Lean LaunchPad at NYU ITP info session
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This document provides information about the Lean Launchpad course at NYU's ITP program. The course is designed to teach students entrepreneurship and customer development skills based on the Lean Launchpad methodology developed at Stanford and Berkeley. Students will work in self-formed teams over the semester to develop business models and minimum viable products, with a focus on conducting customer interviews to define problems and opportunities. The course aims to combine Lean Launchpad practices with ITP's culture of creative and collaborative making.
Lean LaunchPad at NYU ITP info session
- 1. LEAN LAUNCHPAD AT NYU ITP Information Session November 7, 2013 Jen van der Meer | jd1159 at nyu dot edu Josh Knowles | chasing at spaceship dot com Rockets Sketches borrowed from Harry Allen Design
- 2. ITP TEACHING TEAM Jen van der Meer, Adjunct Professor at ITP since 2008 ITP courses + workshops: Bodies and Buildings, Products Tell Their Stories, ITP VC Pitchfest. Currently: Luminary Labs, Health Data Challenges, and also SVA Products of Design. Josh Knowles, ITP ’07 15+ years as an independent developer/consultant, working with numerous brands and start-up clients (currently under the aegis of Frescher-Southern, Ltd.)
- 3. @CHASING
- 5. MENTORS, ADVISORS, AND SKYPE_ADVISORS Tom Igoe ITP, Arduino Julie Berkun Fajgenbaum Stern Adjunct Professor Former VP Amex Open Phin Barnes Partner, First Round Capital Matt Jones Interaction Design Director, Google Travis Hardman Founder, Annotary Robert Fabricant VP Creative at frog design Valerie Casey Necessary Projects Nihal Parthasarathi Founder, CourseHorse Tarikh Korula Founder, Seen.co Andy Weissman Partner, Union Square Ventures More coming…
- 6. SHOW OF HANDS – DO YOU KNOW Agile development Lean / lean startup Customer development Business model canvas
- 8. LEAN LAUNCHPAD AT NYU ITP
- 9. LEAN LAUNCHPAD AT NYU ITP We embrace a creative, iterative, and collaborative approach to making things -- but launching a product out into the world takes a somewhat different set of skills. How do we make sure people want to use what they make? How do we create a business plan to support the idea? Is the idea strong enough to turn into a job -- or a career?
- 10. BEST OF BOTH Experiential course in entrepreneurship Based on the Steve Blank’s Lean Launchpad and the NYU Summer Launchpad Accelerator, We are applying the curriculum developed at Stanford and Berkeley for the ITP culture and NYU community. This course has been developed with support from the NYU Entrepreneurship Initiative, and aims to mix the best of the methods from the Lean Launchpad methodology with the best of ITP's culture and practice.
- 11. THE ONLY TEXTBOOK WE READ: 11
- 12. 12
- 13. 13
- 14. ITERATIVE SEARCH FOR A BUSINESS MODEL . Students work in self-formed teams of 3-4 to develop their business model and product/service over the course of the semester. The primary focus of the course is the work of customer development, speaking directly to potential customers to help define opportunities that the startup is designed to solve.
- 15. SEARCHING HERE
- 16. ITERATIVE SEARCH FOR A BUSINESS MODEL
- 17. ITERATIVE SEARCH FOR A BUSINESS MODEL SEARCHING HERE
- 18. ITERATIVE SEARCH FOR A BUSINESS MODEL SEARCHING HERE
- 19. ITERATIVE SEARCH FOR A BUSINESS MODEL TO GET OUT OF THE BUILDING SEARCHING HERE
- 20. GOING DEEPER ON CUSTOMER DEVELOPMENT . Building on to the core curriculum of Lean Launchpad with effective approaches from design thinking and ethnography to accelerate the understanding of both explicit pain points and more latent or hidden challenges that people face, in their jobs and in their lives. #Empathyhacks.
- 22. WHAT CAME BEFORE IT: THE WATERFALL METHOD 22
- 23. HOW STARTUPS GOT FUNDED 23
- 24. AND THEN FUNDED… LESS 24
- 29. THE SHIFT – FROM PUSH AND MARKET TO CUSTOMER DEVELOPMENT The Four Steps to the Customer Epiphany by Steve Blank 29
- 30. FIRST CAME STEVE The Customer Development process changes the way startups are built. Startups are not smaller versions of large companies. • • • • • Co-founded 8 startups. 1996: E.piphany 1998: $3.4 MM sales 1999: IPO raised $72 MM Author of Four Steps to the Epiphany, Startup Owner’s Manual A startup as a “temporary organization designed to search for a repeatable and scalable business model.”
- 31. THEN CAME ERIC Continuous customer interaction. A startup is an experiment. A hypothesis to be tested. Assume customer and features are unknowns. Low burn by design. • • Founded IMVU Parallels between Lean and Agile, caught fire in the startup community for software businesses, particularly mobile and SaaS models. Are we on the path to a sustainable business.
- 32. WHAT CAME BEFORE STEVE AND ERIC 32
- 33. WHAT CAME BEFORE STEVE AND ERIC Lean Manufacturing Total Quality Management Kanban Continuous Improvement Agile 33
- 34. KANBAN The Kanban Method respects the human condition. People resist change for emotional reasons. When change affects their self-image, self-esteem, or position with a social group, people will resist and the resistance will be emotional. The Kanban Method adopts the Zen Buddhism concept that "water goes around the rock." Hence, it focuses on changes that can be made without invoking emotional resistance, while visualization and limiting work-in-progress raise awareness of deeper issues allowing for an emotional engagement that helps to overcome resistance. Now take a deep, cleansing breath. Again. 34
- 35. LEAN LAUNCHPAD: THE CLASS + HOW TO APPLY
- 36. COURSE BASICS Mondays, 6:00-8:55 PM 12 class meetings beginning 1/27 We will curate 5-6 project teams from those that apply Teams are 3-4 students in size Anyone from NYU can apply Join us for Pitch time: November 21, 12:003:00
- 37. WHAT IS DIFFERENT ABOUT LEAN LAUNCHPAD Commitment to reach goal of 100 customer development interviews over the course of the semester. Commitment to make something. The build = minimum viable product/service (ask Josh for advice about how big of a thing to make)
- 38. HOW TO BE CONSIDERED Form into teams (3-4) Agree on an initial product/service Assure your team has the ability to make an MVP (developers, designers not just networkers) Complete the 3 slides: Idea Team composition Business model canvas v 1.0 Optional links to sketch, rendering, video, prototype
- 39. 1. TEAM COMPOSITION TEAM NAME HERE Team Members Email Degree, Dept, Grad date LinkedIn portfolio or website What excites you the most about this product idea? Do you have a background with products like this? What will be your role? Name 1 Name 2 Name 3 Name 4
- 40. 2. CONCEPT + BUSINESS MODEL CANVAS CONCEPT HERE Who are our key partners? What key activities do our value propositions require? Which one of our customers problems are we helping to solve? What needs are met? What key resources do our value propositions require? What are the most important costs in our business model? What is the product/service ? How will we get keep and grow customers? For whom are we solving a problem / needs met Who are the customers Through which channels do our customer segments wish to be reached? Does the value proposition match the need Single sided or multimarket? What is the revenue model? What are our pricing tactics? For what value are customers willing to pay?
- 41. 2. CONCEPT + BUSINESS MODEL CANVAS MINDTETHER Jif comarketing partnership Manufacturing mind tethers. Marketing, growth hacking. Mining for a special, proprietary material. Cost of tethering cables Reserve for potential litigation We provide a mindtethering technology that enables the sender to control the thoughts and actions of the host SEO, Mommy blogger seeding to acquire Feeds mom’s need to control kid. DtoC website Busy moms Single sided market, DtoC Charge Cost per Action – each time the target host completes a task sent by the sender, Mindtether collects $10
- 42. HOW: Develop a presentation to apply using this template here. Save, and send to Jen van der Meer jd1159 at nyu dot edu by November 20 Show up on November 21 ITP Room 50 12:00 – 3:00 PM
Editor's Notes
- #2: http://harryallendesign.blogspot.com/2012_06_01_archive.htmlhttp://2.bp.blogspot.com/-Dwr7-a-Yqss/T-jbQTZn_OI/AAAAAAAABmo/4sp5WwPyROo/s1600/Glasslab+Presentation_Page_07_Image_0001.jpg
- #10: ask yourself what you want and then you work backwards
- #13: Business model – the rationale of how an organization creates delivers and captures value
- #14: How to define, think, and draw a business model. Us e this as a tool to sketch out your business model. Take time to think about the alternate possibilities. Ask yourself difficult questions.
- #15: Alexander Osterwalder’s Business Model Generation is used as the basic framework for business model development. The ITP curriculum will augment the LeanLaunchpad method with additional approaches from design thinking and ethnography to accelerate the understanding of both explicit pain points and more latent or hidden challenges that people face, in their jobs and their lives.
- #17: http://upload.wikimedia.org/wikipedia/commons/0/03/Staff_meeting.jpg
- #18: http://farm4.staticflickr.com/3086/3234991633_18bc52a6fb_z.jpg
- #19: http://static.guim.co.uk/sys-images/Travel/Pix/pictures/2012/11/15/1352977253696/Flex-Vienna-Austria-006.jpg
- #20: http://farm9.staticflickr.com/8485/8254126278_17de549c94_z.jpg
- #24: Experienced entrepreneurs kept finding that no business plan survived first contact with customers. It dawned on me that the plans were a symptom of a larger problem: we were executing business plans when we should first be searching for business models. We were putting the plan before the planning. – Steve BlankBoo.com. Webvan. Iwon. YouGov. Kozmo.
- #31: Mainstream management principles are not suited for the chaos and uncertainty that startups must face. Prior to lean manufacturing – managers would focus on the utilization rate of a machine.If a startup builds something that no one wants, it doesn’t matter if it’s on time and on budget.
- #32: Revenue goals from the first day.No scaling until revenue. Are we on the path to a sustainable business. Speed wins. Get to each pivot sooner.
- #33: http://lifeasahuman.com/files/2011/01/4183278431_9e130bcda5_b.jpgWater goes around a rock
- #35: http://lifeasahuman.com/files/2011/01/4183278431_9e130bcda5_b.jpg