utilizing lean startup methods for exploring ideas · 2018-04-21 @tomwexi #pcamphki tom weckström...
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2018-04-21 @TomWexi #pcamphki
Utilizing LEAN Startup Methods for Exploring Ideas
2018-04-21
ProductCamp Helsinki
Tom Weckström, Balandor Oy
2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Agenda
Co-creation
The Context
Tools & Methods
Challenges & Successes
Wrapping up
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Co-Creating This Session
Comment
Feedback
Share
2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Tom Weckström
Humanist Engineer
Startup entrepreneur (5 startups, 2 exits)
Avid learner of Lean stuff since 1975, 2008 & 2015
Change agent
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Dissecting the Topic
LEAN
STARTUP METHODS
IDEAS
EXPLORING
“...extreme uncertainty.”
- Ries
PDSA, 7 types of waste,...
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators
Let’s use Kahoot! to find out more about you!
Go to http://kahoot.it with your mobile.
… Thanks! Results on the following slides.
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
You, Dear Co-Creators, Answered like this
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
The Short History of Lean Startup Methods
FalsifiableHypothesis,
Bacon~17th century
TPS, LEAN1930s
PDSA/PDCA1939
Service Blueprint
1984Kaizen1986
Theory of Constraints
(TOC)1984
Service Design1982
Venture Design Process
2016
GOLEAN2016
Jobs to be Done
(JTBD)2003
OutcomeDriven
Innovation (ODI)1991
Customer Development1990s - 2005
BusinessModelCanvas2008
Build,Measure,
Learn2011
2050 ???
Agile SW Dev
1994-2001
Picture by Steve Blank
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
From Idea to Innovation
Image by Ash Maurya
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Selecting Tools and Methods
Strategic - Tactical
Market Maturity
Type of Your Business
Life-Cycle Phase of Your Product 2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Validation
Board
Smoke Tests
Some Tools and Methods
Strategic Tactical
Business
Technology
Ansoff Matrix
Treacy-Wiersema Value Disciplines
Blue Ocean Strategy tools
Business Model Canvas & Lean Canvas
WardleyMaps
Outcome Driven Innovation
Venture Design Process
Petal Diagram Market Analysis
Customer Development
EarlyVangelist customer criteria
Screener
Kanban
The Five Whys
Time-boxing
Innovation Accounting
A/B Testing
Value Stream MappingCustomer Journey Mapping
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Case Enevo
Photo on Visual Hunt
2018-04-21 @TomWexi #pcamphki
Customer Visits
Design Principles
Customer Journey Map
Build-Measure-Learn
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Other Cases
A/B testing Lean Principles
Validation Plan Validation pre-requisites
2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Your turn… Sharing Experiences(Thanks Marjukka for collecting the questions and comments.)
Making a game or some group work exercise to create the content for the Business Model Canvas has worked well. After that, filling in
the actual Canvas has been easier, and we avoided bias or not understanding the canvas logic really.
BMC has been very useful also with developers. It nicely connects so many things. Gives the bigger picture to all the stakeholders.
BMC works also for NGOs.
One iteration usually is not enough to actually solve the problem. Using Lean tools with “do it on a single iteration” mentality is a
problem.
Adopting Lean methods requires adopting PDSA and systems thinking mentality. Will not yield good results any other way.
One of the simplest Lean tools is Five Whys. It’s intuitive and very powerful. Next time someone says “we want the web site like this”,
ask “why”. Facilitating Five Whys discussions takes some people skills. People may feel ashamed, uncomfortable, etc. but it’s not
about blaming anyone, it’s about learning and improving.
2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Your turn… Q&A(Thanks Marjukka for collecting the questions and comments.)
Q: What is the rationale behind “Some tools and Methods” illustration?
A: To spur discussion. The modeling is not at all perfect. It’s a collection of tools (maybe 1/3 of all the tools I found). It was a
challenge to fit more tools into this illustration. I picked tools most relevant for this presentation. Had to leave many good ones out…
And Kanban for example is equally good for business related task/project mgmt as it is for technical. Couldn’t draw it to cover the full
spectrum.
Q: Is The Five Whys really a tactical tool?
A: It can be used to solve both tactical and strategic problems. You are right. It was difficult to draw that to the illustration.
Q: When to use the specific tools so it makes most sense and impact (for example 5 whys, customer journeys etc. can cause even
business strategy changes)
A: Use of a tool may be in tactical context, but it can bring also strategic findings...
Q: When is it bad to use root cause analysis? E.g. It may lead to assume that there is only 1 root cause.
A: There are often more than one root cause. Five Whys for each “top level question” may help. Systems thinking as a basisi. 2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
Wrapping Up
2018-04-21 @TomWexi #pcamphki
Great discussion. Thanks!
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
One Key Takeaway
TOOLS METHOD
HABIT
CONTINUOUS
IMPROVEMENT
https://balandor.fi/en
https://www.linkedin.com/in/tomweckstrom
2018-04-21 @TomWexi #pcamphki
2018-04-21 @TomWexi #pcamphki 2018-04-21 @TomWexi #pcamphki
References
● https://blog.hypeinnovation.com/the-10-methods-of-the-lean-startup● Youtube: Steve Blank on Customer Development: The Second Decade, https://www.youtube.com/watch?v=6t0t-CXPpyM● Steve Blank's slides on Customer Development, https://www.slideshare.net/venturehacks/customer-development-methodology-presentation● Alex Cowan’s: Venture Design Process, https://www.alexandercowan.com/venture-design/● Criticism
○ Anti-Lean mentioned in product management 2016 report■ https://productcoalition.com/2016-an-annual-report-for-product-managers-edc097fcdc17
○ https://hbr.org/2016/03/the-limits-of-the-lean-startup-method?utm_campaign=Pivot%2BProduct%2BHits&utm_medium=web&utm_source=Pivot_Product_Hits_100● Books
○ Crossing the Chasm, Geoffrey A. Moore, 1991○ What customers want, Anthony W. Ulwick , 2005○ The Four Steps to the Epiphany, Steve Blank, 2005○ Dealing with Darwin, Geoffrey A. Moore, 2005○ Running Lean, Ash Maurya, 2011○ The Lean Startup, Eric Ries, 2011, https://en.wikipedia.org/wiki/Lean_startup○ The Startup Owner's Manual, Bob Dorf & Steve Blank, 2012○ Managing the Fuzzy Front End of Innovation, Dornberger et al, 2012○ Ten Types of Innovation, Keeley et al, 2013○ Scaling Lean, Ash Maurya, 2016○ The Startup way, Eric Ries, 2017○ The Real Startup Book, https://realstartupbook.com/
● Background Photos: Pexels.com, Visual Hunt, and my own album
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Venture Design Process (Cowan)
Picture by Alexander Cowan
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GOLEAN Customer Factory (and AARRR metrics)
Picture by Ash Maurya
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Leanstack Innovation Management (Maurya)
Picture by Ash Maurya
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