Running Lean Meta-Principles: Document your plan A - Identify the riskiest parts of your plan - Systematically test your plan - Iteration Meta-Pattern Lean Canvas Identify the riskiest parts of your plan Get ready to experiment Systematically Test your plan

1. LEAN CANVAS
Diseñando tu modelo de negocio bajo principios de Lean Startup
Agosto, 2018

2. RUMBO A
http://agiles2018.agiles.org/

3. ¡Hola!
Víctor García
@idvicman
Asesor Design Instructor & Agile Practitioner en BBVA Bancomer
Instructor en Usaria, Aprende UX, EBC Educación Corporativa, ITAM y E&S Global
Parte de UX Nights y Ágiles México

4. LEAN CANVAS
Diseñando tu modelo de negocio bajo principios de Lean Startup

5. AGENDA
➤ Un poco de contexto
➤ Running Lean
➤ Meta-Principles:
➤ Document your plan A
➤ Identify the riskiest parts of your plan
➤ Systematically test your plan
➤ Iteration Meta-Pattern
➤ Lean Canvas
➤ Identify the riskiest parts of your plan
➤ Get ready to experiment
➤ Systematically Test your plan

7. LEVANTA LA MANO SI…
➤ Eres emprendedor o trabajas en una startup.
➤ Construyes, mides y aprendes a través de Lean Startup.
➤ Has participado en la creación de un Business Model Canvas.
➤ Has participado en la creación de un Lean Canvas.
➤ Buscas descubrir mejores formas de hacer las cosas a través de la agilidad.
➤ Si no has levantado la mano.

9. UN POCO DE CONTEXTO

10. LEAN CANVAS
PROBLEM SOLUTION
KEY METRICS
COST STRUCTURE REVENUE STREAMS
CHANNELS
UNIQUE VALUE
PROPOSITION
UNFAIR
ADVANTAGE
CUSTOMER
SEGMENTS
EARLY
ADOPTERS
List your path to customer
(inbound or outbound)
Something that cannot
easily be bought or copied
List your target and users.Single, clear, compelling message
that states why you are different
and worth paying attetion.
HIGH LEVEL
CONCEPT
EXISTING
ALTERNATIVES
List the key numbers
that tell you how your
business is doing
Title: Created By: Date:
?
List your top 1-3
problems.
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com)
and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Outline a possible solution
for each problem.
List the characteristics
of your ideal customers
List your X for Y analogy
(e.g. YouTube = Flickr for videos)
List your sources of revenueList your fixed and variable costs
List how these problems
are solved today

11. “Lean Canvas is my adaptation of Alex
Osterwalder’s Business Model Canvas, which
he describes in the book Business Model
Generation”.
- Ash Maurya

12. Running Lean: Iterate from Plan A to a Plan That Works (Lean Series)
Ash Maurya

15. “The Mojito Method is about copying other
people's good ideas and mixing them”.
- Jurgen Appelo

16. + + =

17. RUNNING LEAN

18. “Running Lean is a systematic process for
iterating from Plan A to a plan that works, before
running out of resources”.
- Ash Maurya

19. RUNNING LEAN IS…
➤ Is about speed, learning, and focus.
➤ Is about testing a vision by measuring how customers behave.
➤ Is about engaging customers throughout the product development cycle.
➤ Running Lean tackles both product and market validation in parallel using short
iterations.
➤ Running Lean is a disciplined and rigorous process.

20. RUNNING LEAN
➤ Customer Development
➤ Lean Startup
➤ Bootstrapping

21. “Get out of the building.
- Steve Blank
CUSTOMER DEVELOPMENT

22. “Startups that succeed are those that manage to
iterate enough times before running out of
resources.
- Eric Ries
LEAN STARTUP

23. “Right action, right time.
- Bijoy Goswami
BOOTSTRAPPING

24. META-PRINCIPLES

25. RUNNING LEAN META-PRINCIPLES
➤ Document your Plan A.
➤ Identify the riskiest parts of your plan.
➤ Systematically test your plan.

26. DOCUMENT YOUR PLAN A

27. DOCUMENT YOUR PLAN A
➤ Your initial vision is built largely on untested assumptions.
➤ Running Lean helps you systematically test and refine that initial vision.
➤ The first step is writing down your initial vision and then sharing it with at least
one other person.

28. LEAN CANVAS
PROBLEM SOLUTION
KEY METRICS
COST STRUCTURE REVENUE STREAMS
CHANNELS
UNIQUE VALUE
PROPOSITION
UNFAIR
ADVANTAGE
CUSTOMER
SEGMENTS
EARLY
ADOPTERS
List your path to customer
(inbound or outbound)
Something that cannot
easily be bought or copied
List your target and users.Single, clear, compelling message
that states why you are different
and worth paying attetion.
HIGH LEVEL
CONCEPT
EXISTING
ALTERNATIVES
List the key numbers
that tell you how your
business is doing
Title: Created By: Date:
?
List your top 1-3
problems.
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com)
and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Outline a possible solution
for each problem.
List the characteristics
of your ideal customers
List your X for Y analogy
(e.g. YouTube = Flickr for videos)
List your sources of revenueList your fixed and variable costs
List how these problems
are solved today

29. “Your product is NOT “the product”.
Your “business model” is the product”.
- Ash Maurya

30. ¿Qué es un modelo de negocio?

31. MODELO DE NEGOCIO
➤ Un modelo de negocio describe las bases sobre las que una empresa:
➤ Crea valor.
➤ Entrega valor.
➤ Capta valor.

32. ¿Qué es valor?

33. VALOR
➤ Se encuentra definido por el cliente final de un producto o servicio en función de
cómo cubre sus necesidades a un precio específico. Todo lo que no aporte valor debe
eliminarse.

34. ¿Qué es una propuesta de valor?

35. PROPUESTA DE VALOR
➤ Es la descripción de los beneficios que los clientes pueden esperar de tus productos y
servicios.
➤ Consta de dos elementos clave:
➤ Observar a los clientes. El conjunto de características del cliente que asumes,
observas y verificas en el mercado.
➤ Crear valor. El conjunto de beneficios de la propuesta de valor que diseñas para
atraer clientes.

36. IDENTIFY THE RISKIEST
PARTS OF YOUR PLAN

37. “Building a successful product is fundamentally
about risk mitigation.
The bigger risk for most startups is building
something nobody wants.
- Ash Maurya

39. SYSTEMATICALLY TEST
YOUR PLAN

41. Lean Startup no comienza con
requerimientos, sino con supuestos.

42. A partir de supuestos, creamos y validamos
una hipótesis.

43. Hipótesis = supuesto + experimento
Idea o hecho
considerado real o verdadero
sin la seguridad de que lo sea.
Operaciones destinadas a descubrir,
comprobar o demostrar
determinados fenómenos.

44. Declaración de hipótesis:
Creemos que [supuesto] es cierto.
Sabremos que lo hemos hecho [bien/mal] cuando
contemos con el siguiente feedback del mercado:
[feedback cualitativo].
[feedback cuantitativo].

45. A partir de la validación de hipótesis,
medimos si hemos conseguido los resultados
esperados.

46. Experiment Grid
Assumptions
Experiments
Idea
Hypotheses
Results
What did we learn? What will we do next?
If we do ______, then __% of people will do ______________What assumptions have we made
about customers & their world?
Description
Metrics
Created by Alissa Briggs | www.alissabriggs.com | @alissadesigns

47. ITERATION META-PATTERN

49. LEAN CANVAS

50. SKETCHING A LEAN CANVAS
➤ Sketch a canvas in one siting.
➤ It´s OK to leave sections blank.
➤ Be concise.
➤ Think in the present.
➤ Use a customer-centric approach.

51. LEAN CANVAS
PROBLEM SOLUTION
KEY METRICS
COST STRUCTURE REVENUE STREAMS
CHANNELS
UNIQUE VALUE
PROPOSITION
UNFAIR
ADVANTAGE
CUSTOMER
SEGMENTS
EARLY
ADOPTERS
List your path to customer
(inbound or outbound)
Something that cannot
easily be bought or copied
List your target and users.Single, clear, compelling message
that states why you are different
and worth paying attetion.
HIGH LEVEL
CONCEPT
EXISTING
ALTERNATIVES
List the key numbers
that tell you how your
business is doing
Title: Created By: Date:
?
List your top 1-3
problems.
Lean Canvas is adapted from The Business Model Canvas (BusinessModelGeneration.com)
and is licensed under the Creative Commons Attribution-Share Alike 3.0 Un-ported License.
Outline a possible solution
for each problem.
List the characteristics
of your ideal customers
List your X for Y analogy
(e.g. YouTube = Flickr for videos)
List your sources of revenueList your fixed and variable costs
List how these problems
are solved today
12
3
4
5
67
8
9
ClientesOferta
Viabilidad económica
Problema y
solución

52. Revenue Streams
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Cost Structure
Customer Relationships
ChannelsKey Resources
Gain Creators
Pain Relievers
Products
& Services
Pains
Gains
Customer
Job(s)

55. BACKGROUND FUTURE CONDITION (THE GOAL)
PROPOSAL
FOLLOW-ON PLANS (IF ANY)
VALIDATION PLAN
CURRENT CONDITION
ANALYSIS
Title: Created By: Date:
NOW
GOAL
© Created by LeanStack

56. BACKGROUND
EXPERIMENT REPORT
FALSIFIABLE HYPOTHESES
RESULTS
VALIDATED LEARNING
NEXT ACTION
DETAILS
Title: Created By: Date:
NOW
© Created by LeanStack

57. IDENTIFY THE RISKIEST PARTS
OF YOUR PLAN

58. THE RISKIEST PARTS OF YOUR PLAN
➤ Product risk: Getting the product right.
➤ Customer risk: Building a path to customers.
➤ Market risk: Building a viable business.

60. GET READY TO EXPERIMENT

63. SYSTEMATICALLY TEST
YOUR PLAN

64. “Get out of the building.
- Steve Blank

66. EN RESUMEN…

69. ¡Gracias!
Víctor García
@idvicman

70. LEAN CANVAS
Diseñando tu modelo de negocio bajo principios de Lean Startup