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Entrepreneurship Northwest - Accelerating ideas into reality - Open 2011
 

Entrepreneurship Northwest - Accelerating ideas into reality - Open 2011

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    Entrepreneurship Northwest - Accelerating ideas into reality - Open 2011 Entrepreneurship Northwest - Accelerating ideas into reality - Open 2011 Presentation Transcript

    • Bildungs-Brandstifter: A Primer
      • Incendario educativo?
      • Pyromane éducation
      • Yeats? Plutarch?
      • Hudnut!
    • Obligatory title slide ;)
      • Accelerating Ideas into Reality:
      • The most (?) important lessons of the “lean startup phenomenon
      • Norris Krueger, PhD, B-B.
        • Entrepreneurship Northwest
        • External Fellow, Max Planck Institute
    • Action into Thought?
      • Two key objectives in this short window
        • #1: If learning is cognitive change, what exactly does that mean? And how does it happen? How can we accelerate it?
        • #2: A primer on the Lean Startup Cult, er, Model & how it encourages entrepreneurial thinking
    • Moving from novice toward expert
      • Intent... or Informed Intent
      • Incremental versus Transformational
      • So how do we do it?
    • Key Tenets of Transformative Learning
      • Book Throwing
        • Constructivist versus Behaviorist
      • Neuro-entrepreneurship? *
        • Neuroplasticity
        • Emotions
        • Deep beliefs (Neo, take the...)
      • Centrality of Action
      • * http://www.slideshare.net/norriskrueger/icsb-2010-neuroentrepreneurship
    • Accelerating Learning
      • Problem-Based Learning (“authentic” questions)
      • Two overlapping themes -we have heard much about this conference!
      • IMMERSION – Action before thinking
      • MENTORING – Learn the right lessons
        • Expert mentors
        • Peer mentors
    • LEAN Startups: a primer L earn E ntrepreneurial A gility N ow!
    • the “Lean” movement
      • … just a few key names:
      • Eric Ries
      • Steve Blank
      • Dave McClure and other cool cats
      • … BUT… Is this really that new?
      • Isn’t this what smart entrepreneurs ALREADY do? How smart entrepreneurs ALREADY think?
    • What is a “Startup”..really?
      • A startup is simply the vehicle for figuring out a sustainable, repeatable, scalable business model
      • This is no time for a business plan… takes very different planning (and thinking)
      • Finding your Scalable Business Model:
        • Test each critical assumption in your model
        • Measure (qual & quant) ruthlessly
        • “ Pivot” quickly
        • Iterate
    • A few quick thoughts…
      • “ Lean” doesn’t mean cheap.. It means FAST
      • “ Lean” could just as easily be called “Learn”!
      • WHEN to be Lean?
      • Extreme uncertainty
      • Significant ambiguity (Type III errors)
      • Startups – scalable startups
      • Social / Sustainable / BOTP
      • New Product Development
    • The Process
      • from Steve Blank: The search (SBM) we can call “Customer Development”
      • Implementing SBM = “Agile Development”
    • Minimize TOTAL time through the loop LEARN BUILD MEASURE IDEAS CODE DATA Source: Eric Ries, The Lean Startup
    • Build  Measure  Learn
          • BUILD: Identify & Test
      • Minimum Feature Set
      • Minimum Viable Product (MVP)
          • MEASURE:
      • Find out what customers love… and especially hate (Kathy Sierra vs Dave McClure)
      • LISTEN! (to your metrics & your customers)
          • LEARN :
      • Pivot quickly & decisively
      • “ Failing fast” is also a misnomer – “fail FORWARD” which means…
      • Better your assumptions fail… than your biz
      • Disrupts the “Inventor Mentality” -
        • forces attention on Value (benefits>>features)
      • Build  Test/Measure  Learn (  L,R,R)
      • Get Out of the *%^$#@ Building!
    • What’s a Business Model?
      • Three key questions to answer – identify all key assumptions for each:
        • 1) Value Proposition
        • 2) Value Delivery
        • 3) Value Capture
    •  
    • Implications for us?
      • “ Lean” epitomizes entrepreneurial mindset
        • [Entrepreneurial thinking opposite of BT:
        • Assume & embrace uncertainty & ambiguity!]
      • Mindset focuses on:
        • Benefits, not features… (not ‘inventors syndrome’)
        • Value proposition & value delivery co-evolve
        • Customer, et al. as true partner
      • Iterative, Co-Evolving Process
        • Not exactly a stage-gate (eg, early Goldsmith)
        • BUT... WAIT! (expert mentoring)
    • More implications…
      • New insights into expert entrepreneurial mindset ( needed by mentors, ecosytem)
      • Experiential = Essential (>>hands-on)
      • Problem-Based Learning
      • Incubating   Immersion
        • Startup Weekend
        • AND????
      • Counseling   Mentoring
        • TechStars, Accelerators (Y-Combinator)
    • Still more implications…
      • Why business plan contests underachieve..
      • Biz MODEL competition (Nathan Furr, BYU)
      • UT-Austin's Idea to Product – national & global [www.IdeaToProduct.org]
      • Celebrate & Educate!
    • for more info…
      • The 'Lean' Gurus & Key Links :
      • Eric Ries (@ericries, www.startuplessonslearned.com )
      • Steve Blank (@sgblank, www.steveblank.com )
      • Alex Osterwalder (@business_design)
      • WATCH ME!! http://goo.gl/DyqRv
      • www.StartupWeekend.org
      • www.TechStars.org
      • Www.gewusa.org ; www.unleashingideas.org
      • Www.ideatoproduct.org (Idea to Product)
    • for more info…
      • Key Dates?
      • Lean : May 23, 2011 – SLL 2011 (likely simulcast)
        • Www.sllconf.org [tons of slides & videos)
      • + BYU's contest (early 2012?)
      • SW : Startup Weekends
      • I2P: (Steve?)
      • GEW : Mid/late November 2012
      • Or... just ping me
      • Norris Krueger (@entrep_thinking,
      • n [email_address] )
    • Get Out of the *%^$#@ Building!
      • Form pairs
      • Group into sets of four pairs, numbered 1-4.
      • #1 is the Brilliant Entrepreneur
      • #2-##14 are Demanding Customers/Clients
      • #1 specifies a product/service then makes plausible assumption in each category then...
      • In turn, asks #2, #3, #4 for feedback
      • “ Customers” give plausible but DISconfirming feedback
      • #1 pivots