Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Lean Startup - The Next Industrial Revolution - Day 2

Introduction to Lean Canvas

  • Be the first to comment

Lean Startup - The Next Industrial Revolution - Day 2

  1. 1. DAY2- PHASE 3 ACCELERATE INTRODUCTION TO LEAN CANVAS
  2. 2. By the end of this workshop, you will be able:  To understand how a ‘lean’ approach can work wonders  To learn more effectively how to develop products faster and cheaper  To test your vision for your idea continuously  To work smarter not harder  To grow business with maximum acceleration  To develop effective business models and increase chances of securing funds  To understand how constant innovation creates radically successful products  To reduce product failures through Validated Learning  To easily apply a “lean” methodology to real business environments
  3. 3. Target audience of this workshop:  Students learning business or engineering  Fresh graduates  Young and Experienced Management Professionals  Technocrats, Engineering and IT Professionals  1st Time Entrepreneurs and Startup Owners  Experienced Business Owners  Professionals working in diverse range of industries
  4. 4. Who are we? Gold-medalist and multi-award winning Masters in Chem. Eng. (Hons.) from University of Manchester Credible working experience in the FMCG, Engineering Consultative and Process Design industries Directly involved in technical consulting projects; plans, manages and executes the technical operations Expert trainer and delivers training to graduates and engineering professionals in his domain of work CEO & Founder Director, Simulanis Raman Talwar Takes a keen interest in developing innovative computer-aided engineering methods and believes in leveraging through IT Has worked with the world famous companies like Arvia Technology (UK), RB (UK) and Jacobs (India) Contact Details: Email: ramantalwar@simulanis.com Phone Direct: 011 41321322 Mobile: +91 9711116695
  5. 5. Agenda for Day 2 (01-Mar-15) Topic Outline Duration Time Phase 3: ACCELERATE Explanation on Accelerate including the following parts:  Batch  Grow  Adapt  Innovate 60 min 10:15 am – 11:15 am Case Study 4 Case Discussion 4 15 min 11:00 am – 11:15 am TEA BREAK 15 min 11:15 am – 11:30 am Case Study 5 Case Discussion 5 15 min 11:30 am – 11:45 am Introduction to Lean Canvas Presentation on Lean Canvas 60 min 11:45 am – 12:45 pm Lean Canvas Preparation Demonstrating the preparation of Lean Canvas 30 min 12:45 pm – 01:15 pm
  6. 6. Agenda for Day 2 (01-Mar-15) Topic Outline Duration Time LUNCH BREAK AND OPEN DISCUSSION (ENQUIRIES) 45 min 01:15 pm – 02:00 pm Activity 3 Individual Lean Canvas Preparation 60 min 02:00 pm – 03:00 pm Activity 3 Group Assessment and Brainstorming 30 min 03:00 pm – 03:30 pm Startup Disasters: Learning from Failures Elaboration of key factors responsible for failure of startups 30 min 03:30 pm – 04:00 pm WORKING TEA BREAK AND OPEN DISCUSSION 15 min 04:00 pm – 04:15 pm Trainers Insight and Practical Case Study Trainers share their own practical experiences 30 min 04:15 pm – 04:45 pm Feedback and Closing Day 2 Feedback and Closing 15 min 04:45 pm – 05:00 pm
  7. 7. 1. Phase 3: Accelerate ACCELERATE STEER VISION Carrying on from where we left on Day 1
  8. 8. • Accelerate is the final phase of the lean methodology. • It’s the phase where the real action plan is implemented and the final product with 0 defects is ready to hit the market. • This phase emphasis on the growth and stability of the startup. 1. Phase 3: Accelerate
  9. 9. 1. Phase 3: Accelerate Accelerate Batch Growth Innovate Adapt
  10. 10. Accelerate: Batch – Small vs Large Large batches tend to grow over time. Because moving the batch forward often results in additional work, rework, delays, and interruptions, everyone has an incentive to do work in ever-larger batches, trying to minimize this overhead. This is called large-batch death spiral. Small batches are defect free and efficiently prepared with less resources and less time. Batch is all about how fast we can produce small batches.
  11. 11. • Experiment early: As soon as we can formulate a hypothesis we want to test, the product development team should be engineered to design and run this experiment as quickly as possible, using the smallest batch size that will get the job done. • Build-measure-learn really works in the reverse order: We figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning. Thus, it’s not the customer, but rather our hypothesis about the customer, that pulls work from product development and other functions. Any other work is waste. Accelerate: Approaches to Batch
  12. 12. Now that you have found the product that you know will help you create a sustainable business, you need to have sustainable growth .And the only way you can build sustainable business is when your new customers come from old customers Accelerate: Growth
  13. 13. Ways to grow First is create to create a Sticky Growth Engine. This depends on having a product or service that customers will continue to pay for over time In this model , if you can bring in new customers at a faster rate , than your old customer leave the services . Your business will grow . The metric that you’ll want to pay the most attention to is your retention rate
  14. 14. The second is you can create a Viral Engine of Growth . In this model , you depend on your current customers to bring in your new customers Ways to grow The most famous example of this hot mail , which was once a slow business struggling to get traction . That was until they decide to append each mail message , you sent with an invitation for other people to sign up for the service with a link directly to the sign up page. The matric for this engine is something called the viral loop . If you can get each customers to bring in more customers , the growth will continue.
  15. 15. The third is you can create a Paid Engine of Growth . This is what most business owners are familiar with and every form of advertising falls into this category. Whether you’re using the yellow pages or Super Bowel ads, you’re buying your customers. Ways to grow The last engine for growth is the paid model . In this model , you take the profits you have earned from your old customers and invest it into advertising to attract new customers . The matrices to pay attention to this case is the lifetime customer value and the customer acquisition cost , as long as your LVC exceed your new customer acquisition cost , you will grow.
  16. 16. Adaptive organization: We never stopped and decided that we needed to build a great training program. Instead, the training program evolved organically out of a methodical approach to evolving our own process. This process of orientation was subject to constant experimentation and revision so that it grew more effective – and less burdensome – over time. This building is called an adaptive organization, one that automatically adjusts its process and performance to current conditions. Although the primary changes that are required in an adaptive organization are in the mindset of its employees, changing the culture is not sufficient. Accelerate: Adapt
  17. 17. Water fall technology Waterfall product methodology: Waterfall product methodology product development teams have used it for years. It is a linear, large batch system that relies for success on proper forecasting and planning. In other words, it is completely maladapted for today’s rapidly changing business environment.
  18. 18. Water fall A startups work is never done: even established companies alike must learn to juggle multiple kinds of work at the same time, pursuing operational excellence and disruptive innovation. This requires a new kind of portfolio thinking.
  19. 19. Three structural attributes: Startup requires three structural attributes: scarce but secure resources, independent authority to develop their business, and a personal stake in the outcome. And it doesn’t have to be financial. The parent organization have to make it clear who the innovator is and make sure the innovator receives the credit for having brought the new product to life – if it is successful. Accelerate: Innovate

×