Lean Start-up Or Design Thinking (i) (IT Toolbox Blogs)

In “Design thinking vs the lean startup: which one should you use?  Graham van der Made, editor of Ventureburn, the “Start up news for investment markets“, discusses the design thinking and the lean startup methods.

 

continuing from

Lean Start-up or Design Thinking

 

In an enterprise startup case, the whole human experience related to the product could be of course investigated upfront. In reality though, this could be prohibitively expensive and time consuming. Hence, an iterative cycle  that combines both approaches would look as follows:

 

1. Research the human need and market to establish the “desirability, feasibility, and viability” of the product and the projected Sales.

It is a necessary precaution any company should take, startup or not.

To repeat, the debated methods emphasise a New Product Development rather than a Startup creation process. 

This phase inestigates the demand for the product, and it is a necessary prerequisite for attracting investment.

 

2. A Business Case (as part of the Startup plan), is produced as a result of the first stage so that stakeholders may proceed with the investment.

The work has to establish the channels and the resources, the manufacturing and sitribution options so that the Business Model is viable.

In truth, the product market research is neither part of  Design Thinking nor of the Lean Startup approaches.

 

3. A simple prototype may be build now .

A prototype is not a “minimal” product though which would require investment in the design and making of the tools and manufacturing line which cost a lot more.

 

4. Then partnerships are thought for production. The process proceeds with the Design and Make of the Tooling and Manufacturing line  

Production may start with a minimal product and a small series to test the waters.

 

5. Production and Sales take place now. Depending on sales and feedback, further product developments are roadmapped. the product may be changed accoprding to market feedback. 

 

6. Further enterprise and product developments take place in cautious iterations

 

The entrepreneur and its stakeholders must decide which steps should take depending of the degree of uncertainty, novelty and complexity of the product.

But do not forget that the enterprise is designed at this svery time in order to produce, sale and in general manage the product delivery.

 

See also

What is the Design Thinking relation to Enterprise Architecture

The Enterprise Architecture and Debt, Design Thinking and Digital evolution (iv)

The relation between Design Thinking and Enterprise Architecture

 

EA material

 

 



Adrian Grigoriu is an executive consultant in Enterprise Architecture now living in Sydney, Australia. Shortlisted for the Computer Weekly IT Industry blogger of the year 2011. Former Head of Architecture and EA at OFCOM, the Agency providing regulation to frequency spectrum utilization and broadcasting industry in the United Kingdom. Previously Chief Architect of TMForum, the standards organization providing Frameworx, the Integrated Business Architecture framework for the telecommunications and digital media industries. Adrian also is an Executive Enterprise Strategy and Architecture Consultant and author of “An Enterprise Architecture Development Framework” book available on

Amazon

and

Kindle

at

Trafford

and elsewhere. Reviews of the book are available from

BPTrends

and

the Angry Architect

.

Here

is a short Enterprise Architecture animated slideshow summarising his view. Adrian also offers an EA and business architecture training course on-demand, based on the book. You may get in touch at grigoriu@hotmail.co.uk. His

website

.

 
Design Thinking
 
Lean Startup
 
enterprise architecture
 
ventureburn
 
startup

Source: SANS ISC SecNewsFeed @ May 4, 2017 at 05:12AM

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