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Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?

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I gave this talk at Developer Week 2013 in Nuremberg. It's about how to develop successful products using short iterations and Lean Startup.

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Gute Produkte fallen nicht vom Himmel. Woher kommen sie dann? Nürnberg | 26. Juni 2013
Robert  Misch   Agile  &  Lean  Coach      
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
Story  
Produk+deen   Woher?  
Krea+vität  
Zeit  
5  Schri9e  
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
Story  
Fokus  
Stories  
Wissen  
©Innova+on  Games  
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
Abbild  
Interpreta+on  
Walt   Disney  
De   Bono  
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
Story  
Abwägung  
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Story  
klein   anfangen  
Experimente  
h9p://www.leanimpact.org/the-­‐minimum-­‐viable-­‐campaign-­‐geOng-­‐to-­‐engagement-­‐quicker/  
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?
Kenne  deine  Kunden  genau   Überprüfe,              ob  das  “Problem  des  Kunden”  gelöst  werden  soll   Arbeite  mit  Hypothesen,  fang  “klein”  an  und  iteriere   Interpre+ere,  was  die  Kunden  dir  sagen   Miss  den  Erfolg  der  Produkte  
Ziel:  Reduk:on  von  Zeit  und  Geld  zwischen  „pivots“   Produkt  =  Experiment   FortschriH  =  validiertes  Lernen  
h9p://www.bigvisible.com/2013/05/why-­‐lean-­‐startup-­‐isnt-­‐enough/   Lean  Startup  isn‘t  enough  
Noch gute Fragen? Gute Antworten gibt es auf www.gutefrage.net gutefrage.net GmbH Ein Unternehmen der Verlagsgruppe Georg von Holtzbrinck Erika-Mann-Str.23 80636 München
Robert  Misch   Agile  &  Lean  Coach   Robert.Misch@gutefrage.net       Die  Folien  dieses  Vortrags  =indest  Du  ab   Donnerstag,  27  Juni    hier:                      www.speakerdeck.com/robertmisch  

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Gute Produkte fallen nicht vom Himmel. Wo kommen sie dann her?

  • 1. Gute Produkte fallen nicht vom Himmel. Woher kommen sie dann? Nürnberg | 26. Juni 2013
  • 2. Robert  Misch   Agile  &  Lean  Coach      
  • 24. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  • 31. Kenne  deine  Kunden  genau   Überprüfe,              ob  das  “Problem  des  Kunden”  gelöst  werden  soll   Arbeite  mit  Hypothesen,  fang  “klein”  an  und  iteriere   Interpre+ere,  was  die  Kunden  dir  sagen   Miss  den  Erfolg  der  Produkte  
  • 32. Ziel:  Reduk:on  von  Zeit  und  Geld  zwischen  „pivots“   Produkt  =  Experiment   FortschriH  =  validiertes  Lernen  
  • 34. Noch gute Fragen? Gute Antworten gibt es auf www.gutefrage.net gutefrage.net GmbH Ein Unternehmen der Verlagsgruppe Georg von Holtzbrinck Erika-Mann-Str.23 80636 München
  • 35. Robert  Misch   Agile  &  Lean  Coach   Robert.Misch@gutefrage.net       Die  Folien  dieses  Vortrags  =indest  Du  ab   Donnerstag,  27  Juni    hier:                      www.speakerdeck.com/robertmisch