Lean Methods for Business & Social Innovation
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Transcript of Lean Methods for Business & Social Innovation
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www.StartupSaturday.itCollaborative Networking tra Innovatori
@startsaturdays www.startupsaturday.it
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Metodi Leggeri per Business Innovativi
@andrgig
IX Startup Saturday 1° Febbraio 2014, FirenzeImpact HUB Andrea Giglihttp://about.me/andrea.gigli
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Origini
Metodo
Tattica
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Origini
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Toyota Production System (1948-1975)
Lean Principles (1988)
Agile Development (2001)
Customer Development Methodology (2005)
Business Model (2004-2010)
Lean Startup (2011)
Minimum Viable Product (2008)
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
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Toyota Production System
Produrre la quantità necessaria, nella migliore qualità, al minor costo, nel minor tempo d’esecuzione, attraverso l’eliminazione degli sprechi.
Just in time: quanto serve, quando serveJidoka: “automazione con tocco umano”
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
Lean Principles (J. Krafcik, 1988)Lean Thinking, J. Womack e D. Jones (1996)
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Principi del Lean Manufacturing
Eliminare gli sprechi
Specificare il valore per il cliente
Identificare il processo che consegna il valore al cliente
Eliminare le fasi che non aggiungono valore
Lasciare che sia il cliente a tirare il processo
Perseguire la perfezione
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
Lean Principles (J. Krafcik, 1988)Lean Thinking, J. Womack e D. Jones (1996)
Agile Development (2011) Agile Manifesto (2001)
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Agile Development
Metodologia di sviluppo del software che coinvolge quanto più possibile il committente
Alla fine di ogni iterazione il team deve rivalutare le priorità di progetto
Rilascia piccoli incrementi nelle funzionalità al termine di cicli di breve durata
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
Lean Principles (J. Krafcik, 1988)Lean Thinking, J. Womack e D. Jones (1996)
Agile Development (2001) Agile Manifesto (2001)
Business Model (2004)Business Model Generation, A. Osterwalder (2004-2010)
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Business Model vs Business PlanUn Business model è la rappresentazione concettuale di come un’organizzazione farà soldi e renderà sostenibile i suoi profitti nel tempo.
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Business Model vs Business Plan
http://www.flickr.com/photos/ter-burg/8970428540/
Un Business Plan è un documento formale che indica obiettivi di business chiari, le ragioni che li rendono raggiungibili e la strategia per raggiungerli.
http://www.svagonews.com/
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Business Model vs Business Plan“Startups are not a small version of large companies… Startups are searching for a business model while large companies are executing a known business plan.”
Steve Blank
http://www.flickr.com/photos/ter-burg/8970428540/
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
Lean Principles (J. Krafcik, 1988)Lean Thinking, J. Womack e D. Jones (1996)
Agile Development (2001) Agile Manifesto (2001)
Customer Development Methodology (2005)The Four Steps to the Ephifany, Steve Blank (2005)
Business Model (2004)Business Model Generation, A. Osterwalder (2004-2010)
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Customer Development
Approccio scientifico applicato al miglioramento del prodotto basato sulla migliore comprensione del cliente
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
Lean Principles (J. Krafcik, 1988)Lean Thinking, J. Womack e D. Jones (1996)
Agile Development (2001) Agile Manifesto
Customer Development Methodology (2005)The Four Steps to the Ephifany, Steve Blank
Business Model (2004)Business Model Generation, A. Osterwalder (2004-2010)
Minimum Viable Product (2008)Frank Robinson
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Minimum Viable Product
Frank Robinson, www.syncdev.com
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Toyota Production System (1948-1975)Sakichi Toyoda, Kiichiro Toyoda, Taiichi Ohno
Lean Principles (J. Krafcik, 1988)Lean Thinking, J. Womack e D. Jones (1996)
Agile Development (2001) Agile Manifesto
Customer Development Methodology (2005)The Four Steps to the Ephifany, Steve Blank
Business Model (2004)Business Model Generation, A. Osterwalder (2004-2010)
Minimum Viable Product (2008)Frank Robinson
Lean Startup (2011) Lean Startup, E. Reis, (2011)
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Metodo
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Teoria
Previsione
Esperimento
Osservazione
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Il viaggio dell’Innovazione
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Il viaggio dell’Innovazione
Visione
Strategia
ProdottoSperimentazionee Apprendimento
Adattamento e Miglioramento
Problema
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Perché Serve un Metodo
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Congetture e Ipotesi
Previsione
Esperimento
Osservazione
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Apprendere e Agire velocemente
Creare Strumenti per Validare l’ipotesi
Fare ipotesi specifiche
Applicare il Metodo
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Applicare il Metodo al meglio
[Tratto da] Running Lean, Ash Maurya
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VisioneModello di
CrescitaModello di BusinessProdotto Mercato
Problema Soluzione
Iterare il Metodo
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Tattica
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1. Problem/Solution Fitting
2. Product/Market Fitting
3. Scalare
Le Tappe del Viaggio
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1. Problem/Solution FittingComprendi il problemaConosci il clienteFormula la tua soluzione ideale
Focus: Sperimentazione Apprendimento Miglioramento
La Prima Tappa
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Il Metodo per il Problem/Solution Fit
Ipotesi sul Problema
Creazione
Soluzione Ipotizzata
Misurazione
Dati
Apprendimento
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Customer Discovery: Obiettivi
Il problema esiste?
Chi ha il Problema?
Lo posso risolvere?
Perché la mia soluzione merita attenzione?
Posso guadagnarci? Come?
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Customer Discovery: Dove
Ambiente reale o virtuale (gruppo, forum)
Out of the building!
Landing Page
Esperienza condivisa
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Customer Discovery: Come
Intervista faccia a faccia
Intervista telefonica
Email (meglio di niente)
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Customer Discovery: Come
Non fare pitch
Non fare sondaggi
Concentrati sull’ascolto
Non chiedere, misura
Raccogli dati
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Misurare…
Dati Demografici
Relazione cliente-problema
Quale sono i «pain» più sentiti
Come risolve il problema adesso
Cosa pensa della tua idea
Reazione al prezzo
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Apprendere…
Il problema
Identikit del cliente
«Features» irrinunciabili della soluzione
Valore Unico della soluzione
Come risolve il problema
Capacità della soluzione a realizzare il mio obiettivo
http://www.flickr.com/photos/brendandean/443036491
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Svoltare (Fare Pivot)…
… se le tue ipotesi di partenza sono state falsificate
Segmento di clientela
Bisogno del cliente
Soluzione ideale per soddisfare il bisogno
Come generare ricavi
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2. Product/Market FittingCrea il tuo MPFMisura il comportamento dell’Early AdopterMigliora il tuo MPF continuamente
1. Problem/Solution Fitting
Focus: Sperimentazione Apprendimento Miglioramento
La Seconda Tappa
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Il Metodo per il Product/Market FitIpotesi di Prodotto
Creazione
Prodotto Ipotizzato
Misurazione
Dati
Apprendimento
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Minimo Prodotto Fattibile
Frank Robinson, www.syncdev.com
Il MPF è la (nuova) versione di un prodotto che consente di apprendere al meglio la reazione del cliente con lo spreco di risorse minore possibile.
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Esempi di MPF: Prodotto di «bassa» qualità
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Esempi di MPF: Demo Prod
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Esempi di MPF: Video/Landing Page
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Esempi di MPF: Prototipi
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Esempi di MPF: Una sola «feature»
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Esempi di MPF: Un solo cliente
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Esempi di MPF: Simulazione Manuale
http://www.slideshare.net/rvangeldrop/building-mvp
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Minimo Prodotto Fattibile
Soddisfare il Bisogno più importante
Misurare il comporamento
Creare Indicatori di Azione
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Misurare…
Analizza dati per tipologia cliente
Usa gli Split test
Gestisci la Vanità
Analizza per intervalli temporali
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Esempio: Indicatori di Product/Market Fit
Running Lean, Ash Maurya
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Funnel Status User Behavior Conversion% Conversion#
Acquisition Visit Site (or landing page, or external widget) 100% 1,000
Acquisition Doesn't Abandon (views 2+ pages, stays 10+ sec, 2+ clicks) 70% 700
Activation Happy 1st Visit(views X pages, stays Y sec, Z clicks) 30% 300
Activation Email/Blog/RSS/Widget Signup(anything that could lead to repeat visit) 5% 50
Activation Acct Signup(includes profile data) 2% 20
Retention Email Open / RSS view -> Clickthru 3% 30
Retention Repeat Visitor (3+ visits in first 30 days) 2% 20
Referral Refer 1+ users who visit site 2% 20
Referral Refer 1+ users who activate 1% 10
Revenue User generates minimum revenue 2% 20
Revenue User generates break-even revenue 1% 10
Startup Metrics for Pirates AARRR!!!, Dave McClure
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Apprendere…
Features del prodotto/servizio
Efficacia Canali di Vendita
Sostenibilità della Market Strategy
Valore del prodotto per il cliente
Efficacia Canali di Engagement
Validazione del Modello di Business
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Svoltare (Fare Pivot)…
Cambiamento tecnologico
Modalità di monetizzazione
Trovare/Cambiare Partner
Canale di vendita
Zoom-in o Zoom-out
Bisogno/Segmento del cliente
… se le tue ipotesi iniziali sono state falsificate
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3. ScalingCross the chasmFundraising o BootstrappingOrganizzazione
Focus:Ottimizzazione
Crescita
2. Product/Market Fitting
1. Problem/Solution Fitting
La Terza Tappa
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Oltre gli early adopter
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Funding
Bootstrapping vs. Fundraising
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Organizzazione
Non solo sviluppo prodotto, Non solo promozione
L’ organizzazione del workflow cambia con la dimensione
La cultura lean richiede diffusione interna
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“True ignorance is not the absence of knowledge, but the refusal to acquire it.”
Karl Popper
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Metodi Leggeri per l’Innovazione @andrgigAndrea Gigli
http://about.me/andrea.gigli
Domande?