Think Like an Agilist
•
37 j'aime•13,862 vues
Think like an Agilist is a crash course about some of the surprising science behind building successful startups. Even though building a startup is hard work with high failure risk, entrepreneurs Steve Blank and Eric Ries have popularized practices that can increase the odds of success. Following the Customer Development or Lean Startup practices will show you what to do. This talk will give you an understanding of why these techniques work, which will allow you to better apply them to your startup or scale them into your enterprise. The event will focus on high growth business and will include a hands on workshop to help practice these concepts.
Recommandé
Contenu connexe
Tendances
Similaire à Think Like an Agilist
Similaire à Think Like an Agilist (20)
Plus de Zach Nies
Plus de Zach Nies (16)
Dernier
Dernier (20)
Think Like an Agilist
- 1. Think Like an Agilist Denver Startup Week
- 2. Ryan Martens @RallyOn
- 5. A founda-on for the mobilize ci-zen engineers around the globe with our employees, customers and partners
- 8. Why I care about startups
- 10. Font Sampler http://media.kelbymediagroup.com/layersmagazine/images/columns/artoftype/may06/glyph-set.jpg http://en.wikipedia.org/wiki/File:Caslon-schriftmusterblatt.jpeg
- 12. 2,500,000 Customers Revolutionized an industry
- 14. Amazing team, culture, product, and process
- 15. One problem…
- 16. Bad business
- 17. Revolutionized nothing
- 19. Amazing team, culture, product, process
- 20. I love to change industries
- 21. Apply new disciplines to your startup
- 22. Become disciplined explorers…
- 23. who know how to balance exploration and execution
- 24. Increase your odds of success
- 25. Typical approach
- 27. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 28. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 29. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 30. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 31. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 32. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 33. Market research Product definition Product requirements Detailed plan Alpha release Beta release Final release FIRST CONTACT WITH CUSTOMERS
- 35. FIRST CONTACT WITH POTENTIAL CUSTOMERS
- 39. Create a plan to predict the future h;p://www.flickr.com/photos/isaacmao/380257543
- 42. Need to create an environment to discover the future
- 43. Increase your odds of success
- 44. Discover the future Vision & Empathy Culture Business Model Frame Frame Frame Frame Build & Ship Build & Ship Build & Ship Build & Ship Learn Learn Learn Learn Test & Measure Test & Measure Test & Measure Test & Measure
- 45. Lean Startup
- 47. Explore Execute h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 49. Frame Frame Build & Ship Build & Ship Learn Learn Test & Measure Test & Measure Explore h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 50. Startups are NOT smaller versions of big companies
- 51. Discover and solve customer’s problem
- 52. Explore h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 53. Business Model
- 55. 1 4 3 9 2 8 5 7 6
- 57. Example – iPod
- 58. + Margin & Profit Walkman for the digital age Design, Manufacturing, Marketing, Support h;p://www.flickr.com/photos/mrmonochrome/93535053 h;p://www.flickr.com/photos/75001512@N00/4683351383
- 59. Now you have a bunch of guesses
- 61. Obscure the guesses with details
- 62. Guesses Frame & Empathize Learn & Share Build & Ship Test & Measure Knowledge
- 63. Big Guess: We understand the problem a customer wants solved
- 65. Who is feeling the pain?
- 66. What pain are they feeling?
- 67. How do they make that pain go away today?
- 68. “Customers don’t care about your solution. They care about their problems. Dave McClure
- 70. Typical market research: Customer attributes
- 72. Innovation market research: Customer circumstances
- 75. Milkshake Test What job is your solution being hired to perform?
- 80. 1987
- 81. 1987 1999 $5.2 B
- 82. 1987 1999 $5.2 B 30,000 not 42M
- 83. 1987 1999 $5.2 B 30,000 not 42M Sold for $25M
- 84. Next big guess: Our product solves the customer’s job to be done
- 86. Test your low fidelity Minimum Viable Product
- 87. Limited access to a rough prototype
- 89. Example - $40 MVP
- 91. Next big guess: Our business model can be profitable
- 93. High level business model h;p://www.forentrepreneurs.com/saas-‐metrics/
- 95. Pivot or Persevere?
- 96. Explore h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 97. Explore h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 98. Next big guess: We can sell our offer or We can acquire and retain users
- 100. Next guess: We know how to sell our product
- 101. Product Positioning For (target customers) Who (have the following problem) The (product name) is a (describe the product or solution) That provides (key benefit) Unlike (reference competition), The product/solution (describe the key point of competitive differentiation)
- 103. You ?
- 104. You
- 105. Find Earlyvangelists
- 107. Next guess: Our draft sales plan will close or activate customers
- 108. You
- 110. Get out and sell* *as founders, not by hiring sales people
- 113. Product Roadmap 8/31/10 10/30/10 1/?/11 3/?/11 Release 1 Release 2 Release 3 Release 4 Theme: UI Theme: Reporting Theme: Dashboards Theme: Admin For X, this UI release For <who>, this release For <who>, this release For <who>, this release provides <what value> provides <what value> provides <what value> provides <what value> Key Features: Key Features: Key Features: Key Features: 1. Feature A 4. Feature B’ 7. Feature B’’ 10. Feature F 2. Feature B 5. Feature C’ 8. Feature D’ 11. Feature G 3. Feature C 6. Feature D 9. Feature E
- 115. Next guess: We can position our company brand
- 118. Pivot or Persevere?
- 119. Pivot or Persevere checklist
- 121. Explore Execute h;p://www.slideshare.net/sblank/the-‐startup-‐owners-‐manual-‐sxsw-‐11954724
- 122. “Get out of the building!” Steve Blank
- 123. “Meaning emerges through interaction” Dave Snowden
- 124. Empathy and insight
- 125. Build empathy for our users and customers
- 130. Design Thinking h;p://www.flickr.com/photos/rkeefer/164636147
- 132. ?
- 135. Uncertainty
- 138. Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 139. Where are you?
- 140. Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 141. Level of uncertainty Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 142. When to explore vs execute?
- 143. What to do Execute Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 144. What to do Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 145. What to do Big Companies Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 146. Big Companies h;p://www.flickr.com/photos/ironnickel/6076087519
- 148. 30 years of science
- 149. Unordered Ordered High Low Uncertainty Uncertainty Chaotic Complex Complicated Simple
- 150. Unordered Ordered Complex Complicated Chaotic Simple
- 151. Unordered Ordered Complex Complicated Chaotic Simple
- 152. Unordered Ordered E E x x p e l c o u r t e e
- 153. Unordered Ordered E D m e e l r i g b e e r a n t t e
- 154. Unordered Ordered P r P e p l a a r n e
- 155. Unordered Ordered E n t G M r e a e n n p e a r r g e a e n l r e u r
- 156. Ideal team sizes Complex Complicated < 30 People < 150 People < 7 People > 150 People Chaotic Simple
- 157. Example – Taxi Cabs
- 162. Brown, Tim (2009-‐09-‐16). Change by Design (Kindle Loca-on 1984). Harper Collins, Inc.. Kindle Edi-on.
- 164. Apply new disciplines to your startup
- 165. Become disciplined explorers…
- 166. Don’t squander your time
- 168. Do what you love
- 169. Love what you do
- 171. Books that informed this talk
- 172. People who informed this talk David Max Ash Clayton Snowden Boisot Maurya Christensen Frank H. Eric Knight Ries Geoffrey Steve Moore Blank
- 174. @zachnies @RallyOn #DenverStartupWeek