L E AN S TART U P W I T H O U T T H E S TA RT U P

S T E FA N L A N G E - H E G E R M A N N

P R O D U C T O W N E R @ S I P G AT E@ S T E FA N L H

S TAY AWAY F R O M YO U R C U S T O M E R B AS E

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– CL AY T O N CH R I S T E N S E N „ A N I N N OVAT O R S D I L E M M A“

„Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal

mistake.“

– E R I C R I E S „T H E L E A N S TA RT U P “

„We must learn what customers really want, not what they say they want or what we think they should want.“

O L D P E R S O N A S S H O U L D N O T B E YO U R N E W P E R S O N A S

W H AT D O E S T H I S M E A N ?

B U I L D A P R O D U C T F O R E VE RYO N E

H O W T O S O LV E I T ?

I G N O R E E X I S T I N G R E VE N U E S T R E A M S

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– J O N AT H A N I V E , B U S I N E S S W E E K

„Apple’s goal isn’t to make money. Our goal is to design and develop and bring to market good products…We trust as a consequence of that, people will like them, and as another

consequence we’ll make some money. But we’re really clear about what our goals are.“

B U I L D B E TT E R P R O D U C T S I N S T E A D O F M O R E P R O F I TA B L E O N E S

W H AT D O E S T H I S M E A N ?

I N D E P E N D E N T P R O D U C T W I T H I N D E P E N D E N T P R I C I N G

H O W T O S O LV E I T ?

D O N ' T F E AR T O D I S R U P T YO U R O W N M AR K E T

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D O N ’ T L E T O T H E R S B U I L D T H E N E XT B I G T H I N G

W H AT D O E S T H I S M E A N ?

AVO I D F O RC I N G O U R U S E R S I N T O E X I S T I N G P R O D U C T S

H O W T O S O LV E I T ?

YO U R O R G AN I Z AT I O N S U C K S( I N B E I N G A S TA RT U P )

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– T R E VO R O W E N S , O B I E F E R N A N D E Z „T H E L E A N E N T E R P R I S E “

„Most employees are motivated by a desire for security, praise and and opportunity to work on projects that interest them. On the other hand, entrepreneurs are motivated by

autonomy and achievement.“

– CL AY T O N CH R I S T E N S E N „ A N I N N OVAT O R S D I L E M M A“

„maintain […] competitive intensity in the mainstream, while simultaneously trying to pursue disruptive technology. The

evidence is strong that such efforts rarely succeed;“

YO U C A N ' T D I S R U P T F R O M I N S I D E A S U S TA I N I N G C O M PA N Y

W H AT D O E S T H I S M E A N ?

AU T O N O M Y F O R T H E T E AM T O D I S P U T F R O M T H E O U T S I D E

H O W T O S O LV E I T ?

AP P L E AN D T H E I N N OVAT O R ' S D I L E M M A

B U T W H AT A BO U T A P P L E ?

B E N T H O M P S O N , H TT P S : / / S T RAT E C H E RY. CO M / 2 0 1 0 / A P P L E - I N N OVAT O R S - D I L E M M A /

W RAP P I N G I T U P5 / 5

# S U M M E R O F P R O D U C T SB B Q , B E E R A N D D I S R U P T I V E P R O D U CT S

W H AT YO U WA N T T O ACH I E V E

• discover new problems to be solved (before)

• pitch and pick ideas (1 hour)

• talk about solutions (1 hour)

• ship real products (5 hours)

• validate products (2 hours)

H O W T O G E T T H E R E

• a whole day out of the office

• use the tools you love

• find a quiet place to work

• don't drink beer before launching

• repeat as often as possible

CR I T E R I A F O R T H E P R O D U CT S

• you should be able to build a working prototype in one day

• it must not be related to your current business

• it can be anything (physical, web, app, service)

W H Y D O E S I T W O R K

• it is not a huge project with unclear outcome

• a product with customers is the best proof that the product works

• everyone has the same chances to get their idea built

• you learn doing only the important things to launch a product

HAVE FUN!

Eric RiesThe Lean Startup

Owens, FernandezThe Lean Enterprise

Clayton ChristensenThe Innovator’s Dilemma

http://sipg.at/books

Cory DoctorowMakers

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