Bundledarrows150 bit.ly/teamcaptainsmanagmentcampsv bit.ly/foundersguide415z This is the kind of Storytelling that takes place at most startup board meetings. Most Milestones are built the same way: hit a certain product milestone, maybe talk to a few customers, see if the numbers go up. Unfortunately, this is not a good indicator of whether a startup is making progress. How do we know that the changes we’ve made are related to the results were seeing? More important, how do we know that we are drawing the right lessons from those changes? To answer to these kinds of questions, OAC has a strong need for a new kind of accounting geared specifically to disruptive innovation. That’s what innovation accounting is. #table13sf

3. All six sharks share their favorite memories from the series, discuss why they
participate in the show, and celebrate with a toast.
Show: Shark Tank
Season number: 6
Episode number: 9
#table13m #sanfranciscorealestate

5. Discussions of quality presuppose that the company already knows what
attributes of the product the customer perceived as worthwhile.
In OAC, this is a risky assumption to make. Often we are not even sure who
the customer is. Thus, for OAC, we believe in the following quality principle:
If we do not know who the customer is, we do not know what quality is.
MVP’s sometimes are perceived as low-quality by customers. If so, we
should use this as an opportunity to learn what attributes customers care
about.
This is infinitely better than mere speculation or whiteboard strategizing,
because it provides a solid empirical foundation on which to build future
products.

7. Customers don’t care how much time something takes to build. They care only
if it serves their needs.
Piercing the reality distortion field is quite uncomfortable.

9. Wouldn’t we all like to get wherever we’re going in an instant? No lines, no
hours on the plane or sitting on the tarmac, no connecting flights, no uber or
lyft. Beam me up.

11. As OAC considers building minimum viable products, our simple rule suffice:
Remove any feature, process, or effort that does not contribute directly to the learning we
seek.
The reason to build a new team to pursue an idea is that we believe we can accelerate
through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s
true, it makes no difference what the competition knows.
If it’s not true, a startup has much bigger problems, and secrecy won’t fix them.
Sooner or later, a successful startup will face competition from fast followers.
A head start is rarely large enough to matter, and time spent in stealth mode- away from
customers- is unlikely to provide a head start.
The only way to win is to learn faster than anyone else.
#table13sf

12. #twitchgnarlytv

14. AMC will air “The Walking Dead” Season 7 premiere on Oct 23.

16. Did you know that you can develop for Gear VR directly in Java for Android?
You can, and it’s both powerful and easy.
GearVRf is an open-source framework that makes it easy to develop
compelling VR applications:
• Easy-to-use Java application development environment
• Easy access to powerful VR technology
• Does not require extensive knowledge of OpenGL and the Oculus renderer
• Simple and effective rendering manager
• Compatible with mainstream VR development tools

18. Open Source Gear VR Framework (GVRF): Developing for Gear VR using
Java & Android- Tom Flynn
A Case for Voice based Input- Suyash Joshi
Learn the concepts of GearVRf framework, see live code, learn how to use
the I/O subsystem, how to control objects in VR all using Android
development tools and framework.
Second, learn how voice based interface can be very compelling while
interacting with objects and navigating in VR. Learn how to implement voice
actions api’s in Android as well as understand it from a user experience
perspective.
Samsung Innovation Center
@debonairvegas

20. If OAC builds the wrong thing, optimizing the product or its marketing will not
yield significant results.
OAC has to measure progress against a high bar: evidence that a
sustainable business can be built around its products or services. That’s a
standard that can be assessed only if OAC has made clear, tangible
predictions ahead of time.
In the absence of those predictions, product and strategy sessions are far
more difficult and time-consuming.
Invariably the real problem is not a lack of development talent, energy, or
effort. Cycle after cycle, team is working hard, but the business is not seeing
results. Managers trained in a traditional model draw the logical conclusion:
out team is not working hard, not working effectively, or not working
efficiently.

22. Making it easier to use is totally beside the point. Once we know what to look for,
genuine understanding comes much faster.
OAC’s worries about productivity will vanish, once our efforts are aligned with what
members really want.
Our experiments are more likely to change the behavior for the better.
This is the sign of a successful pivot: the new experiments we run are overall more
productive than the experiments we run prior.
This is the pattern: for quantitative results for us to declare failure and create the
motivation, contacts, space for more qualitative research. These investigations
produced new ideas- new hypothesis- to be tested, leading to a possible pivot. Each
pivot unlocks new opportunities for further experimentation, and the cycle repeats.
Each time we repeat this simple rhythm: establish the baseline, tune the engine, and
make a decision to pivot or persevere.

24. Energy invested in success theater is energy that can be used to help build
a sustainable business.
We call the traditional numbers used to judge startups “vanity metrics”, and
innovation accounting requires us to avoid the temptation to use them.

29. Hallo Wereld
Repeated positive interactions and demonstrations of trustworthiness create
a foundation, the mutual confidence.
In environments rich in social capital, the return for cooperative behavior is
high; we can make more money playing by the rules and building a
business, for instance, than by reneging on a contract at the first
opportunity.
Trust is a habit.
New technologies that encourage co-operation, and some spheres of life,
contribute to social capital rather than weaken it.

31. Accounting is an essential part of the method of exerting centralized control
over far-flung divisions. Accounting allows OAC to set clear milestones for
each of its divisions and then hold each manager accountable for his or her
division’s success in reaching those goals.
All modern corporations use some variation of that approach. Accounting is the
key to our success.
Trust boost trade.
#socialcapitalsf

33. This is the kind of Storytelling that takes place at most startup board meetings.
Most Milestones are built the same way: hit a certain product milestone, maybe
talk to a few customers, see if the numbers go up.
Unfortunately, this is not a good indicator of whether a startup is making
progress.
How do we know that the changes we’ve made are related to the results were
seeing?
More important, how do we know that we are drawing the right lessons from
those changes?
To answer to these kinds of questions, OAC has a strong need for a new kind of
accounting geared specifically to disruptive innovation.
That’s what innovation accounting is.
#table13sf