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ocula 2013 fall conference ottawa public librarym.j. d’elia
the startup library
image: (cc) Manzabar http://www.flickr.com/photos/manzabar/5317712005/
welcome
about
• librarian / manager
• instructor
• designer
• problem solver
Startup Library Full Day Workshop: OCULA Spring Conference 2013
think like a startup
• startups condition us for constant
change
• startups are about building a platform
• startup is a culture
(mathews, 2012, p. 4)
startup library: an experiment
• process over product
• action-based networking
• making over talking
• stretching ourselves
(startuplibrary.ca)
outlineexplore foundations
find problems
brainstorm solutions
apply startup methodology
present results
objectives
practice entrepreneurial thinking
understand startup terminology
encourage risk-taking
have fun
workbook
• notes
• key concepts
• worksheets
• references
foundation
creative problem solving
design thinking
lean thinking
innovative / creative thinking
startup thinking
seeking novel solutions to problems
considering end-to-end customer experience
gathering customer input for rapid deployment
applying techniques to break assumptions
searching for repeatable, sustainable solutions
+
+
+
+
entrepreneurial thought + action
desire
smart step
act
resultlearn / reflect
bring others along
stay within acceptable loss
act quickly with means at hand
gather data
observe customers
(c) Babson College
eta: key points
• begin with desire (not passion)
• iterative process
• learn by doing
• act with what you have
• primary data vs secondary data
eta: smart step
• means at hand
• who are you?
• what do you know?
• whom do you know?
• acceptable loss
• not more than you are willing to lose
roadmap
roadmap
• morning
• problem finding
• patron discovery
• problem framing
• lunch
roadmap (continued)
• afternoon 1
• solution finding
• hypotheses testing
• build-measure-learn
• break
roadmap (continued)
• afternoon 2
• minimum viable product
• criteria for evaluation
• pivot or persevere
• presentations & wrap-up
tip 1
tip 1: notice
the verb you want to be using with
respect to startup ideas is not ‘think up’
but ‘notice.’
(graham, 2012)
hot spots
hot spots [materials]
• marker (each member)
• flip chart paper (per table)
hot spot [definition]
“...an area of high information density,
clutter, stress, disorganization, or any
place that has a suboptimal solution.”
~ Matt Cutts
tip 2
tip 2: few, not many
!
develop for the few, not the many.
(blank & dorf, 2012, p. 57)
patron discovery
patron discovery
• search for problem/solution fit
• seek patron input
!
• problem validation = is your problem
really a problem? for whom?
earlyvangelists
• she has a problem
• she knows she has a problem
• she is looking for a solution
• she assembled a solution out of parts
• she has a budget
(blank & dorf, 2012, p. 58-60)
who / how
who / how (materials)
• markers
• flip chart papers with three hot spots
who / how (instructions)
• who would be most interested in each
hot spot you identified?
• how would you determine the
problem-solution fit?
• write your ideas on the chart paper
• time: 7-10 minutes
who / how (debrief)
• what did you come up with for the
“how” question?
tip 3
tip 3: re-frame
getting the right question is the key -
phrase it for possibility
(brown, 2009)
framing
framing: how might we
• how might we
• how - creative confidence
• might - looking for possible solutions
• we - the need to work together
• action-oriented
(brown, 2009)
how might we
how might we 1 (instructions)
• generate h.m.w. statements for your
three hot spots
• write your ideas on your chart paper
• time: 10 minutes
how might we 2 (instructions)
• choose the h.m.w question you want
to work with
• write it out on a new piece of paper
• tape it up near your table
how might we (alternatives)
• hmw make eBooks a more attractive
option to patrons?
• hmw scale IL/library instruction to the
entire campus?
• hmw deliver library content and
services to mobile devices?
how might we (alternatives)
• hmw make the middle seat in the
airplane the most desirable seat?
!
• hmw make it easier to find hard-to-
locate products in the grocery store?
checkpoint
1 hmw statement
recap
• problem finding
• customer finding (problem/solution fit)
• problem framing
debrief
• what was the easiest step?
• what was the hardest step?
• does this feel different?
up next
• solution finding
• hypotheses testing
• build-measure-learn
lunch break
startup library
divergent thinking
divergent thinking(overview)
• generating ideas and options
• brainstorming / ideation
• anything is possible
divergent thinking(activities)
• sticky note brainstorm
• forced connections
!
• goal: 75 ideas
tip 4
tip 4: diverge
• Defer judgment
• Combine and build ideas
• Seek wild ideas
• Go for quantity
(osborn, 1953)
sticky note
sticky note (materials)
• markers (for each member)
• sticky notes (for each member)
• pre-numbered flip chart paper
sticky note (instructions)
• brainstorm solutions to hmw question
• one idea / sticky note
• speak to the group
• hand it to facilitator
• post it to the flip chart paper
• time: 15 minutes
sticky note (debrief)
• ideas flow more freely
• clear objective
• verbalizing helps members build on
previous ideas
forced connections
forced connections (materials)
• markers
• sticky notes
• pre-numbered flip chart paper
• random images
forced connections (instructions)
• look at random images
• talk about them as a group
• what do they suggest?
• force yourself to make connections
between images and your problem
• time: 10 minutes
forced connections (debrief)
• stimulates lateral thinking
• encourages cross-pollination
• focuses on the image, not the problem
scamper
scamper (materials)
• markers (for each member)
• sticky notes (for each member)
• pre-numbered flip chart paper
• scamper question cards
scamper (instructions)
• review questions on cards
• talk about them as a group
• add new ideas to the flip chart paper
• time: 15 minutes
scamper (debrief)
• covers different angles on the problem
• question prompts expand the
brainstorming
checkpoint
75 + ideas
recap
• sticky note brainstorming
• forced connections
• scamper
debrief
• what was the easiest technique?
• what was the hardest technique?
• what did you notice?
convergent thinking
convergent thinking(overview)
• selecting the best ideas and options
• determine potential value
• apply criteria
convergent thinking(activities)
• highlighting
• three ‘i’s
tip 5
tip 5: converge
• be deliberate
• check your objectives
• improve your ideas
• be affirmative
• consider novelty
(osborn, 1953)
highlighting
highlighting (materials)
• 75+ ideas from divergent thinking
• sticky dots (2 per member)
highlighting (instructions)
• survey your list of ideas
• each member: choose two of the most
promising ideas
• place your sticky dots on each idea
• time: 10 minutes
highlighting (debrief)
• allows everyone to contribute
• identifies popular ideas
• encourages discussion
three ‘i’s
three ‘i’s (materials)
• ideas with sticky dots
• from highlighting activity
• three ‘i’s matrix flip chart
• markers
three ‘i’s (instructions)
• place chosen ideas in the left column
• evaluate ideas according to:
• imagination
• impact
• influence
• time: 10 minutes
three ‘i’s (debrief)
• evaluate ideas according to realistic
criteria
• generate team “buy-in”
checkpoint
2-3 promising ideas
recap
• highlighting
• three ‘i’s
questions
• what worked with these techniques?
what didn’t?
• which is easier: divergent or
convergent thinking?
tip 6
tip 6: get outside
there are no facts inside your building,
so get outside.
(blank & dorf, 2012, p. 31)
hypotheses
hypotheses
• educated guesses about the solution
• objectives:
• acknowledge assumptions
• design ways to test assumptions
hypotheses(early stage)
• market size
• how many people will use your idea?
• value proposition
• why will they choose your solution?
hypotheses(early stage)
• patron segments
• who really needs your solution?
• patron relationships/channels
• how will you communicate with them?
hypotheses(early stage)
• key resources
• what does your solution rely on?
• key partners
• who does your solution rely on?
hypotheses
hypotheses (materials)
• flip chart paper
• markers
hypotheses (instructions)
• create two columns
• list hypotheses associated with your
idea on the left
• consider all angles
• time: 10 mins
tip 7
tip 7: build, measure, learn
determine what you want to learn
before you build
(ries, 2011)
b-m-l
entrepreneurial thought + action
desire
smart step
act
resultlearn / reflect
bring others along
stay within acceptable loss
act quickly with means at hand
gather data
observe customers
(c) Babson College
build, measure, learn
• action steps
• build
• measure
• learn
build, measure, learn
• planning steps
• learn - what do you want to know?
• measure - how will you evaluate it?
• build - what do you need to build?
b-m-l
b-m-l (materials)
• markers
• flip chart paper with hypotheses
b-m-l (instructions)
• discuss the hypotheses you listed
• add your testing strategies in the right
column
• who could you talk to?
• how would you learn?
• time: 10 mins
checkpoint
hypotheses + tests
recap
• hypotheses testing
• build-measure-learn
debrief
• what do you think about hypotheses
testing?
• how is this different than regular
approaches?
up next
• minimum viable product
• criteria for evaluation
• pivot or proceed
• presentations
• flawed approaches
break
startup library
tip 8
tip 8: mvp
build a minimum viable product with the
smallest possible feature set
(blank & dorf, 2012, p. 60)
mvp
minimum viable product
• just the features that allow the product
to reach the market
• bare bones
• aimed at early adopters
• helps avoid building products that
people don’t want
minimum viable product
• reduce amount of wasted effort
• iterate until you find the mvp
• low-fidelity
• does the customer care?
• high-fidelity
• watch adoption and use patterns
customer validation
• attempts to attract early adopters
• “test sell” at every sage
• testing the entire model (as opposed
to individual parts)
• validating your hypotheses related to
customers
mvp
mvp (materials)
• markers
• flip chart
mvp (instructions)
• describe an mvp for your idea
• what would you build?
• what features would it have?
• who would you “test sell” it to?
• time: 10 minutes
tip 9
tip 9: desirability
!
the best ideas answer the customer
desirability question.
(brown, 2009)
criteria
criteria: desirability
• understanding users’ current needs
• expressing latent customer desires
• ethnographic techniques
• observation
• interviewing extreme users
criteria: feasibility
• considering the full project scope
• technical challenges
• social possibility
• ecological reality (sustainability)
• research + development
• prototyping, testing, experimentation
criteria: viability
• remembering the economic dimension
• affordable to users
• generate healthy business return
• research
• projections, prediction, risk analysis
criteria: venn version
desirability feasibility
viability sweet spot
three questions
• Do people want/desire this product or
service?
• Is this product or service technically or
organizationally possible?
• Does this product or service make
economic sense?
Adapted from: IDEO Human Centered Design: Toolkit
scorecard
scorecard (materials)
• dfv scorecard (in workbook)
• pens / markers
scorecard (instructions)
• discuss each criteria as it relates to
your overall solution
• desirability, feasibility, viability
• give each category a score out of 10
• time: 10 minutes
tip 10
tip 10: visualize
!
the best way to “translate” piles of data
is to make it as visual as possible.
(blank & dorf, 2012, p. 430)
pivot
pivot
“A pivot requires that we keep one foot
rooted in what we’ve learned so far,
while making a fundamental change in
strategy in order to seek even greater
validated learning.”
~ Eric Ries, The Lean Startup
pivot or proceed (continued)
• pivot = change direction
• not simply about change
• focused on testing a new hypothesis
• proceed = stay on course
• continue validating hypothesis
pivot (examples)
• zoom-in: a single feature becomes the
whole product
• zoom-out: the product becomes a
feature in a much larger product
• customer segment: switching targets
to a different customer segment
(ries, 2009, p. 173)
pivot (examples)
• customer need: recognizing a different
customer need than expected
• engine of growth: change the way the
growth strategy of the solution
• channel pivot: determining a different
way to deliver the same product
(ries, 2009, p. 173)
pivot
pivot / proceed (materials)
• pens / markers
pivot (instructions)
• list at least three potential ways you
could pivot your idea
• use list of pivots from workbook
• time: 10 minutes
checkpoint
3 pivot options
recap
• minimum viable product
• evaluation criteria
• pivot / proceed
debrief
• what do you think of the mvp
concept? customer validation?
• what do you think of the pivot?
up next
• presentations
• flawed approaches
• wrap-up
reflection
instinct
“There is no way to remove the human
element--vision, intuition, judgment--
from the practice of entrepreneurship,
nor would that be desirable.”
~ Eric Ries, The Lean Startup
wrap-up
assumptions
flawed assumption 1
“i know what the patron wants”
you are not your patron
(blank & dorf, 2012, p. 8-18)
flawed assumption 2
“i know what features to build”
continuous patron contact
(blank & dorf, 2012, p. 8-18)
flawed assumption 3
focus on the launch date
understand who uses it and why
(blank & dorf, 2012, p. 8-18)
flawed assumption 4
emphasis on execution
hypothesize, test, learn, iterate
(blank & dorf, 2012, p. 8-18)
flawed assumption 5
measure with traditional metrics
adopt and expect trial and error
(blank & dorf, 2012, p. 8-18)
flawed assumption 6
build one-size-fits all solutions
develop for the few, not the many
(blank & dorf, 2012, p. 8-18)
Startup Library Full Day Workshop: OCULA Spring Conference 2013
think like a startup
• startups condition us for constant
change
• startups are about building a platform
• startup is a culture
(mathews, 2012, p. 4)
thank you
!
m.j. d’elia
mdelia@uoguelph.ca
@mjdelia
startuplibrary.ca
references
Berger, W. (2012, Sep 17). The secret phrase top innovators use [Blog post]. 

http://blogs.hbr.org/2012/09/the-secret-phrase-top-innovato/ 

Blank, S. & Dorf, B. (2012). The Startup Owner’s Manual. Pescadero, CA: K&S Ranch.

Brown, T. (2009). Change by Design. 2nd ed. New York: Harper Business.

Creative Education Foundation. (2010). The foundations of applied imagination 

(workbook). Amherst, MA: Creative Education Foundation Press.

Cutts, M. (2010, July 19). How to find start-up ideas. Matt Cutts Blog. Retrieved from 

http://www.mattcutts.com/blog/business-ideas/

Graham, P. (2012). How to get startup ideas [Blog post]. http://paulgraham.com/

startupideas.html
references (continued)
Greenberg, D., McKone-Sweet, K. & Wilson, H. J. (2011). The New entrepreneurial
leader. San Francisco: Berrett-Koehler Publishers.

Kiefer, C. F., Schlesinger, L. A. & Brown, P. B. (2010). Action trumps everything. 

Duxbury, MA: Black Ink Press

IDEO. (2011). Human-Centered Design Toolkit. 2nd ed. Retrieved from

http://www.ideo.com

Mathews, B. (2013). Think Like a Startup [White paper]. http://vtechworks.lib.vt.edu/

handle/10919/18649

Osborn, A. (1953/1963). Applied Imagination. Amherst, MA: Creative Education 

Foundation.

Osterwalder, A. & Pigneur, Y. (2010). Business model generation. Hoboken, NJ: Wiley.

Ries, E. (2011). The Lean Startup. New York: Crown Business.
the end.

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