[JOURNAL] RUNNING LEAN

Based on the CTO 4.0 and CSPO

Ref: https://twitter.com/KirkDBorne/status/732322202738163712/photo/1

What knowledge did I experiment with last week?

Applying the perspective of "The 3 Stages of a Startup" has supported me to have a clearer perspective during the implementation process, guide the team to focus and avoid confusing Startup as a company, but a stage should be in the process of formation and development of the company.

What is the expected outcome?

The development of the team's mindset is difficult in the process of receiving information as well as the definition of Startup as a stage instead of a company. This is even more difficult at the beginning of the introduction of the concept of Hyper Casual Gaming, because this is a concept that has been completely hyped by the Marketing side for a long time up to now.

- It is very important to draw conclusions and mission for the team in the startup phase. The points about Product Market Fit, Problem Solution fit and Scale up need to be viewed with confidence, and fully focusing on each part is the right thing to do. This is like building a solid foundation, shaping the business during the startup period because everyone needs to understand the times and what to do for the 4 stages as shown in the image below.

- Resistance to the idea of ​​Hyper Casual Gaming as a business model became an opposing ideology and split into two streams of thought within the company at the time. At that time, my own judgment was that Hyper Casual Game is a business model as well as satisfying the conditions for a complete model, and games or genres (genres) are accompanying products. The rest of the company focuses on the development mindset that Hyper Casual Game is a product and the business model is still SAAS. This leads to a mindset that is difficult to scale up for a long time, as well as stagnates the idea of ​​​​scale up to a more stable company instead of keeping the mindset of a startup for all departments.

How did I do?

At that time, I realized that I was only using Spotify Model and Lean Startup as a guideline for the entire team, somewhere in the development process, I myself had tweaked, removed and then added things. necessary for my startup team at that time. Compared to the present time, when looking at the structure at that time, it was almost a Large-scaled Agile model with the content of promoting collaboration between different departments.

However, it is not specifically recorded during alone time in the evening because so many things happen in parallel. The loss of a legacy also hindered a lot for those who came in later because no one knew the company structure as well as the company's processes and operations at that time like a blind spot. Although going through 2 groups of transformation has not yet given the most specific answer.

What are the actual results?

Up to now, the company's model as far as I know still retains the old status quo because the replacement only brings more cumbersomeness and difficulty to solve the problems mentioned earlier, as well as tidying up the compartment. Cap the process when dealing with requests made.

- The steps in applying Running Lean are shown through the knowledge that combines Lean Startup to become the subject of talks of groups of experts and leaders in the company.
- The implementation of ideas is always a process of Design Thinking, Story Mapping and UX interview to ensure that the parts that the team work on always have the right Intentions coupled with Attention.
- User scenarios and stories are brought for discussion in group talks and gatherings.

What works, what doesn’t?

In fact, this is the good and bad point of a process that is held, trained, and communicated by a single person (the hero effect).

- Good because it represents the uniqueness of the company and is consistent with the extent to which the company is growing to a predictable peak.
- Not good is because it is a barrier, difficult to create a legacy that can be passed on to the next person to replace.

How do I feel after doing this implementation?

Executing these ideas brings about a hard-to-share experience five years ago when a new, hard-to-comparison idea started, and the feeling of walking on a floating boat, or maybe even likened to it. an old man with a lamp walking in the night of the Tarot: The Hermit.

**Search**

- Seeking deeper insights
- Looking for something
- Want the truth at all costs
- In my own journey
- Need more
- Looking for a new direction

**Get/give lead**

- Become a leader
- Receive/give helpful advice
- Learn from/become a reputable advisor
- Become/find someone you can trust
- Help/receive help

What do I expect to do next?

Take a closer look at how I've been taking steps in Lean more deeply on an individual level, affecting the team and the company, as well as looking in the opposite direction. The right identification, the right assessment, and the right action at the right time will yield clearer results. The application of Lean has never been used to test the right and wrong in the moment when you and the team use it, but it is to make the business realize the problem as soon as there are too many questions being forgotten on the Internet. desk, where we work more than 8 hours a day.

Keywords

  • Lean Canvas
  • Sharing vision
  • Define and challenge the risk
  • 3-stage of the startup phase: find the match between problems and solution, product market fit, scaleup
  • Bootstrapping and low-cost testing the product fit
  • The loop: build – measure – learn (Eric Ries)
  • Customer segmentation and the early adopter.
  • Measurement and funnels from inbound marketing
  • The Best is the enemy of Good

Notes

  • Running Lean is an ideal tool for business managers, CEOs, small business owners, developers and programmers, and anyone who’s interested in starting a business project.
Running Lean, Ash Maurya, Spark59, USA
  • Find a problem worth solving, then define a solution, engage your customers throughout the development cycle.
  • Continually test your product with smaller, faster iterations.
Running Lean, Ash Maurya, Spark59, USA
  • Build a feature, measure customer response, and verify/refuse the idea.
Running Lean, Ash Maurya, Spark59, USA
  • Know when to “pivot” by changing your plan’s course. Maximize your efforts for speed, learning, and focus learn the ideal time to raise your “big round” of funding.
Running Lean, Ash Maurya, Spark59, USA

Relevant Questions

  • How can we apply as a Product Owner?
  • What should we do while sharing the Vision, the Mission and the Canvas Model?

References