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CUSTOMER DISCOVERY:
the power behind lean
innovation…
…and a different way to THINK!
Bob Dorf
allegedly retired serial ent...
Most new business
initiatives fail from
a lack of customers
not from failures
to build product
Our Job Today:
1. WHY do Customer Discovery
2. Customer Discovery Principles
3. The Three Key Discovery Steps
4. The Road ...
Hi!
• 7 Startups over 40 year span: 2+2-
3=7
• A decade of Angel Investing(=7-6=27)
• A decade (almost) of “Lean Startup”
...
Part 1:
WHY CUSTOMER DISCOVERY
HOLDS THE KEY TO
LEAN INNOVATION
200,000 taste tests couldn’t’ be wrong!
95/16/2017
BLAME THE MBA’s!!
94 years later:
CUSTOMER DISCOVERY
the foundation of lean startup
…a differernt way to THINK!
CREDO 1:
Test everything you can
with the only voices
that matter:
YOUR CUSTOMERS
CREDO 2:
Break It, Fix It, Break it
Again…Til Customers Say
“Make it!”
CREDO 2:
Break It, Fix It, Break it
Again…Til Customers Say
“Make it!”
…and coach you on features,
pricing, channels, acqu...
CREDO #3:
so…..
GET OUT OF THE BUILDING!
Built for startups BUT:
Equally powerful when testing,
optimizing new ideas, ventures in
big, high-growth companies
Used b...
Built for startups BUT:
Equally powerful when testing,
optimizing new ideas, ventures in
big, high-growth companies
Used b...
When did YOU last…
…Proactively reach out
to talk to a bunch of
customers?
…Show or discuss a new idea
outside of a focus ...
How do YOU do this now?
Call market research
Call McKinsey
Assign Interns
Survey Monkey et al
Shopping Mall Intercepts
Foc...
What do YOU miss out on?
Use case storytelling
Body language
Honest measures of enthusiasm
Corner case “wild” ideas
Featur...
Part 2:
QUICK DISCOVERY PRINCIPLES
YOU work at a startup!
“Inoculate” your thinking, your attitude, your inquiry
• It’s YOUR JOB to be Disruptive
• Be Bold, ...
Five Core Principles:
1. You’re not a
“smaller version”
2. Customers don’t
read Business Plans
3. Without legacy, we
Searc...
But Inside established enterprises:
1. It’s clearly not all “guesses”
2. New Markets,Customers,Channels?
3. Test new ideas...
Just a few corporate rules I’ve seen:
1. Never show a customer an MVP
2. No code departs HQ without full QA
3. Talk to cor...
Part 3:
THE THREE DISTINCT PHASES
of CUSTOMER DISCOVERY
First, Remember the Goal:
Product/Market Fit
26
The CustomerDiscovery Goal:
Product/Market Fit
…THE CONSISTENT, REPEATABLE MATCH
BETWEEN:
A CUSTOMER SEGMENT
WITH A HIGH L...
Begin With Two Core Elements:
• Value Proposition
• Customer Segments
285/16/2017
Begin With Two Core Elements:
• Value Proposition
• Customer Segments
• …then work your way toward a
repeatable, growable ...
Start with “Hypotheses”
Guess Guess
Guess
Guess
Guess
Guess
Guess
GuessGuess
305/16/2017
3 key Discovery phases
1: Does anybody care?
2: Who Else Solves it Today?
3. Product Discovery
32
3 key Discovery phases
1: Does anybody care?
…are we solving a serious problem?
…are we filling a “big” need?
…(is there a...
Phase 1: Test the Problem
• No discussion of product or company
• Focus only on the problem or need
• Strive to be among t...
Phase 1: Challenges
• Problem Described properly?
• Avoid Discussing the Solution
• Who’s affected by the problem?
• Talki...
Phase 1: PAYOFFS
• Logistica, Colombia
• GE Energy, in the Freezer
• OTC Pharma: Arthiritis
• YOU??
36
3 key Discovery phases
1:Does anybody care?
…are we solving a serious problem?
…are we filling a “big” need?
…(is there a ...
Phase 2: Competitive
Analysis
• Unlikely you’re the first/only one…
• Where do we fit in the Universe?
• Identify current ...
Phase 2: HOW TO
• “Get in the Customer’s Shoes”
• HOURS of Google search
• Dig Deep to find failures, “sub products”
• Sho...
Phase 2: Challenges
• Identify Strong, Weak Competitors
• Identify how Customers Seek/Source
• Beware “Embedded Competitor...
3 key Discovery phases
1: Does anybody care?
…are we solving a serious problem?
…are we filling a “big” need?
…(is there a...
Phase 3:
Way beyond “do you like it?”
• How big is the market opportunity?
• Who exactly is the influencer/user/approver?
...
Phase 3: GETTING STARTED
1. DEFINE SUCCESS before you start
2. WHO is my segment…how to define
3. HOW will I find them in ...
Phase 3: GETTING RESULTS
1. “One comment per sticky”
2. Use one color per key trait(title, size, age)
3. Sort comments, NO...
Phase 3: UNCERTAIN RESULTS
1. DO IT AGAIN!
2. Narrow the customer segment definition
3. Reframe Value Prop from learning, ...
Alpha: a complete discovery system…
Refine or confirm live discovery!
Customer Discovery:
Ground Rules
• The “ugly baby” rule
• No interns or consultants(at least to start)
• No automation wit...
You’re Always Hypothesis Testing!
49
Part 4:
THE (LONG) ROAD
to PRODUCT/MARKET FIT
Product/Market Fit:
…THE CONSISTENT, REPEATABLE MATCH
BETWEEN:
A CUSTOMER SEGMENT
WITH A HIGH LEVEL OF BUYING INTEREST
IN ...
“dental school:“
Drilling Down to Product/Market Fit
• Do customers understand our “FAB” proposition?
• Match the Hot Cust...
“dental school:“
Drilling Down to Product/Market Fit
• Do customers understand our “FAB” proposition?
• Match the Hot Cust...
“dental school:“
Drilling Down to Product/Market Fit
1. Enthusiasm for Value Prop as Stated
2. “Who is” buyer, recommender...
Product/Market Fit:
TESTS to Launch
Example: Uncovering Missing or Desired Features
TESTS:
1. Talk about your personal use...
Product/Market Fit:
Ways to Drill Deeper
• Validate/reaffirm vs. largest user segment
• Get referred to boss; probe priori...
PRODUCT/MARKET FIT:
DID YOU FIND IT?
1. A PREDICTABLE % SAY YES!
2. ARE THEY TARGETABLE? HOW?
3. CAN YOU MAKE MONEY AT THA...
PRODUCT/MARKET FIT:
DID YOU FIND IT?
1. A PREDICTABLE % SAY YES!
2. ARE THEY TARGETABLE? HOW?
3. CAN YOU MAKE MONEY AT THA...
PRODUCT/MARKET FIT:
WHEN YOU DON’T FIND IT…
2 Roots of Most FAILURES
1. BAD OR WEAK VALUE PROPOSITION
• DOESN’T SOLVE AN URGENT BIG NEED
• NO CLEAR COMPETITIVE ADVANT...
2 Roots of Most FAILURES
1. BAD OR WEAK VALUE PROPOSITION
• DOESN’T SOLVE AN URGENT BIG NEED
• NO CLEAR COMPETITIVE ADVANT...
VALUE PROPOSITION: FIXING IT
1. CHANGE THE PRODUCT, FEATURE SET
2. FOCUS ON OTHER F-A-B’s
3. CHANGE THE PITCH
4. A/B TEST ...
VALUE PROPOSITION: FIXING IT
1. CHANGE THE PRODUCT/FEATURE SET
2. RESTACK BENEFITS/CHANGE THE PITCH
3. A/B TEST DIFFERENT ...
2 Roots of Most FAILURES
2. MIS-TARGET CUSTOMER SEGMENT
• TALKING TO USERS INSTEAD OF PAYERS
• TALKING TO KIDS…NOT THEIR P...
2 Roots of Most FAILURES
2. MIS-TARGET CUSTOMER SEGMENT
• TALKING TO USERS INSTEAD OF PAYERS
• TALKING TO KIDS…NOT THEIR P...
CUSTOMER SEGMENTS: FIXING
IT
1. AIM AT DIFFERENT AUDIENCE
2. NARROW JOB OR COMPANY TYPE
3. FOCUS ON 1-2 COMPETITORS/SOUTIO...
CUSTOMER SEGMENTS: FIXING
IT
…and never hesitate to TRY AGAIN!
67
Your turn:
DISCOVERY EXPERIENCE??
Part 5:
CORPORATE DISCOVERY
RULES AND TOOLS
Ideal Rules for Internal Startups
1. Run multiple experiments in parallel
2. Isolate the team(s) from the parent
3. “Prote...
Guidelines for Internal Startups
1. Obtain senior leaders’ sponsorship
2. Assign a “disruptor coach” to intervene
3. Estab...
What Rules do You Have?
• “Be profitable in 90 days”
• Stay in close contact with legal
• Keep doing your “day job”
• What...
What TOOLS do You Have?
1. www.talkingtohumans.com
2. Managing Multiple Initiatives
www.launchpadcentral.com
3. Qualitative Discovery at Scale
www.alphahq.com
4. And, if you haven’t already…
Your turn:
YOUR Discovery??
YOUR Questions??
Thanks!
@bobdorf
www.bobdorf.nyc
bobdorf@gmail.com
Customer Discovery: A Powerful, Crucial Discipline as Important for Established Products & Companies as it is a Lifeline f...
Customer Discovery: A Powerful, Crucial Discipline as Important for Established Products & Companies as it is a Lifeline f...
Customer Discovery: A Powerful, Crucial Discipline as Important for Established Products & Companies as it is a Lifeline f...
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Customer Discovery: A Powerful, Crucial Discipline as Important for Established Products & Companies as it is a Lifeline for Lean Startups, Bob Dorf, Co-Author, "The Startup Owner's Manual

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Few startups survive without rigorous, exhaustive customer discovery, yet their “big company” brethren have already declared success and turned off the customer feedback spigot in anything other than satisfaction surveys. Often, good customer discovery can reinvigorate an old idea or optimize a new one. More often still, far too few major corporations are ambitiously using this powerful innovation tool.
Explore the key components of, and strategies behind, robust customer discovery. See why “so how do you like our product/idea” is just a small snowball at the top of the iceberg.

This workshop is designed for innovation team leaders, product managers, and senior execs driving new product or service innovation. It’ll provide tactical, practical steps, processes, and ideas that help you gather and process the only opinions about your innovation that matter—the opinions of your customers!

Publicado en: Empresariales
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Customer Discovery: A Powerful, Crucial Discipline as Important for Established Products & Companies as it is a Lifeline for Lean Startups, Bob Dorf, Co-Author, "The Startup Owner's Manual

  1. 1. CUSTOMER DISCOVERY: the power behind lean innovation… …and a different way to THINK! Bob Dorf allegedly retired serial entrepreneur @bobdorf www.bobdorf.nyc some slides © Steve Blank
  2. 2. Most new business initiatives fail from a lack of customers not from failures to build product
  3. 3. Our Job Today: 1. WHY do Customer Discovery 2. Customer Discovery Principles 3. The Three Key Discovery Steps 4. The Road to Product/Market Fit 5. Corporate Rules and Tools 6. AMA
  4. 4. Hi! • 7 Startups over 40 year span: 2+2- 3=7 • A decade of Angel Investing(=7-6=27) • A decade (almost) of “Lean Startup” • E-I-R and lecturer, Columbia B- School • (Not-so) Lean Coach for GE, Merck, NewsCorp, Carvajal SA, governments, colleges…a zillion startups
  5. 5. Part 1: WHY CUSTOMER DISCOVERY HOLDS THE KEY TO LEAN INNOVATION
  6. 6. 200,000 taste tests couldn’t’ be wrong!
  7. 7. 95/16/2017 BLAME THE MBA’s!!
  8. 8. 94 years later: CUSTOMER DISCOVERY the foundation of lean startup …a differernt way to THINK!
  9. 9. CREDO 1: Test everything you can with the only voices that matter: YOUR CUSTOMERS
  10. 10. CREDO 2: Break It, Fix It, Break it Again…Til Customers Say “Make it!”
  11. 11. CREDO 2: Break It, Fix It, Break it Again…Til Customers Say “Make it!” …and coach you on features, pricing, channels, acquisition…and more!!
  12. 12. CREDO #3: so….. GET OUT OF THE BUILDING!
  13. 13. Built for startups BUT: Equally powerful when testing, optimizing new ideas, ventures in big, high-growth companies Used by GE, Inuit, Merck, USA, Carvajal, many more to fail fast
  14. 14. Built for startups BUT: Equally powerful when testing, optimizing new ideas, ventures in big, high-growth companies Used by GE, Inuit, Merck, USA, Carvajal, many more to fail fast Rules are different in major, established companies!
  15. 15. When did YOU last… …Proactively reach out to talk to a bunch of customers? …Show or discuss a new idea outside of a focus group room?
  16. 16. How do YOU do this now? Call market research Call McKinsey Assign Interns Survey Monkey et al Shopping Mall Intercepts Focus Groups Intermittently
  17. 17. What do YOU miss out on? Use case storytelling Body language Honest measures of enthusiasm Corner case “wild” ideas Feature prioritization/enthusiasm Survey overload …what else?
  18. 18. Part 2: QUICK DISCOVERY PRINCIPLES
  19. 19. YOU work at a startup! “Inoculate” your thinking, your attitude, your inquiry • It’s YOUR JOB to be Disruptive • Be Bold, Test Everything • “Fail Up,” Fail Fast, and Fail Often • Question Every “Plan” Assumption …that’s why we’re all here today
  20. 20. Five Core Principles: 1. You’re not a “smaller version” 2. Customers don’t read Business Plans 3. Without legacy, we Search, then execute 4. GET OUT!! Only One set of Opinions Matter 22 5.Scrap that Business Plan…Start with a Business Model
  21. 21. But Inside established enterprises: 1. It’s clearly not all “guesses” 2. New Markets,Customers,Channels? 3. Test new ideas, features, innovations 4. Optimize use of owned resources 5. Assess competitive issues/opportunities 6. …And corporations have RULES! 235/16/2017
  22. 22. Just a few corporate rules I’ve seen: 1. Never show a customer an MVP 2. No code departs HQ without full QA 3. Talk to corporate buyers only via sales 4. Exec sponsor must participate 5. NDA’s required to show new products 6. HIPAA 7. Your favorites? 245/16/2017
  23. 23. Part 3: THE THREE DISTINCT PHASES of CUSTOMER DISCOVERY
  24. 24. First, Remember the Goal: Product/Market Fit 26
  25. 25. The CustomerDiscovery Goal: Product/Market Fit …THE CONSISTENT, REPEATABLE MATCH BETWEEN: A CUSTOMER SEGMENT WITH A HIGH LEVEL OF BUYING INTEREST IN YOUR VALUE PROPOSITION 27
  26. 26. Begin With Two Core Elements: • Value Proposition • Customer Segments 285/16/2017
  27. 27. Begin With Two Core Elements: • Value Proposition • Customer Segments • …then work your way toward a repeatable, growable match between VALUE PROP+ CUSTOMER SEGMENT 295/16/2017
  28. 28. Start with “Hypotheses” Guess Guess Guess Guess Guess Guess Guess GuessGuess 305/16/2017
  29. 29. 3 key Discovery phases 1: Does anybody care? 2: Who Else Solves it Today? 3. Product Discovery 32
  30. 30. 3 key Discovery phases 1: Does anybody care? …are we solving a serious problem? …are we filling a “big” need? …(is there a big market opportunity?) 33
  31. 31. Phase 1: Test the Problem • No discussion of product or company • Focus only on the problem or need • Strive to be among the “top five” • Look for frequent, painful, costly… 34
  32. 32. Phase 1: Challenges • Problem Described properly? • Avoid Discussing the Solution • Who’s affected by the problem? • Talking to the “Empowered Solver?” BUT: …when you’re ranked low,understand why 35
  33. 33. Phase 1: PAYOFFS • Logistica, Colombia • GE Energy, in the Freezer • OTC Pharma: Arthiritis • YOU?? 36
  34. 34. 3 key Discovery phases 1:Does anybody care? …are we solving a serious problem? …are we filling a “big” need? …(is there a big market opportunity?) 2: Who Else solves the Problem Today? 37
  35. 35. Phase 2: Competitive Analysis • Unlikely you’re the first/only one… • Where do we fit in the Universe? • Identify current solution approaches • Understand strengths/weaknesses • Narrow Interest: company size, job title, geography 38
  36. 36. Phase 2: HOW TO • “Get in the Customer’s Shoes” • HOURS of Google search • Dig Deep to find failures, “sub products” • Shop for it the way a customer would • Spy/Intercept at Bricks’n’Mortar • Look at e-commerce product presentation 39
  37. 37. Phase 2: Challenges • Identify Strong, Weak Competitors • Identify how Customers Seek/Source • Beware “Embedded Competitors”(IBM,SAP) • Beware “Not my Job” • “I think this is handled/incuded” • Seek Positioning Ideas: Yours vs Theirs 40
  38. 38. 3 key Discovery phases 1: Does anybody care? …are we solving a serious problem? …are we filling a “big” need? …(is there a big market opportunity?) 2: Who Else solves the Problem Today? 3: What Differentiates our Solution? …better/cheaper/faster? …differentiated to whom? …standout features/benefits to stress? …genuine enthusiasm/intent to purchase 41
  39. 39. Phase 3: Way beyond “do you like it?” • How big is the market opportunity? • Who exactly is the influencer/user/approver? • Which features most useful/distinctive? • How do you create demand? • How do you deliver the product? • Will the customer let you make money? 42
  40. 40. Phase 3: GETTING STARTED 1. DEFINE SUCCESS before you start 2. WHO is my segment…how to define 3. HOW will I find them in volume 4. WHAT is my opening question…and script 5. WHERE is my MVP? 43
  41. 41. Phase 3: GETTING RESULTS 1. “One comment per sticky” 2. Use one color per key trait(title, size, age) 3. Sort comments, NOT colors(use a wall) 4. Look for patterns, threads, outliers 5. Compare results to expectations… 44
  42. 42. Phase 3: UNCERTAIN RESULTS 1. DO IT AGAIN! 2. Narrow the customer segment definition 3. Reframe Value Prop from learning, Retest 4. Expand inquiry with a “power tool” 45
  43. 43. Alpha: a complete discovery system…
  44. 44. Refine or confirm live discovery!
  45. 45. Customer Discovery: Ground Rules • The “ugly baby” rule • No interns or consultants(at least to start) • No automation without initial validation! • You’re never selling, always asking, probing • Let the customer steer the interaction • No customer can answer every question • Never fear refining and testing again • DON’T STOP asking til you’re celebrating! 48
  46. 46. You’re Always Hypothesis Testing! 49
  47. 47. Part 4: THE (LONG) ROAD to PRODUCT/MARKET FIT
  48. 48. Product/Market Fit: …THE CONSISTENT, REPEATABLE MATCH BETWEEN: A CUSTOMER SEGMENT WITH A HIGH LEVEL OF BUYING INTEREST IN YOUR VALUE PROPOSITION 51
  49. 49. “dental school:“ Drilling Down to Product/Market Fit • Do customers understand our “FAB” proposition? • Match the Hot Customer to the Value Prop • Which features, benefits are most valued? • Is it compelling vs. other (or no) Solution? 52
  50. 50. “dental school:“ Drilling Down to Product/Market Fit • Do customers understand our “FAB” proposition? • Match the Hot Customer to the Value Prop • Which features, benefits are most valued? • Is it compelling vs. other (or no) Solution? Our job: 1. Be sure customers understand our Value Prop 2. Seek ehnanced resonance with targeted segment 3. Learn how Value Prop differs from User to Buyer 4. Assure proper prioritization of FAB sell points 5. Identify attributes that make you stand out 53
  51. 51. “dental school:“ Drilling Down to Product/Market Fit 1. Enthusiasm for Value Prop as Stated 2. “Who is” buyer, recommender, approver 3. Prioritize Features/Benefits in buyer’s eyes 4. Potential to Improve Results vs status quo 5. Probe for most valuable, missing features 6. If available today at fair price, want to buy? 54
  52. 52. Product/Market Fit: TESTS to Launch Example: Uncovering Missing or Desired Features TESTS: 1. Talk about your personal use case 2. Estimate time using each key feature 3. Talk about business improvements sought 4. What other features/functions would you like? 5. “If money were no object, what else?” 6. Select from List of Potential Features 55
  53. 53. Product/Market Fit: Ways to Drill Deeper • Validate/reaffirm vs. largest user segment • Get referred to boss; probe priority with her • Test VP match by job title, company size • Split users based on experience, education • Drill down based on purchase enthusiasm/lack • Drill into enthusiasts for feature prioritization • WHAT ELSE? 56
  54. 54. PRODUCT/MARKET FIT: DID YOU FIND IT? 1. A PREDICTABLE % SAY YES! 2. ARE THEY TARGETABLE? HOW? 3. CAN YOU MAKE MONEY AT THAT %? 4. IS SEGMENT STILL BIG ENOUGH? 57
  55. 55. PRODUCT/MARKET FIT: DID YOU FIND IT? 1. A PREDICTABLE % SAY YES! 2. ARE THEY TARGETABLE? HOW? 3. CAN YOU MAKE MONEY AT THAT %? 4. IS SEGMENT STILL BIG ENOUGH? 5. IF SO… TEST IT A SECOND TIME DOES MATCH HOLD UP IF BROADER? …MOVE FORWARD TO “GET” TESTS! 58
  56. 56. PRODUCT/MARKET FIT: WHEN YOU DON’T FIND IT…
  57. 57. 2 Roots of Most FAILURES 1. BAD OR WEAK VALUE PROPOSITION • DOESN’T SOLVE AN URGENT BIG NEED • NO CLEAR COMPETITIVE ADVANTAGE • SOLUTION NOT “POINTED” ENOUGH • PRICING SEEMS UNREASONABLE • SOLUTION NOT INNOVATIVE, IMPRESSIVE 60
  58. 58. 2 Roots of Most FAILURES 1. BAD OR WEAK VALUE PROPOSITION • DOESN’T SOLVE AN URGENT BIG NEED • NO CLEAR COMPETITIVE ADVANTAGE • PRICING SEEMS UNREASONABLE • SOLUTION NOT INNOVATIVE, IMPRESSIVE BUT Maybe: …you exposed it to the wrong people …you didn’t explain it to customers well …your pitch stressed wrong features/benefits 61
  59. 59. VALUE PROPOSITION: FIXING IT 1. CHANGE THE PRODUCT, FEATURE SET 2. FOCUS ON OTHER F-A-B’s 3. CHANGE THE PITCH 4. A/B TEST COPY APPROACHES 5. A/B TEST OTHER REVENUE MODELS –RENT VS BUY –FREEMIUM WITH IN-APP PURCHASES –FREE TRIAL BEFORE PURCHASE 62
  60. 60. VALUE PROPOSITION: FIXING IT 1. CHANGE THE PRODUCT/FEATURE SET 2. RESTACK BENEFITS/CHANGE THE PITCH 3. A/B TEST DIFFERENT COPY APPROACHES 4. A/B TEST DIFFERENT REVENUE MODELS – RENT VS BUY – FREEMIUM WITH IN-APP PURCHASES – FREE TRIAL BEFORE PURCHASE 5. CHANGE THE PRICING, CHANNEL, 6. TRY SELLING A PART OF THE SOLUTION 63
  61. 61. 2 Roots of Most FAILURES 2. MIS-TARGET CUSTOMER SEGMENT • TALKING TO USERS INSTEAD OF PAYERS • TALKING TO KIDS…NOT THEIR PARENTS • MISUNDERSTANDING SALES CHANNEL • CONFUSING INTEREST WITH ENTHUSIASM 64
  62. 62. 2 Roots of Most FAILURES 2. MIS-TARGET CUSTOMER SEGMENT • TALKING TO USERS INSTEAD OF PAYERS • TALKING TO KIDS…NOT THEIR PARENTS • MISUNDERSTANDING CHANNEL or ROLE • CONFUSING INTEREST WITH ENTHUSIASM BUT Maybe… …they think it should be free(i.e. content) …”not my problem” or “not my authority” …the company should pay, or “I have this already” …yawn 65
  63. 63. CUSTOMER SEGMENTS: FIXING IT 1. AIM AT DIFFERENT AUDIENCE 2. NARROW JOB OR COMPANY TYPE 3. FOCUS ON 1-2 COMPETITORS/SOUTIONS 4. NARROW(OR EXPAND) GEO TARGET 5. START A “SEARCH FOR 20” 66
  64. 64. CUSTOMER SEGMENTS: FIXING IT …and never hesitate to TRY AGAIN! 67
  65. 65. Your turn: DISCOVERY EXPERIENCE??
  66. 66. Part 5: CORPORATE DISCOVERY RULES AND TOOLS
  67. 67. Ideal Rules for Internal Startups 1. Run multiple experiments in parallel 2. Isolate the team(s) from the parent 3. “Protect” team(s) from normal rules 4. Keep the corporation “out of it” - Protect the brand, reputation - Avoid the 5. Recruit bold, risk tolerant curious folk 6. Give them the freedom to explore….
  68. 68. Guidelines for Internal Startups 1. Obtain senior leaders’ sponsorship 2. Assign a “disruptor coach” to intervene 3. Establish “venture board” checkpoints 4. Write down vision, expectations, goals 5. Metrics are “facts” proven, not dollars 6. Measure learning, not calendar dates
  69. 69. What Rules do You Have? • “Be profitable in 90 days” • Stay in close contact with legal • Keep doing your “day job” • What about YOUR company?
  70. 70. What TOOLS do You Have? 1. www.talkingtohumans.com
  71. 71. 2. Managing Multiple Initiatives www.launchpadcentral.com
  72. 72. 3. Qualitative Discovery at Scale www.alphahq.com
  73. 73. 4. And, if you haven’t already…
  74. 74. Your turn: YOUR Discovery?? YOUR Questions??
  75. 75. Thanks! @bobdorf www.bobdorf.nyc bobdorf@gmail.com

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