Agile Innovation Workshop!Josef Scherer, Nils Bernert
Scrum Day. Berlin, 11.06.2013
Ò Design Thinking
Ò Lean Startup
Ò Customer Development
Ò Lean Canvas
Ò Paper Prototype MVP
1. Design Thinking
Spaces of Innovation!
Scrum als Framework für die Produktinnovation
7
Die drei Innovationräume (sog. »Spaces of Innovation« [5]) bieten sinnvolle Führungsschienen und Ziele für die Schaffung neuer Kun-denwerte in Form von
Ö menschlicher Erwünschtheit (»desirability«), Ö technischer Machbarkeit (»feasibility«) und Ö ökonomischer Lebensfähigkeit (»viability« [5]).
Mit einer guten Abschätzung und Validierung dieser drei Dimensionen minimiert sich das Risiko für die Implementierung der endgültigen Lösung (siehe Abbildung 7).
Die Gestaltung und Entwicklung von betrieblichen Informationssys-temen ist ein sehr komplexes Problemfeld. Daher führt der deduktiv-analytische Ansatz aus den Natur- und Ingenieurwissenschaften häufig nicht zu Innovationen (vgl. Abbildung 6). Ein iterativer Prozess hin-gegen, der es zulässt, sowohl den Problemraum als auch den Lösungs-raum zu explorieren, ist in vielen Fällen erfolgversprechender – und muss nicht notwendigerweise länger dauern. Genau dies ist die Heran-gehensweise von Designern (siehe Abbildung 8).
Abb. 7: Innovationsräume und Ziele [5]
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Hildebrand e.a. 2013!
Design Thinking Process!
Scrum als Framework für die Produktinnovation
9
Abbildung 10 zeigt den Design-Thinking-Prozess eingebettet in den kompletten Innovationprozess von »Inspiration« im Problemraum und »Ideation«, d. h. der Ideenfindung im Lösungsraum, hin zur Imple-mentierung und Kommerzialisierung am Markt (vgl. [5]). Scrum eignet sich hier sowohl als Prozess-Framework für Inspiration und Ideation als auch für die Implementierung der Software (vgl. Fallstudie bei [10]).
Der sechsstufige Design-Thinking-Prozess besteht aus den folgenden Schritten [19, 21]:
Abb. 9: Grundelemente von Design Thinking: Team, Raum, Prozess
3. Approach
2. Space
1. People
Abb. 10: Design-Thinking-AnsatzHildebrand e.a. 2013!
Practice Understanding: Empathy Map!
2. Eric Ries: Lean Startup
Lean Startup!
Ò A Startup is an organization designed to create new products and services under conditions of extreme uncertainty.
Ò Validated Learning They exist to learn how to build a sustainable business. This learning can be validated scientifically, by running experiments that allow us to test each element of our business model.
Ò Build-Measure-Learn The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere, where a pivot is defined as a major change in the company’s business model.
Build-Measure-Learn!
1. What do I want to learn?
3. What do I need
to build for that?
2. How can I prove that?
Practice: Assumptions to Test!
In your product groups: Ò Brainstorm at least 5 assumptions that need to be tested. Ò Prioritize these assumptions by risk of failure.
5 minutes
3. Blank: Customer Development
Customer Development (Blank)!Customer Development Customer Development was first describes by Steve Blank as a four step process:
Customer Discovery Goal: Problem/Solution Fit (Do I have a problem worth solving?)
Document the initial Business Plan (aka Plan A) in a one page Business Model Canvas and run
experiments to test problem and solution in front of potential customers (aka prospects). Build a low
fidelity MVP (mock up or rapid prototype) and “demo” it to early adopters, who are already aware of
the problem and are actively searching for a solution.
Customer Validation Goal: Product/Market Fit (Have I build something people need and pay for?)
Build a MVP to test key features and try to sell it, thereby turning prospects into customers. Measure
acquisition, retention and growth rate of customers to verify that your business model is repeatable
and scalable. Otherwise pivot, which means changing one or more parts of your business model (aka
Plan B), and return to customer discovery.
Customer Creation & Company Building Goal: Scale (How do I accelerate growth?)
Expand sales and marketing activities to grow. Accelerate learning by shortening the Build-Measure-
Learn cycle. Deliver new features continuously and apply split testing (aka A/B testing) with different
versions of your product in production presented to different groups of customers (aka cohorts) to
verify, that the new features have led to an improvement in revenue or growth of customer base. If
not, remove the new features from production.
Product- Market Fit
Have I build something people
want?
Problem- Solution Fit Do I have a
problem worth solving?
Sustainable Growth
How can I accelerate growth?
Customer Discovery Process!
MBA295-F Customer Development in the High-Tech Enterprise Spring 2009
Customer Discovery
Customer
Discovery
Phase 1
AuthorHypothesis
Phase 2
TestProblem
Hypothesis
Phase 4
Verify, Iterate & Expand
Phase 3
TestProduct
Hypothesis
To Validation
4. Lean Canvas
Lean Canvas!
Top 3 problems
Existing Alternatives How are these problems solved today?
Early Adopters
Target customers and users
Compelling message why you‘re different and worth buying
High-Level Concept e.g. YouTube = Flickr for videos
Top 3 features
Practice: Lean Canvas!
In your product groups fill out: 1. Top 3 problems 2. Existing Alternatives 3. Customer Segments 4. Early Adopters 5. Unique Value Proposition 6. High-level concept 7. Top 3 Features
15 minutes (as much as possible)
Practice: Pitch!
Pitch your own product idea (1 Minute) • What is the problem that your product is
solving? (10-20 Seconds) • How does the product solve the problem?
(10-20 seconds) • Why would a customer prefer your solution to
a common existing alternative? (10-20 seconds) • Finally, make up a name for your product. (5
Seconds) http://glasgow.startupweekend.org/2012/05/21/pitching-advice-for-friday/
5. Paper Prototype MVP
Build-Measure-Learn!
1. What do I want to learn?
3. What do I need
to build for that?
2. How can I prove that?
Practice: Test your Assumptions!
Ò What is your Unique Value Proposition? Ò How can you (in-)validate it? e.g. mobile landing page Ò What Minimum Viable Product do you need to build for that? Ò Design an iPhone paper prototype
20 minutes
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