Peter Shanley, Principal & Evangelist at Neo
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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/
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Peter Shanley, Principal & Evangelist at Neo
- 1. Lean Leadership @PeterShanley / www.neo.com Spectrums of Control Text
- 2. Lean Leadership @PeterShanley Don’t be an Asshole Text
- 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”
- 5. History lesson: The Erie Canal
- 7. Pan Am Expo
- 10. Rust Belt Cometh
- 11. Frederick Law Olmstead Parks
- 13. Buffalo Bills In the Super Bowl 4 Times!
- 14. ...Improbably Lost Each One
- 15. Through the Years •Technological Disruption / •PR Disaster / •Globalization and Competition / •Misguided Policy Decisions / •Management & Process /
- 16. Change is in the Air People Patterns
- 17. Moving with the Times
- 18. “We cannot choose our external circumstances but we can always choose how we respond to them.” Epictus, 100AD Psychological Truth
- 19. Brave New World Software is Eating the World. ! - Marc Andreesen, WSJ 2011 !
- 20. Gold Master
- 21. Model Years • josh’s beetle’s here
- 22. Constant Change
- 23. Continuous Deployment @etsy What a difference 2 years makes...
- 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.
- 25. ! ! Today... Data is eating the world
- 26. Data is Not Enough
- 28. Light in the Dark: Unknown Unknowns
- 29. Henry Ford: Faster Horses?
- 30. Shorter Lifespan
- 31. ! ! Back in the day... Another History Lesson
- 33. Soldiering as Science: “Consulting Engineer - Systematizing Shop Management and Manufacturing Costs a Specialty”
- 34. Extracting efficiency out of working systems
- 38. From Teams to Teaming @AmyCEdmondson
- 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.”
- 41. Why, What, How? Business Product Engineering
- 42. What they want Segway to be
- 43. Why People Use Segways
- 44. Know the Job you are Hired to do <Clayton Christensen Milkshake Study University of Pheonix>
- 45. Magic in the Middle Valuable Usable Feasible
- 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)
- 50. Giving Context User Story Waterfall Why? MRD What? PRD How? TRD
- 51. Lean Startup Methodology • Connect to the Why • Consumable across Roles • Stay Flexible + Humble
- 52. Definition of a Startup Temporary organization used to search for a repeatable and scalable business model. - 4 Steps to the Epiphany, Steve Blank
- 53. Young Framework / Many Tactics
- 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.
- 60. Collaborative + Consumable: the Canvas Osterwalder & Maurya
- 63. Problem Focus 23 “Who%would%we%partner%with%that%will% provide%us%with%Key%Resources%or%Key% Ac8vi8es?”% Key Partners Why are we doing this?
- 64. What does this have to do with me?
- 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 /
- 77. Light in the Dark: Unknown Unknowns
- 78. Steve Jobs People don't know what they want until you show it to them.
- 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
- 80. Lean Startup Methods • Outcomes over Output • Minimum Viable Product • Learn, Measure, Build • Break Down Silo’s
- 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
- 88. Pizza Box Teams •Small •Dedicated •Cross Functional •Outcome in consumable form •Facilitated Awkwardness with Purpose
- 90. Plans vs. Planning Plan vs. Planning
- 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
- 95. MySpectrum: HP Yahoo PARC
- 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
- 102. No time like the Present.
- 103. Lean Leadership @PeterShanley p@neo.com Thank you for your time!
- 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 $$$
- 108. Cynefin: place of multiple belonging David Snowden
- 109. Cynefin “Simplified”
- 111. ! Silo’s Photo Yes, the Silos remain
- 112. from Waterfall to Flow
- 113. DRAFT High Impact Low Impact Known Unknown Where we like to Play
- 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
- 117. What if it’s light but you don’t know where to go?