Running Lean (How-to für erfolgreiche Innovationen) (Reasons for failing…
(How-to für erfolgreiche Innovationen)
--> Revenue Streams
--> Unique Value Proposition --> Understand Customers + Problems well
Document Plan A: Lean Canvas in 20 Minutes
Reasons for failing products
:warning: #2-Reason: Failing at something requires starting.
The number two reason why products fail is that they never even get started.
We spend too much time analyzing, or planning, or making excuses for not starting — we wait to first write a business plan, or find investors, or move to Silicon Valley.
:warning: #1-Reason: At the heart of all these reasons is one core reason:
We simply build something nobody wants.
Lack of passion
Lack of focus
Mindset #4: Give yourself permission to scale.
Don’t be embarrassed by your MVP.
Use a 10X Launch.
Consider non-traditional MVP patterns.
Embrace time-box constraints to limit your scope.
Premature optimization is a top reason for this.
Scope creep is normal and typical when defining an MVP.
Mindset #3: New problems worth solving are created as by-products of old solutions.
The best way to learn from customers is through discovery-driven conversations.
Starting with problems is simple, but not easy.
Your customer and problem assumptions are often the top risks in your model.
A Lean Canvas is a great way to deconstruct your idea.
Mindset #1: The business model, not your solution, is the true product.
The difference between success and failure is a difference in mindsets vs skillsets.
A traction-first or customer-first approach is the new way.
A build-first or investor-first approach no longer works.
The way we build products has fundamentally changed.
Mindset #2: Love the Problem, Not Your Solution.
You have to level up and start with a problem worth solving.
When you fail to solve a real customer problem, customers don’t become testers. They leave.
Simply throwing your best guess at a solution at customers no longer works.
Starting with an MVP sounds good in theory, but most MVPs go nowhere.
There’s lots of confusion around MVPs.
Tools for acceleration
Goal: Validated learning
Start a traction roadmap
Vgl. zu Agile / Design Thinking
Hauptunterschied: Agile is focused on build velocity an how much is done. Lean sprints are focused on traction velocity and how much buisiness model is growing (growth)
testing hyptothesis | rapid experimantation
GO LEAN (Lean Sprints)
Test Possible Solutions
build - measure - learn loop
generate better ideas / hypothesis
Customer Forces Canvas
continuosly uncovering problems
Key concepts from Design Thinking
Problem / Solution Fit Process
Craft an offer
Customer Factory Blueprint (7 metrics)
Minimum Success Criteria
Lightweight Business Modelling
Start with a model <--> compute consequences <--> (In)validate with experiments
Start with a business model <--> Identify what's riskiest <--> Test & refine the model
"LIFE'S TOO SHORT TO BUILD SOMETHING NOBODY WANTS." - Ash Maurya
"It’s not the number of experiments or amount of learning that you do, but the number of customers or traction in your business model that you create as a result of that learning that matters." (leanstack.com)
"Adressing the weakest link is the only thing the matters." (leanstack.com)
"Continous innovation demands a new process." (model - prioritize - test)
:question: Is building a product nobody wants, on time an within budget, progress? (leanstack.com)
"Speed of learning ist the new unfair advantage". (leanstack.com)
The bootstart manifesto
:question:Advice / Answers -