The Lean Startup (book summary by Expert Program Management)Dennis Antolin
The Lean Startup Summary
Big idea #1: Startups are essentially 'Scientific Experiments'
Big idea #2: The biggest waste is building what nobody wants at all
Big idea #3: Don't argue about effort-prioritization - Use Split-Tests & Cohorts!
Big idea #4: You might be an Entrepreneur and not even know it!
Big idea #5: Use Actionable Metrics and avoid 'Vanity Metrics'
The Lean Startup (book summary by Expert Program Management)Dennis Antolin
The Lean Startup Summary
Big idea #1: Startups are essentially 'Scientific Experiments'
Big idea #2: The biggest waste is building what nobody wants at all
Big idea #3: Don't argue about effort-prioritization - Use Split-Tests & Cohorts!
Big idea #4: You might be an Entrepreneur and not even know it!
Big idea #5: Use Actionable Metrics and avoid 'Vanity Metrics'
Lean startup – rapid execution in the age of the rooster; kyra davis @ Year o...Year of the X
What does it mean to rule the roost? What if leading doesn’t mean having the loudest voice but means listening very closely? This workshop will explore how today’s top companies are excelling at asking good questions, listening to their customers, and watching their behaviors even more closely.
Lean start up bootcamp 4 measure test pivot or perservereJames Cracknell
Stage 4 of the journey and the hardest aspect of being in business. Knowing when to Pivot or Persevere - hard because we need to confront home truths - valuable because e preserve capital
“Lean startup” is scientific approach to creating and managing startups and get a desired product to customers' hands faster
Presentation topics :
· Waterfall Development methodology
· What is Lean Startup?
· Lean Startup principles
· Bad idea to use a lean startup methodology?
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
1. Four Product Management mindsets Deploy and balance the Explorer, Analyst, Challenger and Evangelist mindset throughout the product life cycle to avoid common pitfalls and deliver a superior solution.
2. Create context to motivate a high-performing team Practical tips and real-world examples to drive innovation, shared understanding, mitigate risks, and create energy and focus.
3.Understand your profile Evaluate your "go-to" strengths versus where you need to consciously practice, and how to recognize and balance stakeholders’ own.
4. Tools to help you Navigate challenging stakeholder relationships. Emerge with a stronger reputation as a leader when faced with conflicting business priorities, changes in direction, misaligned incentives, resource constraints, unexpected disruptions, and aggressive deadlines.
5. And many more strategies Techniques to say “no” given common stakeholder archetypes, how to diplomatically, authentically yet firmly approach keeping your priorities on track.
Complete Introduction to Service Design and Design ThinkingHaytham El-Mardi
Course Tag Description: Introduction to Service Design
Course Title: Introduction to Service Design
Overview:
This course provides a comprehensive introduction to service design, focusing on the principles of innovation and design thinking. Participants will explore how to create user-centered services by integrating the needs of people, the possibilities of technology, and the requirements for business success. The course covers the essential components of service design and the five stages of design thinking, ensuring a practical and interactive learning experience.
Key Topics:
Understanding Innovation and its Types
Principles and Components of Service Design
The Design Thinking Process: Empathize, Define, Ideate, Prototype, Test
Practical Tools and Techniques for Service Design
Real-Life Examples and Case Studies
VWO Webinar: How To Plan Your Optimisation RoadmapVWO
If your conversion optimization sprints are dependent on surprise wins, then here’s something you should know —”A surprise win might be buried deep in your A/B testing cycle; you might have to wait for weeks, maybe months to see that.”
The good news is that an experimentation roadmap can open up the possibility of seeing those wins a lot faster. This session will help you uncover ways to manage and prioritize testing ideas in a systematic manner and improve your chances of seeing wins faster with your optimization program.
The Startup journey: From MVP to Product-Market FitAdrian M Odgers
This presentation comes from a lecture/workshop I gave to the Brinc.io startup accelerator program. The lecture was focused on outlining the journey a startup goes through from MVP to Product-Market fit.
It highlights what the different stages are, ideas on what you should measure as well as some of the key challenges startups will face.
Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...jrd9234
Improvement is about helping you make more money—it’s not about change for the sake of change. Many organizations try to apply the tools of improvement to things that don’t make a difference—like shuffling deck chairs on a sinking ship. Real improvement gets to the root of organizational problems and addresses those problems with lasting solutions.
The principles of improvement apply to every kind of organization—regardless of size or structure. There is no organization anywhere which can’t benefit from improvement. As my late friend and mentor Bill Conway used to wryly say, “The normal state of everything is all screwed up.” This statement is axiomatically true because we tend to accept “screwed up” as the normal state of things. But it doesn’t have to be that way.
Finding waste usually involves a significant change in mindset—and a willingness to question the way we do things now. To paraphrase a famous quote from Einstein, we can’t solve our problems without first changing the way we think. Or to use Bill Conway’s expression, we can’t do improvement unless we “get our squash right.” With that in mind, the exercises in this workbook are designed to help you uncover areas where significant improvement is not only possible, but absolutely necessary. You may find opportunity in places you never would have expected.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Lean startup – rapid execution in the age of the rooster; kyra davis @ Year o...Year of the X
What does it mean to rule the roost? What if leading doesn’t mean having the loudest voice but means listening very closely? This workshop will explore how today’s top companies are excelling at asking good questions, listening to their customers, and watching their behaviors even more closely.
Lean start up bootcamp 4 measure test pivot or perservereJames Cracknell
Stage 4 of the journey and the hardest aspect of being in business. Knowing when to Pivot or Persevere - hard because we need to confront home truths - valuable because e preserve capital
“Lean startup” is scientific approach to creating and managing startups and get a desired product to customers' hands faster
Presentation topics :
· Waterfall Development methodology
· What is Lean Startup?
· Lean Startup principles
· Bad idea to use a lean startup methodology?
VicHealth Physical Activity Innovation Challenge Concept Development Workshop...Doing Something Good
Our slides from the Concept Development Workshop with VicHealth Wed 10 September 2014. Participants, 12 teams, were finalists in the Physical Activity Innovation Challenge. They included representatives from sporting clubs and associations, health and fitness professionals, policy makers, entrepreneurs and change makers. The Concept Development Workshop was the third of a three-part workshop series to build capability in the sector to generate and implement innovative ideas to get Victorians active, and to help applicants for the VicHealth Innovation Challenge to develop their ideas to get the inactive active and reach the hard to reach. Participants were led through the development of a Business Model Canvas for their concept. Learn more about the VicHealth Innovation Challenge here: http://challenge.vichealth.vic.gov.au/
1. Four Product Management mindsets Deploy and balance the Explorer, Analyst, Challenger and Evangelist mindset throughout the product life cycle to avoid common pitfalls and deliver a superior solution.
2. Create context to motivate a high-performing team Practical tips and real-world examples to drive innovation, shared understanding, mitigate risks, and create energy and focus.
3.Understand your profile Evaluate your "go-to" strengths versus where you need to consciously practice, and how to recognize and balance stakeholders’ own.
4. Tools to help you Navigate challenging stakeholder relationships. Emerge with a stronger reputation as a leader when faced with conflicting business priorities, changes in direction, misaligned incentives, resource constraints, unexpected disruptions, and aggressive deadlines.
5. And many more strategies Techniques to say “no” given common stakeholder archetypes, how to diplomatically, authentically yet firmly approach keeping your priorities on track.
Complete Introduction to Service Design and Design ThinkingHaytham El-Mardi
Course Tag Description: Introduction to Service Design
Course Title: Introduction to Service Design
Overview:
This course provides a comprehensive introduction to service design, focusing on the principles of innovation and design thinking. Participants will explore how to create user-centered services by integrating the needs of people, the possibilities of technology, and the requirements for business success. The course covers the essential components of service design and the five stages of design thinking, ensuring a practical and interactive learning experience.
Key Topics:
Understanding Innovation and its Types
Principles and Components of Service Design
The Design Thinking Process: Empathize, Define, Ideate, Prototype, Test
Practical Tools and Techniques for Service Design
Real-Life Examples and Case Studies
VWO Webinar: How To Plan Your Optimisation RoadmapVWO
If your conversion optimization sprints are dependent on surprise wins, then here’s something you should know —”A surprise win might be buried deep in your A/B testing cycle; you might have to wait for weeks, maybe months to see that.”
The good news is that an experimentation roadmap can open up the possibility of seeing those wins a lot faster. This session will help you uncover ways to manage and prioritize testing ideas in a systematic manner and improve your chances of seeing wins faster with your optimization program.
The Startup journey: From MVP to Product-Market FitAdrian M Odgers
This presentation comes from a lecture/workshop I gave to the Brinc.io startup accelerator program. The lecture was focused on outlining the journey a startup goes through from MVP to Product-Market fit.
It highlights what the different stages are, ideas on what you should measure as well as some of the key challenges startups will face.
Making More Money (Workbook): Simple Strategies for Improving Cash Flow and P...jrd9234
Improvement is about helping you make more money—it’s not about change for the sake of change. Many organizations try to apply the tools of improvement to things that don’t make a difference—like shuffling deck chairs on a sinking ship. Real improvement gets to the root of organizational problems and addresses those problems with lasting solutions.
The principles of improvement apply to every kind of organization—regardless of size or structure. There is no organization anywhere which can’t benefit from improvement. As my late friend and mentor Bill Conway used to wryly say, “The normal state of everything is all screwed up.” This statement is axiomatically true because we tend to accept “screwed up” as the normal state of things. But it doesn’t have to be that way.
Finding waste usually involves a significant change in mindset—and a willingness to question the way we do things now. To paraphrase a famous quote from Einstein, we can’t solve our problems without first changing the way we think. Or to use Bill Conway’s expression, we can’t do improvement unless we “get our squash right.” With that in mind, the exercises in this workbook are designed to help you uncover areas where significant improvement is not only possible, but absolutely necessary. You may find opportunity in places you never would have expected.
Data Centers - Striving Within A Narrow Range - Research Report - MCG - May 2...pchutichetpong
M Capital Group (“MCG”) expects to see demand and the changing evolution of supply, facilitated through institutional investment rotation out of offices and into work from home (“WFH”), while the ever-expanding need for data storage as global internet usage expands, with experts predicting 5.3 billion users by 2023. These market factors will be underpinned by technological changes, such as progressing cloud services and edge sites, allowing the industry to see strong expected annual growth of 13% over the next 4 years.
Whilst competitive headwinds remain, represented through the recent second bankruptcy filing of Sungard, which blames “COVID-19 and other macroeconomic trends including delayed customer spending decisions, insourcing and reductions in IT spending, energy inflation and reduction in demand for certain services”, the industry has seen key adjustments, where MCG believes that engineering cost management and technological innovation will be paramount to success.
MCG reports that the more favorable market conditions expected over the next few years, helped by the winding down of pandemic restrictions and a hybrid working environment will be driving market momentum forward. The continuous injection of capital by alternative investment firms, as well as the growing infrastructural investment from cloud service providers and social media companies, whose revenues are expected to grow over 3.6x larger by value in 2026, will likely help propel center provision and innovation. These factors paint a promising picture for the industry players that offset rising input costs and adapt to new technologies.
According to M Capital Group: “Specifically, the long-term cost-saving opportunities available from the rise of remote managing will likely aid value growth for the industry. Through margin optimization and further availability of capital for reinvestment, strong players will maintain their competitive foothold, while weaker players exit the market to balance supply and demand.”
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
3. “In god we trust, all
others must bring
data”
- W. Edwards Deming
4. CUSTOMER DEVELOPMENT
1- Customer Discovery: First capture founders’ vision and turns it into a series of hypotheses. Then it develops a plan to
test these customer reactions to those hypotheses and turn them into facts.
2- Customer Validation: tests wether the resulting business model is repeatable and scalable or not. If not, we need to
get back customer discovery.
3- Customer Creation: is the start of creation. It’s about building demand and driving it to sales channel to fulfil
demand on the product or service you are building.
4- Company Building: transitions the organization from a startup to a company focused on executing a validated model.
5. HOW TO CREATE A PROBLEM HYPOTHESES ?
We use the same formula as user stories:
For example:
As a homeowner, I want to use a smart thermostat so that I can save time and money. (NEST)
As a sales-person, I want to manage all my contacts and leads in one place, so that I can close more deals. (Sales
force).
6. START WITH
SECONDARY
RESEARCH
Start from a general point of view research:
Get total market size (TAM).
Validate if people talked before about the problem.
Check if there are other people who are trying to
solve the problem.
User resources like (Google- Reach out to experts).
8. SURVEYS VS INTERVIEWS
Surveys are for:
•Tracking changes overtime (before /
after a feature release)
•Quantifying issues seen in user
studies (We know [something] is a
problem, for how many ?)
•Measure attitudes, intents, or a task
success.
Interviews are for:
•Discovering underlying user
motivations and needs.
•Discovering wether people are
successful using a product.
•Uncovering usual user behavior and
habits.
9. GOOD SURVEY VS
BAD SURVEY
Good survey:
Short- keep things on a need-to-know basis.
Give an expectation upfront if they are longer than 5 mins.
Start broad, then get more detailed.
Group related questions together.
Pre-tested.
Use rating scales, or short questions.
Bad Survey:
Try to justify answers.
Use leading questions (would you use this?- would you like
this in a better way?)
Ask “why” and expect insightful response.
13. INTERVIEW QUESTIONS:
Good interview questions:
What causes [a problem]?
What are your top 3 overall problems?
Can I follow up with you?
Why?
How do you do this today ?
What is the most frustrating part ?
Can you give me an example ?
14. CONDUCTING INTERVIEWS:
Tips for good interview:
Get into character
Try to make it face to face (Open camera on Zoom)
Smile
Be interested
Open ended questions
Keep it personal and ask for examples
Watch for body language
15. ANALYZING INTERVIEWS OUTCOME
You want to see patterns in expressed problem (Demographic vs Psychographic) .
Show awareness of the problem.
Potentially show active search for a solution.
Shows dissatisfaction with available solution.
16. AFTER THE INTERVIEWS
Summarize findings:
What did you learn about your assumptions?
What did you find regarding your hypothesis ?
How does this further define your target user?
17. ANALYZING THREE OUTCOMES
I was right ! (Move on to customer validation)
I was almost right (Adjust your hypothesis and back to interviews)
You were way off (back to drawing board and start over)
18. CUSTOMER DEVELOPMENT
1- Customer Discovery: First capture founders’ vision and turns it into a series of hypotheses. Then it develops a plan to
test these customer reactions to those hypotheses and turn them into facts.
2- Customer Validation: tests wether the resulting business model is repeatable and scalable or not. If not, we need to
get back customer discovery.
3- Customer Creation: is the start of creation. It’s about building demand and driving it to sales channel to fulfil
demand on the product or service you are building.
4- Company Building: transitions the organization from a startup to a company focused on executing a validated model.
19. JOBS-TO-BE-DONE FRAMEWORK
The jobs-to-be-done framework is an approach to developing products based on understanding both the customer’s
specific goal, or “job,” and the thought processes that would lead that customer to “hire” a product to complete the job.
A framework for customer discovery and features priotrization.
20.
21. BRIEFLY
There is no magic pill or silver bullet for this.
It’s about understanding your users (Meet them where they already spend time together- create conversations and
genuine relationship with them- Start by providing and obtaining value).