Upcoming SlideShare
Think Like an Agilist
- 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 and partners
- Zach Nies@zachnies
- Why I careabout startups
- Font Samplerhttp://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeg
- 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 Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- Market research Product definition Product requirements Detailed plan Alpha release Beta release Final releaseFIRST CONTACT WITH CUSTOMERS
- 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 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
- Lean Startup
- Customer Development
- Explore Execute h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- Frame Frame Build & Ship Build & Ship LearnLearn Test & Measure Test & Measure Explore h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 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 the digital age Design, Manufacturing, Marketing, Supporth;p://www.flickr.com/photos/mrmonochrome/93535053 h;p://www.flickr.com/photos/75001512@N00/4683351383
- Now you havea bunch of guesses
- h;p://www.flickr.com/photos/isaacmao/380257543
- Obscure the guesses with details
- Guesses Frame & Empathize Learn & Share Build & Ship Test & Measure Knowledge
- 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 solution)That provides (key benefit)Unlike (reference competition),The product/solution (describe the keypoint of competitive differentiation)
- 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 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
- 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 Edi-on.
- Where are you?
- Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- Level of uncertainty Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- When toexplore vs execute?
- What to doExecute Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- What to do Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- What to do BigCompanies Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 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 Complex Complicated Simple
- 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 a n t t e
- 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 r g e a e n l r e u r
- Ideal team sizesComplex Complicated < 30 People < 150 People < 7 People > 150 PeopleChaotic Simple
- 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 Edi-on.
- 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 Frank H. Eric Knight RiesGeoffrey Steve Moore Blank
- h;p://www.flickr.com/photos/fla;op341/224597838
- @zachnies @RallyOn#DenverStartupWeek
http://vanphongquan1.com/