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The Lean Process

1. Ideation and landscape analysis

With your target constituents in mind–or better yet, with your constituents in the room–generate ideas for programs and solutions that you think might solve their problems or help them achieve their aspirations. Then, research who else is doing something similar.

2. Constituent discovery

Get out of your office, put your ideas in front of your constituents, and and listen to the people you hope to serve. Done well, constituent discovery will bring to light ideas that you hadn’t considered, and those ideas in turn should lead you back to the ideation phase.

3. Build


If you’ve got an idea that people are excited about, build a minimum viable product — MVP. This could be a small-scale version of your program or service or a “paper MVP”—a lean tool that could be in the form of a simple flyer about a not-yet-built program, or a basic online sign-up page for a prospective service.

4. Test

Roll out your MVP to a group of constituents and collect data on how they react to it. Focus on metrics that validate (or invalidate) your riskiest hypotheses about your idea and avoid focusing on vanity metrics (metrics that might make you feel good but don’t actually help you validate or invalidate your idea).

5. Respond

Analyze the results of your test. If your data show that you have a flop on your hands, hit the reset button and begin the experimentation process again before investing more resources in your idea — this is known as a pivot. If your data show promise, use feedback from the test to build a better iteration of your idea. Then test that version of the idea, and continue iterating and testing the idea until you have verified that it will deliver its intended value.

6. Scale Up

Once you have validated that your idea works through lean testing, use the data that you have gathered during the constituent discovery and testing phases to get buy-in from your board, staff, and funders for program expansion.