Keynote talk given at Kyiv-Mohyla Business School (KMBS), Kyiv, Ukraine, October 15 2015. Speaker: Burton Lee.
Website: www.StanfordEuropreneurs.org
Twitter: @Europreneurs
+971581248768>> SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHA...
Lessons from Silicon Valley - Company Culture, Growth Hacking, Design Thinking - KMBS - Oct 15 2015
1. Lessons
from
Silicon
Valley:
Company
Culture,
Growth
Hacking,
Design
Thinking
&
Product
Design
Kyiv-‐Mohyla
Business
School
(KMBS)
Kyiv-‐Mohyla
Academy
Matricula:on
Ceremony
of
New
MBA
Students
KMA
400th
Anniversary
Celebra:on
Dr.
Burton
Lee
PhD
MBA
European
Entrepreneurship
&
Innova1on
Stanford
Engineering
School,
Silicon
Valley,
CA
www.StanfordEuropreneurs.org
||
@Europreneurs
Kyiv,
Ukraine
Oct
15
2015
2. Key
Lessons
from
Silicon
Valley
• Company
Culture
– Innova1on
– Ethics
• Product
Design
and
Product
Management
– ‘Design
Thinking’
as
a
Strategy
Tool
• Strategic
Use
of
Informa1on
Technology
– Enterprise
soPware
–
broad
&
deep
integra1on
around
key
business
processes
• ‘Growth
Hacking’
– The
New
‘Sales
&
Marke1ng’
for
Rapid
Growth
IT
Companies
– Lessons
for
Tradi1onal
Firms
Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
4. Oct
16
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
5. ABOUT
THE SPEAKER
DR. BURTON LEE PHD MBA
STANFORD SCHOOL OF ENGINEERING | INNOVARIUM VENTURES
BURTON.LEE@INNOVARIUM.NET
WWW.STANFORDEUROPRENEURS.ORG
@EUROPRENEURS
6. Map
of
Presen:ng
Speaker
Na:onali:es
European
Entrepreneurship
&
Innova:on
@
Stanford
Engineering
(ME421)
Winter
2015
–
Year
Seven
Enterprise
Estonia
Silicon
Valley
Ghent,
Flanders
Region
Belgium
iMinds
ICT
Research
Ins:tute
8. February 10 @ Stanford Engineering
Jeff Lynn, Seedrs (UK) & Matija Kopic, Farmeron (HR)
9. Observa:ons
from
Ukraine
&
Europe
• Visits
to
leading
UA
ICT
companies
(Prom.UA,
playtech),
KPI,
KMBS
• 7
years
working
in
Europe
with
tech
startups,
corpora1ons,
investors,
universi1es,
engineering
and
business
professors
&
schools,
governments
and
the
European
Commission
– Poland,
Estonia,
Latvia,
Lithuania,
Bulgaria,
Croa1a,
Slovakia,
Hungary,
Belarus,
Russia
– Collabora1ons
with
European
universi1es
in
Ireland,
Finland,
France,
Germany
Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
10. Lessons from Silicon Valley
Company
Innovation Culture
by ‘Accident’ or by ‘Design’ ?
1
11. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Source:
Steve
Blank,
2012
12. Android
&
iPhone
“Disrup(ve
Innova(on”
via
New
Business
Models
+
Advanced
Product
Design
Copyright
2015
Burton
H.
Lee
and
Innovarium
Ventures
Smart
Phone
“Company-‐Busters”
New
Products
and
Services
for
Global
Markets
13. Stock
Op:ons
for
Startup
Employees
Necessary
But
Not
Sufficient
13
14. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
15. Company
Culture
is
Now
Used
as
a
Key
Element
of
Strategic
Advantage
vs
CompeKtors
16.
17. Company
‘Innova:on
Culture’
Silicon
Valley
Milestones
1950s-‐60s-‐70s
1980s-‐90s-‐2000s
1990s-‐2000s-‐2010s
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
18. 1960
Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
19. The
HP
Way
Founda(ons
for
Corporate
Innova(on
Culture
• A
radical
and
contrarian
approach
to
organizing
&
running
large
companies
in
1949
– “HP
rejected
the
idea
that
a
company
exists
merely
to
maximize
profits”
• Customer-‐focused
• Team-‐based
projects
• Stock
op1ons
programs
• A
responsibility
to
the
community
at
large
• Strong
engineering-‐driven
culture
• Management-‐by-‐objec1ves,
not
by-‐control
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
20. The
HP
Way
Guiding
Values
for
the
Company
• “What
can
we
contribute?”
• “Are
people’s
lives
improved
because
of
what
we
do?”
• “Are
the
communi1es
in
which
we
operate
stronger,
and
the
lives
of
our
employees
be[er?”
• “Do
our
products
offer
something
unique
to
our
customers?”
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
21. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
APPLE
22. The
Core
of
Apple
Culture
• Accountability
• Hire
the
best
• Consistency
• Design
for
great
user
experiences
• Excellence
above
revenues
• Treat
employees
well
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
23. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Apple
in
Steve
Jobs
Time
…
24. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Apple
under
Tim
Cook
25. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
26. Innova1on
Culture
@
Google
• Innova1on
from
everywhere
• Focus
on
the
user
• Think
10X
• Bet
on
technical
insights
• Launch
and
iterate
• 20%
1me
• Default
to
open
process
• Fail
well
• Have
a
mission
that
ma[ers
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
• Strong
engineering
culture
• Strong
sense
of
corporate
mission
Oct
15
2015
27. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
28. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
FACEBOOK
29. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
30. Benefits
of
Innova1on
Culture
@
Google
• Sustained
ability
to:
– Enter
new
ver1cals
– Create
new
product
categories
and
industries
– Move
quickly
– Stay
ahead
of
rivals
– A[ract
the
best
talent
– Dominate
their
markets
– Build
a
world-‐leading
‘innova1on
ecosystem’
in/around
Google
• ‘Innova1on
culture’
used
from
Day
One
as
a
tool
to:
– Build
a
‘flat’
company
– Less
hierarchy
than
most
other
enterprises
– Rapid
decision-‐making
– Superior
strategic
vision
+
execu1on
– Accept
failures,
learn
from
failures,
shut
down
failures
quickly
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
31. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Microsoe
1980s
-‐
2014
32. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Microsoe
2015
33. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Sa:rical
Org
Charts,
by
Manu
Cornet
(2011)
French
Soeware
Engineer
at
Google.
34. Key
Ques1ons
• How
does
a
company
maintain
its
culture
as
it
scales/grows?
• How
can
an
exis1ng
company
‘pivot’
its
culture
to
be
more
innova1on-‐centric?
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
35. Innova:on
Culture
Prac:ces
@
Google
• Hire
for
personality
&
culture
fit
• Value
speed
&
pivo1ng
in
decision-‐making
• Work,
eat
and
live
together
• Do
all
reorgs
in
a
day
• Organize
the
company
around
the
people
whose
impact
is
the
highest
• Establish
a
culture
of
‘Yes’
• Bet
on
technical
insights,
not
market
research
• Default
to
open,
not
closed
• Don’t
follow
compe11on
• Avoid
deep
hierarchies
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Oct
15
2015
40.
Importance
of
Great
Product
Design
for
Building
Successful
Companies…
41.
…
and
Reducing
Failures
Thru
‘Premature
Scaling’
42. European
Startup
Teams
Oeen
Miss
These
Key
Ac:vi:es
• Develop
too
few
product/service
concepts
– Have
just
1-‐2
ideas
• Too
few
interac1ons
with
real
users/customers
– 2-‐3
discussions
vs
mee1ng/observing
00’s
– Don’t
make
serious
effort
to
go
into
market,
understand
customers
and
the
market
– Develop
li[le
sense
of
market
segments:
high,
middle,
low
• Build
insufficient
prototypes
– 1
or
2
vs
10
vs
500
• Test
prototypes
with
too
few
real
users
• Start
with
the
Wrong
Ques1ons
About
User
Needs
Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
43. A
‘Lean
Startup’
Approach
to
Early
Stage
Entrepreneurship
Educa1on
Product-‐Market
Fit
Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
45. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
‘Design
Thinking’
methodology
was
developed
at
Stanford
Mechanical
Engineering
based
on
20+
years
of
Product
Design
teaching
&
research
experience.
54. How
Would
You
Redesign
The
Shopping
Cart
for
Modern
Shoppers
in
Ukraine?
55. Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
56. 56
One
Design
Team’s
Solu:on
for
21st
Century
Shoppers
57. What
is
Different
About
‘Design
Thinking’?
• Avoids
‘Hard
Engineering’
ac1vi1es,
expenditures
and
commitments
for
as
long
as
Possible
• Combines
many
‘hard’
&
‘soP’
disciplines:
– Sociology
Design
– Psychology
Art
&
Drawing
– Anthropology
– Human
Factors
– HandiCraPs
&
Making
Things
– Business
– Engineering
&
Architecture
• Searches
for
disrup(ve
and
new
crea1ve
approaches
to
solving
societal
problems
and
marketplace
gaps
• Focuses
on
finding
and
‘asking
the
right
ques1ons’
Oct
15
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
58. Actual
Product
Design
Process
(generally
not
linear
for
new
products
and
untested
markets)
Search
for
Product-‐Market
Fit
58
64. Oct
16
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
Exponen:al
User
Growth
and
Market
Disrup:on
65.
66.
67. Oct
16
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
68. Growth
Hacking
• Marriage
of
these
competencies,
func1ons
and
approaches:
– Product
design
&
customer
experience
• User
interfaces,
customer
engagement,
product
architecture
– Web
&
data
analy1cs
• Real-‐1me
analysis
of
customer
behavior/preferences
– Tradi1onal
Marke1ng
&
Sales
– Rapid
itera1on
• Agile
&
lean
development,
pivots
Oct
16
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
69.
70.
71.
72. Oct
16
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
73. ‘User
Growth’
Now
Takes
Central
Place
in
Strategy
• No
more
‘VP
of
Sales
&
Marke1ng’
at
high-‐
growth
startups
• Major
shiP
to
‘VP
of
Growth’
at
best
tech
firms
Oct
16
2015
Copyright
Burton
H.
Lee
&
Innovarium
Ventures
2015
76. THANK
YOU
Dr.
Burton
Lee
PhD
MBA
Stanford
School
of
Engineering
Burton.Lee@Innovarium.net
WWW.STANFORDEUROPRENEURS.ORG
@EUROPRENEURS
77.
Working
in
Silicon
Valley,
Europe,
La:n
America
and
Washington
DC
• Senior
financial,
technical
and
strategy
advisory
services
for
global
technology
innova1on
organiza1ons
• Professional
Services
– Technology
startup
and
growth
companies
• Interim
CXO
and
Advisory
Board
roles
• Expert
guidance
&
decision-‐making
at
the
interface
between
market/customers,
technology
and
finance
• Business
development
–
industrial
and
government
• Business
plan
prepara1on/research/review;
Government
Grant
proposal
prepara1on/review
• Coaching
and
mentoring
of
CEOs
and
other
CXO-‐level
managers
• Assistance
with
government
regulatory
and
policy
agencies
– Angel,
venture
capital
and
private
equity
Investors
• Fund
strategy,
team
selec1on
and
market
posi1oning
• Due
diligence:
technical,
financial,
strategy
and
business
models
– Public
and
non-‐profit
R&D
laboratories
• Technology
transfer
&
partnerships;
venturing
and
spin-‐out
of
companies;
strategy
and
business
development;
grant
applica1ons
– Research
universi1es
• Innova1on-‐related
models,
policies
and
prac1ces
• Technology
transfer
and
licensing;
industry
partnerships
and
rela1ons;
development
and
strategy;
grant
applica1ons
– Na1onal
and
regional
government
agencies
• Innova1on
policy
formula1on,
analysis
and
review;
cluster
development
strategy;
economic
impact
studies
• Science
&
technology
policy
formula1on,
analysis
&
review:
space,
avia1on,
nanotechnology,
soPware/AI/robo1cs,
manufacturing
• Selected
recent
clients
– US/European
technology
startup
companies
–
alterna1ve
energy,
robo1cs/AI,
soPware,
Internet,
nanotech
– Venture
and
private
equity
funds
–
aerospace,
nanotechnology,
ICT,
compu1ng,
advanced
materials,
clean
tech
– Office
of
the
Prime
Minister,
Ireland;
European
Commission;
Na1onal
Science
Founda1on;
NASA,
Na1onal
Academies
• Dr.
Burton
Lee
PhD
MBA,
Managing
Director
– Contact:
Burton.Lee@innovarium.net
Based
in
Palo
Alto,
CA
near
Stanford
University
– Bio/References:
LinkedIn
Profile
– Lecturer,
European
Entrepreneurship
&
Innova1on,
Stanford
School
of
Engineering