lean startups in japanese companies takashi tsutsumi_masato_iino

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Lean Startup @Enterprise in Japan

Lean Startup @Enterprise in JapanLEAN STARTUP CONFERENCE 2015TAKASHI TSUTSUMIMASATO IINO

We talk about our story to introduceLean Startup into Japan enterprise

Characteristics of Japan EnterprisesTechnology CentricQualityObsessionWeak LeadershipNOTE: The photos here are NOT related to our views described in this presentation.

3

Japan = Mother of Lean Manufacturing

Conventional Assembly LineSingle Skilled Workers Efficient in Mass-ProductionConveyor Belt

Just-In-Time Manufacturing(a.k.a. Lean Manufacturing)

A Group of Multi-Skilled Workers Flexible in Small Lot Production Production Cell

Conventional Assembly LineConveyor Belt

Just-In-Time Manufacturing(a.k.a. Lean Manufacturing)

Production Cell

Lean Manufacturing to Lean Startup

Conventional Execution

Lean Startup

Vertically Divided OrganizationLean AccelerationCellManufacturing

New Business Creation

Lean Manufacturing to Lean Startup

Conventional Assembly LineConveyor Belt

Just-In-Time Manufacturing(a.k.a. Lean Manufacturing)

Production Cell

Conventional ExecutionVertically Divided Organization

Not Quite There!

Challenge for Lean Startup @EnterpriseTechnology Centric

QualityObsession

Weak Leadership Mother of Lean Manufacturing is NOT necessarily good at eliminating a waste of new business creation ;-(

Neglecting Customers

Silo Mentality

Reluctance for Change

Procedure Maniac

No Customer Interviews

Lack of Total Optimization

Lean Startup Non-forcible

Lack of Flexibility

Innovation Accounting

Cell Production

Special District Approach

TraitPhenomenaChallengeSolution

Enterprise Bottleneck = MVPsales

Quality

Legal

Brands

Never touch the sensitive relationship!Dont even think about selling products without quality tests! Compliance. Product Liability. Recall. What can U do???No way to sell stuff potentially damaging our brands!!Design

Soft-ware

Production

HR

Need enough time to scrutinize the design and UI, say, 1 year?Well need enough detail to allocate resource. Agile? No!Cost/Quality/Delivery management with mass production is our rule.You cant allocate more than 20% of your time for new Business Creation.

Spilling Out from HQ to Divisions

Top management sponsored LEAN zone within HQChange entire organization by strong top-down leadership Setup a limited LEAN Special District in an organizationVS.

Step1: Start from Lean Special DistrictLean Startup Accelerator Department reporting to CEO committing to ship MVPLSAD to be detached from existing BUsNew Product New Market in Ansof MatrixIntroduced for Innovation AccountingLean Startup Non-Forcible

Innovation AccountingHow many customers did you talk to?Who are your early adaptors?What did you learn? Any validated learning?Did you build & test business model?Scalable?Do you have entry barriers incorporated into business model?Did you figure out the metrics that matters?No Customer Interviews

Early Success in Cloud Funding happened

Step2: Involve Early Adaptors from Defense DepartmentsLSADs small success case attracts early adaptors in Defense DepartmentsQuality Assurance, Branding, Legal, AccountingTrain them on Lean Startup Training ProgramThe professionals from defense departments were forced to talk to early adaptors(EA) and then understood how EA think and behave.

LSAD and Early adaptors in defense department created Lean Enterprise Cell for Lean Startup

Step3: Lean Enterprise Cell

Delegated Small Unit in LSAD supported by Lean Defense Team No Total OptimizationNo Flexibility

LSAD

Lean Enterprise CellMinimum ViableLegal/AccountingMinimum ViableBrandingMinimum ViableQualityMore Success CasesLean Enterprise Cell for Minimum Viable Philosophy

Step4: Spill Over to Existing BU Some more success attracted Existing BU for LeanTrain them by Lean Startup TrainingExpecting More New Business Creations On Lean Manner At Many Existing BUs

Top management sponsored LEAN zone within HQChange entire organization by strong top-down leadership Setup a limited LEAN District with in an organizationVS.Step4: Spill Over to Existing BU

Lean Intra-preneursPotential Lean Intra-preneurs

Reserve Intra-preneursyouthdebates.orgElementary Training on Lean Startup

BMC onlyLean Number PlanningPitch Training

Step4: Spill Over to Existing BU

End of Presentation Help us improving our program!Join us by the bar where we offer a very good Japanese Sake!;-)

Contact:Learning Entrepreneurs LabTAKASHI TSUTSUMIMASATO IINOemail: info@le-lab.jpWeb: http://le-lab.jp