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Why Lean Startup changes everything
Fredi Schmidli
STARTUPFAIR Zürich, 17.09.2013
17.09.2013 1http://de.slideshare.net/pragmaticsolutions
Fredi Schmidli
• Entrepreneur
• Business Angel and Boardmember :
www.startangels.ch
• Community Builder:
- meetup.com/Lean-startup-Zurich/
- www.stoosnetwork-zurich.ch
- Agile Breakfasts
17.09.2013 2http://de.slideshare.net/pragmaticsolutions
Content
• Goals
• How? 2 ways
• Conventional way
• Lean startup way
• Examples
• Conclusions
Based on the Book: The lean startup, Eric Ries, 1st ed. 2011
317.09.2013 3http://de.slideshare.net/pragmaticsolutions
What? Goals
• Increase capital efficiency
• Increase survival rate
• 60% last 3 years, 35% last 10 years
(US: http://idee.vc/tag/uberleben-von-startups/)
• 66% last 3 years, 50% last 5 years
http://www.bfs.admin.ch/bfs/portal/de/index/themen/06/02/blank/key/02/ueberlebensraten.html
• 56% losses in 3.5, 10% bring 80% return in 7 years
(UK: Nesta-Studie 2009 mit BBAA and more than 1000 firms)
• Fail early
417.09.2013 4http://de.slideshare.net/pragmaticsolutions
How? There are 2 ways
1. Conventional way or do the things right
• Assumption: machine, excellent plan and execution
• Focus: Perseverance myth
• Example: most Startups
2. Lean startup way or do the right things
• Assumption: Dynamic systems require self-organisation
• Focus: Genchi Gembutsu
• Example: Zappos, Dropbox
5517.09.2013 http://de.slideshare.net/pragmaticsolutions
Conventional way
• Culture: „Cowboy Mentality“ - „Paralysis by Analysis“
• Method: Planning more important than experiments
• Goal: best product possible
• Characteristics - symptoms:
• Which product can we build with this technology?
• Long business plans with hockey stick figures
• Need funds for sales & marketing boost
• Long discussions about plans or features
66http://de.slideshare.net/pragmaticsolutions17.09.2013
Lean startup way
• Culture: Success can be engineered, learned, taught
• Pre-requisites: Transparency, trust and courage
• Method: Short feedback loop
• Goal: MVP asap and minimise cycle time
• Characteristics
• Can we build a sustainable business?
• Business Model Canvas
• Every product, marketing campaign, etc. is experiment
7717.09.2013 http://de.slideshare.net/pragmaticsolutions
Feedback loop
8
Turn ideas in ......
Min. viable Prod. (MVP)
Innovation accounting
Pivot or persevere?
Entrepreneurial Mgt: Stupid! It‘s the boring stuff, ......
817.09.2013 http://de.slideshare.net/pragmaticsolutions
Examples
9
Interview MDs by pig
1. Test BP assumptions for TM app: price, cost of sales
MVP: Questionnaire &
live demos
70 interviews & pattern
Pivot to public health?
917.09.2013 http://de.slideshare.net/pragmaticsolutions
Examples
10
Picture of shoe online
2. Test business model for Zappos
1017.09.2013 http://de.slideshare.net/pragmaticsolutions
Examples
11
MVP: Video
3. Test vision of service offering for Dropbox
1117.09.2013 http://de.slideshare.net/pragmaticsolutions
Conclusions
• Resource limitations can be an asset: CH
• Genchi Gembutsu, experiment and succeed or ... ?
• Be courageous and transparent
• Can we build a sustainable business?
• MVP and Business Modell Canvas change everything
• Minimise TOTAL time through the loop
• Your preferred example?
121217.09.2013 http://de.slideshare.net/pragmaticsolutions; fredi@pragmatic-solutions.ch

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Startupfair 2013: Why lean startup changes everything

  • 1. Why Lean Startup changes everything Fredi Schmidli STARTUPFAIR Zürich, 17.09.2013 17.09.2013 1http://de.slideshare.net/pragmaticsolutions
  • 2. Fredi Schmidli • Entrepreneur • Business Angel and Boardmember : www.startangels.ch • Community Builder: - meetup.com/Lean-startup-Zurich/ - www.stoosnetwork-zurich.ch - Agile Breakfasts 17.09.2013 2http://de.slideshare.net/pragmaticsolutions
  • 3. Content • Goals • How? 2 ways • Conventional way • Lean startup way • Examples • Conclusions Based on the Book: The lean startup, Eric Ries, 1st ed. 2011 317.09.2013 3http://de.slideshare.net/pragmaticsolutions
  • 4. What? Goals • Increase capital efficiency • Increase survival rate • 60% last 3 years, 35% last 10 years (US: http://idee.vc/tag/uberleben-von-startups/) • 66% last 3 years, 50% last 5 years http://www.bfs.admin.ch/bfs/portal/de/index/themen/06/02/blank/key/02/ueberlebensraten.html • 56% losses in 3.5, 10% bring 80% return in 7 years (UK: Nesta-Studie 2009 mit BBAA and more than 1000 firms) • Fail early 417.09.2013 4http://de.slideshare.net/pragmaticsolutions
  • 5. How? There are 2 ways 1. Conventional way or do the things right • Assumption: machine, excellent plan and execution • Focus: Perseverance myth • Example: most Startups 2. Lean startup way or do the right things • Assumption: Dynamic systems require self-organisation • Focus: Genchi Gembutsu • Example: Zappos, Dropbox 5517.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 6. Conventional way • Culture: „Cowboy Mentality“ - „Paralysis by Analysis“ • Method: Planning more important than experiments • Goal: best product possible • Characteristics - symptoms: • Which product can we build with this technology? • Long business plans with hockey stick figures • Need funds for sales & marketing boost • Long discussions about plans or features 66http://de.slideshare.net/pragmaticsolutions17.09.2013
  • 7. Lean startup way • Culture: Success can be engineered, learned, taught • Pre-requisites: Transparency, trust and courage • Method: Short feedback loop • Goal: MVP asap and minimise cycle time • Characteristics • Can we build a sustainable business? • Business Model Canvas • Every product, marketing campaign, etc. is experiment 7717.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 8. Feedback loop 8 Turn ideas in ...... Min. viable Prod. (MVP) Innovation accounting Pivot or persevere? Entrepreneurial Mgt: Stupid! It‘s the boring stuff, ...... 817.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 9. Examples 9 Interview MDs by pig 1. Test BP assumptions for TM app: price, cost of sales MVP: Questionnaire & live demos 70 interviews & pattern Pivot to public health? 917.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 10. Examples 10 Picture of shoe online 2. Test business model for Zappos 1017.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 11. Examples 11 MVP: Video 3. Test vision of service offering for Dropbox 1117.09.2013 http://de.slideshare.net/pragmaticsolutions
  • 12. Conclusions • Resource limitations can be an asset: CH • Genchi Gembutsu, experiment and succeed or ... ? • Be courageous and transparent • Can we build a sustainable business? • MVP and Business Modell Canvas change everything • Minimise TOTAL time through the loop • Your preferred example? 121217.09.2013 http://de.slideshare.net/pragmaticsolutions; fredi@pragmatic-solutions.ch