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Lean Startup - Leap: Ogirala Venkat Rohith - 1902153

The document discusses strategies for lean startups. It emphasizes that startup plans are built on assumptions, especially the value hypothesis and growth hypothesis. Once these key assumptions are validated by testing with customers, the startup can progressively grow. Some strategies discussed for validating assumptions include directly observing customers to gain firsthand knowledge ("genchi gembutsu"), creating early customer archetypes, using innovation accounting to track learning milestones, and being prepared to pivot if assumptions prove false. The document cautions against both rushing without analysis and getting paralyzed by overanalysis.

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136 views

Lean Startup - Leap: Ogirala Venkat Rohith - 1902153

The document discusses strategies for lean startups. It emphasizes that startup plans are built on assumptions, especially the value hypothesis and growth hypothesis. Once these key assumptions are validated by testing with customers, the startup can progressively grow. Some strategies discussed for validating assumptions include directly observing customers to gain firsthand knowledge ("genchi gembutsu"), creating early customer archetypes, using innovation accounting to track learning milestones, and being prepared to pivot if assumptions prove false. The document cautions against both rushing without analysis and getting paralyzed by overanalysis.

Uploaded by

sai kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Lean Startup

-LEAP

OGIRALA VENKAT ROHITH - 1902153


Strategies are built on assumptions.
The riskiest elements of a startup plan are the leap-of-faith assumptions

The two most important assumptions are the value hypothesis and the growth
hypothesis.

Once these assumptions are in check, then startup has a progressive growth

EX: IPOD, INTUIT

Challenges

Test Not losing vision


Assumptions of company goals
• “Go and see for yourself”. Means that business should be based
on deep firsthand knowledge
• Until you have seen something for yourself firsthand you cannot
Genchi be sure you really understand any part of the business problem

Gembutsu • The facts that we need to gather about customer exist only
outside the building.
• Toyota’s minivan, Sienna’s chief engineer, drove through North
America and found children are appreciative of their surroundings
• The earlier analogy was designed to convince stakeholders
that a reasonable first step is to build the new startup’s
technology and see if customers will use it.
• The restated approach should make clear that what is needed
Custome is to do some empirical testing first: let’s make sure that
there really are hungry customers out there eager to
r embrace our new technology.
• Early contact with the customer clarifies a basic coarse level that we can use
Archetyp to craft a customer archetype
e • While interacting with a product, customers create information, feedback
and data that can be taken into the next iteration of the product – More
valuable than money
• To assess if our product is required for people, a good method for measuring
is innovation accounting, which involves creating learning milestones to
track progress
• If one of our assumptions turns out to be false, we’ll need a
new strategy
Analysis Paralysis
• There are two ever-present dangers when
entrepreneurs conduct market research and talk to
customers.
• Followers of the just-do-it are impatient to get
started and don’t want to spend time analyzing their
strategy.
• Other entrepreneurs can fall victim to analysis
paralysis, endlessly refining their plans
THANK YOU

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