Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
CYCLES Course (4): Communication and CheckBryan Cassady
If you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
CYCLES course (5): Systems and System ThinkingBryan Cassady
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Enough information to update your objectives and start another cycle.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
CYCLES Course (4): Communication and CheckBryan Cassady
If you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
CYCLES course (5): Systems and System ThinkingBryan Cassady
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Enough information to update your objectives and start another cycle.
Building Innovation Habits
If innovation is not happening regularly in your organization, you need to re-think what you are doing to promote and enable innovation. The natural tendency is for leaders to start with a focus on motivating. When companies announce new innovation strategies, too many people see these actions as the “flavour of the month”. Without the skills and systems to make innovation happen little changes. A better solution is to first, focus on building systems to make innovation easier, then culture and lastly, business strategy.
A lot of new advances in behavioural science has shown motivation and willpower it a notoriously unsuccessful way to build habits. The state of the art is quite simple. Habits are built on behaviour. You need to make behaviour possible then reinforce the behaviour to create habits.
What is important, useful, new, or counterintuitive about your idea?
-------------------------------------------------------------------------------
Businesses almost always focus on motivating employees first. When the task is difficult like making innovation happen, the step should be making things easier. Then there is room to work on motivation.
Managers also need to be aware of the waves of willingness and learn to take hard action when willingness, so things will continue when willingness is low.
Why do managers need to know about it? How can your idea be applied today?
-------------------------------------------------------------------------------
Behaviour happens when people are willing, able and ready. Until you are getting the right behaviours, it doesn’t make sense to work on building habits. Why: Habits are essentially reinforced behaviours. If your company is willing and able to innovate (The right behaviours are possible), focus on triggering behaviours and reinforcing behaviours to build habits. If not (and most companies are here), follow this simple 4-step process: Step 1 Identify / Step 2 Facilitate / Step 3 Trigger / Step 4 Reinforcement
This course covers what is Innovation and why everything needs to start with alignment.
If you don’t know where you’re going... Chances are you won’t get where you want to go.
Alignment is the foundation of effective growth and Innovation. It is about finding what is important to you (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver and extract value. It is also about an honest assessment of who you are. (CULTURE)
Deliverables: After this course you will be able to identify 3-4 True North priorities for your company /division (True north) priorities can be:
1. Changing what you are doing and why
2. Changing how you work to generate or extract more value
3. How to work smarter and / or get your culture supporting your innovation objectives
Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems
And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:
1. An ability to see and build on strengths
2. A commitment to build innovation eco-systems and
3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This presentation includes a draft version of the tools that will be presented in our new book Cycles
Keywords: Bryan Cassady , Innovation , Lean
To understand LeanUX, we'll introduce Lean, Lean Systems, and Lean Startup to situate LeanUX in context. This introduction and discussion will use Kanban to explore various aspects and ideas of LeanUX such as hypothesis formulation, assumptions gathering, multi-hypothesis testing and designing / running experiments to create tight feedback loops of customer insight.
We'll cover aspects of LeanUX research, which is conducted to gain a validated understanding of the user's problem hypothesis to understand if the problem we think customers have, is something they actually have before spending months and tens of thousands of dollars doing wasteful UX research & design time on a concept that delivers no customer value.
We'll also discuss lightweight techniques for sharing the research process with the entire team, covering the basics of customer research, interviewing, cognitive biases in user research, and how to create light-weight, rapid personas for solution hypothesis validation. We'll then cover collaborative ideation, designer pairing, and how lean teams work together to reduce batch size and increase the flow of customer business value increments - concepts mostly unheard of in product development teams following agile or waterfall ideologies.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at NYU Stern's Berkley Center for Innovation and Entrepreneurship.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he has brought Lean Startup, LeanUX, and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference, and is the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
A fun talk about the myths of innovation.
You'll learn.. why you do not want just your best employees working on your most important projects. How rules can make you more innovative. Most importantly, we’ll talk about how you can be more innovative without changing your company.
Startups and Smalltak - Presented at Smalltalks2014 Córdoba, Argentinasebastian sastre
Here are the slides of the talk I gave at Smalltalks2014 in November 2014, in Córdoba, Argentina.
It covers the basics of why startups matter and what they actually are. Then show some opportunities and challenges about them and for Smalltalk in particular. It closes with some questions and suggestions on how to raise the value of the community, hopefully resulting in increasing the chances to see more profitable portfolios.
Intersection18: When a Framework Meets a Roadmap, New Vistas Open - Curtis Mi...Intersection Conference
Presented at Intersection18 Conference - intersectionconf.com
A Dive into Delivering Strategic Value To Business And Customers
Enterprises face constant pressure to innovate on their products and services, while also adapting and evolving their organizational cultures. Despite an array of methods and approaches, there is a disturbing rate of poor performance and an even poorer success rate at balancing innovation across short, medium and long-term time horizons. The need to deliver more products or features and business changes in quicker cycles, has resulted in excessive focus on short-term innovation, and sometimes the delivery of the wrong things faster.
Teresa Torres, Product Talk, @ttores
In this session, you’ll learn how to create shared context so that everyone on your team knows how to prioritize your experiments. You’ll also learn about two common Lean Startup mistakes and how to avoid them. Come prepared to work through a mini case study.
27 creativity and innovation tools - in one-pagers!Marc Heleven
27 creativity & innovation tools is an overview of various commonly used techniques in creativity, innovation, research & development processes.
All in one-pagers!
The techniques are grouped by:
- Diverging & Converging techniques
- Open & Closed challenges / problems
- Products & Services situations
- Individual & Group techniques
Techniques can be classified in many, many ways, yet the only real
measure is the passion and comfort you feel with a technique.
The only way to really get to know the techniques is to use them.
So go ahead, try them and share your experiences.
Enjoy the overview!
Ramon Vullings & Marc Heleven
http://www.RamonVullings.com
http://www.7ideas.net
Marcus Gosling, Highway1.io , @marceire
In mass-production, you only have one chance to get the product right. The in-flexibility and expense of the physical product supply-chain prohibits an experimental, iterative approach. Inspired by lean startup, hardware entrepreneurs are developing new tools and methodologies for exploring and validating their product ideas prior to mass manufacture. 3D printing and off-the-shelf development kits are being used to support rapid product iteration and low-volume early adopter sales. Existing commercial products are being hacked by entrepreneurs to prototype and explore completely new experiences. Prototypes are becoming instrumented to collect data on engagement and usage patterns in the field. Illustrated with case studies from the Highway1.io hardware startup accelerator this talk will share a range of emergent patterns and best practices in lean hardware development.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
A lot of research has shown that systems are the key to innovation success.
Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal.
Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system.
The foundations are clarity and a commitment to learn, and improve.
Great companies have 3 characteristics that set them apart from the rest. These characteristics are:
1. An ability to see and build on strengths
2. A commitment to build innovation eco-systems and
3. A commitment to ongoing action
Deliverables: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system.
Final cycles overview jan 2019 with toolkitBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
This presentation introduces the ABCs method of innovation and provides toolkits you could use to grow fast while reducing riks
Details
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.
This presentation includes a draft version of the tools that will be presented in our new book Cycles
Keywords: Bryan Cassady , Innovation , Lean
To understand LeanUX, we'll introduce Lean, Lean Systems, and Lean Startup to situate LeanUX in context. This introduction and discussion will use Kanban to explore various aspects and ideas of LeanUX such as hypothesis formulation, assumptions gathering, multi-hypothesis testing and designing / running experiments to create tight feedback loops of customer insight.
We'll cover aspects of LeanUX research, which is conducted to gain a validated understanding of the user's problem hypothesis to understand if the problem we think customers have, is something they actually have before spending months and tens of thousands of dollars doing wasteful UX research & design time on a concept that delivers no customer value.
We'll also discuss lightweight techniques for sharing the research process with the entire team, covering the basics of customer research, interviewing, cognitive biases in user research, and how to create light-weight, rapid personas for solution hypothesis validation. We'll then cover collaborative ideation, designer pairing, and how lean teams work together to reduce batch size and increase the flow of customer business value increments - concepts mostly unheard of in product development teams following agile or waterfall ideologies.
Will Evans explores the convergence of practice and theory using Lean Systems, Design Thinking, and LeanUX with global corporations from NYC to Berlin to Singapore. As Chief Design Officer at PraxisFlow, he works with a select group of corporate clients undergoing Lean and Agile transformations across the entire organization. Will is also the Design Thinker-in-Residence at NYU Stern's Berkley Center for Innovation and Entrepreneurship.
Will was previously the Managing Director of TLCLabs, the world's leading Lean Design Innovation consultancy where he has brought Lean Startup, LeanUX, and Design Thinking to large media, finance, and healthcare companies.
Before TLC, he led experience design and research for TheLadders in New York City. He has over 15 years industry experience in design innovation, user experience strategy and research. His roles include directing UX for social network analytics & terrorism modeling at AIR Worldwide, UX Architect for social media site Gather.com, and UX Architect for travel search engine Kayak.com. He worked at Lotus/IBM where he was the senior information architect, and for Curl - a DARPA-funded MIT project when he was at the MIT Laboratory for Computer Science.
He lives in New York, NY, and drinks far too much coffee. He Co-Founded and Co-Chaired the LeanUX NYC conference, and is the User Experience track chair for the Agile 2013 and Agile 2014 conferences.
A fun talk about the myths of innovation.
You'll learn.. why you do not want just your best employees working on your most important projects. How rules can make you more innovative. Most importantly, we’ll talk about how you can be more innovative without changing your company.
Startups and Smalltak - Presented at Smalltalks2014 Córdoba, Argentinasebastian sastre
Here are the slides of the talk I gave at Smalltalks2014 in November 2014, in Córdoba, Argentina.
It covers the basics of why startups matter and what they actually are. Then show some opportunities and challenges about them and for Smalltalk in particular. It closes with some questions and suggestions on how to raise the value of the community, hopefully resulting in increasing the chances to see more profitable portfolios.
Intersection18: When a Framework Meets a Roadmap, New Vistas Open - Curtis Mi...Intersection Conference
Presented at Intersection18 Conference - intersectionconf.com
A Dive into Delivering Strategic Value To Business And Customers
Enterprises face constant pressure to innovate on their products and services, while also adapting and evolving their organizational cultures. Despite an array of methods and approaches, there is a disturbing rate of poor performance and an even poorer success rate at balancing innovation across short, medium and long-term time horizons. The need to deliver more products or features and business changes in quicker cycles, has resulted in excessive focus on short-term innovation, and sometimes the delivery of the wrong things faster.
Teresa Torres, Product Talk, @ttores
In this session, you’ll learn how to create shared context so that everyone on your team knows how to prioritize your experiments. You’ll also learn about two common Lean Startup mistakes and how to avoid them. Come prepared to work through a mini case study.
27 creativity and innovation tools - in one-pagers!Marc Heleven
27 creativity & innovation tools is an overview of various commonly used techniques in creativity, innovation, research & development processes.
All in one-pagers!
The techniques are grouped by:
- Diverging & Converging techniques
- Open & Closed challenges / problems
- Products & Services situations
- Individual & Group techniques
Techniques can be classified in many, many ways, yet the only real
measure is the passion and comfort you feel with a technique.
The only way to really get to know the techniques is to use them.
So go ahead, try them and share your experiences.
Enjoy the overview!
Ramon Vullings & Marc Heleven
http://www.RamonVullings.com
http://www.7ideas.net
Marcus Gosling, Highway1.io , @marceire
In mass-production, you only have one chance to get the product right. The in-flexibility and expense of the physical product supply-chain prohibits an experimental, iterative approach. Inspired by lean startup, hardware entrepreneurs are developing new tools and methodologies for exploring and validating their product ideas prior to mass manufacture. 3D printing and off-the-shelf development kits are being used to support rapid product iteration and low-volume early adopter sales. Existing commercial products are being hacked by entrepreneurs to prototype and explore completely new experiences. Prototypes are becoming instrumented to collect data on engagement and usage patterns in the field. Illustrated with case studies from the Highway1.io hardware startup accelerator this talk will share a range of emergent patterns and best practices in lean hardware development.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
Scaling up is hard and deadly if done wrong. A study by Startup Genome analyzed the results of 3,200 start-ups they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
A solution is “Nail it, then scale it” approach to growing your business. To make it easy to remember the approach we have boiled things down to a simple “ABCs” formula:
A = Ask for help
B = Build ideas together
C = Clarify
S = Build in Systems for growth
Unlocking Innovation: Training Teams and Individuals to Have Every Day Breakthroughs
In order to stay ahead of the competition, people and teams must be creative and innovative. The key to success is engaging in ways of thinking that inspires breakthroughs. Science and technology is about using talent and skills to create possibilities. Did you know that there are proven tools to inspire teams to have every day breakthroughs? Uncover hidden talent on your team; learn strategies that are not only fun and creative, but also just might help you create the next breakthrough.
Learning Outcomes: Improve leadership skills to motivate, inspire, and foster innovation within an organization
At the end of this seminar participants will be able to:
a) Explore leadership skills that encourage creativity
b) Learn techniques and tools that support an inventive mind
c) Play games that inspire creativity and innovation
Many of us have seen the quote "If things seem under control, you’re just not going fast enough.” ... This presentation talks about the need for speed and myths that keep us from achieving our speed potential. There are also 2 cases at the end..
Creativity in learning and leadership has always been a hot topic in education. Creative leadership entails perceiving, thinking, and acting in novel ways to improve the life prospects of all pupils. In addition, creative leaders create the conditions, environment, and possibilities for others to be creative.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
How to think like a startup in a corporate environment Franki Chamaki
Tools, methods and examples of how to apply "Startup Thinking" within a corporate environment. This will cover: • Understand what innovation really means, the different types of innovation and more importantly, why companies innovate?
• Learn how to think more like an entrepreneur and view failure as a learning process
• Learn how to identify and validate key assumptions
• Understand how to turn a simple thought into something actionable by validated learning
• To challenge the way they “do things” at work currently
15 clever thinking tools to create winning ideas quicklyChris Thomason
Businesses of all sizes use brainstorming to identify new growth opportunities - but it's a process from the 1950s! You need a new way of thinking - learn how to become The Idea Generator in your business.
Similar to CYCLES Course (1): Course Introduction (20)
It takes a village..,.
The hardest part of writing this book and the courses that go with it was not finding more to say and share, but to clarify and simplify. All the people list here helped.
Venture boss a program to coach train 1 million entrepreneurs by 2026Bryan Cassady
At venture-boss our mission is to help train and coach 1 million young entrepreneurs by 2026.
But for billions of people around the world, Entrepreneurship is just a dream. It is something other people do.
Venture-boss will change this by offering a simple, but powerful, 5-day learning by doing program that can be run in any language, for almost any type of business, online or in-person by thousands of trainers worldwide.
Our business model is inspired by Innovation engineering taught at 26 US universities. And the Founder Institute run in 182 cities. Our program and their programs are based on independent local programs that are easy to scale AND collaboration for continual improvement.
We’ve already taught students as young as 17 from 22 countries. Based on these successes, we have started new programs in Nigeria, Angola, India and Malaysia.
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
You can have the greatest idea in the world, but it you can’t get other people excited about your idea it won’t go far.
A perfect pitch takes time to prepare. yYu'll learn about the 5Ps of any good pitch (problem, promise, proof, profit and passion) and 7 easy ways to make your next pitch better...
Deliverable: A pitch that people will understand and will inspire them to take action
f you’re looking to build bigger and better ideas, you need to get feedback.
To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas.
Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas.
Better problem formulation
Effectuation (looking for ideas at home with the resources you have)
Systematic search for stimulus and diversity
Techniques to continue building ideas
With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
Speed Dating + TRUE NORTH tool to simplify your challengesBryan Cassady
You’re often alone trying to shape and define your innovation challenges. The reality is that if you start in the wrong direction, it is unlikely you’ll get where you want to go.
Background:
We developed this speed dating technique while running our remote innovation certification program. It is not a webinar where you sit and listen. It is an opportunity to interact with people all over the world through a series of break-out sessions. Participants are split-out into groups of 4 or 5 and later gets feedback for their ideas/challenges.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
3. Building a business is
hard work…
In this class, a new,
simplified way to
increase Speed
while reducing Risks
4. Bryan Cassady
• 11 Start-ups in 6 countries (8 winners, 1 loser, 2
unknown)
• Professor: KU Leuven , Solvay
Lecturer : Chicago, Berkeley, INSEAD, LSE
• Director Founder Institute/ The European
Innovation academy
• 4 years of research with over 400 companies on
the drivers of Innovation success
• New Book Cycles – 24 co-authors around the
ABCs of Innovation
3 Beliefs
1. Anyone can innovate
2. Bad systems will beat good people over
time
3. Good systems can make average people
great
Helping companies bring bigger ideas
to market faster, while reducing risks
5. What I see…
(at companies of all sizes)
1. An incredible focus on the positive
2. A continual search for silver bullets
3. Scared to ask for help
4. If they ask, too much done internally
5. What they want to do lacks clarity /
focus
6. Lack of systems / Lack of urgency
7. Avoid tough decisions and stay in a
business too long
Deluded
Scared of Negative
Alone
Unclear
Lacking Systems
Not Making
Decisions
6. Good versus great Entrepreneurs
If you have real product market fit and momentum you can (but
probably won’t) succeed without systems and processes.
The reality is most successful companies have hit the wall many
times and pivoted their way to success. Processes / systems
increase your odds of getting the pivots right and on time
7. A test… Who are these companies today?
Personal
podcasting and
sharing audio
content
8.
9. How do you think they used
Lean Start-up Techniques ?
15
10. Lean start up overview
• Scientific method (hypothesis driven= if, then , falsifiable)
• Remove waste in the start-up process (lean)
• Validated learning to reduce risks
• Accelerate in batches
• Build measure learn and famous pivots
11. Lean Start Up
How many of my clients
interpret this:
Build, measure, learn
Build, measure, learn
Build, measure, learn
Pivot to a Miracle.
I believe miracles seldom
happen, ideas are built over
time “Step by Step”.
13. The Real Story :
Build, Measure, Learn and improve
25
“Cold, but cool”
“Someone might
pay for this”
“Love the rooms”
“We’ve got an ICE Hotel”
1988 Started as an ice sculpture event
1989 A central unit was created called ARTic Hall. (60 M2)
A specialist survival group of the
Swedish Armed Forces spent the night
They decided to put in a bar
1990 French Artist Jannot Derid
No rooms in town, so they stayed
91-93 ARTic Hall expanded to 250 M2
Rented for Corporate get-aways
Artists come and go and start making rooms
1993 Still losing money, needing corporate support
Absolut Vodka got interested
in corporate get-aways
14. Based on 4 years of research with over
400 companies
There are companies that succeed and
companies that fail. The biggest
difference between winners and losers is
smart winners make good, even
mediocre, ideas great over time.
The Reality… Quality
Of Ideas
Time
Start
Learning
Cycles
No
Changes
Bad
Cycles
Smart
Winners
Lucky
Winners
Losers
Losers
15. Cycles: The ABC’s Of Growth.
Cycle 1
Cycle 2
Cycle 3
Cycle 4
Cycle 5
Align/Ask
Build
Communicate
Check
Systematically
Improve
Idea
Quality
Time
16. The Mental state you need as you go.
• Humility... know you will get it wrong
• Vulnerability to ask for help/ to say you
don’t know
• Get lots of feedback
• Learn and move on
• Don’t lose hope (but don’t be stupid)
17. Systems …
Every system is perfectly
designed to get the results it
gets.
W. Edwards Deming
30
18. A simple idea…
Many forms
The Demming Cycle
• Lean Start-up
• Design Thinking
• Scrum
21. The challenge is how to make it
simpler.
The Common Feature
Cycles of learning
22. A simpler, easier to remember formula
with clear instructions “how to”.
My Goal
23. Bad artists do it on their own
Good artists copy
Great artists steal
24. My New Book
A joint project with accelerators / Experts
around the world
The
ABCs of Innovation
A = Alignment
How to build organizational alignment
B = Build
How to build better ideas quicker
C = Communicate / Check
How to clearly communicate and check
your ideas
S = Systems
How to set up the right systems to lead
and get better over time
25. HOW CYCLES CONTRIBUTES TO
THE STATE OF THE ART
A new bit on
alignment.
It is important to
know what to
build or design.
And how to
instructions for
B, C and S
C Y C L E S
Alignment (what to build)
Build
Communciate & Check
Systematically Improve
CYCLES OF LEARNING
L E A N S T A R T - U P
Build
Measure
Learn
VALIDATED LEARNING
S T R A T E G Y Z E R
Design
Test
Execute
VALIDATED BUSINESS MODELS
27. SNARC
A Semantic Social News Aggregator
SNARC, When you want to know more SNARC helps
discovering content by highlighting what is meaningful in a
quick, smart and personalized manner.
SNARC finds relevant content by learning from the content, the
social web and you!
3 people with PHDs in Semantic Search / 2 start up experts
and 500K to build their business
28.
29.
30. We are best in class
We have 15,000 downloads this week
Our server response time is down to .8
seconds
We were listed in TechCrunch last week
Success is on the way
An “Oh so
typical” scale-up
We build something great,
profits will follow.
80% product development
10% getting new users
5% finding a business model
5% other
________________________
100%
31. 2 types of entrepreneurs
1. Risk takers (they like the macho bit)
2. Risk reducers (they like getting house odds)
• A risk reducing entrepreneur will build a strategy that increases
odds of success from
• 10%
• to 20%
• to 50%
32. How… by asking again and again
“If this business fails, why would it fail ?”
“If this business fails, why would it fail ?”
“If this business fails, why would it fail ?”
Then finding answers
33. Working in your business Working on your business
We build something great,
profits will follow.
80% product development
10% getting new users
5% finding a business model
5% other
________________________
100%
How will be make a business.
5% product development
10% getting new users
80% finding a business model
5% other
________________________
100%
35. Stop saying everything is fine!
It is time to stand naked in front of your
team and partners and tell them the
truth…
“I need your help to solve the following
issues..”
36. 5 Whys
Why is no one paying for our service ?
We never asked anyone to pay
Why have we never asked anyone ?
We haven’t found a pain someone is willing to pay to resolve
Why no pain to resolve ?
We haven’t focused on a specific segment yet
Why no segment yet
We have spent too much time at our desk
Why too much time at our desk
We are scared to meet clients because we don’t have ideas to sell
We need ideas for
things we can sell
37. Personally, I find nothing sadder
than a CEO with a big team working
alone on all the big problems…
38. TRUE
Truly
Simple
Let's get paid
N
Narrative.
Why it is
important
(the story)
If we can't find a way to get people to pay for our
service, we have no business regardless of how
great our technology is, how many people
download our product or how useful it is.
O Objective 3 ideas to make money that we can test
R
Restrictions
: We are not
interested in
A fee for use of the plug-in
People will not pay
T
Tactical
Constraints:
We have around 250 K to grow the business, so
the solutions need to be low cost. AND we need
to work with partners
H
Here is the
place to
start
Look at areas where the of Information value is
high and searching takes time (eg Job applicants,
News stories, etc°
Make it a story
Be honest
Be specific
Ask for help
TRUE N.O.R.T.H = A way to ask for help..
41. 1. Define your needs to build direction and remove fear (already done)
2. Make sure you have a diverse team (Probably OK)
------------------------------------------------------------
3. Get stimulus (Stimulus mining)
4. Mix and match (Association)
Best practices
42. Stimulus Available # of practical ideas invented
Low Stimulus
Medium Stimulus
High Stimulus
22
38
47
Value of Stimulus
Stimulus Feeds The Brain
Source: Jump Start your Business Brain
45. At their most basic,
IDEAS
are feats of association and
constraints
Source: Jump Start your Business Brain
46. You can use tools and systems
to force new associations
(there are hundreds of tools)
47. 666: Forced
Associations
• 8 Min: Random
combinations (look for
ideas)
• 2 Min: Pick top ideas and
write them up..
The simplest way to
write up ideas
• Headline
• Problem
• Promise
• Proof
• Payoff
50. 1/ 1 / 1
Apple = design and simplicity
Students love music
Substitute instead of showing the
internet, show things to buy
A fancy music mix trial list anytime
someone visits a music site with an
option to buy on Itunes
Problem: Music choice
Promise: Easy Choice
Proof: All the knowledge of
Itunes
Payoff: Sales of music
SNARC Bryan
Domi
1 sep 19
51. Payoff
Dramatic difference
how is their life
different and better
Proof
Reason why should
they believe you and
dramatic difference
Idea Format
55. Choose 1, Check your ideas with other groups
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
You probably got a loser
One Suggestion
80
60. 4 Characteristics of effective system
thinking
1. A holistic view (The whole is often the same as the parts)
2. Thinking in loops (What causes what)
3. Focused on the big business drivers
4. Sequential not parallel problem solving
61. How systems thinking helps
What did you learn ?
What should you do next
A hypothesis for a next learning loop
Would you update the True North after this round of ideas
(probably)
62. An example of world class …
Objectives
Process
Alignment
A new business / business model in 12 weeks
A weekly learning cycle every week for 10 weeks
A 2 day management meeting to agree «what and why»
Plus basic training: How to build ideas/ the importance of systems
2 weeks
10 weeks
Alignment Every Monday… what are we going to do this week
Build ideas Every Friday… a brain-storming session (with new external people)
Communicate
Check
Real-time research
External experts to validate/ give feedback on all ideas
Systems Identify death threats/ work on death threats
Kill all weak ideas where death threats not resolved in 2 weeks
Every Day A 10 minute standing meeting
65. The reality is the ABCs is just a an easy
way to remember a process …
The choice of a process/system is less
important than having a process that:
Increases Speed
Removes risk
67. Course Overview
Learning objectives
• To understand the core of
Lean Start-up - Validated
Learning as a way to reduce
risk
• How to use a method – The
ABCs to increase speed
• Experience using some tools
• An in-depth understanding of
Sprints
How
• As much as possible, a learn
as you go course
• Weekly individual and group
assignments
• A group presentation each
week
• A final exam with questions
known up-front
68. Exam and Grading
Exam Questions
• What is your new updated definition of Innovation. Did it
change ? Why, why not?
• Assuming you want to, how would you make effective
innovation a personal habit ?
• 3 Ways to improve this class
• As a group, document the stages of 1 CYCLE for a product
/ idea one of your group members is working on,
mandatory elements
True North
Spark Deck
Idea in 4P format, feedback, system view
New True North
(showing you learned something in the cycle)
Grading
• 25% class participation and your weekly
journal
• 50% your work in groups (Note ! A group
grade corrected for your contribution)
• 1 Class presentation
• 4 assignments
• 25% your final exam
70. Date Hours What
Group
Presentation Readings
Individual assignment (via google
forms) Assignment in groups
28/11/2019 3,5 Introduction Lean Start up summary or HBRarticle None
28/11/2019 3,5 Alignment CYCLES Introduction (DRAFT)
Summary: Competing against luck
Article: St. Gallens, business model innovation
Optional: Outcome Driven Innovation
Your name
Your personal definition of Innovation
What would like to get out of this class
Something Innovative to remember you
What is a sprint ?
TRUE NORTH
03/12/2019 3,5 Build Group 1 Problem Definition: Chapter (Draft)
Create Chapter (Driving Eureka)
Article Making the Difference
Video lesson + PDF Making spark decks
1 page personal notes
03/12/2019 3,5 Financing a start-up None 1 page personal notes Spark Deck
1 good idea in the 4P
format
12/12/2019 3,5 Communicate / Check Group 2 Summary: Jump start your business brain
Video : Pretotyping
Article: What is killing Innovation
Article: Cognitive Dissonance
1 page personal notes Videos
Test your ideas
17/12/2019 3,5 Systems (And Culture) Group 3 AND
Group 4
An introduction to systems thinking
Summary : Simplifying Innovation
Video Russel Ackoff ORLearning Article
1 page personal notes A systems view
1 Full cycle (test, analyze,
improve)
16/01/2020 3,5 Making Innovation an
organizational habit
Group 5 Summary : Atomic habits
Summary: The Power of habits
Article : Innovation as a habit (A very rough Draft)
Summary : The knowing, doing gap
Videos (there are 2): BJ FOGG
1 page personal notes Prepare final presentation
12/12/2019 3,5 Final Presentations 1 page personal notes
28 1
Totals