The journey of a lean enterprise

Product Lifecycle

Creating A Lean Enterprise

Our Journey So Far

● Approx 44,000 employees worldwide

● Institutional sales & print background

● The world’s largest publisher and education company

● Operates in over 80+ countries

● Growth through acquisition

● 170 years old

Learner At The Centre

Big Companies

Big Ideas & Big Bets

X X

Self Perpetuating Risk

Big Plans

Big Budgets

Big Systems

Big Agile Frameworks

http://www.targetprocess.com/

WAGILE

Finance HR Legal Agile Framework Marketing Sales

Software

Projects VS Products

Traditional Governance Reduces The Capability to Innovate

New Ideas

Products

Long time to marketBottleneck of ideas

Strategic forcefield which limits ideas internally

The World Has Changed

Investment StrategiesHigh Probability

Low Probability

Low Impact

Large Organisations

High Impact

Start Ups

Larry Downes is co-author, with Paul Nunes, of Big Bang Disruption: Strategy in the Age of Devastating Innovation

Traditional Models Are ChangingBig Bang Market Adoption

Roger’s Market Segments

Evolving The Culture

Principles Over Process

“If you ask the right questions, you drive the right behaviours.”

I’ve had an idea to help people with

a cold

http://leanuxtools.com/

Global Product Lifecycle

Key Questions

Can you identify a core user problem in a target market?

Are there real customers who get value from your concept? Is there a viable business model for this product?

Can you demonstrate Product/ Market Fit or validated business model?

How fast are you growing the business at scale? Are you continuing to deliver outcomes to a broader user set?

Are you delivering revenue and outcomes while reducing costs?

What residual value can be gleaned from the business?

Idea Explore Validate Grow Sustain Retire

A Non-Linear Process

Learn Build

Measure

Search and Execution are different

Business Model Innovation

MVP - Product Growth

http://blog.mercdev.com/mvp-when-less-is-more/

Not like this…

Like this…?

Product Lifecycle Principles More Ideas, More Bets, More Tests

New Ideas

Not all the ideas survive but all the learnings are recorded

All the ideas are quickly captured and tested

One to three months turnaround

Walls are pervious allowing ideas into and out of the company

Open Innovation

The Roadmap What’s Wrong With This ?

Adaptive Strategy And The Product Lifecycle

Agile Beyond Technology

Finance HR Legal Development Teams Marketing Sales

35

Agile Lean Startup Lean UX Beyond Budgeting Customer Interviews Minimal Viable Experiments MVP’s Lean Analytics Efficacy Growth Hacking Hypotheses and More….

36

Open Source Product Lifecycle Criteria V1.0

Learning about practice

Common extensions can be incorporated into later versions

Open Collaborative Learning Community

Product Lifecycle Community

Specialist Lead has been identified

Slice is engaged with the lifecycle

37

Don’t Leave Serendipity to Chance...

Today Tomorrow

Decentralized Network

Distributed Network

38

Product team has better access to all parts of the business

Product team has restricted access to other parts of the business which can hinder or slow progress

39

So Far...we’ve learnt

● Agility is an organisational mind shift ● Bet small, don’t bet big upfront ● Culture is more powerful than strategy ● Distribution over centralisation ● Enable capability through governance ● Fail fast, experiment and learn even faster

40

Fresh Off The Press

“Just thought you guys might like to know we're currently sat in the middle of rural Tanzania answering your questions from the Idea & Explore phases.

Your stuff is proving genuinely useful in terms of helping us shape our thinking/questioning.

We've proved and disproved a number of hypotheses, made some head scratching discoveries & had some eureka moments. We've pivoted already. It's been great.”

11/06/2015

Thank You Feedback & Questions

[email protected]

@craigstrong