the rise of the lean enterprise - future of business 20-oct-14
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DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
DanielRingrose
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DanielRingrose
Tuesday, 21 October 2014 Page 24DanielRingrose
¹ PWC Pulse 2013² McKinsey M&A Playbook
³ 15 years experience
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¹ Associated Press
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PROBLEMTop 3 Problems
SOLUTIONTop 3 Features
KEY METRICSKey activities to
measure
UNIQUE VALUE
PROPOSITIONSingle clear compelling
message that states why you
are different and worth buying
CUSTOMER Target Customers
UNFAIR ADVANTAGECan t be copied
CHANNELSPath to customers
COST STRUCTURECustomer Acquisition Costs, Distribution Costs,
Operations, People, etc
REVENUE STREAMSRevenue Model, Lifetime Value, Gross Margin
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WATERFALL INVENTION
AGILE
Solution Feature Value Verified
Cu
sto
me
r P
rob
lem
s V
eri
fie
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Solution Feature Value Assumed
PLAN LAUNCHDESIGN BUILD TEST
PLAN LAUNCH
DESIGN BUILD
TEST
IDEA COMMERCIALIZE
THEORYTEST
LEARN
DESIGN BUILD
TEST
THEORYTEST
LEARNRepeat
LEAN STARTUP
IDEA SCALE
Repeat
Repeat
$ $
$ $
Cu
sto
me
r P
rob
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ssu
me
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EMPATHIZE
DEFINE
IDEATE
PROTOTYPE
TEST
LEARNBUILD
IDEAS
DATA
MEASURE
PRODUCT
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Startup Founders
TechPartners
UX Partners
TECHNICAL LEAD
a.k.a. Hacker
EXPERIENCE LEAD
a.k.a. Hipster
Startup Team Structure
Domain Experts
BUSINESS LEAD
a.k.a. Hustler
2.5% 13.5% 34% 16%34%
Early Adopers
InnovatorsEarly
MajorityLate
MajorityLaggards
Customer Discovery
Customer Validation
Customer Creation
Company Building
STARTUP GROWTH SCALE MATURITY
Search for Problem & Solution Fit
Search for Product & Market Fit
Market Disrupted
DECLINE
Transition
Find these customers
Rogers Innovation Adoption Curve
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Create a separate
innovation capability
Learn how culture
develops in the lab
Engage key leaders
to build new policies
Adjust processes
to empower staff
Reinvent corporate
culture from within
Build a standalone innovation group to avoid internal barriers
Set a clear vision and strategy, but resist scaling and ROI to encourage learning
Drive experiments from ideation pool to find success examples
Once the teams are getting results, focus on how they operate
Find the repeatable processes, and record
Measure any process changes as MVP s
Ensure processes help and don t hinder staff
Share information of how the standalone team works and wins
Find why current policies exist, then find the root cause
Agree the steps to strategically start shifting the culture
Start shifting internal processes to apply new ways of working
Measure employee and operational performance stats
Apply new policies for HR and Finance, then Marketing and IT, then Sales and Ops
Use the changes to promote culture shift
Reconsider strategic direction based on innovation discovery
Disrupt your own marketplace with new business models
Evolve with customer engagement metrics
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STAFFEngaging founders, partners, and
training people for your lab
Evaluate existing startup partners, innovation teams, and projects
Find lab key employees Source business project founders Define training needs Apply new incentive models Plan founder shares and SPV s Negotiate vendor contracts
STRUCTUREBuild methods, tools and controls to
operate your innovation lab
Prepare idea capture pipelines Create brand and PR assets Set customer testbed groups Agree governance, approvals and
reporting methods and owners Prepare office and infrastructure Prepare build and testing tools Prepare launch events (if needed)
STRATEGY Agree the vision, model and goals for your company and capabilities
Capability and opportunity audit Agree the engagement models
that are right for your company Confirm lab sponsor and board Work with executives to outline
innovation lab operations Allocate budget and set objective Define brand and entity approach
STAFFEngaging founders, partners, and
training people for your lab
Evaluate existing startup partners, innovation teams, and projects
Find lab key employees Source business project founders Define training needs Apply new incentive models Plan founder shares and SPV s Negotiate vendor contracts
STRUCTUREBuild methods, tools and controls to
operate your innovation lab
Prepare idea capture pipelines Create brand and PR assets Set customer testbed groups Agree governance, approvals and
reporting methods and owners Prepare office and infrastructure Prepare build and testing tools Prepare launch events (if needed)
STRATEGY Agree the vision, model and goals for your company and capabilities
Capability and opportunity audit Agree the engagement models
that are right for your company Confirm lab sponsor and board Work with executives to outline
innovation lab operations Allocate budget and set objective Define brand and entity approach
STAFFEngaging founders, partners, and
training people for your lab
Evaluate existing startup partners, innovation teams, and projects
Find lab key employees Source business project founders Define training needs Apply new incentive models Plan founder shares and SPV s Negotiate vendor contracts
STRUCTUREBuild methods, tools and controls to
operate your innovation lab
Prepare idea capture pipelines Create brand and PR assets Set customer testbed groups Agree governance, approvals and
reporting methods and owners Prepare office and infrastructure Prepare build and testing tools Prepare launch events (if needed)
STRATEGY Agree the vision, model and goals for your company and capabilities
Capability and opportunity audit Agree the engagement models
that are right for your company Confirm lab sponsor and board Work with executives to outline
innovation lab operations Allocate budget and set objective Define brand and entity approach
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STAFF STRUCTUREFOUNDATION
CAPTURE IDEASBusinesses are full of opportunities to find ideas, but need ways to ask
Customer complaints Customer surveys Competitions Employee interviews Online suggestion box tools Staff performance reviews Experience / Ideation workshops Five why s root problem analysis
CHOOSE IDEASDecide which ideas to test based on data, not just executive opinion
Idea sharing and voting by Teams, Staff and Customers
Online idea management tools Idea pitch days Strategic direction support Competitor activity pressure
TEST IDEASGather information to learn about the idea and measure demand
Customer interviews Online surveys Landing pages Pre-registration and pre-orders Paper prototypes Mockup features Video s Adwords and social media adverts
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STAFF STRUCTUREFOUNDATION
CHOOSE IDEAS TEST IDEAS
DISCOVERCreate MVP s to test business model hypotheses through rapid experiments
Business: Test multiple business concepts in parallel. Measure results
Experience: Focus on core messages to best solve problems for customers
Technology: Use simple tools for rapid build & change of concepts
REFINEUse learnings to tune and focus offers. Drive customer engagement
Business: Narrow business model to areas with highest engagement
Experience: Reduce friction and simplify for customer use
Technology: Optimise architecture around key functions while tuning
GROWBuild out gaps and part-align to core business, still maintaining innovation
Business: Fill in features to support adoption by wider customer base
Experience: Polish E2E customer journeys, visuals, and align to core
Technology: Focus on stability and integration of data to core platforms
IDEATION
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STAFF STRUCTUREFOUNDATION
CHOOSE IDEAS TEST IDEAS
REFINE GROW
SCALEUse corporate strength to drive
adoption by corporate customer s
Sales and Marketing bundles Operational support merged Technology enterprise grade New contracts with suppliers
TRANSFERBuild methods, tools and controls to
operate your innovation lab
Founder exits or transfers payday Team transfer onto next business Corporate has full ownership Encourage learning to continue
INTEGRATEConnect new business models and solutions into core corporate model
Support transition of team culture Integrate data and identities Build into operational platforms Train core business staff
TRANSITION TO BAU
IDEATION
CREATION
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