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Lean entrepreneur pdf

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Hasan H Topcu
Hasan H Topcu

THE LEAN ENTREPRENEUR How visionaries create products, innovate with new ventures, and disrupt markets

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THE LEAN ENTREPRENEUR Hasan Hüseyin Topçu How visionaries create products, innovate with new ventures, and disrupt markets
OUTLINE •  Overview of the book •  What is Lean Entrepreneur? •  Vision of a Startup •  All the Fish in the sea •  Viability Experiments •  Why Data is so important?
Overview of the Book •  New York Times best seller •  Goal is to help entrepreneurs to apply lean startup •  Actionable Case Studies •  http://leanentrepreneur.co/ (video classes, audio interviews)
Lean entrepreneur pdf
Lean entrepreneur pdf
What is lean entrepreneur? The Lean Entrepreneur is about •  navigating big change in the face of market uncertainty. •  hyperfocus on creating value for customers •  moving at the speed of the Internet
It’s becoming easier to launch a product and to get customers Business is as the web gets bigger, the world is getting smaller Access to capital for tech startups is getting easier as well
Vision vs. Driving Force Most successful endeavors start with a big Vision. The end success rarely matches the initial vision exactly, and sometimes the end result is hardly recognizable at all. The vision is not as important as the drive to achieve it
Elements for Driving Force •  Segment •  Problem •  Product •  Technology •  Sales Channel Your driving force isn’t necessarily the most important part of your business, or what you need to focus all your energy on. Its a way to understand how you’re attempting to shape your business
Startup Culture There is no defined lean startup culture. •  It’s the culture that will dictate success •  a few core philosophies ...
Be a LEARNING organization A learning organization puts ü  data before rhetoric, ü  testing before executing, ü  customers before business plan.
Use Data •  Use data to resolve conflicts, measure progress, and inform decisions. •  An organization drowning in data is little better off than one without data. Those who fear the overhead of implementing data systems are missing the point. •  Data is used to inform decisions, not make them. •  Data tracked must be actionable
All Fish in the Sea
Value Stream •  The value stream in a lean enterprise includes both value-added activities (for example, assembling part of a car) and non-value-added activities (for example, forklifting parts across a warehouse floor) •  The objective of lean is to eliminate as many of the non- value-added processes as possible (some are necessary) and to optimize the efficiency of the value- added activities, while maintaining the established value to the customer.
Value Stream in Lean Startup •  You don’t truly know either the value being created or for whom its being created. •  So our job is to discover the value, for whom its being created, and whether there’s a large enough market to support the business you envision.
Value Stream in Lean Startup
Value Stream in Lean Startup
Value Stream in Lean Startup The goal is to measure the changes between customer states.
Lean entrepreneur pdf
Should we believe customers? •  1. If you’re talking to customers about improving a product they know and love, you can believe them •  2. If you’re talking about introducing new product and through interaction with them get the feeling they get it, you can believe some of what they say •  3. If you ask existing customers if they want something radically new, their response should be treated with skepticism •  4. If you ask prospective customers if they’re willing to pay for your great idea, you shouldn’t bank on their response either way (yes or no) •  5. If your great-uncle loves your idea, that’s wonderful, but not actionable advice (unless, perhaps, he’s in your target segment)
VIABILITY EXPERIMENTS •  Crowd-Funding Test •  The landing page test •  Prototyping
Data = Sword •  Data is the weapon of modern businesses. To an entrepreneur, finding patterns in the data is nirvana •  Keep in mind that 1.  Focus on what moves the needle of your business 2.  Actionable knowledge pulled from data makes your resources more efficient 3.  Not all metrics need to be technically produced and analyzed
From Large Organizations to Local Groups
Final Words •  The most pervasive reasons we hear for not acting as a lean startup are mutually exclusive •  •  1. Its unproven; show me a lean startup big win. •  2. Whatever, there’s nothing new here; entrepreneurs have been doing this for ages
Ultimate Lean Startup
Thanks for Listening Q & A

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Lean entrepreneur pdf

  • 1. THE LEAN ENTREPRENEUR Hasan Hüseyin Topçu How visionaries create products, innovate with new ventures, and disrupt markets
  • 2. OUTLINE •  Overview of the book •  What is Lean Entrepreneur? •  Vision of a Startup •  All the Fish in the sea •  Viability Experiments •  Why Data is so important?
  • 3. Overview of the Book •  New York Times best seller •  Goal is to help entrepreneurs to apply lean startup •  Actionable Case Studies •  http://leanentrepreneur.co/ (video classes, audio interviews)
  • 6. What is lean entrepreneur? The Lean Entrepreneur is about •  navigating big change in the face of market uncertainty. •  hyperfocus on creating value for customers •  moving at the speed of the Internet
  • 7. It’s becoming easier to launch a product and to get customers Business is as the web gets bigger, the world is getting smaller Access to capital for tech startups is getting easier as well
  • 8. Vision vs. Driving Force Most successful endeavors start with a big Vision. The end success rarely matches the initial vision exactly, and sometimes the end result is hardly recognizable at all. The vision is not as important as the drive to achieve it
  • 9. Elements for Driving Force •  Segment •  Problem •  Product •  Technology •  Sales Channel Your driving force isn’t necessarily the most important part of your business, or what you need to focus all your energy on. Its a way to understand how you’re attempting to shape your business
  • 10. Startup Culture There is no defined lean startup culture. •  It’s the culture that will dictate success •  a few core philosophies ...
  • 11. Be a LEARNING organization A learning organization puts ü  data before rhetoric, ü  testing before executing, ü  customers before business plan.
  • 12. Use Data •  Use data to resolve conflicts, measure progress, and inform decisions. •  An organization drowning in data is little better off than one without data. Those who fear the overhead of implementing data systems are missing the point. •  Data is used to inform decisions, not make them. •  Data tracked must be actionable
  • 13. All Fish in the Sea
  • 14. Value Stream •  The value stream in a lean enterprise includes both value-added activities (for example, assembling part of a car) and non-value-added activities (for example, forklifting parts across a warehouse floor) •  The objective of lean is to eliminate as many of the non- value-added processes as possible (some are necessary) and to optimize the efficiency of the value- added activities, while maintaining the established value to the customer.
  • 15. Value Stream in Lean Startup •  You don’t truly know either the value being created or for whom its being created. •  So our job is to discover the value, for whom its being created, and whether there’s a large enough market to support the business you envision.
  • 16. Value Stream in Lean Startup
  • 17. Value Stream in Lean Startup
  • 18. Value Stream in Lean Startup The goal is to measure the changes between customer states.
  • 20. Should we believe customers? •  1. If you’re talking to customers about improving a product they know and love, you can believe them •  2. If you’re talking about introducing new product and through interaction with them get the feeling they get it, you can believe some of what they say •  3. If you ask existing customers if they want something radically new, their response should be treated with skepticism •  4. If you ask prospective customers if they’re willing to pay for your great idea, you shouldn’t bank on their response either way (yes or no) •  5. If your great-uncle loves your idea, that’s wonderful, but not actionable advice (unless, perhaps, he’s in your target segment)
  • 21. VIABILITY EXPERIMENTS •  Crowd-Funding Test •  The landing page test •  Prototyping
  • 22. Data = Sword •  Data is the weapon of modern businesses. To an entrepreneur, finding patterns in the data is nirvana •  Keep in mind that 1.  Focus on what moves the needle of your business 2.  Actionable knowledge pulled from data makes your resources more efficient 3.  Not all metrics need to be technically produced and analyzed
  • 23. From Large Organizations to Local Groups
  • 24. Final Words •  The most pervasive reasons we hear for not acting as a lean startup are mutually exclusive •  •  1. Its unproven; show me a lean startup big win. •  2. Whatever, there’s nothing new here; entrepreneurs have been doing this for ages