the journey of a lean enterprise
TRANSCRIPT
● Approx 44,000 employees worldwide
● Institutional sales & print background
● The world’s largest publisher and education company
● Operates in over 80+ countries
● Growth through acquisition
● 170 years old
Traditional Governance Reduces The Capability to Innovate
New Ideas
Products
Long time to marketBottleneck of ideas
Strategic forcefield which limits ideas internally
Investment StrategiesHigh Probability
Low Probability
Low Impact
Large Organisations
High Impact
Start Ups
Larry Downes is co-author, with Paul Nunes, of Big Bang Disruption: Strategy in the Age of Devastating Innovation
Traditional Models Are ChangingBig Bang Market Adoption
Roger’s Market Segments
Key Questions
Can you identify a core user problem in a target market?
Are there real customers who get value from your concept? Is there a viable business model for this product?
Can you demonstrate Product/ Market Fit or validated business model?
How fast are you growing the business at scale? Are you continuing to deliver outcomes to a broader user set?
Are you delivering revenue and outcomes while reducing costs?
What residual value can be gleaned from the business?
Idea Explore Validate Grow Sustain Retire
Product Lifecycle Principles More Ideas, More Bets, More Tests
New Ideas
Not all the ideas survive but all the learnings are recorded
All the ideas are quickly captured and tested
One to three months turnaround
Walls are pervious allowing ideas into and out of the company
Open Innovation
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Agile Lean Startup Lean UX Beyond Budgeting Customer Interviews Minimal Viable Experiments MVP’s Lean Analytics Efficacy Growth Hacking Hypotheses and More….
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Open Source Product Lifecycle Criteria V1.0
Learning about practice
Common extensions can be incorporated into later versions
Open Collaborative Learning Community
Product Lifecycle Community
Specialist Lead has been identified
Slice is engaged with the lifecycle
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Don’t Leave Serendipity to Chance...
Today Tomorrow
Decentralized Network
Distributed Network
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Product team has better access to all parts of the business
Product team has restricted access to other parts of the business which can hinder or slow progress
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So Far...we’ve learnt
● Agility is an organisational mind shift ● Bet small, don’t bet big upfront ● Culture is more powerful than strategy ● Distribution over centralisation ● Enable capability through governance ● Fail fast, experiment and learn even faster
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Fresh Off The Press
“Just thought you guys might like to know we're currently sat in the middle of rural Tanzania answering your questions from the Idea & Explore phases.
Your stuff is proving genuinely useful in terms of helping us shape our thinking/questioning.
We've proved and disproved a number of hypotheses, made some head scratching discoveries & had some eureka moments. We've pivoted already. It's been great.”
11/06/2015