Exploring the Lean Product Lifecycle for Enterprise innovation and product management using Agile and Lean Startup Practices. How to capture and scale ideas across businesses.

1. CREATING A
LEAN & AGILE
ENTERPRISE
CRAIG
STRONG

2. craig@strongandagile.co.uk
@craigstrong
uk.linkedin.com/in/craigstrong/
Craig Strong
Chief Technology Officer
www.LeanProductLifecycle.com

3. THE WORLD HAS
CHANGED!

4. UNCERTAINTY—IN THE ECONOMY, SOCIETY, POLITICS—
HAS BECOME SO GREAT AS TO RENDER FUTILE, IF NOT
COUNTERPRODUCTIVE, THE KIND OF PLANNING MOST
COMPANIES STILL PRACTICE: FORECASTING BASED
ON PROBABILITIES
Peter Drucker
THE NEED FOR ADAPTIVE MANAGEMENT

6. ANNUAL PERFORMANCE TRAP
Jeremy Hope, 2003. Beyond Budgeting: How Managers Can Break Free from the Annual Performance Trap. Edition. Harvard Business Review Press.

7. TRADITIONAL MODELS ARE CHANGING

8. ENTERPRISE INVESTMENT STRATEGIES
High Probability
Low Probability
Low Impact
Most
Organisations
High Impact
Start Ups

9. INNOVATION FUNNELS LIMITED IN ENTERPRISES - GOVERNANCE
New Ideas
Products
Long development time
18 months+
Bottleneck of ideas

10. LEAN & AGILE
PRODUCT
DEVELOPMENT

11. “THE LEAN STARTUP METHOD TEACHES YOU HOW TO
DRIVE A STARTUP-HOW TO STEER, WHEN TO TURN, AND
WHEN TO PERSEVERE-AND GROW A BUSINESS WITH
MAXIMUM ACCELERATION.”
http://theleanstartup.com/principles
LEAN STARTUP

12. BASIC AGILE PRINCIPLES

13. COMPLEX SIMPLICITY

14. EXECUTION VS DISCOVERY

15. CONTEXT IS EVERYTHING! - CYNEFIN

16. LEAN PRODUCT LIFECYCLE
BUILDING AN INNOVATIVE
ENTERPRISE

17. TRANSFORMATION AREAS
1.Lean Product Lifecycle
2.Product Portfolio Management
3.Annual Budgeting
4.Communities
5.Training & Coaching

18. PRODUCT LIFECYCLE FRAMEWORK - STAGE QUESTIONS
Can you
identify a
core user
problem in a
target
market?
Are there real
customers
who get value
from your
concept?
Is there a
viable
business
model for this
product?
Can you
demonstrate
Product/
Market Fit
or validated
business
model?
How fast are
you growing
the business
at scale? Are
you
continuing to
deliver
outcomes to a
broader user
set?
Are you
delivering
revenue and
outcomes
while
reducing
costs?
What
residual
value can be
gleaned
from the
business?
Idea Explore Validate Grow Sustain Retire

19. SEARCHING & EXECUTING
Status Before Market-Fit After Market-Fit
Focus Searching for a Business Model Executing Against Business Models
Duration Days Weeks Months <1 Year Years
Metrics
Customer Discovery, Innovation
Accounting, Lean Analytics, Pirate Metrics
Revenues, Profit-Margins, ROI, ARR, NPV
Key Activities
Small Cross-Functional Teams, Safe To
Fail/Learn, Scrum/Kanban, Hypotheses
Driven Design, Lean Startup -Complex/
Emergence, Devops
Delivery Frameworks, Scrum/Kanban,
Portfolio, Growth Hypotheses Reviews,
Cross-Departmental Performance, Growth
Performance Mgmt, Devops

20. SEARCH VS EXECUTE

21. BUSINESS MODEL INNOVATION

22. NON-LINEAR PROCESS

23. LEAN GOVERNANCE

24. MORE IDEAS, MORE BETS, MORE EXPERIMENTATION
Not all the ideas
survive but all the
learnings are recorded
All the ideas are
quickly captured
and tested
One to three
months turnaround

25. LOTS OF SMALL BETS

26. PROJECTS VS PRODUCTS

27. LEAN EMERGENT GOVERNANCE
PRODUCT COUNCILS
PORTFOLIO MANAGEMENT & PERFORMANCE
INTERNAL SKILLS MARKETPLACE
ADAPTIVE BUDGETING
KNOWLEDGE COMMUNITIES
1/4
SCALING FRAMEWORKSDESIGN THINKING/LEAN STARTUP
AGILE PRACTICES
1/4

28. CUSTOMER EVIDENCE !

29. GROWTH HYPOTHESES - RELATIVE PERFORMANCE
Quarterly
Hypotheses
Product
Metrics
Strategic
Growth
Hypotheses
Legal

30. CULTURE & TEAMS

31. LEAN & AGILE - NOT JUST SOFTWARE TEAMS
FINANCE HR LEGAL DEV TEAM MARKETING SALES
WAGILE

32. CROSS-FUNCTIONAL KNOWLEDGE NETWORK - LEARNING ORGANISATION
* Agile and Lean
feed in at a
Principles level
Design
Lead has
been identified
Slice is engaged
with the lifecycle
Everything is wrapped
in Principles & Values,
Governance and Quality

33. LEARNING & COLLABORATIVE COMMUNITIES
Today Tomorrow
Decentralized
Network
Distributed
Network
Product team
has better
access to all
parts of the
business
Product team
has restricted
access to other
parts of the
business which
can hinder or
slow progress

34. CONTINUOUSLY IMPROVING - BE COMFORTABLE WITH DIFFERENCE
Open Source Product Lifecycle Criteria V1.0
Learning about
practice
Common extensions
can be incorporated
into later versions
Open Collaborative Learning Community

35. INCLUSIVE LANGUAGE

36. TRAINING & COMMUNITY
Lean Startup
Agile
Design Thinking
Beyond Budgeting
Customer Interviews
Minimal Viable Experiments
MVP’s
Lean Analytics
Growth Hacking
Hypotheses
Business Model Experimentation
Value Proposition Management
Quality
Community Contribution
and More….

37. LEAN TRANSFORMATION TAKEAWAYS
1. AGILE/LEAN IS AN ORGANISATIONAL MINDSET
2. CONTEXT IS EVERYTHING!
3. SEARCHING ISN’T THE SAME AS EXECUTING
4. NURTURE COMMUNITIES AND KNOWLEDGE
5. BE COMFORTABLE WITH DIFFERENCE
(HEURISTICS VS PROCESS)

38. THANK YOU
craig.strong@gohubble.com
craig@strongandagile.co.uk
@craigstrong
uk.linkedin.com/in/craigstrong/