The document provides an overview of starting a business using lean startup methodology. It discusses that when starting a business, entrepreneurs should build the smallest product or service that can test assumptions and provide learning, rather than spending a long time planning or developing a large initial product. This minimum viable product approach helps reduce risk and waste by starting small and using business metrics and experiments to rapidly iterate the business model based on what is learned. The document recommends entrepreneurs focus on metrics related to the value and growth engines of the business to guide product pivots and determine if the business model is working well enough to sustain the venture.
On Feb 22, 2018 I ran an IdeaLab session for 300 high school students in Mumbai as part of the TiE Global Summit. IdeaLab is a fun, fast-paced activity where you develop a great idea in about an hour. IdeaLab is the first group activity for TiE Young Entrepreneurs, an invention education program.
The document discusses the importance of considering the human side of design. It emphasizes eliminating confusion in a user's thought process by making products effective, learnable, efficient, memorable, prevent errors and satisfying. Designs should be usable, useful, desirable, accessible, credible and findable. Factoring the human perspective early in the design process through testing, understanding users and iterating improves usability and prevents people from abandoning the design. The overall message is to design for real people by adapting the design to people rather than forcing people to adapt to the design.
The 8 deadly sins of 48hr innovation challenges copyMatt Currie
The document outlines 8 "deadly sins" to avoid when participating in a 48-hour innovation challenge. These include: 1) Lacking fun and play, which hinders creativity; 2) Not making ideas tangible by prototyping or building; 3) Limited collaboration that restricts diverse perspectives; 4) Having no customer input, risking ideas with no real value; 5) Excessive talking over doing and making; 6) Focusing on a single idea too quickly rather than exploring various options; 7) Over-emphasizing technology rather than user needs; and 8) Being too attached to the status quo rather than trying new ideas. The document recommends embracing play, collaboration, customer feedback, prototyping ideas
The document provides tips for effectively presenting ideas and work. It emphasizes that presentation is important because poorly presented work is often rejected, which is costly and hurts client relationships. Well-presented work gets approved and builds trust. The tips include knowing your audience, distilling ideas down to the essentials, having a clear purpose, confidently revealing the big idea, defending ideas with the thinking already presented, and ending strongly. Presenting is about what the audience hears, so explanations are important.
The document summarizes the Bēhance 99% Conference that took place in May 2012. It provides summaries of talks given by various speakers on topics related to design, creativity, innovation, and entrepreneurship. Key points emphasized include the importance of prototyping, testing ideas early, embracing failure, and focusing on execution over just idea generation. Overall, the conference seemed to aim to provide inspiration and practical advice for shifting the focus from coming up with ideas to implementing and developing them.
The document discusses innovation and overcoming roadblocks to innovation. It identifies universal, group, and individual roadblocks such as human nature, culture, and personality. Some key roadblocks discussed are fear of change, failure, and inadequacy. The document provides techniques to promote innovation such as keeping a journal, solving opposite problems, finding a creative environment, and doing something fun to shift perspective. The overall message is that innovation requires removing fears and adapting to changes in order to evolve.
On Feb 22, 2018 I ran an IdeaLab session for 300 high school students in Mumbai as part of the TiE Global Summit. IdeaLab is a fun, fast-paced activity where you develop a great idea in about an hour. IdeaLab is the first group activity for TiE Young Entrepreneurs, an invention education program.
The document discusses the importance of considering the human side of design. It emphasizes eliminating confusion in a user's thought process by making products effective, learnable, efficient, memorable, prevent errors and satisfying. Designs should be usable, useful, desirable, accessible, credible and findable. Factoring the human perspective early in the design process through testing, understanding users and iterating improves usability and prevents people from abandoning the design. The overall message is to design for real people by adapting the design to people rather than forcing people to adapt to the design.
The 8 deadly sins of 48hr innovation challenges copyMatt Currie
The document outlines 8 "deadly sins" to avoid when participating in a 48-hour innovation challenge. These include: 1) Lacking fun and play, which hinders creativity; 2) Not making ideas tangible by prototyping or building; 3) Limited collaboration that restricts diverse perspectives; 4) Having no customer input, risking ideas with no real value; 5) Excessive talking over doing and making; 6) Focusing on a single idea too quickly rather than exploring various options; 7) Over-emphasizing technology rather than user needs; and 8) Being too attached to the status quo rather than trying new ideas. The document recommends embracing play, collaboration, customer feedback, prototyping ideas
The document provides tips for effectively presenting ideas and work. It emphasizes that presentation is important because poorly presented work is often rejected, which is costly and hurts client relationships. Well-presented work gets approved and builds trust. The tips include knowing your audience, distilling ideas down to the essentials, having a clear purpose, confidently revealing the big idea, defending ideas with the thinking already presented, and ending strongly. Presenting is about what the audience hears, so explanations are important.
The document summarizes the Bēhance 99% Conference that took place in May 2012. It provides summaries of talks given by various speakers on topics related to design, creativity, innovation, and entrepreneurship. Key points emphasized include the importance of prototyping, testing ideas early, embracing failure, and focusing on execution over just idea generation. Overall, the conference seemed to aim to provide inspiration and practical advice for shifting the focus from coming up with ideas to implementing and developing them.
The document discusses innovation and overcoming roadblocks to innovation. It identifies universal, group, and individual roadblocks such as human nature, culture, and personality. Some key roadblocks discussed are fear of change, failure, and inadequacy. The document provides techniques to promote innovation such as keeping a journal, solving opposite problems, finding a creative environment, and doing something fun to shift perspective. The overall message is that innovation requires removing fears and adapting to changes in order to evolve.
Electric car range is too short, limiting their acceptance. However, most daily car trips are short enough to accommodate electric car ranges. Electric cars also have benefits like simplicity and quiet operation. Half of global food production is wasted despite hunger. Strict supermarket standards reject perfectly edible crops. City roads are congested as most commutes and business trips are short, while cars are underoccupied with single drivers comprising over half of morning trips. Increasing car occupancy could help reduce congestion.
This module is designed to explore the concept of co- working and creative clustering. The module is packed with case studies to keep the audience intrigued it makes the learning process exciting and interesting.
The document outlines a process called IdeaLab to generate new ideas in about an hour. It involves 4 steps: 1) choosing limits like a goal and theme, 2) creating a lot of initial ideas, 3) multiplying those ideas by building on each other's work, and 4) developing and pitching the best concept. Participants generate over 25 uses for an object, then develop 3D printing concepts by building ideas on shared canvases. They form teams to refine a concept into a 1-minute pitch. The process aims to set clear goals, combine contributions, and create urgency to develop practical solutions.
Amphora & Clean is a software company that focuses on record keeping software. They have implemented Clean Questioning, neuroprofiling, and life coaching practices to improve their sales, technical work, organizational culture, and relationships. Clean Questioning was initially used to develop their product concept and now helps their soft sales approach. Neuroprofiling provides insights into individual cognitive styles and how to communicate effectively. Regular life coaching for all employees helps resolve issues. These practices have led to increased productivity, innovation, and harmony within the company.
This module provides an introduction to creative careers and entrepreneurship. It discusses the traits of creative and business thinking and highlights emerging trends in the creative industries. These include creative entrepreneurs acting as disruptors, creativity for collective good through social innovation, and the rise of creative experiences. The module aims to inspire aspiring creative entrepreneurs by sharing lessons from established creative entrepreneurs and discussing how to realize talents and make a creativity pay.
The Art of Innovation : HR Inner Circle 2017Doug Shaw
The Art of Innovation project aims to change lives for the better through exploring and applying creativity. It challenges the status quo and encourages new ways of working. Creativity and innovation are seen as increasingly important by business leaders. While good ideas can come from anyone, cultures often stifle creativity through an emphasis on certainty and efficiency over risk-taking. The presenter discusses ways to overcome barriers like starting small and sharing work. He also highlights the Free Art Project, where he creates and anonymously shares art in his community, as an example of persistence leading to connections and impact.
Session 5 was about space for creativity. We talked about how rooms for design thinking should be set up, and went through different ideation exercises to advance your group work.
The document discusses various techniques for generating new ideas, including loosening mental constraints, creating optimal environments for idea generation, and thinking in different ways such as evolving existing ideas or combining unrelated concepts. It emphasizes that everyone is capable of new ideas and provides examples of paradigm-shifting innovations that were once considered crazy. The overall message is that new ideas can come from relaxing one's mind and thinking freely without limits.
The document discusses various techniques for generating new ideas, including loosening mental constraints, creating optimal environments for creativity, and exploring different types of thinking. It encourages participants to challenge assumptions, consider unrelated connections, and entertain impossible ideas. Physiology is said to affect psychology, so participants are instructed in physical exercises to boost thinking. Lateral thinking puzzles are presented to stimulate unconventional ideas.
Get the full version at:
http//leanself.org/pocket/
What you miss if you do not download this e-book:
DEEP+ Quick Check
Lean Self Personal Dashboard How-To
Introduction to Value Driven Thinking
Tipps for Waste Elimination
Self-Empowerment
How to Pull Value
Introduction to Continuous Improvement
Root Cause Analysis Guidelines
How to Achieve More with Less Effort
How to Square Value
Research shows that we think like we speak. The first step in Visual Design Thinking, then, is learning visual language. Come learn Glyph™, a language that balances verbal and visual elements to improve the way you learn, remember, create, and communicate. After this 2.5 hour workshop, you will be bursting through that “I can’t draw” trap and stepping into your new role as a standout visual problem solver.
Come join Stanford’s Alli McKee for a workshop that will build your creative confidence and amplify your communication. With extensive experience in both business (Bain & Company + Stanford GSB) and design (IDEO.org + Stanford d.school), Alli has come from Silicon Valley to bring you the best of both worlds to deliver a unique experience that is challenging, fun, and fulfilling.
Interested in teaching this workshop: http://visualdesignthinking.co/join-us/
This document provides an overview of design thinking. It discusses design thinking as a human-centered approach to innovation. It covers the philosophy and history of design thinking, why it is an important approach today, and how to properly apply it through tools like empathy, defining problems, ideating solutions, prototyping, and testing. The document also provides examples of how design thinking has created value for organizations and in grassroots innovations through case studies. It emphasizes that design thinking is an iterative process aimed at meeting user needs rather than a single outcome or magic solution.
How financial marketers can develop creative problem solving skillsAquatix Pharma
This document provides tips for developing creative problem-solving skills as a financial marketer. It discusses how banking is not typically known as a creative industry but that innovation is still needed. It then outlines 11 approaches marketers can use to boost their creativity, such as understanding the creative process, explaining problems simply, making ideas visible, writing all ideas down, getting outside perspectives, and brainstorming sessions. The overall message is that creativity can be improved by gathering information, letting ideas incubate, sparking inspiration in various ways, and effectively communicating solutions.
This document discusses learning organizations and problem framing. It defines a learning organization as one where people continually expand their capacity to learn and improve. It emphasizes the importance of continuous improvement and identifies obstacles like silo thinking. The document then introduces the 4W problem canvas framework to help frame problems well by exploring who has the problem, what the problem is, why it matters, and where it occurs. It provides examples of questions to ask within each area. The goal is to develop a clear problem statement that reveals the key issues and is relevant to the customer experience.
Summer Institute attendees learned how to "do" DT by listening to Katie Archambault describe the challenges associated with using her dated book cart, then asking questions, refining the problem statement, and designing around the perceived challenge(s).
In the course of her career working solo, in a duo, with agencies, with corporations, and with a startup, Meagan's learned a few valuable lessons (some the hard way) about how to grow as a designer. She'll talk about how she got started, as well as insights on collaborating, evolving your style, and getting things launched. You'll also hear about the design maxims she holds dear (and which ones she ignores), and the web development techniques that have strengthened her design skills. She hopes to leave you with some ideas for how to be a web design champion.
The document discusses problems with traditional business plans, such as being lengthy and difficult to collaborate on. It then introduces the business model canvas as a better way to plan businesses that is visual, dynamic, quick to prepare and understand, and surfaces key issues. Several exercises are presented to ideate new business models around the concept of genetically modified "Hero Rats" that detect explosives, demonstrating how the business model canvas approach can spur innovation.
Lean Startup talk at Business Bootcamp, BrunelDaniel Tenner
The document provides an overview of the Lean Startup methodology. It emphasizes that Lean Startup is not a silver bullet, substitute for experience, or complete tool. The Lean Startup approach involves building minimum viable products to test assumptions and learn quickly through experimentation and metrics focused on customer engagement and business growth. Pivots are recommended when assumptions are invalidated to rework the business model based on learnings. The goal is to minimize waste through iterative testing and improvement.
Electric car range is too short, limiting their acceptance. However, most daily car trips are short enough to accommodate electric car ranges. Electric cars also have benefits like simplicity and quiet operation. Half of global food production is wasted despite hunger. Strict supermarket standards reject perfectly edible crops. City roads are congested as most commutes and business trips are short, while cars are underoccupied with single drivers comprising over half of morning trips. Increasing car occupancy could help reduce congestion.
This module is designed to explore the concept of co- working and creative clustering. The module is packed with case studies to keep the audience intrigued it makes the learning process exciting and interesting.
The document outlines a process called IdeaLab to generate new ideas in about an hour. It involves 4 steps: 1) choosing limits like a goal and theme, 2) creating a lot of initial ideas, 3) multiplying those ideas by building on each other's work, and 4) developing and pitching the best concept. Participants generate over 25 uses for an object, then develop 3D printing concepts by building ideas on shared canvases. They form teams to refine a concept into a 1-minute pitch. The process aims to set clear goals, combine contributions, and create urgency to develop practical solutions.
Amphora & Clean is a software company that focuses on record keeping software. They have implemented Clean Questioning, neuroprofiling, and life coaching practices to improve their sales, technical work, organizational culture, and relationships. Clean Questioning was initially used to develop their product concept and now helps their soft sales approach. Neuroprofiling provides insights into individual cognitive styles and how to communicate effectively. Regular life coaching for all employees helps resolve issues. These practices have led to increased productivity, innovation, and harmony within the company.
This module provides an introduction to creative careers and entrepreneurship. It discusses the traits of creative and business thinking and highlights emerging trends in the creative industries. These include creative entrepreneurs acting as disruptors, creativity for collective good through social innovation, and the rise of creative experiences. The module aims to inspire aspiring creative entrepreneurs by sharing lessons from established creative entrepreneurs and discussing how to realize talents and make a creativity pay.
The Art of Innovation : HR Inner Circle 2017Doug Shaw
The Art of Innovation project aims to change lives for the better through exploring and applying creativity. It challenges the status quo and encourages new ways of working. Creativity and innovation are seen as increasingly important by business leaders. While good ideas can come from anyone, cultures often stifle creativity through an emphasis on certainty and efficiency over risk-taking. The presenter discusses ways to overcome barriers like starting small and sharing work. He also highlights the Free Art Project, where he creates and anonymously shares art in his community, as an example of persistence leading to connections and impact.
Session 5 was about space for creativity. We talked about how rooms for design thinking should be set up, and went through different ideation exercises to advance your group work.
The document discusses various techniques for generating new ideas, including loosening mental constraints, creating optimal environments for idea generation, and thinking in different ways such as evolving existing ideas or combining unrelated concepts. It emphasizes that everyone is capable of new ideas and provides examples of paradigm-shifting innovations that were once considered crazy. The overall message is that new ideas can come from relaxing one's mind and thinking freely without limits.
The document discusses various techniques for generating new ideas, including loosening mental constraints, creating optimal environments for creativity, and exploring different types of thinking. It encourages participants to challenge assumptions, consider unrelated connections, and entertain impossible ideas. Physiology is said to affect psychology, so participants are instructed in physical exercises to boost thinking. Lateral thinking puzzles are presented to stimulate unconventional ideas.
Get the full version at:
http//leanself.org/pocket/
What you miss if you do not download this e-book:
DEEP+ Quick Check
Lean Self Personal Dashboard How-To
Introduction to Value Driven Thinking
Tipps for Waste Elimination
Self-Empowerment
How to Pull Value
Introduction to Continuous Improvement
Root Cause Analysis Guidelines
How to Achieve More with Less Effort
How to Square Value
Research shows that we think like we speak. The first step in Visual Design Thinking, then, is learning visual language. Come learn Glyph™, a language that balances verbal and visual elements to improve the way you learn, remember, create, and communicate. After this 2.5 hour workshop, you will be bursting through that “I can’t draw” trap and stepping into your new role as a standout visual problem solver.
Come join Stanford’s Alli McKee for a workshop that will build your creative confidence and amplify your communication. With extensive experience in both business (Bain & Company + Stanford GSB) and design (IDEO.org + Stanford d.school), Alli has come from Silicon Valley to bring you the best of both worlds to deliver a unique experience that is challenging, fun, and fulfilling.
Interested in teaching this workshop: http://visualdesignthinking.co/join-us/
This document provides an overview of design thinking. It discusses design thinking as a human-centered approach to innovation. It covers the philosophy and history of design thinking, why it is an important approach today, and how to properly apply it through tools like empathy, defining problems, ideating solutions, prototyping, and testing. The document also provides examples of how design thinking has created value for organizations and in grassroots innovations through case studies. It emphasizes that design thinking is an iterative process aimed at meeting user needs rather than a single outcome or magic solution.
How financial marketers can develop creative problem solving skillsAquatix Pharma
This document provides tips for developing creative problem-solving skills as a financial marketer. It discusses how banking is not typically known as a creative industry but that innovation is still needed. It then outlines 11 approaches marketers can use to boost their creativity, such as understanding the creative process, explaining problems simply, making ideas visible, writing all ideas down, getting outside perspectives, and brainstorming sessions. The overall message is that creativity can be improved by gathering information, letting ideas incubate, sparking inspiration in various ways, and effectively communicating solutions.
This document discusses learning organizations and problem framing. It defines a learning organization as one where people continually expand their capacity to learn and improve. It emphasizes the importance of continuous improvement and identifies obstacles like silo thinking. The document then introduces the 4W problem canvas framework to help frame problems well by exploring who has the problem, what the problem is, why it matters, and where it occurs. It provides examples of questions to ask within each area. The goal is to develop a clear problem statement that reveals the key issues and is relevant to the customer experience.
Summer Institute attendees learned how to "do" DT by listening to Katie Archambault describe the challenges associated with using her dated book cart, then asking questions, refining the problem statement, and designing around the perceived challenge(s).
In the course of her career working solo, in a duo, with agencies, with corporations, and with a startup, Meagan's learned a few valuable lessons (some the hard way) about how to grow as a designer. She'll talk about how she got started, as well as insights on collaborating, evolving your style, and getting things launched. You'll also hear about the design maxims she holds dear (and which ones she ignores), and the web development techniques that have strengthened her design skills. She hopes to leave you with some ideas for how to be a web design champion.
The document discusses problems with traditional business plans, such as being lengthy and difficult to collaborate on. It then introduces the business model canvas as a better way to plan businesses that is visual, dynamic, quick to prepare and understand, and surfaces key issues. Several exercises are presented to ideate new business models around the concept of genetically modified "Hero Rats" that detect explosives, demonstrating how the business model canvas approach can spur innovation.
Lean Startup talk at Business Bootcamp, BrunelDaniel Tenner
The document provides an overview of the Lean Startup methodology. It emphasizes that Lean Startup is not a silver bullet, substitute for experience, or complete tool. The Lean Startup approach involves building minimum viable products to test assumptions and learn quickly through experimentation and metrics focused on customer engagement and business growth. Pivots are recommended when assumptions are invalidated to rework the business model based on learnings. The goal is to minimize waste through iterative testing and improvement.
Secrets of Starting a Winning Company: annotated by EltonElton Sherwin
This document provides advice on starting a successful company. It recommends recruiting a board of advisors from different areas like technology, marketing, and industry. It also stresses the importance of co-founders who have complementary skills but get along well. The document emphasizes thoroughly researching competitors, finding customers who want your product, and making a profitable business. It warns against betting everything on one idea and advises pruning ideas that don't work to make room for better opportunities.
Updated: You Have An Idea ... Do You Have A Business?Marty Kaszubowski
Marty Kaszubowski, president of General Ideas, provides advice on starting a business. He emphasizes finding a real problem to solve rather than a pre-conceived solution. The document discusses evaluating ideas for being deep, intelligent, complete, empowering and elegant. It also stresses experimenting to find a repeatable business model and determining the type of startup company being formed, such as lifestyle, small business, or scalable.
This document summarizes the key discussions and lessons from a project management forum hosted by APM Corporate Partners. Regional roundtables were held in London, Bristol, and Leeds where project managers discussed challenges in their field. Common themes emerged around the need for both hard and soft skills, career development opportunities, and blending agile and traditional project management techniques. Younger talent is needed as skills shortages exist. The event highlighted that project management is a disciplined profession that must continue advancing to address changing needs.
Insights From the Lean Startup Conference 2016Jeffrey Tobias
The document summarizes key points from several speakers at the Lean Startup Conference 2016. Guy Kawasaki discussed changing the language around MVP (minimum viable product) to MVVVP (minimal valuable viable validated product). Sam Parr of Hustle said companies should be comfortable with ambiguity. Jeff Gothelf advocated for continual experimentation in projects and programs. Finally, Eric Ries closed by saying entrepreneurship allows us to create something awesome.
Immerse, Imagine, Invent, Articulate: A framework for disruptive innovationPaulJervisHeath
What new product or service could you invent that would completely change your customers’ lives? How could you disrupt your entire sector?
This practical workshop takes you through an innovation process, helping you to identify the clichés that exist in your sector and giving you the tools and time to redefine them. The workshop provides techniques to disrupt those clichés, generate genuine customer insights, turn opportunities into ideas through proven ideation methods, create a coherent concept and then articulate that concept.
The workshop shows you how to realise a new product or service through a lean process of prototyping and iteration and we discuss case studies each step of the way.
Find out why focus groups are not design research. Find out why the average brainstorm gives ideation a bad name and find out how to make your own innovation processes have tangible business outcomes.
This workshop was ran at UX Cambridge in September 2013 and will be running again at the J. Boye conference in Århus, Denmark in November 2013.
Startups and Smalltak - Presented at Smalltalks2014 Córdoba, Argentinasebastian sastre
Here are the slides of the talk I gave at Smalltalks2014 in November 2014, in Córdoba, Argentina.
It covers the basics of why startups matter and what they actually are. Then show some opportunities and challenges about them and for Smalltalk in particular. It closes with some questions and suggestions on how to raise the value of the community, hopefully resulting in increasing the chances to see more profitable portfolios.
This document discusses ideation, idea pitching, innovation, and the diffusion of innovation. It provides the following key points:
1. Ideation is the process of generating new ideas. Successful ideas meet needs and add value for audiences in a distinctive way. However, getting new ideas adopted can be challenging as people resist change.
2. When pitching ideas, it is important to know your audience, keep the idea simple, avoid rehashing old ideas, prepare yourself, be honest, define the scope of the idea, and address real needs. Effective pitching techniques include one-word pitches and question pitches.
3. Innovation involves turning creative ideas into reality through execution, while creativity is about generating new
Padang & Co and The Pilot Project conducted a 3-hour Design Thinking session for 60 participants as a pre-session to the 2015 Clean & Green Hackathon for Singapore's National Environment Agency. The purpose was to help Singapore become a truly clean, zero waste nation by creating solutions to enable behavioral or mindset change regarding recycling and waste. The session introduced Design Thinking and provided a method for participants to observe issues, develop insights, and generate ideas. Participants then presented their top ideas. The Hackathon itself was held the following weekend where 25 teams developed solutions to the challenges of recycling and waste.
Riyadh geeks - Bulding products the lean wayMutaz Ghuni
The document discusses applying lean principles to building products. It outlines the 9 steps to build products the lean way: 1) Have an idea, 2) Identify customers, 3) Define the problem, 4) Identify riskiest assumptions, 5) Set success criteria, 6) Validate through experiments, 7) Make decisions to persevere, iterate or pivot, 8) Learn from each iteration, and 9) Only then discuss solutions. Many successful companies and organizations use lean, including startups, GE, Intuit, and the US government. The presentation encourages validating solutions through minimum viable products and customer feedback.
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
This document provides an introduction to Lean Startup principles including customer development, minimum viable products, pivoting, and eliminating waste. It emphasizes that the majority of products fail because customers don't want them, not due to inability to build them. Lean focuses on learning what customers want through conversations rather than assumptions. Key steps are outlined such as conducting customer interviews and using a validation board to track progress.
The presentation I made for my talk at AlleyNYC on building teams in early stage technology startups. Be sure to read the comments on each of the slides as they add additional information to what is presented on the slide.
This document provides 10 things for founders to remember when starting a business. It emphasizes that most startups fail, even for successful entrepreneurs, and stresses the importance of execution. Key points include prototyping ideas quickly, understanding the business model and how the company makes money, leveraging available technologies, having the right team, developing an effective marketing strategy, establishing a solid operations plan, focusing on sales, and creating a thorough financial plan. Overall, the document advises entrepreneurs to test ideas quickly and adapt based on feedback in order to successfully launch a new venture.
Nic Lawrence has spent the last 18 years leading and working at various technology startups. He discusses his experiences leading companies developing holographic laser projection, touch and pen sensing, intelligent whiteboards, and cameras. He reflects on lessons learned around products, people, and maintaining balance. Currently, he is the CEO of Genee Labs, a software startup focused on personalized local deals and recommendations without compromising user privacy.
The document discusses the lean startup methodology which advocates for talking to customers and validating business ideas through small, low-cost experiments before building full products or raising funding. It contrasts the lean approach of testing hypotheses with potential customers upfront versus the classic approach of raising money to build a product without customer validation. Advice is provided on how to get paid for ideas by potential customers in advance through small experiments to validate customer interest and problems.
The document outlines Demola Akinbola's 3-3-3 Personal Branding Framework to help people discover themselves. The framework involves writing down 3 things you want to do in life, 3 things you are good at, and 3 ways to earn income, all within 3 minutes. It then discusses developing a unique value proposition, vision, skills, reputation, and online presence to create "Brand You". The document also lists 10 common reasons entrepreneurs fail, such as lack of focus, procrastination, and failure to execute ideas. Finally, it provides 6 steps to sustain one's brand by knowing strengths and opportunities, building relationships, and differentiating oneself.
This session explores how to generate ideas, how to assess whether an idea has potential, the skills required for entrepreneurial success, and how to handle initial failures. Delivered at Bath Spa University on 7/1015
12. • Entrepreneurship is a career
• Startups are (risky) experiments
• You don’t have to experiment full-time
•
13. • Entrepreneurship is a career
• Startups are (risky) experiments
• You don’t have to experiment full-time
• Ideas are only a small part of it
•
14. • Entrepreneurship is a career
• Startups are (risky) experiments
• You don’t have to experiment full-time
• Ideas are only a small part of it
• Running your own business is great
•
15. • Entrepreneurship is a career
• Startups are (risky) experiments
• You don’t have to experiment full-time
• Ideas are only a small part of it
• Running your own business is great
• Start today with what you have
23. Problems with B-plans
• Hard to see if complete
• Discourages collaboration
• Not for visual people
• Lengthy and tedious to prepare
• Lengthy to absorb
• Can hide issues under mountains of words
• Most people won’t read any of it!
24. Problems with B-plans
• Hard to see if complete
• Discourages collaboration or change, static
• Not for visual people
• Lengthy and tedious to prepare
• Lengthy to absorb
• Can hide issues under mountains of words
• Most people won’t read any of it!
25. Problems with B-plans
• Hard to see if complete
• Discourages collaboration or change, static
• Not for visual people
• Lengthy and tedious to prepare
• Lengthy to absorb
• Can hide issues under mountains of words
• Most people won’t read any of it!
26. Problems with B-plans
• Hard to see if complete
• Discourages collaboration or change, static
• Not for visual people
• Lengthy and tedious to prepare or absorb
• Lengthy to absorb
• Can hide issues under mountains of words
• Most people won’t read any of it!
27. Problems with B-plans
• Hard to see if complete
• Discourages collaboration or change, static
• Not for visual people
• Lengthy and tedious to prepare or absorb
• Can hide issues under mountains of words
• on’t read any of it!
28. Problems with B-plans
• Hard to see if complete
• Discourages collaboration or change, static
• Not for visual people
• Lengthy and tedious to prepare or absorb
• Can hide issues under mountains of words
• Most people won’t read any of it!
• on’t read any of it!
29. Problems with B-plans
• Hard to see if complete
• Discourages collaboration or change, static
• Not for visual people
• Lengthy and tedious to prepare or absorb
• Can hide issues under mountains of words
• Most people won’t read any of it!
• Present just one vision
33. Better business planning:
• Easy to see what’s missing
• Dynamic, open to suggestions and changes
• Visual
• Quick to prepare, change and grasp
• Issues come up to the surface
• People actually want to read it!
• Present multiple possibilities
39. Hero Rats...
• Genetically modified super-rats with brain
chips.
• At the press of a button, the Hero Rat will
seek out nearby explosives (e.g. in a land
mine). Press another button and the Hero
Rat returns (if still alive...).
40. Hero Rats...
• Due to a revolutionary process called “Rat
Magic”, the rats are inexpensive to breed
and fit out with brain chips.
41.
42. Hero Rat Exercise 1
• Come up with as many different possible
customer types as possible.
• Time: 4 minutes.
43.
44. Hero Rat Exercise 2
• What makes Hero Rats valuable?
• Time: 3.5 minutes.
45.
46. Hero Rat Exercise 3
• How can you sell Hero Rats?
• Time: 3 minutes.
60. Business Plans in 2012
• Easy to see what’s missing
• Dynamic, open to suggestions and changes
• Visual
• Quick to prepare, change and grasp
• Issues come up to the surface
• Present multiple possibilities
• People actually want to read it!
69. Exercise 1
• Using yellow post-its, pin down things you
really want to have on your business
model.
• Time: 3 minutes.
• Note: don’t put things you don’t care about!
73. Exercise 2
• Using red post-its, pin down things you
don’t want on your business model.
• Time: 2 minutes.
• Note: don’t put things you don’t care about!
92. What is a startup?
“The act or fact of starting something; a
setting in motion.”
-Dictionary (useless)
93. What is a startup?
“Startups are fresh, new companies trying
to do cool stuff.”
-Instinctive (still mostly useless)
94. What is a startup?
“A startup is an organization formed to
search for a repeatable and scalable
business model.”
-Steve Blank
95. What is a startup?
“A startup is a human institution designed to
deliver a new product or service under
conditions of extreme uncertainty.”
-Eric Ries
96. What is a startup?
“...essentially a startup is a new business
designed for scale.”
“A startup is a small company that takes on a
hard technical problem.”
-Paul Graham
97. What is a startup?
“A startup is a business which has ambitions
and plans to grow by a large factor
over the next few years.”
-Me!
110. • People don’t care about things they don’t
need/want
• Building things people don’t need is waste
• Building large things that people don’t need
is large waste
• You have no idea what you’re doing
• You have no idea what to build
111. • People don’t care about things they don’t
need/want
• Building things people don’t need is waste
• Building large things that people don’t need
is large waste
• You have no idea what you’re doing
• You have no idea what to build
112. • People don’t care about things they don’t
need/want
• Building things people don’t need is waste
• Building large things that people don’t need
is large waste
• You have no idea what you’re doing
• You have no idea what to build
113. • People don’t care about things they don’t
need/want
• Building things people don’t need is waste
• Building large things that people don’t need
is large waste
• You have no idea what you’re doing
• You have no idea what to build
114. • People don’t care about things they don’t
need/want
• Building things people don’t need is waste
• Building large things that people don’t need
is large waste
• You have no idea what you’re doing
• You have no idea what to build
161. Experiment failed...
what now?
• Why did it fail? Which assumption was
wrong?
• Can the assumption be tweaked, or does it
need to be thrown out?
• How can we rework the business model
now we know that we know this?
162. Experiments
succeeded, but...
• If it’s not working well enough to build a
sustainable business, it’s not working,
period.
(diminishing returns...)
165. • Zoom-in pivot: single feature becomes
the whole product
• Zoom-out pivot: the product becomes
a feature of a larger product
166. • Customer segment pivot: some
customers like us, but not the ones initially
targeted
• Customer need pivot: the product
doesn’t solve a big enough problem for our
customers
167. • Business architecture pivot: low
margin, high volume, vs. high margin, low
volume
• Value capture pivot: change the way
you monetise
180. What to do from here
• Be Smart
• Get Advice
• DO THINGS!
181. Where to go from
here...
• “The Lean Startup” - Eric Ries
• “Running Lean” - Ash Maurya
• “The entrepreneur’s guide to customer development” -
Brant Cooper & Patrick Vlaskovits
• Numerous blogs online...
• Mentors...
• EXPERIENCE!
182. Thank you!
Daniel Tenner
(@swombat)
http://swombat.com
http://granttree.co.uk