Information Session

November 7, 2013

Jen van der Meer | jd1159 at nyu dot edu

Josh Knowles | chasing at spaceship dot com

LEAN LAUNCHPAD AT NYU ITP

Rockets Sketches borrowed from Harry Allen Design

Jen van der Meer, Adjunct Professor at ITP since 2008 ITP courses + workshops: Bodies and Buildings, Products Tell Their Stories, ITP VC Pitchfest. Currently: Luminary Labs, Health Data Challenges, and also SVA Products of Design.

Josh Knowles, ITP ’0715+ years as an independent developer/consultant, working with numerous brands and start-up clients (currently under the aegis of Frescher-Southern, Ltd.)

ITP TEACHING TEAM

@CHASING

@JENVANDERMEER

Tom IgoeITP, Arduino

Julie Berkun FajgenbaumStern Adjunct Professor Former VP Amex Open

Phin BarnesPartner, First Round Capital

Matt JonesInteraction Design Director, Google

Travis HardmanFounder, Annotary

Robert FabricantVP Creative at frog design

Valerie CaseyNecessary Projects

Nihal ParthasarathiFounder, CourseHorse

Tarikh Korula Founder, Seen.co

Andy WeissmanPartner, Union Square Ventures

More coming…

MENTORS, ADVISORS, AND SKYPE_ADVISORS

Agile development

Lean / lean startup

Customer development

Business model canvas

SHOW OF HANDS – DO YOU KNOW

LEAN LAUNCHPAD OUR APPROACH

LEAN LAUNCHPAD AT NYU ITP

We embrace a creative, iterative, and collaborative approach to making things -- but launching a product out into the world takes a somewhat different set of skills.

How do we make sure people want to use what they make?

How do we create a business plan to support the idea?

Is the idea strong enough to turn into a job -- or a career?

LEAN LAUNCHPAD AT NYU ITP

Experiential course in entrepreneurship

Based on the Steve Blank’s Lean Launchpad and the NYU Summer Launchpad Accelerator,

We are applying the curriculum developed at Stanford and Berkeley for the ITP culture and NYU community.

This course has been developed with support from the NYU Entrepreneurship Initiative, and aims to mix the best of the methods from the Lean Launchpad methodology with the best of ITP's culture and practice.

BEST OF BOTH

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THE ONLY TEXTBOOK WE READ:

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. Students work in self-formed teams of 3-4 to develop their business model and product/service over the course of the semester.

The primary focus of the course is the work of customer development, speaking directly to potential customers to help define opportunities that the startup is designed to solve.

ITERATIVE SEARCH FOR A BUSINESS MODEL

SEARCHING HERE

ITERATIVE SEARCH FOR A BUSINESS MODEL

ITERATIVE SEARCH FOR A BUSINESS MODEL

SEARCHING HERE

ITERATIVE SEARCH FOR A BUSINESS MODEL

SEARCHING HERE

ITERATIVE SEARCH FOR A BUSINESS MODEL

SEARCHING HERE

TO GET OUT OF THE BUILDING

. Building on to the core curriculum of Lean Launchpad with effective approaches from design thinking and ethnography to accelerate the understanding of both explicit pain points and more latent or hidden challenges that people face, in their jobs and in their lives.

#Empathyhacks.

GOING DEEPER ON CUSTOMER DEVELOPMENT

LEAN LAUNCHPAD: WHY NOW

WHAT CAME BEFORE IT: THE WATERFALL METHOD

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HOW STARTUPS GOT FUNDED

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AND THEN FUNDED… LESS

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UNTIL THIS HAPPENED

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AND THIS HAPPENED

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LEADING TO THIS

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LEAN LAUNCHPADTHE PIVOT

THE SHIFT – FROM PUSH AND MARKET TO CUSTOMER DEVELOPMENT

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The Four Steps to the Customer Epiphany by Steve Blank

The Customer Development process changes the way startups are built.

Startups are not smaller versions of large companies.

A startup as a “temporary organization designed to search for a repeatable and scalable business model.”

• Co-founded 8 startups. • 1996: E.piphany• 1998: $3.4 MM sales• 1999: IPO raised $72 MM• Author of Four Steps to the Epiphany, Startup

Owner’s Manual

FIRST CAME STEVE

Continuous customer interaction.

A startup is an experiment.

A hypothesis to be tested.

Assume customer and features are unknowns.

Low burn by design.

Are we on the path to a sustainable business.

• Founded IMVU• Parallels between Lean and Agile, caught fire in

the startup community for software businesses, particularly mobile and SaaS models.

THEN CAME ERIC

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WHAT CAME BEFORE STEVE AND ERIC

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WHAT CAME BEFORE STEVE AND ERIC

Lean Manufacturing

Total Quality Management

Kanban

Continuous Improvement

Agile

The Kanban Method respects the human condition. People resist change for emotional reasons. When change affects their self-image, self-esteem, or position with a social group, people will resist and the resistance will be emotional.

The Kanban Method adopts the Zen Buddhism concept that "water goes around the rock." Hence, it focuses on changes that can be made without invoking emotional resistance, while visualization and limiting work-in-progress raise awareness of deeper issues allowing for an emotional engagement that helps to overcome resistance.

Now take a deep, cleansing breath. Again.

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KANBAN

LEAN LAUNCHPAD: THE CLASS + HOW TO APPLY

Mondays, 6:00-8:55 PM

12 class meetings beginning 1/27

We will curate 5-6 project teams from those that apply

Teams are 3-4 students in size

Anyone from NYU can apply

Join us for Pitch time: November 21, 12:00-3:00

COURSE BASICS

Commitment to reach goal of 100 customer development interviews over the course of the semester.

Commitment to make something. The build = minimum viable product/service (ask Josh for advice about how big of a thing to make)

WHAT IS DIFFERENT ABOUT LEAN LAUNCHPAD

Form into teams (3-4)

Agree on an initial product/service

Assure your team has the ability to make an MVP (developers, designers not just networkers)

Complete the 3 slides: Idea

Team composition

Business model canvas v 1.0

Optional links to sketch, rendering, video, prototype

HOW TO BE CONSIDERED

TEAM NAME HERE

Team Members Name 1 Name 2 Name 3 Name 4

Email

Degree, Dept, Grad dateLinkedIn portfolio or websiteWhat excites you the most about this product idea?

Do you have a background with products like this?

What will be your role?

1. TEAM COMPOSITION

2. CONCEPT + BUSINESS MODEL CANVAS

Who are our key partners?

What key activities do our value propositions require?

What key resources do our value propositions require?

Which one of our customers problems are we helping to solve?

What needs are met?

What is the product/service?

How will we get keep and grow customers?

Through which channels do our customer segments wish to be reached?

For whom are we solving a problem / needs met

Who are the customers

Does the value proposition match the need

Single sided or multimarket?

CONCEPT HERE

What are the most important costs in our business model?

What is the revenue model? What are our pricing tactics? For what value are customers willing to pay?

2. CONCEPT + BUSINESS MODEL CANVAS

Jif co-marketing partnership

Manufacturing mind tethers.Marketing, growth hacking.

Mining for a special, proprietary material.

We provide a mindtethering technology that enables the sender to control the thoughts and actions of the host

Feeds mom’s need to control kid.

SEO, Mommy blogger seeding to acquire

DtoC website

Busy moms

Single sided market, DtoC

MINDTETHER

Cost of tethering cables Reserve for potential litigation

Charge Cost per Action – each time the target host completes a task sent by the sender, Mindtether collects $10

Develop a presentation to apply using this template here.

Save, and send to Jen van der Meer

jd1159 at nyu dot edu by November 20

Show up on November 21 ITP Room 50

12:00 – 3:00 PM

HOW: