Wednesday, August 20, 2014

New Call for Speakers and Top Three Reasons to Bring Your Child to The Lean Startup Conference

Post by Sarah Milstein & Eric Ries, co-hosts for The Lean Startup Conference

We’ve found more than half the speakers for The Lean Startup Conference, and we’re pretty excited about them. Ranging from Ben Horowitz, Mitch Kapor, Laura Klein and Cheryl Contee to entrepreneurs you probably don’t know but who have valuable stories to share, this year’s speakersand mentors like Tim O'Reilly and Erin McKeanwill help you become a more successful entrepreneur. 

We’re now seeking a few more speakers for the conference, December 8 – 12 in San Francisco, and we’ve opened a new round of our call for proposals. As we’ve laid out in the application form, we’re looking for talks that answer questions our attendees ask frequently, and we’re actively interested in people who aren’t regulars on the speaking circuit but who do have relevant experiences and advice to share. If you think that might be you, we encourage you to click over and consider applying. The deadline is September 3.

In other news, we’re pleased to announce that we’re now making the conference accessible to more people by offering onsite childcare. For years, The Lean Startup Conference has provided not only unique talks and opportunities to meet mutually useful entrepreneurs, we’ve also made a point of creating a respectful, energetic and professional environment for you. Offering onsite childcare is a way of leveling up that commitment. If you’re a parent, that means you can join us in San Francisco this December, and you can:

  1. Focus on learning. Instead of worrying that you’ll be late to pick up your kids from daycare, you can concentrate on the conference speakers and opportunities to meet other relevant (adult) attendees. 
  2. Turn the conference into a family vacation. Develop your professional life and nurture your family life at the same time. You won’t miss sessions to coordinate childcare or if you have a co-parent who needs to work while in town.
  3. Know your kids are safe, entertained and nearby. We’re contracting with reputable childcare providers who know how show kids a great time.

We're not the first conference do offer onsite childcare. The AERO Conference, BlogHer and Mozilla Festival have been out ahead on this option. But it’s not yet common at conferences, and we want to help change that. Here's the FAQ for childcare at The Lean Startup Conference:

How does onsite childcare work? You can choose half-day or full-day childcare on the main conference days of December 10 and 11, for children 3 months and up. We’re designating space at The Fairmont San Francisco for this. Of course, The Fairmont is the conference venue, too, so you can stop in to say hi during breaks or at lunch. We’ll also provide a quiet space for nursing moms.

Who will care for my kids? We've contracted experienced childcare professionals who are recommended, screened to work with children, certified in CPR and First Aid, and uniformed. Your children will participate in kid-tested activities that are age-appropriate, stimulating, and of course, fun. Lunch and snacks are part of the deal.

How much does it cost? 5 hours or less: $100 per child. 5-9 hours: $180 per child.

How do I register for childcare? When you sign up for the conference, our registration page also gives you childcare options. To arrange for both days of childcare, select two tickets for the half- or full-day option. After you register, we'll follow up with you for additional information regarding your child.

Questions, including more than one kiddo or how to register for childcare on the workshop days of December 9 or 12? Email Executive Producer Melissa Tinitigan.

We hope to see you—and your family—in December!

Wednesday, May 28, 2014

A Few Surprising Facts about the 2014 Lean Startup Call for Speakers



Post written by Sarah Milstein & Eric Ries, co-hosts for The Lean Startup Conference

We’re seeking speakers we don’t already know for this year’s Lean Startup Conference, December 10 -11 in San Francisco. Our call for proposals is open now, and if you know already that you want to apply, jump to it (but read the directions first!).

If you’ve never applied to speak at The Lean Startup Conference before—or never even considered it before—here are a few things to keep in mind, some of them surprising:

You don’t have to be on the speaking circuit already. In fact, we’re psyched if you’re not a seasoned speaker. What we care about is the business experience you have to share, not the speaking experience. In other words, if you’ve applied Lean Startup techniques at your company, and you have advice or a story about your work that will help other entrepreneurs, we want to hear from you. While we’ll have a few speakers who are long-time Lean Startup experts, we’re primarily interested in case studies from people we don’t already know.

We don’t favor speakers we know personally. We aim to use the most meritocratic processes we can to find and evaluate speakers. That is to say: We don’t pick our speakers because they’re our friends or because they’re big names; we pick them because they have absolutely useful advice to share. In addition, we assess 95% of them via our call for proposals, which helps guide and standardize the submissions so that we’re comparing apples to apples (and not, for example, evaluating one proposal based on the recommendation of a mutual friend and another based on a video of the speaker from another conference).

Since we started focusing on fairness, a welcome though not surprising result is that we’ve regularly fielded a roster of excellent speakers that comprises more than 50% women and/or people of color. (In the past, the roster was nearly all white men, as those were the entrepreneurs Eric knew personally; they were very good speakers, too. But we now go much deeper into startup communities, finding speakers you won’t necessarily have heard elsewhere.)

Actually, we pre-select a very few. What about that other 5%? Full transparency: We do invite back particularly strong speakers from year to year, and we very occasionally invite entrepreneurs we meet out in the wild who strike us an unusually good fit for The Lean Startup Conference. We readily acknowledge that one of our best speakers in 2012 and 2013 was Sarah’s brother. We keep inviting him back because other entrepreneurs tell us they learn so much from him, not because he’s related to one of us.

We offer free speaker training. We do a lot of hands-on work with speakers to help ensure that your presentation really resonates with our audience. That includes, but is not limited to, both group and individual speaker training. If you’re a new speaker, this is a great opportunity to get some very good guidance (it’s also a great opportunity if you’re an experienced speaker; last year, some of our most avid trainees were our most accomplished presenters).

We’ll cover your travel costs. This year for the first time, we’re offering travel assistance for any speaker whose companies can’t cover it. We are ourselves a startup, and this represents a significant chunk of our budget, but we want to bring in speakers regardless of their own companies’ finances. (We also give all speakers a full Platinum Pass to the conference, but that ought to go without saying. If you register now to get the best price, and we subsequently pick you as a speaker, we’ll refund your ticket.)  

Our call for proposals has a lot of directions—but the form itself is short. Don’t be daunted by the first page of the call, which has a lot of information that we ask you to take in. Those directions will help you submit a successful proposal, and they include links to some of our favorite talks from last year, for inspiration.

This year, we’ve come up with the questions our attendees most want answered—so you don’t have to do that part. All you need to do is figure out where you can offer relevant advice or a case study, and fill out the application form accordingly.

The call for proposals is open until 11:59p PT on June 12, and we encourage you to apply today. If you’re not interested in speaking but you know you want to attend the conference, register now for the best prices.

Wednesday, May 21, 2014

A New Approach to The Lean Startup Conference

Post by Lean Startup Conference co-hosts Sarah Milstein & Eric Ries

We’re excited to announce this year’s Lean Startup Conference, December 8 – 12 in San Francisco. Tickets are on sale now, at the best price we’re offering this year, so we recommend registering today. But that’s not really what we’re here to talk about. Instead, we want to focus on the themes of the conference.

This year, we’re defining the conference program as a series of hard questions entrepreneurs commonly face, and we’ll address them in our talks and workshops. Below is our initial list of questions. We’d welcome your input on which of these challenges feel most vital to you, along with additional questions you and your team are facing. You can leave ideas in the comments or email Sarah Milstein, co-host for the conference and CEO of Lean Startups Productions.

Very soon, after we’ve refined this list, we’ll post our call for proposals from potential speakers, seeking talks that can answer the questions we’ve collected. [UPDATE: The call for proposals is now open.] If you’d like to learn when we open the call, follow us on Twitter, subscribe to this blog, or sign up for the newsletter on our site.

Questions we’re aiming to address at this year’s conference, by category:

Experiments and Process

  • How can I ensure that meaningful customer feedback is included in our evaluation of new initiatives?
  • How can I get new products, services, and internal initiatives to market more quickly?
  • How can I design a good experiment--a minimum viable product--for services or internal customers?
  • How can I create a sandbox for innovation with my organization without putting my core business in jeopardy?
  • What can I do when a team proposes an experiment that might undermine our existing brand?
  • How can I experiment and iterate quickly on mission-critical products and systems?
  • How can I keep up team morale when experiments invalidate a lot of our ideas?
  • What can I do when I have a handful of customers who absolutely love our new product, but not enough to meet our revenue or impact goals?
Metrics and Accountability
  • How can I measure a new initiative before it has large numbers of customers or revenue?
  • How can I measure a value hypothesis and a growth hypothesis at the same time?
  • What metrics I can use to hold people accountable on projects that include extreme uncertainty?
  • How can I measure impact when financial metrics are not the bottom line (or not the sole bottom), such as in NGOs, non-profits and governments?
Teams and People
  • How can I convince my leaders and managers to support entrepreneurial methods? 
  • How can I convince my co-workers and direct reports to use entrepreneurial methods? 
  • How can I set up teams to ensure cross-functional collaboration?
  • How can I get internal services like IT, finance, legal, and HR to act like startups and serve entrepreneurial teams throughout my organization?
Culture
  • What does the culture of a high-performance, high-growth team look like?
  • How can I build a culture that serves existing customers and unlocks new sources of growth?
  • How can I best hire and train people who haven’t used Lean Startup methods before?
We look forward to your input on these questions in the comments or in email to Sarah—and we look forward to seeing you at the conference (register now for an honestly amazing deal).

Tuesday, March 11, 2014

Two New Experiments from The Lean Startup Conference Team

Guest post by Sarah Milstein, CEO of Lean Startup Productions

The 2013 Lean Startup Conference was a hit on several levels, with many people telling us it was the most valuable business conference they’d ever attended. To extend what we learned and help more people build and scale successful companies, we’re testing out two brand new events this spring:

* Office Optional, a one-day conference on April 22 in San Francisco. One of our most popular talks at The Lean Startup Conference was my interview with Matt Mullenweg, in which he talked about Automattic’s unusual setup: They have no true central office, and everyone works from home. With partially and fully distributed teams on the rise—but few established standards for running them well—we see an opportunity to bring people together for a rich exchange. This conference hits close to home for us, as Lean Startup Productions has two desks at WeWork Soma, a coworking space, but no office of our own and team members scattered around a range of cities and time zones.



* Quick Consulting, an evening event on March 27 in San Francisco. Inspired by the popularity of our experimental office-hours sessions at the 2013 Lean Startup Conference, we’re gathering more than 25 accomplished experts to bring you consultations for your business in a series of 15-minute, one-on-one conversations. This will be an intimate event designed to make it easy to meet other people and have high-quality, targeted discussions.

Below is more information on each event and some of the hypotheses we’re testing.

Office Optional. Although Yahoo famously recalled its remote workers last year, there’s no question that the workplace trend is toward more distributed teams. Driven by mandates for lower carbon emissions through reduced commuting, increased employee productivity and greater quality of life, paired with flexible technology, as much as 30% of the U.S. workforce now telecommutes. And yet, there’s still confusion over what to even call this kind of setup and who qualifies as a participant—let alone how to do it effectively. Our primary hypothesis is that with a growing number of remote workers in a variety of arrangements, innovative businesspeople—our core community—will find it valuable to come together to focus on solutions for successfully collaborating and managing from a distance.

(An in-person conference about remote work?! Is Henry Ford keynoting?! We get it. But we’ve found that certain discussions thrive in a live environment, and we believe this will be one of them. In fact, using face-to-face time really well is a topic for the conference—and we’ll help you make this event a highly useful place to meet with coworkers you don’t see often. For instance, we offer group packages that include meeting space for your team on the day before or after the conference. And, of course, we’ll provide a livestream of the talks; look for details on our site soon.)

How will we know we’ve succeeded? We measure event success in a number of ways including: whether attendees, speakers and sponsors say they would return again; whether our speakers get requests to talk at other conferences based on their presentations at ours; whether we’re able to cover our costs; and more qualitative feedback that we collect through interviews after the event.

We’ve just begun to announce speakers for Office Optional, with about a third of them now on our site and the rest to be revealed over the next couple of weeks. As you’ll see, we’ve got people from companies like Automattic and Yammer that are leading the way on distributed work, along with people from forward-looking service firms and non-profits that have terrific ideas we can all learn from. At the conference, which will have lots of Q&A with speakers, we’ll explore issues that include:
  • Building trust at a distance
  • Hiring, onboarding and training remote employees   
  • Managing across time zones 
  • Systems for communicating more and emailing less 
  • Convincing colleagues to experiment with new tools 
  • Tips and tricks for video calls, group chat, brainstorming software and more 
  • Making in-person meetings very useful 
  • Setting up satellite offices  
  • The mechanics of successfully working from home 
You can expect to leave with several big ideas for thinking about distributed teams, plus 20 or 30 concrete pieces of advice you can implement tomorrow. Early-bird tickets are available through this week, and they’re priced to let the biggest range of people attend.

Quick Consulting. At the 2013 Lean Startup Conference, we were amazed by how energizing and valuable mentors and attendees alike found the office-hours sessions. Our primary hypothesis is that a structured format with short, focused, one-on-one conversation will help eliminate awkward introductions and the distance between experts and attendees. Because it’s a bit tricky to ensure that all of the attendees have enough conversations to make the evening worthwhile, our secondary hypothesis is that we can create a format that meets everyone’s needs. That “everyone” includes Rackspace, which is hosting this event at their cool Soma space.

How will we know we’ve succeeded? The event is small—just over 25 mentors and 45 attendees—so in addition to a baseline survey in which we’ll ask whether people would join Quick Consulting again, we’ll be able to have follow-up conversations with a big percentage of participants after the event. Incidentally, we’re concierging the expert-attendee matchups, doing it by hand, which is no small task (the software we used for scheduling matchups at The Lean Startup Conference doesn’t have enough flexibility for the approach we’re taking here). If the overall format is a hit, we’ll look at automating this aspect of the event.

Our stellar list of experts have deep expertise in Lean Startup methods, entrepreneurship, user research, design, analytics, engineering management, PR, social media, startup law, corporate innovation, social-sector innovation, venture capital and more. Tickets for Quick Consulting cost $99, and there are just a few left. (If you can’t swing the standard $99 ticket price, we’ve set aside $30 scholarship tickets. Apply here to be considered.)

 For both Quick Consulting and Office Hours, we’re continuing our work to ensure that we chose speakers by the most meritocratic processes possible and that we foster an atmosphere of lively learning. We hope to see you at one or both events, and we look forward to getting your feedback on whether our experiments are on target.

Wednesday, December 4, 2013

Join the Conversation at The Lean Startup Conference – Three Ways To Participate

Guest post by Lisa Regan, writer for The Lean Startup Conference.

With five days remaining before The Lean Startup Conference, we wanted to lay out what we’re offering that’s unlike any other entrepreneurship conference and explain the different levels of participation available to you. From livestream simulcast to a six-day, high-intensity immersion experience, it’s possible to join the conference to whatever degree suits your interest and your schedule. And we hope that when you join, you'll come ready to share your experiences and advice with other participants.

What you’ll see at all of our events—whether on the stage, in the workshops, at a mentoring session, or in the site visits—is something other than conference regulars pitching presentations on the usual themes. Instead, we’ve assembled a diverse, energetic roster of experts prepared to talk about advanced entrepreneurship topics like maintaining a culture of experimentation at a growing company, bringing an analytical and iterative model to non-profits (including mission-driven and educational organizations), or converting enterprise teams to a cross-functional structure. And that’s not to mention the advice for very early-stage companies on topics like getting your first users, or choosing metrics. If you already know the topics that interest you, you can browse all the talks and events on that theme—whether it’s MVPs, Analytics, or Education—on our “sessions by theme” page.

We chose our speakers for the expertise they have to share, not their familiarity on the conference circuit, and as a result, we offer an exceptionally diverse group. We’re committed to opening up not just the stage, but participation in the conference itself, too. For anyone not able to attend in person, we offer free a livestream to any community group in the world that has at least 10 people gathered together at a single location. There are already over 100 confirmed livestream hosts worldwide; join one near you, or apply to add a new group. The livestream site will include a chat area for all of the livestream hosts, an opportunity to connect and network around the world.

The livestream will let you see all of the events in the Masonic Theater in San Francisco on Monday and Tues. That includes Monday talks like Eric Ries on the state of the startup; Kimberly Bryant of Black Girls Code on accomplishing a lot with limited resources; Dan Milstein on balancing risk, information, time and money; Kent Beck on Jazz Engineering; plus meaty interviews with Mutt Mullenweg and Reid Hoffman. You’ll also see the afternoon breakout sessions in the Masonic Theater, including Laura Klein on testing ideas. Tuesday’s Masonic Theater talks include Kathryn Minshew on acquiring early users; the Intuit team talking about lessons of Lean Startup leadership; and Steve Blank on evidence-based entrepreneurship. You’ll also see afternoon breakouts on advanced A/B testing from Wyatt Jenkins and Microsoft’s Cindy Alvarez and Ethan Gur-esh on transitioning teams to Lean. And you'll get Tuesday's closing session with entrepreneurship experts Marc Andreessen and Chris Dixon.

Of course, there are some major perks to attending in person. Anyone with a conference pass (including scholarship recipients) can join us on Sunday, December 8 for Ignite, a high-energy, rapid-fire event, in which our brave presenters get five minutes and 20 slides, with each slide advancing on an automatic 15-second timer. Anything can and will happen. On December 9 and 10, you’ll have in-person access not only to everything in the Masonic Theater, but also to breakout sessions held next door at the Fairmont Hotel, such as, on Monday, Summit Public Schools’ Diane Tavenner on institutionalizing innovation, or, on Tuesday, Optum’s Maureen Allen discussing Lean Startup at regulated companies, and Beth Kolko on working closely with global customers.

On both days, in-person attendees can sign up for office hours, in which you sit down face-to-face, individually, with a mentor or conference presenters and talk about what’s on your mind. For example, you can ask Diana Kander of the Kauffman Foundation about pitfalls to avoid when launching a new product, or Joe Dunn of Cloudbreak about how to get buy-in for Lean Startup within your organization. All conference attendees are also invited to two workshops on December 11: one, sponsored by Modus Create, teaches you five Lean Startup planning exercises you can immediately use to add mobile to your enterprise app portfolio; the other, sponsored by Rackspace, focuses on using cloud infrastructure to experiment and innovate rapidly.

In response to feedback from last year requesting more ways to meet and learn from fellow attendees, we’ve created an online attendee network, among other things, so that you can connect with others who share your professional interests. Of course, you’re also invited to our December 9 evening reception, an event sponsored by Pivotal Labs and designed to foster productive networking in a professional, alcohol-limited environment. During lunch, you can sample some of San Francisco’s famous food truck culture from trucks we’ve invited especially for the conference. And in the evenings, we’ve organized small-group dinners around San Francisco that attendees can join. Conference registrants will also get some very nice freebies via access to the sponsor tables and giveaways. Our sponsors include companies like Intuit, O’Reilly Media and Amazon Web Services.

For those who want a deeper Lean Startup experience, we offer the Gold pass, which includes access to our exclusive workshops and site visits on December 11. These workshops include hands-on, intense instruction in techniques like continuous delivery; innovation accounting; Lean Analytics; and Lean Startup for HR, IT, and finance teams. These aren’t just talks, they’re interactive entrepreneurship training sessions. You can also join site visits to Square, Kiva, Pivotal Labs, and WeWork Soma, where you’ll learn what each of these successful companies is doing to build and keep its edge.

Our VIP pass is for folks who are serious about building a deep understanding of entrepreneurship, and a corresponding professional network, in one intense week. You can begin the conference early with a one-day Leancamp on December 8, an unconference to help you meet other people, get feedback on your current challenges and actionable advice on applying Lean Startup in your work. On December 12 and 13, after the conclusion of the main conference, the workshops, and the site visits, VIP pass holders can our partner program with UPGlobal (formerly Startup Weekend): a Lean Startup immersion program. You’ll launch a startup in 54 hours, creating mobile, web and software innovations with a team of fellow participants. This includes developing and pitching a concept, customer development, idea validation, and creation of an MVP under guidance from an experienced mentor. You’ll put Lean Startup ideas into practice, getting expert feedback the entire time, and end the week with the sense that Lean Startup has left the realm of theory and become a true practice. 

At whatever level you can join us, we are proud to welcome you to an event that we’ve organized to be a different kind of tech conference—certainly because of our speakers’ diversity and range of experience, but also thanks to the commitment, interest, and variety of our attendees. Please join us at whatever level you can, and be prepared to participate in the conversation. We’re looking forward to hearing from you.


Wednesday, November 27, 2013

Nine Webcasts to Learn From

Guest post by Lisa Regan, writer for The Lean Startup Conference.

Our fall webcast series concluded on a high note with three extraordinary conversations about the origins and implications of Lean Startup. If you missed these when they went out live, we encourage you to watch them now, as they lay a strong foundation for The Lean Startup Conference, December 9 -11 in San Francisco—less than two weeks from today. You can also listen to any of the webcasts, which, at the suggestion of a webcast attendee, we’ve turned into podcasts you can stream or download (from iTunes or SoundCloud). None of the webcasts included slides, so the audio versions work really well.

Below are just a few highlights from our final three webcasts: 1) Eric Ries’s one-on-one conversation with Kent Beck about influencing other people; 2) Eric’s conversation with John Shook about the origins of Lean, and 3) a conversation between Diane Tavenner and Steven Hodas, moderated by Sarah Milstein, on applying Lean Startup ideas in education.

Eric’s chat with Kent Beck was among our most entertaining webcasts (video; iTunes; SoundCloud). Kent, a veteran programmer, a founder of the Agile method and the creator of Extreme Programming, came armed with anecdotes and lessons from his own experience, as well as a few questions for Eric. For example, at 12:56 in the video Kent describes how he made the move from programming to a role that he at one point describes as “Full Metal Guru”:

“It turns out you can be a bad enough programmer to sink a project, but you can't be a good enough programmer to make a project successful. So I quickly ran out of gas on projects being more successful, and I was forced to take a bigger, broader view of the context in which programming happens. I started to pay attention to things that worked, and to things that didn’t seem to make a difference or actively harmed development. I’ve always been a contrarian, and so if someone says, ‘X is always true, I always think, then what are the implications of not-X?’ As a reflex, I always think that. So if someone says, ‘You need comprehensive documentation for software documentation,’ I think, ‘Well, what if you didn’t have any documentation at all? Would that really be a disaster?’ And I looked around at projects, and it wasn’t a disaster. So I thought, well, maybe a commitment to communication is good enough and the actual form of the communication is something we could be a little bit flexible on.”

The result of that kind of contrarian thinking was Extreme Programming, a method for running programming through feedback loops, testing and iterating on it as quickly as humanly possible. Nowadays Kent is programming again, this time at Facebook, which he describes: “It's a laboratory. It's really smart people working on unprecedented problems at ridiculous speed. So I get to see this hothouse of software design. I get to see generations of technology that last six months instead of lasting for six years. And so I can see many more cycles through the loop of how software evolves, how innovation disperses in a community, and so on."

The enjoyment Eric and Kent shared in talking to one another comes through clearly in their conversation and led to an interesting exchange when Kent asked Eric how he had made the move from building things (programming) to an interest in influence in a broader sense. At 32:30, Eric offers this candid explanation:

"When I was younger I was convinced that programming was the most fun thing I would ever do and I'd be very happy to program increasingly large systems myself. And I think basically what happened was I kept doing that, and not having the impact I wanted to have. Because in my fantasy I could produce a massive program that's used by billions of people and has enormous complexity and is incredibly innovative, by myself. Just, you know, with my bare hands. But the truth of any program is, it requires teams, and customers, and it's this complicated ecosystem…. So the person who's considered the 'founder' or the person who created the complicated system, it doesn't matter if it's Linux or Facebook or anything, somebody had to plant that initial seed, and that's very satisfying.

“But in order for us to remember it and to care about the fact that they are the founder of that thing, they had to do an incredible amount of management of people to get them to grow that seed into something that is significant. And what's frustrating to me--it was then and it still is--is that as soon as I became a manager and a team leader and an architect and really thinking out how to do that stuff, I was doing human systems engineering and I was no longer making things with my bare hands. And so I've also had that frustration. Now, that's frustrating but also very satisfying, in that I'm very proud of the things that teams that I've worked with have built. But for me anyway, that transition from being a team leader to whatever it is that I do now, to try to cultivate this community and try to share these ideas on a wider scale--that was actually a much easier transition than going from an individual contributor to a team leader. Because to me, it's like, as soon as I was not making things myself, with my bare hands, it's all about, ok, then what activities will give me the greatest influence to have the impact I want to see in the world?"

The conversation also turned to a subject on everyone’s mind the last month or so--the healthcare.gov website. Kent’s analysis, which is largely political-process-driven, begins at 41:30. Eric offers a different account, seen through a Lean Startup lens:

“To me the great irony of healthcare.gov is that the current healthcare.gov that people are complaining about is actually the second version of healthcare.gov that was built. The first one was built right after the Obamacare law was passed…. And you couldn't sign up for insurance in those days, it simply gave you information about the insurance options in your jurisdiction. But it was still pretty complicated, and it still required a lot of cooperation from the insurance companies--there was a lot to it. And they did it exactly opposite of this current healthcare.gov in the three dimensions I think of as key: they put a small team on it--a cross-functional small team, I think there was no more than 10 people; they gave them 90 days to deliver; and I think their total budget was so small as to be close enough to zero. Classic minimum viable product. They did it all open-source, so from an ethos point of view it was opposite, and from an infrastructure point of view it was all cloud and modern like you would expect. And they were able from that point to do the build-measure-learn thing and to iterate and get feedback from the insurance companies and from the public. And they turned that from a tiny little seed into a quite useful, complicated project by gradually increasing its complexity in a highly polarizing political environment where everybody wanted Obamacare to fail. Which is what to me is deeply frustrating--thanks to the president's creation of the CIO and the CTO, he has really great people from Silicon Valley, from our communities, that could have been instrumental in creating this website, but those people were bypassed because of the IT procurement process in the federal government, which is a nightmare.”

For further highlights see Kent at 57:10 and Eric at 59:00 on the importance of measuring team members on impact rather than effort. Eric: “It's a fundamental waste of human energy and talent to have people working on things that nobody wants and that have no impact. That's actually morally wrong to have a system that does that. Couldn't we expand our horizons and see that there's actually another way? I find that very motivating."

Eric’s conversation with John Shook, CEO of the Lean Enterprise Institute, covered the origins and applications of Lean principles (video; iTunes; SoundCloud). John moved to Japan in the 1980s to work at Toyota, which at that point had the most advanced manufacturing practices in the world. He took what he learned there back to the US, first to work with American auto plants as part of the GM-Toyota partnership, and then as the founder and president of the Lean Enterprise Institute.

Here’s John at 12:20 describing the turnaround Lean Manufacturing methods were able to make at Nummi, a GM plant that was, as he describes is, “the certified worst plant in the world,” both in terms of product quality and the attitude of the workforce:

“So I joined Toyota really exactly 30 years ago, it was late 1983. We built our first car there at Nummi in the old General Motors plant, in December 1984--so just one year. And with the same workforce--a lot of people don’t realize it was actually the same workforce, the old ‘troublemakers’ were offered their jobs back, and I worked alongside them--and in one year we built our first car. When GM did their first quality audit, it set the record for the very best quality score any GM plant had ever gotten. With the same workforce. And the same employees who were so disgruntled before became powerful advocates for the system, for this way of working. So the turnaround was powerful and in my mind at the time, this just proved that this could work, and this could work anywhere.”

To Eric, the scope of the turnaround is so unbelievable that it can be difficult to draw lessons for it for other companies. So he asked John how he had effected this incredible change in the culture at Nummi. John’s reply has the force of a new adage (at 16:44):

“We changed the way we behaved. That then changed the attitudes of the people that worked there, that brought forth a whole new culture…. Rather than think your way to a new way of acting, try to act your way to a new way of thinking. So how is it we want to think, ‘What’s the culture we want? Let’s try to draw a picture of that, and what do we need to do to get there?’ So we started working on the behaviors, what do we actually need to do? We changed the work.”

In response to a participant question about what you do if the problem isn’t the workers, rather the management, John said (at 26:48):

“It’s always the managers and not the workers, and we have to realize that. So if we are the managers, if we are the leaders, then we have to look in the mirror. That’s where it starts, that’s not where it ends. People often ask where do you start, do you start at the top, do you start at the middle, do you start at the front lines? And honestly, wherever you start, it’s going to be the other areas that are the problem, that have to be somehow brought along. And if you’re working with someone that’s a frontline manager or supervisor, they’ll often say, ‘Well, I could do this if I were one level higher up, because my bosses, those managers, they don’t get it, I get it.’ You go to them and they’ll say, ‘I get it, it’s one level higher up.’ You go all the way up to the CEO and the most frustrated person in the company is the CEO because he or she can’t get anything done that he or she wants done.”

Take a listen to John at 35:00 on what the company of the future will look like, and Eric’s closing question and anecdote at 39:43, a poignant narrative of waste centered around a visit he made to a factory floor and a revelation about his microwave.

Our final webcast of the season was organized in response to intense interest from our community around Lean Startup in education. We brought together Diane Tavenner, founder and president of Summit Public Schools, a network of charter schools in the San Francisco area, and Steven Hodas, who heads the markets initiative for NYC Department of Education, with Sarah Milstein, co-host of the Lean Startup Conference, for a webcast on Testing Lean Startup in Education (audio on iTunes and SoundCloud; we do not yet have the video for this webcast). The conversation centered around a few key topics: customers, bureaucracy, and MVP.

Diane at 5:13 describes her customers as students, but notes that their parents, the post-secondary education system (colleges and universities), employers, and even society at large are invested in students’ public education. Steven at 6:45 describes a useful distinction between customers, users and audiences, where these may be competing as well as overlapping interests. As he puts it, “Teasing out who is the customer is part of the work itself.” In response to a question about the bureaucratic and regulatory barriers to action--barriers that, given the intensity of personal and public interest in education one would expect to be quite high--both Diane and Steven surprisingly agreed that there was more excuse-making than actual obstacles to action (start at 12:18 for this portion of the conversation).

The practical how-tos of running experiments on actual students in an education environment was a major feature of this webcast. Here’s Diane (at 18:30) on the relationship between getting buy-in and creating an MVP, where the two can serve each other:

“Really the key concept here is that to win people over, you have to identify a problem that is particularly challenging for them, or even a small problem for that matter, and then demonstrate that using these processes actually solves that and gets them to a place that's much more desirable. And one very exciting example for us, an early example and an easy win, was our teachers really needed a way to differentiate and personalize instruction for students, because when you've got 25 students and they're all in different places, how do you meet their individual needs? It's humanly impossible. And so they came to this idea if we had a playlist for kids that was really intuitive for them, that we could curate all these different resources so that kids could actually choose how they learn best. And if we could collaborate as teachers across different schools and across  subject areas in courses, it would be helpful. So taking that wish and seeing that it doesn't exist out there, we partnered with a software company, shared this wish and ultimately ended up co-developing, co-designing and building an MVP, testing it, involving our teachers and students all along the way, and ultimately this fall launching it as a free product that's available to every teacher in the world, where they can collaborate and share and use it with their students."

 As a counterpart to the question of how to create and test an MVP, Steven and Diane discussed how to use metrics to measure progress. Steven at this point (34;28) launched a defense of vanity metrics-- not to measure student progress, but to help create, again, buy-in from stakeholders:

“Given the public nature of public schooling, and the tremendous political pressure, and this fear of failure that Diane mentioned, which is really ubiquitous and the higher up in the organization you go the worse it gets--in order to get collaborators to come along with you, you need to make them feel good. By focusing on things that matter to them. Not only do you need to identify problems that are important to them, but they're looking for certain indicators of success that may not overlap with your indicators of success. And so depending on the situation and what it is you're trying to accomplish, for example, a certain number of newspaper headlines that speak positively about the work can be far more important, for better or for worse, in getting you the buy-in to take you to the next step than some increase in student achievement on a formative assessment. Because those particular people who [are] your audience, who you're trying to impress at the central level, their concerns are not immediately about student achievement at that moment. It's about what does this mean for me, and my career, and what is the potential downside, how is my boss going to feel about it. So when I think of vanity metrics I think of things that can be bad because they can be deceiving when you apply them to yourself.

“But I think things that demonstrate popularity--again, in a politicized context--are really important, so we do rely on them. When we do software challenges, for example, participation in those challenges is a really important metric, in fact it's one of the things we optimize for. And I'm not embarrassed to say that sometimes we'll optimize more for participation than for the quality of the software that comes out the other end. Because at that stage in our MVP what we're trying to demonstrate is not that our software challenge produces the silver bullet that's going to solve all our middle school math problems, but that if we have an open, embracing process, new partners will want to come participate with us.”

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All of our webcast speakers will be at The Lean Startup Conference, December 9 – 11. Register today to join them and dozens of other speakers, as we explore advanced topics in entrepreneurship.

Friday, November 22, 2013

Courting Content, Not Controversy


This post co-written by Sarah Milstein and Eric Ries, co-hosts of The Lean Startup Conference.

Our goal in hosting The Lean Startup Conference—which starts in just over two weeks—is to help entrepreneurs learn absolutely useful things from each other. For our participants to stay open to the unique ideas we’re presenting and to share the advice they each have, we need an environment that’s dynamic, professional and respectful. We believe most conference hosts aim to create a great atmosphere for learning.

But as an endless number of conference episodes have shown, you can’t leave that to chance. Among the dozens of recent examples we’re aware of, here are just a few from 2013 alone that make the point:
  • TechCrunch Disrupt kicked off with hackathon demos that included an app called “Titstare” and, separately, a guy on stage simulating masturbation. Whether intended as jokes, plenty of people saw them as far from funny.
  • CES—the giant Consumer Electronics Show—was most noted for a booth in which four women were hired to appear in nothing but thongs, pasties and blue body paint. Thousands of attendees, men and women, tweeted and talked about why this and other, similar displays, made them uncomfortable.
  • Rape jokes were directed at a woman on stage at a Microsoft’s E3 press conference.
  • A woman was sexually assaulted by her boss during the drinking scene at CodeMash. (She detailed the event on her blog, and it was corroborated in posts by at least two witnesses. After receiving hundreds of rape and death threats in the comments on her post, she took it down. A small piece of the original post is quoted here.)
  • We probably don’t need to remind you about Adria Richards’s experience at PyCon, where two men behind her during a keynote talk made sexual jokes. After reporting the incident via Twitter, she was subject not only to a tsunami of rape and death threats, but she was also fired and doxxed, which had additional ramifications. (We’re proud to have had hosted her as a speaker last year and a mentor this year.)

This isn’t a new phenomenon. Here’s a list from Courtney Stanton of other, similar episodes over the past few years. And here’s a “timeline of incidents” on the GeekFeminism Wiki dating back to 1973, plus a list of sexually objectifying presentations from the past decade. If you follow news around business conferences and those affiliated with the tech sector, you’ll know these examples are just the very tip of the iceberg.

We don’t want to be the conference hosts who have to write an apology after our event. We do want to do our best to actively support productive dialog among all conference participants. In line with our efforts toward transparency, and in hopes of encouraging other conference hosts to take pro-active measures to foster awesome professional spaces, here’s what we’re doing this year.

We’ve published our code of conduct, which lays out the conditions for participating in the conference for all us: speakers, sponsors, attendees, staff and volunteers. We invite you to take a look. As you’ll see, our code of conduct insists that conference participants think of ours as a professional event, and that everyone conducts themselves accordingly. That might mean that some of us have to think carefully before joking around, flirting with coworkers, taking pictures, etc. and err on the side of caution. We’re comfortable with that mild restriction. For the good of the community, we’re looking to create the most vibrant and thorough possible exchange of ideas, one in which a range of people are able to fully talk and listen.

Teresa Nielsen-Hayden—who is not only the foremost expert on managing online comments, but who also runs a blog with the best discussions perhaps on the whole internet—has pointed out that if you create an atmosphere in which anyone can say anything, you will necessarily give prominence to offensive comments and hateful behavior, because people who don't like or can't tolerate that sort of thing won't participate. In other words, there's a tradeoff when you have no rules. If there's a tradeoff in having rules, and it's that some of us will have to speak thoughtfully when in the public areas of events and, perhaps, apologize if we offend people, we’re all in favor of that exchange.

We train our staff, and we invite you to speak up. As far as we know, The Lean Startup Conference does not have a history of participants’ behaving in ways that would violate our code. But, frankly, we can’t be sure, because a common effect of harassment is that people feel they can’t or shouldn’t report it. We’re hoping to make it as easy as possible to speak up if you experience or see a problem. The code of conduct includes phone and email for our executive producer, who will contact the two of us immediately if she receives a report. In addition, we’re training our staff and volunteers on a straightforward procedure for responding to reports.

We review all speaker and sponsor materials for inappropriate imagery. The professional environment of the conference is established in no small part on the stage. To take in the material of the conference, attendees need to be able to feel open to what’s coming from the podium, not braced for potential shocks. So we’re aiming to ensure that any visual materials displayed on stage, or associated with the conference via sponsorship, fall within the range of what anyone would consider professionally appropriate. Lolcats: yes. Rape jokes: no.

Our speaker roster is diverse, setting a tone for the event. We’ve talked about this at some length recently, but to reiterate here, we have, through extensive outreach and a meritocratic application process, created a roster of speakers that is more than half women and people of color. We’ve also sought out new attendees by posting to a variety of mailing lists, and through partnerships with a number of organizations. We did not reach out to 4chan.

We’re limiting alcohol at onsite events. We want attendees to have fun, but this thing is not a frat party. And is should come as no surprise that many harassing, offensive actions at conferences take place at receptions and other events where alcohol has, by tradition, flowed freely. The Lean Startup Conference is addressing issues important to professionals, and that’s the tone we want to foster, including during social events. We’re thankful in particular to Pivotal Labs, which is sponsoring our reception on Monday, December 9 and is working with us to create networking opportunities that are effective, inviting, and work beautifully when you aren’t three drinks in.

By talking about our intentions, we hope to draw those of you who are eager to help us create a very lively scene at The Lean Startup Conference—one where you really can learn from each other and have an amazing time as your brain lights up. If you haven’t registered yet, please do so now. We want you to be part of this great event.

Monday, November 18, 2013

Lean Startup Where You’d Least Expect It

Guest post by Lisa Regan, writer for The Lean Startup Conference.

We were excited by the response at last year’s Lean Startup Conference to Diane Tavenner’s eye-opening talk on her experience implementing Lean Startup methods at Summit Public Schools, the California charter for which she is CEO and co-founder. Diane’s work suggests that even educational organizations—notoriously bureaucratic and slow—can effectively implement Lean Startup methods. As part of our expanded program this year, we’re looking more deeply at the role Lean Startup methods can play in transforming education and other mission-driven organizations (more on the latter below). To introduce the themes of Lean Startup in education, we’ve invited Diane and Steven Hodas of the New York City Department of Education’s iZone, to a webcast conversation, Testing Lean Startup in Education; both will also be speakers at this year’s conference. Join them on November 21 at 9a PT, along with conference co-host Sarah Milstein. As always, the webcast is free with registration, and we’ll be holding live Q&A, so come with your questions.

For background, we invite you to watch Diane’s talk from last year’s Lean Startup Conference, where she discussed devising an ongoing, iterative development cycle for Summit’s math curriculum, which she reorganized around the principle of student self-designed learning. She and her staff have set a goal of 100% graduation rates from 4-year colleges for Summit students (only 24% of California students even finish high school with the necessary qualifications to attend college at all, let alone complete a degree). At this year’s conference, she’ll provide an update on that initiative.

Steven will be speaking at the conference for the first time this year. He heads the Markets initiative for the New York City Department of Education’s iZone, where he fosters demand for innovative solutions to challenges in education. We asked Steven to talk about his biggest success in implementing Lean Startup methods in the largest school district in the nation, operating with a $25 billion budget. Here’s what he had to say about the importance of community buy-in:

One of the things we’ve had consistent success with is a structured process for collecting and distilling the experience of those who live with the problem on which we’re working. They’re the target lead users of whatever product or process we develop.

We work with firms like IDEO, the Parsons DESIS Lab, and the Public Policy Lab to conduct what is basically ethnographic or field research. It’s not rocket science, but it is a particular skill-set and methodology for drawing out stories and then analyzing them for common threads and deeper or unstated implications.

We then formulate what we’ve learned into a problem definition, which we issue to our communities as a provocation, rather than specification. Depending on the specifics of the process we’re employing, we make the underlying research available to them as well, and bring the stakeholders in for user testing of the work as it’s being developed. This was key in both our GapApp Challenge and School Choice Design Charette. In the first, the target users were middle school math teachers and curriculum coaches. In the second, the audience was 8th-grade students and parents.

Clearly, this process helps put the ‘V’ in our MVP. But perhaps more important, it forces us (and by extension the solution providers) into an empathetic posture. It’s anecdotal in the best sense—small data that’s very rich—and because we took the time to ask and listen, increases the likelihood that they’ll invest more depth and persistence in trying what we offer, and provide more valuable feedback for the next iteration.

And about those failures…?

We haven't had any failures yet, but we've fallen most short (so far) in finding ways to get people—particularly in the central bureaucracy—to accept, let alone embrace, velocity. When you take the “quick” out of quick-and-dirty you just have “dirty.”

Steven and Diane will discuss their most successful, not to mention dirtiest, strategies on November 21 at 9a PT. Register to join us.

Our recent webcast, Lean Impact: Bringing Lean to Mission-Driven Orgs, touched on similar themes. Featuring 2013 Lean Startup Conference speakers Akash Trivedi of KivaZip and Christie George of New Media Ventures, it's a very good starting point for anyone in an organization dealing with potentially competing interests, limited resources, long development cycles, and a desire to create measurable change. Here are a few highlights of that conversation:

Christie, on identifying and knowing your customer: One of the biggest challenges in the social sector in general is around who the customer is. Customer development is such an important part of Lean methodology, and in the social sector there is a real difference between, say, the beneficiary of a service and the traditional customer, who may be paying, who's the donor. I feel passionately about us, as a sector, figuring out how to navigate this distinction. I don't have any easy answers. At root, most social entrepreneurs I know are in the social sector to create change in the world, and so who they care about and who they are really oriented toward is the beneficiary of the service or the product. There is a kind of complicated dynamic when the person that's paying for the service may actually care about a different thing. So the real starting point for me is the introduction of [Lean Startup] principles into the social sector, but into the philanthropic sector as well, so that folks who are considering contributions in this space actually understand that this methodology can yield better, more impactful solutions.

Akash, on the importance of not doing what doesn’t work: [Not] proving your hypothesis is not a failure. Not getting data is a failure. There have been plenty of examples that I've seen where I was really excited about an idea but where the data just proved otherwise. And actually if you put me on the spot, the things I'm most excited about on Zip are the things we decided not to do versus the things that we did to, because to me, as Christie said, when you're tackling some of these abstract fundamental problems that so many people are depending on, you don't have the luxury of getting it wrong. You need to come up with the most optimal, relevant solution, and I think the best way to do that is to cut out what doesn't work.

Christie, on getting buy-in in a hierarchical organizational structure: I've seen organizations do this really with examples. Everyone is susceptible to what other people are doing, and I've often found that if you're in a hierarchical institution the best way to do that is to kind of say, “Hey, look at this experiment that these guys ran over here.” In the social sector we're increasingly seeing more people be vocal about the things that worked and that didn't, and that's like any buy-in process, giving people examples of its working in other places is one way of actually getting buy in when you're otherwise just being stonewalled on the issue.

Akash, on metrics that help organizational learning:
This might be kind of controversial, but one of the metrics we're using is a proxy for impact, believe it or not, is Net Promoter Score. Net Promoter Score is a tool that for-profit companies like Apple, Google, will use to measure their brand strength. And while it's certainly not directly related to impact in some senses, when we think about impact as a nonprofit traditionally and as it pertains to Kiva, you think about the delta in income created, employment opportunities created, are you sending kids to school, all those sorts of things. But I think in a world where, as Christie mentioned, feedback loops are quite long, and in the world that we're navigating, which is quite abstract, and there are no comparables, knowing that our customers, both our trustees and our borrowers, are happy is actually a pretty good proxy for letting us know whether we're moving in the right direction.

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Register to join Steven and Diane for our free webcast on November 21. Join all four speakers at The Lean Startup Conference, December 9 – 11 in San Francisco. We sell tickets in blocks, and when one block sells out, the price goes up. Register today for the best price possible.


Thursday, November 14, 2013

Hands-on Lessons for Advanced Topics in Entrepreneurship

Guest post by Lisa Regan, writer for The Lean Startup Conference.

We’ve posted the full program for The Lean Startup Conference, and it includes more than three days of events for Gold pass holders and six days of events for VIP pass holders. We wanted to give you a rundown of what’s in store, along with particular insight into two of the workshops we’re most excited to have lined up for Gold and VIP attendees—one session with Jez Humble on implementing continuous delivery and one with Alistair Croll on Lean analytics for corporate entrepreneurs.

Here’s an overview of all the goodies:
  • During the day on December 8, VIP pass holders can attend Leancamp, a full-day unconference rich with chances to meet other people and talk through ideas.
  • On the evening of December 8, Ignite Lean Startup kicks off the conference. Each brave presenter gets five minutes and 20 slides—which advance automatically every 15 seconds. This event is open to everyone, but the venue is small, and VIP pass holders get guaranteed seating.
  • On December 9 and 10, dozens of talks, mentoring opportunities and new networking events comprise the main days of The Lean Startup Conference. VIP pass holders get priority seating for keynotes and invitations to private lunches.
  • On December 11—for VIP and Gold pass holders only—we’re holding a day of hands-on workshops with top Lean Startup experts and private startup site visits around San Francisco. The site visits include stops at Square (the payments startup founded by Twitter co-creator Jack Dorsey), WeWork Soma (an amazing co-working space) and Pivotal Labs (leaders in Lean and Agile consulting), along with one more super-interesting location we’ll announce shortly.
  • Starting on the evening of December 11 and running through December 13—for VIP pass holders only—we’re partnering with UP Global’s Startup Weekend to offer a two-day Lean Startup immersion program, specially designed to teach you how to put Lean Startup theory directly into practice. 
The December 11 workshops, open to all Gold and VIP pass holders, give you a special chance for hands-on learning with Lean Startup experts. These advanced entrepreneurship practice sessions are for people who want to dig in deep, and as part of our conference ticket, they’re an incredible deal.

We’ve structured the workshops around last year’s feedback, in which you suggested that you wanted more information about specific practices and contexts. Many workshops thus teach you to apply specific Lean Startup methods: creating experiments, interviewing customers, optimizing pricing, and innovation accounting. For example, Janice Fraser will run a workshop on Build, Measure, Learn in which she teaches experimentation, taking you through the entire process of designing an experiment, and then letting you learn in the field what actually works. Jonathan Irwin will lead a workshop on advanced interview skills, including the different kinds of customer interviews, how to develop questions, and how to apply the answers to an actual decision around a product. Justin Wilcox will teach you how to find the optimum price for a product without sacrificing conversions with methods like A/B testing, crowdfunding, “real customers,” and actual transactions. Ash Maurya will break down one of the most frequently asked-about and misunderstood elements of Lean Startup--innovation accounting. By the end of his workshop, you will know how to apply innovation accounting to truly track the progress of your product. And Don Reinertsen will teach you how to calculate and weigh the implications of Cost of Delay—the monetary value of a week of cycle time for experiments—information that will change the way your organization runs experiments.

We’ve also had many questions about the how-to of implementing Lean Startup at companies that are either mid-sized or large—not startups, but organizations that would like to harness startup energy to create a culture of experimentation. So, we’ve put together a set of workshops for teaching methods to bring Lean Startup to big companies. For instance, Brant Cooper will lead you through applying  Lean Startup in HR, IT and finance teams. Alistair Croll will lead a session on Lean analytics for intrapreneurs—from introducing never-before-seen case studies to tracking a product through its entire development and demonstrating which data and metrics are useful in what kinds of situations. Patrick Sheridan will lead a workshop on bringing mobile development to established companies, especially for execs and team leaders.

We want these workshops to be true hands-on laboratories, in which you (and your team) can get a complete training in a Lean Startup method, and leave feeling confident putting it into practice immediately. To demonstrate the kind of thing we have in mind, we spoke to Jez Humble, who will lead a workshop, Continuous Delivery: Deploy Safer, Learn Faster. Jez, who is a principal at ThoughtWorks, co-author of the Jolt Award-winning Continuous Delivery and the forthcoming Lean Enterprise, will address one of the thorniest areas of Lean Startup: how to reduce cycle times by constantly releasing updated software to customers and quickly responding to their feedback.  We asked him a few questions to learn about continuous delivery, why it’s useful, and what engineers and management need to do to implement it.

LSC: One of the biggest fears people have about a continuous deployment environment is that it introduces more risk to engineering. How do you address that?

People imagine that continuous deployment means taking the nasty, painful, risky deployment process that they are familiar with and doing it more frequently. That would indeed be madness, but fortunately, that’s not what’s being proposed.

Teams who practice continuous delivery do four things very differently. First, we design the software so that it’s easy to deploy it in an automated, push-button fashion (this can be done even with very complex systems, given sufficient thought). Second, we make sure it’s easy to detect and reject bad changes before they go live, using a deployment pipeline. Third, we make sure it’s easy to remediate any problems that do make it into production, using techniques such as dark launching, feature toggles, blue-green deployments, and canary releases. Thus we reduce the risk of deployments.

All this enables the fourth element—working in small batches. Continuous deployment means more frequent releases, but crucially, these are of much smaller changesets. This means it’s easier to find the change that caused the problem and easier to remediate it. Continuous deployment doesn’t mean doing a multi-hour release of several weeks’ worth of code multiple times a day. It means doing an automated, push-button release of a tiny amount of change multiple times a day.

LSC: Continuous delivery involves a set of frameworks that you can put in place over time. Which are the most important pieces, and which can you delay? Or, how would a company decide in what order to introduce them?

Which to implement and the order you choose depends on where you’re starting. For example, in an enterprise context, moving to continuous delivery can mean making significant architectural changes and changing the culture of development, testing, and operations teams. Needless to say, this is a slow and complex process.

The key is to find ways to achieve measurable improvement quickly and then iterate. Working towards a smoother, lower-risk and more frequent deployment process is part of continuous improvement. You’re never “done,” because as systems grow and change you’ll need to continue to ensure that your test and deployment framework stays fast and maintainable, that architectural decisions support the testability and deployability of your systems, and that the people growing and running these systems collaborate effectively.

Often the biggest problem is building up trust between the developers and the people who deploy and operate the systems. This requires that developers take responsibility for the deployability and operability of the systems they build, seeking out and acting on feedback by—for example—going on rotation for pager duty. It’s incumbent on devs to make sure their code is well-tested and easy to deploy before asking ops to deploy it more frequently. Equally, ops needs to support dev by making sure they have sufficient access to production-like testing environments.

In many cases the best place to start is having devs work off mainline in version control and practice continuous integration—working in small batches off trunk and ensuring all changes pass automated tests—to make sure their code is always in a known good state.

LSC: What kind of team structure do you recommend for companies using continuous delivery? And what, if anything, should managers do differently to get the most out of this approach?


As Mike Rother points out in Toyota Kata, what’s decisive is not the organizational structure but the mindset of the people in the organization. For continuous delivery to work, everybody has to take responsibility for the customer experience. It can’t work if developers have the attitude that they’re done once their code works on their machine and it’s checked into version control. If there’s a problem in production, developers need to own it.

Admittedly, organizational silos contribute to a lack of ownership, because they abstract people away from the consequences of their actions. Thus it’s important to create and establish fast feedback loops so we can measure the effects of our changes. We need to be able to answer questions like: “Did the change I made degrade performance?” or “Did the feature I just built actually increase revenue?” Continuous deployment makes a huge difference because when you work in small batches it becomes much easier to discern cause and effect. Fortunately, that is enormously empowering—nobody who’s actually experienced continuous deployment wants to go back to the old way of doing things.

Managers—like everyone in the organization—need to do a lot of things differently. We need to stop talking about requirements and start thinking in terms of running experiments to test our hypotheses about what users might find valuable. That’s a huge—and often challenging—change for product people. On the engineering side, we need to stop optimizing for cost and utilization and start focusing on cycle time instead. In operations, we need to think about stability in terms of time to restore service rather than time between failures.

Most important, we need to understand that it’s OK to fail. Instead of trying to find out who to blame when things go wrong, we need to understand that complex systems inevitably drift into failure. Trying to remove risk inevitably kills innovation, and creates an environment in which nobody is interested in trying to improve things in case they get blamed when something goes wrong. That is one of the biggest problems in enterprises.

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During our recent webcast on Lean analytics with Alistair Croll and Ben Yoskovitz, co-authors of Lean Analytics, they discussed some of the topics Alistair will cover in his December 11 conference workshop. Here are a couple of highlights:

Alistair, on the fact that every company can experiment and measure results: I’ll give you two examples, a big one and one very small. I have a coffee shop down the street that has tip jars out, and they put out a question, and they look at which one got the most tips. And it is great for their tips, and they can ask people, which of these two products would you like us to serve? That’s a survey, right? And then at the other end of the spectrum you have Walmart, and Walmart has this campaign called Get On the Shelf, where people nominate products, and then Walmart has votes and tests them and it’s essentially a Kickstarter for shelf space at Walmart. Both of those are forms of experimentation. Once upon a time in the 1950s, the average lifespan of a company on the S&P 500 was 58 years, I think, and in 2013, it’s down to about 13 years. People say startups have nothing to lose, but big companies have everything to lose. So I think there is a recognition that we need to start disrupting more and running more experiments, taking more risks, focusing on learning and framing new products as a way of finding things out, chasing the data instead of just accepting it.

Alistair, on the difference between a chase-that-data method and a cover-your-ass approach to analytics: We talked to Jana Eggers, who helped set up the innovation lab at Intuit and also was at Spreadshirt and Blackbaud. And she told us that at Spreadshirt, they use the Net Promoter score as a measurement of satisfaction, and they track it by country and region. One day, they saw that Norway just fell off the map. So most companies would go: “Oh, I guess Norwegians just don’t like T-shirts,” and they leave it at that. Jana’s whole thing was, “We’re going to chase that down and find what the story is.” So they called the Norwegian customs office, and they found that Norway a week before had consolidated all of its post offices. And as a result of that, customs support had gone down. By contacting customs in Norway, they were able to work out how to label things to actually get them delivered a little faster. So one of the problems that a lot of people mention is that companies are data-obsessed—but they are not chasing the data. They look at the data as a way of covering their butts, you know, “We’re tracking that data,’ so it’s more of a cover-your-ass methodology, and the reality is you need to chase data.

Ben, on introducing Lean analytics to a big company: The example I think about is Comcast. I was asking how they got Lean into the company, and the answer was: “We just started.” If somebody comes to you with a project, you have to do the project, and you have to budget the project. But instead of saying: “Let’s plan this whole thing out and build the whole thing before we realize if anyone wants it or not,” step one is: “Let’s go talk to customers.” And it wasn’t making a big deal out of it, it wasn’t saying, “We need to change everything in our company.” It wasn’t looking at what these cool startups are doing so we’re going to go apply that into our business, it wasn’t anything along those lines. It was simply: “Oh, we can’t fail if we just talk to customers. Let’s just see what happens.” And then everyone said: “I guess this is the process we’re applying to this project,” and they were set to go. You can sneak Lean Startup or sneak Lean analytics or a combination of both by just starting as simply as possible.

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