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MVP (Minimum Viable Product)
Just enough features to be usable by early customers to provide feedback for future product development
Value hypothesis
Test if product/service provides enough value & will customers pay for it
Growth hypothesis
Tests how customers will find your product/service + shows how it could grow
Genchi gembutsu (from TPS*)
“Go and see for yourself”
Steve Blank
“Get out of the building…”
Customer archetype
Brief document seeking to humanize the target customer
‘Just do it’
Build immediately after few or no customer conversations, often go down the wrong path
‘Analysis paralysis’
Endlessly refining plans
Testing Our MVP
Goal: Test fundamental business hypothesis
Validate ‘leap of faith’ assumptions
Requires visionary early customers (early adopters)
Innovation Accounting
Evaluating progress when all the metrics typically used in an established company (revenue, customers, ROI, market share) are effectively zero
Use MVP to establish baseline data on current situation
Smoke test: pre-order product that hasn’t been built
‘Tune the engine’ from baseline toward ideal
Every product development, marketing/other initiative is targeted at improving one of the drivers of the growth model
Pivot/persevere
‘Go or no go’ point, progress towards your ideal product validating your direction
Innovation Accounting: Cohort Analysis
Separate users into groups based on the time they joined, measure your metric for each group independently
Innovation Accounting: Split Test (A/B Testing)
Avoids bias by splitting users into seeing two different versions of your product, analyzing the metric from both groups, producing quantitative evidence which version is better
Innovation Accounting: Kanban
Visualization tool for constant adjustments + quick feedback loops. streamlines flow, limiting WIP’s so that value is delivered quickly
Innovation Accounting: 3 A’s
Actionable
Accessible
Auditable
Actionable
Demonstrate clear cause and effect
Accessible
Anyone can find and use the data at any time
Auditable
Ensure data is credible, ability to test
Pivot
Change old hypothesis to new one - changing one or more aspects of your business model (Ex. customer segment, value proposition, revenue model, or distribution channel)
Persevere
Continuing with the hypothesis, sticking with the original vision/strategy + continuing to refine and optimize
Business Architecture Pivot
high-margin, low-volume businesses to low-margin, high-volume businesses/vice versa
Engine of Growth Pivot
Changing the way a business gains + retains customers
Channel Pivot
Changing the mechanism of product delivery to customers (Ex. direct vs. retail)
Technology Pivot
Achieving the desired solution by employing different technology