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Lean Startup Summit
Europe 2018
Building the Future Company Today

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Disclaimer
1. Statements and opinions expressed in this presentation
might not necessarily represent those of Gerard Chiva
and AKTIA Solutions
2. Parts of the content of this presentation are extracted from
slides, photos and notes taken at Lean Startup Summit
2018
3. Parts of the content of this presentation were created or
adapted by AKTIA Solutions

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Introduction
Lean Startup Summit 2018

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Building the Future Company Today
1. Customers love to buy from
2. People love to work for
3. Scalable & Growth
4. Serves a purpose in the world

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Agile & Lean Startup
2001 2005

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Agile & Lean Startup
AGILE
LEAN STARTUP

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Business Agility ???
OPERATIONAL AGILITY
Scrum
Kanban
DevOps
...
PRODUCT AGILITY
Lean Startup
Design Thinking
Lean UX
Behavioral Economics
...

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Business Agility
OPERATION
S
INNOVATIO
N
STRATEGY
PEOPLE
PRODUCTS
MANAGEMENT
CUSTOMERS
MARKETS
TECHNOLOGY
FINANCE
SALES LEADERSHIP
PARTNERS
CHANNELS

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Key Takeaways

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Takeaways (Credits)
1. Corporate Innovation
2. Ambidextrous Organization (Alex Osterwalder - @AlexOsterwalder)
3. Innovation Portfolio (Alex Osterwalder - @AlexOsterwalder)
4. Innovation Management (Tendayi Viki - @tendayiviki)
5. Innovation Pitfalls (Brant Cooper - @brantcooper)
6. The Startup Way (Eric Ries / Elliot Susel - @ericries / @ElliotSusel)

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Corporate Innovation
Laying the Foundations of Future Growth

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”In One Tweet, Kylie Jenner Wiped out 1.3 Billion
of Snap’s Market Value”
THE MARKETPLACE OF
UNCERTAINTY

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https://www.economist.com/blogs/schumpeter/2012/01/how-fujifilm-survived

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Entrepreneurial Management
Who in your organization is responsible right now for the
following two things?
1. Overseeing high-potential growth initiatives that could one
day become new divisions of the company
2. Infusing everyday work across the organization with an
entrepreneurial, experimental, iterative mindset.
Eric Ries - “The Startup Way”

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Two Paradigms
TRADITIONAL INNOVATION
ACCOUNTABILITY
ROI, market share, margin Leading indicators, metered funding
PROCESS
Functional handoffs, economies of scale, reduction of
variation
Scientific, iterative processes, economies of speed and
experimenting
CULTURE
Avoid failure, risk mitigation, compliance and predictability Productive failure leads to learning, engage in constant
innovation
PEOPLE
Traditional management requires constant rhythm People working in cross-functional teams, unlocking new
growth
Adapted from “The Startup Way” by Eric Ries

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Measuring Innovation
● Innovation Accounting
● Metered Funding

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Innovation Accounting
1 - Problem:
Respondents who have
this need, respondents
who are aware of having
the need
2 - Solution:
Respondents who try the
MVP, engagement,
churn, most-used/least-
used features, people
willing to pay
3 - UVP:
Feedback scores,
independent ratings,
sentiment analysis,
customer-worded
descriptions, surveys,
search, and competitive
analysis
4 - Customer
Segments:
How easy it is to find
groups of prospects,
unique word segments,
targeted funnel traffic
from particular source
5 - Channels:
Leads and customers per
channel, viral coefficient
and cycle, net promoter
score, open rate, affiliate
margins, CTR,
PageRank, message
reach
6 - Unfair Advantage:
Respondents’
understanding of the
UVP, patents, brand
equity, barriers to entry,
number of new entrants,
exclusivity of
relationships
7 - Revenue Streams:
Lifetime customer value, average revenue
per user, conversion rate, shopping cart
size, CTR
8 - Cost Structure:
Fixed costs, cost of customer acquisition,
cost of servicing nth customer, support
costs, keyword costs
OMTM (One
Metric That
Matters)
Innovation accounting is a system for translating from the vague
language of “learning” to the hard language of dollars. It puts a
price not just on success but also on information. Innovation
accounting allows organizations to quantify learning in terms of
future cash flows - Eric Ries

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The One Metric That Matters (OMTM)

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Metered Funding

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Corporate Innovation Summary
● The marketplace of uncertainty
● Convince the CEO?
● Entrepreneurial management
● Two paradigms
● Measuring innovation

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Ambidextrous
Organization
Explore vs Exploit

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Innovation Theather
Tendayi Viki - The Corporate Startup

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Bridging Lean Startup with Corporate Innovation
● Ambidextrous Organization
● Three Horizons of Innovation

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Exploit / Explore

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Organizational Chart of the Future
?
Alex Osterwalder

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Organizational Chart of the Future
Alex Osterwalder

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The Scope of the Ambidextrous Organization
https://hbr.org/2004/04/the-ambidextrous-organization

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Innovation Portfolio (Original)
https://steveblank.com/2015/06/26/lean-innovation-management-making-corporate-innovation-work/

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Innovation Portfolio
How do we measure our portfolio of Startups?

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Exercise in Pairs (2 min)
HOW WOULD YOU REPRESENT EXISTING BUSINESSES OF ANY COMPANY
IN TWO DIMENSIONS?
?
?
Alex Osterwalder

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EXPLOIT
Alex Osterwalder

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Exercise in Pairs (2 min)
HOW WOULD YOU REPRESENT ALL YOUR NEW IDEAS, ONGOING
INNOVATION OR GROWTH PROJECTS?
?
?
Alex Osterwalder

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EXPLORE
Alex Osterwalder

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The Business Portfolio Map
Alex Osterwalder

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Google
Alex Osterwalder

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Nestle (2014)
Alex Osterwalder

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Nestle (2016)
Alex Osterwalder

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Nestle (2016)
Alex Osterwalder

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How many projects does it take to produce a
Nespresso?
?
Alex Osterwalder

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Failure is a must
Alex Osterwalder

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What do we test?
+ ADAPTABILITY

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Innovation Management

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Aligning Innovation with Corporate Strategy
Tendayi Viki - The Corporate Startup

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Managing Innovation with traditional mentality

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Innovation Management
Tendayi Viki - The Corporate Startup

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Innovation Management
Tendayi Viki - The Corporate Startup

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“As VCs we want to BUY answers to a
hierarchy of questions towards a successful
and scalable business model. Every time
we get an answer we double-down” -
Tendayi Viki
Funding Innovation

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Funding Innovation

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Strategic Portfolio Management
Tendayi Viki - The Corporate Startup

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Innovation Pitfalls
When Innovation Programs Fail

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LOST IN THE SEA

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INNOVATION AS A DUALITY

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TOP-DOWN & BOTTOM-UP

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VANITY METRICS

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Innovation Portfolio (Lean Startup Version)
https://steveblank.com/2015/06/26/lean-innovation-management-making-corporate-innovation-work/

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How do we do it?
1. Act like a startup
2. Articulate the vision
3. Create the roadmap
4. Find your champions
5. Accelerate
6. Allow structure to emerge

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The Startup Way
How do we build a modern
company?

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The Missing Function
Who in your organization is responsible right now for the
following two things?
1. Overseeing high-potential growth initiatives that could one
day become new divisions of the company
2. Infusing everyday work across the organization with an
entrepreneurial, experimental, iterative mindset.
Eric Ries - “The Startup Way”

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Change the Paradigm
TRADITIONAL INNOVATION
ACCOUNTABILITY
ROI, market share, margin Leading indicators, metered funding
PROCESS
Functional handoffs, economies of scale, reduction of
variation
Scientific, iterative processes, economies of speed and
experimenting
CULTURE
Avoid failure, risk mitigation, compliance and predictability Productive failure leads to learning, engage in constant
innovation
PEOPLE
Traditional management requires constant rhythm People working in cross-functional teams, unlocking new
growth
Adapted from “The Startup Way” by Eric Ries

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A Management System for Innovation at Scale
Culture eats strategy for breakfast … and
STRUCTURE EATS CULTURE FOR DINNER !!!

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A New Organizational Form
AGILE
LEAN
STARTUP

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The Startup Way (Principles)
1. Continuous Innovation
2. Startup as the atomic unit of work
3. The Missing Function
4. The Second Founding
5. Continuous Transformation

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The Three Phases of Transforming a Company
1. Critical Mass
2. Scale Up
3. Deep Systems

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Reference Bibliography

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Discussion

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Topics
1. Corporate Innovation
2. Ambidextrous Organization
3. Innovation Portfolio
4. Innovation Management
5. Innovation Pitfalls
6. The Startup Way
7. ???

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Thanks!
AktiaSOLUTIONS
● INNOVATION
● PRODUCT MANAGEMENT
● AGILE
● EXECUTIVE COACHING
ENLIGHTENING YOUR STRATEGY