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

rbaker@baker-marketing.com - (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/

cc-alain.dion@etsmtl.ca - (514) 912-4324LinkedIn: https://ca.linkedin.com/in/technad

To contact us