Download - Lean Startup in the Enterprise
Lean Startupin the
Enterprise
© 2012 BigVisible Solutions
© 2012 BigVisible Solutions 2
David J BlandAgile / Lean / XP / KanbanStartups & EnterpriseseCommerce to Counter Terrorism
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Eric RiesAlex Osterwalder
Steve Blank Dave McClure
© 2012 BigVisible Solutions 4
S&P 500 companies now the shortest life span we’ve ever seen in recorded history.
© 2012 BigVisible Solutions 5
The Lean Startup provides a scientific approach to creating and managing startups and get a desired product to customers’ hands faster.
-Eric Ries
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A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.
-Eric Ries
Not Just 4 Startups
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Problem Solution Process
Known Known Waterfall orAgile
Known Unknown Agile
Unknown Unknown Lean Startup
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We are experiencing anevolutionary leadershipmismatch.
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Problem Solution Process
Unknown Unknown Lean Startup
Leaders typically are not promoted if they’ve repeatedly stated that they do not know the problem or solution
© 2012 BigVisible Solutions 10
most leadersneed moreleaders here
Source: Adapted from Cynefin & Leadership Agility
maybe even here
simple
complicatedcomplex
chaos(best practice)
(good practice)(guidelines)
(principles)
© 2012 BigVisible Solutions 11Source: Adapted from Cynefin & Leadership Agility
simple
complicatedcomplex
chaos(best practice)
(good practice)(guidelines)
(principles)
LeanStartup
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We are experiencing anorganizational structuremismatch.
© 2012 BigVisible Solutions 13
We’ve structured our organizations based on the Industrial Era:
- 1 Business Model- Scaling- Predictability- Execution- Organized by Function
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Entrepreneursare everywhere.Intrapreneurs!are everywhere.
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1982!!!1976!!!
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… there is hope.
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Experiment withproduct & process
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Sustaining Innovation
Disruptive Innovation
(lean startup)(kanban) (scrum)
Source: Adapted from Clayton Christensen
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Don’t release it to everyone all at once.
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Target specific cohorts with a/b testing.
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Decouple from your existing brand.
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If you experiment in code, come back to:
a. clean it upb. iteratec. productized. refactor
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Right Fidelityhere is my paper prototype!
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Wrong Fidelityhere is my paper prototype…
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Experiment to align business & product.
© 2012 BigVisible Solutions 26Source: Eric Ries The Lean Startup
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You cannot learn if your feedback loops are broken.
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Just because you can measure it, does not mean you should measure it.
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Which of these metrics provide the most insight into a product?
Source: Adapted from Dave McClure
a. 1,000,000 unregistered unique visitsb. 500,000 visitors who view 2+ pagesc. 250,000 visitors who engaged for 10+ secondsd. 20000 users with registered email addresse. 1000 monthly subscribers
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AcquisitionActivationRetentionReferralRevenue
Source: Dave McClure Pirate Metrics
+15% +11% +8%
+5% +7% +10%
+1% +3% +5%
+0% +1% +3%
+0% +1% +5%
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Great Product+ Wrong Business Model
Failed Organization
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Business Models > Business Plans
Source: Adapted from Alexander Osterwalder
Business Models Canvas
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Experiment to alignproduct & customer.
© 2012 BigVisible Solutions 37Source: Steve Blank
© 2012 BigVisible Solutions 38
That’s all good in theory but…“Your version of Enterprise and my version of Enterprise are very different.”
© 2012 BigVisible Solutions 39
That’s all good in theory but…“I need to apply this to an internal project with no external customers!”
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That’s all good in theory but…“<insert your reason here>”
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Problem Solution Process
Known Known Waterfall orAgile
Known Unknown Agile
Unknown Unknown Lean Startup
© 2012 BigVisible Solutions 42
Do you have unknown / unknown’s in your enterprise?
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Start small.
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If you have internal users, then perform customer discovery & interview them.
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They are users who impact business metrics.
Finance Manager
Source: Dave Gray “Empathy Map”
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Start small.
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If you have User Stories, add a Hypothesis that statesthe expected outcome on aspecific metric.
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Feed the learning back into the product backlog…
© 2012 BigVisible Solutions 49
Start small.
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If you have a Kanban Board, add a Validate Column to
the very right of it.
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Teams should have a healthy skepticism of the why of the work you are doing.
© 2012 BigVisible Solutions 52
If you cannot articulate the expected outcome, then why should the team build it?
© 2012 BigVisible Solutions 53
It’s working if you hear:
“How are we going to measure that?”
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It’s working if you hear:
“We cannot wait that long to learn!”
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Where are the unknown / unknown’s in your enterprise?
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Questions?
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Upcoming
Webinar!
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David J BlandAgile Consultant
[ ]: +1 703 945 0700[ ]: [email protected][ ]: www.bigvisible.com[ ]: @davidjbland
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