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LeanStart.ch - Vincenzo Pallotta

Strategic Advice for Lean Startups

The Lean Startup Coach

I started this post with a clear objective: explain what is my idea of Lean Startup coaching. 

Since Lean Startup is a radically different approach to business creation and development, I believe that also the related coaching must be radically different.

First of all, what is business coaching or more generally “coaching” after all? The term coaching stems from “coach” which is about transportation. A coach brings or helps you getting somewhere you want to go. In business terms, it brings you to your goal.

So, what is the goal of a startup? Here opinions might diverge. 

Someone would say, it is raising investors money. Some others would say it is about execute a business plan. Lean Startup simply puts it: TRACTION (or in other words: Product-Market Fit).

Hence, a Lean Startup coach should bring you to finding your Product-Market Fit, with all means. 

But what are these means? Here are 5 aspects on which the Lean Startup Coach should push the startup team to focus:

1. Challenge the Business Model before the Market will do it (publicly and with no-mercy). The coach should show no-mercy to a crappy business model trying to find all possible way to destroy it. The coach is not there to please the team, but to help the team to build a robust and profitable company through the validation of business model hypotheses. 

2. Measure what matters. The coach should make a real difference here and push the team to measure only what really matters in order to achieve product-market fit. The teams have to trust the coaches and follow their advices, strictly, as they would do for physician when ordering to do medical exams (e.g. X-rays, blood check, IMR, etc.). See it as a baby who need specific care for growing strong: in order to know what is missing, you need to measure all the growth metrics and act when necessary with the right actions.

3. Help to pivot. The coach can deconstruct and challenge your unfeasible and unrealistic business model, but they should also help you in making bold decisions by changing your strategy. I would say that they should help the company to do this as fast as possible, without wasting too many resources. Usually, startups don’t recognize quick enough that things are wrong and wait too long hoping that “tomorrow will be better”. Good things happen fast. When validating one business model assumption, not only set the target, but also deadlines. Don’t wait too long, because time is the ultimate resource and you don’t want to waste it.

4. Help with networking. The coach should facilitate contacts with either customers and partners. A valuable coach will tell you who to contact for validating the business model assumptions and possibly introduce to them.

5. Provide courage and optimism. The last but not least contribution of the coach is to reassure when everything seems to go wrong. Startups should never loose faith in their vision, product, technology and human capital. These are their assets and they should only build on them, not destroy them. When everything goes well, everyone is happy and we are all friends. When issues arise, people tend to blame each other. The coach should bring peace and help the team to understand that in the startup phase, there are no failures: there is only learning. I think this is where most team (and coaches) struggle most. On the one side, the founders are driven by their egos. On the other side, the coaches don’t push the founders enough to challenge their models. The coach is like a doctor: must be factual and realistic, but must also have “tact” and favor cohesion of the team. As in health, the first thing to do in fighting a desease is believing that the desease can be defeated. 

I am trying to become a good Lean Startup coach and I am willing to learn more from my assisted startups… Probably, I need a coach myself! Who wants to help me?

    • #lean startup
    • #coaching
    • #business model
    • #startups
    • #entrepreneurship
    • #Business Development
    • #traction
    • #produc-market fit
  • 1 month ago
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Reviving a zombie company: can Lean Startup help?

This might seems an off-topic, but I think it is important to talk about those many startups that keep living in a “zombie” (or “sleeping” or “on hold”) status. Especially in Europe, creating and leading a company is good food for CEOs’ egos, even if the company is not actually running. This is also related to the “perfectionism” paralysis and to the fact that one is waiting for the “right” opportunity to get funded.

All elements that lead to zombie companies, which by the way hide themselves behind the “startup” status: we are a startup, we don’t ship yet, but anyway we don’t consume resources… 

There are also other types of zombie companies such as those “very close to death” described in this Mashable post. This is another story. These companies rather woken up from “coma”.  

In this post I am talking about companies that can exist for unlimited time and they can possibly never die, just because they are not running.

So what? How can Lean Startup help in reviving a zombie company?

Here are my suggestions.

1. Pivot! Yes, if your business is stagnating, you need a shake! The pivot might (and probably should) very radical. You have probably a core technology or competence that has not found a compelling problem to solve and you don’t have customers. Therefore, start looking again for problems. Even if you are very biased by the technology you have, you might discover a new applicability of it to a completely different problem (and sometimes even with minimal adaptation). 

Look at the Groupon case: they were selling a platform for collecting money to support causes. They had their Eureka day and switched to daily deals.

It goes without saying that your pivot will entail an entire rethinking of your Business Model. So, define your new hypotheses and setup the right experimental framework to validate them.

2. Change the team. This might sound blunt, but only who has the determination and the gut to take risks (and do the pivot) should remain in the company. Those who are responsible of the zombie status must leave. No way! I would add one more thing: the CEO of the company (at least in the startup stage) must be the one who invented the product or service (or the technology). Anyone else would blame the product/service/technology if the traction is missing. If you are the “heart” of the company, you must be the CEO. If ti happens that it is not the case, you need to take back this role.

3. Build a new MVP. After the pivot, you had to build something new and test it. That sounds like a no-brainer, but we want to avoid our company to move to a new zombie state after the pivot. Please, don’t fall again into the “perfectionism” paralysis. This time, do it differently. Be minimal and viable and try to get early feedback from customers!

4. Define the metrics that matter… and set yourself targets and goals. Don’t enter in the usual mindset: let’s try something and see what happens. If you do something, it must be because you want to achieve a precise goal.

5. Don’t blame yourself and others. You know, shit happens! Of course, there are people accountable for the situation, but you were in a team and therefore you agreed with the overall strategy. If you are the one who will have to take the lead, do it professionally. Be factual and take rational decision, not emotional. This is easy to recommend, but hard to implement. In any case, as I said before, those who are directly responsible of the situation should step back and leave the floor to more motivated leaders.

6. Start to have fun again. Last but not least, you might have faced bad days with you company and you no longer wanted to invest time and money on it. At the same time, you did not want to kill it as it was your “baby”. But now, you have to somehow start from the scratch. It is a sort of rebirth. You will face new challenges and you really need to change the way you work. Meet new people and talk with them about your new challenges and business ideas. Maybe, participate to startup events such as Startup Weekend or LeanStartupMachine to develop your new ideas. Act as it was a new start. In other words, you want to turn your zombie startup into a new thriving company. 

In the hope of seing less zombie startups, I finally recommend to consider failure as part of the game. Remember, that for startups, there is never failure. There are only invalidated hypotheses, which turn out to always be a useful learning.

Let me conclude with this quotation:

“If you don’t make mistakes, you’re not working on hard enough problems. And that’s a mistake.”


― Frank Wilczek

 

Your comments on this post are highly appreciated.

    • #zombie
    • #company
    • #lean startup
    • #Pivot
    • #strategy
    • #startup
    • #entrepreneurship
  • 1 month ago
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Can entrepreneurship be taught?

I participated to the Startup Weekend Lausanne last week and I joined a team of young entrepreneurs. We eventually won the 2nd prize!

I was very excited to work with them and I had big expectations. All teams was made of very nice people, full of energy and enthusiasm. Some of them had very technical skills. Some had also some entrepreneurship experience. Most of them also attended entrepreneurship training program.

However, I felt that it was not enough to manage a startup project.

What was missing were not technical or business skills. It was more about mindset and vision. Here is what I noticed about the participants.

1. They are not familiar with business model patterns. This means that they try to rediscover business models that already exist in industry and waste a lot of time on reinventing them.

2. They don’t think global and scalable. They are afraid to have big vision and try often to build lifestyle businesses.

3. They do not think “out of the box”. They see things in a stereotyped way and mostly frame their business idea in a “standard” way. They are afraid to dare with crazy things. Creativity is channelled mostly in logo design.

4. They don’t like to abandon their comfort zone and don’t like to be pushed by others in doing so. This is mostly because of oversized egos of leaders and because of lack of courage by followers. In particular, followers are not passionate enough to dare challenging the leader and create tension in the team. Unless the leader is a true visionary, this leads to poor dynamics in the team.

5. They focus more on details than substance. Yes, in implementation details are king, but not in the customer discovery stage. They are irrelevant if the business model is not viable and scalable.

6. They don’t like to go out of the building and talk to people. And when they do it, they use biased techniques to gather customer data. To one extreme, I heard someone proposing to fake some results just to please the founder… :-)

Some mentors also have their limitations.

1. Most of them don’t push the participants to go beyond their limits. They are very polite and just provide very general advice (which most of the time is not followed).

2. Some of them also tend to focus on details and see things from a narrow perspective. No mentor addressed scalability issues. They are fine if the founder want to start a business just to pay themselves a monthly salary of $5000. 

3. Some of them also are not able to think “out of the box”. They accept that the team replicate existing models and they are uncomfortable if they are shown something really different. They most have the “it will never work” attitude. That is sad…

4. Some of them don’t understand the business ideas. You can tell this by the questions they ask. It is clear that they did not get the ideas at all (always with some notable exceptions of very smart mentors). Sometimes this can be frustrating for the team, but eventually they are kind enough to make an effort and try to get a better grasp of the business idea.

5. Some of them don’t know the market and technology. Even those who claim themselves specialists, have limited knowledge of the market and technology (with some notable exceptions, of course). When they know about the area of the team they supervise, they might spend some time in researching… Easy no?

Let’s be clear, the mentors did a great job and in no way I am undervaluing their contribution to the success of Startup Weekend. In most of the cases, they helped the teams in sticky situations. They provided the teams with encouragement and support.

All in all, it was a great experience, but it made me think about learning and teaching entrepreneurship. Most people believe that you can only be born entrepreneur and there is no way that you can learn it from others. I disagree.

You need a talent, that is obvious, but also some good training. Most of the above issues do not come from lacking of talent, but from lacking of skills, experience and mindset. Of course, we can learn from own experience, but why wasting time when you can accelerate the process and learn those skills from training professionals?

You can learn only if you practice, that is true, especially for entrepreneurship. But practicing alone is not enough. You need supervision.

Let me tell you a short story. I only took a ski lesson and then I learned by myself trying to imitate other skiers. The result is that i learned the “wrong” way that prevented me to develop a nice style and skiing smoothly in every conditions. I acquired the wrong “fundamentals” and it was then too late to correct them.

You get the message.

Don’t waste time and learn the fundamentals of entrepreneurship. This is my best advice.

    • #entrepreneurship
    • #startup weekend
    • #lean startup
    • #startup
    • #training
    • #learning
  • 2 months ago
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Pivot is hard, but must be done… when necessary!

Last week I participated to the Startup Weekend in Lausanne, Switzerland and I joined a team made of young students. I was, of course, the oldest, but regrettably the one with the youngest mindset.

image

We eventually won the 2nd prize with the Pickl.li team mostly because I “forced” the team in pivoting several time in the business model development process.

The founder (i.e. the one who had the original idea) got stuck with his original revenue model and struggle in revising it even when customer data had shown that it could not work.

Anyway, in a short time frame such as that of the Startup Weekend, it is nearly impossible to fully validate assumptions directly from the customers. However, the team mates can always act as the devil’s advocate and challenge the business model with some arguments. And that is what I did.

When this happens, the team reacts in a defensive way (with an intensity that depends on the stage of the process: the later, the harder to accept criticism). If it happens towards the end (close to the final pitch) any pivot seems impossible. For some, it is better to focus on creating a nice flashy presentation with a faulty business model rather than try to change it in “extremis” at the expenses of the presentation flashiness.

This behavior is what I call the “not ready to throw away any work done” syndrome. In other words, accumulated work should be saved at all cost, even if reality has proven that is useless. This kind of attachment prevent pivoting and it has an extremely negative impact to the success of the company. This is also the sign of the oversized founders’ ego as they cannot accept this kind of failure. 

Going back to my team of Startup Weekend, my team spent a lot of time selecting the features of the application and very little to the implications on the business model. We did the canvas as a “necessary exercise” but it remained just hanged on the wall and nobody dared to touch it, let alone challenge it.

image

I realized that our revenue model was not the right one as it would not adequately differentiate ourself from the competition and I urged to fix it. The team reacted that it was not a necessary move and that in any case the Majority of the team had already agreed on it. In their view, we should have focused on the presentation.

Well, eventually I succeeded in convincing the team to revise the revenue model and I believe that was key for our success. (I am sure that they think differently, but anyway…).

What I learned from this experience? Here are my 3 takeaways:

1. That pivoting is very hard to accept, especially by founders with big egos. Pivoting is seen as failure as it corrects a “mistake”. Actually, there are no mistakes in startups but only hypotheses that are validated or not. Pivots are the natural decisions when an hypothesis reveal to be false. This appears to be a big shift in mindset and hard to understand.

2. Pivot can happen at any stage of the process and the later they occur the harder it will be to accept them. Therefore, it is better to test hypotheses earlier than later. Teams should learn that before starting working on product’s development, they should have made everything possible to challenge their business model and fix its problems. Once the business model is stable and robust, then they can start working at the product (of course, minimal and viable).

3. The quality of the pitch is a myth. We made a very simple, minimal pitch and we won the 2nd prize. Most of the teams made impressive presentations and did not win. What counts is the Business Model and its strengths or weaknesses can be explained in very simple terms.

Nonetheless, the Startup Weekend experience was fantastic and I really enjoyed my team. Well, they need some good coaching, but they are young and they can learn fast. I wish you to thank them heartedly and I wish them the best for their future challenges. Hopefully our roads will cross again.

Here is a picture of the Pick.li team who won the 2nd prize at the 2013 Startup Weekend in Lausanne.

image

    • #startup weekend
    • #lean startup
    • #pivoting
    • #pivot
    • #business model
    • #lesson learned
  • 2 months ago
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Where are my early adopters? Facebook graph search can help you in finding them…

image

(Picture take from this blog post)

Facebook announced the launch of Social Graph search where you can query, for instance, who likes wine in Switzerland. If you are starting up a company in the wine sector in Switzerland, this tool would help you in finding enthusiast wine tasters who could potentially become your early adopters.

When I advise my startups, one of the big issues is actually this: where do I find early adopters for a given customers segment.

Sometimes this is just an excuse to not getting out of the building and do reality check. But often it is a real issue because the founders don’t know where to search.

Early adopters are present in every market but in a small proportion (estimated as of 13.5%). But the good news is that they are so proud of being pioneers that they tend to talk about their early experiences with their communities. Therefore, it is crucial to enter those communities and listen to what happens there. This might be a surrogate for “getting out of the building” strategy by “getting at least out of your favorite community on the Internet”.

Going back to Facebook, social graph search might become the essential tool for customer discovery. Another way is to join groups, but this might require a greater effort than just doing a search. Besides, with a search you might find out which groups you might want to focus to.

So, you no longer have excuses to refuse mining the communities for early adopters because you now have the right tool!

    • #facebook
    • #graph search
    • #Early Adopters
    • #lean startup
    • #LeanStart.ch
    • #customer discovery
    • #customer development
    • #startups
    • #entrepreneurship
  • 3 months ago
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New business models of education

image

(my daughter replaced a missing rail by cutting her bathrobe’s belt)

I was thinking about my job as a professor in a business university and I asked myself what is its business model. 

A University (and most educational institutions) are Marketplaces, i.e. organizations that provide best matches between offer and demand. In the specific case of universities, the demand is that of students seeking for high quality knowledge and skills and the offer is that of professors who are supposed to transfer that knowledge and skills to students.

Hence, university are intermediation companies. We all know that the Internet has contributed to the removal of several intermediation steps in the value chains of some industries such as travel agencies, music retail stores, video rentals, bookstores, just to mention a few. However, Internet enabled different forms of intermediation through e-commerce (e.g. Amazon, eBay, iTunes).

Will it be the case also for education sector? Are universities destined to disappear? Will Internet radically transform the education sector? And how?

The process is already happening somehow. Some of them that are capable of reinventing themselves are becoming the platform for distance learning such as Stanford with its online programs. There are new educational companies pushing to the extreme the concept of online learning such as Udemy, Khan Academy, Insegnalo. Some others are using Internet to promote their on-ground education just by distributing video recordings of on-ground courses online, for instance on iTunes U, Coursera and Udacity.

But most universities in the world are lagging behind the digital revolution of education. This will lead to a natural selection process where those institution who fails in adapting to the new media and technologies will simply disappear.

However, universities are not just marketplaces. They can indeed provide a local social and cultural role. Learning is not just about knowing something. It is also about doing something well. Learning is an experience which can be provided both online and on-ground, but the challenge is how to make these to types of experience complementary and not one just the mimic of the other.

The point is: what the student are supposed to do in classes. Do they have just to listen the professor or should they perform some other types of activity?

Flip Teaching from jjoslin on Vimeo.

One (partial) answer to the above question comes from the “flip teaching” model. In this model, the roles of homework and lectures are reversed. Students attend the lectures at home streaming videos from the Internet (and therefore when they are ready and at their own pace since they can start, pause, replay the video whenever they want). In class, they meet with students and mentors to do practical work and discuss. 

I believe that universities have a fundamental rôle in society namely that of  creating leaders. But leadership is not about knowledge and skills, it is about Mindset. Some say that leadership cannot be learned as it is innate and therefore cannot be taught. You might agree on that or not. The point is that there might be many potential leaders who cannot become established just because they are turned down by “managerial” educational settings.

One thing among others that distinguishes leaders from non-leaders is that they are able to set (ambitious) goals and get things done. They are both open-minded and “action” people.

In contrast, standard education does not push people to action unless it is restricted to the “predictable” (read “assessable”) domains. They discourage creative thinking and challenging the “status-quo”. In order to be a good student, one has to learn the standard way of doing things. It might be reasonable as a first step, but not in the long run especially for those institutions that are expected to train leaders (e.g. as business and engineering schools).

What has this to do with Lean Startup?

I noticed that the main obstacle in starting businesses in a lean way is mostly about mindset. People are always fearful of failure and struggle to see it as a mean for learning. They are paralyzed and their ideas tend to remain on paper (aka Business Plans).

Failed attempts are just seen as bad, while they should be considered valuable because of the learning feedback. Especially where there is a lot of uncertainty, eliminating it through experiments is extremely valuable. Learning that something works is as valuable as learning that something does not work.

But unfortunately, people are conditioned by an educational system where failure is ALWAYS stigmatized. If a student completely fails gets an F which is much worse than a C- where a student passes with low performance. Maybe, next time the student who got an F has learned and will outperform everybody else. But the damage is done. He is already stigmatized as a “looser”.

That is the problem: in learning there are no Losers or Winners. In learning everybody win as long as they try something. It is the commitment that should be assessed. The eagerness of learning seems to be a more appropriate metric for learning in education.

But this is hard to change. Professors are at best lazy and not willing to challenge the standard schema of top-down (ex-cathedra) teaching. Showing powerpoint slides and assigning homework is much easier that create a stimulating learning environment which fosters creativity and divergent thinking.

I understand that changing established learning models is not easy, but academic institutions should adopt a new strategy by investing in (young?) teachers armed with new tools and willing to experiment with them in classes without fear of failure. Of course, there are risks in doing that, but I believe it is the only way to move forward higher education towards new models of learning in order to let students the right mindset to become the new leaders and achieve a positive impact in our society.

    • #Education
    • #lean startup
    • #flip teaching
    • #leadership
    • #mindset
    • #business model
    • #university
    • #training
    • #creativity
  • 3 months ago
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Define your Minimal Viable Product with Innovation Games

image

Last 20th December 2012 I facilitated an introductory workshop on Lean Startup at La Muse incubator in Geneva where the Tim Bardet, the founder and CEO of a local startup Up-to-Wine volunteered to play the Buy-a-feature innovation game.

You can find the slides of my presentation and some pictures of the event taken by photographer Samuel Rubio.

One of the most difficult things in designing a Minimal Viable Product (MVP) is to decide which are the “essential” features of a product or a service in its first iteration. Founders have their own assumptions of which features are the most “compelling” and should included in the MVP.

First of all, we need to understand the goal of an MVP before starting selecting the features to include in it.

The goal of the MVP is learning not only what customer want, but also how much are they willing to pay for it.

If including a feature which makes no big difference in what the customers are willing to pay for the product, it should not be included in the final release simply because it would shrink the margins without helping in increasing the number of customers.

Unfortunately, it is not possible to directly ask all the customers what they want and how much they would pay when they will buy your product. Moreover, they tend to see products holistically and might not be able to value features individually. However, we might do a preliminary selection of features in the first iteration of our MVP by assembling a sort of focus group of potential customers to whom we will ask to play a game and “buy features” with play money. 

The rationale of the game is that the founders will express their hypotheses on most sought features by assigning a price to them. If the founders believe that one particular feature is so important, they can assign it a high price (even higher than one single player’s budget so that players will have to partner together if they want buy that feature).

The price also depends on the projected cost to implement the feature. Hence a strategy would be to set high prices to costly features so that the founder can be sure that the effort invested to implemented them is likely to not be wasted (a very Lean Startup strategy, indeed).

At the end of the game, the founders will have a clearer picture of what to include in the first iteration of their MVP based on the top selling features from the game. Of course, this is just a priority list and only real experiments will validate these hypotheses. In other words, this game will help startups in finding a place to start that is more likely to match the market demand and thus speedup the validated learning process.

image

Our volunteer Tim Bardet proposed several features to be included as future services for his startup Up-To-Wine, an exclusive wine discovery service. This company has committed to Lean Startup approach in its development and shown that it can be very effective.

The prices he assigned to his list of features reflected his initial hypotheses, some of which were invalidated by the experiment so that he had to change some priorities he had previously defined. In his own words, here is what he learned through this experiment:

“The lean startup game we played one week after the launch of the minimum viable product for our startup UP-TO-WINE.com was a great deal.

Gathering 20 potential consumer brains on a game about potential new features helped us to learn a lot. I personally was thinking a ‘wine book’ was the most awaited feature that we had to develop soon. However it appears that a ‘social wine community’ was a very important feature for the public.

Indeed people spent half of the virtual money they could bet on the list of 8 features (with different prices depending on the cost and timing of development) on this wine social community. It helped us analyze where we need to pivot in the next weeks.

But above all: we were transparent about the startup next steps to agilely measure the needs, which saved us time, money and nights of work. After all, everything is a question of speed: We launched the up-to-wine.com with a first set of features in 2 months”.

The Buy-a-feature innovation game is included in the activities of the Lean Startup workshop organized by LeanStart.ch. Here is also interesting post on how to Innovation Games can be used within the Lean Startup model.
    • #MVP
    • #lean startup
    • #innovation games
    • #buy a feature
    • #up-to-wine.com
    • #la muse
    • #geneva
  • 4 months ago
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Why It’s Difficult for So Many Entrepreneurs to Implement a Lean Startup

Ries explained that the reason why more companies are not naturally drawn to the Lean Startup style of management is that an existing path has already been paved.

He used the analogy of a train conductor. The train conductor may be good at driving the train, but he’s not thinking about where the train is actually going. If you place a train conductor in a car, he’s going to be in trouble, as major driving decisions need to be made. A train conductor is simply not accustomed nor equipped to make those types of decisions — instead they are focused on keeping the train on the tracks. A typical manager is like a train conductor, managing output based on a predetermined direction. There’s a lack of rapid decision-making based on any kind of market feedback. This makes it difficult for many companies to pivot based on what’s truly needed by customers.

http://www.startupnation.com/business-articles/9840/1/lean-startup-eric-ries-get-lean.htm
    • #Lean Startup
    • #startups
    • #business development
    • #entrepreneurship
  • 6 months ago
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Copycat: Intellectual Property for your MVP

Copycat

When I suggest my clients to start selling their MVP to early adopters, I always face a resistance based on the fact that their ideas could be “stolen” by others. 

The dilemma is about sharing information about ideas of imperfect and incomplete products too early with the risk that bigger companies could see their potential and invest resources in their development.

I fully understand this concern and I know that this aspect has been so far overlooked in the Lean Startup community.

Good ideas can be stolen and this happens all the time. But you have to look also at patterns of how this happens. It seems very common that only validated ideas are stolen. Stealing an idea and implementing it (i.e. putting a reasonable amount of resources) can be very expensive. Therefore copycats only do when there is a reasonable certitude that the return on investment will be very high.

Let’s put this way: the probability that you idea will be stolen by a competitor is the roughly the same of being funded by a VC.

VC don’t fund non-validated ideas (unless they have money to put on gambles). 

Another aspect, which is also very important, is that you try to sell your MVP to early adopters. Early adopters are not competitors and have a very low interest in copying your ideas.

While these two points do not eliminate the risk of having business ideas copied, they show that the benefit of validating a business idea through an MVP and early adopters is much higher than the risk of being copied.

Moreover, you sell the product without disclosing the technology and the business model that is behind that. In a sense, you are still protected by a trade secret.

If in any case you really feel that you need IP protection (if this makes you feel more relaxed), you should not hesitate to file a provisional patent application which is reasonably cheap and gives you already a good protection.

In my honest opinion, the fear of having a business or a product idea “stolen” is one of the symptoms of founders’ reality distortion field. In other words, founders find multiple excuse to avoid facing the reality of the market and possibly find out that nobody would by their products. This fear is disguised as the “fear of being stolen the idea”, while is about something else.

    • #MVP
    • #Intellectual Property
    • #copycat
    • #lean startup
    • #business development
    • #ideas
  • 7 months ago
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On the meaning of “Lean” in Lean Startup

Tower of Pisa

From Eric Ries words, the term “Lean” in Lean Startup stems from “lean manufacturing” with the obvious meaning of reducing waste and continuous improvement of processes.

While this is a relevant and foundational meaning, I propose an alternative one.

Lean in the sense of “leaning towards or on” someone else.

If a startup wants to learn how to build successful business, it must lend its hears to customers. It has to “lean towards” them and listen to their voice.

This seems to be the meaning of Lean which is more endorsed by Steve Blank in his Customer Development model.

Open development, crowd sourcing, crowd funding and user-centered design go all towards this sense of Lean.

The language purist would notice that “lean” as an adjective does not have that sense and that the right adjective would be “leaning” as in the Leaning Tower of Pisa.

Aside this, my point here is that startups should avoid the “stealth mode” approach and be brave enough to face the customers as soon as possible, i.e. when they are able to craft a Minimal Viable Product. 

They should be also ready to:

1. Setup the relevant Actionable Metrics in order to get the necessary insights for learning.

2. Pivoting: change the MVP (and possibly the Business Model) if targeted customers don’t convert (i.e. ignore you).

To conclude, I believe that Leaning Towards could be an alternative complementary meaning to Lean in Lean Startup that helps in better understanding its underlying philosophy.

    • #Lean Startup
    • #customer development
    • #leanstart.ch
    • #business model
    • #startup
  • 7 months ago
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