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ENTREPRENEURSHIP 2, 1.02 (V) 1.1 The Lean Approach

1.02 (V) 1.1 The Lean Approach

Today, we're going to talk about the lean approach to startups. Now, the lean approach is just one of many methods that have been developed over the years for thinking about how as a startup you can act quickly and learn as you act. So as with the lean approach because it's very common right now to discuss that in Silicon Valley and its circles. But this is just one of many potential approaches that you could use in order to make sure that you're experimenting and learning even as you're biased towards action. So this is some results from some data that I gathered of survival time of startups. So on the y-axis, you can see the percentage of startup surviving over a period of time, on the x-axis the amount of time that has elapsed. So these are survival curves essentially. This is the survival curves of working startups that were founded by people who went to Wharton and then divided into two groups; people who changed their business plan radically, which is the red line, versus people who kept the business plan basically the same as they originally launched their business idea, the blue line. What you can see here is the lines look pretty similar. In almost any other field when people change their business radically, when a large company tries to change their business radically, their failure rate increases. But startups somehow seem to be able to change a lot without failing and the secret to that is something like the lean method. So let me show you how the lean method works as described by Steve Blank and Eric Ries. Again, I'll show you they had some thoughts about how you can adapt this method if you don't want to take all of the parts of lean startups and use it. So this is Steve Blank's original slide. Steve Blank is an adjunct professor at Stanford, who has started seven different companies and he was a business person at these companies. He realized that there was a standard model of product development that described how products were created in theory. On the top, you can see the step-wise approach to marketing a product. You come with a concept, you go through product development step, you do some Alpha and Beta testing, and then finally you launched the product. At the bottom, you can see the waterfall or BDUF, big design up front, approach to developing a product. You start with some requirements gathering, you go through a design phase, you start to put all that together, and then you go through some shipping. You'll notice that line in the middle in this waterfall approach, that's when the concept for the product freezes. Now, if we think about this way the products are created, you'll realize there's a few problems for you as a startup company if you're considering using these methods. One is, you spend all of your money at the very beginning of this process, but you make your money at the end. Most startups don't have a lot of money, so wouldn't it be great to have a method of making more money early on before you actually get to the end of the project. The second problem here is that you'll notice that you only gathering information of consumers at the beginning, but you don't know a lot when you're creating something new about what your customers want the market may be changing. So if you locked down your idea early on, you don't learn enough from customers. So both of these things mean that, it would be great to have another method to think about how we develop products and services, and that's what the lean method is. So let's take that first example of how a product is introduced to the market and take Steve Blank's insight which is that, all of these successful startups he worked for didn't follow that initial project introduction model, they followed a variation he called customer development, which has four steps: customer discovery, validation, customer creation, and then finally, company building. So let's walk through those. The customer discovery method is really one of the keys to this idea of lean startups. It means that, instead of going out there and telling customers what they want, you're showing customers products and you're listening to them. This has to be done by the founders outside of their building. You have to go out and actually talk to people. Talk to as many people as you can, show them your product and listen, hear from them about what they like and what they don't like. Test your hypotheses and assumptions which is something we'll be talking about in a future of course and thinking about continuously learning as you go. What are you looking for when you do this customer discovery? You're looking to validate your customers, you're looking to achieve product-market fit. What's product-market fit? Two things define product market fit. The first is that you will demonstrated demand from early adopters in your early market. That demonstrated demand usually means, customers are willing to spend money on your product and that those customers represent some larger market that there's potentially interests from. Also, you want to find that customers are passionate about your solution. Why do you need passionate customers? Well, you want these customers to act as references for other potential customers again in the future, but also, because your startup, you won't necessarily be able to offer all of the services and solutions, and backup that customers might otherwise be used to. So if there is this passion, then customers will be willing to go with you even if your product doesn't solve all of their needs, because it solves the needs that are most critical to them. If you don't have customers that are passionate, if you don't have customers that demonstrate demand, if those customers don't represent a larger potential market for you, you don't have product market fit, and you go back to the first stage. That going back to the first stage is called the pivot. So if you've heard the word pivot, this is what pivoting is. It means you're changing direction based on feedback that you're hearing outside of the building, that you're being fast, agile, and opportunistic and that you are almost celebrating failure. When you're learning that you've done something wrong, you're going to go back and change it. You might have to go through this loop many times to be successful. Only when your product market fit, do you move on to the next phase, the customer creation phase. Customer creation is simply the phase of marketing. It's where you start to generate new customers and make customers aware of your product by selling your product through marketing, advertising, and other methods. You only do this after your product market fit, because after your product market fit, you actually know the reasons why it's time for you to start scaling your product. Before that, you're just guessing. After your product market fit, you know why customers are buying your product, you know what customers you're aiming for and then, you can start to scale up your company, and only after all of that, in the lean approach, do you start building your company. So only after your product fit, only if you're marketing, only if sustainable, ongoing business idea, do you start to build your company out. Now, if you've listened to any of our prior discussions about building your company, you'll know that at Wharton, we actually don't recommend company building goes last. You actually need to be building your company simultaneously as you find product market fit and launch your idea, which is hard because you're doing many things at once. But we've learned that companies that don't pay serious attention to building company culture, hiring the right people, building out their team, actually run into trouble later on. So you want to make sure that you are building your company as you go, but it's usually lean method that comes at the end. So Steve Blank had a student who was also successful entrepreneur called Eric Ries. Eric Ries had a realization also he said, "Hey look, what's happening when we build products now is, we're rarely using this waterfall based approach, instead we follow approach called Agile." In Agile development, rather than just to come with a design, and then going through a huge effort, and releasing a product at the end, in Agile methods, we're constantly releasing products. So you're always going through these series of short sprints, and in those sprints what you're doing is, coming up with customer requirements, adapting a product, getting feedback from a live version of the product, and then going back out and adapting it further. A continuous cycle of updating and changing products. So this has been happening in software for a while, but it's happening increasingly in other areas like hardware development, services development, where you're constantly modifying your product. So if you take this idea of agile development and you take this idea of customer development together, that is lean startup. So lean startups is about constantly altering your product using agile methods, and altering your market that you're going after using these lean methods, customer validation methods until you find a mash, until we find product market fit between your customers on one end and your product on the other. This is the lean startup approach that has helped change the way startup development has happened. So there's some positives and negatives to this approach as well. On one hand, any flexible approach is good, but it doesn't need to be lean. If you want to use another approach that encouraged experimentation that's great also. So don't necessarily fall for the idea that the lean approach is the right one. Discovery driven planning, which is something I discussed in the first module of this class is another method that you can use to do lean experimentation without adopting the lean approach overall. Also, there are some industry areas where you can't use lean approaches. If you're developing a new drug or a new car, lean is not necessarily great where you need to do a lot of optimization testing up front, big design up front or waterfall approaches still work best. Also, Lean can be hard, lean is exhausting. You're constantly out there talking to customers, you're constantly adopting your product, you're not giving yourself a lot of time to do other things. So that means that building a startup is very hard using the lean approach, you only wanted to as lean as you need to be. So if we don't have to adopt a lean overall, what can we do? Well, here's a idiosyncratic model adopted by Wharton from the work of Eric Ries and Tom Eisenmann, and others. In this approach, we're going to experimentation, but without adopting the full lean approach. So we start off in this approach with a business idea which is what you've come up with in module one, and now you're going to create a series of hypotheses testing assumptions which we'll discuss in the upcoming module. Uses to generate minimal viable products which we'll discuss in the next module, and then you do a series of tests to find out whether or not you've found product market fit or going to pivot. So in the future modules, we'll discuss exactly these issues.


1.02 (V) 1.1 The Lean Approach 1.02 (V) 1.1 Der Lean-Ansatz 1.02 (V) 1.1 The Lean Approach 1.02 (V) 1.1 L'approche allégée 1.02 (V) 1.1 L'approccio Lean 1.02 (V) 1.1 A Abordagem Lean 1.02 (V) 1.1 Ощадливий підхід

Today, we're going to talk about the lean approach to startups. Heute werden wir über den Lean-Ansatz für Start-ups sprechen. Today, we're going to talk about the lean approach to startups. Hoje, vamos falar sobre a abordagem enxuta para startups. Сегодня мы поговорим о бережливом подходе к стартапам. Now, the lean approach is just one of many methods that have been developed over the years for thinking about how as a startup you can act quickly and learn as you act. さて、リーン アプローチは、スタートアップとして迅速に行動し、行動しながら学ぶ方法を考えるために、長年にわたって開発されてきた多くの方法の 1 つにすぎません。 Agora, a abordagem enxuta é apenas um dos muitos métodos que foram desenvolvidos ao longo dos anos para pensar sobre como, como uma startup, você pode agir rapidamente e aprender enquanto age. Теперь бережливый подход — это лишь один из многих методов, которые были разработаны на протяжении многих лет для размышлений о том, как вы, будучи стартапом, можете действовать быстро и учиться в процессе работы. So as with the lean approach because it's very common right now to discuss that in Silicon Valley and its circles. So wie beim Lean-Ansatz, der im Silicon Valley und seinen Kreisen derzeit sehr häufig diskutiert wird. Assim como com a abordagem enxuta, porque é muito comum agora discutir isso no Vale do Silício e em seus círculos. Как и в случае с бережливым подходом, потому что сейчас это очень распространено, чтобы обсуждать это в Кремниевой долине и ее кругах. But this is just one of many potential approaches that you could use in order to make sure that you're experimenting and learning even as you're biased towards action. Dies ist jedoch nur einer von vielen möglichen Ansätzen, die Sie verwenden können, um sicherzustellen, dass Sie experimentieren und lernen, auch wenn Sie zum Handeln neigen. Pero este es solo uno de los muchos enfoques potenciales que podría usar para asegurarse de que está experimentando y aprendiendo incluso cuando está sesgado hacia la acción. Mas esta é apenas uma das muitas abordagens potenciais que você pode usar para ter certeza de que está experimentando e aprendendo, mesmo quando está inclinado para a ação. Но это всего лишь один из многих возможных подходов, которые вы могли бы использовать, чтобы убедиться, что вы экспериментируете и учитесь, даже если вы настроены на действие. So this is some results from some data that I gathered of survival time of startups. Esses são alguns resultados de alguns dados que reuni sobre o tempo de sobrevivência de startups. Итак, это некоторые результаты некоторых собранных мной данных о времени выживания стартапов. So on the y-axis, you can see the percentage of startup surviving over a period of time, on the x-axis the amount of time that has elapsed. Portanto, no eixo y, você pode ver a porcentagem de inicialização que sobreviveu ao longo de um período de tempo, no eixo x a quantidade de tempo decorrido. Таким образом, по оси Y вы можете увидеть процент выживаемости запуска за определенный период времени, а по оси X — прошедшее время. So these are survival curves essentially. Portanto, essas são essencialmente curvas de sobrevivência. По сути, это кривые выживания. This is the survival curves of working startups that were founded by people who went to Wharton and then divided into two groups; people who changed their business plan radically, which is the red line, versus people who kept the business plan basically the same as they originally launched their business idea, the blue line. これは、ウォートンに行き、その後 2 つのグループに分けられた人々によって設立された、実用的なスタートアップの生存曲線です。事業計画を根本的に変更した人 (赤い線) と、事業計画を最初に立ち上げたときと基本的に同じ事業計画を維持した人 (青い線) です。 Essas são as curvas de sobrevivência das startups em funcionamento que foram fundadas por pessoas que foram para a Wharton e depois se dividiram em dois grupos; pessoas que mudaram seu plano de negócios radicalmente, que é a linha vermelha, versus pessoas que mantiveram o plano de negócios basicamente o mesmo que originalmente lançaram sua ideia de negócio, a linha azul. Это кривые выживания работающих стартапов, которые были основаны людьми, поступившими в Уортон, а затем разделившимися на две группы; люди, которые радикально изменили свой бизнес-план, что является красной линией, по сравнению с людьми, которые сохранили бизнес-план в основном таким же, как они изначально запустили свою бизнес-идею, синяя линия. What you can see here is the lines look pretty similar. O que você pode ver aqui é que as linhas são muito semelhantes. In almost any other field when people change their business radically, when a large company tries to change their business radically, their failure rate increases. 他のほとんどの分野では、人々がビジネスを根本的に変更すると、大企業がビジネスを根本的に変更しようとすると、失敗率が高くなります。 Em quase qualquer outro campo, quando as pessoas mudam radicalmente seus negócios, quando uma grande empresa tenta mudar radicalmente seus negócios, a taxa de insucesso aumenta. But startups somehow seem to be able to change a lot without failing and the secret to that is something like the lean method. しかし、スタートアップはどういうわけか失敗せずに多くのことを変えることができるようで、その秘訣はリーンメソッドのようなものです。 Mas as startups de alguma forma parecem ser capazes de mudar muito sem falhar e o segredo para isso é algo como o método lean. So let me show you how the lean method works as described by Steve Blank and Eric Ries. Então, deixe-me mostrar como o método lean funciona conforme descrito por Steve Blank e Eric Ries. Again, I'll show you they had some thoughts about how you can adapt this method if you don't want to take all of the parts of lean startups and use it. 繰り返しになりますが、リーンスタートアップのすべての部分を取り込んで使用したくない場合に、この方法をどのように適応させることができるかについて、彼らがいくつかの考えを持っていることをお見せします. Mais uma vez, mostrarei a você que eles tiveram algumas ideias sobre como você pode adaptar esse método se não quiser pegar todas as partes das startups enxutas e usá-las. So this is Steve Blank's original slide. Este é o slide original de Steve Blank. Steve Blank is an adjunct professor at Stanford, who has started seven different companies and he was a business person at these companies. Steve Blank é professor adjunto em Stanford, que fundou sete empresas diferentes e era empresário nessas empresas. He realized that there was a standard model of product development that described how products were created in theory. Ele percebeu que havia um modelo padrão de desenvolvimento de produtos que descrevia como os produtos eram criados em teoria. On the top, you can see the step-wise approach to marketing a product. No topo, você pode ver a abordagem passo a passo para comercializar um produto. You come with a concept, you go through product development step, you do some Alpha and Beta testing, and then finally you launched the product. Você vem com um conceito, passa pela etapa de desenvolvimento do produto, faz alguns testes Alfa e Beta e, finalmente, lança o produto. At the bottom, you can see the waterfall or BDUF, big design up front, approach to developing a product. Na parte inferior, você pode ver a cascata ou BDUF, grande design na frente, abordagem para desenvolver um produto. You start with some requirements gathering, you go through a design phase, you start to put all that together, and then you go through some shipping. いくつかの要件を収集することから始めて、設計段階を経て、すべてをまとめ始めてから、いくつかの出荷を行います。 Você começa com a coleta de alguns requisitos, passa por uma fase de design, começa a juntar tudo isso e, em seguida, passa por algum envio. Bazı gereksinimlerin toplanmasıyla başlıyorsunuz, bir tasarım aşamasından geçiyorsunuz, hepsini bir araya getirmeye başlıyorsunuz ve sonra bazı nakliye işlemlerinden geçiyorsunuz. 你从一些需求收集开始，你经历了一个设计阶段，你开始把所有这些放在一起，然后你经历了一些运输。 You'll notice that line in the middle in this waterfall approach, that's when the concept for the product freezes. Sie werden feststellen, dass die Linie in der Mitte dieses Wasserfallkonzepts das Konzept für das Produkt einfriert. Você notará aquela linha no meio nesta abordagem em cascata, é quando o conceito do produto congela. Bu şelale yaklaşımında ortadaki çizgiyi fark edeceksiniz, o zaman ürün konsepti donuyor. 您会注意到在这种瀑布方法中中间的那条线，那是产品概念冻结的时候。 Now, if we think about this way the products are created, you'll realize there's a few problems for you as a startup company if you're considering using these methods. Agora, se pensarmos sobre como os produtos são criados, você perceberá que há alguns problemas para você como uma empresa iniciante se estiver pensando em usar esses métodos. One is, you spend all of your money at the very beginning of this process, but you make your money at the end. Uma delas é que você gasta todo o seu dinheiro no início desse processo, mas ganha dinheiro no final. Most startups don't have a lot of money, so wouldn't it be great to have a method of making more money early on before you actually get to the end of the project. A maioria das startups não tem muito dinheiro, então não seria ótimo ter um método para ganhar mais dinheiro desde o início, antes de chegar ao final do projeto? The second problem here is that you'll notice that you only gathering information of consumers at the beginning, but you don't know a lot when you're creating something new about what your customers want the market may be changing. O segundo problema aqui é que você notará que apenas coleta informações dos consumidores no início, mas não sabe muito quando está criando algo novo sobre o que seus clientes desejam - o mercado pode estar mudando. Buradaki ikinci sorun, başlangıçta yalnızca tüketicilerin bilgilerini topladığınızı fark edeceksiniz, ancak müşterilerinizin ne istediği hakkında yeni bir şey yaratırken çok fazla şey bilmiyorsunuz, pazar değişiyor olabilir. So if you locked down your idea early on, you don't learn enough from customers. Wenn man also seine Idee schon früh festlegt, lernt man nicht genug von den Kunden. Portanto, se você bloqueou sua ideia desde o início, não aprenderá o suficiente com os clientes. Yani fikrinizi erkenden kilitlediyseniz, müşterilerden yeterince öğrenmiyorsunuz. So both of these things mean that, it would be great to have another method to think about how we develop products and services, and that's what the lean method is. Então, essas duas coisas significam que seria ótimo ter outro método para pensar sobre como desenvolvemos produtos e serviços, e é isso que é o método lean. So let's take that first example of how a product is introduced to the market and take Steve Blank's insight which is that, all of these successful startups he worked for didn't follow that initial project introduction model, they followed a variation he called customer development, which has four steps: customer discovery, validation, customer creation, and then finally, company building. Então, vamos pegar o primeiro exemplo de como um produto é introduzido no mercado e pegar o insight de Steve Blank, que é que todas essas startups de sucesso para as quais ele trabalhou não seguiram o modelo inicial de introdução do projeto, elas seguiram uma variação que ele chamou de desenvolvimento do cliente. , que tem quatro etapas: descoberta do cliente, validação, criação do cliente e, finalmente, construção da empresa. Öyleyse, bir ürünün pazara nasıl tanıtıldığına dair ilk örneği ele alalım ve Steve Blank'ın içgörüsünü alalım, bu, çalıştığı tüm bu başarılı girişimler, bu ilk proje tanıtım modelini takip etmediler, müşteri geliştirme adını verdiği bir varyasyonu izlediler. dört adımdan oluşur: müşteri keşfi, doğrulama, müşteri oluşturma ve son olarak şirket kurma. So let's walk through those. Então, vamos passar por eles. O halde bunların üzerinden geçelim. The customer discovery method is really one of the keys to this idea of lean startups. O método de descoberta do cliente é realmente uma das chaves para essa ideia de startups enxutas. It means that, instead of going out there and telling customers what they want, you're showing customers products and you're listening to them. Isso significa que, em vez de sair por aí e dizer aos clientes o que eles querem, você está mostrando produtos aos clientes e os ouvindo. This has to be done by the founders outside of their building. Isso deve ser feito pelos fundadores fora de seu prédio. You have to go out and actually talk to people. Você tem que sair e realmente conversar com as pessoas. Talk to as many people as you can, show them your product and listen, hear from them about what they like and what they don't like. Fale com o máximo de pessoas que puder, mostre seu produto e ouça, ouça o que elas gostam e o que não gostam. Test your hypotheses and assumptions which is something we'll be talking about in a future of course and thinking about continuously learning as you go. Teste suas hipóteses e suposições, algo sobre o qual falaremos em um curso futuro e pensando em aprender continuamente à medida que avança. What are you looking for when you do this customer discovery? O que você está procurando quando faz essa descoberta do cliente? You're looking to validate your customers, you're looking to achieve product-market fit. Você está procurando validar seus clientes, você está procurando alcançar o ajuste do produto ao mercado. What's product-market fit? O que é ajuste de mercado de produto? Two things define product market fit. Duas coisas definem o ajuste ao mercado do produto. The first is that you will demonstrated demand from early adopters in your early market. A primeira é que você demonstrará a demanda dos adotantes iniciais em seu mercado inicial. That demonstrated demand usually means, customers are willing to spend money on your product and that those customers represent some larger market that there's potentially interests from. Essa demanda demonstrada geralmente significa que os clientes estão dispostos a gastar dinheiro em seu produto e que esses clientes representam um mercado maior do qual há interesses potenciais. Also, you want to find that customers are passionate about your solution. Why do you need passionate customers? Well, you want these customers to act as references for other potential customers again in the future, but also, because your startup, you won't necessarily be able to offer all of the services and solutions, and backup that customers might otherwise be used to. 好吧，你希望这些客户在未来再次作为其他潜在客户的参考，而且，因为你的初创公司，你不一定能够提供所有的服务和解决方案，以及客户可能会被使用的备份至。 So if there is this passion, then customers will be willing to go with you even if your product doesn't solve all of their needs, because it solves the needs that are most critical to them. If you don't have customers that are passionate, if you don't have customers that demonstrate demand, if those customers don't represent a larger potential market for you, you don't have product market fit, and you go back to the first stage. That going back to the first stage is called the pivot. So if you've heard the word pivot, this is what pivoting is. It means you're changing direction based on feedback that you're hearing outside of the building, that you're being fast, agile, and opportunistic and that you are almost celebrating failure. When you're learning that you've done something wrong, you're going to go back and change it. You might have to go through this loop many times to be successful. Only when your product market fit, do you move on to the next phase, the customer creation phase. Customer creation is simply the phase of marketing. It's where you start to generate new customers and make customers aware of your product by selling your product through marketing, advertising, and other methods. You only do this after your product market fit, because after your product market fit, you actually know the reasons why it's time for you to start scaling your product. Before that, you're just guessing. After your product market fit, you know why customers are buying your product, you know what customers you're aiming for and then, you can start to scale up your company, and only after all of that, in the lean approach, do you start building your company. So only after your product fit, only if you're marketing, only if sustainable, ongoing business idea, do you start to build your company out. Now, if you've listened to any of our prior discussions about building your company, you'll know that at Wharton, we actually don't recommend company building goes last. You actually need to be building your company simultaneously as you find product market fit and launch your idea, which is hard because you're doing many things at once. But we've learned that companies that don't pay serious attention to building company culture, hiring the right people, building out their team, actually run into trouble later on. So you want to make sure that you are building your company as you go, but it's usually lean method that comes at the end. So Steve Blank had a student who was also successful entrepreneur called Eric Ries. Eric Ries had a realization also he said, "Hey look, what's happening when we build products now is, we're rarely using this waterfall based approach, instead we follow approach called Agile." In Agile development, rather than just to come with a design, and then going through a huge effort, and releasing a product at the end, in Agile methods, we're constantly releasing products. So you're always going through these series of short sprints, and in those sprints what you're doing is, coming up with customer requirements, adapting a product, getting feedback from a live version of the product, and then going back out and adapting it further. A continuous cycle of updating and changing products. So this has been happening in software for a while, but it's happening increasingly in other areas like hardware development, services development, where you're constantly modifying your product. So if you take this idea of agile development and you take this idea of customer development together, that is lean startup. So lean startups is about constantly altering your product using agile methods, and altering your market that you're going after using these lean methods, customer validation methods until you find a mash, until we find product market fit between your customers on one end and your product on the other. 因此，精益创业公司就是不断地使用敏捷方法来改变你的产品，并使用这些精益方法、客户验证方法来改变你所追求的市场，直到你找到一种混搭，直到我们找到你的客户之间的产品市场契合度，以及对方的产品。 This is the lean startup approach that has helped change the way startup development has happened. So there's some positives and negatives to this approach as well. On one hand, any flexible approach is good, but it doesn't need to be lean. If you want to use another approach that encouraged experimentation that's great also. 如果您想使用另一种鼓励实验的方法，那也很好。 So don't necessarily fall for the idea that the lean approach is the right one. Discovery driven planning, which is something I discussed in the first module of this class is another method that you can use to do lean experimentation without adopting the lean approach overall. Also, there are some industry areas where you can't use lean approaches. If you're developing a new drug or a new car, lean is not necessarily great where you need to do a lot of optimization testing up front, big design up front or waterfall approaches still work best. Also, Lean can be hard, lean is exhausting. You're constantly out there talking to customers, you're constantly adopting your product, you're not giving yourself a lot of time to do other things. So that means that building a startup is very hard using the lean approach, you only wanted to as lean as you need to be. So if we don't have to adopt a lean overall, what can we do? Well, here's a idiosyncratic model adopted by Wharton from the work of Eric Ries and Tom Eisenmann, and others. In this approach, we're going to experimentation, but without adopting the full lean approach. So we start off in this approach with a business idea which is what you've come up with in module one, and now you're going to create a series of hypotheses testing assumptions which we'll discuss in the upcoming module. Uses to generate minimal viable products which we'll discuss in the next module, and then you do a series of tests to find out whether or not you've found product market fit or going to pivot. So in the future modules, we'll discuss exactly these issues.