Agiles 2015 - Lean Visual Strategy - 22Oct15

Lean Visual StrategyCheryl Quirion@cherylquirion

Lean Startup Business Planning?

No one reads this!

Problem Solution

Key metrics

Unique value proposition Unfair advantage Customer Segments

Channels

Cost Structure Revenue Streams

top 3 problems top 3 features (MVP that demonstrates UVP) single, clean, compelling message that states why you are different and worth buying

can't be easily copied or bought target customers (separate canvas for different target customers)

key activities you measure (define success)path to customers (free and paid channels)

What are the most important costs inherent in our business model?Which Key Resources are most expensive?Which Key Activities are most expensive?

For what value are our customers really willing to pay?For what do they currently pay?How are they currently paying?How would they prefer to pay?How much does each Revenue Stream contribute to overall revenues?

Lean Business Model CanvasDesigned for: Designed by: On: dd/mm/yyyy

Iteration #

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copy the post-its below and paste

them in the canvas

Ash Maurya's lean canvas adaptation of the original google draw template by scrumology.net based on the work of Alexander Ostenwalder . Lucas Cervera

to create your own copy of this canvas, go to File/Make a copy and

share it with whoever you want

(subscription, ads, freemium...Outline back-of-the-envelope assumptions for life time value, gross margin, break-even point, etc.)

This describes what we are doing, why we are doing it and how much it might cost…. But not when or how.

Current Lean Startup tools

Lean Business Canvas

Experiment Canvas leanstack.com

Managing your key stakeholders Most executive managers - 12hour+ work days. VERY LIMITED time to inform them.

Stakeholders want to know

•  What is the customer problem? •  How are you going to solve it? •  How long do you think it will take? •  When can you launch something to market? •  What is it going to cost? •  What are the expected revenues (and return on

investment)? …… “BIG PICTURE” questions… to get support and funding. How do we address these questions and still use Lean Startup principles to “build the right thing”?

Our current tools aren’t so Lean

Problem Solution

Key metrics


Channels








Iteration #

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And they really don’t address the “big picture” questions

Visualise what we are trying to achieve

Need a way to visualise and “tell the story” about our business/solution concept. Why make it visual? •  90% of informa,on transmi/ed to

the brain is visual •  Images are processed 60,000 ,mes

faster in the brain than text •  Visuals improve learning ability by

up to 400 percent

Lean Business Canvas

Hypothesis-driven development

Problem Solution

Key metrics


Channels








Iteration #

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Business Concept Journey Map




Build



Build

Measure



Build

Measure Learn



Build

Measure Learn

Act

Focus on the “big picture”



How do we define and prioritise experiments?

Hypothesis-Experiment Heat Map

Experiment Canvas


Experiment Canvas – Timeline Wall


Guerilla Testing – Retiro (Buenos Aires)


Guerilla Testing – San Antonio de Areco


Guerilla Testing – Rosario




Build

Measure



Build

Measure Learn



Build

Measure

Act

Learn

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Every 2 weeks, review experiment metrics with finance team. Agree how money should be spent (governance).

Agree next quarter’s activities based on current experiment results with finance team (at least monthly)

Initial plan based on inception outputs – customer interviews, etc.

Team members annotate plan as required – for example when critical data will be available.

Separate card wall for every stream.

Build research and experimentation into your plan

Note resources required so costs can

be considered.

Closing thoughts


•  Put the “visual” back into strategic vision. Images are processed by the brain 60,000 times faster than text.

•  Experiments that test the risk in your business plan are

vital. What customers say and what they do varies greatly. Rely solely on “market research” at your peril.

•  Solution doesn’t necessarily mean software. Remember

the “human element” – user experience, sales, service, education.

•  Create “information radiators” - share information visually

to facilitate conversations and better decision making

Questions?

Cheryl Quirion CEO Squiggly / Lean & Agile Coach @cherylquirion Cheryl Quirion

Agiles 2015 - Lean Visual Strategy - 22Oct15

Leadership & Management

Transcript of Agiles 2015 - Lean Visual Strategy - 22Oct15