lean startup prosa socialsquare

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  • 1. Lean StartupKom i gang - bliv inspireret Prosa 30. januar 2013

2. VelkommenIntroduktionMartin S. Christensen, SocialsqaureOplgAndreas CleveOvivo + Copenhagen Lean Startup CircleProgram Oplg fraAnders Nickelsen,TradeshiftDiskussion + SprgsmlOpen SpaceJeres sprgsml, ider og udfordringerslut 21.00 3. Martin Snderlev ChristensenPartner, SocialsquarePh.d. i social computingMentor, CIEL - Copenhagen Innovation andEntrepreneurship LabEkstern Lektor, IT-Universitetet kbenhavnCensor, Informations og Medievidenskaberne 4. Innovation og strategiActionable insightsGennem research og involveringhjlper vi vores kunder med sge efter nyeforretnings modeller og nde nyedigitale produkter og servicesder kan udfordre markedet 5. Business prototypeMarket spaceWe help you dene:We help you uncover: Process Prototyping Customer needs/behaviour Concept development Product SWOT Product- and service design Digital disruptions Research Organisational implications Product vision and strategy Go to market concept business models Launch FrameworkFacilitation We facilitate you in: Agile Product development Costumer Discovery/development Organisational conguration Community building Marketing and Launch activities 6. Amongst our cleints 7. Hvem er I? 8. 133 r Opfandt det digitale kameraKodak share price+ 300.000 Facebook likes 60$Flickr lanceres i 2004 Iphone lanceres i 2007 40$ Instagram lanceres 2010 20$ 0$1998 2000 2002 20042006 2008 20102012Konkurs 2012 9. 89% of executives believe thatdigital will disrupt their industry.But they dont realize just how big adeal disruption will be when it nallyhits them.James McQuivey, Forrester 10. Den vsentligste innovationkommer fra udfordrerne 11. Software Is Eating The WorldMarc Andreessen http://online.wsj.com/article/SB10001424053111903480904576512250915629460.html 12. Det har aldrig vret lettere 13. Prisen for at starte op er faldet tilnsten 0 14. Muligheden forat nde et markeder steget markant 15. Det har aldrig vret billigere at fejle! 16. Men...Hvis du skal lave en Startup kan du ikkebruge de traditionelle forretnings- oginnovations metoder 17. Lean startup - hvorfor nu det? 18. SocialsquareStartupResearchProjektDecember2012http://www.socialsquare.dk/ startup-research-project/ 19. nogle eksempler 20. 23 video8 rs eksperimentering 21. OpbeatRejste 39.000kilometer p 3 mnederfor at mde og lre afkommende kunder 22. FirmafonUdfordrer en tungbranche ved at lseproblemer forkunderne 23. PodioRock band on tourSkab et team og en kultursom nsker at forandreverden. 24. Sorte sokkerGr det simpelt forkunderne og for dinforretning 25. Hvordan kommer vi vk fra forretnings-og produktudvikling som kommer forsent, er for dyrt og gr for langsomt...? 26. kan vi gredet bedre? 27. Innovation accountingOk, s vi har brugt rigtig mange pengeog det virker stadig ikke, men hvad harvi lrt... 28. Startups arbejder, tnker, eksekvere,innovere og udfordre anderledesDe skaber nye forretninger og nyeprodukter og services... p nye mder 29. 50% Videnskab - 50% kunstartDet kan ikke lres, hvis man ikke prver det.(hvorfor de mest succesfulde entreprenrer, ogs er dem somhar gjort det fr) 30. Lean startup er ikke bare en metode. 31. Det er mange forskellige metoder 32. Business InnovationModelmanagementinnovationUser Centered DesignEntrepreneurship Lean StartupDesign Research Agil Data drivendevelopmentoptimization 33. Lean startup bevgelsenEt community, en samtale og et (nyt)sprog mellem entreprenrer(Det er i virkeligheden det nye!!) 34. ALERT: 35. Hvad er Lean?ToyotaLean manufacturing 36. LeanOptimererSpare kontinuerlig lringSkre ned Lave det rigtigeReducerePrioritereEksekvere 37. En startup er ikke en id - det er et gt! 38. Det handler ikke om produktetDet handler om hvorvidt det problemman forsger at lse, er noget kundernehar og vil betale for 39. En startup = En rkke af eksperimentersat i vrk for at nde en levedygtigforretningsmodel og realiserbart produkt 40. Derfor er det strste problem ermanglen p ideer men manglen p viden 41. Growth startup = Gearet mod ekstremhurtig skalering.En ny grillbar p Nrrebrogade er ikke enstartup -> Justeat.dk er en startup! 42. Steve BlankA Startup is Not a Smaller Version of aLargeCompany 43. VirksomhedStartupEtableret forretningMidlertidig organisationstruktureret for at beskrive et kendt designet til at sge efter en levedygtig ogprodukt eller service efter enskalerbar forretningsmodel.velkendt forretningsplan.Ikke kendt markedKendt markedIkke kendt produktKendt produktIkke kendt forrentingsmodelKendt forretning 44. Traditionel tilgang Startup tilgangBeskriv verdenG ud i verdenog g ud i denog lr 45. Traditionel StartupHar kunderHar ikke kunder 46. Sge eksekvering 47. in a startup both the problem and thesolution are unknown.Eric Reiss 48. Eric Reisan organization dedicatedto creating something newunder conditions ofextreme uncertainty 49. A business modeldescribes the rationaleof how an organizationcreates, delivers, andcaptures valueAlex OsterwalderYves Pigneur 50. Day Month YearNo.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Who are our key suppliers?Our Distribution Channels? Which one of our customers problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships?What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they?What Key Resources do our Value Propositions require?Through which Channels do our Customer SegmentsOur Distribution Channels? Customer Relationships? want to be reached?Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?What are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive?How are they currently paying?How would they prefer to pay?How much does each Revenue Stream contribute to overall revenues?This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ 51. Most startups fail and canconsume years of your life.Listening to customers is key,but you have to know how.Life is too short to buildsomething nobody wants. Ash Mauray 52. Jobs-to-be-done! Clayton Christensen 53. din id virkeligheden 54. + Good old ...User CenteredDesign 55. Hvad kan vi s gre? 56. Lav hypoteser og f dem valideretSrg for at lrePivoter baseret p lringer. 57. Md kunderneDrop fokusgruppenDont pitch..Lad kunderne tale om deres problemerLyt til hvad de virkelig siger 58. Lav eksperimenter og iterationerMd markedet - fr du har produktetHusk: Iterationer - krver at man gr detmere end en gang. 59. Vr visuel og Prototypende 60. no!! yes! yes!yes!no!?! ?! no!yes! 61. arbejd med MVPsMinimal viable product 62. Pivoterede fra teknisk platform tilmarkedspladsStrk kundeinvolvering gav3 mneder fra id til launchKontakt med markedet -validering af og lring omkringforretningsmodelNy position som innovativvirksomhed 63. Drop kravspecikationenByg - Ml - Lr 64. Get out of the building 65. ...Take thedowntownTrain 66. Tak!