Presentation by Peter Shanley, Principle & Evangelist at Neo on August 11, 2014 at Startup Product Talks San Francisco: Going Global With Prezi, Neo And Visiting Guests
Peter has a passion for customer-centered product design and organizational change, having worked in both large enterprises and startups to bring new ventures to market. He held intrepreneurial roles at Yahoo! Brickhouse and HP Labs/Snapfish, and he led a strategic pivot at the startup Betable.com. https://www.linkedin.com/pub/peter-shanley/12/348/400
More info: bit.ly/1rj876o
http://startupproduct.com/startup-product-sf-going-global-prezi-neo-visiting-guests/
3. Hi, I’m Shanley
Suit in a Binary World
Vanity Metrics:
Buffalo Native
Yale University
Yahoo! Brickhouse
Betable
HP Labs
Neo Innovation
Startup Product
Talk
4. Shuffle off to Buffalo
• Single Track Link Bait
• My Journey
• Management vs. Leadership
• Standing Ovation
“El Diablo con Traje”
15. Through the Years
•Technological Disruption /
•PR Disaster /
•Globalization and Competition /
•Misguided Policy Decisions /
•Management & Process /
24. Skills I Wish I Had
Continuous delivery is a pattern language in growing use in
software development to improve the process of software
delivery. Techniques such as automated testing, continuous
integration, and continuous deployment allow software to
be developed to a high standard and easily packaged and
deployed to test environments, resulting in the ability to
rapidly, reliably and repeatedly push out enhancements and
bug fixes to customers at low risk and with minimal manual
overhead. The technique was one of the assumptions of
extreme programming but at an enterprise level has
developed into a discipline of its own, with job descriptions
for roles such as "buildmaster" calling for CD skills as
mandatory.
39. The Lean
Startup
• “The only way to win is to
learn faster than anyone
else.”
• “We must learn what
customers really want,
not what they say they
want or what we think
they should want.”
48. Agile Manifesto
• Individuals & Interactions over Process & Tools
• Working Software over Comprehensive Documentation
• Customer Collaboration over Contract Negotiation
• Responding to Change over Following a Plan
49. The User Story
As a... (specific user of the system)
I want... (functional definition)
So that... (value proposition)
54. Lean not Silver Bullet
• Principals over Dogma
• Practice over Preach
• Context over Vocabulary
• MVP
• Pivot
• Data-Driven + Scientific
• Inconceivable
55. One tool among many
Design Thinking
!
“As a style of thinking, it is generally considered the
ability to combine empathy for the context of a problem,
creativity in the generation of insights and solutions,
and rationality to analyze and fit solutions to the
context. ”
!
- Tim Brown, CEO & President, IDEO
56. Business Model Generation
“A business model describes the
rationale of how an organization
creates, delivers & captures value”
-Alexander Osterwalder
57. Practice > Preach
Feedback Easier said than Done
Ideas
Build
Product
Measure
Data
Learn
Applying Lean Principles to
Improve User Experience
UX
LEAN
JeffGothelfwithJoshSeiden
EricRies,SeriesEditor
THE LEAN SERIES
58. Lean in Practice
1. What problem are you trying to solve?
2. Who is your customer?
3. What is your hypothesis?
4. What is the smallest thing we can make to test
your hypothesis?
5. How will we know if we were right? wrong?
6. Build. Measure. Learn.
59. Assumptions & Hypotheses
We believe small business owners would be
willing to pay between $10-40/month for a
better way to track and plan their spending.
We know we’ll be right when 50 people
choose a plan & sign up for our service.
69. “You get Paid, Don’t You”
“Businesses exist to get people
who don’t like eachother to get
things done.”
- Ward Cunningham
70. Agile Principles
•Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
•At regular intervals, the team reflects on how
to become more effective, then tunes and
adjusts its behavior accordingly.
72. Servant Leadership
!
The highest priority of a servant leader is
to encourage, support and enable
subordinates to unfold their full potential
and abilities.
!
This leads to an obligation to delegate
responsibility and engage in participative
decision-making.
75. Why is Culture important?
Conways Law
"Organizations which design systems ... are
constrained to produce designs which are copies
of the communication structures of these
organizations"
!
modularity / flexibility / speed to deploy / ease of
change / cost of change / accessible /extensible /
human / reasonable / scalable /measurable /
outcome driven /
79. Steve Jobs real quote
We have a lot of customers, and we have a lot of research into
our installed base. We also watch industry trends pretty
carefully. But in the end, for something this complicated, it's
really hard to design products by focus groups. A lot of times,
people don't know what they want until you show it to them.
!
That's why a lot of people at Apple get paid a lot of money,
because they're supposed to be on top of these things.
Business Week, 1998
84. Lean in Practice
1. What problem are you trying to solve?
2. Who is your customer?
3. What is your hypothesis?
4. What is the smallest thing we can make to test
your hypothesis?
5. How will we know if we were right? wrong?
6. Build. Measure. Learn.
85. Minimum Viable Product
If you are not embarassed by
your first version of your
product, you have launched too
late.
- Reid Hoffman, LinkedIn
86. What is an experiment?
•Conversation / Customer Development
•Pitch Measure Learn /
•Concierge Method /
•Wizard of Oz / Mechanical Turk
•MVP / Prototype
•Evolving Product / AB Test
87. A system built on continuous
learning
Risk
Diagram concept: @clevergirl
Learning!
Reduce Risk : Start Small, Pay
Attention, Stay Flexible
91. Spectrum of
Control
• Reflex: Instinctive and Immediate
reaction to stimuli
• Problem Solving: Creativity
constrained by reality
• Creativity: Dialogue of Ideas
• Imagination: Complete Freedom
92. Spectrum of
Decision Making
• Reflex: Instinctive and Immediate
reaction to stimuli
• Problem Solving: Creativity
constrained by reality
• Creativity: Dialogue of Ideas
• Imagination: Complete Freedom
94. Horizons of
Innovation
•Incremental: adding features
and functionality
•Architectural: new way to
deliver same customer value
•Deep: new value proposition,
new customer base
97. Neo on Product
• A great product is not enough, it needs to be the right product.
• The right product is simple, compelling, aligned w business goals.
• Lead with vision, ruthlessly test against the market.
• You cannot measure progress if you aren't measuring anything.
• Deliverables are not progress.
• Innovation abhors functional silos.
• Reduce risk by minimizing cycle times.
98. Patience & Structure
•Act like a VC
•Free your Go to Market
•Infrastructure to Experiment
•Transparency goes Both Ways
99. Spectrum of
Decision Making
• Reflex: Instinctive and Immediate
reaction to stimuli
• Problem Solving: Creativity
constrained by reality
• Creativity: Dialogue of Ideas
• Imagination: Complete Freedom
100. THE PRINCIPLES
Resilience
over strength
Pull
over push
Risk
over safety
Systems
over objects
Compasses
over maps
Practice
over theory
Disobedience
over compliance
Emergence
over authority
Learning
over education
@Joi Principles
104. Matrix of Intrepreneurship
Fits with Brand Values
Process
Fit
Good
Poor
Poor
Tiger Team
Lightweight
Functional
Team
Off Site, Off Brand
Tiger Team
On Site, Off Brand
Tiger Team
106. Neo’s Core Tenets
•Patient & Structured capital
•Culture rewards learning and permits failing
•Infrastructure which supports experimentation
107. 107
Business model validation
Product validation
Small team
Culture / Infrastructure to support continuous learning
Stakeholders
Small-chunk, outcome-based, predictable funding
$$$
114. Customer Development
•One person at a time
•Know goals & questions
•Behavior, mindset then feedback
•Excited to hear things unexpected
•Disarm politeness training
•Ask open ended questions
@giffco
115. Customer Development
•Focus on actual behavior
•Listen, don’t talk
•Follow your nose, drill down
•Parrot back, misrepresent to confirm
•Ask for introductions
•Write your notes as quickly as possible
@giffco