1. bio stages
1.1. wrode code
1.2. managed ppl writing code
1.3. managed ppl managing ppl writing code
1.4. now
1.4.1. coaching ppl managing ppl managing ppl writing code
2. About
3. Link
3.1. http://blog.lookingforanswers.me/2011/04/lean-startup-book.html
4. But when bringing customers to usability tests - saw that all assumptions failed
5. Example
5.1. Personal experience with IMVU
5.1.1. They had a great strategy
5.1.2. All of the code was thrown out
5.1.3. He could have spent his time on the beach
5.1.4. His excuse for feeling better:
5.1.4.1. He learnt from it
5.1.5. What if instead of writing so much code, they would have written a mock download page describing the product
5.1.5.1. It would have resulted in the same result
5.1.6. Blank developed a system for finding your customer
5.1.7. This was very upsetting for him
5.1.7.1. something taking 3 hours is just as good as writing 25K lines of code
5.1.8. If he learnt the important thing on customer after 6 months, why did it take 6 months?
6. In real-life, all of the important work is in the photo-montage act, though its the most boring, from story-telling perspective
7. Help stop wasting the time of people doing startups
8. Lean Startup tries to make it a science, to stop wasting ppl's time
9. Waterfall copied from factory assembly line
9.1. moving goods from 1 dept to another
10. A thoery of enterpreneurship to guide our behavior
11. so, which of these are success stories, in the sense of meeting the vision & plan of founders & employees
12. a human institution trying to create something new, under conditions of high uncertainty
13. Goal
14. 5 Principles
14.1. Everyone are enterpreneurs
14.2. Enterpreneurship is management
14.3. Validated learning
14.4. "Build - measure - learn" loop
14.5. Innovation accounting
15. Consider the way startup stories are told
15.1. e.g.
15.1.1. Ghost busters
15.1.2. The social network
15.2. Stories of startups have 3 parts
15.2.1. The protogonist having a great idea
15.2.2. The photo-montage - bringing everything to work
15.2.3. Success & its implications
15.3. What do we do in that part that makes a difference
15.3.1. Figure out which customers to listen to, & which not
15.3.2. Prioritizing features
15.3.3. How do we make people accountable
15.4. How can we make the photo-montage part more effective
16. What is a startup
16.1. enterpreneurship is a career
16.1.1. doing it means you're no longer an engineer/designer/&c
16.2. Startup = Experiment
16.2.1. just like in science
16.2.1.1. hypothesis
16.2.1.2. thoery which suggest which experiments will test it
16.2.1.3. prediction
16.2.1.4. conducting an experiment
17. Wasting time
17.1. The solution is not technical
17.2. The problem is not building things efficiently
17.2.1. But rather building things that no one wants
17.3. Most startups fail
17.3.1. <map of web2.0 startups logos in 2006, predicted to change the world>
17.3.2. <same map in which the companies that were closed/acquired by 2009 are marked>
18. The dominant question
18.1. Not
18.1.1. Can it be built?
18.2. But
18.2.1. Should it be built?
18.2.2. Can it result in a sustainable business
19. Enterpreneurship is management
19.1. Our goal is to create an institution, not just a product
19.2. When we'll look at the way we manage work today in a few decades, we'd laugh on the primitive ways & absurd stupidity
20. Pivot
20.1. The 1st thing in the toolbox
20.2. What do successful startups have in common?
20.3. The successful startups don't have better ideas than the failed ones
20.4. Successful startups differ in how they handle difficulties:
20.4.1. they didn'g give up & went home
20.4.2. nor did they continued till they hit the ground
20.4.3. they pivoted
20.4.3.1. they held one firm leg in what they've learned so far
20.4.3.2. & moved the other leg a bit - changing just 1 aspect of their business at a time
21. The premise of Lean Startups
21.1. Reduce the time between pivots
21.2. Will increase our odds of success
21.3. before we run out of money
21.4. Speed wins
21.5. The runway:
21.5.1. how many pivot opportunity do I have left
21.6. figure out to pivot sooner
22. Methodology
22.1. Good for circumstances when problem & solution are known
22.2. this is long time after it was abandoned in assembly line
22.3. factories switched to Lean manufacturing
23. Achieving failure
23.1. If we're building something no one wants
23.2. What does it matter if we'er
23.2.1. on time
23.2.2. on budget
23.2.3. with high quality
23.2.4. with beautiful design
23.3. We're according to milestones
23.3.1. no body using our products as expected
23.4. That's what startup failure looks like
24. Lean manufacturing
24.1. Deming
24.1.1. "The customer is the most important thing in the production line"
24.1.2. If the customer doesn't care about some stuff, don't do it
24.2. When applied to software, the solution was Agile methodology
24.2.1. Unit of progress:
24.2.1.1. A line of working code
24.3. The problem with Agile
24.3.1. In startups - there's no customer to guide the programmers
24.3.1.1. We don't know who the customer is
25. R
25.1. Blank developed a system for finding your customer
25.2. Unit of progress:
25.2.1. Validated learning
25.3. If you don't know who the customer is, you don't know what quality is
25.3.1. the goal is to learn how to build a sustainable business
25.4. In lean manufacturing, there's a clear separation between value & waste
25.4.1. What's good to the customer is value
25.5. In Lean startup, value is only in what helps us learn
25.5.1. validated learning
25.5.1.1. backup learning quantitavily
25.5.2. everything else is a complete waste of time
25.5.2.1. eliminate it
25.6. Minimum Viable Product
25.6.1. Containing only what's necessary to learn whether our plan is correct or not
25.7. Feedback loop
25.7.1. Ideas ->
25.7.2. Buid ->
25.7.3. Code ->
25.7.4. Measure ->
25.7.5. Data ->
25.7.6. Learn ->
25.8. This is the pivot
25.9. The goal is to minimize time through the loop
25.9.1. Every advice that gets us faster in this feedback loop is good
25.10. Lean startup is about accelerating the feedback loop
25.10.1. Code faster
25.10.2. Measure faster
25.10.3. Learn faster
26. Innovation Accounting
26.1. How can you make people accountable for their work when they need to develop something new?
26.1.1. How can you assess their progress / achievements
26.2. Focus on 3 learning milestones
26.2.1. Tune th engine
26.2.1.1. Experiment on how to improve the metrics
26.2.1.2. Which assumes there's someone that can give us authorative defintive answer on design questions
26.2.1.3. Do split testing to verify that changes indeed change the metrics
26.2.2. Establish the baseline
26.2.2.1. build MVP
26.2.2.2. Measure how customers bahve right now
26.2.2.3. A model allowing to predict:
26.2.2.3.1. if customers behave currently in this way, we'll have zillions of them in the future
26.2.2.4. find out where you are now
26.2.2.4.1. e.g.
26.2.3. PIvot or persevere
26.2.3.1. When experiments diminish metrics, it's time to pivot
26.2.3.1.1. or when the growth derivative flattens, before hitting the target metrics
26.2.3.2. Schedule the meeting in advance for making the decision
26.2.3.3. It's not simple to determine whether a Product-Market fit was reached, but Lean Startup suggests a methodic "scientific" way to do that
26.3. Do specific per-customer predictions
26.3.1. Do specific per-customer predictions
27. Further questions answered in the coming book
27.1. How do we know when to pivot?
27.2. what's the relation between the Vision, Strategy, Product?
27.3. What should we measure?
27.4. How do products grow?
27.5. Are we creating value?
27.6. What's in the MVP?
27.7. Can we go faster?
28. Q&A
28.1. Which products should Google pivot on?
28.1.1. Google have a management problem
28.1.1.1. when launching a product, they have their brand name, & if it's needs pivot it's embarassing for Google
28.1.2. They should have launched in small scale without the Google brand
28.1.3. Companies should provide a platform for experimentation to developers
28.1.4. Have clear analytics of whether they succeed or not
28.1.5. Even though everything that Google launched immediately gets maximal exposure & download?
28.1.5.1. Yes
28.1.5.1.1. Marketing is something you can always do, but you shouldn't market trongly bad products
28.1.5.1.2. Really great products have an inherent organic growth capability
28.1.6. Pivots should be celebrated
28.1.6.1. Celebrate the learning, not the failure
28.1.6.2. Succeeded to get away from failure
29. Further reading
29.1. 4 steps to epiphany
29.1.1. Book by Steve Blank
29.2. Book coming out in sept, 2011
29.3. Conf
29.3.1. http://sllconf.com
29.4. Links
29.4.1. http://lean.st
29.4.2. http://startuplessonslearned.com
29.4.3. http://theleanstartup.com
29.4.4. @ericries
29.4.5. #leanstartup
29.4.6. eric@theleanstartup.com