applying lean to existing teams and other lessons learned @ lean startup machine london
Post on 21-Oct-2014
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My presentation at Lean Startup Machine London.Topic: Applying lean into existing projects. Lessons learned.TRANSCRIPT
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#LSMLondon – @andreasklinger
Starting with lean
in existing projects.
Lessons Learned
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@andreasklinger
#LSMLondon
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#LSMLondon – @andreasklinger
My story so far.
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First startup iteration “Garmz”
1,5 years building.
5 months live = cool! but houston, problem.
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Pivot to LOOKK. This time we had a lot
of industry expert input.
Complete relaunch.
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Pivot to LOOKK.
6 Months building.
After 3 months = by far better!
but still houston, problem.
This time we had a lot
of industry expert input.
Complete relaunch.
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This time we had a lot
of industry expert input.
Complete relaunch.
Pivot to LOOKK.
6 Months building.
After 3 months = by far better!
but still houston, problem.
TOO SLOW…
TOO BIG…= TOO MANY UNPROVEN ASSUMPTIONS…
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Slow launches are dangerous
We learn the most when launch.
Therefore we need to launch earlier/smaller/often…
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Launch earlier…
Focus on the actual core of your product.
Example: Buffer linked their payment
submit to a 500 error page until
bug reports came.
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Slow launches are dangerous…
You build baggage…
Why don't people launch earlier ?
Why don't people only talk to "right" customer ?
Why do startups always launch "in one month" ?
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We want to stay in our comfort zone.
Our team wants to stay in the comfort zone.
#1
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Before launch
“fluffy expectation land”
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After launch
“bad mean reality”
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our comfort zone
stuff weshould do
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Let’s get investors first
i like networking
Let’s build this first i like coding
We decide our strategy based on our comfort zone.We want to excel in our comfort zone topics.
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Perfection is the mother of procrastination
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“people want to do the best they can”
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“people want to do the best they can”
Solutions we (tried to) apply:Timeboxed launches (for editorial teams).
A/B Launches (for development).Cultural Change (for everyone).
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“people want to do the best they can”
Solutions we (tried to) apply:Timeboxed launches (for editorial teams).
A/B Launches (for development).Cultural Change (for everyone). (we failed at that one)
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Applying lean you sound like a douche.
#2
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Use normal words:
“ask customers”“get feedback”
“look at numbers”“let’s doublecheck”
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Also you have no idea what you do…
#3
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Also you have no idea what you do…
#3
“it needs training…”
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Discovery Validation Efficiency Scale
This process has not much to do with the
phase you are.
Apply lean and custdev to feature rollouts.
(And feature removals as we did it…)
“Ok we did custdev.Now back to real
business.”
#4
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#LSMLondon – @andreasklinger
Our baby steps…
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First step:
METRICS!
I ♥ it, but…
Presentation about it:
http://www.slideshare.net/
andreasklinger/metrics-lesson-
learned-leancamp-barcelona
TL;DR:
* Focus on Retention
* Use your database for insights
* CustDev > Metrics
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In early stage: CustDev eats
Metrics for breakfast.
Source: Custdev.com
Discovery Validation Efficiency Scale
QualitativeValidation(eg. customer interviews)
QuantitativeValidation
(eg. metrics)
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CustDev in a team
All of the team brainstormed assumptions on pink post-its.
We clustered them to groups (topics).
Questions (green) for each group that should get people to mention our assumptions.
We did this for both user types (designers, users)
Source: Custdev.com
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ExamplesThe questions should not be leading but open the possibility for someone to say those assumptions.
We wanted them to pass the “mother-test”.
ExamplesWe wanted to give them the opportunity to raise the assumption in the group without leading to it
We wanted them to pass the “mother-test”.
Build questionnaires and set up meetings.
Designer Example
User Example
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We had help by a saintSalim Virani (of leanca.mp) helped us creating those topic maps.
If you can afford him get an external expert like him involved. Especially if you try to do this with a larger group.
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Speeddating aka
Industry eventsWe slimmed down the questions to the most important ones and added basic “starter questions”.
I went to tradefairs in Paris and London and talked with several dozens of designers in one day.
How: * “I am doing a survey…” * Have respect for the reason why they are there * Write superfast or have someone second writing for you.* If you can have something phsyical to show with you. And “ask” about that.
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Source: Custdev.com
We collected the answersAnd grouped them within the topic map.
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We went back to our
assumptionsAnd moved all those down that have not been mentioned.We regrouped the rest in their new context.
Yellow is a new information…Roughly 90% of our assumptions turned out to be not true.
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We went back to our
assumptionsAnd moved all those down that have not been mentioned.We regrouped the rest in their new context.
Yellow is a new information…Roughly 90% of our assumptions turned out to be not true.
But… some turned out to be by far bigger than expected.
Now we focus on that.
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#LSMLondon – @andreasklinger
Bullshit to externals, but always know where
your startup really stands…
and act accordingly!
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Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
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Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
Problem/Solution
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Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
Problem/Solution
Product/Market
![Page 41: Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London](https://reader034.vdocuments.mx/reader034/viewer/2022051411/54467c6cafaf9f69178b465c/html5/thumbnails/41.jpg)
Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
Problem/Solution
Product/Market
Acquisition
Company building
![Page 42: Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London](https://reader034.vdocuments.mx/reader034/viewer/2022051411/54467c6cafaf9f69178b465c/html5/thumbnails/42.jpg)
Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
Problem/Solution
Product/Market
Acquisition
Company building
Magic Dragon Land
New business models
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Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
Problem/Solution
Product/Market
Acquisition
Company building
Magic Dragon Land
New business models
![Page 44: Applying Lean to existing teams and other lessons learned @ Lean Startup Machine London](https://reader034.vdocuments.mx/reader034/viewer/2022051411/54467c6cafaf9f69178b465c/html5/thumbnails/44.jpg)
Source: Startup Genome Project Report
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Source: Startup Genome Project Report
#1 Reason for startups dying:
The follow the patterns of later stage companies
(aka premature scaling)
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Read: The Startup Owners Manual - Steve Blank
Or: Custdev.com by Patrick Vlaskovits and Brant Cooper
Discovery Validation Efficiency Scale
Startups have different stages.
Problem/Solution
Product/Market
Acquisition
Company building
Magic Dragon Land
New business models
Growth investments
B2B corporations
PR campaigns
Marketing Stunts
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recommended presentations
by @robfitz on custdev/lean:
http://leanca.mp/2012/01/intro-to-lean-startup-with-no-buzzwords-by-robfitz/
http://thestartuptoolkit.com/blog/2012/05/how-to-do-and-what-to-expect-from-
early-stage-customer-development-sales/
by @serenestudios and @stueccles on metrics:
http://www.slideshare.net/danhilltch/cohort-analysis-leancamp
http://www.slideshare.net/stueccles/lean-startup-metrics
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#LSMLondon – @andreasklinger
And if they haven’t died they are lean
happily ever after…
Thanks,@andreasklinger
Now back to work! ;)