Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

The Lean Startup

No description
by

Shamael M.Sabry

on 6 May 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of The Lean Startup

Vision
Purpose of the book
VISION
STEER
Build-Measure-Learn feedback loop
Book Partitions
Book Review
Presented By:

Shamael Ibrahim
Dalia Mostafa
Wasan Mostafa
Karim Magdy
Omar El Naggar

The Lean Startup
Introduction
Author of the Lean Startup.
Learning
what customers REALLY want

Lean Thinking is all about
contenious innovation

Never stop innovating
The book is divided into
VISION
STEER
ACCELERATE
Validated learning
Assumptions
Testing those assumptions
Innovation Accounting
Pivot OR Preserve
ACCELERATE
Speed UP
PART ONE
VISION
Many entrepreneurs decide to just go with it
Engine of GROWTH
Build a new version of the product
WHAT IS A STARTUP ??!
Lean Manifacturing concept
Lean method
INSTEAD they should focus on what customers are ready to pay for
a new feature
Every new marketing program
Validated Learning
What makes the progress
Experimenting
ZAPPOS
IMVU learning
The world largest online shoe store
Part Two
STEER
Leap of faith assumptions
Feed-Back Loop
Two Hypothesis
Value Hypothesis
MEASURING
INNOVATION ACCOUNTING
MILESTONES
THREE MILESTONES
Build
MVP
Measure by
Innovation Accounting

Pivot OR Preserve
Growth Hypothesis
ARE WE CREATING VALUE
WHY ARE WE GROWING
measures 95%
The rest 5% is just the idea!
Baseline
Tune the engine
Pivot/Preserve
Tools for accounting
Cohort analysis
Split testing
Kanaban
THE
THREE
AS
ACTIONABLE
Accessible
Auditable
Pivot or Preserve
Pivot as definition
Types of Pivot
Zoom in
Zoom out
Customer segment
Customer need
Platform
Business architecture
Value capture
Engine of growth
Channel
Technology
BATCH
Objective of lean startup technique
Land of the living dead
Learning milestones
Vanity metrices
Advantage of working in small batches
Toyota production
When large batches used
Large batch death spiral
Steer
Part Three
ACCELERATE
Growth and adopt
Test
Accelerate
AND
Innovate and waste not
Review and Critic
Customers dont really know what they want
Review (Cont.)
R&D maybe could be much effective ?
Different parties to whom the book is subjected
Changing the mindset, is it really easy as it sounds
?
TONS OF MONEY AND TIME,
entrepreneurs and startups dont really have
Finally
This Book is a must read
Good tool for ideas
A guide through the journey
Speed or quality ? could it be balanced that easily
THE LEAN STARTUP
A START
Visual Summary
Big companies' challenge is to balance between satisfying their old customers and finding new ones !

Innovation Team

Their structure requires three attributes:
Scarce But secure resources
Independent development authority

-->

Fasten the Build-measure-learn feedback loop

A personal stake in the outcome
In form of equity ownership, or other stock options
Not only tied to financial incentives
Could be set before the innovation takes place to motivate employees to establish something extraordinary
Innovators' Dilemma
"The Black Box"
Hiding the innovative ideas and teams from parent organization
Failure of senior management to design supportive system for the team to operate
Over coming this challenge by shifting to the "sand box" ..
"The sand box"
Contain the impact that new innovation cause, however it doesn't constrain the methods used.
Better to cross functional team and have one leader.
Helps promote rapid iteration
Making a split text experiment
one team is responsible for observing the experiment from start to end
Any experiment should not run more than the time specified for it
Specified customers have to be affected by the experiment not all of them
A experiments have to be evaluated on a standard report of five to ten metrics
New customers come from the actions
of past customers
1. Word of mouth

2. as a side of effect of product usage

3. Through the funded advertising

4. Through repeat purchase or use

Three engines of growth
1. Sticky engine of growth

2. Viral engine of growth

3. The paid engine of growth

• A startup should focus on one engine of growth to put all its effort in to achieve the results he is targeting so as not to get distracted
• Focusing on the growth engine supports the firm in reaching the product/market fit.
• Each engine of growth is evaluated quantitatively through a unique set of metrics that can determine whether the start up is on the verge of achieving a product/market fit or not.
• However these engines of growth run out and deteriorate by time


The adoptive organization
it is the organization that adjusts its process and performance to fit the current position.
the "5 whys" program
It is a meeting that is made when such problems evolve , where they can ask 5 whys questions and anyone related to the problems attends this meeting and find answers to those questions together to get the roots of the problem.
Two rules for the
5 whys implementation
• Be tolerant with all mistakes at the first time
• Never allow that mistake to happen twice

Cultivating the management portfolio
Using the sources efficiently
Silicon Valley entrepreneur.
Former founder of IMVU.
Eric Ries
Who is an entrepreneur
What is a Startup
By making the sand box small...
This allows the team to make cheap mistakes however learn from them
The team benefit a lot from the power of feedback
All teams and products inside the sand box shall operate using the same technique
The 5 whys approach
Why
was there an overload?
why
was it not lubricated sufficiently?
why
was it not pumping sufficiently?

why
was the shaft worn out?
The Core problem
Full transcript