THE LEAN ENTERPRISE Trevor Owens CEO, Javelin.com @TO Biz Stone - - PowerPoint PPT Presentation

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THE LEAN ENTERPRISE Trevor Owens CEO, Javelin.com @TO Biz Stone - - PowerPoint PPT Presentation

Sep 23, 2022 365 likes •1.3k views

THE LEAN ENTERPRISE Trevor Owens CEO, Javelin.com @TO Biz Stone Founder, Twitter X-Google Employees Process Structure Process Strategy Structure Process Strategy Structure Process $30M 100 PPL 10 7.5 5 2.5 0 1 2 3 4 5 6

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THE LEAN

Trevor Owens

CEO, Javelin.com

ENTERPRISE

@TO

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Biz Stone Founder, Twitter

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X-Google Employees

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Process

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Structure Process

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Strategy Structure Process

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Strategy Structure Process

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$30M 100 PPL

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SLIDE 21 2.5 5 7.5 10 1 2 3 4 5 6 7 8 9 10
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SLIDE 22 2500 5000 7500 10000 1 2 3 4 5 6 7 8 9 10
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  • 1. Innovation is Unpredictable
  • 2. Small Teams Win
  • 3. One Success = Thousand Failures

Three Rules

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  • 1. Prepare Don’t Plan
  • 2. Fund Small Teams
  • 3. Fund Many Projects

Three Strategies

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Companies need to measure and scale Innovation Flow.

BIG IDEA

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Strategy Structure Process

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The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness
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The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Before Startup Source: Paul Graham; avc.com Time Happiness
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The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In Before Startup Source: Paul Graham; avc.com Time Happiness
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The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness
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SLIDE 31

The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Starts Working Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness
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The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Starts Working Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Product/ Market Fit! Starts Working Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness
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The Startup Curve

Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In Before Startup Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Starts Working Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Product/ Market Fit! Starts Working Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness

The Startup Curve

Initial Enthusiasm Reality Sets In

TROUGH OF SORROW

Before Startup Product/ Market Fit! Scale Starts Working Experimenting & Pivoting Source: Paul Graham; avc.com Time Happiness
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Employee

  • 1. Security
  • 2. Recognition
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Entrepreneur

  • 1. Power
  • 2. Control

Employee

  • 1. Security
  • 2. Recognition
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Employee

  • 1. Security
  • 2. Recognition

…

  • 12. Recognition
  • 13. Security

Entrepreneur

  • 1. Power
  • 2. Control
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“Ownership is why you stay up all night. It’s why you think about this all day, every day.”

  • Chris Dixon

Andreessen Horowitz

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“Stock options in a 
 [large corporation] can 
 never feel like ownership.”

  • Chris Dixon

Andreessen Horowitz

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Extrinsic Rewards Lead to Worse Performance

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  • 1. Innovation Labs
  • 2. Intrapreneur Programs
  • 3. Skunkworks
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  • 1. Innovation Lab
  • 2. Intrapreneur Program
  • 3. Skunkworks
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Disney

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Disney

INNOVATION COLONY

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The best parts of an Innovation Lab and a Corporate Venture Fund.

Innovation Colony

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Employee projects are formed as separate legal entities

Innovation Colony

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Enables employees to become entrepreneurs for benefit of the enterprise

Benefit

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Enables ownership and autonomy yet limits risk for the enterprise

Benefit

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Autonomy to Navigate Uncertainty

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Autonomy to Navigate Uncertainty

  • 1. Allocate Resources
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  • 1. Allocate Resources
  • 2. Change direction (pivot)

Autonomy to Navigate Uncertainty

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  • 1. Allocate Resources
  • 2. Change direction (pivot)
  • 3. Raise money from outside investors

Autonomy to Navigate Uncertainty

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Xerox Technology Ventures Circa 1988

Innovation Colony 1

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Robert Adams

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$30M, Corp Division Agreement Similar to LP $2M with No Approval Gave Researchers 20%

XTV Structure

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7 Years Later 12 Years Later How do we know it worked?

Results

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Documentum (IPO, $75M rev) Document Sciences (IPO) Advanced Workstation Products (Acquired) vs. LiveWorks ($35M invested, failed) Customers and Technologies (no rev, failed) Xerox ColorGraphX (no rev, failed)

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Innovation Colony 2

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1,000 Applicants Internal & External Talent Mentoring Raise Outside Capital

Techstars Structure

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Results

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Results

75%

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Strategy Structure Process

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180 DAYS

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1 DAY

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Lean Startup

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SLIDE 70 Experiments Start here. Brainstorm with stickies, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? Time Limit: 5 Min What is the problem? Phrase it from your customer’s perspective. Time Limit: 5 Min Time Limit: 5 Min List the assumptions that must hold true, for your hypothesis to be true. Time Limit: 10 Min Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! Follow Trevor @TO

1,000 CASE STUDIES

18 MONTHS RESEARCH

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C-P-S

HYPOTHESIS

Follow Trevor @TO
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“I BELIEVE customer HAS A PROBLEM WITH problem”


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“I BELIEVE solution WILL RESULT IN outcome”


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RISKIEST ASSUMPTION


CORE + UNKNOWN

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METHOD


INTERVIEW - SELL- CONCIERGE

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SUCCESS CRITERIA


GOAL / SAFE PREDICTION

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PIVOT - PERSEVERE

DECISION

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MOST IMPORTANT LESSONS

LEARNING

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SLIDE 79 Experiments Brainstorm here. When you’re ready, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? What is the problem? Phrase it from your customer’s perspective.
  • What are the assumptions that must hold true, for your hypothesis to be true?
Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! Experiments Start here. Brainstorm with stickies, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? Time Limit: 5 Min People buying Vespas on Craigslist People with
  • commute
NYC Relying on products that use
  • il
Understanding safety & time saving of Vespa People with
  • commute
NYC Vespa too expensive for identity risk Vespa One- Pager + Trial Rent Vespa & Return It If Not Fit No friends Vespa Pay $250/month INTERVIEW: 8/10 don’t have friend with Vespa SELL: 15 email addresses in 2 hours Care about environment INTERVIEW: 5/20 buying Vespa bc environment important 0/20 PIVOT! 5/10 PIVOT! 50+ in 2 hours PERSEVERE!
  • Skinny Tie!
  • Buying for
lifestyle
  • “I’m not a
scooter person”
  • Lifestyle is
a risk
  • People typing
in ALL CAPS
  • Jumping out
  • f seat to try
What is the problem? Phrase it from your customer’s perspective. Time Limit: 5 Min Time Limit: 5 Min List the assumptions that must hold true, for your hypothesis to be true. Time Limit: 10 Min Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! Experiments Start here. Brainstorm with stickies, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? Time Limit: 5 Min What is the problem? Phrase it from your customer’s perspective. Time Limit: 5 Min Time Limit: 5 Min List the assumptions that must hold true, for your hypothesis to be true. Time Limit: 10 Min Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE

VALIDATE THE PROBLEM FIRST

STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE

EXECUTE

BRAINSTORM

(QUICKLY)

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SLIDE 80 Experiments Brainstorm here. When you’re ready, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? What is the problem? Phrase it from your customer’s perspective.
  • What are the assumptions that must hold true, for your hypothesis to be true?
Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! Experiments Start here. Brainstorm with stickies, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? Time Limit: 5 Min People buying Vespas on Craigslist People with
  • commute
NYC Relying on products that use
  • il
Understanding safety & time saving of Vespa People with
  • commute
NYC Vespa too expensive for identity risk Vespa One- Pager + Trial Rent Vespa & Return It If Not Fit No friends Vespa Pay $250/month INTERVIEW: 8/10 don’t have friend with Vespa SELL: 15 email addresses in 2 hours Care about environment INTERVIEW: 5/20 buying Vespa bc environment important 0/20 PIVOT! 5/10 PIVOT! 50+ in 2 hours PERSEVERE!
  • Skinny Tie!
  • Buying for
lifestyle
  • “I’m not a
scooter person”
  • Lifestyle is
a risk
  • People typing
in ALL CAPS
  • Jumping out
  • f seat to try
What is the problem? Phrase it from your customer’s perspective. Time Limit: 5 Min Time Limit: 5 Min List the assumptions that must hold true, for your hypothesis to be true. Time Limit: 10 Min Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! Experiments Start here. Brainstorm with stickies, pull it over to the right to start your experiment. Customer Problem Solution Result & Decision Learning Riskiest Assumption Success Criterion 1 2 3 4 5 To form a Customer/Problem Hypothesis: I believe my customer has a problem achieving this goal. To form your Assumptions: hypothesis to be true, assumption needs to be true. Determine how you will test it: The least expensive way to test my assumption is... Who is your customer? Time Limit: 5 Min What is the problem? Phrase it from your customer’s perspective. Time Limit: 5 Min Time Limit: 5 Min List the assumptions that must hold true, for your hypothesis to be true. Time Limit: 10 Min Need help? Use these sentences to help construct your experiment. To form a Problem/Solution Hypothesis: I believe this solution will result in . To identify your Riskiest Assumption: The assumption with the least amount of data, and core to the viability of my hypothesis is... Determine what success looks like: I will run experiment with # of customers and expect a strong signal from # of customers. Project Name: Team Leader Name: GET OUT OF THE BUILDING! STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE STICKY NOTE
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SLIDE 81
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SLIDE 82 Experiments Customer Problem Solution Result & Decision Riskiest Assumption Success Criterion 1 2 3 4 5
  • esult
  • e to the
GET OUT OF THE BUILDING! VESPA BUYERS CRAIGSLIST RELYING ON OIL CARE ABOUT ENVIRON- MENT INTERVIEW 5 / 20
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SLIDE 83
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SLIDE 84 Solution Result & Decision Learning Riskiest Assumption Success Criterion
  • esult
  • e to the
  • ng
GET OUT OF THE BUILDING! CARE ABOUT ENVIRON- MENT INTERVIEW 5 / 20 0/20 INVALID
  • PIVOT!
SKINNY TIE
  • BUYING
LIFESTYLE
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SLIDE 85 Experiments Customer Problem Solution Result & Decision Riskiest Assumption Success Criterion 1 2 3 4 5
  • esult
  • e to the
GET OUT OF THE BUILDING! 0/20 INVALID
  • PIVOT!
VESPA BUYERS CRAIGSLIST RELYING ON OIL CARE ABOUT ENVIRON- MENT INTERVIEW 5 / 20 DIFFICULT COMMUTE SEEING BENEFIT & SAFETY NO VESPA FRIENDS INTERVIEW 8 / 10 ONE-PAGER + TRIAL
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SLIDE 86
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SLIDE 87 Solution Result & Decision Learning Riskiest Assumption Success Criterion
  • esult
  • e to the
  • ng
GET OUT OF THE BUILDING! ONE-PAGER + TRIAL CARE ABOUT ENVIRON- MENT INTERVIEW 5 / 20 0/20 INVALID
  • PIVOT!
SKINNY TIE
  • BUYING
LIFESTYLE NO VESPA FRIENDS INTERVIEW 8 / 10 5/10 INVALID
  • PIVOT!
“SCOOTER PERSON” LIFESTYLE RISK
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SLIDE 88 Experiments Customer Problem Solution Result & Decision Riskiest Assumption Success Criterion 1 2 3 4 5
  • esult
  • e to the
GET OUT OF THE BUILDING! 0/20 INVALID
  • PIVOT!
5/10 INVALID
  • PIVOT!
VESPA BUYERS CRAIGSLIST RELYING ON OIL CARE ABOUT ENVIRON- MENT INTERVIEW 5 / 20 DIFFICULT COMMUTE SEEING BENEFIT & SAFETY NO VESPA FRIENDS INTERVIEW 8 / 10 ONE-PAGER + TRIAL DIFFICULT COMMUTE TOO EXPENSIVE IDENTITY RISK PAY $250 / MONTH SELL 15 EMAILS 2 HOURS RENT VESPA BEFORE BUY
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SLIDE 89
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SLIDE 90 Solution Result & Decision Learning Riskiest Assumption Success Criterion
  • esult
  • e to the
  • ng
GET OUT OF THE BUILDING! CARE ABOUT ENVIRON- MENT INTERVIEW 5 / 20 0/20 INVALID
  • PIVOT!
SKINNY TIE
  • BUYING
LIFESTYLE NO VESPA FRIENDS INTERVIEW 8 / 10 5/10 INVALID
  • PIVOT!
“SCOOTER PERSON” LIFESTYLE RISK PAY $250 / MONTH SELL 15 EMAILS 2 HOURS 50 VALID
  • PERSEVERE!
ALL CAPS
  • JUMPING
SEAT
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SLIDE 91
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SLIDE 92

THE LEAN

Trevor Owens

CEO, Javelin.com

ENTERPRISE

@TO