![The Lean Startup & Continuous Deployment#leanstartup,[object Object],“Innovation through experimentation”,[object Object],Eric Ries (@ericries),[object Object],http://StartupLessonsLearned.com,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-1-2048.jpg?cb=1667359814)
![STOPWASTINGPEOPLE’STIME,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-2-2048.jpg?cb=1667359814)
![Myth #1,[object Object],Myth,[object Object],Lean means cheap. Lean startups try to spend as little money as possible.,[object Object],Truth The Lean Startup method is not about cost, it is about speed. ,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-4-2048.jpg?cb=1667359814)
![Myth #2,[object Object],Myth,[object Object],The Lean Startup is only for Web 2.0/internet/consumer software companies.,[object Object],Truth The Lean Startup applies to all companies that face uncertainty about what customers will want. ,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-5-2048.jpg?cb=1667359814)
![Myth #3,[object Object],Myth,[object Object],Lean Startups are small bootstrapped startups.,[object Object],Truth Lean Startups are ambitious and are able,[object Object], to deploy large amounts of capital. ,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-6-2048.jpg?cb=1667359814)
![Myth #4,[object Object],Myth,[object Object],Lean Startups replace vision with dataor customer feedback.,[object Object],Truth Lean Startups are driven by a compelling vision, and are rigorous about testing each element of this vision,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-7-2048.jpg?cb=1667359814)
![Most Startups Fail,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-8-2048.jpg?cb=1667359814)
![Most Startups Fail,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-9-2048.jpg?cb=1667359814)
![Most Startups Fail,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-10-2048.jpg?cb=1667359814)
![What is a startup?,[object Object],[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-11-2048.jpg?cb=1667359814)
![Nothing to do with size of company, sector of the economy, or industry,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-12-2048.jpg?cb=1667359814)
![Entrepreneurship is management,[object Object],[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-13-2048.jpg?cb=1667359814)
![Traditional management practices fail- “general management” as taught to MBAs,[object Object],[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-14-2048.jpg?cb=1667359814)
![Not just for “two guys in a garage”,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-15-2048.jpg?cb=1667359814)
![I’,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-16-2048.jpg?cb=1667359814)
![The Pivot,[object Object],[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-17-2048.jpg?cb=1667359814)
![Pivot: change directions but stay grounded in what we’ve learned. ,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-21-2048.jpg?cb=1667359814)
![Making Progress,[object Object],[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-22-2048.jpg?cb=1667359814)
![In a startup, the product and customer are unknowns. We need a new definition of value for startups: validated learning,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-24-2048.jpg?cb=1667359814)
![Agile Product DevelopmentUnit of Progress: A line of Working Code,[object Object],“Product Owner” or in-house customer,[object Object],Problem: known,[object Object],Solution:unknown,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-25-2048.jpg?cb=1667359814)
![Lean StartupUnit of Progress: Validated Learning($$$),[object Object],Customer Development,[object Object],Hypotheses, Experiments,,[object Object],Insights,[object Object],Problem:unknown,[object Object],Data, Feedback,,[object Object],Insights,[object Object],Solution:unknown,[object Object],Agile Development,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-26-2048.jpg?cb=1667359814)
![Minimize TOTAL time through the loop,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-27-2048.jpg?cb=1667359814)
![Continuous Deployment,[object Object],Learn Faster,[object Object],Customer Development,[object Object],Five Whys,[object Object],Build Faster,[object Object],Continuous Deployment,[object Object],Small Batches,[object Object],Minimum Viable Product,[object Object],Refactoring,[object Object],Measure Faster,[object Object],Split Testing,[object Object],Actionable Metrics,[object Object],Net Promoter Score,[object Object],SEM ,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-28-2048.jpg?cb=1667359814)
![Continuous Deployment Principles,[object Object],Have every problem once,[object Object],Stop the line when anything fails,[object Object],Fast response over prevention,[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-29-2048.jpg?cb=1667359814)
![Continuous Deployment,[object Object],[object Object]](https://image.slidesharecdn.com/20100923leanstartupfortrueventures-101010140235-phpapp02/75/2010-09-23-lean-startup-for-true-ventures-30-2048.jpg?cb=1667359814)
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2010 09 23 lean startup for true ventures
- 18. They started out as digital cash for PDAs, but evolved into online payments for eBay.
- 19. They started building BASIC interpreters, but evolved into the world's largest operating systems monopoly.
- 20. They were shocked to discover their online games company was actually a photo-sharing site.
- 23. In traditional business, value is created by delivering products or services to customers
- 31. At IMVU time from check-in to production = 20 minutes
- 32. Tell a good change from a bad change (quickly)
- 33. Revert a bad change quickly
- 34. And “shut down the line”
- 35. Work in small batches
- 36. At IMVU, a large batch = 3 days worth of work
- 38. Everyone has a complete sandbox
- 39. Continuous Integration Server (BuildBot)
- 40. All tests must pass or “shut down the line”
- 41. Automatic feedback if the team is going too fast
- 43. Monitor cluster and business metrics in real-time
- 44. Reject changes that move metrics out-of-bounds
- 45. Alerting & Predictive monitoring (Nagios)
- 46. Monitor all metrics that stakeholders care about
- 47. If any metric goes out-of-bounds, wake somebody up
- 48. Use historical trends to predict acceptable bounds
- 49. When customers see a failure
- 50. Fix the problem for customers
- 56. Getting in touch (#leanstartup)
- 60. Lean Startup Wiki http://leanstartup.pbworks.com
- 61. Lean Startup Circle http://leanstartupcircle.com
Editor's Notes
- Truth: The Lean Startup method is not about cost, it is about speed. Lean Startups waste less money, because they use a disciplined approach to testing new products and ideas. Lean, when used in the context of lean startup, refers to a process of building companies and products using lean manufacturing principles applied to innovation. That process involves rapid hypothesis testing, validated learning about customers, and a disciplined approach to product development.
- Truth: The Lean Startup methodology applies to all companies that face uncertainty about what customers will want. This is true regardless of industry or even scale of company: many large companies depend on their ability to create disruptive innovation. Those general managers are entrepreneurs, too. And they can benefit from the speed and discipline of starting with a minimum viable product and then learning and iterating continuously.
- Truth: There’s nothing wrong with raising venture capital. Many lean startups are ambitious and are able to deploy large amounts of capital. What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated. Because lean startups focus on validating their riskiest assumptions first, they sometimes charge money for their product from day one – but not always.
- Truth: Lean Startups are driven by a compelling vision, and they are rigorous about testing each element of this vision against reality. They use customer development, split-testing, and actionable analytics as vehicles for learning about how to make their vision successful. But they do not blindly do what customers tell them, nor do they mechanically attempt to optimize numbers. Along the way, they pivot away from the elements of the vision that are delusional and double-down on the elements that show promise.
- I’m not leaving you, I’m pivoting to another man
- Conference structure