The document provides an overview of the Lean Startup methodology. It discusses concepts like the minimum viable product (MVP), validating hypotheses through customer interviews, pivoting based on learning, and using business model canvases to test assumptions. The key stages of the Lean Startup process are the discovery stage, where problems are identified and hypotheses formed, and the validation stage, where hypotheses are tested through customer experiments to determine whether to pivot or persevere. Effective customer interviews are emphasized as a way to gain insights and minimize time to pivot or progress.

1. LeanMantra
Creating Culture of Validated Learning
Lean Startup workshop
13-14 December 2013

2. MVP
Business
model
Riskiest Assumption
Pivot
Idea
Hypothesis
Lean
Startup?
Customer Interviews
Eliminate waste

3. Traditional Product
Development
Idea
Some
Learning
Business Plan
Development
Most of the
Learning
Alpha Beta
Launch
Problem Known
Solution Known

4. But in a Start-up…
Problem:
Unknown
Solution: Unknown
Market :
Unknown
Unknown: Unknown

5. 2 Stage of Learning
Discovery
Pivot or
Persevere
Validation
Test
Problem

6. 2 Stage of Learning
Discovery
Validation
Hypothesis
Test
Problem
Pivot or
Persevere
Test
Solution

7. 2 Stage of Learning
Discovery
Validation
Get
ready to
sell
Sell to
Early
Adaptors
Pivot or
Persevere
Develop
Positioning

8. 2 Stage of Learning
Discovery
Validation
Pivot

9. Minimize total time through the loop

10. MVP
Maximum
Learning with minimal effort

11. $60 MVP

12. Concierge MVP

13. Wizard of Oz

14. Co-founder Search

15. If you are not
embarrassed by the
first version of your
product, you’ve
launched too late
Reid Hoffman, Founder LinkedIn

17. Process
Vision
Idea
Riskiest
Assumption
Hypothesis
Experiment
Pivot/
Persevere

18. Business Model
Describes the rational of
how an organization
creates, delivers and
captures value

19. CUSTOMER SEGMENTS
which customers and users are you serving?
which jobs do they really want to get done?

20. VALUE PROPOSITIONS
what are you're offering? what is that
getting done for them? do they care?

21. CHANNELS
What are your distribution channels?

22. CUSTOMER RELATIONSHIPS
How do you Get, Keep and Grow your customers

23. REVENUE STREAMS
what are customers really willing to pay for?
how?
are you generating transactional or recurring

24. KEY RESOURCES
which resources underpin your business
model? which assets are essential?

25. KEY ACTIVITIES
which activities do you need to perform well
in your business model? what is crucial?
25

26. KEY PARTNERS
which partners and suppliers leverage your model?
who do you need to rely on?

27. COST STRUCTURE
what is the resulting cost structure?
which key elements drive your costs?

28. key
activities
value
proposition
customer
relationships
key
partners
customer
segments
cost
structure
revenue
streams
key
resources
channels

29. Business Model Canvas

30. Jobs
People don’t buy quarter inch drills, they buy quarter inch holes
Functional
Social
Emotional

31. An Ecommerce Company Business Model
Key Partners
Key Activities
Key Resources
Cost Structure
Value Proposition
Customer Relationship
Channels
Revenue Streams
Customer Segments

33. Business Model Canvas
Assumption
Assumption
Assumption
Assumption
Assumption
Assumption
Assumption
Assumption
Assumption

34. Suresh is working on the idea of helping parents
rent toys on subscription basis . He has heard
about Lean Startups and plans to interview
parents and meets his friend Ramesh who is a
parent of 5 year old boy.

35. Suresh questions - “ Hey Ramesh I am working
on idea of renting toys through subscription.
What do you think about the idea ?”
Ramesh Answers: “This is a pretty cool idea,
infact I was looking for something like this
because toys are too expensive”

36. Expose Ego Filter

37. Remove Idea Filter

38. Suresh: “Would you buy a product that solved
this problem for you ”
Ramesh: “Sure why not”

39. Can’t Lie Filter

40. Suresh: “OK tell me How much would you pay
for this”
Ramesh: “ I don’t may be few 100 Rs or 1000 Rs”

41. Opinion Filter

42. Ramesh “ In general I don’t buy unless I can
experience, If you have an offline store then I
check it out and rent it”
Suresh : “That’s great to know I will definitely
take this up”

43. Ramesh: “Sounds great I love this ”
Suresh thinks : “Looks like have a positive
customer”

44. Ramesh : “Brilliant let me know when it
launches”
Suresh: “Looks like I can start getting revenue”

46. Ramesh: “Couple of people I can introduce
when you are ready”
Suresh: “My marketing problem is also solved“

48. Filters for interviewing

49. Apply the following filters
•
•
•
•
•
Expose Ego Filter – Are you framing questions to
have other person support you in your thinking
Remove Idea Filter – Are you communicating your
idea while interviewing
Can't Lie Filter – Are you framing question in a way
that answer could be a lie
Opinion Filter – Are you framing question in a way
that opinions are elicited
False Positives Filter – Are you framing question in
a way that answers can lead to a false positive
response

50. An important ‘check’ condition

51. Run an important check
Problem Worthiness/Acuteness Check
Or
Did Something Check

52. Good interviews would lead to
Permission to contact again
Clear next meeting
Intro to decision maker
Commitment to run trial
Pre purchase

53. Have a casual conversation

54. Go with a script in your head

55. Recommended to Interview in
groups of 2

56. Capture emotions
Use emotion symbols
 Happy
 Sad
 Don’t care
! Workflow
[] Problem
~ Obstacle

57. Good Questions
Why do you bother ?
What are the implications of that
Tell me the last time it happened
Tell me more ( open ended )
What else have you tried
How are you dealing with it now ?
Anything else I should have asked
Who else should I talk to
What does the problem cost you ?
Where does money come from ?

58. Why do you want that?
What would that let you do?
How are you coping without it?
Do you think we should push back the launch
add that feature, or is it something we could
add later?
How would that fit into your day?

59. Question for Emotion
Tell me more about that
That seems to really bug you — I bet there’s a story
here
What makes it so awful?
Why haven’t you been able to fix this already?
You seem pretty excited about that — it’s a big
deal?
Why so happy?
Go on

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