositioning, or a new product,
to find a problem worth solving.

51. PLATFORM PIVOT
From an application/solution to
a platform or vice versa

52. BUSINESS ARCHITECTURE PIVOT
From low margin/high volume to
high margin/low volume or vice
versa

53. ENGINE OF GROWTH PIVOT
Sticky
Viral
Paid

55. WRAP UP

56. LEAN STARTUP ISN’T THAT HARD
Find a culture of testing,
experimenting and iterating.
Make Test Learn
Build an MVP

57. http://leanca.mp
http://blog.thestartuptoolkit.com
http://madebymany.com/signals/
the-lean-startup-movement
@robfitz
@crashtherocks @saintsal
@ohrworm @stueccles

58. LEAN STARTUP
MEETING AT
UCL TONIGHT!