Running Lean

Slide 3: What’s broken (the problem) This is where you introduce the existing alternatives and outline why they aren’t fit to adapt to this triggering event. Your job here is to break the existing alternatives as viable solutions. Slide 4: The fix (your solution) You now introduce your innovative idea and describe how you address the problem differ

way of doing things that challenges their familiar old way. I label this resistance to adopting the new way as FRICTION in

(Lean Canvas)

“You start seeing patterns between 5–10 interviews, but it’s better to overcompensate a bit to ensure you’re not prematurely drawing conclusions. When you can start predicting what people are going to say before they say it, that’s when you know you’re done. I’ve found it takes about 20 interviews to get to that.”

Answer what, who, and why A good UVP needs to clearly describe what your product is for and who it’s for. The “why” is often hard to fit into the same statement, so a sub-headline is often used for this. Here’s an example: Product: Lean Canvas Headline: Communicate Your Idea Clearly and Concisely to Key Stakeholders. Sub-headline: A Lean Canvas rep

A key difference of his validation strategy from Steve’s is that he prioritizes testing what’s riskiest versus what’s easiest in his business model.

We then set up some two dozen customer interviews to validate our customer and problem assumptions. Once we did that, defining the solution was a piece of cake. But even then, we didn’t rush to build out an MVP. We built a demo instead and assembled an offer that we delivered to prospects over many more interviews. Only when we got enough customers

“I’m sure they were, but those are exactly the kind of risks that investors love to get involved with—scaling risks versus starting risks. The initial challenge for any product is solving for demand. Once you can generate sufficient demand, the supply side is usually solvable too.”

Love the problem, not your solution.