Le Lean Startup en 5 citations

Voici 5 citations choisies d’Eric Ries pour capturer les idées derrière le concept de Lean Startup. Ces citations sont du extraite du livre, “Lean Startup“.

Le succès, ce n’est pas livrer une fonctionnalité. Le succès, c’est apprendre comment résoudre le problème du client.

On célébre quand une fonctionnalité sort car elle représente le travail d’une équipe. Mais c’est pas pour autant que le client va l’utilisée. Comprendre si elle apporte une solution au problème du client, ca c’est a célébrer.

La seule façon de réussir est d’apprendre plus vite que les autres

Une startup réussi lorsque elle a trouvé un business modèle qui lui permet de créer, livrer et capturer de la valeur chez ces clients. Pour trouver ce business modèle, il faut chercher, explorer et apprendre ce qui marche et ce qui ne marche pas. Plus on apprend vite, plus on a des chances de trouver ce business modèle. Et et donc… la seule façon de réussir et d’apprendre plus vite que les autres.

Si tu ne peux pas te planter, tu ne peux pas apprendre.

Pour apprendre ce qui marche, il faut essayer ce qui marche pas. Se tromper, encore et encore jusqu’à ce que en s’améliorant à chaque tentative, on arrive ce qui marche. Cet apprentissage est au coeur du modèle Lean Startup.

Un bon design est celui qui change pour le mieux le comportement des clients

Face a un design on a très vite des options et des préférences. On aime ou pas. Mais la seule vérité c’est celle du client et de son comportement. Est-ce que fasse a ce nouveau design, les comportements des clients. Cela se test sur internet simplement avec des tests A/B.

En cas de doute, simplifier.

What else?

Je vous recommande la lecture du livre complet, disponible chez amazon.

How the Lean Startup is transforming GE

The Lean Startup started as smarter way for startups to build product. Today, the Lean Startup ideas transforms how people think, work and operate together inside organization. The perfect example of such transformation is happening at GE (General Electric).

Janice Semper who is leading an effort to drive a cultural transformation to make GE a simpler, faster and more customer-centric organization shared that story on stage at the Lean Startup Conference in San Francisco last November.

GE recognized that in a rapidly changing world and a companies that strive have the ability to learn, react and adapt faster. In a quest to achieve this, GE tried to re-organise by removing some of the middle management functions. But this had no impact on their ability to react faster.

Interested by the Lean Startup concept, they asked Eric Ries to come-in for a week and work with a few team to show this approach to build new products. After a week of work, the team feedback was very positive. They felt more productive, that they achieved more, collaborated more and had more fun.

But that’s when the teams went back into the organisation problems started. The rest of the organisation didn’t understand how those teams operated. “It as basically like an organ reject.” said Janice. Although the benefits of working in this new way were clear. “So, we took the tools of the Lean Startup and made FastWork”. FastWorks is GE version of the Lean Startup. Renaming it allow GE to make the ideas their own.

To deploy FastWorks, GE trained coaches to the Lean Startup tools and to change management technics. Janice explains GE started using FastWork on projects in its Heath Care division, because it was the most regulated. “If we can make it work in highly regulated industry then we can make it anywhere.”. And it worked. The teams using FastWork managed to work with regulation to find out what was acceptable or not and define a safe framework to run experiments.

Rolling out FastWork to the other divisions helped get new leads and bigger orders, leading to better outcomes. Even in the aviation division where the command book is already full for the next 10 years. People in the company started to apply FastWorks on everything, for instance for before making a powerpoint presentation, they would ask: who is it for? what is the expected outcome? how can I measure it?

Focusing on being fast, agile and customer centric, slowly transformed GE.

As more and more project used FastWorks, the discrepancy between this new way of working and the historical style of leadership became a problem. GE leadership style was about command and control (Six Sigma), prescribing what should be done and valuing perfection.

Realising the problem caused by this discrepancy, GE promoted a new style of leadership and shifting from:

command and control – we tell, you do, we check
⤷ empowerment – your lead, we help you

prescription – we know what needs to be done
⤷ discovery – let’s find out what should be done

measuring activities – this what you did today
⤷ measuring impact – this is the impact your activity had

perfection
⤷ iterations – make in imperfect and then improve it

This transformation pushed GE to question the company core value. This lead to the creation of 5 GE Beliefs, explains Janice. As you can see they are strongly inspired by the Lean Startup principles.

ge-beliefs

GE Beliefs:
1. Customers Determine Our Success
2. Stay Lean to Go Fast
3. Learn and Adapt to Win
4. Empower and Inspire Each Other
5. Deliver Results in an Uncertain World

Read more about GE Lean Startup transformation:

Pourquoi lire Lean Startup d’Eric Ries?

Le livre Lean Startup d’Eric Ries a transformé l’entrepreneuriat et l’innovation.

Eric Ries, entrepreneur de la Silicon Valley, tire les leçons des échecs et réussites des startups. Il en extrait les principes fondamentaux qui permettent aux startups de réussir. En les nommant et en les codifiant, ses principes deviennent tangibles, compréhensibles et transmissibles.

Concrètement, le Lean Startup explique comment penser son produit avec le minimum de fonctionnalités pour éviter de construire un produit inutile, et comment, à partir de ce point de départ, itérer rapidement : c’est à dire construire et tester de nouvelles fonctionnalités pour comprendre ce que les clients utilisent vraiment.

Le Lean Startup transpose les concepts du lean management au contexte d’incertitude extrême dans lequel se trouve une startup. Dans un processus d’innovation, où est le gaspillage ? Comment faire de l’amélioration continue et être sûr que l’on concentre ses efforts sur de la création de valeur pour le client ? Le Lean Startup prend son sens lorsque l’on cherche à découvrir ce que l’on doit construire pour répondre aux besoins des clients.

Pour les entrepreneurs, le Lean Startup, c’est une approche scientifique et des outils pratiques pour développer leur projet.

Pour les responsables produits et marketing de grandes entreprises, le Lean Startup permet de concevoir et tester de nouvelles offres, avec des données concrètes du terrain.

Dans son livre, Eric illustre ses principes par des exemples vécus personnellement, mais aussi par d’autres entreprises de la Silicon Valley.

Ce livre est devenu maintenant une référence; à l’origine d’un véritable mouvement de fond dans le monde du business. L’approche Lean Startup a transformé plusieurs entreprises en les rendant plus rapides, agiles et centrées sur le client, comme entre autre General Electric à travers son programme FastWorks.

Eric Ries entre en 2015 dans le top Thinker 50 au côtés de Michael Porter et Clayton Christensen.

How to start your pitch

If you either need to raise money, hire or convince a customer, you need explain your idea quickly while making an impact. Here is a series of post on how to do this.

As a member of selection committee, jury and business angel, I have seen a lot of startup pitch. I have also coached team to improve their pitch. Here is the framework I use.

Start with the problem

People don’t care about your solution until their care about the problem you want to solve. To tell your audience about the problem you want to solve, let them live it. Tell a story. And that story is the story of the dragon, the princess, and the knight.

Once upon a time, a beautiful princess was held prisoner in a castle by horrible dragon and she could’t get out to live her dream. Until one day a knight comes, fights the dragon and free the princess.
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Now transform this story:
Princess => your customer
Make her authentic, personal and likeable. Give her a name. Sam from Sales

Dragon => your customer’s problem
The problem sound painful to the audience so they want to to be relieved

Knight => your solution or product
I will talk about how to present the knight in a follow post.

Starting like this allow you to:

  • communicate emotion, connecting directly with your audience
  • make the problem you will solve very clear to them
  • build up the expectation for a solution
  • give them something they can remember

    Next, present your product….