Lean startup trends 2017

Editor's Notes

• #2: Scaling Lean is not about : Scaling an already used Lean Approach in an existing organization (eg SAFE) Hyperscaling/not specifically for Startups ! Lean Production/Lean Manufacturing BUT: Existing Startups that want/need to grow
• #3: But like most things in life, the lean startup methodology creates challenges for many businesses, particularly enterprise organizations. A simple Google search reveals plenty of entrepreneurs and companies that have attempted to adopt a lean startup mentality with little or no success. In many of those instances, the negative experiences stem from a misinterpretation of lean startup principles.
• #4: Specialised in Lean Startup from 2012 on. Official partner and Trainer of Ash Maurya. Book “Scaling Agile” Help to Scale Startups Enterpreneurship (Luxembourg; Participium) Intrapreneurship (Fifthplay, Sanoma)
• #5: Lean Startup is the starting point; Problem – Solution Fit Product – Market Fit Scaling
• #6: Eight years ago, Eric Ries introduced the world to The Lean Startup methodology. Companies such as General Electric, Dropbox … have used the methodology to increase the pace and success of innovation projects. Now these companies also Alaska Airlines, Telefonica, 3M, and W.L. Gore
• #7: But like most things in life, the lean startup methodology creates challenges for many businesses, particularly enterprise organizations. A simple Google search reveals plenty of entrepreneurs and companies that have attempted to adopt a lean startup mentality with little or no success. In many of those instances, the negative experiences stem from a misinterpretation of lean startup principles.
• #8: Those are the sort of cultural conflicts that require diplomacy and allies in high places. “Anticipate resistance and welcome it,” one survey respondent advised. Thoughtful communication is also important. “Engage others with a simple question — ‘What would a startup do [if they entered our business]?’” said another. At Adobe, the San Jose software company, VP of Creativity Mark Randall asked the legal team to create guidelines that would allow early experiments with customers, as long as employees stayed within certain bounds, like testing in a single country, rather than globally. That gave them productive input into the lean startup initiative, rather than letting them play the role of “Dr. No.” The second challenge facing lean startup advocates in large companies is all about the hand-over. How long should a successful small-scale market test be nurtured by the original team before it is passed along to a business unit for a broader roll-out? Will it fall victim to “not invented here” syndrome? Will business unit leaders look at a project that has generated thousands of dollars of revenue, not millions, and view it as insignificant and low potential? Companies like Alaska Airlines have focused on projects with limited scope, like new sign-in technology for frequent flier lounges, that can be rolled out without significant support from other divisions (the airline has just four lounges.) Spanish telecom company Telefónica invites business unit executives in to the lean startup process early, to provide expertise and input, and to help make introductions to customers. And Telefónica and other large companies like Goodyear often transfer employees who have worked on the lean startup project over to a business group for roll-out, even if just temporarily. “It’s like their baby,” says Telefónica innovation manager Susana Jurado Apruzzese. “They want to see their product commercialized.” At Adobe, people working on a lean startup project as part of the company’s “Kickbox” initiative need to find just one executive to continue funding it, rather than persuading an entire committee. Most large companies are populated more by skilled operators than by innovators hunting for underserved markets or new business opportunities. But some companies are finding that the lean startup approach provides tools that can help employees behave more like innovators and get them talking early and often with customers. The challenge is adapting something built for the entrepreneurial world so that it can work effectively in an environment full of standard operating procedures, immutable policies, and executives who want to leave their mark on everything.
• #9: Their employees won’t leave to start their own companies if they can taste that level of innovation internally in the first place. Large corporations struggle with launching a seemingly unpolished product, while others believe pivoting based on customer feedback will never produce big ideas or breakthrough innovation. However, this criticism is most frequent among those who misunderstand the nature of an MVP really and how to properly measure its impact. Secondly, some entrepreneurs mistakenly believe the lean startup methodology teaches users to build products without any upfront user research. This can lead to building products for market opportunities that may not actually exist, resulting in false starts, misguided pivots and, in many situations, failures. However, these entrepreneurs fail to realize building a true lightweight MVP and accurately measuring feedback is actually a powerful user research tactic done early in the process.
• #11: Lean Startup is the starting point; Problem – Solution Fit Product – Market Fit Scaling
• #12: Instant gratification Startups will benefit from delivering value to their customers as fast as possible. It is important to distinguish, however, that value isn't only an end product. Information is also valuable. (On Demand Startups) Allow your customers to customize Startups should include products with a selection of add-ons, optional features and designable aesthetics. This gives consumers the experience of creating a product that is unique to themselves. Promote Improved Efficiency Show customers that your product will make their lives easier. Startups should be explicit in their messaging and position improved efficiency as a core competitive advantage. Instantly Gratify Your Customers. The psychology: Instant gratification is the desire to receive what we want, when we want it. We don’t like waiting. At a biological level, we seek pleasure through satisfying needs. These needs could be physiological, social or material. When brands don’t satisfy these needs instantly, it makes consumers anxious. The faster a startup is able to meet these needs, the more favorably consumers will evaluate the brand. The marketing application: Startups will benefit from delivering value to their customers as fast as possible. It is important to distinguish, however, that value isn't only an end product. Information is also valuable. When customers receive instant feedback from a brand, this improves their trust with the buying process. Startups can appeal to instant gratification by including transparent product information, downloadable resources and instant communication channels. A related trend: On-demand startups have been big since 2015. These are startups trying to disrupt verticals by delivering products and services as soon as consumers want them. Think Uber, Airbnb and Deliveroo. But these types of startups are still entering the market, which is indicative that there is still a desire for instant gratification. The latest examples in Australia include Trov (on-demand insurance), AirTasker (on-demand everyday tasks) and Vaniday (on-demand beauty). 2. Allow Your Customers To Customize. The psychology: We pay attention to things that are directly relevant to us. Personalization increases our emotional bond with a brand because it appeals to our sense of self-identity. The act of customizing a product increases the emotional and time investment from customers. Coupled with their self-expression, this increases how much they value the product. The marketing application: Let customers choose. Whether the startups is in retail, software or social networking, the psychology is the same. Startups should include products with a selection of add-ons, optional features and designable aesthetics. This gives consumers the experience of creating a product that is unique to themselves. The appeal to self-identity will increase their investment with your brand. A related trend: Customization is gaining traction. Retail startups have identified the market’s appetite for creating their own products. The increasing number of brands in this space legitimizes the commercial value of giving customers creative autonomy. Australian startups now allow customers to design their own shoes at Shoes of Prey and print their own surfboards at Disrupt Surfing. 3. Promote Improved Efficiency. The psychology: We have a tendency to “travel the road of least cognitive effort.” This suggests we are inclined to prefer decisions that are less mentally strenuous. In psychology, this relates to our automation bias and impacts what products we have a penchant for using. Brands that promote an improved efficiency for their customers, position themselves as easing this cognitive load. This will be viewed favorably by a customer’s subconscious. The marketing application: This relates to communicating how a startup solves a pain point. Show customers that your product will make their lives easier. Startups should be explicit in their messaging and position improved efficiency as a core competitive advantage. Saving time and cognitive bandwidth are what customers value. A related trend: AI and machine learning have been identified as leading tech trends in 2017. This technology allows companies to automate more intelligently than ever before, thus, improving the efficiency of operations. Salesforce predicts that startups will experience the cascading benefits of large companies investing in this trend. Evidence of this is Sydney-based startup Flamingo, who are preparing to list on the ASX. Companies need to stay relevant, but there’s no prescription to achieve this. And increasingly difficult, methods that have worked in the past are often supplanted by new and more inventive strategies. This is market transience. And it is the reality of the industry. Rather than trying to fight the unpredictability of the market, startups should focus on areas that are consistent. In 2017, build a marketing strategy around what will remain constant -- consumer psychology. James Nguyen is a Partner at M5859 Apps, which created App of The Year and official apps for global brands. If you want to chat or have an app idea, contact at [email protected].
• #14: https://www.quora.com/Are-Studio-Startups-and-Parallel-Entrepreneurship-on-the-rise http://www.nesta.org.uk/blog/startup-studios-better-model-build-startups-1 http://www.novaspivack.com/technology/what-im-up-to-the-venture-production-studio-model OIA: Open innovation accelerators
• #16: Lean Startup is the starting point; Problem – Solution Fit Product – Market Fit Scaling
• #17: Lean Funding http://noop.nl/2016/05/lean-funding.html http://www.dreamstake.net/blog/lean-funding-for-startups
• #18: Ideally, at the end of the Scaling phase, you should have a well rounded organization. Houser: Product Delivery – Getting more customers onboard – Understanding profitability – Getting more team members on board
• #20: 93% never make more than 100k$ per month
• #21: Questions ?