Looking for a million-dollar idea? Here are a few tips like test your prototype, take feedback, test product-market fit, validate your ideas and assumption
The document discusses growth hacking, which is a process of rapid experimentation across marketing channels and product development to identify efficient ways to grow a business. It involves generating ideas, prioritizing them, executing them, analyzing the results, and learning from them. An effective growth team consists of experts in product/business, data analysis, technology, and marketing. Their goal is to achieve optimal product-market fit through small, incremental wins rather than few large ones.
There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.
Just One Account, How Lean Startup Principles Have Driven an Enterprise Marke...Lean Startup Co.
Dun & Bradstreet, a nearly 175-year-old company with offices around the world, might not seem like a startup in the traditional sense. But as the company has implemented an aggressive growth strategy, its marketing organization has embraced Lean Startup methodologies to focus its efforts on only the most valuable customer relationships. Dun & Bradstreet CMO Rishi Dave shares the company’s experience and what organizations large and small can learn from the successes they’ve had in thinking Lean to drive pipeline and revenue.
Michael Burcham provides his top 10 thoughts for executing a winning entrepreneurial strategy. The thoughts include: learning from successes not failures; making a difference with your work; solving your own problems; focusing on execution over planning; making time for your dreams; having a clear point of view; starting small with less infrastructure; focusing on quality over quantity; achieving quick wins; and prioritizing execution.
A5: Designing Gamified Experiences to Gain Customer Insights, Richardo Chen &...Lean Startup Co.
The document outlines an agenda for a workshop on gamification that includes basic concepts, the Wisy experience canvas, and a simulation. It also provides details on gamification principles and elements, Wisy features and cases, and an example of a gamified event to promote learning and increase attendance and engagement. The workshop will have participants work in teams to design a Wisy experience using a provided canvas to meet a goal of increasing sales for a fictional touring company.
View from the Trenches: What Went Wrong with Our Lean Startup Program?Lean Startup Co.
Ken Durand, Ericsson, @atlideafactory
With all of the success of Lean in the startup community, this should be pretty easy to implement in the Corporate environment, right? After launching with very little to show in the way of success, the team in Ericsson’s Atlanta Idea Factory had to take a step back and evaluate what changes were necessary to implement Enterprise Lean Startup with success. One key principle had to be learned… People are an organization’s greatest asset, AND its greatest barrier to success.
During this talk, I shared some insights on how we in the Product Lifecycle team use the Global Product Lifecycle to provide a lens into Product Strategy. This enables us to take a look closer into products in the portfolio and make decisions based upon Core, Adjacent and Transformational strategic decisions. At the practices level I also shared how Agile, Lean and Lean Startup are built into the product development practices and form the engine of product development.
Behind the product lifecycle I also shared how we are developing a strategic knowledge network across the organisation to empower the enabling functions to work together and contribute to the product lifecycle. This is a direct systems thinking strategy, utilising the specialists skills to surfacing a network of key partners and individuals. Through this network we are able to increase the organisational capabilities to innovate, share knowledge and reduce waste. All of this supports the open source structure we are applying in portfolio governance to truly embrace a learning organisation.
The document discusses growth hacking, which is a process of rapid experimentation across marketing channels and product development to identify efficient ways to grow a business. It involves generating ideas, prioritizing them, executing them, analyzing the results, and learning from them. An effective growth team consists of experts in product/business, data analysis, technology, and marketing. Their goal is to achieve optimal product-market fit through small, incremental wins rather than few large ones.
There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.
Just One Account, How Lean Startup Principles Have Driven an Enterprise Marke...Lean Startup Co.
Dun & Bradstreet, a nearly 175-year-old company with offices around the world, might not seem like a startup in the traditional sense. But as the company has implemented an aggressive growth strategy, its marketing organization has embraced Lean Startup methodologies to focus its efforts on only the most valuable customer relationships. Dun & Bradstreet CMO Rishi Dave shares the company’s experience and what organizations large and small can learn from the successes they’ve had in thinking Lean to drive pipeline and revenue.
Michael Burcham provides his top 10 thoughts for executing a winning entrepreneurial strategy. The thoughts include: learning from successes not failures; making a difference with your work; solving your own problems; focusing on execution over planning; making time for your dreams; having a clear point of view; starting small with less infrastructure; focusing on quality over quantity; achieving quick wins; and prioritizing execution.
A5: Designing Gamified Experiences to Gain Customer Insights, Richardo Chen &...Lean Startup Co.
The document outlines an agenda for a workshop on gamification that includes basic concepts, the Wisy experience canvas, and a simulation. It also provides details on gamification principles and elements, Wisy features and cases, and an example of a gamified event to promote learning and increase attendance and engagement. The workshop will have participants work in teams to design a Wisy experience using a provided canvas to meet a goal of increasing sales for a fictional touring company.
View from the Trenches: What Went Wrong with Our Lean Startup Program?Lean Startup Co.
Ken Durand, Ericsson, @atlideafactory
With all of the success of Lean in the startup community, this should be pretty easy to implement in the Corporate environment, right? After launching with very little to show in the way of success, the team in Ericsson’s Atlanta Idea Factory had to take a step back and evaluate what changes were necessary to implement Enterprise Lean Startup with success. One key principle had to be learned… People are an organization’s greatest asset, AND its greatest barrier to success.
During this talk, I shared some insights on how we in the Product Lifecycle team use the Global Product Lifecycle to provide a lens into Product Strategy. This enables us to take a look closer into products in the portfolio and make decisions based upon Core, Adjacent and Transformational strategic decisions. At the practices level I also shared how Agile, Lean and Lean Startup are built into the product development practices and form the engine of product development.
Behind the product lifecycle I also shared how we are developing a strategic knowledge network across the organisation to empower the enabling functions to work together and contribute to the product lifecycle. This is a direct systems thinking strategy, utilising the specialists skills to surfacing a network of key partners and individuals. Through this network we are able to increase the organisational capabilities to innovate, share knowledge and reduce waste. All of this supports the open source structure we are applying in portfolio governance to truly embrace a learning organisation.
The document discusses the lean startup methodology for validating business hypotheses through customer development and pivoting. It emphasizes that startups should explicitly test their business assumptions by getting customer feedback on problems, solutions, and business models, rather than assuming their ideas are correct. If problems arise, startups should pivot one element and test again rather than persisting blindly with their initial plan. The lean startup process helps companies find a working business model more quickly through a scientific approach of iterative experimentation and adaptation based on customer input.
To inspire innovation in an organization, companies should trust employees which will increase engagement, encourage failures as innovation requires risk and failures can lead to breakthroughs, and empower employees by giving them the ability to develop disruptive ideas and products. They should also make the workplace fun as laughter and enjoyment can encourage innovative thinking.
This document discusses how to thoughtfully consider open questions over long periods of time through different perspectives or lenses. It notes that the most impactful technologies and strategies are usually the result of cultivating open questions and slowly developing hunches over months or years. When facing open questions, the author recommends reflecting on them each day using different approaches, such as considering extremes, identifying underlying assumptions, or looking at how unrelated industries address similar problems. Taking this iterative approach can help generate novel ideas that provide real solutions.
Growth hacking - How we grew our GetMarker.ioGary Gaspar
Marker - https://getmarker.io - is a chrome extension that lets you take screenshots, add annotations (emojis included!) and save them in 1-click to Slack, Trello, Github & Jira, so that your teammates can find them when they need them!
If your job has something to do with building websites and apps, you know how much feedback is critical to high quality work.
Because an image is worth a thousand words, we like to use screenshots to share feedback on bugs, ideas, links, etc.... However, we find that screenshots suck for 3 main reasons:
1) They are tricky to edit. Adding text, emojis and shapes can be a real pain.
2) They are often saved on your desktop, leading to what we call desktop flooding.
3) They come with little context, making it hard to know exactly where the screenshot was taken
Like many modern teams, we spend our days in apps like Trello, Slack & Github. We want visual bugs in Trello, design ideas in Slack, and developments issues in Github.
And most importantly we want to keep our desktop clean :)
That’s why we created Marker, a Chrome extension that makes visual communication more fun and efficient.
Marker lets you take screenshots right from your browser, add annotations (emojiis included!) and send them in 1-click to Slack, Trello, Github, Jira,... so that your teammates can find them when they need them!
To top it all off, we also automatically attach the URL of the page where your screenshot was taken so anyone can immediately refer back to the original page.
Give it a go for free at getmarker.io
Marker is perfect for founders, product managers, web agencies and support teams.
1) Founders and product managers use it to improve their product by sharing their vision with their teammates.
2) Project managers at agencies use it to ask report bugs before delivering a website and to ask clients for feedback.
3) Support team use to inform developers about bugs that clients have reported.
4) Designers use Marker to fine-tune visual details that can be passed to developers and collect inspiring design.
Michal Wroczyński – Fido Intelligence – Czym się różni palma od sosny, czyli subiektywne spojrzenie na akcelerację start-upów w Stanach Zjednoczonych i w Polsce
1) Only 32% of projects are successful, 44% are challenged, and 24% fail.
2) There are 9 steps to project success including setting SMART goals, defining success and failure, building a great team, and clearly defining roles.
3) Communication is important - communicate to inform, engage, and understand; and write things down. Expect and plan for change, celebrate success, and learn and grow.
Lean Startup Experiments are the means to generate the currency of Entrepreneurship - learning.
In this workshop, first presented at Live The Dream, we take you through how to identify the next experiment, write it up, retrospect and record it.
Borrows from work by Ash Maurya, Eric Reis and more.
The document discusses building a growth mindset and growth hacking techniques. It recommends forming a growth team with core competencies in creativity, curiosity, analytics, and obsession. The growth team should use an experiment framework of idea, hypothesis, conclusion, experiment, and data to test growth strategies. Some strategies mentioned include funnel analysis, heatmaps, customer conversations, A/B tests, and cohort analysis. It also recommends understanding customers, creating a wow moment for launches, optimizing retention, tuning the growth engine, and fostering a company culture that supports growth hacking.
This document discusses using lean startup methodology to drive business success. It recommends focusing on customer development before product development through rapid iteration and data-driven experiments. Key aspects of lean startup include using a lean canvas to frame the business model, conducting small iterations that make progress, starting with early adopters, and interviewing customers without discussing products. An example hypothesis tests whether a revenue split offer will get coffee shop managers to sign up for an app. It also recommends using tools to manage experiments, pivoting as assumptions are invalidated, and building a measurable sales funnel with metrics.
So you are an aspiring entrepreneur with the next big idea to rock this world looking for funding to make it a reality. As you might have already found out, that is easier said than done. Making a pitch to an investor is often a nerve wracking experience. Here are some ways you can make it better.
Ideas are great, but which ideas will actually make a difference.
Here is our approach, the different phases and services you can apply to rock your innovation, inspire your people and enter new markets.
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
Aubrey Smith, early member of GE’s FastWorks initiative, will leverage her experience working with large, F500s on innovation transformation to talk through what it takes to drive a large-scale change within a complex enterprise. During this session, the audience will have the chance to work with expert coaches on exercises focusing on Portfolio Management (believe it or not, everyone has an innovation “portfolio” to govern) and Cultural change.
The document is a leader's guide to innovation from Dale Carnegie Training. It discusses how innovation is important for organizations to stay competitive and outlines a process for leaders to foster innovation. The process involves visualizing an ideal future state, finding facts about the current state, identifying challenges and opportunities, brainstorming ideas, evaluating solutions, gaining acceptance, implementing solutions, following up on implementation, and evaluating results. Fostering innovation requires open communication, valuing employees, and creating a positive work environment.
Transformation. Continuous transformation, systems thinkingShiftup
The document discusses change management and transformation. It provides an overview of the Innovation Vortex model and how it can be applied to change management. It discusses different models for leadership in change, including the differences between change leadership and change management. It then walks through each step of the Innovation Vortex model - from empathizing and defining problems to ideating solutions, building prototypes, testing ideas, and learning from the process. Key aspects of evaluating and improving change initiatives are also summarized.
View from the Trenches: Lessons Learned in the Enterprise, Ken Durand, Atlant...Lean Startup Co.
Ken Durand, Head of Innovation at the Atlanta Ideas Factory (Ericsson) talks about hitting the ground running with a Lean Startup program only to find that the results were (shall we say) mediocre. In this honest talk, he’ll discuss what it took to get the necessary (continued) support, why it was imperative for the team to do an honest self-assessment of what was going right, and more importantly, what was going wrong. He’ll lead a participatory discussion with the audience on how to hire and lead for innovation.
This document discusses marketing trends and the crisis in mass marketing. It notes that traditional advertising is declining in effectiveness, with people increasingly able to avoid ads and being bombarded by thousands per day. New trends include social media marketing, word-of-mouth marketing, and focusing on authenticity, transparency and changing customer behavior rather than just increasing sales. The new paradigm emphasizes finding influencers, democratizing advertising, and creating value at the edges through collective collaboration.
ODI is an innovation process focused on customer outcomes rather than ideas. It links a company's activities to customer-defined metrics, with an 86% success rate of new products and markets. ODI helps companies ensure growth by making decisions based on understanding unmet customer needs rather than brainstorming ideas. Traditional innovation processes are broken because they focus on generating ideas without understanding customer needs, resulting in high failure rates of new products.
This document discusses why most innovation processes fail and introduces a new approach called Outcome-Driven Innovation (ODI). It argues that the traditional "ideas-first" approach to innovation is flawed because it generates ideas without understanding customer needs, making it unlikely to satisfy unmet needs. The evaluation and filtering of ideas is also flawed without this customer understanding. ODI is presented as a better alternative that focuses on understanding customer needs before developing ideas.
The document discusses marketing trends and new paradigms. Traditional mass marketing is showing declining returns, while social media that facilitates word-of-mouth is on the rise. The new paradigm focuses on innovating to change social behavior rather than just selling products, finding influencers to spread ideas virally, and decentralizing control to engage customers.
The document discusses the lean startup methodology for validating business hypotheses through customer development and pivoting. It emphasizes that startups should explicitly test their business assumptions by getting customer feedback on problems, solutions, and business models, rather than assuming their ideas are correct. If problems arise, startups should pivot one element and test again rather than persisting blindly with their initial plan. The lean startup process helps companies find a working business model more quickly through a scientific approach of iterative experimentation and adaptation based on customer input.
To inspire innovation in an organization, companies should trust employees which will increase engagement, encourage failures as innovation requires risk and failures can lead to breakthroughs, and empower employees by giving them the ability to develop disruptive ideas and products. They should also make the workplace fun as laughter and enjoyment can encourage innovative thinking.
This document discusses how to thoughtfully consider open questions over long periods of time through different perspectives or lenses. It notes that the most impactful technologies and strategies are usually the result of cultivating open questions and slowly developing hunches over months or years. When facing open questions, the author recommends reflecting on them each day using different approaches, such as considering extremes, identifying underlying assumptions, or looking at how unrelated industries address similar problems. Taking this iterative approach can help generate novel ideas that provide real solutions.
Growth hacking - How we grew our GetMarker.ioGary Gaspar
Marker - https://getmarker.io - is a chrome extension that lets you take screenshots, add annotations (emojis included!) and save them in 1-click to Slack, Trello, Github & Jira, so that your teammates can find them when they need them!
If your job has something to do with building websites and apps, you know how much feedback is critical to high quality work.
Because an image is worth a thousand words, we like to use screenshots to share feedback on bugs, ideas, links, etc.... However, we find that screenshots suck for 3 main reasons:
1) They are tricky to edit. Adding text, emojis and shapes can be a real pain.
2) They are often saved on your desktop, leading to what we call desktop flooding.
3) They come with little context, making it hard to know exactly where the screenshot was taken
Like many modern teams, we spend our days in apps like Trello, Slack & Github. We want visual bugs in Trello, design ideas in Slack, and developments issues in Github.
And most importantly we want to keep our desktop clean :)
That’s why we created Marker, a Chrome extension that makes visual communication more fun and efficient.
Marker lets you take screenshots right from your browser, add annotations (emojiis included!) and send them in 1-click to Slack, Trello, Github, Jira,... so that your teammates can find them when they need them!
To top it all off, we also automatically attach the URL of the page where your screenshot was taken so anyone can immediately refer back to the original page.
Give it a go for free at getmarker.io
Marker is perfect for founders, product managers, web agencies and support teams.
1) Founders and product managers use it to improve their product by sharing their vision with their teammates.
2) Project managers at agencies use it to ask report bugs before delivering a website and to ask clients for feedback.
3) Support team use to inform developers about bugs that clients have reported.
4) Designers use Marker to fine-tune visual details that can be passed to developers and collect inspiring design.
Michal Wroczyński – Fido Intelligence – Czym się różni palma od sosny, czyli subiektywne spojrzenie na akcelerację start-upów w Stanach Zjednoczonych i w Polsce
1) Only 32% of projects are successful, 44% are challenged, and 24% fail.
2) There are 9 steps to project success including setting SMART goals, defining success and failure, building a great team, and clearly defining roles.
3) Communication is important - communicate to inform, engage, and understand; and write things down. Expect and plan for change, celebrate success, and learn and grow.
Lean Startup Experiments are the means to generate the currency of Entrepreneurship - learning.
In this workshop, first presented at Live The Dream, we take you through how to identify the next experiment, write it up, retrospect and record it.
Borrows from work by Ash Maurya, Eric Reis and more.
The document discusses building a growth mindset and growth hacking techniques. It recommends forming a growth team with core competencies in creativity, curiosity, analytics, and obsession. The growth team should use an experiment framework of idea, hypothesis, conclusion, experiment, and data to test growth strategies. Some strategies mentioned include funnel analysis, heatmaps, customer conversations, A/B tests, and cohort analysis. It also recommends understanding customers, creating a wow moment for launches, optimizing retention, tuning the growth engine, and fostering a company culture that supports growth hacking.
This document discusses using lean startup methodology to drive business success. It recommends focusing on customer development before product development through rapid iteration and data-driven experiments. Key aspects of lean startup include using a lean canvas to frame the business model, conducting small iterations that make progress, starting with early adopters, and interviewing customers without discussing products. An example hypothesis tests whether a revenue split offer will get coffee shop managers to sign up for an app. It also recommends using tools to manage experiments, pivoting as assumptions are invalidated, and building a measurable sales funnel with metrics.
So you are an aspiring entrepreneur with the next big idea to rock this world looking for funding to make it a reality. As you might have already found out, that is easier said than done. Making a pitch to an investor is often a nerve wracking experience. Here are some ways you can make it better.
Ideas are great, but which ideas will actually make a difference.
Here is our approach, the different phases and services you can apply to rock your innovation, inspire your people and enter new markets.
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
Aubrey Smith, early member of GE’s FastWorks initiative, will leverage her experience working with large, F500s on innovation transformation to talk through what it takes to drive a large-scale change within a complex enterprise. During this session, the audience will have the chance to work with expert coaches on exercises focusing on Portfolio Management (believe it or not, everyone has an innovation “portfolio” to govern) and Cultural change.
The document is a leader's guide to innovation from Dale Carnegie Training. It discusses how innovation is important for organizations to stay competitive and outlines a process for leaders to foster innovation. The process involves visualizing an ideal future state, finding facts about the current state, identifying challenges and opportunities, brainstorming ideas, evaluating solutions, gaining acceptance, implementing solutions, following up on implementation, and evaluating results. Fostering innovation requires open communication, valuing employees, and creating a positive work environment.
Transformation. Continuous transformation, systems thinkingShiftup
The document discusses change management and transformation. It provides an overview of the Innovation Vortex model and how it can be applied to change management. It discusses different models for leadership in change, including the differences between change leadership and change management. It then walks through each step of the Innovation Vortex model - from empathizing and defining problems to ideating solutions, building prototypes, testing ideas, and learning from the process. Key aspects of evaluating and improving change initiatives are also summarized.
View from the Trenches: Lessons Learned in the Enterprise, Ken Durand, Atlant...Lean Startup Co.
Ken Durand, Head of Innovation at the Atlanta Ideas Factory (Ericsson) talks about hitting the ground running with a Lean Startup program only to find that the results were (shall we say) mediocre. In this honest talk, he’ll discuss what it took to get the necessary (continued) support, why it was imperative for the team to do an honest self-assessment of what was going right, and more importantly, what was going wrong. He’ll lead a participatory discussion with the audience on how to hire and lead for innovation.
This document discusses marketing trends and the crisis in mass marketing. It notes that traditional advertising is declining in effectiveness, with people increasingly able to avoid ads and being bombarded by thousands per day. New trends include social media marketing, word-of-mouth marketing, and focusing on authenticity, transparency and changing customer behavior rather than just increasing sales. The new paradigm emphasizes finding influencers, democratizing advertising, and creating value at the edges through collective collaboration.
ODI is an innovation process focused on customer outcomes rather than ideas. It links a company's activities to customer-defined metrics, with an 86% success rate of new products and markets. ODI helps companies ensure growth by making decisions based on understanding unmet customer needs rather than brainstorming ideas. Traditional innovation processes are broken because they focus on generating ideas without understanding customer needs, resulting in high failure rates of new products.
This document discusses why most innovation processes fail and introduces a new approach called Outcome-Driven Innovation (ODI). It argues that the traditional "ideas-first" approach to innovation is flawed because it generates ideas without understanding customer needs, making it unlikely to satisfy unmet needs. The evaluation and filtering of ideas is also flawed without this customer understanding. ODI is presented as a better alternative that focuses on understanding customer needs before developing ideas.
The document discusses marketing trends and new paradigms. Traditional mass marketing is showing declining returns, while social media that facilitates word-of-mouth is on the rise. The new paradigm focuses on innovating to change social behavior rather than just selling products, finding influencers to spread ideas virally, and decentralizing control to engage customers.
How to bring innovation & your ecosystem to lifeChinedu Echeruo
This document provides guidance on accelerating and de-risking innovation through a systematic, scientific process. It discusses common innovation challenges such as finding product-market fit and building a world-class team. It then outlines steps to build a minimum viable product in 100 days and achieve product-market fit within 6 months through customer interviews, prototyping, and testing. It also provides a model for organizing an innovation team called the "Beloved Organization" with roles like vision keeper, co-creators, and stakeholders. The document aims to help organizations launch new products and organizations more successfully through a proven innovation process.
Crowdsourcing is becoming more important for brands as consumers demand more involvement. To successfully crowdsource, brands must [1] keep participant groups small to ensure quality, [2] clearly define their goals to attract the right crowd, and [3] provide feedback to participants to respect their contributions and maintain engagement. When done right, crowdsourcing can produce fresh ideas to benefit brands.
This document discusses idea generation and screening. It defines an idea and lists the components of a great idea. Idea generation is described as a knowledgeable, creative, and systematic process that develops from consumer and market knowledge to create new products and marketing approaches. Various idea generation methods like chance encounters, competitor analysis, and brainstorming are covered. The document also discusses idea shaping tools, screening criteria, risks in screening, and provides two options for screening ideas. The conclusion emphasizes that idea generation and screening help systematically develop product ideas to satisfy business strategies.
The document discusses new pedagogies for deep learning. It argues that current teaching methods will lead students to become increasingly bored and teachers increasingly frustrated, especially as technology advances learning possibilities outside of school. A new approach to teaching is needed to engage students and take advantage of new technologies, otherwise a divide could emerge between learning inside and outside of school.
1. The document discusses how to build customer habits and get users hooked on products by understanding what motivates customers and making their desired tasks easier.
2. It recommends identifying the "job to be done" that customers use a product for and finding new ways to improve that experience. Successful products form habits by addressing customer motivations simply and rewarding them in a way that leaves them wanting more.
3. The concept of an "addiction loop" is introduced, with triggers driving an action that results in a reward and further investment, keeping users engaged. Campaign design should follow customers' journeys through different channels to reach them at the right moments.
The New Normal: Product Management During Challenging Times: Rapid Product Re...Aggregage
Every choice we make right now can make or break us. If we want our products to grow we need to practice rapid, continuous product discovery to understand and adapt to the changes in our customer’s lives. Join Holly Hester-Reilly as she shares her knowledge from years of experience teaching product managers and researchers on how to make evidence-based product decisions with rapid research.
The document discusses ideation, innovation, creativity, and protecting ideas. It provides information on where to get ideas, developing ideas, evaluating ideas, and obstacles to innovation. Organizational motivation and creativity components are also covered. Examples of patents, trademarks, and copyrights are given to explain how to protect different types of ideas.
Testing workshop dayone final accelerator 26022019DayOne
This document summarizes a customer discovery workshop focused on developing and testing hypotheses for new products and services. The workshop covered topics such as conducting customer interviews and focus groups, developing minimum viable products, prioritizing critical hypotheses, designing hypothesis test cards, and planning experiments. Participants worked in groups to extract and refine hypotheses, develop MVPs, design test cards for important hypotheses, and track planned experiments and activities over the coming months. The goal was to help entrepreneurs learn quickly by getting feedback through the build-measure-learn process with minimal effort.
This document contains 101 lessons learned for startups collected from the experience of running startups. Some of the key lessons include preparing to unlearn what you've learned and know that startup best practices have changed, validating ideas with customers before writing code, focusing on solving problems rather than just having cool ideas, and knowing when to pivot or fold a failing idea. It emphasizes the importance of testing ideas quickly through prototypes and constant customer feedback to achieve product-market fit.
The document summarizes presentations from an Innovation Expo on topics related to starting a small business, including elements of a business plan, financing options, developing product ideas, and obtaining patents. Several speakers discussed the importance of having a well-organized business plan and financial statements, as well as exploring funding sources like loans, venture capital, and informal investors. Developing a new product or idea was said to require considering market factors, competitive advantages, and potential profitability. The importance of patents was also covered, though speakers noted they do not guarantee product protection or success.
The New Rules of Early-Stage Product Development (MassChallenge / Skolkovo)Rishi Dean
Slides from my workshop delivered in Moscow to Skolkovo Super League companies, as part of the MassChallenge entrepreneurship "bootcamp". "The New Rules of Early-Stage Product Development" introduces a framework called the "Product / Market Fit Matrix", which is used by early stage companies to help them find product / market fit, based on their starting point of how strong their initial hypotheses of the market are.
The document discusses innovation challenges and provides thoughts on how to innovate. It suggests focusing on creating superior value for customers in the new "what can I do for you" economy where consumers are taking control. Companies should work on the edges, bring customers into strategic decisions, deepen core competencies while leveraging outside resources, and find ideas that unite stakeholders to continuously improve through practice.
The document discusses creativity, innovation, and entrepreneurship. It explains that creativity involves generating new ideas, innovation is applying those ideas, and entrepreneurship combines creative ideas with business structure. Entrepreneurs must foster creativity through techniques like brainstorming and prototyping new ideas. The creative process has stages of preparation, investigation, incubation, illumination, and implementation. Entrepreneurs can protect their creative ideas with patents, trademarks, and copyrights.
The document discusses the importance of product-market fit for startups. It states that the main reasons startups fail is due to a lack of product-market fit (34%) or marketing problems (22%). Product-market fit means that a product satisfies customer needs in a way that also allows the startup to grow. It involves intuitive value, willingness to deal with friction, enthusiasm from users, and word-of-mouth promotion. Finding product-market fit requires building something users want and iteratively learning what customers need through direct engagement with potential users before fully developing a product.
Similar to 4 tips to build winning hackathon ideas for beginners (20)
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
imaging, emphasizing addressing false positives and resource efficiency.
Digital Twins Computer Networking Paper Presentation.pptxaryanpankaj78
A Digital Twin in computer networking is a virtual representation of a physical network, used to simulate, analyze, and optimize network performance and reliability. It leverages real-time data to enhance network management, predict issues, and improve decision-making processes.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...PriyankaKilaniya
Energy efficiency has been important since the latter part of the last century. The main object of this survey is to determine the energy efficiency knowledge among consumers. Two separate districts in Bangladesh are selected to conduct the survey on households and showrooms about the energy and seller also. The survey uses the data to find some regression equations from which it is easy to predict energy efficiency knowledge. The data is analyzed and calculated based on five important criteria. The initial target was to find some factors that help predict a person's energy efficiency knowledge. From the survey, it is found that the energy efficiency awareness among the people of our country is very low. Relationships between household energy use behaviors are estimated using a unique dataset of about 40 households and 20 showrooms in Bangladesh's Chapainawabganj and Bagerhat districts. Knowledge of energy consumption and energy efficiency technology options is found to be associated with household use of energy conservation practices. Household characteristics also influence household energy use behavior. Younger household cohorts are more likely to adopt energy-efficient technologies and energy conservation practices and place primary importance on energy saving for environmental reasons. Education also influences attitudes toward energy conservation in Bangladesh. Low-education households indicate they primarily save electricity for the environment while high-education households indicate they are motivated by environmental concerns.
VARIABLE FREQUENCY DRIVE. VFDs are widely used in industrial applications for...PIMR BHOPAL
Variable frequency drive .A Variable Frequency Drive (VFD) is an electronic device used to control the speed and torque of an electric motor by varying the frequency and voltage of its power supply. VFDs are widely used in industrial applications for motor control, providing significant energy savings and precise motor operation.
Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...shadow0702a
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
Rainfall intensity duration frequency curve statistical analysis and modeling...bijceesjournal
Using data from 41 years in Patna’ India’ the study’s goal is to analyze the trends of how often it rains on a weekly, seasonal, and annual basis (1981−2020). First, utilizing the intensity-duration-frequency (IDF) curve and the relationship by statistically analyzing rainfall’ the historical rainfall data set for Patna’ India’ during a 41 year period (1981−2020), was evaluated for its quality. Changes in the hydrologic cycle as a result of increased greenhouse gas emissions are expected to induce variations in the intensity, length, and frequency of precipitation events. One strategy to lessen vulnerability is to quantify probable changes and adapt to them. Techniques such as log-normal, normal, and Gumbel are used (EV-I). Distributions were created with durations of 1, 2, 3, 6, and 24 h and return times of 2, 5, 10, 25, and 100 years. There were also mathematical correlations discovered between rainfall and recurrence interval.
Findings: Based on findings, the Gumbel approach produced the highest intensity values, whereas the other approaches produced values that were close to each other. The data indicates that 461.9 mm of rain fell during the monsoon season’s 301st week. However, it was found that the 29th week had the greatest average rainfall, 92.6 mm. With 952.6 mm on average, the monsoon season saw the highest rainfall. Calculations revealed that the yearly rainfall averaged 1171.1 mm. Using Weibull’s method, the study was subsequently expanded to examine rainfall distribution at different recurrence intervals of 2, 5, 10, and 25 years. Rainfall and recurrence interval mathematical correlations were also developed. Further regression analysis revealed that short wave irrigation, wind direction, wind speed, pressure, relative humidity, and temperature all had a substantial influence on rainfall.
Originality and value: The results of the rainfall IDF curves can provide useful information to policymakers in making appropriate decisions in managing and minimizing floods in the study area.
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Rejoignez Philippe Ozil pour une session de workshops qui vous guidera à travers les détails de la plateforme Einstein 1, l'importance des données pour la création d'applications d'intelligence artificielle et les différents outils et technologies que Salesforce propose pour vous apporter tous les bénéfices de l'IA.
Comparative analysis between traditional aquaponics and reconstructed aquapon...bijceesjournal
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
2008 BUILDING CONSTRUCTION Illustrated - Ching Chapter 08 Doors and Windows.pdf
4 tips to build winning hackathon ideas for beginners
1. 4 TIPS TO BUILD WINNING
HACKATHON IDEAS FOR
BEGINNERS
Create a product
that you would
use
You are more likely to build a product
that you would use personally.
Know your
market
Getting the product-market fit right
is the secret to the success of a new
product.
Validate your
idea
Test your prototype with friends,
family, and colleagues. Collect honest
feedback to know if you are on the
right track.
Don’t be afraid
to take the
plunge
It is OK if you are not 100% confident
about the result. Start small and build
a simple prototype.
Ideas have the potential to
revolutionize the world
The sky 's the limit. Don’t limit your imagination or creativity.
Inspire the judges with new ideas that take their
technologies and solutions to entirely new places.
Over 80% of Fortune 100 companies conduct hackathons to drive innovation. More than
50% of the hackathons are recurring events, indicating that they are a reliable tool for
sustained innovation.
Source: https://www.hackerearth.com/community-hackathons/resources/e-
books/guide-to-organize-hackathon/