GA Innovating in the Enterprise Idea 1

8/11/2019 GA Innovating in the Enterprise Idea 1

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Alex Cowan

INN VATIN INTHE ENTERPRISEPUTTING YOUR IDEAS IN MOTION


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Copyright 2014 COWAN+

ALEX COWANAlexanderCowan.com

@cowanSF

ABOUT ME

Entrepreneur (5x)Intrapreneur (1x)


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@cowanSF

ABOUT ME


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ABOUT ME

www.alexandercowan.comALEX COWAN

AlexanderCowan.com

@cowanSF


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SCALE-FRIENDLY VS. INNOVATION-FRIENDLYScaleFriendly

Innovation

Friendly

$ !?

? ! ? ? ?


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SCALE-FRIENDLY VS. INNOVATION-FRIENDLY

? !

#1: Start with theindividual

#2: Anchor to

problems,not solutions

#3: Become abetter storyteller

#4: Test early, test often

#5: Learn first, scale second

#6: Go see

#7: Kill zombieideas

#8: Innovate for yourbusiness type


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1Start with the individual


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Empathy Creativity

DESIGN THINKING


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@cowanSF

DESIGN THINKING- APPLICATIONS


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Entry1

Urinate as they go2

Edges preferred3

Speedy4

PB > cheese5

Empathy



@cowanSF


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Check & Repair

UV Validation

Relevant Placement

A Better Mouse Trap

Powered by Better Bait

Creativity

1

2

3

4

5



@cowanSF


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DESIGN THINKING- PERSONAS


@cowanSF


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DESIGN THINKING- PERSONAS


@cowanSF


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NOT A GOOD PERSONA

Women

Age 28-45

Has kids Socialize with other moms

Online with Facebook

86% said theyd like to be more

organized

70% said theyd use anapplication that organizes them


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Women

Age 28-45

Has kids Socialize with other moms

Online with Facebook

86% said theyd like to be more

organized

70% said theyd use anapplication that organizes them

NOT A GOOD PERSONA

Bullet points are almostnever vivid or detailed

Stock photo- not real

This is a hugepopulation- not exact

These responses are fakeactionable- survey responses

like this are unreliable


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THE ART OF CUSTOMER DISCOVERY


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A BETTER PERSONA

Mary is a mom by choice. She had a successful career in accounting,

but welcomed the opportunity to be a stay at home mom. She loves it.

But its not like having kids purged her creative, social instincts. She

wants to connect, she wants to learn, she wants to interact. Being a

mom is a job and she wants to do it well. That means corresponding

with other moms on child education and keeping track of what works.

She posts to Facebook at least twice a week and responds to other

moms items more often than that.

She has a few blogs and publications she reads regularly

Mary the Mom


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A BETTER PERSONAthe use of a first name helps

w/ vividness (a little)

these full sentences look like agood start towards something

vivid and detailed

this is a real photo of arelevant person taken with an

iPhone in the real world

Mary is a mom by choice. She had a successful career in accounting,

but welcomed the opportunity to be a stay at home mom. She loves it.

But its not like having kids purged her creative, social instincts. She

wants to connect, she wants to learn, she wants to interact. Being a

mom is a job and she wants to do it well. That means corresponding

with other moms on child education and keeping track of what works.

She posts to Facebook at least twice a week and responds to other

moms items more often than that.

She has a few blogs and publications she reads regularly

Mary the Mom


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DISCOVERY & LEARNING: THINK-SEE-FEEL-DO


@cowanSF


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Copyright 2014 Cowan Publishing

VA

RI

ED

The personashould makeanyone who readsit feel like theyveactually met thisperson.


@cowanSF

ivid


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VA

RI

ED ALEX COWANAlexanderCowan.com@cowanSF

If the personadoesnt inform

how you sell stuffand build stuff,why bother?

ctionableivid


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VA

RI


eal Good personasarent created incubicles. Gowhere the persona

is and observe.

ividctionable


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VA

RI


Make sure youcan identify andtarget these

personas, or youwont be able tofind a use forthem.

dentifiable

ividctionable

eal


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VA

RI

ED

ivid


@cowanSF

dentifiable

Everyone is notyour customer.

Make sure thepersonas aredistinct so you canapply relevantfocus.

xact

ctionable

eal


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VA

RI

ED

dentifiable

xactetailed

People arecomplicated andso good personasare usually prettysubstantial.

ctionable

eal

ivid


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EXERCISE- PERSONA CREATION

Mary the Working Mom

Susan the Stay-at-Home Mom

Douglas the Dad

Nathan the Nanny

Ivan the Infant

List at least 3 personas for a project youre working

(4 min)

use 1 index card/persona


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A LITTLE GAME FOR BETTER PERSONA DISCOVERY

Day in the Lifewe look at a few photos for a given persona

you make some guesses about them

there are no right answers BUT

there is a right process: observe and infer

OBJECTIVE: get a feel for whats real; start to create something vivid

(not a full picture, just snippets)


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(RUN DIL)


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Mary the Working Mom (B, U)

Susan the Stay-at-Home Mom (B, U)

Douglas the Dad (U)

Nathan the Nanny (U)

Ivan the Infant (U)

Which are buyers? Users? Both?

Note with a B and/or a U on the Index Card

(1 min)


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(2 min)

Can you think of 5 real examples for each?

Use the back of your index cards


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EXERCISE- PERSONA CREATIONWhich have the most compelling need, desire?

If you could only pitch 1 persona type, which? Sort top to bottom

(1 min)


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PERSONAS: THINK-SEE-FEEL-DO


@cowanSF


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EXERCISE- PERSONA CREATION (6 MIN)For your top person, complete Think-See-Feel-Do

Thinks:Helen thinks the hiring process should be so much better- more systematic, fewer bad hires. Professionaldevelopment is something theyve identified that they want to do better, but the functional managers arent engagedenough to get the whole thing started.

Sees: Helen is at the tail end of every bad hire and sees the damage it does to the employee and company, alike.Helen sees that online learning has rocketed forward in the last few years. If someone wants to learn a specific skill,theres a number of high quality options online, many of them free. They just need a way to help employees organizeselect into these courses.

Feels: Helen feels like crap whenever they have to let someone go. She hates it. The employee hates it. The managerhates it. Its incredibly destructive and de-motivating for everyone involved. Helen would love to be more involved,more included in functional skills evaluation and improvement. Shes love to have a success story to talk about. MostHR departments dont do a whole lot in this area.

Does: Helens relatively responsive to new ideas, particularly if someone knowledgeable is willing to come in and talkabout it. If she likes it, shell bring it to the functional managers, who are usually the ultimate decision makers sincewithout their support she cant get the system online and working. Post-sale, Helen will help keep the programorganized, moving, and otherwise on the functional managers radar. All this is predicated on Helen being equippedwith the right messages, facts, and best practices to make the purchase and use of Enable Quiz effective .

EXAMPLE: HELEN THE HR MANAGER


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PERSONA MEETS HALLWAY CONVERSATION

So, I think feature [xyz] shouldreally be at the top of our list

Yeah?

Tell me about the user.Who are they? What

are they doing rightnow?


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2Anchor to Problems, Not Solutions


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NEEDFINDING


@cowanSF


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@cowanSF

XPROBLEM SCENARIO

NEEDFINDING


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@cowanSF

XWhat job(s) are you doing for

the customer?

What existing need or

behavior are you fulfilling?

PROBLEM SCENARIO

NEEDFINDING


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@cowanSF

?

X

ALTERNATIVE(S)

PROBLEM SCENARIO

NEEDFINDING


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@cowanSF

?

X

If they currently use

spreadsheets, watch them

use it and get a copy of it.If they currently put notes on the

family fridge, ask about it,

photograph it.

ALTERNATIVE(S)

PROBLEM SCENARIO

NEEDFINDING


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EXERCISE- VALUE PROPOSITIONS

Brainstorm Problem Scenario-

Alternative-Value Proposition

Trios.

ALTERNATIVE(S)?

PROBLEM SCENARIOXProblem: Mary would like to be morestructured and consistent in her use ofallowances to teach the link between workand financial rewards.

Alternative: Track the completion of chores,homework, etc. manually using paper, boards,notes on her phone.

(7 min.)


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@cowanSF

YOUR VALUE PROPOSITIONS !

ALTERNATIVE(S) ?

PROBLEM SCENARIO X

NEEDFINDING


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@cowanSF

X

Are they better enough than the

alternative(s)?

!

?

YOUR VALUE PROPOSITIONS

ALTERNATIVE(S)

PROBLEM SCENARIO

NEEDFINDING


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Add Value Propositions to

your top Problem Scenario +

Alternative Pairs

YOUR VALUE

PROPOSITIONS!

ALTERNATIVE(S)?

PROBLEM SCENARIOXProblem: Mary would like to be morestructured and consistent in her use ofallowances to teach the link between workand financial rewards.

Alternative: Track the completion of chores,homework, etc. manually using paper, boards,notes on her phone.

Value Proposition: Use our app to easily andconsistently implement best practices tailoredto your situation.

(3 min.)


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Prioritize your value propositions-

if you could only pitch one, which?

After that? Etc.

(2 min.)


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and they have a certain

PROBLEMS(S)

where theyre currently using

certain ALTERNATIVE(S)

and I have a VALUE

PROPOSITIONthats better enough

than the alternatives to cause the

persona to act (purchase, use, etc.).

A certain PERSONAexists

NEEDFINDING: THE PRODUCT HYPOTHESIS

!

?

X


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EXERCISE: YOUR PRODUCT HYPOTHESIS


PROBLEMS S



and I have a VALUE

PROPOSITIONthats betterenough than the alternatives to

cause the persona to act

(purchase, use, etc.).

A certain PERSONAexistsHR and functional managers are in charge oftechnical hires

and they struggle to effectively screen fortechnical skill sets, making the hiring processslower and more labor intensive and

producing worse outcomes than they shouldreasonably expect.

Currently they implement a patchwork ofcalling references and asking a few probingquestions.

By offering an easy, affordable, lightweighttechnical quizzing solution, Enable Quiz canacquire and retain these customer personas,delivering material value. (4 min.)

Enable Quiz example:


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THE BUSINESS MODEL CANVAS

!"#$&'()#$*#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;


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SEGMENT TO VALUE PROPOSITION MAPPING

!"#$&'()#$*#+,-$,./-.,(0", 1(,20#3, 1'44'-$500(#6/0#'-78"2(, 5*#), 9:;


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THE INDEPENDENT VARIABLE

Value

Propositions

Customer

Segments

!"#$ &'() #$*#+,-$,. /-.,( 0", 1(,20#3, 1'44'-$ 500(#6/0 #'-78"2(,5*#), 9:;


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CUSTOMER SEGMENTS VS. PERSONAS

!

CustomerSegments

Personas


@cowanSF


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EXERCISE- MAPPING PERSONAS, VALUE PROPS

1. List your prioritized personas

(Customer Segments block)

and Value Propositions

2. Map your personas to your

Value Propositions

This work is licensed undertheCreativeCommons Attribution-ShareAlike3.0 Unported License. To view acopy ofthis license, visithttp://

creativecommons.org/licenses/by-sa/3.0/orsend aletterto CreativeCommons, 171 Second Street, Suite300, San Francisco, California, 94105, USA.The templates here are made available on the same CC license terms as the original canvas.

Activity_1

Activity_2

Activity_3

Proposition_1

Proposition_2

Proposition_3

Persona_1

Persona_2

Persona_3

(3 min)


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PEER PRESENTATIONS PREP!

(4 min.)

For [target customer] who [statement of the need or opportunity], the

[product name] is a [product category] that [statement of key benefit/

key reason to buy]. Unlike [primary alternative], our product [statement

of primary differentiation].

For [hiring managers] who [need to evaluate technical talent], [Enable

Quiz] is a [talent assessment system] that [allows for quick and easy

assessment of topical understanding in key engineering topics]. Unlike

[formal certifications or ad hoc questions], our product [allows forlightweight but consistent assessments of technical talent].

EXAMPLE


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As

Presenter

As

Audience1) What is this? (Use positioningstatement)2) Who is the persona? What kind of shoesdo they wear?3) What problem scenario(s) are youlooking at? What alternatives does thepersona use now?4) Whats your value proposition?5) Whats your product hypothesis?6) What do you need to learn more about?

- Focus on the process; avoid editorial- Ask a lot of questions- Think about it like an investor

EXERCISE: PEER PRESENTATION

(5 min./ each)


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AVOID THE TWIN ANTI-POLES OF DESIGN FAILURE

Doing preciselywhat the user asks

Assuming you know whatsbest and ignoring the user

!"#$

%


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NEEDFINDING MEETS HALLWAY CONVERSATION

Here are a list of SEOkeywords related to theexciting new solution we built

What problems doesthis solve for thecustomer? What wordsdo they use to describeit?


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3Become a Better Storyteller


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STORYBOARDING: ORIGINS

copyright Fred Moore & Disney Pictures


@cowanSF


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Personas

STORYBOARDING EXAMPLE


@cowanSF


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Personas

STORYBOARDING EXAMPLE


@cowanSF


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ENABLE QUIZ: EXAMPLE PROBLEM SCENARIOS


X

Helen the HR Manager

Its hard for me to screen ontechnical skill sets and I end up

sending Frank unqualifiedrecruits.

Frank the Functional Manager

I have limited time and I dontwant to be a jerk. Its hard to

screen for all the relevanttechnical skill sets.

PERSONA

PROBLEM

SCENARIO

- Call references

- Take their word for it

- A few probing questions

- Take their word for it?ALTERNATIVE(S)

!VALUEPROPOSITIONSNew ability for meaningfulscreening of technicalcandidates, increasing % ofsuccessful hires and loweringFranks workload on recruiting.

Less time doing interviews, andbetter hires sooner.


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STORYBOARDING A PROBLEM SCENARIO

AFTER

BEFORE

BEFORE

(using the

Alternative)

AFTER

(with the Value

Proposition)


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SKETCHING YOUR NARRATIVE

source: adapted from Nir Eyals Hook Framework

How does the problem

scenario initiate?How is the alternative

executed?

How is the persona

gratified?

REWARDACTIONTRIGGER



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STORYBOARDING A PROBLEM SCENARIO

}}

}1 PanelStoryboard

Area

Notes

AreaOptionalnotes here tosupplement your storyboard


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EXERCISE: BEFORE AND AFTER BOARDS

Using the squares, create a before and then after

storyboard- 3 panels each

BEFORE

(using theAlternative)

AFTER

(with the ValueProposition) (10 min.)

STORY ARC

Trigger

Action

Reward



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AI

DA

OR

ttentionnterest

esirection

nboardingetention

How do they firstfind out that you,your propositionexist?

How do you breakthrough the noisefloor?


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AI

DA

OR

ttentionnterest

esirection

nboardingetention

What is it thatengages them with

your proposition?How will youconnect?


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AI

DA

OR

ttentionnterest

esirection

nboardingetention

Are you connectingwith an importantproblem scenario?Is your VP better

enough than thealternative?


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AI

DA

OR

ttentionnterest

esirection

nboardingetention

What is absoluteminimum set ofactions required bythe customer to

have you deliver ontheir problem?


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AI

DA

OR

ttentionnterest

esirection

nboardingetention

How do they

become a regular,habitual user? Howwill you know ifthats happening?


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AI

DA

OR

ttentionnterest

esirection

nboardingetention

How do youdeepen theirinvolvement?Investment? How

do you get themtalking about it?


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STORYBOARDING AIDA(OR)


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Thinks: I care about evaluating tech hires but Im

busy- Ill take a quick look if I can.

Sees: A post on social media from a peer she

regards well.

Feels: Theres a twinkling in the distance but Im stillfirmly rooted in my to-do list in the present.

Does: Calls or emails her peer to hear about her

experience.


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Thinks: This sounds interesting-

can I make it work here (at my

company).

Sees: A clear proposition and

narrative on next steps towards asuccessful outcome (on the Enable

Quiz site).

Feels: Initially suspect, her

excitement about racking up a

meaningful win in an important area

grows.Does: Puts it on her to-do list as a

set of items. Mentions it to

colleagues.


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Thinks: I understand the proposition and

I keep seeing wins for it here at work.

Sees: Situations where she really wishes

she had a quiz to use instead of the

hodge podge she uses.

Feels: This could be one of her major

wins for the year- exciting!

Does: Move Enable Quiz to the top of her

list.


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Thinks: I need Franks buy-in: theyre his candidates

and hell need to help me create the quizzes.

Sees: Frank struggling to find time to interview

candidates. Having trouble with skill sets on his team.Feels: Nervous and excited to bring it to Frank.

Does: Gets in front of Frank with a simple proposal to

just try the system out for their next open position.


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Thinks: Here we go- I hope this

works.Sees: A job description and a set of

quiz options she needs to pair.

Feels: A little uneasy- like playing

scrabble in a language shes just

learning.Does: Creates a draft and then

goes to Frank with questions that

she makes as specific as possible.


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Thinks: This was a win- its part of ourroutine and it works great.

Sees: That her screening process and

hiring outcomes are measurably

improved.

Feels: I love this thing- everyone shoulduse it.

Does: Shares about her win on social

media and is willing to try new things.


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Using the

squares, create

a 6-panel

AIDA(OR)

storyboard

(10 min)

EXERCISE: AIDA STORYBOARD (10 MIN)


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DESIGN THINKING- USING PERSONAS

Personas Problem ScenariosAlternatives

Your Value Propositions

SELLINGSTUFF

Whos buying?

Where?

Why?

Who are weselling to?

Where do wereach them?

With whatproposition?

MAKINGSTUFF

What does theuser actually do?What does theuser (most) want?


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@cowanSF

WHY IS DESIGN THINKING HARD?

Design Thinking

Now

Survival

Then


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NEEDFINDING MEETS HALLWAY CONVERSATION

We have an amazing newthing now where users can [x]their [y]

Cool. Who does this?Whats the trigger?

Whats the first thingthat happens?

Then what?How do we know ifthey have a goodoutcome?


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4Test Early, Test Often


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EVIDENCE-BASED INNOVATION VIA LEAN STARTUP

Do I have real evidence from my buyerthat this is compelling?

01 ID EA!

What are the key assumptions requiredto make this business work?

02 HYPOTHESIS

How do I definitely prove or disprove theassumptions with a minimum of timeand effort?

03 EXPERIMENTAL DESIG N

04 EXPE RIM ENTATION

Am I reacting or am I focused onvalidating my pivotal assumptions?

Pivot or persevere?


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Do I have real evidence from my buyerthat this is compelling?

01 ID EA!


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What are the key assumptions requiredto make this business work?

02 HYPOTHESIS

How do I definitely prove or disprove theassumptions with a minimum of timeand effort?

03 EXPERIMENTAL DESIG N


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PROBLEMS(S)



and I have a VALUE

PROPOSITIONthats better enoughthan the alternatives to cause the

persona to act (purchase, use, etc.).

A certain PERSONAexists

NEEDFINDING: THE PRODUCT HYPOTHESIS

!

?

X


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ASSUMPTIONS: ORGANIZED AND PRIORITIZED

Priority Key Assumption Needs Proving? Experimentation

1[A key assumption about thebusiness]

[Whether it needsproving

[Experiment toprove or disprove]

1

Hiring managers wouldprefer a lightweight quiz appover calling references andad hoc probing.

Yes

* Customer interviews on problemscenario* Value testing through minimumviable product

2Managers want to be able toadd their questions as well

Yes* Show prototypes with choices* Test in beta

2 Parents have smart phones No n/a

Focus on strategic,pivotal assumptions


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FOCUS AND THE LEAN STARTUP

Crossing ts

Dotting isDoesnt matter unless ithelps prove (or disprove)

your pivotal assumptions


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FOCUS AND THE LEAN STARTUP

Subjectall youractivities +metrics to

that litmustest.


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4 TYPES OF LEAN HYPOTHESES

PERSONAHYPOTHESIS


@cowanSF


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PERSONA HYPOTHESIS


@cowanSF

Does this person exist?

Can you identify them?

Do you understand them really well?

What do they think-see-feel-do in your area?


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PERSONA HYPOTHESIS- CHECKLIST

Hypothesis Experiment

! This persona exists (in non-trivialnumbers) and you can identify them.

- Can you think of 5-10 examples?- Can you set up discovery interviews with them?- Can you connect with them in the market at large?

! You understand this persona well. - What kind of shoes do they wear?- Are you hearing, seeing the same things across your discovery

interviews?! Do you understand what they Think in

your area of interest?

- What do you they mention as important? Difficult? Rewarding?- Do they see the work (or habit) as you do?- What would they like to do better? To be better?

! Do you understand what they See inyour area of interest?

- Where do they get their information? Peers? Publications?- How do they decide whats OK? Whats aspirational?

! How do they Feel about your area ofinterest?

- What are their triggers for this area? Motivations?- What rewards do they seek? How do they view past actions?

! Do you understand what they Do in yourarea of interest?

- What do you actually observe them doing?- How can you directly or indirectly validate thats what they do?


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PERSONA HYPOTHESIS- OUTPUTS & PIVOTS

Common Pivots1) Re-segmentation (more granular)

2) Revision of area of interest/problem space

3) Strategic pivot

Template: bit.ly/personast

Outputs


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EARLY MARKET VS. LATER MARKET


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EARLY MARKET VS. LATER MARKET


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EXERCISE: WHOS YOUR EARLY MARKET?

1) How do they differ within your existing persona definitions?

Example: At Enable Quiz, theyre startups doing lots of hiring

2) How will you locate them?

Example: At Enable Quiz, theyll read tech rags to see who just got funded.

3) How will they help you transition to your next segment?

Example: At Enable Quiz, via case studies, references, and incented posts on LinkedIn.

Answer each as best you can: ~ 1 min/each

(4 min.)


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PERSONAHYPOTHESIS

PROBLEMHYPOTHESIS


@cowanSF


100/200


PROBLEM HYPOTHESIS


@cowanSF

Have you identified a discrete problem/need?

How important is it to the target persona(s)?

What alternatives do they use today? How?


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PROBLEM HYPOTHESIS- CHECKLIST


! Youve identified at least one discreteproblem (job, desire, etc.)

- Can you describe it in a sentence? Do others get it?- Can you identify current alternatives?

! The problem is important - Do subjects mention it unprompted in discovery interviews?- Do they respond to solicitation (see also value and customer creation

hypotheses)?

! You understand current alternatives - Have you seen them in action?- Do you have artifacts (spreadsheets, photos, posts, notes, whiteboard

scribbles screen shots ?


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PROBLEM HYPOTHESIS- OUTPUTS & PIVOTS

Outputs Common Pivots1) Pivot to a more material problem area

2) Strategic pivot


ALTERNATIVE(S) ?

PROBLEMSCENARIO(S) X


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04 EXPE RIM ENTATION

Am I reacting or am I focused onvalidating my pivotal assumptions?

Pivot or persevere?


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PERSONAHYPOTHESIS

PROBLEMHYPOTHESIS

VALUEHYPOTHESIS


@cowanSF


105/200


VALUE HYPOTHESIS


@cowanSF

Do you have a value proposition thats better

enough than the current alternatives?


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VALUE HYPOTHESIS- CHECKLIST


! Your product is better enough than thealternative to make sales (traffic, etc.)

- You successful execute a (paid?) concierge MVPor- You successfully pre-sell the productor- You successfully drive drive sign-ups online

!

Customers will readily perceive thissuperiority if you [x]

-

(see above)


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PROBLEM HYPOTHESIS- OUTPUTS & PIVOTS

Outputs Common Pivots1) Pivot from pre-conceived solution/

proposition2) Pivot to new problem area

3) Strategic pivot


VALUE

PROPOSITION(S)

X

?!


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PERSONAHYPOTHESIS

PROBLEMHYPOTHESIS

VALUEHYPOTHESIS

CUSTOMER CREATIONHYPOTHESIS


@cowanSF


109/200


CUSTOMER CREATION HYPOTHESIS


@cowanSF

Do you have a profitable, repeatable recipe

for acquiring and retaining customers?

Do you have a system for monitoring it and

trying new things?


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03 PROPOSING TESTABLE SOLUTIONS

0 Day 30 Day ID

DOES IT WORK?

Deep testing on real

data with a very

small set of users.

90 Day

DOES IT STICK?

Post deploy, are

users engaged at

expected levels? If

not, why not?

DID IT MATTER?

Is it delivering on the

target propositions?

If not, why not?


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LEAN STARTUP MEETS HALLWAY CONVERSATION

Im super excited about [thisidea]. Im working on thebusiness case to sellmanagement so we can startbuilding

Sound neat.

Whats the centralproposition? Maybetheres a way we can

bootstrap some proofpoints.

That would supercharge your businesscase.


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5Learn First, Scale Second


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WHERE ARE YOU NOW?

MVP

Nascent

Product-MarketFit(?) Scale

PIVOTALASSUMPTIONS

PRODUCT

ORG.

PARTNERS,CHANNELS

Founders

N/A

Probably toosoon

Test, revise,test...

MVP

Customer dev.team

Probably toosoon

Validated- nowtactical

Focus: efficiency,extension

Full functionalorganization

Yeah, maybe?


What would astartup do??

Scalableorganization

Yeah, definitely!


114/200


LEAN STARTUP MEETS HALLWAY CONVERSATION

Management is really excitedabout your project. Imallocating your 50 FTEs fornext year.

Wow, thanks.

But I dont need 50FTEs, yet. Id just befinding them stuff to do.

Heres what I need andhow Ill stayaccountable for thoseresources.


115/200


6Go See


116/200



PERSONAHYPOTHESIS


@cowanSF


117/200


EXERCISE: PERSONA DISCOVERY QUESTIONS (5 MIN)

Question Form Examples Questions (Enable Quiz)

Tell me about [yourself in the role of the persona]? - Tell me about being an HR manager?- How did you choose that line of work? Why?- What do you most, least like about the job?- What are the hardest, easiest parts of the job?- Ive heard [x]- does that apply to you?

Tell me about [your area of interest]? - Do you do screen new candidates? If not, who?- Can you tell me about the last time? What was the trigger?- Who else was involved? What was it like?

Tell me your thoughts about [area]? - How should it ideally be done?- How is it actually done? Why?

What do you see in [area]? - Where do you learn whats new? What others do?- Who do you think is doing it right?- How did you make your last decision?

How do you feel about [area]?-

What motivates you? What parts of it are most rewarding? Why?Tell me about the last time?- What would it be like in your perfect world?

What do you do in [area]? - Would you show me your interview guide? Example notes? - Whatthe vetting process was like on the last few candidates?


118/200


PERSONA HYPOTHESIS


@cowanSF

Everyone is my customer!

Possibly true at some point, but

you need to nail early adopters

to get traction.


119/200


PERSONA HYPOTHESIS


@cowanSF

There are a few customers to

focus on- Im not sure which

one.

Pick the one with the most

compelling need and choose.

Or guess. But dont diffuse your

focus.


120/200


PERSONA HYPOTHESIS


@cowanSF

I cant find anyone to interview

Then I would step back. This

almost certainly means youll

have trouble with the next steps

as well.


121/200


PERSONA HYPOTHESIS


@cowanSF

I think I get this persona, but Im not

sure about the whole think-see-feel-do

thing.

Think-see-feel-do is not the only

way to go but its pretty good.

Solid personas are the stitch in

time that saves 9.


122/200


KEY TO GOOD PERSONA DISCOVERY

PERSONAHYPOTHESIS


@cowanSF

1) Create a level of person-ability and comfort

2) Acclimate them to the idea that youre not just

wondering about the general picture

3) Assure them by demonstration that youre not

selling anything or advocating a point of view


123/200



PERSONAHYPOTHESIS

PROBLEMHYPOTHESIS


@cowanSF


124/200


EXERCISE: PROBLEM DISCOVERY QUESTIONS

(5 min.)


What are the top [5] hardest things about [area ofinterest]?

- What are the top 5 most difficult things about making good techhires? Why?

How do you currently [operate in area of interest- ifyou dont have that yet]? ORHeres what I got on[x]- is that right?

- How do you currently screen for technical skill sets?- Who does what?- How does that work?

Whats [difficult, annoying] about [area of interest]? - Whats difficult about screening technical candidates?- How do you validate they have the right skill set?- How are the actual outcomes? Examples?

What are the top 5 things you want to do betterthis year in [general area of interest]?

- What are the top 5 things you want to do better in technicalrecruiting and hiring?

Why is/isnt [your specific area of interest on thatlist]?

- Why is/isnt screening for technical candidates on that list?


125/200


PROBLEM HYPOTHESIS


@cowanSF

During customer discovery interviews, the

subjects consistently mentioned our problem

scenario

Excellent! Thats a goodpreliminary validation youre on

the right track.


126/200


PROBLEM HYPOTHESIS


@cowanSF

We did a questionnaire and >80% of

subjects said they wish [our problem

area] was better.

Dont trust questionnaires,especially with leading

questions. Focus on face-to-

face.


127/200


PROBLEM HYPOTHESIS


@cowanSF

I am in this business/I am one of these personas and I

know I have this problem- and Im sure it exists for

most others like me.

Good start but approach

discovery like you know nothing.


128/200


PROBLEM HYPOTHESIS


@cowanSF

Our product doesnt really address a problem,

exactly, so this isnt relevant for us.

There are no new problems orhabits. Make sure you know

what youre after.


129/200


PROBLEM HYPOTHESIS


@cowanSF

Our product is so fundamentally novel that

there are no current alternatives.

(see previous)


130/200


PROBLEM HYPOTHESIS


@cowanSF

Weve mapped out the alternative and observed

or key personas in action with them.

Excellent! Youre ready tosynthesize, tune and test your

value proposition!


131/200


KEY TO GOOD PROBLEM DISCOVERY

PROBLEMHYPOTHESIS


@cowanSF

1) Avoid prompting, progressing to it only as a

last ditch effort

2) Get them in storytelling mode- focus onspecifics and details

3) Focus on just getting them talking- mind the

time but be careful about interrupting for course

corrections


132/200


VALUE HYPOTHESES

PERSONAHYPOTHESIS

PROBLEMHYPOTHESIS

VALUEHYPOTHESIS


@cowanSF


133/200


EXERCISE: VALUE DISCOVERY QUESTIONS

(2 min.)


How do you decide on and buy [stuff in generalarea of interest]?

- How do you buy [access to recruiting services, resumesearches, HR software, training, prof. ed. books]?

-

Whos involved? Whats the scope of individual discretion?How much did you spend [last period]? - How much do you spend on [items of interest]?

[most of this needs to be obtained through direct experimentation (next

section); the following are useful but probably not pivotal]


134/200


TESTING YOUR HYPOTHESIS VIA MVP

M

VP

inimum What is the fastest,

cheapest way tovalidate orinvalidate thisoption so we give

ourselves moreoptions on futuresuccess?


135/200



M

VP

iable Will it give us adefinitive result?What are theactionable metrics?

inimum


136/200



M

VProduct

Does it reallyrequire actual

product? Can weuse alternativebrands, channels?

iable

inimum


137/200



is not necessarily actual software/product(see concierge MVP)

is a first and foremost learning vehicle vs. a project plan

(OK to do those things but alwayssubordinate them to the learning mission)

vs. a product development project

M

VProduct

iable

inimum


138/200


THE MVP LITMUS TEST

output !=outcomeIs your MVP driving anextraordinary outcome?

Or is it a vehicle to create outputas usual?


139/200


CASE STUDY: DROPBOX

OPPORTUNITYUnderlying demand and supportinginfrastructure ready for a great file sharingapp.

CHALLENGEBuilding a great cross-platform app.required VC funding. VCs saw a spacewith lots of existing competitors strugglingto get traction.


140/200


CASE STUDY: DROPBOX

Persona

ProblemScenario

Alternatives

Value Prop.

Tom the Techie- early adopter who works on projects that require swapping a lot of files between ashifting network of collaborators.

Its difficult to share files between a network of collaborators, particularly if theyre: big or numerous orchange a lot.

Many existing products, but none of them super compelling and widely adopted.Also, custom setups which work but are cumbersome to set up and maintain.

A file sharing service that truly feels transparent to the user across all major platforms- OSX, iOS,Windows, etc.

What Minimum Viable Product (MVP)?

That you can bootstrap?

That doesnt require software at all?


141/200


THE WIZARD OF OZ MVP

Result: Excellent traction andconversion to sign-ups.

Strong validation signal.

Created a synthetic demotailored for early market(techies), promoted it, and

measured email sign-ups.


142/200


EXAMPLE: ENABLE QUIZ

OPPORTUNITYHiring quality technical talent is critical formany companies, but screening for skillsets is time consuming and awkward.

CHALLENGEThe founding team wants to bootstrapwithout external funding so they need tofocus on a specific technical domain, onethat will get them strong early traction.


143/200


EXAMPLE: ENABLE QUIZ

Persona(s)

ProblemScenario

Alternatives

Value Prop.

Helen the HR Manager- responsible for sourcing and screening job candidatesFrank the Functional Manager- hiring manager responsible for acquiring and managing talent

Helen: hard to screen for technical skillsFrank: never has enough time for recruiting and doesnt want to be a jerk during interviews

Helen: call references, take their word for it (on skills)Frank: ask a few probing questions

A lightweight quizzing app that has Helen can use to do quick, effective screening.

What Minimum Viable Product (MVP) for deciding on the right first topics?




144/200


THE PRE-SALES MVP

Target Outcome: Informedselection of starter topics (and

baseline on initial conversions).

Ran Google AdWordcampaigns across top rankingtechnical topics, measuring

click through rate and landingpage sign-ups.


145/200


CASE STUDY: LEONID SYSTEMS

OPPORTUNITYMajor disruption and new productopportunities among telecom providerswith introduction of voice-over-IP and cloudcommunications.

IT systems need to be rethought.

CHALLENGEAs a one-person startup, Leonid hadactionable ideas but not enough resources

to execute an end-to-end solution.


146/200


CASE STUDY: LEONID SYSTEMS

Persona

ProblemScenario

Alternatives

Value Prop.

Chris the CTO- has funding and mandate to transition the business towards hosted services; manybases to cover

IT is the most expensive, most risky area when making changes to the business.

1) Place large, risky bets on major new system upgrades. 2) Make small incremental updates (but risknot keeping pace).

Leonid will offer modular, integration-friendly applications in two critical areas: 1) services provisioningand 2) end user self-service portals.





147/200


LEONID MVPs: FROM CONSULTING TO PRODUCT

Started with consulting as aconcierge vehicle to createtactical solutions, evolving to

full-fledged product.

Result: Steady step-wisegrowth with consistently betterunderstanding of key customerproblem scenarios.


148/200


CASE STUDY: ZAPPOS

OPPORTUNITYAn observed problem scenario around thedifficulty of finding the right shoe at localretail and a giant (but nascent) market inonline retail (1999).

CHALLENGEConsumers still in the early stages ofadopting and habituating to online retail.Founder (Nick Swinmurn) wanted tobootstrap.


149/200


CASE STUDY: ZAPPOS

Persona

ProblemScenario

Alternatives

Value Prop.

Sam the shoe-hound- knows what he wants but not where to get it.

Sam is unable to find the shoe he wants at local retailers, wasting time and getting frustrated.

Possibly mail order or wait until hes in a bigger market to go to the store.

Make the shoe Sam wants accessible online and make sure he has a great experience so hell comeback and not have to think about where to find the shoe he wants anymore.





150/200


CASE STUDY: ZAPPOS

Result: It worked and the restis history.

Photographed shoes and putthem online to observewhether anyone bought them.


151/200


CASE STUDY: SPRIG

source: as told to Lean Startup Circle, SF (Jan 2014)

Startup looking for early traction forinvestors: Whole Foods (deli) meets Uber.

OPPORTUNITYLarge opportunity to resegment anddisrupt food prep. and delivery business.Desire to move fast and learn fast.

CHALLENGESome existing competitors and slowfundraising process. Food prep. and

delivery requires infrastructure.


152/200


CASE STUDY: SPRIG

Persona*

ProblemScenario

Alternatives

Value Prop.

Paula the Professional- health conscious, short on time, moderate to high income, already usessimilar services like Uber.

I want to have a nice, healthy dinner with no hassle and at a price I can afford (like $12).

Going to the store or an expensive, take-out, or a slow delivery service (>20 minutes).

A healthy meal like you would order a cab (on Uber): Dinner on Demand Prep Time is 3 Taps Delectable Prices (Sprig Home Page)

What MVP?



* This is me interpolating/guessing on an item; not part of the Sprig teams explanation.



153/200


SPRIG MVP & EXPERIMENTATION

Result: Excellent uptake andvaluable observations on theproposition and customer

journey.

Hire a chef for the day, put theoffer on Eventbrite, emailfriends - concierge MVP.



154/200


CASE STUDY: STEALTH PHOTO-SOCIAL STARTUP

OPPORTUNITYLots of exciting things happening in thephoto-social space.

CHALLENGE

The team had several ideas but fewresources.

C S S S O O SOC S


155/200


CASE STUDY: STEALTH PHOTO-SOCIAL STARTUP

Persona

ProblemScenario

Alternatives

Value Prop.

Existing poster of photos. Personas: Martha the Mom, Pat the Party Planner, Teresa the Teen SocialButterfly

[I want to do something interesting with my photos so that my social graph rewards me with interest andacclaim]

Manually enhance photos, use alternative enhancers/amplifiers like Instagram

[This is something users can do with photos that will generate engaging content for their social graph]

USER JOURNEY PHOTO SOCIAL


156/200


USER JOURNEY: PHOTO-SOCIAL

ASSUMPTIONUsers social networkwill like and share theapps output

What MVP?

That you canbootstrap?

That doesnt requiresoftware at all?

PHOTO SOCIAL STARTUP MVP & EXPERIMENTATION


157/200


PHOTO-SOCIAL STARTUP: MVP & EXPERIMENTATION

MVPCreate the target outputby hand (conciergestyle)

Does anyone care?

ASSUMPTIONUsers social networkwill like and share theapps output

CASE STUDY RAPID EQUIPPING FORCE (REF)


158/200


CASE STUDY: RAPID EQUIPPING FORCE (REF)

OPPORTUNITYPost traumatic stress disorder (PTSD)creating extremely serious mental andphysical health issues for servicepersonnel and veterans.

CHALLENGEDespite substantial spending, currentapproaches to diagnosis and treatmentunder-delivering.

CASE STUDY RAPID EQUIPPING FORCE


159/200


CASE STUDY: RAPID EQUIPPING FORCE

Persona

ProblemScenario

Alternatives

Value Prop.

Salem the Solider- receives relatively good treatment for acute injuries but concussive injuries that arenot immediately debilitating often go undiagnosed and/or untreated or under-treated.

The brain is a complex instrument- you cant just patch it up. Concussions that are not immediatelydebilitating can still lead to serious conditions.

Its part of the culture to ignore or minimize injuries that dont immediately put you out of commission.

The most common alternative is after-the-fact treatment within the Veterans Administration hospitalswhere very little history is available.

Just about anything that would improve outcomes would improve many lives.



160/200



REF head Peter Newell got a tipto look at what NASCAR wasdoing to measure, diagnose,and treat concussive injuries.

source: NASCAR



161/200



Working with R&D partners, REFdeveloped a prototype system forsoldiers to use on the front lines.

Pressure Sensors (4): 100 psi max at ~50kHz sample rate 3 Axis Accelerometer (Body and Head): 1250 G max at ~50 kHz

sample rate

3 Axis Gyro (Head): 2000 dps max gyro at 1-2 KHz sample rate

GPS: Time stamping of event data

Wireless Communication to the

Vehicle Sensor System

VIA RFID - Uniquely identifies soldier

position when in a vehicle

Battery Power Self contained (2 each CR-123A)

source: adapted from Innovation Leadership Board and REF

MVP ARCHETYPES


162/200


MVP ARCHETYPES

The Concierge MVP:manually provide the product experience youwant the customer to have

The Pre-Sales MVP:hand sold and/or promoted online

The Focal Product:

minimal implementation focused only onfeatures required for core value proposition

ABOUT MVPS AND PRODUCTS IN GENERAL


163/200


ABOUT MVPS AND PRODUCTS IN GENERAL

You have to put the magic inthe software.

(Not the other way around)

Concierge and other non-software MVPs can be prettymagical.

Find 100 people that are reallyinto it and you can probablygrow.

EXERCISE: YOUR (CONCIERGE) MVP


164/200


EXERCISE: YOUR (CONCIERGE) MVP

Component Notes

What is the experience you want to provide? - What are the preconditions and general steps?

What measurable outcome would validateyour value proposition?

- How will you know if its delivering value?- This could be: a) measurably better outcomes b) activitylevels c) follow-on interest

How will you find participants and what arethe core screening/qualification criteria?

- How will you know if the subjects are relevant to yourcore hypothesis?

(5 min.)

LEAN AT LARGE


165/200


LEAN AT LARGE

Priority Key Assumption Needs Proving? Experimentation

1[A key assumptionabout the business]

[Whether it needsproving

[Experiment toprove or disprove]

1

Parents want toorganize the

distribution of

Yes* Post the proposition in ads online

* Measure sign-ups on a landing page2

Parents want to linkallowances to chores

Yes* Show prototypes with choices* Test in beta

2Parents have smartphones

No n/a

PLANNING WITH LEAN AT LARGE


166/200



Lets assume.

Then test.

Lets not

argue



167/200



VALUE HYPOTHESIS


168/200


VALUE HYPOTHESIS


@cowanSF

How much better than the best alternative is your

product?

How obvious is that to the customer?

VALUE HYPOTHESIS


169/200


VALUE HYPOTHESIS


@cowanSF

Over 80% of the people we asked said theyd buy

our product!

Cant trust it- Yellow Walkmandata

VALUE HYPOTHESIS


170/200


VALUE HYPOTHESIS


@cowanSF

We did a concierge test and [got paid, got asked

by the customer when they could buy our

product].

Excellent! Youre on the fasttrack of iterating to a successful

outcome. Time to look at an

actual MVP.

VALUE HYPOTHESIS


171/200


VALUE HYPOTHESIS


@cowanSF

We finished our concierge test. They liked it but as

a result it was a long way to conclusive.

Now that you know how, could

you get paid for the next one?

Try other test and then if

negative, consider pivot.

VALUE HYPOTHESIS


172/200


VALUE HYPOTHESIS


@cowanSF

We made a bunch of pre-release sales, but

theyre non-binding.

Thats OK (as long as you made

the agreement with a real

decision maker). Youve got a

reasonably good validation of

value hypothesis.

VALUE HYPOTHESIS


173/200


VALUE HYPOTHESIS


@cowanSF

We couldnt make any pre-release sales.

Why not? No interest? Thats

bad. Need to sell real product

(and thats really why), consider

whats behind that.

VALUE HYPOTHESIS


174/200


VALUE HYPOTHESIS


@cowanSF

We found a few AdWord-landing page combinations

that had better than expected click through and

conversion rates to email sign-ups.

Excellent! Thats a good

validation of your value

hypothesis and youre gotten a

jump start on your Customer

Creation Hypotheses.

VALUE HYPOTHESIS


175/200


VALUE HYPOTHESIS


@cowanSF

We tried a few things with AdWords and landing

pages, but the results werent great.

What happens when you try thesame thing out in the real

world? Search is a good way to

connect with existing demand

but not necessarily learn about

its fundamentals.



176/200




@cowanSF

How will you get the customers: attention, interest,

desire, action, onboarding, retention?

How will you know if its working?



177/200




@cowanSF

Most of these results are prettydefinitive.

OLD SCHOOL VS. NEW SCHOOL


178/200


OLD SCHOOL VS. NEW SCHOOL

Output vs. Outcome

Scaling vs. Learning

WHERE ARE YOU NOW?


179/200


WHERE ARE YOU NOW?

MVP

Nascent

Product-MarketFit(?) Scale

PIVOTALASSUMPTIONS

PRODUCT

ORG.

PARTNERS,CHANNELS

Founders

N/A

Probably toosoon

Test, revise,test...

MVP

Customer dev.team

Probably toosoon


Focus: efficiency,extension

Full functionalorganization

Yeah, maybe?


What would astartup do??

Scalableorganization

Yeah, definitely!

PLAY TO YOUR ADVANTAGE AT THE EARLY PHASES


180/200



EXPENSE

FLEXIBILITY

wireframe

working design

prototype

working product with a few users

with lots of users

idea

DRAFT &EXPERIMENTA LOT



181/200



EXPENSE

FLEXIBILITY

wireframe

working design

prototype

working product with a few users

with lots of users

idea

play to yourstrengths as asstartup/new product

in this zone

AGILE & THE BEAUTY OF SMALL BATCHES


182/200


G & U O S C S

DISCOVERY MEETS HALLWAY CONVERSATION


183/200


I was thinking the team and Iwould summarize some reportsfrom Gartner over the nextcouple of weeks.

I dont want you to dothat. I want you to goout and talk to users.

Heres what I want youto ask them

You guys can comewith me on a fewinterviews then youllbe ready to do yourown.

Youll finish this withmore skills!


184/200


7Kill Zombie Ideas

SOME ZOMBIE IDEA TYPES


185/200


THE R&D ZOMBIEAlso known as the solutionlooking for a problem zombie.

1 x TIME

THE CUSTOMER

SAID ZOMBIECustomers say they love it-but are they actually buying?

THE TOP DOWN

ZOMBIEWe told the street were doingit, so now

THE CRUMBLING

ZOMBIESo much time, so much moneytheres gotta be something here.


186/200


8Innovation for Your Business Type

IDENTIFYING YOUR TYPE


187/200


Infrastructure-DrivenUTILITIES TELECOM COMMODITIES

Scope-Driven

RETAIL BANKING CORP. LAW

Product-DrivenPACKAGED GOODS APP. SOFTWARE MEDIA

IDENTIFYING YOUR TYPE


188/200


INFRASTRUCTUREKimberly-Clark: paper pulpDuPont: plastics and polymers

SCOPEProcter & Gamble: cradle to grave productsBaby Store: everything for babies in one place

PRODUCTEarthBaby, TinyTots, Honest Company:compostable diapers and service

IDENTIFYING YOUR TYPE: QUIZ!


189/200


IDENTIFYING YOUR TYPE: IMPLICATIONS


190/200


EXAMPLE AREAINFRASTRUC

TURE-DRIVEN

SCOPE-

DRIVEN

PRODUCT-

DRIVEN

Sales Process:

Highly standard or flexible?

relatively

standardized

relatively flexible (ideally Channel

sells)

Pricing & Packaging:Highly standardized or

customizable?

relativelystandardized

relativelycustomizable

relativelystandardized

Customer Support:

How systematic vs.

customized?

relatively

systematic

relatively

customized

relatively

systematic (non-

channel)

VENTURE DESIGN


191/200


X

PROBLEM

SCENARIOS &ALTERNATIVES

What?

PRODUCT &

PROMOTION

/

CUSTOMER

DISCOVERY &EXPERIMENTS

Tell me?

PERSONAS

Who?

USER

STORIES &PROTOTYPES

How?

Scale?

Pivot?

VALUE

PROPOSITIONS& ASSUMPTIONS

What if?

!

VENTURE DESIGN (IN REVERSE)


192/200


!PRODUCT &

PROMOTION

USER

STORIES &PROTOTYPES

Did the implementationdeliver on the story?

/

CUSTOMER

DISCOVERY &EXPERIMENTS

How did thecustomer/userreact?

VALUE

PROPOSITIONS& ASSUMPTIONS

!

Was theimplementedstory relevant tothe proposition?

X

PROBLEM

SCENARIOS &ALTERNATIVES

Is problemrelevant? Is thepropositionbetter vs.alternatives?

THINK SEE

FEEL DO

PERSONAS

Do weunderstand thisperson? Whatmakes themtick?

VENTURE DESIGN


193/200


VENTURE DESIGN


194/200


VENTURE DESIGN


195/200


VENTURE DESIGN


196/200


VENTURE DESIGN


197/200


THE FULL STACK PRODUCT PERSON


198/200



@cowanSF

Specialties

DESIGN

&

UX

UNIXSYSADMIN

RUBY

PYTON

JAVA

PHP

...

ENTERPRISESALES

...

SEO

ANALYTICS

...

...

...

Foundation

Skills

LEANDESIGN

THINKINGCUSTOMER

DEV.AGILE

Technical

Literacy

ARCHITECTUREFUNDAMENTALS

App. & PlatformIntegration

ROLES &SYSTEMS

In a TechnicalTeam

SOFTWAREFUNDAMENTALS

Model-View-Controller

WORK IT!


199/200


Homework1. Draft a working set of personas

Pick the most important buyers and/or users. More is not necessarily better- you can always addmore (re-segment) later. Finish think-see-feel-do. Find a photo.

2. Draft a working set of problem scenario-alternative-value proposition trios.

3. Finish a working product hypothesis and positioning statement.

4. Finish a working interview guide to validate your persona and problem hypotheses.

5. Complete at least 5 customer interviews.

6. Draft a working set of assumptions

7. Design your experiments and execute.

GOOGLE DOC TEMPLATE: http://bit.ly/venturetemplate

RESOURCES: bit.ly/VDsprint1, bit.ly/VDsprint2

FINI


200/200

@cowanSF

www.alexandercowan.com/venture-design

Slides: bit.ly/innoent

www.alexandercowan.com/startup-sprints

Date post:	02-Jun-2018
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