Uploaded byJohn Greene
Start Up Lessons from the Zen Masters
The document discusses different types of startups, including lifestyle startups focused on passion projects, small business startups focused on supporting a family, scalable startups designed to grow big, buyable startups aimed to be acquired, and different types within large companies like sustaining innovations or disruptive new divisions. It defines a startup as a temporary organization searching for a repeatable and scalable business model under conditions of uncertainty. The lean startup process is presented as a solution, taking inspiration from lean manufacturing to emphasize validated learning through building, measuring, and learning from frequent experiments.
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Start Up Lessons from the Zen Masters
- 1. Start-up Lessons From the Zen Masters Pivot
- 2. What is aStart-up?
- 3. “The first thingto understand is, there are 6 different types of startups” Steve Blank
- 4. Lifestyle Start-Up Serve knowncustomers with a known product Get paid for their passion Source:http://www.flickr.com/photos/lrargerich/
- 5. Lifestyle Start-Up Work to live their Passion
- 6. Small Business Start-Up Serve known customers with a known product Work to feed the family Source:http://1990institute.org/microfinance/profiles
- 7. Small Business Start-Up Exit Criteria Business Model found Small Startup Profitable business Existing team Business < €100K in revenue Source:http://1990institute.org/microfinance/profiles
- 8. Scalable Start-Up Search for a Business Model
- 9. Scalable Start-Up Goal is to solve for: unknown customers & unknown features. Born to be Big
- 10. Scalable Start-Up August 2011 2,014,100 August 2009 January 2009 905,980 October 2007 400,980 +1530% 131,600 +688% +304% There are now 2,014,000 Facebook accounts active in Ireland, which means that 44pc of Ireland’s 4.5m population is on Facebook Source:http://www.siliconrepublic.com/new- media/item/23292-now-2m-facebook-accounts-in/ Exit Criteria Search Execute Scalable Business model found Large Total Available Market > €300m Company Startup Can grow to €50/year
- 11. Scalable Start-Up Source:http://www.prweb.com/releases/Door-To-Door/Dry_Cleaning_Franchise/prweb762634.htm
- 12. Scalable Start-Up A scalable start-Up is designed to grow big Needs risk capital What Silicon Valley means when they say “Startup”
- 13. Scalable Start-Up Scalable Large Transition Company Startup Search Execute Build Founders depart Professional Mgmt Process Beginning of scale
- 14. Buyable Start-Up Goal is to solve for: internet, mobile, gaming apps. Born to be sold
- 15. Large Company Sustaining Innovation Serve known customers in existing known market Known product features Innovate or Die
- 16. Large Company Sustaining Innovation Scalable Large Transition Startup Company Pic Source:http://www.newlaunches.com/archives/nokias_phone_history_timeline.php
- 17. Large Company Disruptive Innovation New Market New tech, customers, channels New Large Transition Division Company Disruptive Innovation
- 18. Large Company Disruptive Innovation New Large Transition Division Company Build Partner Disruptive Innovation Acquire
- 19. Social Entrepreneurship Solve pressing social problems Social Enterprise: Profitable Social Innovation: New Strategies Source:http://www.kiva.org
- 20. Start-Up Each Start-Up Requires Different Skills They Can Not Be Taught the Same way Source:http://www.drumsanders.net/c
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- 22. “A startup isa temporary organisation used to search for a repeatable scaleable business model”
- 23. “A startup isa human institution designed to create new products and services under conditions of extreme uncertainty” Eric Ries
- 24. Start-up = Experiment Pic Source:http://www.wallpapertimes.com/
- 25. Entrepreneurship is Management Entrepreneurship is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty.
- 26. Validated Learning “search for a repeatable scaleable business model” Startups exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision.
- 27. Build-Measure-Learn The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or preserve. All successful startup processes should be geared to accelerate that feedback loop.
- 28. Innovation Accounting To improve entrepreneurial outcomes and hold entrepreneurs accountable, how to measure progress, how to set up milestones & how to prioritize work.
- 29. Problem 1 1st problem is caused by the allure of a good plan, a solid strategy, and No business plan survives thorough market research. Startups first customer contact operate with too much uncertainty. Startups do no know yet who their customer is or what their product should be. Pic Source:http://businesswheel.com/
- 30. Problem 2 2nd problem is that after seeing traditional management fail to solve this problem, some entrepreneurs and investors have thrown up their hands and adopted the “just do it” school of startups.
- 31. Solution = LeanStartup Taiichi Ohno Shigeo Shingo Lean Startup takes its name from the lean manufacturing revolution that Taiichi Ohno and Shigeo Shingo are credited with developing at Toyota.
- 32. Traditional Product Development Waterfall Requirements Specifications Design Problem: known Solution: known Implementation Unit of progress: Verification Advance to the next stage Maintenance
- 33. Agile Product Development “Product Owner” or in-house customer Problem: known Solution: unknown Unit of progress: A line of working code
- 34. Lean Start-up Pivot Customer Development Hypotheses, Experiments, Problem: unknown Insights Solution: unknown Data, Feedback, Insights Agile Development Unit of progress: Customer Validated learning Development: My Model Requires about customers you to get out of the building ($$$)
- 35. Bu siness Mod el Go & Search
- 36. Use the leanstartup tool box
- 37. key activities value customer proposition relationships key customer partners segments cost revenue structure key streams resources channels 37 images by JAM
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