Lean Startup for Enterprises
Rita BakerBaker Marketing
Lean Startup Circle Montreal
2
Introduction
• Marketing Consultant• Coach/business mentor
• Montreal Lean Startup Circle Organiser
• Mentors Montreal Founder
Technology and Innovation Marketing
Help our customers reach their full market potential with the least amount of
marketing resources possible.
Rita Baker
Introduction
• Business and technology
Consultant• Business mentor
• Software engineering lecturer
• Entrepreneurship skills instructor
Strategic consulting
Help our customers to rethink their business
model and to innovate.
Alain Dion
Innovation. It’s more than a word. It’s a culture
How Lean Startup can help create an innovation culture
• Action biased• Mistakes are ok• Perseverance• Learning
– Fact based criticism– Experimenting
• Customer focused• Community reach out• Discipline• Structure• Flexibility• Fast• Empowerment
Market Research Gating Process
It Sells
Nobody wants it
Main challenges of implementing Lean Startup in large enterprises
Product/ Market fit Validation
Business model
Validation
ScalingValidation
Traditional product/service creation process
Lean Startup product/service creation process
It sells
Learning
Risks
Launch
Multiple launches
Lean Startup practitioners
...
How LS is implemented in large enterprise
Support
Intrapreneurs/Change agents
Sr DirectorsVPsPVPsCxOs
Resistance zone
WHAT YOU ALWAYS WANTED TO KNOW BUT WERE TOO AFRAID TO ASK
Lean Startup 101
What is Lean Startup?
2011Lean Startup is the scientific
approach applied to startups A startup is a human
institution designed to create new products &
services under conditions of extreme
uncertainty
A way to minimise your commercialisation risk when faced with product and/or market uncertainty
The Inspiration for Lean Startup
Lean productionCustomer development Agile PM Innovation adoption
Search of a business model
In-depth Customer knowledge Rigorous
measuring
$$$
Innovationaccounting
Basics of Lean StartupRiskiest
Assumption
Minimum Viable Product (MVP)
Metrics
Pivot or not
What Lean Startup isn’t
• A way to cut project costs• A recipe for guaranteed success• Pixie dust that will transform anyone into an
entrepreneur or intrapreneur overnight
Riskiest Assumption
• Formulating your idea in a way that can easily be tested and validated (or invalidated)– Customer– Problem– Solution
Minimum Viable Product• Definition varies according to what stage you are at in your project
• A concept that represents an element of your __________ (replace with one of
the following):– Business model– product/service – Process
which enables you to gather the most learning to move you towards your product/market fit or scale with the least effort.
• An MVP can be anything...your imagination is the only limit
Another name for a crap product/service
Metrics
• Actionable
• Accessible
• Auditable
Good metric
GET OUT OF THE BUILDINGWorkshop
Case study 1 – Mall Slide
• Business objective– Increase the attractiveness of the mall for young
active shoppers• Business idea– Installing slides to go down from one level to the
next
Business Model – Mall Slide
Young active shoppers
Increase young active
shoppers’ satisfaction by
offering the possibility to use a slide to
reach the levels below
Mall construction/renovation companies
Build and install mall
slides
Define your experiment• Critical hypothesis : ___________________________
_________________________________________• Scenario : Observe young active shoppers for 10 min./Interview
escalator users (2 questions)• MVP : Observation/Interview guide• Metric 1: _____________________
– Standard: ___%of observations must result in ________________• Metric 2: _____________________
– Standard: ____ out of ____ observations must result in ________________
• Time to execute experiment: 10 minutes
Case study 2 – ATM Moveable Seat
• Business objective– Improve the experience of automatic teller (ATM)
users• Business idea– Provide a moveable seat/space where users can
sit or place their parcels on while using the ATM
Business Model – ATM Seat
Define your experiment• Critical hypothesis : ___________________________
_________________________________________• Scenario : Observe ATM users for 10 min.• MVP : Observation guide• Metric 1: _____________________
– Standard: ____ out of ____ observations must result in ________________
• Metric 2: _____________________– Standard: ____ out of ____ observations must result in
________________• Time to execute experiment: 10 minutes
Case study 3 – Workshop Lab table• Business objective
– Create a workshop table that will improve the experience of workshop participants• Business idea
– A round, sectional table, with seats
Business Model – Workshop Table
Business workshop
participantsImprove the
experience of workshop
participants with a table
which answers their
needs
Material suppliersChinese
manufacturers
Build workshop
tables
Define your experiment• Critical hypothesis : ___________________________
_________________________________________• Scenario : Observe workshop participants for 10 min.• MVP : Observation guide• Metric 1: _____________________
– Standard: ____ out of ____ observations must result in ________________
• Metric 2: _____________________– Standard: ____ out of ____ observations must result in
________________• Time to execute experiment: 10 minutes
Other seminars and workshops we provide
• Lean Startup Leader’s training– Lean Startup corporate implementation
strategy– Training and workshops on running LS
experiments on your projects• Lean Startup coaching
– Coach you and your team during your LS experiments
• Seminars on Lean Startup topics– Understanding the business model canvas– Tools to accelerate your LS experiments– Analytics– Innovation Accounting
• Deep-dive knowledge of customer needs– Tools and techniques to better
understand a segment’s needs• Create new business opportunities
– Reshape your business model• Increase personnel creativity
– Creativity through art workshops
[email protected] - (514) 346-9169Blog: www.baker-marketing.com/techno-marketing-blog
Twitter: RBakerMarketingLinkedIn: https://ca.linkedin.com/in/ritabaker
Lean Startup Circle Montreal: http://www.meetup.com/Lean-Startup-Circle-Montreal/
[email protected] - (514) 912-4324LinkedIn: https://ca.linkedin.com/in/technad
To contact us