The mantra nowadays: Move fast & break things. Is fast always good? To avoid the innovation trap, Lean Startup & Jobs To Be Done should go together.
Full blog post at: http://blog.enabled.com.au/innovation-trap-lean-startup
2. In 1965, the average tenure of companies on the S&P 500 was 33 years.
By 1990, it was 20 years. It's forecast to shrink to 14 years by 2026.
SPEED OF CHANGE
3. A fast-moving world mandates we should keep up with
the new to maintain a competitive position.
However, the pursuit of shiny ideas can also lead to
the abandonment of proven ideas which could still
deliver meaningful value.
SHOULD WE MOVE FAST?
4. While Porter’s Five Forces still holds
value, newer theories have come about
to better describe forces emerging with
internet and digital technologies.
An example is Ben Thompson’s
Aggregation Theory.
Some outcomes of Aggregation Theory
recommend the customer (a real
person, not just a persona) needs to
take prominent position in a company’s
strategic and tactical focus.
WHERE OLD
MEETS NEW
5. Human Centred Design
(HCD) popularised during
the 1980s by design firm
IDEO.
Jobs To Be Done (JTBD)
coined by Harvard Business
School professor Clayton
Christensen in 2003.
OLDER
CONCEPTS ARE
COMING BACK
Source: Enabled
6. Although old techniques remain a driver of
real innovation, an industry segment
notorious for abandoning the old in pursuit
of the shiny and new is the Startup and
Innovation scene.
NOTORIETY OF
STARTUPS ABANDONING
THE OLD
7. Some even claim that Lean Startup replaces
Human Centred Design and Jobs To Be Done,
and is better by far.
IS THIS STANCE VALID?
8. Lean Startup
concept was first
proposed by Eric
Ries in 2008
It borrows from
Lean
Manufacturing
which has its roots
early to mid 1900s
It reached its
heights in the
1990s
demonstrated by
the Toyota
Production System
LEAN STARTUP &
LINKAGE TO OTHERS
First let's explore what lean is about
9. RATIONALE FOR LEAN
STARTUP’S CREATION
Ries observed that Startups
operate under conditions of
extreme uncertainty and this
can lead to tremendous waste.
Too many startups begin with
an idea for a product that they
think people want.
10. “The first step is figuring out the
problem that needs to be solved
and then developing a minimum
viable product (MVP) to begin
the process of learning as
quickly as possible.”
LEAN STARTUP
It's not about who your customers
are, but what they're trying to do.
It starts with a problem rather
than a solution.
It looks at the jobs your customers
hire your product to get done.
JOBS TO BE DONE
CUSTOMER CENTRICITY
Lean methods do not preclude the use of tools like JTBD
11. It is the MVP part of the Lean Startup principle that presents danger to the practitioner,
and is often the part which receives the most emphasis at innovation programs.
THE MVP OBSESSION
Source: Lean Startup
12. On the surface, the cycle is an intelligent one. There is
no point spending too much time making the perfect
product before understanding its market effectiveness.
However, too much store is placed in the hope that
quick iterations of feedback will shape an idea into a
successful product.
SPEED ISN'T EVERYTHING
13. This very fast cycle serves the
players on the capital supply side
allowing them to observe many
more ideas, basically throwing
more at the wall, more often, to
see what sticks.
INVESTORS & VCs
Not all feedback is created equal.
People may give feedback & not
buy your product. They may give
false objection; or pick a feature
you can't give to escape the
process.
FEEDBACK GIVERS
WOULD-BE INNOVATORS
Very little is done to help them determine if their idea is solving a true problem.
14. Entrepreneur Ash Maurya - author of a Lean Startup's essential read Running Lean -
successfully combined the use of JTBD and Lean principles to enhance his product.
CASE STUDY: LEAN STACK
Source: Lean Stack
15. Ash created the Lean Canvas based on
the Business Model Canvas to better
serve entrepreneurs.
The Lean Canvas is heavily problem
focused:
LEAN CANVAS
Differentiates between customer
"Jobs to be done" (problems) vs.
marketing features (UVP)
Captures how customers deal with
their problems today (existing
alternatives) rather than listing
competitors
16. You can gather
JTBD data from
customers who
stop using your
product.
You may discover
that your product
is being used for
very different
Jobs.
Narrowing what
Job(s) your
product should be
used for has
benefits.
LEAN STACK
Source: Alan Klement
Ash later used JTBD to enhance the Lean
Canvas, expanding it into the Lean Stack.
17. MAIN LESSONS
Start with the problem your
users/customers face
Resist the temptation to over-
engineer the product by focusing on
what customers hire the product for
(their JTBD)
Develop complementary products to
help customers solve related jobs
(e.g. Lean Canvas => Lean Stack)
What we learn from Ash’s journey:
Source: Lean Stack
18. This is why Lean methods are not a replacement of Jobs To Be Done and in typical
use, they certainly aren't better at determining if a real problem is being addressed.
JTBD GOES WELL WITH LEAN
19. PUTTING HUMAN BACK
AT THE CENTRE
The irony is that although
Human Centred Design and
Jobs To Be Done have been
around for some time
already, they are only just
gaining traction with the
broad business community.
20. One of the most recent strategies is to speed
up the innovation cycle method so much that
it eliminates all instructions toward
developing sustainable business.
CAN YOU GUESS WHAT
THIS STRATEGY IS?
21. By Larry Downes and Paul Nunes, the process is to conduct “random experiments”
without any kind of strategic vision or direction and see what happens.
BIG BANG DISRUPTION
Source: Harvard Business Review
22. Trouble is, just like an explosion, everything
(including the disruptor) comes crashing
down almost as fast as it went up.
This is just disruptive terrorism and real
innovative enterprises can only become
collateral damage.
IS IT INNOVATION?
23. Full post at blog.enabled.com.au/innovation-trap-lean-startup
S H A R I N G I S C A R I N G
THANKS FOR READING
C R E A T E D B Y