Bundledarrows110.2 bit.ly/skynetstanfordapi

2. Ideology Venture Partners
Empowering the Community
Knowledge and Power become distributed throughout the network
Members only want to buy from sellers with high ratings;
Sellers gain a huge incentive to stay honest and trustworthy.
Expert’s Reviews / User-generated Review
UGR: Friendlier and more accessible, like talking to your neighbor about your
favorite ______.
Track how many people find a user’s reviews to be useful.
Trust begets trust.

4. Fundabel Start-Up
Early adopters use their imagination to fill in what a product is missing. They
prefer that state of affairs, because what they care about above all is being
the first to use or adopt a new product or technology.
In enterprise products, it’s often about gaining a competitive advantage by
taking a risk with something new that competitors don’t have yet. Early
adopters are suspicious of something that is too polished: if it’s ready for
everyone to adopt how much advantage can one get by being early?
As a result, additional features or polish beyond what early adopters demand
is a form of wasted resources and time.

6. Sentinel bot vs. SkyNet
Appreciative Inquiry, draws upon knowledge from the edge of the network.
SkyNet conducts regularly sessions, offering members the chance to try
something and then measures members behavior.
SkyNet maintains a constant effort manifesting value-creation moments.
The opposite would be wasteful time.
Learn to see waste.
Through beta launches SkyNet may continue to learn and iterate.

8. Which customer opinions should we listen to, if any?
How should we prioritize across the many features we could build?
Which features are essential to the product’s success and which are
ancillary?
What can be changed safely, and what might anger customer?
What might please today’s customers at the expense of tomorrow’s?
What should we work on next?

10. 2017 #table13sf
Hard work goes into mining what members really want and adjusting our
product and strategy to meet those desires.
SkyNet way-to find a synthesis between our vision and what members will
accept.
As SkyNet better understands it’s members, we are able to improve our
products.
Working smarter means, aligning with our members’ real needs.
Productivity measure in terms of how much validated learning we’re getting
for our efforts.

11. Our hundreds of experiences accrues into learning which members would
use the product and why. Which means, each bit of knowledge we gathered
suggested new experiences, which moves our metrics closer and closer to
our goal.
Success is not delivering a feature; success is learning how to solve the
customer’s problem.

13. SkyNet Story Auxiliary Logistics Management
The ideaology is to cast a wide net and leverage each partner’s individual
network in a given region.
We are creating breakthrough new products-disruptive innovation-that can
create new sustainable sources of growth.
Learning is the essential unit of progress for SkyNet.
Validated Learning-always demonstrated by positive improvements in
SkyNet’s core metrics.
Because it’s easy to know what members want.
It’s too easy to learn things that are completely irrelevant.
Validated Learning is backed up by empirical data collected from real
members.

14. SkyNet methodology reconceives our efforts as experiments to test its
strategy to see which parts are brilliant and which are crazy.
We begin with a clear hypothesis that makes predictions about what is
supposed to happen. And then test those predictions empirically.
Guided by SkyNet’s vision. The goal of every experiment is to discover how
to build a sustainable business around that vision.
SkyNet finds opportunities for a small number of members to volunteer and
then look at the retention rate of those members.
How many of them sign up to volunteer again? When a member voluntarily
invest their time and attention in this program, that is a strong indicator that
they find it valuable.

15. For the growth hypothesis, which tests how new members will discover a
product or service, we do a similar analysis.
Once the program is up and running, how will it spread among the members,
from initial early adopters to mass adoption throughout the Club?
A likely way this program could expand is through viral growth. If that is true,
the most important thing to measure is behavior: would the early participants
actively spread the word to other members?
Simple experiments involved taking a very small number-a dozen, perhaps-
of existing long-term members and providing an exception volunteer
opportunity for them.
Our point is not to find the average member but to find early adopters: the
members who feel the need for the product most acutely. Those members
tend to be more forgiving of mistakes and are especially eager to give
feedback.