Successfully reported this slideshow.
Think Like an Agilist   Denver Startup Week
Ryan Martens               @RallyOn
Social	  MISSION
A	  founda-on	  for	  the	  mobilize	  ci-zen	  engineers	  around	  the	  globe	  with	  our	  employees,	  customers	  a...
Zach Nies@zachnies
Why I careabout startups
Font Samplerhttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg   http://en.wikip...
2,500,000         CustomersRevolutionized an industry
Amazingteam, culture, product, and   process
One problem…
Bad business
Revolutionized   nothing
Amazing team, culture,product, process
I love to change    industries
Apply new  disciplinesto your startup
Become disciplined   explorers…
who know how tobalance exploration   and execution
Increase yourodds of success
Typical approach
h;p://www.flickr.com/photos/isaacmao/380257543	  
Market research               Product definition            Product requirements                    Detailed plan         ...
Market research               Product definition            Product requirements                    Detailed plan         ...
Market research               Product definition            Product requirements                    Detailed plan         ...
Market research               Product definition            Product requirements                    Detailed plan         ...
Market research               Product definition            Product requirements                    Detailed plan         ...
Market research               Product definition            Product requirements                    Detailed plan         ...
Market research               Product definition            Product requirements                    Detailed plan         ...
HOW MANY GUESSES?
FIRST CONTACT WITHPOTENTIAL CUSTOMERS
h;p://www.flickr.com/photos/oregondot/4132135156	  
Create a plan topredict the future              h;p://www.flickr.com/photos/isaacmao/380257543	  
Why doesn’tthis work?
Need to create   an environmentto discover the future
Increase yourodds of success
Discover the future                  Vision	  &	                    Empathy	                                              ...
Lean Startup
Customer Development
Explore     Execute          h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724	  
Frame                                        Frame                                                                        ...
Startups are NOT smaller versionsof big companies
Discover and solvecustomer’s problem
Explore          h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724	  
Business Model
1  4 3 9 2   8   5  7     6
Example – iPod
+                     Margin & Profit                                                         Walkman for                 ...
Now you havea bunch of guesses
h;p://www.flickr.com/photos/isaacmao/380257543	  
Obscure the guesses    with details
Guesses                          Frame & Empathize          Learn & Share                                              Bui...
Big Guess:We understand theproblem a customer   wants solved
Who isfeeling the pain?
What painare they feeling?
How do they makethat pain go away      today?
“Customers don’t care about your solution. They care about their problems.                  Dave McClure
h;p://www.flickr.com/photos/adac-o/2535502416	  
Typicalmarket research:   Customer   attributes
h;p://www.flickr.com/photos/serpicolugnut/172616929	  
Innovationmarket research:    Customer circumstances
h;p://www.flickr.com/photos/indigoprime/2481346616	  
h;p://www.flickr.com/photos/twostoutmonks/664314897	  
Milkshake Test    What job isyour solution being hired to perform?
Problem Interview Overview
Problem Interview Overview
Example - Iridium
1987
1987            1999       $5.2 B
1987            1999       $5.2 B   30,000 not 42M
1987                   1999          $5.2 B   30,000 not 42M       Sold for $25M
Next big guess:     Our productsolves the customer’s    job to be done
Test yourlow fidelity Minimum   Viable Product
Limited accessto a rough prototype
Example - $40 MVP
Next big guess:Our business model can be profitable
High level business model                      h;p://www.forentrepreneurs.com/saas-­‐metrics/	  
Pivot    orPersevere?
Explore          h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724	  
Explore          h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724	  
Next big guess:We can sell our offer        or  We can acquire and retain users
Next guess:We know how to sell    our product
Product PositioningFor (target customers)Who (have the following problem)The (product name) is a (describe theproduct or s...
You      ?
You
FindEarlyvangelists
Next guess:Our draft sales planwill close or activate      customers
You
h;p://www.flickr.com/photos/-nfoilraccoon/5555060858	  
Get out and sell*      *as founders,not by hiring sales people
Sales Funnelh;p://www.flickr.com/photos/carlagates247/5524789016	  
Activation Funnelh;p://www.flickr.com/photos/500hats/577630547	  
Product Roadmap       8/31/10	               10/30/10	                  1/?/11	                  3/?/11	         Release 1...
Next guess:We can position our company brand
h;p://www.flickr.com/photos/bikracer/4571472032	  
Pivot    orPersevere?
Pivot or Persevere checklist
Executeh;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724	  
Explore     Execute          h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724	  
“Get out ofthe building!”Steve Blank
“Meaningemerges through  interaction”        Dave Snowden
Empathy and insight
Build empathy for ourusers and customers
h;p://www.flickr.com/photos/skillerphotos/7875656716	  
Design Thinking                  h;p://www.flickr.com/photos/rkeefer/164636147	  
?
Uncertainty
Uncertaintymakes it difficult
Where doesuncertainty live?
Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harper	  Collins,	  Inc..	  Kindle	...
Where are you?
Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harper	  Collins,	  Inc..	  Kindle	...
Level of uncertainty        Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harper	...
When toexplore vs execute?
What to doExecute    Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harper	  Colli...
What to do   Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harper	  Collins,	  In...
What to do   BigCompanies     Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harpe...
BigCompanies            h;p://www.flickr.com/photos/ironnickel/6076087519	  
Startupsh;p://www.flickr.com/photos/elcapitan/2387917709	  
30 yearsof science
Unordered                    Ordered   High                       LowUncertainty                UncertaintyChaotic   Compl...
Unordered                     Ordered          Complex   ComplicatedChaotic                           Simple
Unordered                Ordered      Complex    Complicated       Chaotic     Simple
Unordered       Ordered        E   E        x   x        p   e        l   c        o   u        r   t        e   e
Unordered       Ordered        E   D        m   e        e   l        r   i        g   b            e        e   r        ...
Unordered       Ordered        P        r   P        e        p   l        a   a        r   n        e
Unordered           Ordered        E        n        t   G   M        r   e   a        e   n   n        p   e   a        r...
Ideal team sizesComplex                          Complicated < 30 People                < 150 People < 7 People           ...
Example – Taxi Cabs
h;p://www.flickr.com/photos/emilyrides/5048843409	  
Brown,	  Tim	  (2009-­‐09-­‐16).	  Change	  by	  Design	  (Kindle	  Loca-on	  1984).	  Harper	  Collins,	  Inc..	  Kindle	...
Apply new  disciplinesto your startup
Become disciplined   explorers…
Don’t squander  your time
buildingthe wrong business
Do what you love
Love what you do
Books that informed this talk
People who informed this talk David      Max        Ash       ClaytonSnowden    Boisot     Maurya   Christensen           ...
h;p://www.flickr.com/photos/fla;op341/224597838	  
@zachnies     @RallyOn#DenverStartupWeek
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Think Like an Agilist
Upcoming SlideShare
Loading in …5
×

Think Like an Agilist

18,605 views

Published on

Think like an Agilist is a crash course about some of the surprising science behind building successful startups.

Even though building a startup is hard work with high failure risk, entrepreneurs Steve Blank and Eric Ries have popularized practices that can increase the odds of success. Following the Customer Development or Lean Startup practices will show you what to do. This talk will give you an understanding of why these techniques work, which will allow you to better apply them to your startup or scale them into your enterprise.

The event will focus on high growth business and will include a hands on workshop to help practice these concepts.

Published in: Technology

Think Like an Agilist

  1. Think Like an Agilist Denver Startup Week
  2. Ryan Martens @RallyOn
  3. Social  MISSION
  4. A  founda-on  for  the  mobilize  ci-zen  engineers  around  the  globe  with  our  employees,  customers  and  partners  
  5. Zach Nies@zachnies
  6. Why I careabout startups
  7. Font Samplerhttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeg
  8. 2,500,000 CustomersRevolutionized an industry
  9. Amazingteam, culture, product, and process
  10. One problem…
  11. Bad business
  12. Revolutionized nothing
  13. Amazing team, culture,product, process
  14. I love to change industries
  15. Apply new disciplinesto your startup
  16. Become disciplined explorers…
  17. who know how tobalance exploration and execution
  18. Increase yourodds of success
  19. Typical approach
  20. h;p://www.flickr.com/photos/isaacmao/380257543  
  21. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  22. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  23. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  24. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  25. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  26. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  27. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
  28. HOW MANY GUESSES?
  29. FIRST CONTACT WITHPOTENTIAL CUSTOMERS
  30. h;p://www.flickr.com/photos/oregondot/4132135156  
  31. Create a plan topredict the future h;p://www.flickr.com/photos/isaacmao/380257543  
  32. Why doesn’tthis work?
  33. Need to create an environmentto discover the future
  34. Increase yourodds of success
  35. Discover the future Vision  &   Empathy   Culture Business  Model   Frame Frame Frame Frame Build & Ship Build & Ship Build & Ship Build & ShipLearn Learn Learn Learn Test & Measure Test & Measure Test & Measure Test & Measure
  36. Lean Startup
  37. Customer Development
  38. Explore Execute h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  39. Frame Frame Build & Ship Build & Ship LearnLearn Test & Measure Test & Measure Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  40. Startups are NOT smaller versionsof big companies
  41. Discover and solvecustomer’s problem
  42. Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  43. Business Model
  44. 1 4 3 9 2 8 5 7 6
  45. Example – iPod
  46. + Margin & Profit Walkman for the digital age Design, Manufacturing, Marketing, Supporth;p://www.flickr.com/photos/mrmonochrome/93535053   h;p://www.flickr.com/photos/75001512@N00/4683351383  
  47. Now you havea bunch of guesses
  48. h;p://www.flickr.com/photos/isaacmao/380257543  
  49. Obscure the guesses with details
  50. Guesses Frame & Empathize Learn & Share Build & Ship Test & Measure Knowledge
  51. Big Guess:We understand theproblem a customer wants solved
  52. Who isfeeling the pain?
  53. What painare they feeling?
  54. How do they makethat pain go away today?
  55. “Customers don’t care about your solution. They care about their problems. Dave McClure
  56. h;p://www.flickr.com/photos/adac-o/2535502416  
  57. Typicalmarket research: Customer attributes
  58. h;p://www.flickr.com/photos/serpicolugnut/172616929  
  59. Innovationmarket research: Customer circumstances
  60. h;p://www.flickr.com/photos/indigoprime/2481346616  
  61. h;p://www.flickr.com/photos/twostoutmonks/664314897  
  62. Milkshake Test What job isyour solution being hired to perform?
  63. Problem Interview Overview
  64. Problem Interview Overview
  65. Example - Iridium
  66. 1987
  67. 1987 1999 $5.2 B
  68. 1987 1999 $5.2 B 30,000 not 42M
  69. 1987 1999 $5.2 B 30,000 not 42M Sold for $25M
  70. Next big guess: Our productsolves the customer’s job to be done
  71. Test yourlow fidelity Minimum Viable Product
  72. Limited accessto a rough prototype
  73. Example - $40 MVP
  74. Next big guess:Our business model can be profitable
  75. High level business model h;p://www.forentrepreneurs.com/saas-­‐metrics/  
  76. Pivot orPersevere?
  77. Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  78. Explore h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  79. Next big guess:We can sell our offer or We can acquire and retain users
  80. Next guess:We know how to sell our product
  81. Product PositioningFor (target customers)Who (have the following problem)The (product name) is a (describe theproduct or solution)That provides (key benefit)Unlike (reference competition),The product/solution (describe the keypoint of competitive differentiation)
  82. You ?
  83. You
  84. FindEarlyvangelists
  85. Next guess:Our draft sales planwill close or activate customers
  86. You
  87. h;p://www.flickr.com/photos/-nfoilraccoon/5555060858  
  88. Get out and sell* *as founders,not by hiring sales people
  89. Sales Funnelh;p://www.flickr.com/photos/carlagates247/5524789016  
  90. Activation Funnelh;p://www.flickr.com/photos/500hats/577630547  
  91. Product Roadmap 8/31/10   10/30/10   1/?/11   3/?/11   Release 1 Release 2 Release 3 Release 4Theme: UI Theme: Reporting Theme: Dashboards Theme: AdminFor X, this UI release For <who>, this release For <who>, this release For <who>, this releaseprovides <what value> provides <what value> provides <what value> provides <what value>Key Features: Key Features: Key Features: Key Features: 1. Feature A 4. Feature B’ 7. Feature B’’ 10. Feature F 2. Feature B 5. Feature C’ 8. Feature D’ 11. Feature G 3. Feature C 6. Feature D 9. Feature E
  92. Next guess:We can position our company brand
  93. h;p://www.flickr.com/photos/bikracer/4571472032  
  94. Pivot orPersevere?
  95. Pivot or Persevere checklist
  96. Executeh;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  97. Explore Execute h;p://www.slideshare.net/sblank/the-­‐startup-­‐owners-­‐manual-­‐sxsw-­‐11954724  
  98. “Get out ofthe building!”Steve Blank
  99. “Meaningemerges through interaction” Dave Snowden
  100. Empathy and insight
  101. Build empathy for ourusers and customers
  102. h;p://www.flickr.com/photos/skillerphotos/7875656716  
  103. Design Thinking h;p://www.flickr.com/photos/rkeefer/164636147  
  104. ?
  105. Uncertainty
  106. Uncertaintymakes it difficult
  107. Where doesuncertainty live?
  108. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  109. Where are you?
  110. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  111. Level of uncertainty Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  112. When toexplore vs execute?
  113. What to doExecute Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  114. What to do Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  115. What to do BigCompanies Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  116. BigCompanies h;p://www.flickr.com/photos/ironnickel/6076087519  
  117. Startupsh;p://www.flickr.com/photos/elcapitan/2387917709  
  118. 30 yearsof science
  119. Unordered Ordered High LowUncertainty UncertaintyChaotic Complex Complicated Simple
  120. Unordered Ordered Complex ComplicatedChaotic Simple
  121. Unordered Ordered Complex Complicated Chaotic Simple
  122. Unordered Ordered E E x x p e l c o u r t e e
  123. Unordered Ordered E D m e e l r i g b e e r a n t t e
  124. Unordered Ordered P r P e p l a a r n e
  125. Unordered Ordered E n t G M r e a e n n p e a r r g e a e n l r e u r
  126. Ideal team sizesComplex Complicated < 30 People < 150 People < 7 People > 150 PeopleChaotic Simple
  127. Example – Taxi Cabs
  128. h;p://www.flickr.com/photos/emilyrides/5048843409  
  129. Brown,  Tim  (2009-­‐09-­‐16).  Change  by  Design  (Kindle  Loca-on  1984).  Harper  Collins,  Inc..  Kindle  Edi-on.    
  130. Apply new disciplinesto your startup
  131. Become disciplined explorers…
  132. Don’t squander your time
  133. buildingthe wrong business
  134. Do what you love
  135. Love what you do
  136. Books that informed this talk
  137. People who informed this talk David Max Ash ClaytonSnowden Boisot Maurya Christensen Frank H. Eric Knight RiesGeoffrey Steve Moore Blank
  138. h;p://www.flickr.com/photos/fla;op341/224597838  
  139. @zachnies @RallyOn#DenverStartupWeek

×