Lean Startup without the Startup

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    09-Aug-2015

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  1. 1. L E A N S T A R T U P W I T H O U T T H E S T A R T U P S T E F A N L A N G E - H E G E R M A N N
  2. 2. P R O D U C T O W N E R @ S I P G A T E @ S T E F A N L H
  3. 3. S T A Y A W A Y F R O M Y O U R C U S T O M E R B A S E 1 / 4
  4. 4. C L A Y T O N C H R I S T E N S E N A N I N N O V A T O R S D I L E M M A Blindly following the maxim that good managers should keep close to their customers can sometimes be a fatal mistake.
  5. 5. E R I C R I E S T H E L E A N S T A R T U P We must learn what customers really want, not what they say they want or what we think they should want.
  6. 6. O L D P E R S O N A S S H O U L D N O T B E Y O U R N E W P E R S O N A S W H A T D O E S T H I S M E A N ?
  7. 7. B U I L D A P R O D U C T F O R E V E R Y O N E H O W D O W E S O L V E I T ?
  8. 8. I G N O R E E S T A B L I S H E D R E V E N U E S T R E A M S 2 / 4
  9. 9. J O N A T H A N I V E , B U S I N E S S W E E K Apples goal isnt to make money. Our goal is to design and develop and bring to market good productsWe trust as a consequence of that, people will like them, and as another consequence well make some money. But were really clear about what our goals are.
  10. 10. B U I L D B E T T E R P R O D U C T S I N S T E A D O F M O R E P R O F I T A B L E O N E S W H A T D O E S T H I S M E A N ?
  11. 11. I N D E P E N D E N T P R O D U C T W I T H I N D E P E N D E N T P R I C I N G H O W D O W E S O L V E I T ?
  12. 12. D O N ' T F E A R T O D I S R U P T Y O U R O W N M A R K E T 3 / 4
  13. 13. D O N T L E T O T H E R S B U I L D T H E N E X T B I G T H I N G W H A T D O E S T H I S M E A N ?
  14. 14. W E A V O I D F O R C I N G O U R U S E R S I N T O C O M B I N I N G P R O D U C T S H O W D O W E S O L V E I T ?
  15. 15. Y O U R O R G A N I Z A T I O N S U C K S ( I N B E I N G A S T A R T U P ) 4 / 4
  16. 16. T R E V O R O W E N S , O B I E F E R N A N D E Z T H E L E A N E N T E R P R I S E Most employees are motivated by a desire for security, praise and and opportunity to work on projects that interest them. On the other hand, entrepreneurs are motivated by autonomy and achievement.
  17. 17. C L A Y T O N C H R I S T E N S E N A N I N N O V A T O R S D I L E M M A maintain [] competitive intensity in the mainstream, while simultaneously trying to pursue disruptive technology. The evidence is strong that such efforts rarely succeed;
  18. 18. Y O U C A N ' T D I S R U P T F R O M I N S I D E A S U S T A I N I N G C O M P A N Y W H A T D O E S T H I S M E A N ?
  19. 19. A U T O N O M Y F O R T H E T E A M H O W D O W E S O L V E I T ?
  20. 20. A P P L E A N D T H E I N N O V A T O R ' S D I L E M M A B U T W H A T A B O U T A P P L E ? B E N T H O M P S O N , H T T P S : / / S T R A T E C H E R Y . C O M / 2 0 1 0 / A P P L E - I N N O V A T O R S - D I L E M M A /
  21. 21. Eric Ries The Lean Startup Owens, Fernandez The Lean Enterprise Clayton Christensen The Innovators Dilemma http://sipg.at/books Cory Doctorow Makers
  22. 22. KTHXBYE