This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
This is the handout that we used during the first-ever workshop based on Eric Ries's Leader's Guide. This work is based on a pre-release draft of the book, and includes many hands-on activities for putting the Leader's Guide into practice. Consider this Iteration Zero.
This is the Introduction To Lean Startup that has been presented at the Lean Startup Conference since 2012. It presents the key concepts of Lean Startup in a succinct and memorable way, with a few graphs and charts.
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
These are the slides that were used for the 3rd Leader's Guide Workshop that was help at Pivotal Japan on Friday, 6/17/16. The content was developed by Janice Fraser, the Director of People for Pivotal. It is based on The Leader's Guide by Eric Ries and is officially endorsed by him.
This is a thought piece and call to action for product managers in the software industry. Leverages principles from Lean Startup, Agile, and other modern software methods.
Accepting the Truth at Work: 3 Practical Tools Janice Fraser
Mind the Product, 2018 London. This talk provides three practical tools that product leaders can use to uncover, accept, and act on what is true—so that you can be less grumpy and more effective at work. Because isn't that what we all enjoy? The feeling that we're doing good work, and that it's working?
(UBAD Model for Buy-In by Janice Fraser is licensed under Creative Commons Attribution-NoDerivatives License 4.0 International.)
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
This is the handout that we used during the first-ever workshop based on Eric Ries's Leader's Guide. This work is based on a pre-release draft of the book, and includes many hands-on activities for putting the Leader's Guide into practice. Consider this Iteration Zero.
This is the Introduction To Lean Startup that has been presented at the Lean Startup Conference since 2012. It presents the key concepts of Lean Startup in a succinct and memorable way, with a few graphs and charts.
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
These are the slides that were used for the 3rd Leader's Guide Workshop that was help at Pivotal Japan on Friday, 6/17/16. The content was developed by Janice Fraser, the Director of People for Pivotal. It is based on The Leader's Guide by Eric Ries and is officially endorsed by him.
This is a thought piece and call to action for product managers in the software industry. Leverages principles from Lean Startup, Agile, and other modern software methods.
Accepting the Truth at Work: 3 Practical Tools Janice Fraser
Mind the Product, 2018 London. This talk provides three practical tools that product leaders can use to uncover, accept, and act on what is true—so that you can be less grumpy and more effective at work. Because isn't that what we all enjoy? The feeling that we're doing good work, and that it's working?
(UBAD Model for Buy-In by Janice Fraser is licensed under Creative Commons Attribution-NoDerivatives License 4.0 International.)
Agile Basics for Government with ThoughtWorks
Most people interested in the field of innovation have heard of agile innovation teams. These small, entrepreneurial groups are designed to stay close to customers and adapt quickly to changing conditions. When implemented correctly, they have a reputation for almost always result in higher team productivity and moral, faster time to market, better quality and lower risk than traditional approaches can achieve.
But while agile methods caught on first in IT departments and are now widely used in software development, the agile approach has potential to transform the public sector in ways far beyond better bits and bytes. Conditions are ripe for agile teams in any situation where problems are complex, solutions are at first unclear, project requirements are likely to change, and close collaboration with end users is feasible: a description that matches many facing a wide variety of public sector activities.
This session will provide participants with an opportunity to explore what the world of agile can teach them – about themselves, their work and their potential to serve their clients better, whatever their role. It will confront some of the common myths and misconceptions about agile, and demonstrate how an agile approach can enable teams to deliver sooner and scale faster through a proven learning culture that builds and strengthens the team and its capabilities.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Telecommuting and distributed working is a growing trend. Gallup says 37% percent of U.S. workers telecommuted in 2015, up from just 9% in 1995. However, most organizations have not adjusted their talent management practices to accommodate (or optimize) distributed teams. Get practical examples for building successful culture, teamwork and engagement across all aspects of HR and across the globe.
This was a presentation for the Northern California HR Association Global Workforce Conference in September 2016.
These slides supported the session I ran at The Mobile Academy London. The session was to introduce Agile and Lean practices. The session was based on principles which should have set the scene for the attendees to use in their workplaces or understand Agile some more. We discussed Scrum as an example framework and the value of inspect and adapt processes to support startups and enterprises.
I was considering to record myself speaking over these slides to give it more context. If you would be interested, let me know and if I get more that 5 requests, I'll do it.
Tips for Applying Lean Startup in a Large Organization: A Case Study with Tel...Lean Startup Co.
Susana Jurado Apruzzese, an innovator at Telefonica R&D, will outline the main challenges large organizations face when they apply Lean Startup. She’ll share key tips for speeding up the innovation process and doing more with less while staying focused on company strategy, customers, and the market.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
Going from Good to Great with Concept TestingAtlassian
Running experiments in your product will tell you what your customers are doing, but they don't often tell you why they're doing it. So even after experimenting, you can be left wondering: which option would be better to ship? One way that Atlassian has tackled this is by taking the "concept testing" technique to a whole new level. Get a first-hand look into how we run concept tests to extract the right insights – before a single line of code has been written. You'll learn how they can work side-by-side with quantitative experimentation to help you get smarter metrics, and have greater confidence in knowing how to take your product from good to great.
Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Si...TheFamily
The convention in startupland is that moving fast, putting in the energy, time and work are the guiding principles that yield results - and ultimately growth. While these are key factors in how we prioritise experiments and make decisions, there's one element missing - direction. What's often ignored in the prioritisation process are the vectors of velocity, momentum, and lift as they relate to how we decide what to do next.
Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
-Strategies for product scoping, and growth
-Arriving to the right metrics
Being comfortable with change
-Knowing team and what brings them energy
-The evolution of processes over time
-Growing product, team, culture, and community in flux
Coming to conclusions and the next choice
-Reflection and retrospectives
-Learning to say "No" or, "Not right now"
-Picking the next thing to work/experiment on
John Sirisuth, Head of Growth at OurPath, joined us at The Family to share his early insights on leading Growth, prioritising experiments, and creating a company culture where Growth is all-hands-on-deck.
In this session, Lean Startup Company Senior Faculty member Elliot Susel will walk us through his experience coaching teams that want to apply the principles in Eric Ries’ newest book, The Startup Way. Although many of the principles are easy to understand, their application is another story entirely. Elliot will reflect on the challenges he’s experienced by organizations of various sizes and missions as they embark on the journey to get better outcomes with The Startup Way.
My take on Eric Ries' book The Lean Startup, as presented to my colleagues at XING Barcelona.
DISCLAIMER: This is a sketched presentation. Can be disappointing.
Jason Fraser - A Leaders' Guide to Implementing Lean Startup in OrganisationsLean Startup Summit EMEA
The Leader's Guide Workshop walks through the 8 Sections of Eric Reis's Leader's Guide, breaking out each section into actions that you can take as a leader to bring Lean Startup to your organization. We'll cover some of the basics of Lean Startup and how to reframe them for easier consumption in your organisation, then delve into the difficult areas of people, money, and scale.
Qualitative Intelligence: The art of qualitative data turned powerful insight...Product Tank Toronto
PT Toronto #26: Mitchell Gillespie (Director of Product Management at Wave HQ) shares his talk “Qualitative Intelligence: The art of qualitative data turned powerful insight."
Intelligence is defined as "the ability to acquire and apply knowledge." When it comes to leveraging qualitative insight the difficult and consistent fallacy of any person acting as the Voice of the Customer is a struggle to successfully "acquire" and "apply" without hours of tedious, painful, and isolated effort. Every audience member will leave the talk understanding how to assess/score their organization's ability to acquire and apply qualitative insight by reflecting on 4 critical dimensions (with recommended approaches):
1. People & Teams
Is your cross-functional organization participating in building qualitative insight?
2. Strategic Frameworks
Is your cross-functional organization using appropriate strategic frames of thinking to parse and isolate qualitative insight?
3. Automation & Facilitation
Is your cross-functional organization facilitating people's ability to easily capture, analyze, and share insight?
4. Tooling
Is your cross-functional organization using the appropriate tools to empower everyone in the company? (e.g. NomNom Insights)
Throughout this discussion Mitch will highlight his ideological belief in the power of qualitative insight, some hypotheses being experimented at Wave, and some examples of success he's experienced. Also, if you haven't caught on already, you'll also leave with the appreciation of how building qualitative intelligence is a team sport. Product departments alone (incl. product design) could never achieve optimal results without the participation of many other cross-functional peers.
Mitch is inspired by engaging with people who are passionate about making an impact in any shape or form. He believes internal optimism, grit, and resilience is critical to succeed in today's digital product industry. Currently, as the Director of Product Management at Wave, Mitch is responsible for supporting & sharpening the organization’s ability to deeply empathize and collectively solve the needs of the brave small business owner. As the number of competitive entrants grows Wave (and the product group specifically) is acutely focused on optimizing the strengths and motivations of every employee as a competitive advantage. Mitch has taught numerous 10-week cohorts at BrainStation in product management because he thoroughly enjoys every light bulb moment observed. When Mitch is not raving about Wave, customer’s pains, or the role of product managers you will likely find him lost in the backcountry of Algonquin Park or some beautiful mountain range.
Continuous Discovery in Product-Led CompaniesGLIDR
Companies like Zoom and Slack have proven that creating product-led organizations can lead to massive growth. How can your teams operationalize a product-led approach? In this webinar for product and engineering teams, GLIDR’s Head of Product, Jonathan Wylie, and Pendo’s Founder & Chief Evangelist, Eric Boduch, will show you how to use continuous discovery to place the product experience at the center of your business and maintain zero distance from your customers. Watch the recording here: https://youtu.be/g81ueXZuX0s
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Telecommuting and distributed working is a growing trend. Gallup says 37% percent of U.S. workers telecommuted in 2015, up from just 9% in 1995. However, most organizations have not adjusted their talent management practices to accommodate (or optimize) distributed teams. Get practical examples for building successful culture, teamwork and engagement across all aspects of HR and across the globe.
This was a presentation for the Northern California HR Association Global Workforce Conference in September 2016.
These slides supported the session I ran at The Mobile Academy London. The session was to introduce Agile and Lean practices. The session was based on principles which should have set the scene for the attendees to use in their workplaces or understand Agile some more. We discussed Scrum as an example framework and the value of inspect and adapt processes to support startups and enterprises.
I was considering to record myself speaking over these slides to give it more context. If you would be interested, let me know and if I get more that 5 requests, I'll do it.
Tips for Applying Lean Startup in a Large Organization: A Case Study with Tel...Lean Startup Co.
Susana Jurado Apruzzese, an innovator at Telefonica R&D, will outline the main challenges large organizations face when they apply Lean Startup. She’ll share key tips for speeding up the innovation process and doing more with less while staying focused on company strategy, customers, and the market.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
Going from Good to Great with Concept TestingAtlassian
Running experiments in your product will tell you what your customers are doing, but they don't often tell you why they're doing it. So even after experimenting, you can be left wondering: which option would be better to ship? One way that Atlassian has tackled this is by taking the "concept testing" technique to a whole new level. Get a first-hand look into how we run concept tests to extract the right insights – before a single line of code has been written. You'll learn how they can work side-by-side with quantitative experimentation to help you get smarter metrics, and have greater confidence in knowing how to take your product from good to great.
Prioritising Everything: Making Decisions When Nothing Makes Sense w/ John Si...TheFamily
The convention in startupland is that moving fast, putting in the energy, time and work are the guiding principles that yield results - and ultimately growth. While these are key factors in how we prioritise experiments and make decisions, there's one element missing - direction. What's often ignored in the prioritisation process are the vectors of velocity, momentum, and lift as they relate to how we decide what to do next.
Choosing the 'right' thing to experiment on
-Litmus tests for understanding the health of users
-Strategies for product scoping, and growth
-Arriving to the right metrics
Being comfortable with change
-Knowing team and what brings them energy
-The evolution of processes over time
-Growing product, team, culture, and community in flux
Coming to conclusions and the next choice
-Reflection and retrospectives
-Learning to say "No" or, "Not right now"
-Picking the next thing to work/experiment on
John Sirisuth, Head of Growth at OurPath, joined us at The Family to share his early insights on leading Growth, prioritising experiments, and creating a company culture where Growth is all-hands-on-deck.
In this session, Lean Startup Company Senior Faculty member Elliot Susel will walk us through his experience coaching teams that want to apply the principles in Eric Ries’ newest book, The Startup Way. Although many of the principles are easy to understand, their application is another story entirely. Elliot will reflect on the challenges he’s experienced by organizations of various sizes and missions as they embark on the journey to get better outcomes with The Startup Way.
My take on Eric Ries' book The Lean Startup, as presented to my colleagues at XING Barcelona.
DISCLAIMER: This is a sketched presentation. Can be disappointing.
Jason Fraser - A Leaders' Guide to Implementing Lean Startup in OrganisationsLean Startup Summit EMEA
The Leader's Guide Workshop walks through the 8 Sections of Eric Reis's Leader's Guide, breaking out each section into actions that you can take as a leader to bring Lean Startup to your organization. We'll cover some of the basics of Lean Startup and how to reframe them for easier consumption in your organisation, then delve into the difficult areas of people, money, and scale.
Qualitative Intelligence: The art of qualitative data turned powerful insight...Product Tank Toronto
PT Toronto #26: Mitchell Gillespie (Director of Product Management at Wave HQ) shares his talk “Qualitative Intelligence: The art of qualitative data turned powerful insight."
Intelligence is defined as "the ability to acquire and apply knowledge." When it comes to leveraging qualitative insight the difficult and consistent fallacy of any person acting as the Voice of the Customer is a struggle to successfully "acquire" and "apply" without hours of tedious, painful, and isolated effort. Every audience member will leave the talk understanding how to assess/score their organization's ability to acquire and apply qualitative insight by reflecting on 4 critical dimensions (with recommended approaches):
1. People & Teams
Is your cross-functional organization participating in building qualitative insight?
2. Strategic Frameworks
Is your cross-functional organization using appropriate strategic frames of thinking to parse and isolate qualitative insight?
3. Automation & Facilitation
Is your cross-functional organization facilitating people's ability to easily capture, analyze, and share insight?
4. Tooling
Is your cross-functional organization using the appropriate tools to empower everyone in the company? (e.g. NomNom Insights)
Throughout this discussion Mitch will highlight his ideological belief in the power of qualitative insight, some hypotheses being experimented at Wave, and some examples of success he's experienced. Also, if you haven't caught on already, you'll also leave with the appreciation of how building qualitative intelligence is a team sport. Product departments alone (incl. product design) could never achieve optimal results without the participation of many other cross-functional peers.
Mitch is inspired by engaging with people who are passionate about making an impact in any shape or form. He believes internal optimism, grit, and resilience is critical to succeed in today's digital product industry. Currently, as the Director of Product Management at Wave, Mitch is responsible for supporting & sharpening the organization’s ability to deeply empathize and collectively solve the needs of the brave small business owner. As the number of competitive entrants grows Wave (and the product group specifically) is acutely focused on optimizing the strengths and motivations of every employee as a competitive advantage. Mitch has taught numerous 10-week cohorts at BrainStation in product management because he thoroughly enjoys every light bulb moment observed. When Mitch is not raving about Wave, customer’s pains, or the role of product managers you will likely find him lost in the backcountry of Algonquin Park or some beautiful mountain range.
Continuous Discovery in Product-Led CompaniesGLIDR
Companies like Zoom and Slack have proven that creating product-led organizations can lead to massive growth. How can your teams operationalize a product-led approach? In this webinar for product and engineering teams, GLIDR’s Head of Product, Jonathan Wylie, and Pendo’s Founder & Chief Evangelist, Eric Boduch, will show you how to use continuous discovery to place the product experience at the center of your business and maintain zero distance from your customers. Watch the recording here: https://youtu.be/g81ueXZuX0s
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
This presentation reviews current principles in execution and 'getting things done' in a dental practice. Dr. Kazemi discusses several methodologies for execution.
Path to Agile Leadership with David Hawks - Utah Women in AgileAgile Velocity
The current rate of disruption and increasing amount of global competition demand leaders work differently. On top of that, there is a new workforce dynamic in place that requires leaders to empower teams, inspire workers, and lead with intention. In this session at Utah Women in Agile, David Hawks discussed key capabilities leaders need to develop to thrive in this new, unpredictable world.
Being a Cultural Warrior: 3 Proven Practices for Driving Engagement and Effic...Snag
Whatever your organization is designed to deliver, whether it’s a product or a service, you will win or lose based on how well your people are able to work and perform as a team. If you have have the best processes in the world, but your people don’t really care, you can be good, but you will never be awesome. And if you aren’t after awesome, what are you after?
With extensive experience in the manufacturing biz, Beau Groover, the former Director of Lean Supply Chain with Serta Simmons Bedding and Founder and President of The Effective Syndicate, will share what he’s learned from two decades in the service industry that will help you align your people, processes and products ... and make your business thrive.
Check out our joint presentation, ‘Being a Cultural Warrior,’ with TalentStream and Beau Groover to:
-- Define clearly what the vision, mission and values are that represent your brand and motivate your team
-- Uncover how to effectively evaluate your team … and yourself
-- Understand what being a Cultural Warrior looks like, the strategy to get there, and how it'll improve customer service from the ground up
-- Get tips on how to improve process efficiency and produce highly predictable results
-- Learn how to develop a successful organizational structure, including succession planning, leadership development and teamwork coaching
Myth & Fact Of SICER
Agile SICER Framework is a Silver Bullet for Agile Transformation :-
I wish this is True - but it isn't. You can fail just as spectacularly on an Agile transformation project if we don’t follow the principles. But here You'll fail faster as you will be using Agile (due to the transparency and visibility it brings) but unfortunately it's not a silver bullet or an excuse to stop thinking.
EO Accelerator San Francisco Presentation 13 Jun 2016 RESULTS.com
Business Execution for RESULTS - Lessons learned from working with thousands of SMB clients
Stephen Lynch is the Head of Strategy and Consulting at RESULTS.com. He is a “Kiwi” (New Zealander) living in San Francisco.
RESULTS.com’s software gives them unique and privileged insights into the day to day operations of thousands of small-medium sized growth firms. We see what really works and what doesn’t in terms of strategy execution, goal setting, tracking performance, running effective meetings, engaging employees and holding them accountable.
To save you from spending several lifetimes trying to figure it all out for yourself, you can access these powerful (and often counter intuitive) insights in this presentation.
Agile Marketing: 5 Principles of Agility for Content Marketing - Scott BrinkerMarketo
Scott Brinker, CTO of ion interactive, discusses the five principles of agility for content marketing and how to apply the agile process to your projects.
Community of Practice Webinar - What makes a good (or great) change manager? Prosci ANZ
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Safeabilty: Analyzing the Relationship between Safety and Reliability PlantEngineering
-What if we treated maintenance and reliability improvement like safety?
-How Would that change our focus? our tactics?
-What techniques could we apply directly from the other areas?
-How are the two the same and how are they different?
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
Essentials of Building a culture of feedback - pulse surveyXoxoday
A complete guide explaining the Importance of Feedback in the growth of Organisation. How employees pulse surveys and feedback helps to decrease employee turnover and to increase employee engagement.
Change Community of Practice Webinar: Tales from the Front: Prosci in PracticeProsci ANZ
One of the most rewarding and challenging aspects of applying Prosci's methodology, tools and techniques is knowing that you HAVE tools and techniques AND knowing where to start or what to use to keep momentum. Working through this helps build the craft needed to use the tools skillfully to move people to adopt and use the change. And then how do we sustain it?
In this month's webinar, Vicky Emery and two special guests will discuss insights from recent and current projects, some back-to-basics tools and practical tips for new and experienced Change Practitioners.
“Everyone keeps telling accountants that they need to change their focus from the historic and the backward-looking, and to start being proactive and offering future-focused advice – but no one tells them how. The beauty of the Anticipatory Organization program is that it actually gives you a set of tools to harness the hard trends that are shaping the future, and use them to create new value for your firm and your clients.” - Daniel Hood, Editor-in-Chief of Accounting Today (when recognizing AOAF as a 2016 Top Product in Learning
The competency of “anticipation” actually includes a number of competencies included in many of the top companies of today.
Across these models, you'll see a common theme of “strategic thinking," "innovation" and “leading change."
Many of these organizations build (and validate) fantastic competency models and know what they want people to do.
The top five skills and competencies identified for CPAs, accounting and finance professionals are:
1. Strategic and critical thinking;
2. Communication;
3. Anticipating and serving evolving needs;
4. Inspiring and motivating others;
5. Collaboration and mobilizing consensus
The beauty of the Anticipatory Organization model is that it offers a clear process that makes highly-abstract leadership competencies attainable and trainable. Using nano-leanring in very short 3-4 minute single concept videos (imagine a series of shirt Ted Talks) with rapid application exercises to immediately apply the concepts to the job, and visual job aids to reinforce and remember the learning. Add a team implementation and collaboration guide and you can create a shared language and culture of being anticipatory and proactive.
If an organization wants to make "strategic thinking" or "innovation" a core competency, we can provide clear, trainable activities that can be targeted to a wide range of learners (from individual contributors to senior leadership). We provide the bridge between the competency model and the desired observable behaviors.
For more information visit www.blionline.org/ao or contact Tom Hood tom@blionline.org
Similar to 2015 Lean Startup Conference - Leaders' Guide Workshop (20)
I used to think that confidence was like a room that I wanted to be able to walk into anytime. After a deep dive into the psychology of confidence, I know that the opposite is true - when I'm not confident, it's like I'm trapped in an Escape Room challenge, and all I need to do is solve the puzzle. Here's what I learned.
(Full Text Version) The Leadership Machine: All the Research about Women's Ca...Janice Fraser
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[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
5. “To meet the demands of
the fast-changing
competitive scene, we
must simply learn to love
change as much as we
have hated it in the past.”
–Tom Peters, 1987
11. For 100 years, the business
world has emphasized
planning and control as a
means of ensuring predictable
outcomes.
12. When change is your greatest threat,
plans and predictions are (literally)
unbelievable.
13. Tom Peters saw the problem
coming in 1987, but nobody
really figured out what to do
about it, until now.
14. Lean Startup is a management approach
that mitigates the risk of change, turning
it into an asset that can be leveraged, by
supporting entrepreneurship throughout
any company.
15. Lean Startup is not religion.
These are not rigid rules set in stone.
I don’t care if you use the jargon.
It’s the thought behind your action that counts.
16. How do you retool for
entrepreneurship when your
planning and accountability
processes look like this?
Analyze
Plan
Stakeholders
Feedback
Revise
Budget (staged-gate system)
Approve
Execute
Measure
17. Level 1: Project processes
Start prioritizing assumptions, running experiments, measuring outcomes,
and making learnings-based decisions.
Level 2: Broad company culture
Share the experience and value with leadership. Share the know-how with
teams. Emphasize experiential learning and corporate storytelling.
Level 3: Deep operating systems
Yes, You Can. Retool incentive, budget allocations, and other management
mechanisms.
To change your company, target three levels:
18. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
19. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
23. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
24. Vision
Your vision is your destination,
and provides a navigational
beacon for your internal
entrepreneurs.
Work to open up any process,
assumption, or person that
gets in the way.
LEADER’S GUIDE
Gaining Focus
Why is your company here?
What are you trying to accomplish?
How might you measure progress?
Removing Barriers To Your Vision
Which company beliefs and values support
entrepreneurship?
Which beliefs and values hinder entrepreneurship?
Culture > Focus on What Matters > Vision
25. Leadership
Getting leaders behind the
change is essential. Look for
understanding, belief, advocacy,
and decision-making.
Storytelling is a powerful tool in
creating support for the Lean
Startup mindset.
LEADER’S GUIDE
Storytelling
• How do we talk about success and failure?
• What stories exemplify the change?
• What are the key messages you want to
convey?
Advocacy and Decision-Making
• How can you help fellow leaders understand how
their actions support innovation?
• Which employees have proven themselves to be
effective change agents?
• How are they rewarded for entrepreneurial
behavior?
Culture > Focus on What Matters > Leadership
27. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
28. LEADER’S GUIDE
Cross-Functional
What are the barriers to cross-functional
teaming?
Which other leaders need to allocate their
workers to this team?
Who manages the cross-functional team?
Fully Dedicated
What are the barriers to allocating the core
team 100% to the project?
Collaborative
What does collaboration mean?
How can you share ideation and decision-
making?
Team Structure
Entrepreneurial teams are cross-
functional, collaborative, and fully
dedicated.
Recognize the systems that are
creating drag on your startup
teams and begin devising
strategies to change them.
Culture > Focus on What Matters > Team Structure
32. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
33. LEADER’S GUIDE
Leap of Faith Assumptions
What beliefs do you hold that must be true in
order for the project to be successful?
Which LOFAs represent the most risk?
Learning Metric
What metric would convince you that your
assumption is true?
MVP
What is the smallest thing that you can build or
do to get that learning metric?
Pivot or Persevere Meeting
When will you make a decision based on
experiment results?
Experimentation
Instead of making big, thoroughly
vetted plans, entrepreneurial
teams quickly sketch out a
framework and then experiment
to validate which parts of their
framework are correct or
incorrect.
The experimentation process is
straightforward in theory, but
nuanced in practice.
Project Process > Lean Startup Experimentation
34. It’s a blow to our egos when we
discover that a lot of our beliefs
about the future are wrong.
But when we get over that, it’s quite
liberating. We realize that we don’t
need to know everything.
We can put our ideas to the test and
change course based on what we
learn.
—Eric Ries, The Leader’s Guide
35. • Teams shift questioning from “can this be done” to “should
this be done?”
• Seeing predictions falsified inspires exploration and fosters
informed humility.
• Seeing customers actions creates confidence.
• Confidence creates a drive for definitive action.
• Experimentation discourages vagueness and ambiguity.
Impact of using Experiments rather than Plans
37. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
38. LEADER’S GUIDE
No Surveys or Focus Groups
The most likely outcome of these techniques in
this context is unreliable results. What other
options are there?
Customer Actions
What could you ask the customer to DO that
would be a gesture of commitment to prove your
assumption?
Per Customer Learning Metrics
Learning metrics are per customer. Any metric
expressed as a per customer can be looked at
the same way no matter the business size.
Better Experiments
To get better results, you will
need to improve your experiment
approach. It is common to find
that each step causes you to
refine the prior step.
Project Process > Better Results
“In this group, 5 of 7 hospitals
built a room.”
“This quarter we had an average
of 3.5 Sessions/user/week”
39. 1. Actionable
Metrics must demonstrate a clear cause and effect.
2. Accessible
Make reports simple and give everyone on the team access to them.
3. Auditable
Metrics must be based on credible data.
The 3 As of Learning Metrics
Metrics to avoid: ROI, Margin, Market Share, and gross numbers of any kind.
41. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
42. LEADER’S GUIDE
Sequence Your Learning Priorities
Which learning objectives (LOFAs) are most
critical to the success of your business?
Smallification
What can you NOT do and get learning sooner?
Reducing Complexity
What are the components of your effort that
cause complexity (eg, geography, scale,
comprehensiveness)?
Can you isolate and eliminate most of them in
order to gain urgent learnings sooner?
.
Being Efficient
Moving quickly means learning
quickly. You will not be able to
learn everything at once.
Therefore, find ways to simplify
and reduce the experiment and
MVP.
Project Process > Being Efficient
45. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
46. 1. At the Start: Set a baseline
Create a simple dashboard of 3-5 metrics the team agrees are vital to the success of your
project. Figure out where you are. Get some practice learning under your belt and make the
model more complicated over time. What you measure here is necessary but not sufficient.
2. Upgrade to a dashboard of inputs to an eventual ROI case
Build a dashboard that represents a complete set of “input” metrics that make up your business
case.
• Conversion rates
• selling price
• average revenue per customer
• A first stab at margin calculation
• Cost to acquire a customer
3. Translate our learning into dollars by running a complete business case after your
learning metrics have changed. This is where you run your ROI.
3 Levels of Innovation Accounting
47. Starter Dashboard
LOFA
We can fund loans (value)
We can close more loans over time (growth)
Lenders will get paid back (value)
Avg. loan offers/request/week
Loans closed/week
% late payments/week
Learning Metric
48. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems
49. 1. Go Slow
Being “buttoned up at every step”
2. Leverage Collective Institutional Wisdom
Make decisions about future performance
based on conclusions drawn from past
experience
3. Measure Project Outcomes
Reward on-plan delivery
4. Staged Gate Systems
Accomplishing predefined milestones
How Risk Is Managed Currently
Analyze
Plan
Stakeholders
Feedback
Revise
Budget
Approve
Execute
Measure
50. Technical or Compliance Risk
For example, a product will fail if you don't do your
technical due diligence.
IMPACT: A mistake can put people's lives in danger.
ACTION: Avoid at all costs.
Rethinking Quality and Risk
Strategy Risk
For example, customers won't like our offering or
we'll be embarrassed by showing them a prototype.
IMPACT: Insignificant.
ACTION: We change strategy
When looking for places to speed up learning,
“Let’s look for things where we're not going to
short up someone's pacemaker.”
—Cindy Alvarez
51. Session 1: Culture
TODAY’S PROGRAM
• Introductory Talk & Setup
• How to Refocus on What Matters
• How to Set Up Entrepreneurial Teams
(Each bullet is a 30min hands-on segment)
• Lean Startup Experimentation Basics
• How to Get Better Results
• How to Be Efficient
• How to Monitor Progress
• How to Manage Risk
• Retro
Session 2: Project Process
Session 3: Deep Systems