Lean slides 2011 nciia v2

Lean slides 2011 nciia v2

• 1.
  Bildungs-Brandstifter: A PrimerFinnish: koulutus tuhopolttaja? Spanish: Incendario educativo? French: Pyromane éducation? Easier still... Swede: pedagogiska arsonist Yeats? Plutarch Hudnut! ( @BOPreneur) One more... at too many universities: Troublemaker? ;) p.s.hashtag #RedShoesRevolution!
• 2.
  Obligatory title slide;) Accelerating Ideas into Reality: The most (?) important lessons of the “lean startup” phenomenon Norris Krueger, PhD, B-B. Entrepreneurship Northwest External Fellow, Max Planck Institute @entrep_thinking, LinkedIn, Facebook norris.krueger@@gmail.com
• 3.
  Action into Thought?Two key objectives in this short window #1: If learning is cognitive change, what exactly does that mean? How does it happen in our heads? And... how can we accelerate it? #2: A primer on the Lean Startup model & how it encourages entrepreneurial thinking through action
• 4.
  Moving from novicetoward expert Intent... or Informed Intent Incremental versus Transformational So how do we do it?
• 5.
  Transformative Learning Thereis excellent theory to support Constructivism Mental prototyping, role identity Cognitive developmental psych Cognitive & social neuroscience There is excellent empirical evidence Even in entrepreneurial settings! Changes in key mental prototypes And a lot more data about to be released 2011: ISEEO, GUESSS; 2012: Neergaard
• 6.
  Keys to TransformativeLearning “ Book Throwing” Constructivist versus Behaviorist Entrep educators have always been constructivistic (cue Voltaire) Neuro-entrepreneurship? * Neuroplasticity Emotions Deep beliefs (Neo, take the...) Centrality of Action * if curious http://www.slideshare.net/norriskrueger/icsb-2010-neuroentrepreneurship
• 7.
  Accelerating Learning Problem-BasedLearning (“authentic” questions) Two overlapping themes -we have heard much about this conference! IMMERSION – Action before thinking MENTORING – Learn the right lessons Expert mentors Peer mentors
• 8.
  LEAN Startups: aprimer L earn E ntrepreneurial A gility N ow!
• 9.
  the “Lean” movement… just a few key names: Eric Ries Steve Blank Dave McClure and other cool cats … BUT… Is this really that new? Isn’t this what smart entrepreneurs ALREADY do? How smart entrepreneurs ALREADY think? And how the best educators already work?
• 10.
  What is a“Startup”..really? A startup is simply the vehicle for figuring out a sustainable, repeatable, scalable business model This is no time for a business plan… takes very different planning (and thinking) Finding your Scalable Business Model: Test each critical assumption in your model Measure (qual & quant) ruthlessly “ Pivot” quickly Iterate
• 11.
  A few quickthoughts… “ Lean” doesn’t mean cheap.. It means FAST “ Lean” could just as easily be called “Learn”! WHEN to be Lean? Extreme uncertainty Significant ambiguity (Type III errors) Startups – scalable startups Social / Sustainable / BOTP New Product Development
• 12.
  The Process fromSteve Blank: The search (SBM) we can call “Customer Development” Implementing SBM = “Agile Development”
• 13.
  Minimize TOTAL time through the loop LEARN BUILD MEASURE IDEAS CODE DATA Source: Eric Ries, The Lean Startup
• 14.
  Build  Measure  Learn BUILD: Identify & Test Minimum Feature Set Minimum Viable Product (MVP) MEASURE: Find out what customers love… and especially hate (Kathy Sierra vs Dave McClure) LISTEN! (to your metrics & your customers) LEARN : Pivot quickly & decisively
• 15.
  “ Failing fast”is also a misnomer – “fail FORWARD” which means… Better your assumptions fail… than your biz Disrupts the “Inventor Mentality” - forces attention on Value (benefits>>features) Build  Test/Measure  Learn (  L,R,R) Get Out of the *%^$#@ Building!
• 16.
  What’s a BusinessModel? Three key questions to answer – identify all key assumptions for each: 1) Value Proposition 2) Value Delivery 3) Value Capture (but how do we get started??)
• 17.
  Www.businessmodelgeneration.com
• 18.
  Implications for us?“ Lean” epitomizes entrepreneurial mindset [Entrepreneurial thinking opposite of BT: Assume & embrace uncertainty & ambiguity!] Mindset focuses on: Benefits, not features… (not ‘inventors syndrome’) Value proposition & value delivery co-evolve Customer, et al. as true partner Iterative, Co-Evolving Process Not exactly a stage-gate (eg, early Goldsmith) BUT... WAIT*! (expert mentoring) * to B uild U seful T echnology requires understanding W e're A ll I n this T ogether
• 19.
  More implications… Newinsights into expert entrepreneurial mindset ( needed by mentors, ecosytem) Experiential = Essential (>>hands-on) Problem-Based Learning Incubating   Immersion Startup Weekend AND???? I want YOUR ideas (& your counterexamples) Counseling   Mentoring TechStars, Accelerators (Y-Combinator)
• 20.
  Still more implications…Why business plan contests underachieve.. Biz MODEL competition (Nathan Furr, BYU) Trickier, takes longer for physcial products (see SW Tulsa for parternship w/ FabLab!) UT-Austin's Idea to Product – national & global [www.IdeaToProduct.org] p.s. Celebrate & Educate!
• 21.
  for more info…The 'Lean' Gurus & Key Links : Eric Ries (@ericries, www.startuplessonslearned.com ) Steve Blank (@sgblank, www.steveblank.com ) Alex Osterwalder (@business_design) WATCH THIS!! http://goo.gl/DyqRv www.StartupWeekend.org www.TechStars.org Www.gewusa.org ; www.unleashingideas.org Www.ideatoproduct.org (Idea to Product)
• 22.
  for more info…Key Dates? Lean : May 23, 2011 – SLL 2011 (likely simulcast) Www.sllconf.org [tons of slides & videos) + BYU's contest (early 2012?) SW : Startup Weekends I2P: (Steve Nichols, UT-Austin) GEW : Mid/late November 2012 Or... just ping me Norris Krueger (@entrep_thinking, norris.krueger@@gmail.com
• 23.
  One exercise: Get Out of the *%^$#@ Building! Form pairs Group into sets of four pairs, numbered 1-4. #1 is the Brilliant Entrepreneur #2-#4 are Demanding Customers/Clients #1 specifies a product/service then makes plausible assumption in each canvas category then... In turn, asks #2, #3, #4 separately for feedback –>“Customers” give plausible but DISconfirming feedback #1 pivots (can integrate with SRI's model)