Eric Ries sllconf keynote: state of the lean startup movementEric Ries
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Presentation by Eric Ries to kick off the 2011 Startup Lessons Learned conference #sllconf. Livestream here: http://www.justin.tv/startuplessonslearned
Eric Ries sllconf keynote: state of the lean startup movementEric Ries
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Presentation by Eric Ries to kick off the 2011 Startup Lessons Learned conference #sllconf. Livestream here: http://www.justin.tv/startuplessonslearned
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
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Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
Review of the book 'The Lean Startup' by Eric Ries. Entrepreneurs can use these concepts in a variety of businesses both new and old. Great group conversation to explore how a variety of people can use the methodology.
The whys, hows and whats of lean startup. 2 years of learning condensed into a 2-hour class.
Watch the recording of this talk at https://youtu.be/Un9O4mpR5k0
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
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Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
Review of the book 'The Lean Startup' by Eric Ries. Entrepreneurs can use these concepts in a variety of businesses both new and old. Great group conversation to explore how a variety of people can use the methodology.
The whys, hows and whats of lean startup. 2 years of learning condensed into a 2-hour class.
Watch the recording of this talk at https://youtu.be/Un9O4mpR5k0
Designing spatial experiences workshop
Facilitated by
Abhimanyu Kulkarni
Creative Director
Philips Design, India
and
Rahul Pradhan
Senior Art Director
Philips Design, India
Facilitated by
Alexandra Health System team, Singapore
led by Tan Liren
Industrial Designer
and
Ministry of Manpower, Singapore
led by Teo Ya Chih
Senior Manager
Creating a simple and well articulated startup vision statement is harder than it seems but a necessary step to clarity. This slide deck steps you through the process and leads you to the development of a elevator pitch you can share with customer prospects and investors.
A Strategic Framework for Value-Driven Product Positioning. At the heart of any successful business is creating value for others. The Value Creation Plane is a product planning tool that illustrates the spectrum of value creation that you may want to consider when designing your product and positioning it within the market.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
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Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
7 Key Questions to Ask Your Prospective Tech AgencyKoombea
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How’s your tech/web/mobile agency search going? You decided you need a dev shop, but what are the right questions to ask them?
At Koombea we want you to be prepared. And we are happy to help you figure out which agency is best for you—even if it’s not us.
When talking to prospective tech agencies, use these helpful 7 questions to filter your options.
Uniting product development, business strategy, and agile software practices.
Covers thinking about product development wholistically from a customer-first perspective. Suggests good principles for established companies and boostrappers.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
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According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
2. Entrepreneurship = Awesome It is the best time in the history of the world to be an entrepreneur Costs are falling in all industries Barriers are being destroyed Disruption and chaos are everywhere
3. Why build a startup? Only entrepreneurship combines these three elements Change the world Build an organization of lasting value Make customers’ lives better
52. Myth #1 Myth Lean means cheap. Lean startups try to spend as little money as possible. Truth The Lean Startup method is not about cost, it is about speed.
53. Myth #2 Myth The Lean Startup is only for Web 2.0/internet/consumer software companies. Truth The Lean Startup applies to all companies that face uncertainty about what customers will want.
54. Myth #3 Myth Lean Startups are small bootstrapped startups. Truth Lean Startups are ambitious and are able to deploy large amounts of capital.
55. Myth #4 Myth Lean Startups replace vision with dataor customer feedback. Truth Lean Startups are driven by a compelling vision, and are rigorous about testing each element of this vision
97. Has to be simple enough for everyone to use and understand it
98. Make creating a split-test no more than one line of code:if( setup_experiment(...) == "control" ) { // do it the old way } else { // do it the new way }
133. From vision to MVP The goal of customer development is to find a market for the product as currently specified Have a strong vision, be prepared to learn whether it makes sense Feedback from customers tells you about them not you No focus groups
134. Major Sources of Waste Building something nobody wants Adding features early adopters don’t need AKA adding features that don’t validate/refute current hypothesis Arguing about product priorities Flip-flopping between plans (iterating in a circle) (these are in order of costliness)
135. Problem team, Solution team Problem team: working on customer discovery Solution team: working on Minimum Viable Product (MVP) Both teams are cross-functional Commitment from solution team leader to be personally involved with customer discovery Metrics are people, too
136. Today’s Agenda Develop deep customer insight: problem presentation, “day in the life” Translate that insight into actionable per-user metrics Build a model of how those metrics lead to massive success Establish a baseline measurement using a minimum viable product … and then move to Customer Validation
137. Deep Customer Insight (Problem) Get out of the building and meet real and potential customers Figure out what problems they have Where does your problem rank on the hierarchy of pain? Figure out the how, what, where, and why of customers using a product like yours How do they describe the category, problem, and competitors – learn their language Learn to tell an early adopter from a mainstream customer
138. Deep Customer Insight (Solution) Learn how to describe your solution to potential customers Find out if they agree it solves the problem, assuming it works “by magic” Discover barriers to adoption (would they start using a magic product right away?) Offer to pre-order to discover barriers to actual purchase (and to qualify early adopters)
139. Customer Archetype Succinct description of insights Designed to be actionable for whole team If more than one, pick one target Rule: always build for the target archetype without humiliating any other archetype Big savings: avoid building features outside archetype description
140. Actionable Metrics Assume everything you learned in discovery is true – how would you know? Use customer insight to plot out the specific funnel for your customers: how they find out about your product how they acquire/try/adopt it how they pay for it how they engage over time Establish per-customer metrics for this funnel Most important: How do you know you’re making the product better?
141. Gross metrics don’t work Why not focus on gross revenue, profit, or growth rate? Impossible to predict Keeps team working on high-ROI activities, but innovation tends to be low-ROI (at first) Focus on gross numbers tends to erode differentiation (as everyone does the same “obvious” stuff)
142.
143.
144. Engine of Growth The goal of actionable metrics is to establish a working and growing business model Need to understand the “ecosystem” of your business at the per-customer level, and make sure it’s value-creating Marginal revenue > marginal cost High volume, low margin Low volume, high margin Need to understand how this ecosystem supports one of three drivers of growth: Paid (CPA < LTV) Viral (Viral coefficient > 1) Sticky (customer retention extremely high)
145. Build the model Create the usual spreadsheet model of your business, but Focus on inputs instead of outputs Come up with reasonable assumptions, and make sure that the outputs are sufficient Recognize that the model will probably change, so relationships are more important than specific numbers
146. Establish a baseline Minimum viable product: that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort. Each input in the model represents one key hypothesis about the business Use the MVP to measure each input. Eliminate any features that do not pertain to one of the key inputs. Work on the riskiest hypotheses first
147. Baseline Once you have baseline numbers for your business, you are ready for customer validation Probably, the numbers will look terrible – that’s OK Figure out what the deltas are between baseline and a good outcome Figure out which numbers are movable and which are fixed
148. Customer Validation Once you have a MVP, become more dynamic Shift from one-time activities to continuous flow, measured by validated learning As you learn, you will be able to influence the actual customer behavior in your model
149. Validated Learning It’s as important to know why a metric changed as to be able to show change Growth in gross metrics is always ambiguous, too many external factors Key validation techniques: Revenue per customer Cohort analysis Split-testing
150. BOD accountability Use validated learning to demonstrate shared sense of progress among: Founders Board of directors Investors/outside stakeholders Each baseline step is progress After baseline, each pivot is progress
151. Team accountability Charter semi-autonomous cross-functional teams, starting with just one solution team Select a mutually-agreed goal Team agrees to hit the goal or die trying Team has representatives from all functions Owns product, marketing, deployment decisions At the end of a cycle, team can achieve success by: Hitting the actionable-metric target Demonstrating deep learning about what went wrong Over multiple cycles, must show this learning is improving chances of hitting targets
152. Pivot When customer validation fails, it’s time to pivot Most pivots originate in the solution team: they cannot find a way to make the current hypothesis work. Can’t hit actionable targets Don’t improve on those targets over time Each team must bring key data to a pivot meeting: Solution team must have data about what’s not working Problem team must have evidence for a next hypothesis Both teams must have spent time with current customers Pivot: keep most of the business model the same, change one key part at a time
153. Types of pivots Customer need pivot: same customer segment, different need/problem Customer segment pivot: same problem, different segment Business architecture pivot: ie from enterprise to consumer Zoom-in feature pivot: remove features to focus on just one key feature Zoom-out feature pivot: add features to become more of a holistic solution Technology pivot: solve same problem but with different technology stack Channel pivot: same problem, same solution, different path to customers Platform pivot: open up an application to third-parties to become a platform (or vice-versa)
154. Today Develop deep customer insight: problem presentation, “day in the life” Translate that insight into actionable per-user metrics Build a model of how those metrics lead to massive success Establish a baseline measurement using a minimum viable product
Editor's Notes
I’m not leaving you, I’m pivoting to another man
Truth: The Lean Startup method is not about cost, it is about speed. Lean Startups waste less money, because they use a disciplined approach to testing new products and ideas. Lean, when used in the context of lean startup, refers to a process of building companies and products using lean manufacturing principles applied to innovation. That process involves rapid hypothesis testing, validated learning about customers, and a disciplined approach to product development.
Truth: The Lean Startup methodology applies to all companies that face uncertainty about what customers will want. This is true regardless of industry or even scale of company: many large companies depend on their ability to create disruptive innovation. Those general managers are entrepreneurs, too. And they can benefit from the speed and discipline of starting with a minimum viable product and then learning and iterating continuously.
Truth: There’s nothing wrong with raising venture capital. Many lean startups are ambitious and are able to deploy large amounts of capital. What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated. Because lean startups focus on validating their riskiest assumptions first, they sometimes charge money for their product from day one – but not always.
Truth: Lean Startups are driven by a compelling vision, and they are rigorous about testing each element of this vision against reality. They use customer development, split-testing, and actionable analytics as vehicles for learning about how to make their vision successful. But they do not blindly do what customers tell them, nor do they mechanically attempt to optimize numbers. Along the way, they pivot away from the elements of the vision that are delusional and double-down on the elements that show promise.