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Creating an Agile Business

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Creating an Agile Business

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Have you struggled to bring new features, products and services to market? If so, you aren’t alone, most companies struggle with these issues. You likely don’t have an execution problem. The real issue is that you’ve lost your ability to explore. The startup community has evolved disciplined practices that allow them to successfully navigate these highly uncertain environments. In this talk, you will learn how to scale these techniques to become effective, disciplined explorers who know how to balance execution and exploration inside the context of a large company. This will allow you to successfully navigate the uncertainty of bringing new features, products and services to market, while not sacrificing your ability to execute.

Have you struggled to bring new features, products and services to market? If so, you aren’t alone, most companies struggle with these issues. You likely don’t have an execution problem. The real issue is that you’ve lost your ability to explore. The startup community has evolved disciplined practices that allow them to successfully navigate these highly uncertain environments. In this talk, you will learn how to scale these techniques to become effective, disciplined explorers who know how to balance execution and exploration inside the context of a large company. This will allow you to successfully navigate the uncertainty of bringing new features, products and services to market, while not sacrificing your ability to execute.

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Creating an Agile Business

  1. Creating an Agile Business Mile High Agile
  2. Zach Nies @zachnies Zach Nies, Chief Technologist Rally Software zach.nies@rallydev.com
  3. Font Sampler http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeghttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg
  4. I love to change industries
  5. Apply new disciplines
  6. Become disciplined explorers…
  7. who know how to balance exploration and execution
  8. Build what people want
  9. Create a viable business
  10. What  happened  to   this  company?  
  11. 1   2   5   iPhone  Released  1   iPhone  App  SDK  Released  2   Android  w/  Nav  Released  5   Major  Recession  3   3   TomTom  iPhone  App  4   4  
  12. A lot can ! happen in ! 1 year.!
  13. The  characteris3cs  of   innova3on  are  changing  
  14. Is your business Agile enough?!
  15. Turn these disruptions into opportunities!
  16. What’s  changing?  
  17. Technology  adop3on  
  18. hAp://upload.wikimedia.org/wikipedia/en/4/45/DiffusionOfInnovaKon.png  
  19. hAp://upload.wikimedia.org/wikipedia/en/4/45/DiffusionOfInnovaKon.png  
  20. What if…!
  21. hAp://upload.wikimedia.org/wikipedia/en/4/45/DiffusionOfInnovaKon.png  
  22. hAp://hbr.org/2013/03/big-­‐bang-­‐disrupKon/  
  23. Disrup3on  has  a   bigger  impact  
  24. Time  to  excellence  
  25. hAp://en.wikipedia.org/wiki/File:DisrupKvetechnology.gif  
  26. hAp://en.wikipedia.org/wiki/File:DisrupKvetechnology.gif   Excellence!
  27. Some examples…!
  28. 1984!
  29. 2006!
  30. About 20 years!
  31. 2001!
  32. 2006!
  33. 5 years!
  34. 2007!
  35. 2010!
  36. 3 years!
  37. 2010!
  38. 2012!
  39. 2 years!
  40. 2008!
  41. 2012!
  42. 4 years!
  43. 1979!
  44. 1989!
  45. 10 years!
  46. 5 years!
  47. 2.5 years!
  48. 1.5 years!
  49. Disrup3on  can  sneak   up  on  you  
  50. Impact  on  companies  
  51. 500
  52. Question:! ! How long does the average company on this list survive?!
  53. 1958: ! Average lifespan was 61 years! ! 2012: ! Average lifespan was 18 years!
  54. Market  churn  creates   uncertainty    
  55. Your  business  needs  to   become  more  Agile  
  56. Don’t  fall  off  the   commitment  cliff  
  57. CostValue Time Value Value of commitment – Normal!
  58. CostValue Time Value Opp Cost Value of commitment – Normal!
  59. CostValue Time Value   Opp  Cost   Total  Value   Value of commitment – Normal!
  60. CostValue Time Value Opp Cost Total Value Optimal commitment! Value of commitment – Normal!
  61. Value of commitment – High Uncertainty!
  62. CostValue Time Value Value of commitment – High Uncertainty!
  63. CostValue Time Value Opp Cost Value of commitment – High Uncertainty!
  64. CostValue Time Value Opp Cost Total Value Value of commitment – High Uncertainty!
  65. CostValue Time Value   Opp  Cost   Total  Value   Optimal commitment! Value of commitment – High Uncertainty!
  66. An example…!
  67. CostValue Time Value Opp Cost Total Value Ability to respond! Optimal commitment!
  68. CostValue Time Value Opp Cost Total Value Ability to respond! Fastest
 Response?!
  69. Agile  teams  &   organiza3on    
  70. Steering   vs.   Planning  
  71. Technology  adop3on  is   a  human  phenomenon    
  72. Not  a  technological   phenomenon    
  73. An example…!
  74. Tribes  are   more  connected  
  75. Change  creates   uncertainty  
  76. Chaotic! Simple!Complicated!Complex! Uncertainty!
  77. Take Action! Follow Rules! Analyze! Guess & Learn! Chaotic! Simple!Complex! Complicated! Uncertainty!
  78. Take Action! Follow Rules! Analyze! Guess & Learn! Chaotic! Simple!Complex! Complicated! Bureaucrat!Engineer!Firefighter! Entrepreneur! Uncertainty!
  79. Take Action! Follow Rules! Analyze! Guess & Learn! Chaotic! Simple!Complex! Complicated! Firefighter! Bureaucrat!Engineer!Entrepreneur! Uncertainty!
  80. E x p l o r e E x e c u t e Uncertainty!
  81. E m e r g e A n a l y z e Uncertainty!
  82. E x p e r i m e n t P l a n Uncertainty!
  83. Chaotic! Simple!Complicated!Complex! Product lifecycle!
  84. Chaotic! Simple!Complicated!Complex! Product lifecycle!
  85. Chaotic! Simple!Complicated!Complex! Product lifecycle!
  86. Chaotic! Simple!Complicated!Complex! Product lifecycle!
  87. Chaotic! Simple!Complicated!Complex! Disruption! Product lifecycle!
  88. Chaotic! Simple!Complicated!Complex! Disruption! Product lifecycle!
  89. Naviga3ng   uncertainty  
  90. Discovering   demand     Amplifying   engagement  
  91. hAp://www.flickr.com/photos/isaacmao/380257543   Create a plan to predict the future!
  92. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  93. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  94. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  95. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  96. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  97. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  98. Market research! Product definition! Product requirements! Detailed plan! Alpha release! Beta release! Final release! FIRST CONTACT WITH CUSTOMERS!
  99. HOW MANY GUESSES?!
  100. FIRST CONTACT WITH POTENTIAL CUSTOMERS!
  101. hAp://www.flickr.com/photos/oregondot/4132135156  
  102. Obscure
 the uncertainty
 with details!
  103. Embrace and reveal
 the uncertainty!
  104. Sounds like
 a startup!
  105. How does
 Eric Ries define
 a Lean Startup?!
  106. Where does uncertainty live?
  107. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
  108. Where are you?
  109. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
  110. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.     Level of uncertainty
  111. Type of innovation Sustaining Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
  112. When to explore vs execute?
  113. What to do Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.     Execute
  114. What to do Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
  115. What to do Big Companies Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
  116. Big Companies hAp://www.flickr.com/photos/ironnickel/6076087519  
  117. Startups hAp://www.flickr.com/photos/elcapitan/2387917709  
  118. Example – Taxi Cabs
  119. hAp://www.flickr.com/photos/emilyrides/5048843409  
  120. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  LocaKon  1984).  Harper  Collins,  Inc..  Kindle  EdiKon.    
  121. Discover the future! Validate!Discover! Transition! Business Model! Vision and Empathy! Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn
  122. “Get out of the building!”! Steve Blank!
  123. “Meaning emerges through interaction”! Dave Snowden!
  124. Vision and Empathy! Discover the future!
  125. hAp://www.flickr.com/photos/klearchos/4541072707   Vision!
  126. The idea is NOT the only thing that matters.
  127. What does matter? According to Simon Sinek
  128. hAp://www.flickr.com/photos/usarmyafrica/4553749920   Empathy!
  129. hAp://www.flickr.com/photos/skillerphotos/7875656716  
  130. Discover the future! Business Model! Vision and Empathy!
  131. Business Model!
  132. 1 234 5 67 8 9
  133. Example – iPod
  134. hAp://www.flickr.com/photos/75001512@N00/4683351383   Walkman for the digital age Design, Manufacturing, Marketing, Support + Margin & Profit hAp://www.flickr.com/photos/mrmonochrome/93535053  
  135. Discover! Discover! Business Model! Vision and Empathy!
  136. Discover! Problem
 Discovery! We understand the problem a customer
 wants solved! Discover!
  137. Customers don’t care about your solution. They care about their problems. “ Dave McClure
  138. hAp://www.flickr.com/photos/adacKo/2535502416  
  139. Typical market research: Customer attributes
  140. hAp://www.flickr.com/photos/serpicolugnut/172616929  
  141. Innovation market research: Customer circumstances
  142. hAp://www.flickr.com/photos/icanchangethisright/3195180388  
  143. hAp://www.flickr.com/photos/twostoutmonks/664314897  
  144. What job is your solution being hired to perform? Milkshake Test
  145. hAp://www.flickr.com/photos/icanchangethisright/3195180388  
  146. hAp://www.flickr.com/photos/twostoutmonks/664314897  
  147. Competition
  148. hAp://www.flickr.com/photos/16339684@N00/2498270160  hAp://www.flickr.com/photos/nkarim/6761890929  
  149. hAp://www.flickr.com/photos/icanchangethisright/3195180388  
  150. hAp://www.flickr.com/photos/jorgebrazil/2421696121  hAp://www.flickr.com/photos/like_the_grand_canyon/5661863401  
  151. hAp://www.flickr.com/photos/twostoutmonks/664314897  
  152. hAp://www.flickr.com/photos/makelessnoise/333188801  
  153. hAp://www.flickr.com/photos/rodrigofavera/2636733253  
  154. Discover! Solution
 Validation! Our product idea
 solves the customer’s
 problem! Discover!
  155. Test a low fidelity Minimum Viable Product
  156. Goal: Get real feedback without building a real product
  157. How?
  158. Video Demo (Landing Page) Concierge Wizard of Oz Crowd Funding Single Key Feature
  159. Video Demo (Landing Page) Concierge Wizard of Oz Crowd Funding Single Key Feature
  160. Create a real product experience with the least effort possible
  161. The MVP…
  162. hAp://www.seanpercival.com/blog/2012/10/21/pre-­‐inventory-­‐startups/   Delivering  Happiness:  A  Path  to  Profits,  Passion,  and  Purpose   By  Tony  Hsieh  
  163. Discover! Business
 Validation! Our business model
 can be profitable! Discover!
  164. High level business model hAp://www.forentrepreneurs.com/saas-­‐metrics/  
  165. Discover the future! Business Model! Vision and Empathy! Pivot
 or
 Persevere?!
  166. Validate! Validate! Business Model! Vision and Empathy!
  167. Validate! Prepare to Sell! The founders can:
 Understand the flow of money and sell the offer! Validate!
  168. You ?
  169. Find Earlyvangelists
  170. Validate! Close Deals! Our draft sales plan will close or activate customers! Validate!
  171. Sales Funnel hAp://www.flickr.com/photos/carlagates247/5524789016  
  172. Activation Funnel hAp://www.flickr.com/photos/500hats/577630547  
  173. Validate! Package Offer! We can package, price, position and promote
 our offer! Validate!
  174. For (target customers) Who (have the following problem) The (product name) is a (describe the product or solution) That provides (key benefit) Unlike (reference competition), The product/solution (describe the key point of competitive differentiation) Product Positioning
  175. Discover the future! Business Model! Vision and Empathy! Pivot
 or
 Persevere?!
  176. Discover the future! Transition! Business Model! Vision and Empathy!
  177. Transition! Transition Team! We have budget and
 a cross departmental transition team! Transition!
  178. Managing  a  Porcolio     The  Three  Horizons  Model   Horizon  1   0  to  12  months   Horizon  2   12  to  36  months   Horizon  3   36  to  72  months   Current   Businesses     Generate   today’s  cash   flow   High  Growth   Businesses     Today’s   revenue  growth   +  tomorrow’s   cash  flow   Growth  OpKons     OpKons  on   future     high-­‐growth   businesses   Expected  Window  of  Returns   Accumulated  Total  Returns   Figure  2.4  
  179. 20% time or separate H3 groups? Dedicated H2 transition
  180. Four Modes of Execution Execution Mode Invention Deployment Optimization Transitions Type of Leader Visionary Inventor Pragmatic Deployer Conservative Optimizer Pragmatic Orchestrator Core Competence Creativity Competitiveness Control Collaboration Core Attribute Spontaneous Tough-minded Prepared Empathetic Decision Style Intuition Experimentation Deliberation Consensus Functions Most in Alignment R&D, Creative Services Sales, Engineering Finance, Operations HR, Marketing, Customer Suppt Figure  6.4  
  181. Transition! Integrate into Depts! Transition! Departments can take on our new offer!
  182. From Exploration to Execution hAp://www.flickr.com/photos/mckaysavage/497593758  
  183. Inventors Inventor to department transition
  184. Orchestrator Inventors Deployers Departments Inventor to department transition
  185. Orchestrator Inventors Deployers Departments Inventor to department transition
  186. Orchestrator Inventors Deployers Departments Inventor to department transition
  187. Orchestrator Inventors Deployers Departments Inventor to department transition Product Engineering Sales Marketing
  188. Orchestrator Inventors Deployers Departments Inventor to department transition Product Engineering Marketing Sales
  189. Orchestrator Inventors Deployers Departments Inventor to department transition Product Engineering Marketing Sales
  190. Validate! Roll off Inventors! We no longer need our inventors on the team! Transition!
  191. Orchestrator Inventors Deployers Departments Inventor to department transition Product Engineering Marketing Sales
  192. Orchestrator Inventors Deployers Departments Inventor to department transition Product Engineering Marketing Sales
  193. Orchestrator Inventors Deployers Departments Inventor to department transition Product Engineering Marketing Sales
  194. Departments Inventor to department transition Product Engineering Marketing Sales
  195. Discover the future! Validate!Discover! Transition! Business Model! Vision and Empathy!
  196. Discover the future! Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn
  197. Guesses! Knowledge! Experiments!
  198. Empathize & Frame! Test & Measure! Build&Ship! Learn&Share! Experiments!
  199. TAKE EACH MAJOR GUESS
  200. RUN AN EXPERIMENT
  201. hAp://www.youtube.com/watch?v=Iyjs3zeoSrM  
  202. hAp://www.richard-­‐feynman.net/gallery.htm  
  203. Feedback!
  204. Feedback!
  205. Feedback!
  206. Culture
  207. No blame or shame
  208. Democratize data
  209. Use quantitative and qualitative data
  210. Distribute decision making
  211. Diversity Independence Decentralization Aggregation
  212. Run small experiments
  213. hAp://www.flickr.com/photos/5wa/6400997231   Slack
  214. Discover the future! Validate!Discover! Transition! Frame Measure Build Learn Business Model! Vision and Empathy! Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn Frame Measure Build Learn
  215. Disciplined   explora3on  
  216. Extend Agility into your business!
  217. Take advantage of market opportunities!
  218. What  happened  to   this  company?  
  219. 1   Began  Using  Lean  Startup  1   2   $50M  in  New  Product  Revenue  2   3   1800  Concurrent  Experiments      2  
  220. Books that informed this talk
  221. Geoffrey Moore David Snowden Ash Maurya Tim Brown Clayton Christensen Steve Blank Eric Ries People who informed this talk Brant Cooper Patrick Vlaskovits
  222. hAp://www.flickr.com/photos/flaAop341/224597838  

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