lean start up workshop
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8/2/2019 Lean Start Up Workshop
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LEAN
STARTUPWORKSHOP
8/2/2019 Lean Start Up Workshop
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AGENDA
1. Intro
2. Overview of the bases of Lean Startup
1. Lean Manufacturing
2. Customer Development3. Agile Development
3. Entrepreneurship is Management
4. Validated Learning
5. Build - Measure – Learn
6. Innovation Accounting
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INTRO
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WHAT IS A STARTUP?
• A startup is a human institution designed to deliver a newproduct or service under conditions of extremeuncertainty.
• Nothing to do with size of company, sector of theeconomy or industry
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WHY DO STARTUPS
FAIL
• Rarely fail because the product doesn’t work
• Usually fail because there are no customers
• Quality of the initial idea is not correlated with success
• Startups that succeed are those that manage to iterateenough times before they run out of resources
• Time between these iterations is fundamental
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THE LEAN STARTUP
• Anything we can do to shrink the time between majoriterations will increase the likelihood of success.
• Speed is the Startup competitive advantage.
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LEAN STARTUPS GO
FASTER
• Commodity technology stack, highly leveraged (free/open
Source, user‐generated content, SEM).
• Customer development – find out what customers want
before you build it.• Agile software development – but tuned to the startup
condition.
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CUSTOMERDEVELOPME
NTBASES OF LEAN STARTUP
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WHAT’S WRONG WITH
THIS?
Customer Development in the High-Tech Enterprise
September 2008 9
Concept/Seed Round
Product Dev. Alpha/BetaTest
Launch/1st Ship
Product Development
- Create MarcomMaterials
- Create Positioning
- Hire PR Agency- Early Buzz
- Create Demand- Launch Event- “Branding”
Marketing
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BUILD IT AND THEY
WILL COME
Only true for life and death products
• i.e. Biotech Cancer Cure
• Issues are development risks and distribution,not customer acceptance
Not true for most other products
• Software, Consumer, Web
• Issues are customer acceptance and market adoption
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CUSTOMER
DISCOVERY: STEP 1
Stop selling, start listening
• There are no facts inside your building, so getoutside
Test your hypotheses
• Two are fundamental: problem and product concept
CustomerDiscovery
Customer Validation
CompanyBuilding
CustomerCreation
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CUSTOMER
VALIDATION: STEP 2
• Develop a repeatable sales process
• Only earlyvangelists are crazy enough to buy
CustomerDiscovery
Customer Validation
CompanyBuilding
CustomerCreation
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CREATION
STEP 3
• Creation comes after proof of sales
• Creation is where you “cross the chasm”
• It is a strategy not a tactic
CustomerDiscovery
Customer Validation
CompanyBuilding
CustomerCreation
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COMPANY BUILDING:
STEP 4
• (Re)build your company’s organization &management
• Re look at your mission
CustomerDiscovery
Customer Validation
CompanyBuilding
CustomerCreation
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GENCHI
GEMBUTSUGO AND SEE FOR YOURSELF
“GET OUT OF THE BUILDING” STEVE BLANK
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LEANMANUFACT
URINGBASES OF LEAN STARTUP
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JUST IN TIME
The right material
At the right time
At the right place
In the exactamount
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STOP THE LINE
“stop and fix
problems as they
occur rather than
pushing them
down the line to be
resolved later ”
Jeffrey Liker andDavid Meier, ToyotaWay Fieldbook
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THE ESSENCE OF LEAN IS ENGAGING
EVERYONE IN IDENTIFYING ANDSOLVING PROBLEMS
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Waste
Un-Evenness
Overburden
Activities that donot
add value
workload that is
not balanced
work that creates burden forthe
team members or processes Picture Source – Toyota Motor Company Australia
REDUCE ALL FORMS
OF WASTE
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8 WASTES
In LEAN 8 types of waste have been identified
Over-production
Waiting
Transport orConveyance
Rework
Motion
Stock &Materials
Over-processing
All of these 8 can be either
“Necessary Waste” or“Un-necessary Waste”
Depending on circumstance
Not using
PeopleResource
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AGILE
DEVELOPMENT
BASES OF LEAN STARTUP
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AGILE DEVELOPMENT
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COMMODITY
TECHNOLOGY STACK
• Leverage = for each ounce of effort you invest in yourproduct, you take advantage of the efforts of thousands ormillions of others.
• It’s easy to see how high‐leverage technology is driving
costs down.
• More important is its impact on speed.
• Time to bring a new product to market is falling rapidly. •
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ENTREPRENEURSHIP IS
MANAGEMENT
THAT SOUNDS BORING
BUSINESS PLAN VS JUST
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BUSINESS PLAN VS JUST
DO IT SCHOOL OF
ENTREPRENEURSHIP
• Business Plan
• A business plan never survives a client first contact
• A bad plan greatly executed = dead company
• Just do it• Have you ever cut a chicken’s head? (you got the picture)
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STARTUP = EXPERIMENT
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VALUE OF A STARTUP =
VALIDATED LEARNING
• What products do customers really want?
• How will the product grow?
• Who is our customer?
• Which customer should we listen to and which should weignore?
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VALIDATED
LEARNING
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VALIDATED LEARNING
Focus energies on validated learning, learning where andwhen to invest energy results in saving time and money
To apply scientific method, we need to identify whichhypotheses to test.
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MINIMIZE TOTAL TIME
THROUGH THE LOOP
IDEAS
CODEDATA
BUILDLEARN
MEASURE
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LEARNING
MILESTONES
Planned the opposite way:
• What do we need to learn?
• Use Innovation accounting to figure out what needs to be
measured to know if we are gaining validated learningWhat product needs to be built to run the experiment andmeasure?
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MINIMUM VIABLE
PRODUCT
If you say this feature “should” be there, it doesn’t belong in
your MVP
• Video MVP – Make a video how it works as if it’s already
done
• The Concierge MVP – Do it by hand, customer bycustomer
• Wizard of Oz MVP – 8 people behind a curtain
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QUALITY IN
AN MVPIF WE DON’T KNOW WHO THE CUSTOMER
IS, WE DON’T KNOW WHAT QUALITY IS
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STARTUP’S JOB
• Measure where it right and wrong
• Confronting hard truths
• Devise Experiments to learn how to move the real
numbers closer to the ideal reflected in the business plan
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BUILD
MEASURE
LEARN
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BUILD MEASURE
LEARN
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EXPERIMENTS
• Do them with early adopters, not average customers
• GOAL: Measure what customers did (unlike focus groups)
• An experiment is a PRODUCT
YOUR TWO MOST
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YOUR TWO MOST
IMPORTANT
ASSUMPTIONS
• Value Hypothesis
• Growth Hypothesis
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INNOVATION
ACCOUNTING
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INNOVATION
ACCOUNTING
1. Baseline - Use MVP to establish real data on where thecompany is right now
2. Tuning the engine - Fine tune from baseline towards ideal
3. Pivot or persevere
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BASELINE
• Test riskiest assumptions first
• Careful with vanity metrics (up and to the right)
• Use Learning milestones
• P.e. conversion rates• Sign up and trial rates
• Customer lifetime value
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TUNING THE ENGINE
• Work towards second learning milestones
• Every prod. Dev, marketing should be targeted atimproving one of the drivers of it’s growth model
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PIVOT OR PERSEVERE
Schedule a regular meeting (every 6 weeks, for instance)
Startups that fails to converge to something like the ideal:time to pivot
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FUNNEL METRICS
Behaviors critical to engine of Growth (specific to eachbusiness)
• Customer registration
• Downloads
• Trials
• Repeat Usage
• Purchase
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COHORT ANALYSIS
• One of the most important tools of Startup Analysis
• Don’t look at cumulative totals or gross numbers like total
revenue and total number of customers
• Look at performance of each group of customers
• Each group is called a Cohort
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VANITY METRICS
• Gross Metrics
• Total Registered User
• Total Paying customers,
• etc
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INSTEAD OF
VANITY
METRICSUSE COHORT ANALYSIS AND SPLIT TESTS
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THE 3 AAA OF
METRICS
• Actionable – Must demonstrate clear cause and effect
• Accessible – Make reports as simple as possible so thateveryone understands them
• Auditable – Ensure data is credible
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PIVOT
Structured Course Correction designed to test a newfundamental hypothesis about a product, strategy andengine of growth.
A pivot requires that we keep one foot rooted in what we’ve
learned so far, while making a fundamental change instrategy
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CATALOG OF PIVOTS
• Zoom-in – refocus on what was before a feature
• Zoom-out – what was once the product becomes a feature
• Customer Segment – changing the target audience
• Customer need – change to a higher customer need
• Platform – from product to platform and viceversa
• Business Architecture – From high margin, low volume tolow margin high volume or vice versa
• Value Capture – Change the way company captures value
• Engine of Growth – change Viral, sticky or paid
• Channel – change sales channel
• Technology – deliver the same in different technology
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BATCH
A CAUTIONARY TALE ABOUT LETTERS
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SINGLE PIECE FLOW
FASTER THAN BATCH
• No sorting/stack/move around
• Batch more efficient per step but less as a system
• Faster to catch mistakes with little to no impact
• Overall performance of system more important thanindividual performance
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ENGINE OFGROWTH
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HOW CUSTOMERS
DRIVE GROWTH
1. Word of Mouth
2. Side effect of product usage
3. Funded Advertising
4. Repeat purchase or use
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STICKY ENGINE OF
GROWTH
• Designed to attract and retain customers for the long term
• Relies on having a high customer retention rate
• Tracks churn rates very carefully
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VIRAL ENGINE OF
GROWTH
• Quantified by viral loop
• Speed determined by viral coefficient
• Viral Coefficient = how many new customers will use theproduct as a consequence of each new customer thatsigns up
• Viral coefficient higher than 1 = exponential growth
G O
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PAID ENGINE OF
GROWTH
• Revenue from customers fuels cost of acquiring newcustomers
• Customer lifetime value determines how much to spendper new customer
• Cost of Acquisition (CPA) – Money spent versus newcustomers that signed up
FIVE WHYS ROOT
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FIVE WHYS ROOT
CAUSE ANALYSIS
A technique for continuous Improvement of companyProcess.• Ask “why” five times when Something
unexpected happens.
• Make proportional investments in prevention at all five
levels of the hierarchy.
• Behind every supposed technical problem is usually a
human problem. Fix the cause, not just the symptom.
AN EXERCISE BMC
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AN EXERCISE – BMC
OF TASK RABBIT
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