Dispelling lean startup myths

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<ul><li> 1. Dispelling Lean Startup Myths- what you truly need to know to practice Lean right! Sanchan Sahai SaxenaGo get it!</li></ul> <p> 2. Myth #1 3. Myth #1Lean Startup calls for building anMVP that appeals to all potentialcustomers 4. What I typically hearMyth #1 5. What I typically hearThis is just not ready yet. We need to continue polishing the UX for our MVPso it appeals to regular folks too the Monicas from Montana. Otherwise, theyMyth #1 will never like the product and will never come back again. 6. What I typically hearThis is just not ready yet. We need to continue polishing the UX for our MVPso it appeals to regular folks too the Monicas from Montana. Otherwise, theyMyth #1 will never like the product and will never come back again.We need to release our MVP in the wild and get it in front of as many usersas possible. But before we can do that, we need to add more features andoptions to appeal to a broader range of customers. 7. What I tell them instead 8. What I tell them instead Designing for everybody is like designing for nobody. 9. What I tell them instead Designing for everybody is like designing for nobody. Startups need to focus and focus on the early adopters first. 10. What I tell them instead Designing for everybody is like designing for nobody. Startups need to focus and focus on the early adopters first. Early adopters are a special breed. Image from Paulo Ordoveza on Flickr 11. What I tell them instead Designing for everybody is like designing for nobody. Startups need to focus and focus on the early adopters first. Early adopters are a special breed. They have the problem that you are trying to solve and are willing to invest time and energy in using a less than ideal solution.Image from Paulo Ordoveza on Flickr 12. What I tell them insteadDesigning for everybody is like designing for nobody. Startups need to focus and focus on the early adopters first.Early adopters are a special breed.They have the problem that you are trying to solve and are willing to invest time and energyin using a less than ideal solution. You goal is to find the early adopters for your product and make your MVP viable for them not everyone. Image from Paulo Ordoveza on Flickr 13. Where are your users?* Image from Wikipedia article 14. Where are your users?* Image from Wikipedia article 15. Where are your users?All potential customers of your technology/product * Image from Wikipedia article 16. Where are your users? All potential customers of your technology/productOver time, your goal is to convert all potential customers to adopt your technology/product.* Image from Wikipedia article 17. Where are your users?All potential customers of your technology/productBut you have to start by converting your early adopters first! Over time, your goal is to convert all potential customers to adoptyour technology/product. * Image from Wikipedia article 18. Target your MVP to the right users * Image from Wikipedia article 19. Target your MVP to the right users * Image from Wikipedia article 20. Target your MVP to the right users MVP, by definition, should not be designed to appeal equally well to all your potential customers. Your MVPn * Image from Wikipedia article 21. Target your MVP to the right usersInstead, you must focus on making yourMVP viable and appealing to your earlyadopters first. Your MVPn* Image from Wikipedia article 22. What others are saying 23. What others are saying Steve Blank (article) In the real world not every customer is going to get overly excited about your minimum feature set. Only a special subset of customers will and what gets them breathing heavy is the long-term vision for your product. Most customers will not want a product with a minimal feature set. In fact, the majority of customers will hate it. So why do it? Because you are selling the first version of your product to early evangelists. Youre selling the vision and delivering the minimum feature set to visionaries not everyone. 24. What others are saying Steve Blank (article) Eric Ries (article) In the real world not every customer is going The minimum viable product is that product to get overly excited about your minimumwhich has just those features and no more feature set. Only a special subset of customers that allows you to ship a product that early will and what gets them breathing heavy is theadopters see and, at least some of whom long-term vision for your product.resonate with, pay you money for, and start to give you feedback on. Most customers will not want a product with a minimal feature set. In fact, the majority of And sometimes its useful to them because customers will hate it. So why do it? Because early adopters have the same kind of visioning you are selling the first version of your product power that entrepreneurs do, but because to early evangelists. they can see what the end product is going to be. Youre selling the vision and delivering the minimum feature set to visionaries not everyone. 25. Lesson #1 26. Lesson #1Make your MVP viable for theearly adopters first 27. Myth #2 28. Myth #2Lean Startup calls for testingeverything by practicing releaseearly, releasing often methodology 29. What I typically hear 30. What I typically hear We ship code twice a week because we want to release often and learnquickly from our customers about things that we should be building for them Myth #1next. 31. What I typically hear We ship code twice a week because we want to release often and learnquickly from our customers about things that we should be building for them Myth #1next. We release twice daily as it is consistent with the lean startups releaseearly, release often approach. We just do it because we can and our deployment systems are pretty awesome. 32. What I tell them instead 33. What I tell them insteadDont delegate your vision to your customers! 34. What I tell them insteadDont delegate your vision to your customers! You must startwith your own Vision an idea of where you want to go.I have a vision! 35. What I tell them insteadDont delegate your vision to your customers! You must startwith your own Vision an idea of where you want to go. I have a vision! User Testing helps you find the best strategy (a path forward) to get to your Vision. 36. As Eric said 37. As Eric saidNot having a vision is like getting into your car and asking your GPS where to go. 38. As Eric saidNot having a vision is like getting into your car and asking your GPS where to go.Oh mighty GPS tell mewhere should I go today? 39. As Eric saidNot having a vision is like getting into your car and asking your GPS where to go. Oh mighty GPS tell me where should I go today?If you dont have a destination in mind, no number of GPSs will help you - no amount of testing can tell you where you want to go. 40. Start with your vision 41. Start with your visionand articulate it as a collection of hypotheses! 42. Start with your visionand articulate it as a collection of hypotheses!Your Vision 43. Start with your visionand articulate it as a collection of hypotheses!YourHypo-thesis1Hypo-thesis2 Hypo- thesis3 Hypo-thesisN Vision 44. Start with your visionand articulate it as a collection of hypotheses!Your Hypo- thesis1 Hypo- thesis2 Hypo- thesis3 Hypo-thesisN Vision Create a plan that allows you to validate and learn about thesehypotheses early and often! 45. Start with your visionand articulate it as a collection of hypotheses!Your Hypo- thesis1 Hypo- thesis2 Hypo- thesis3 Hypo-thesisN Vision2 weeks 1 week Create a plan that allows you to validate and learn about thesehypotheses early and often! 46. Start with your visionand articulate it as a collection of hypotheses!Your Hypo- thesis1 Hypo- thesis2 Hypo- thesis3 Hypo-thesisN Vision2 weeks 1 week Your Learning Schedule Create a plan that allows you to validate and learn about thesehypotheses early and often! 47. Creating a schedule for learning 48. Creating a schedule for learningDont release for the sake of releasing release for the sake of learning. 49. Creating a schedule for learningDont release for the sake of releasing release for the sake of learning. Identify early on what you want to learn from your early adopters 50. Creating a schedule for learningDont release for the sake of releasing release for the sake of learning. Identify early on what you want to learn from your early adopters Strategize how you want to learn (concierge MVP etc.) 51. Creating a schedule for learningDont release for the sake of releasing release for the sake of learning. Identify early on what you want to learn from your early adopters Strategize how you want to learn (concierge MVP etc.) Create a schedule that facilitates the learning using the right MVPwith your users 52. Creating a schedule for learningDont release for the sake of releasing release for the sake of learning. Identify early on what you want to learn from your early adopters Strategize how you want to learn (concierge MVP etc.) Create a schedule that facilitates the learning using the right MVPwith your users Dont follow a release schedule follow a Learning Schedule 53. What others are saying 54. What others are saying Eric Ries (article) The issue there is, if you just follow the release early, release often mantra, you find yourself running around in circles. Pretty soon youre chasing your own tail a little bit because youre not operating against a clear, long-term vision of what youre trying to accomplish. 55. What others are saying Eric Ries (article)Steve Blank (article) The issue there is, if you just follow the release Earlyvangelists,particularly in early, release often mantra, you find yourself corporations, will be buying into your entire running around in circles. vision, not just your first product release. Pretty soon youre chasing your own tail a littleThey will need to hear what your company bit because youre not operating against a plans to deliver over the next 18 to 36 months. clear, long-term vision of what youre trying to accomplish.These Earlyvangelists are first buying thevision and then the product. They need to fallin love with the idea of your product. Its thevision that will keep them committed themany times you screw up. Youll havebugs, your product will eat their data, youllget the features wrong, performance will bebad, youll argue about pricing, etc. 56. Lesson #2 57. Lesson #2Learn early, Learn Often aboutyour visions hypotheses 58. Myth #3 59. Myth #3MVP is the minimum product thatyou can ship quickly 60. What I typically hearMyth #1 61. What I typically hearWe just need to build something minimum - get it out in front of real usersMyth #1 and get user data to iterate. 62. What I typically hearWe just need to build something minimum - get it out in front of real usersMyth #1 and get user data to iterate.I dont think we should build FeatureX. None of our competitors offer it either. Plus, it will take a long time to build. We must build something quicklyand something minimum. 63. What I tell them instead 64. What I tell them insteadSometimes I wish that Eric Ries coined the term VMP (Viable Minimum Product) instead of an MVP (Minimum Viable Product)to reduce the confusion. 65. What I tell them insteadSometimes I wish that Eric Ries coined the term VMP (Viable Minimum Product) instead of an MVP (Minimum Viable Product)to reduce the confusion.But oh well! 66. Thinking Minimum before Viable? 67. Thinking Minimum before Viable? Minimum in MVP doesnt mean cheap or minimal. 68. Thinking Minimum before Viable? Minimum in MVP doesnt mean cheap or minimal. It simply means that you build what you need. 69. Thinking Minimum before Viable? Minimum in MVP doesnt mean cheap or minimal. It simply means that you build what you need. But first, you have to focus on definingwhat you need to learn from your early adopters. 70. Find the Viable that is also the Minimum 71. Find the Viable that is also the MinimumAll stuff that isminimum. Minimum 72. Find the Viable that is also the Minimum All stuff thatAll stuff that isis viable for allminimum.your users. MinimumViable 73. Find the Viable that is also the Minimum All stuff thatAll stuff that isis viable for allminimum.your users. MinimumViable 74. Find the Viable that is also the Minimum All stuff thatAll stuff that isis viable for allminimum.your users. MinimumViable Your MVP that is viablefor your early adopters and helps validate your hypotheses. 75. What others are saying 76. What others are sayingEric RiesSome entrepreneurs hear "minimum viable"product as "smallest imaginable" product.MVP, despite the name, is not about creatingminimal products. 77. What others are sayingEric RiesDavid Aycan (article) Sometimes, entrepreneurs miss a key opportunitySome entrepreneurs hear "minimum viable" to establish market differentiation by interpretingproduct as "smallest imaginable" product. the "minimum" component of an MVP to meanMVP, despite the name, is not about creating "nothing challenging." Worse, they sometimesminimal products. create a product thats not competitive by rationalizing that they can get something like the core idea by replacing a feature with something easier to implement. 78. What others are sayingEric RiesDavid Aycan (article) Sometimes, entrepreneurs miss a key opportunitySome entrepreneurs hear "minimum viable" to establish market differentiation by interpretingproduct as "smallest imaginable" product. the "minimum" component of an MVP to meanMVP, despite the name, is not about creating "nothing challenging." Worse, they sometimesminimal products. create a product thats not competitive by rationalizing that they can get something like the core idea by replacing a feature with somethingSteve Blank (article)easier to implement.This minimum feature set (sometimes calledthe minimum viable product) causes lots ofconfusion. Founders act like the minimumpart is the goal. 79. Lesson #3 80. Lesson #3Aim for the Viable before youaim for the Minimum. 81. Thank you!This is my MVP presentation.More iterations to come soon based on your feedback!So dont be shy and let me know what you think! </p>