The event NewCo Boston was held on on April 26 2016. This presentation was delivered by Joe Kinsella, the founder & CTO of CloudHealth Technologies.
http://bos.newco.co/2016-schedule/
Product Management 101: The Search for Product-Market FitJeffrey Bussgang
This presentation discusses product-market fit and the lean startup methodology. It defines product-market fit as having a product that customers will readily pay for. The lean startup approach is presented as a way for startups to rapidly test hypotheses about their product and business model using minimum viable products and customer feedback to quickly iterate. Key aspects of the lean startup process include getting customer feedback early, focusing on validating the business model through experiments before scaling, and being willing to pivot the product or business model based on lessons learned from customers.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
In this presentation I shared my perspective about how to use the best of of Lean Startup and Scrum principles for building new product and for any new enhancement projects. Shared the practices like Lean Canvas, Wireframing, Prototyping, One metric that matters, User Story Mapping etc. in the the overall framework of Problem Validation->Solution Validation--> Scale.
"Life is too short to build something which nobody wants". Let us make successful products, services and companies..
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
The Strategic Role of Product Management
The Strategic Role of Product Management explains why product management is a critical, strategic role in a technology company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
The document discusses the principles and practices of Lean Startup as it relates to product management. It defines Lean Startup as focusing on eliminating waste, iterating quickly through build-measure-learn cycles to validate learning and achieve product-market fit. Key aspects of Lean Startup discussed include capturing business model hypotheses, systematically testing plans through experiments, building minimum viable products to test with customers, and iterating based on validated learning to improve the product.
Product Management 101: The Search for Product-Market FitJeffrey Bussgang
This presentation discusses product-market fit and the lean startup methodology. It defines product-market fit as having a product that customers will readily pay for. The lean startup approach is presented as a way for startups to rapidly test hypotheses about their product and business model using minimum viable products and customer feedback to quickly iterate. Key aspects of the lean startup process include getting customer feedback early, focusing on validating the business model through experiments before scaling, and being willing to pivot the product or business model based on lessons learned from customers.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
In this presentation I shared my perspective about how to use the best of of Lean Startup and Scrum principles for building new product and for any new enhancement projects. Shared the practices like Lean Canvas, Wireframing, Prototyping, One metric that matters, User Story Mapping etc. in the the overall framework of Problem Validation->Solution Validation--> Scale.
"Life is too short to build something which nobody wants". Let us make successful products, services and companies..
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
The Strategic Role of Product Management
The Strategic Role of Product Management explains why product management is a critical, strategic role in a technology company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.company. One which guides products to be created based on a market need, not because someone thinks it is a good idea.
Let's talk about the job of a product manager and how to do it really well. Based off of this post: https://medium.com/@joshelman/a-product-managers-job-63c09a43d0ec#.v0kdyf816
The document discusses the principles and practices of Lean Startup as it relates to product management. It defines Lean Startup as focusing on eliminating waste, iterating quickly through build-measure-learn cycles to validate learning and achieve product-market fit. Key aspects of Lean Startup discussed include capturing business model hypotheses, systematically testing plans through experiments, building minimum viable products to test with customers, and iterating based on validated learning to improve the product.
eHealth Start-up Guide for business successJaakko Vallila
The document provides an overview of three approaches - business model innovation, lean startup, and continuous improvement - that eHealth startups can use to successfully design and launch their business. It recommends using the business model canvas tool to map out key components of the startup's business like partners, activities, resources, customer segments, and revenue streams. The lean startup approach suggests quickly testing ideas with minimum viable products to gather customer feedback and pivot if needed. Continuous improvement involves seeking constant feedback to refine processes and provide better value. Taking a blended approach using all three methods is recommended for eHealth startups.
Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012.
Also includes supporting material including: 'The myths of lean'.
Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible.
For more information about BLN events in the UK and US: http://thebln.com
HAVARD BUSINESS SCHOOL : The Lean Startup strategy ATUL RAJA
Most startups fail for want of a FAST go to market strategy; Harvard Professor Eisenmann in his new course introduced “Minimum Viable Product" (MVP) and "Product Market Fit (PMF)
methodologies that have proven successful for many young high-tech companies.
The document summarizes key concepts from Eric Ries' book Lean Startup. The Lean Startup methodology emphasizes rapid experimentation to validate business hypotheses and learn quickly what customers want through a process of building minimal products and measuring how customers respond in order to iterate quickly. Startups are encouraged to treat their efforts as experiments meant to test which assumptions are correct and deliver value to customers rather than following detailed plans.
This document discusses concepts from "The Lean Startup" related to accelerating a startup. It describes three engines of growth: the sticky engine focuses on customer retention and acquisition outpacing churn; the viral engine measures new customers generated by existing customers; and the paid engine examines customer lifetime value after deducting variable costs. It also discusses the benefits of single-piece or small-batch production over large-batch approaches. Building an adaptive organization by investing in the right amount of process allows startups to stay nimble as they grow. Larger companies can still innovate if they balance needs of existing and new customers while exploring new business models through a willingness to change management philosophy.
This document provides teaching notes for mentors on revenue streams and models. It instructs mentors to ensure student teams are making progress on their hypotheses and discovery work. Mentors should focus critiques on student understanding of customer relationships. Common student mistakes include not understanding differences between customer acquisition and activation, as well as the importance of online marketing even for physical products. Mentors should emphasize the key components of revenue streams like types, models, pricing tactics, and differences between physical and digital models.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
This document discusses how established businesses can learn from lean startup practices to generate new business ideas and opportunities. It introduces the Business Model Canvas and Customer Value Canvas as frameworks for visualizing new business models and customer needs. Lean startups use these canvases along with customer development and agile learning processes to quickly test hypotheses through small experiments rather than large investments. The document provides examples of how workshops can help organizations apply these lean innovation methods to reinvigorate their existing business models or identify new opportunities.
Presentation slides for a talk given by Robert Love at WeTeachSydney: Startup and Business Speed Teaching at Fishburners, Ultimo on Thursday 17 May 2012. http://weteachme.com/gala/sydney
The document summarizes a Lean Startup meetup focused on discussing when companies should pivot versus persevere. The meetup agenda included introductions, an overview of pivoting versus persevering, examples of company pivots, planning for the next meetup, and opportunities for discussion. The overview explained that a pivot is a structured course correction to test a new hypothesis about the product, business model, or growth strategy, while persevering means determining if progress is being made or a change is needed. Real case studies of company pivots were presented and discussed.
This document summarizes key concepts from Lean Startup methodology. It discusses getting customer feedback early in the product development process through techniques like minimum viable products and continuous deployment. It emphasizes measuring progress through validated learning rather than outputs like features built. The document recommends optimizing for product/market fit before scaling and testing all assumptions rather than relying on untested beliefs. Resources are provided to learn more about applying Lean Startup principles.
10 Best Practices Of Software Product ManagementSVPMA
Yossi Zohar is a senior director at Amdocs with over 22 years of experience in IT and software. He discusses 10 rules for effective product management. The rules include maintaining direct customer interactions; thoroughly prioritizing requirements; being ready to make quick de-scoping decisions; and justifying release scope through conflicting pressures. He also provides 3 bonus rules around being persistent, defining ROI-driven products, and focusing on business performance metrics. Yossi encourages questions and shares his contact information to continue the discussion.
The document provides an overview of the Lean Startup methodology. It discusses that the goal of a startup is to quickly figure out what customers want and will pay for through systematic experiments. The Lean Startup process involves having a clear vision and testing hypotheses about customer value and growth through a build-measure-learn feedback loop using minimum viable products. It emphasizes validated learning to determine whether to pivot the strategy or persevere based on empirical results.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Review of the book 'The Lean Startup' by Eric Ries. Entrepreneurs can use these concepts in a variety of businesses both new and old. Great group conversation to explore how a variety of people can use the methodology.
Devlopmental Stages of the StartUp ~ Customer Relationship (Denver StartUp Week)Joshua Forman
The document discusses the developmental stages of relationships between startups and their customers. It describes how these relationships evolve from simple transactional exchanges to complex recurring engagements aimed at maximizing lifetime customer value. Key stages include early focus on product-market fit, scaling operations, and differentiating customer interactions across lines such as onboarding, support, and continuous value creation. The maturity of efforts along these lines may progress at different rates as the startup and relationships grow in sophistication over time.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Este documento proporciona instrucciones en 5 pasos para formattear un documento de Word: 1) escribir el texto, 2) justificar el texto, 3) establecer la sangría, 4) establecer el interlineado en 1.5 líneas, y 5) guardar el documento con un nombre.
eHealth Start-up Guide for business successJaakko Vallila
The document provides an overview of three approaches - business model innovation, lean startup, and continuous improvement - that eHealth startups can use to successfully design and launch their business. It recommends using the business model canvas tool to map out key components of the startup's business like partners, activities, resources, customer segments, and revenue streams. The lean startup approach suggests quickly testing ideas with minimum viable products to gather customer feedback and pivot if needed. Continuous improvement involves seeking constant feedback to refine processes and provide better value. Taking a blended approach using all three methods is recommended for eHealth startups.
Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012.
Also includes supporting material including: 'The myths of lean'.
Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible.
For more information about BLN events in the UK and US: http://thebln.com
HAVARD BUSINESS SCHOOL : The Lean Startup strategy ATUL RAJA
Most startups fail for want of a FAST go to market strategy; Harvard Professor Eisenmann in his new course introduced “Minimum Viable Product" (MVP) and "Product Market Fit (PMF)
methodologies that have proven successful for many young high-tech companies.
The document summarizes key concepts from Eric Ries' book Lean Startup. The Lean Startup methodology emphasizes rapid experimentation to validate business hypotheses and learn quickly what customers want through a process of building minimal products and measuring how customers respond in order to iterate quickly. Startups are encouraged to treat their efforts as experiments meant to test which assumptions are correct and deliver value to customers rather than following detailed plans.
This document discusses concepts from "The Lean Startup" related to accelerating a startup. It describes three engines of growth: the sticky engine focuses on customer retention and acquisition outpacing churn; the viral engine measures new customers generated by existing customers; and the paid engine examines customer lifetime value after deducting variable costs. It also discusses the benefits of single-piece or small-batch production over large-batch approaches. Building an adaptive organization by investing in the right amount of process allows startups to stay nimble as they grow. Larger companies can still innovate if they balance needs of existing and new customers while exploring new business models through a willingness to change management philosophy.
This document provides teaching notes for mentors on revenue streams and models. It instructs mentors to ensure student teams are making progress on their hypotheses and discovery work. Mentors should focus critiques on student understanding of customer relationships. Common student mistakes include not understanding differences between customer acquisition and activation, as well as the importance of online marketing even for physical products. Mentors should emphasize the key components of revenue streams like types, models, pricing tactics, and differences between physical and digital models.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
This document discusses how established businesses can learn from lean startup practices to generate new business ideas and opportunities. It introduces the Business Model Canvas and Customer Value Canvas as frameworks for visualizing new business models and customer needs. Lean startups use these canvases along with customer development and agile learning processes to quickly test hypotheses through small experiments rather than large investments. The document provides examples of how workshops can help organizations apply these lean innovation methods to reinvigorate their existing business models or identify new opportunities.
Presentation slides for a talk given by Robert Love at WeTeachSydney: Startup and Business Speed Teaching at Fishburners, Ultimo on Thursday 17 May 2012. http://weteachme.com/gala/sydney
The document summarizes a Lean Startup meetup focused on discussing when companies should pivot versus persevere. The meetup agenda included introductions, an overview of pivoting versus persevering, examples of company pivots, planning for the next meetup, and opportunities for discussion. The overview explained that a pivot is a structured course correction to test a new hypothesis about the product, business model, or growth strategy, while persevering means determining if progress is being made or a change is needed. Real case studies of company pivots were presented and discussed.
This document summarizes key concepts from Lean Startup methodology. It discusses getting customer feedback early in the product development process through techniques like minimum viable products and continuous deployment. It emphasizes measuring progress through validated learning rather than outputs like features built. The document recommends optimizing for product/market fit before scaling and testing all assumptions rather than relying on untested beliefs. Resources are provided to learn more about applying Lean Startup principles.
10 Best Practices Of Software Product ManagementSVPMA
Yossi Zohar is a senior director at Amdocs with over 22 years of experience in IT and software. He discusses 10 rules for effective product management. The rules include maintaining direct customer interactions; thoroughly prioritizing requirements; being ready to make quick de-scoping decisions; and justifying release scope through conflicting pressures. He also provides 3 bonus rules around being persistent, defining ROI-driven products, and focusing on business performance metrics. Yossi encourages questions and shares his contact information to continue the discussion.
The document provides an overview of the Lean Startup methodology. It discusses that the goal of a startup is to quickly figure out what customers want and will pay for through systematic experiments. The Lean Startup process involves having a clear vision and testing hypotheses about customer value and growth through a build-measure-learn feedback loop using minimum viable products. It emphasizes validated learning to determine whether to pivot the strategy or persevere based on empirical results.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Review of the book 'The Lean Startup' by Eric Ries. Entrepreneurs can use these concepts in a variety of businesses both new and old. Great group conversation to explore how a variety of people can use the methodology.
Devlopmental Stages of the StartUp ~ Customer Relationship (Denver StartUp Week)Joshua Forman
The document discusses the developmental stages of relationships between startups and their customers. It describes how these relationships evolve from simple transactional exchanges to complex recurring engagements aimed at maximizing lifetime customer value. Key stages include early focus on product-market fit, scaling operations, and differentiating customer interactions across lines such as onboarding, support, and continuous value creation. The maturity of efforts along these lines may progress at different rates as the startup and relationships grow in sophistication over time.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Este documento proporciona instrucciones en 5 pasos para formattear un documento de Word: 1) escribir el texto, 2) justificar el texto, 3) establecer la sangría, 4) establecer el interlineado en 1.5 líneas, y 5) guardar el documento con un nombre.
Melissa Blouin is pursuing a Bachelor of Science degree in Administration: Organization Administration from Central Michigan University with an expected graduation date of December 2016. She has maintained a 3.5 GPA. Blouin has over 10 years of experience as an Act 18 Paraprofessional at American Montessori Academy in Redford, Michigan where she works with students with autism and other disabilities. She also has over 5 years of experience as a Rehabilitation Associate at Eisenhower Center in Ann Arbor, Michigan providing care to adult foster care clients. Blouin has received several awards for her work improving student achievement and providing excellent customer service.
El 20 de enero de 2014, el Ministerio de Educación de España anunció la reforma educativa "Erasmus +" para disminuir los costos y aumentar la participación en el programa Erasmus. Debido a la crisis económica, la reforma reducirá la ayuda financiera del gobierno a los estudiantes en el extranjero a 250 euros por mes, reducirá el presupuesto del programa a la mitad, y acortará el tiempo de estancia en el extranjero de 12 a 6 meses, afectando a casi 40.000 estudiantes españoles.
Este documento proporciona una guía paso a paso para crear un podcast en Blip.tv, incluyendo cómo crear una cuenta, subir el primer episodio con audio, imagen y metadatos, y configurar la publicación automática en un blog. También explica cómo usar la herramienta Upper Blip para subir episodios sin un navegador y proporciona recursos adicionales sobre podcasting.
Code of Zening Resorts. Training for Zening employeesZeningHR
This document outlines codes of conduct for employees of the ZENING resort. It provides over 40 guidelines that emphasize treating guests, colleagues, and the workplace with respect. Key points include never arguing, blaming others, lying, using inappropriate language, discussing sensitive topics, or being lazy at work. Employees are instructed to always be polite, helpful, observant of details, and find solutions to issues. The goal is to ensure a peaceful, relaxing environment and provide the highest quality of customer service.
El Consorcio de Residuos Sólidos Urbanos "Sierra de Cazorla" en Jaén aprobó un expediente de modificación de crédito para el ejercicio 2010. El expediente estará expuesto al público durante 15 días hábiles en las oficinas del Consorcio para que los interesados puedan presentar reclamaciones. El Presidente del Consorcio, José Luis Díaz Viñas, hizo pública esta información.
This document outlines an incentive plan for Jenna Nelson from 2016 to 2018. It appears to be a long-term incentive plan exclusively prepared for her as an individual employee. The plan likely provides incentives and rewards for her performance over the next few years.
Este documento presenta la autoevaluación de competencias de un estudiante de psicología de la Universidad de Montemorelos a lo largo de sus tres años de estudios. El estudiante evalúa su progreso en el desarrollo de competencias genéricas, básicas de psicología y psicología clínica específica. En general, muestra un avance en todas las competencias conforme avanza en sus estudios, evaluándose entre el 25-50% de dominio en primer año y entre el 75-100% en tercer año.
We are established with laser technology and advanced Laser Systems to translate even the more technical and precision required jobs into varies industries. Our facility combined with our expertise, Gives us the opportunity to MARK on any kind of material. VISION Embesoft solution manufacturers laser marking engraving system and also provide laser marking engraving job work in Ahmedabad, Rajkot, Jamnagar, Surat, Gujarat, India.
Applications:
Variable data can be marked (serial number, date, time)
Fast process between the artwork and marking process (i.e. film or die or punch to be developed.
Inscription is virtually permanent and forgery Proof.
Environmentally Friendly as no solvents or chemical required
EVP Frode Eilertsen spoke about Schibsted's digital transformation and our way forward at the Media Business conference in Oslo.
Schibsted, Google and Facebook were all invited to speak at the recent conference in Oslo, where the main theme was: “Swimming with the sharks” – on how the competition from global giants like Facebook and Google influence the media business.
Frode Eilertsen, Schibsted Media Group's EVP for Strategy and Digital Transformation, outlined our powerful effort into technology and advanced data analytics, and how we aim to build national ecosystems that have the potential to compete with Google and Facebook.
El documento explica cómo calcular los signos de una función en 6 apartados (A-F). En cada apartado, se determina primero el dominio de la función, luego sus ceros imponiendo y=0, y finalmente se representa gráficamente para obtener los periodos en los que es positiva o negativa. Cada apartado analiza un tipo de función diferente como polinómica, racional o combinaciones de estas.
The document discusses agile software development and principles for cross-functional teams. It defines agile as iterative development where requirements evolve through collaboration. The benefits are delivering high business value quickly through constant feedback, but it requires experienced people who understand both business and technical needs. Case studies provide tips on implementing agile such as separating meetings by department, getting feedback at each stage, and communicating constantly.
The document discusses the Lean Startup methodology which provides a scientific approach to creating startups by getting products into customers' hands faster. It contrasts with traditional Waterfall development which involved long development cycles without customer feedback. Lean Startup advocates an iterative Build-Measure-Learn process using Minimum Viable Products to test hypotheses quickly and maximize learning. The goal is to validate assumptions and business models through metrics and pivot if needed, rather than fully developing products without customer input.
Developing a Product Vision by Amazon Sr Product ManagerProduct School
The document summarizes key aspects of developing a product vision discussed by an Amazon Sr. Product Manager. It outlines going from a problem statement to product vision, best practices for product ideation and iteration through customer research and feedback. It also discusses developing a robust product roadmap, including defining an MVP, iterating based on metrics and customer data, and creating a multi-stage roadmap prioritizing features based on effort and impact. The overall agenda focuses on answering the "why", "what", and "how" of the product development cycle through an effective ideation process.
Book club INSPIRED How To Create Tech Products Customers LoveSEB
This document discusses best practices for product development. It covers four main areas: product, people, process, and culture. For product, it emphasizes the importance of a compelling long-term vision and strategy aligned with business goals. For people, it discusses assembling cross-functional product teams with dedicated product managers and designers. For process, it advocates for separating product discovery and delivery, with discovery focused on validating ideas through prototyping and customer testing. Finally, for culture it notes the need for experimentation, empowerment, and a customer-centric mindset to foster innovation.
Launching a New Product in Established Company by Microsoft PM DirProduct School
Main Takeaways:
- How you can identify and validate problems to solve and scope a market opportunity
- How to pitch to your internal investors (your GMs & VPs)
- How to take your idea to market and validate product-market fit
Agility In Innovation - Delivering Breakthrough ProductsNils Davis
This document discusses how agile product management can help deliver innovative products. It outlines some of the challenges product managers face in prioritizing requirements and keeping track of customer and market needs. It then introduces the concept of "Agile Value Management", which integrates agile development practices with capturing market intelligence to ensure product plans align with corporate strategy. This approach links requirements to customer needs, competitors, and business goals. The document argues that agile needs modifications for large enterprises where regular agile practices can break down, and that agile helps innovation by getting products to market faster through early testing.
The document discusses the experiences and lessons learned by Harsh Jawharkar as a "serial intrapreneur", launching new ventures within large organizations. Some key points discussed include building the right team with a mix of skills, focusing on solving the right problem by developing a minimum viable product, and being flexible to pivot if needed based on what is learned. It also emphasizes the importance of customizing the innovation process to fit the type of challenge and assets available, as well as designing for metrics from the beginning to understand what is working.
This document summarizes an entrepreneur's process of validating a business idea for an autonomous weeding robot. Through interviews with 75 customers in 8 weeks, the entrepreneur learned that the biggest problem was weeding in organic crops. A minimum viable product called "CarrotBot" was built to collect machine vision data. Further customer validation revealed that both farmers and weeding service providers would be interested customers. The business model was updated to target mid-large organic farmers, agricultural corporations, and weeding service providers with a solution that reduces labor costs through automation.
Entrepreneurship in Spain. The Lean Startup. Business Model Canvas.Jaume Teixi
eent
EDUCATION ABOUT ENTREPRENEURSHIP AND NEW TECHNOLOGIES
@JaumeTeixi
13/07/2011
Entrepreneurship in Spain.
Lean Startup.
Business Model Canvas.
Spanish Startup Ecosystem.
Customer Development.
Agile Software Development
This document discusses agile development practices at iconnect360. It advocates adopting an agile culture over just processes, and emphasizes continuous improvement through being lean, disciplined, and balancing priorities. The development process involves user experience, engineering, testing, and DevOps teams running scrum sprints aligned to a quarterly release plan. Common challenges include resource constraints, changing requirements, and communication issues. The document provides an overview of iconnect360's agile development approach and processes.
The Foundry Book Club - Lean Start Up ReviewEd Curley
This document summarizes key points from a business book club discussion on lean startup principles. It discusses how startups can use the build-measure-learn feedback loop to test hypotheses through minimum viable products and validated learning. Key aspects include establishing baselines through MVPs, tuning the engine of growth, using innovation accounting to measure what matters, and deciding when to pivot or persevere based on learning. The goal is for organizations to become more adaptive through an experimental mindset of continuous learning and improvement.
Course report on becoming a product managerAdarsh NJ
The document summarizes a course titled "Become a Product Manager" that teaches the key skills and responsibilities of a product manager. It covers the main topics in the course, including idea management, product specification, roadmapping, prioritization, delivery, analytics, experimentation, and customer feedback. The course aims to help students understand the product management process and how to successfully bring products to market. It had over 13 hours of video content from expert instructors and provided certificates of completion upon finishing.
2011 03 11 eric ries - the lean startup sxswEric Ries
The document discusses Lean Startup principles including building minimum viable products and using validated learning through continuous deployment, A/B testing, and metrics. It emphasizes releasing early and often to get fast customer feedback, pivoting if needed, and minimizing the time between learning cycles. The goal is to maximize learning while minimizing costs through iterative experimentation.
RE:INVENTION's 12 C's of Commercializing New Products and Innovations Model injects innovation planning and discipline via a flexible/adaptive framework. The 12 C’s do not need to be sequential. Companies may emphasize some C’s more than others based on their industry and current challenges.
Lean Start-up – Lean Product Development for Start-Upsevontech
We at Evon Technologies have gained extensive experience in business model hypothesis,Agile product development,Agile Development over the past eight years by working with many Start-ups. We can be a partner and service provider for Start-ups in their execution of the Lean Start-Up Model, by providing services in Market Research, Optimizing your Business Model, Developing Market Requirements into Product Road-map, Software Product Development and Quality Assurance, Internet Marketing.
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Launching a New Product in Established Company by Microsoft PMProduct School
Main Takeaways:
-How you can identify and validate problems to solve and scope a market opportunity
-How to pitch to your internal investors (your GMs & VPs)
-How to take your idea to market and validate product market fit
Similar to Agility Experienced. Success Realized. (20)
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
3. About Me
Founder & CTO of CloudHealth
Technologies
Entrepreneur & technical executive
Cloud computing enthusiast,
evangelist & blogger
VPE at SilverBack & Sonian, Director
at Dell
Twitter: @joekinsella
Email: joe@cloudhealthtech.com
Blog: www.hightechinthehub.com
Built large scale cloud public cloud infrastructure
Passion for solving complex problems
IT management software geek
Member of “first Scrum team”
5. IT Infrastructure Management
Cloud Management
CloudHealthTechnologies Background
Deep Domain Expertise
$20 Million in Venture Capital Raised
450+ Customers
100+ Employees
Headquartered in Boston, MA
Offices in San Francisco and London
Revenue Growth
Customer Growth
6. My Agile Heritage
Launched software career on
“first Scrum team”
Team formed at crossroads of
old and new worlds –
Waterfall vs Agile
Member of “first standup”
Jeff Sutherland (manager) went on to become Scrum
evangelist & co-signer of Agile Manifesto
Early lessons:
– Value of working directly with customers & working in cross-
functional teams
– Never stop innovating
7. An Agile ApproachTo
Founding a Company
“I’m convinced that about half of what separates the
successful entrepreneurs from the non-successful ones is
pure perseverance.”
--Steve Jobs
8. Taking the Leap
Starting company is highly irrational act
Worked to manage all downside risks
until one day it no longer seemed risky
Took non-traditional approach
– Started with market instead of product
– Started with experiments instead of
business plan
– Talked to investors before anything in which
to invest
– Formed team of advisors to complement
skills
– Sought “founding secrets”
“When your army
has crossed the
border, you should
burn your boats and
bridges, in order to
make it clear to
everybody that you
have no hankering
after home.”
--Sun Tzu
9. Finding the Market Opportunity
Stayed close to passion & expertise
Ran series of experiments using Lean
Startup methodology
Build-Measure-Learn feedback loop
Process
– Define critical hypotheses to test
– Design experiment that efficiently tests
hypotheses
– Rinse & repeat
Remain objective
Early experiments: The Free Tool, The Ad
Campaign, The Poll, Me as a Service
“Startups that
survive the first few
tough years do not
follow the
traditional product-
centric launch model
espoused by product
managers or the
venture capital
community.”
--Steve Blank
10. Building the MVP
MVP came from series of MVFs
Finding the Minimum Viable
Feature (MVF)
– Identity minimum investment required
to deliver value for subset of customers
– Deliver feature
– Gather feedback / data
– Rinse & repeat
Follow the customer & adapt vision
Iterate in the presence of customers
11. Selling the MVP
1st customer came from Lean
experiment called The Sale
Experiment designed for failure but
had unexpected success
Key behind early success
– Customer-driven development honed value proposition
– Targeted “earlyvangelist” customer
– Articulated vision for future product
Drove metrics-driven process to quantify effort
If you’re not being rejected, you are not trying
12. An Agile ApproachTo
Finding Product Market Fit
“If I had asked people what they wanted, they would have
said faster horses.”
--Henry Ford
13. Hiring the EarlyTeam
You can found a company alone,
but you need a team to build one
No margin for error in early hires
Good hiring maximizes chance to
achieve product market fit
Hire only proven startup pros
Early executives must be strong
individual contributors
Don’t sacrifice culture for talent
Don’t sacrifice right for fast
Fail fast on bad hires
14. Searching for Product Market Fit
Most startup failures result from inability to achieve
“product market fit”
Product market fit = being able to reproduce the
sale of a product in a market with consistency
Product market fit results from series of epiphanies
derived from executing in a market
Often takes 3-5 epiphanies to achieve fit “string of
pearls”
Epiphanies can include market, product,
distribution, business model, branding
– E.g. Facebook = initial focus on college student (target market) +
student-focused features (product) + vertical college rollout
(distribution) + advertising (business model)
15. Everyone Is a Product Manager
Highly collaborative approach to
driving product allowed rapid
attainment of product market fit
Product management is not a
department – it’s a company
Drive continuous customer
engagement
Become voice of customer, not its gatekeeper
Continuously test assumptions
Minimize distractions for engineering
Drive internal feedback loop to learn from mistakes
Product
Market Fit
16. An Agile ApproachTo
Growing a Company
“We often miss opportunity because it's dressed in overalls
and looks like work.”
--Thomas Edison
17. Driving an Agile Culture
Hire collaborators
Make customer engagement your
internal currency
Continuously innovate across all
functions
Drive tight feedback loops
Make work products visible
Drive collaborative decision making
Continuously test assumptions
Build adaptability into processes
Make series of small bets
18. Product Development at CloudHealth
Seasonal releases with 5-10 major
themes (“epics”)
Execute seasons in 6-7 two week
sprints
Sprints include work for themes, enhancements, internal
improvements & bug fixes
Continuously deploy software (daily) with feature flags
Announce releases once a week
Sprints start with sprint planning, end with retrospective
Sprint planning includes two halves:
– Business – review results of previous sprint, plan for next
sprint, enhancements & issues
– Technical – review detailed backlog & plan sprint
19. Driving an Agile Product Strategy
Value throughput / adaptability over
predictability
Make series of small bets instead of
one big one, e.g.
– CloudHealth partner channel & entering
the enterprise market
Don’t let competitors distract you from customers &
prospects
Adapt execution to need
– Emerging – experimental mode where there exists unknowns
– Tactical – solving for current known business need
– Strategic – solving for future demand
Always execute in context of product vision
20. Managing Agile Product Releases
Contents of weekly releases can
vary based on engineering status
Cross-functional team decides on
Friday what is ready to ship
Just in time approach to
documentation, help & training
Monday afternoon release update
goes out to all users
Leverage in-app notification as
secondary channel
Agility has become our brand
21. Finding Outlets For Innovation
Hackathons
– 24 hours of freeform hacking on ideas related to
CloudHealth
– Self-organizing cross-functional teams
– Concludes with presentations by each team to
company
– Prizes awarded via Yankee Swap over dinner
CloudHealth University
– Every 3 week classroom for learning about new
topics
– Course topics crowd sourced
– Instructors from across organization
Demo Days
– Every sprint starts with Demo Day
– Drink beer, eat pizza, socialize, show cool stuff
22. Final Lessons
“All humans are entrepreneurs not because they should start
companies but because the will to create is encoded in
human DNA.”
--Reid Hoffman
23. My Lessons from Founding CloudHealth
It’s all about the customer
Work with people for whom building products is a
passion, not a job
Operate with openness & transparency
Integrity matters
Value people over process
Vision is a compass, not a map
The enemy is outside the gate
Listen
Fail fast
Enjoy the ride
Editor's Notes
Moderator for tonight’s panel
Overview of the state of cloud adoption
Enterprises & fast growing technology companies
Thank MassTLC & sponsors for event