Presentation #ATRIGA 22/11/2012

1. LEAN STARTUP
Think Big, Act Small, Learn Fast

2. Pushing Agile To The Next Level

3. Easy to understand, difficult
to apply

4. 1) Introduction to lean startup
 Link to agile developmen
2) Lean startup as business design
methodology
3) What are the challenges in applying lean
startup methods?
4) Benefits of applying lean startup methods
5) Final conclusion

5. How to successfully
launch NEW products and
services?

7. ”There is surely nothing quite so useless
as doing with great efficiency what should
not be done at all”
- Peter Drucker -

8. ”By focusing on functional
efficiency, we lose sight of the
real goal of innovation: to learn
that of which is currently
unknown”
- Eric Ries -

9. Research conducted on new product
success and failure indicates that it
takes 58 new product ideas to deliver a
successful new product.

10. Building product according to
specification, but failing to address
customer need

11. Launch your idea before
you build it

12. Stop Building, Start
Learning

13. Pushing Agile to the Next Level
Agile Lean Startup
Recognise we don’t know solution …we don’t even know the
problem

14. ”The big question of our time
is not Can it be built? but
Should it be built”
- Eric Ries -

15. Your solution is NOT ”the
product”

16. Your Business Model Is ”The
Product” Customer
- Ash Marya -
Business Model
Solution

17. Scorecard to help you systematically validate your
business model before building the product

18. X X
X X X
X X
X X

19. Building A Market For A New
Product
How do we go from no customers to a few
customers and from a few customers to many
customers?

20. ”A startup is a temporary organisation in
search of repeatable, scalable and
profitable business model”
- Steve Blank -

21. ”Lean isn’t about being cheap
[but is about] being less wasteful
and still doing things that are
big.”
- Eric Ries -

22. Solving
Think Solving Big
Problems To A Few People

23. Building A Market For A New
Product
Finding and talking
to customers

24. Product design
Strategic
Customer Operational
value
design Core
Lean (function,
Startup specs)
Dropbox

26. Strategy is based on
assumptions

27. Customer Value Design
Build
Measure
Learn
Launch tests

28. List your business model
hypotheses

29. PRODUCT MARKET

30. Lean Startup Principles
1) Build-Measure-Learn Loop
2) Validated Learning
3) Minimum Viable Product
4) Pivot

31. Market type influences
everything a startup does

32. What are you aiming to do with your
product?
1. Bringing a product into an existing market with a
known business model
2. bringing a new product into an existing market
3. bringing a new product into a new market
4. bringing a new product into an existing market and
trying to:
4.1. re-segment that market as a low-cost entrant or
4.2. re-segment that market as a niche entrant
5. cloning a business model that’s successful in another
country

33. Problem-Solution Fit Optimizing product
PRODUCT/MARKET FIT

34. X X
X XX XXX
X
XX XX X
X
X X
X X
X
X X

35. Pivot or persevere
”A pivot is a structured course correction
designed to test a new fundamental
hypotheses about the product, strategy
and engine of growth”

36. Minimum Viable Product
1) Not a product but a test to attract early customers
2) Get as much feedback as possible, as soon as
possible
3) that version of a new product which allows a
team to collect the maximum amount of validated
learning about customers with the least effort.
4) The challenge is to understand what not to ship
5) requires judgment to figure out, for any given
context, what MVP makes sense

37. PRODUCT MARKET

38. The Iteration Meta-Pattern
Ash Maurya, Running Lean

40. MVP Dashboard

41. Validated Learning
Data driven or data informed?

42. Metrics matter because they
relate to your business model
Use analytics to measure whether
your customers are doing what your
business model hopes they will

43. Startup Metrics

44. Lean Startup and Metrics
Qualitative and quantitative metrics.
• Qualitative metrics are unstructured, anecdotal, revealing, and hard to
aggregate;
• quantitative metrics involve numbers and statistics, and provide hard
numbers but less insight.
Vanity and actionable metrics
• Vanity metrics make you and your investors) feel good, but don’t change
how you’ll act.
• Actionable metrics change your behavior by helping you pick a course of
action.
Exploratory metrics and reporting metrics
• Exploratory metrics are speculative, and try to find unknown insights that can
give you the upper hand,
• focusing on the interesting and unexpected and on trying new things,
• while reporting metrics keep you abreast of the!normal, managerial, day to
day operations.

45. Challenges in applying lean
startup methods

46. ”A startup is a human institution
designed to create a new product
or service under conditions of
extreme uncertainty”
- Eric Ries -

47. Attitude
1. Are you entrepreneurial enough?
2. Is there a visionary startup founder in
you?
3. Is your # 1 goal to build a product or
launch a business model for a vision?
4. Do you have a role in a startup team or
are you just there to do a task?

48. Benefits of applying lean
startup methods

49. 1. improves communication with tech and
business managers
2. gives multiple shots at big goals
3. improving our understanding of where we
go wrong

50. Final conclusion

51. Think big, act small, learn
fast

52. All that matters is

53. 1) that you really understand what your
customer wants,
2) have a discipline for finding it out, and
3) that you don’t start building a core
product until you’ve tested your business
model (hypothetical or real)

54. Accept business design as
your biggest challenge

55. Talk to customers and launch
ideas early and often!

56. Thank you!

57. Internet
meetup.com/lean-startup-helsinki
Email
ola.sundell@mentor.fi
Cell
+358-40-549 47 55
Twitter
@TheLeanStarter

58. In an early stage startup,
success is not in a "to do" list, it's
h
in a "to learn" list.
- Sean Ellis -