If you don't have a strategy in place for deploying Lean Startup, you'll end up with siloed efforts that fail to shift the organizational culture or capacity for experimentation. In this session, Jonathan Bertfield will unpack the connection between strategy, experimentation, and execution using core tools from the Lean Startup method. Attendees will unpack your business’ strategic hypothesis and use that as the starting point for defining an experimentation road map.

1. LEAN STARTUP
BRIDGING STRATEGY &
TACTICS
JONATHAN BERTFIELD
SNR FACULTY LEAN STARTUP CO
jonathan@leanstartup.co
@berters @leanstartup

2. JONATHANBERTFIELD
20+ YEARS EXPERIENCE DRIVING GROWTH, INNOVATION AND
PRODUCT DEVELOPMENT AT ENTERPRISES AND STARTUPS
US DEPT. OF DEFENSE, MERCK, MICROSOFT, LEGAL ZOOM, AXA,
USAA, PEARSON, AMERICAN PRESS INSTITUTE, SCHOLASTIC,
SESAME WORKSHOP, ASSOCIATED PRESS, NEWS CORP.,
BUSINESS INSIDER
@BERTERS @LEANSTARTUP
LEAN STARTUP CO - SENIOR FACULTY
SPINNAKER CONSULTING - PARTNER
GENERAL ASSEMBLY - ENTERPRISE
INSTRUCTOR

3. this is what i do

5. MEASURE
BUILD
LEARN
IDEAS
CODE
DATA
RAPID ITERATION

7. EXPERIMENT
RISKY
ASSUMPTION
SYNTHESIZE
RAPID ITERATION

9. RISKY ASSUMPTIONS
STRATEGIC ALIGNMENT
+

11. WHAT IS
LEAN STARTUP?

12. ENTREPRENEURSHIP
AS A SCIENCE

13. HIRING ELON IS
NOT THE ANSWER

14. NO CRYSTAL BALL

15. OUTCOMES
OVER
OUTPUT

16. A METHOD TO SYSTEMATICALLY
ADDRESS UNCERTAINTY
THROUGH RAPID ITERATION
AND MARKET LEARNING
LEAN STARTUP IS MANAGEMENT

17. SEARCHING EXECUTING

22. UNCERTAINTY
FEASIBILITY
DESIRABILITY
VIABILITY

23. MEASURE
BUILD
LEARN
IDEAS
CODE
DATA
RAPID ITERATION

24. LEARNING MOMENTUM

25. RISK
TIME
RELEASE

26. RISK
TIME
RELEASE

27. GUESS
GUESS
GUESS
GUESS
GUESS
FACT
FACT
FACT
FACT
GUESS

28. A METHOD TO SYSTEMATICALLY
ADDRESS UNCERTAINTY
THROUGH RAPID ITERATION
AND MARKET LEARNING
LEAN STARTUP IS MANAGEMENT

29. STRATEGY(FROM GREEK ΣΤΡΑΤΗΓΊΑ STRATĒGIA, "ART
OF TROOP LEADER; OFFICE OF GENERAL, COMMAND, GENERALSHIP")
IS A HIGH LEVEL PLAN TO ACHIEVE ONE OR MORE
GOALS UNDER CONDITIONS OF UNCERTAINTY.

30. CORPORATE
STRATEGY
Consolidate holdings to
focus on education
Build a Smoke-free world
Meet global digital
threats head on

31. PORTFOLIO
STRATEGY
Divest 50% of non
Education holdings over
2yr period
70% of net new revenue
from transformation /
Horizon 3

32. PRODUCT
STRATEGY
Capacity to handle
language needs in EMEA
markets

33. LEAN STARTUP TOOLKIT

34. LIKELIHOOD OF OUTCOMES &
IMPACT
=
SPEED OF LEARNING
X
QUALITY OF LEARNING

35. TOOLKIT
The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
CANVASES
ASSUMPTIONS
EXPERIMENT HYPOTHESIS
MVP
We believe that customers
will want more of our
awesome widgets if
interaction with tech
STRATEGIC HYPOTHESIS
We believe that
we can reduce
our call volume…

36. TOOLKIT
The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
EXPOSE UNCERTAINTY
PRIORITIZE UNCERTAINTY
MANAGE UNCERTAINTY
FRAME UNCERTAINTY
We believe that customers
will want more of our
awesome widgets if
interaction with tech
We believe that
we can reduce
our call volume…

37. BUSINESS MODEL CANVAS
The Business Model Canvas
designed by: Strategyzer AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
strategyzer.com
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources

38. BUSINESS MODEL CANVAS - UBER
The Business Model Canvas
designed by: Strategyzer AG
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
ChannelsKey Resources
Fast access
to cheap
rides
Social media
Temp non
driving Urban
Car owners
Car owners
who need
additional $
Flexible/Part
time schedule
AutomatedDev Teams
Customer Acquisition
Tech platform
Drivers
Map providers
Investors
Traffic Acquisition
Tech infrastructure
S&M, G&A
Urban Non-Car
owners
Mobile App - P
Mobile App - D
Ratings
per mile rides
Surge pricing
Pool, X, Black
Customer Support
Drivers w. cars
Leasing Co’s

40. CRITICAL ASSUMPTIONS
WHAT ARE THE GUESSES YOU HAVE
MADE THAT, IF PROVEN WRONG,
WILL UNDERMINE YOUR VISION?

41. ASSUMPTIONS

42. ‣ KNOWN VS UNKNOWN
‣ HIGH RISK VS LOW RISK
‣ KILL VS NOT KILL
LEAP OF FAITH

43. CRITICAL ASSUMPTIONS
(Run
experiments)
(dig deeper)
HIGH RISK
LOW RISK
UNKNOWNKNOWN

44. STAY IN THE LOOP

45. MINIMAL VIABLE PRODUCT
HOW - METHOD
EXPERIMENTSTOCOLLECTTHE
MAXIMUMVALIDATEDLEARNING
FROMCUSTOMERSWITHTHE
LEASTAMOUNTOFDEVELOPMENT
M V P

46. HOW - METHOD

48. PERSEVERE
VS
PIVOT
VS
KILL

49. HY-POTH-E-SIS
A SUPPOSITION OR PROPOSED EXPLANATION
MADE ON THE BASIS OF LIMITED EVIDENCE AS A
STARTING POINT FOR FURTHER INVESTIGATION.

50. STATEMENT OF OUR BELIEF
+
PREDICTION OF A RESULT

51. EXPERIMENT HYPOTHESIS
▸We believe that…
▸[doing this]
▸for [these people]
▸will [achieve this outcome].
▸We will know this is true when
▸we see [experiment outcome]
▸by [specific timeframe]

52. ▸We believe that…
▸seeding a small network of drivers
▸for a single neighborhood in New York
▸will make it easier to grab a taxi at peak
time
▸We will know this is true when
▸we see 20 drivers with 20 rides/day
▸by 1 month from now
EXPERIMENT HYPOTHESIS

53. ▸We believe that…
▸building an app to hail taxis
▸for urban professionals
▸will massively disrupt public transportation
▸We will know this is true when
▸we see drivers signing up
▸by 2 years from now
STRATEGIC HYPOTHESIS

54. ‣ WRITE A 1-2 SENTENCE STATEMENT
OF YOUR PRODUCT STRATEGY
‣ WE BELIEVE THAT…..
FRAME YOUR UNCERTAINTY

55. ‣ IDENTIFY THE TOP 3 ASSUMPTIONS
BUILT INTO YOUR VISION
‣ WE BELIEVE THAT…..
PRIORITIZE UNCERTAINTY

56. ‣ GRADE YOUR TOP 3 ASSUMPTIONS
ON THEIR ALIGNMENT TO PRODUCT
STRATEGY
PRIORITIZE UNCERTAINTY

57. HYPOTHESIS
▸ We believe that…
▸ [doing this]
▸ for [these people]
▸ will [achieve this outcome].
▸ We will know this is true when
▸ we see [business outcome]
▸ by [specific timeframe]
CREATE YOUR STRATEGIC
HYPOTHESIS FOR THE
PROJECT YOU ARE WORKING
ON

58. HYPOTHESIS
▸ We believe that…
▸ [doing this]
▸ for [these people]
▸ will [achieve this outcome].
▸ We will know this is true when
▸ we see [business outcome]
▸ by [specific timeframe]
CREATE UP TO 3 EXPERIMENT
HYPOTHESES THAT RELATE TO
YOUR STRATEGIC HYPOTHESIS

59. LIKELIHOOD OF OUTCOMES &
IMPACT
=
SPEED OF LEARNING
X
QUALITY OF LEARNING

60. LEAN STARTUP
INTRODUCTION
JONATHAN BERTFIELD
jonathan@leanstartup.co
training@leanstartup.co
@berters @ leanstartup