Phoenix Retreats offers a new approach to addiction treatment using psilocybin and ibogaine, which have shown cure rates of 50-70% in research with John Hopkins, compared to 5-15% for traditional treatment. It aims to help people replace addictive habits with holistic methods and support from nature. Storytyping is used to illustrate a story of someone who doubted the approach but saw its success with prisoners and prostitutes. Pretotyping ideas are discussed like simulating the core experience to validate market interest before fully developing the treatment program.
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 donât know where youâre going... Chances are you wonât 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
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 âsecret sauceâ that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
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 âflavour of the monthâ. 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 doesnât 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
CYCLES course (5): Systems and System ThinkingBryan Cassady
Â
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.
This course covers what is Innovation and why everything needs to start with alignment.
If you donât know where youâre going... Chances are you wonât 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
f youâre 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
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 donât know where youâre going... Chances are you wonât 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
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 âsecret sauceâ that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
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 âflavour of the monthâ. 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 doesnât 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
CYCLES course (5): Systems and System ThinkingBryan Cassady
Â
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.
This course covers what is Innovation and why everything needs to start with alignment.
If you donât know where youâre going... Chances are you wonât 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
f youâre 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 âsecret sauceâ that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
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.
You can have the greatest idea in the world, but it you canât get other people excited about your idea it wonât 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
Final cycles overview jan 2019 with toolkitBryan Cassady
Â
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 shouldnât 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
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, weâll talk about how you can be more innovative without changing your company.
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.
Intersection18: When a Framework Meets a Roadmap, New Vistas Open - Curtis Mi...Intersection Conference
Â
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.
Startups and Smalltak - Presented at Smalltalks2014 CĂłrdoba, Argentinasebastian sastre
Â
Here are the slides of the talk I gave at Smalltalks2014 in November 2014, in CĂłrdoba, 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.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
Teresa Torres, Product Talk, @ttores
In this session, youâll learn how to create shared context so that everyone on your team knows how to prioritize your experiments. Youâll also learn about two common Lean Startup mistakes and how to avoid them. Come prepared to work through a mini case study.
Colleenâs worked with B2B, B2C, and platform products over the last 15 years, including the last 5+ at Airbnb, and has a unique understanding of what is necessary to launch products that resonate with users, and of how to bring those products to market quickly. Colleen also teaches and coaches at both General Assembly and UC Berkeley Executive Education, and is passionate about helping teams use strong product development methodology!
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 âsecret sauceâ that can pull everything together.
Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique
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.
You can have the greatest idea in the world, but it you canât get other people excited about your idea it wonât 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
Final cycles overview jan 2019 with toolkitBryan Cassady
Â
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 shouldnât 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
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, weâll talk about how you can be more innovative without changing your company.
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.
Intersection18: When a Framework Meets a Roadmap, New Vistas Open - Curtis Mi...Intersection Conference
Â
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.
Startups and Smalltak - Presented at Smalltalks2014 CĂłrdoba, Argentinasebastian sastre
Â
Here are the slides of the talk I gave at Smalltalks2014 in November 2014, in CĂłrdoba, 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.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
Teresa Torres, Product Talk, @ttores
In this session, youâll learn how to create shared context so that everyone on your team knows how to prioritize your experiments. Youâll also learn about two common Lean Startup mistakes and how to avoid them. Come prepared to work through a mini case study.
Colleenâs worked with B2B, B2C, and platform products over the last 15 years, including the last 5+ at Airbnb, and has a unique understanding of what is necessary to launch products that resonate with users, and of how to bring those products to market quickly. Colleen also teaches and coaches at both General Assembly and UC Berkeley Executive Education, and is passionate about helping teams use strong product development methodology!
https://bloomerang.co/resources/webinars/
Rachel Muir, CFRE will help you see through your donorâs eyes in this thought provoking workshop loaded with tips for better donor communication, cultivation and discovery.
Storytelling isnât just for children! Strategic storytelling in sales, or âstorysellingâ is a proven way to build trust, boost-buy in and maximize memory to get your message remembered and repeated.
Thinking:People are doing it wrong! Digital Elite Camp presentation. How cognitive biases and mental heuristics help to sell more. https://www.dreamgrow.com/thinking-cognitive-biases-in-sales-and-marketing/
Behaviour change is the measurable outcome of good UX design. Here's a review of a few design techniques and processes to help UX designers to create sustainable behaviour change.
Accepting the Truth at Work: 3 Practical Tools Janice Fraser
Â
Mind the Product, 2018 London. This talk provides three practical tools that product leaders can use to uncover, accept, and act on what is trueâso that you can be less grumpy and more effective at work. Because isn't that what we all enjoy? The feeling that we're doing good work, and that it's working?
(UBAD Model for Buy-In by Janice Fraser is licensed under Creative Commons Attribution-NoDerivatives License 4.0 International.)
It takes a village..,.
The hardest part of writing this book and the courses that go with it was not ďŹnding 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
Â
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.
Weâve 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
Speed Dating + TRUE NORTH tool to simplify your challengesBryan Cassady
Â
Youâre often alone trying to shape and define your innovation challenges. The reality is that if you start in the wrong direction, it is unlikely youâll 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.
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/
[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
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
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HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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2. Quick Recap
Increase your odds
of working on the
right things
Problem finding +
Stimulus
+ Diversity
+Work
Ideas / solutions
worth testing
Clarity to move
forward
3. My personal views
⢠If you have done the alignment and build step right you should
already be on the right path
⢠Good alignment = about doing the right things (JTBD / BMI) and
purpose
⢠Good build = asking the right questions, then building ideas worth
testing
Now you need to make sure
1. Do people understand what youâre offering
2. If they do, do they want it
3. And will they pay for it
5. How âŚ
Clarity
⢠Big Ideas
⢠Papertyping
⢠Storytyping
⢠Pretotyping
Want it
⢠Ask
⢠Test
⢠Look for
negatives
Will Pay
⢠Pricing
⢠Thoughtland
ď¨
actionland
⢠Back of the
envelope
Kill or
continue
⢠Shoot
puppies
⢠Stop riding
dead horses
6. Clarity
⢠Big Ideas
⢠Papertyping
⢠Storytyping
⢠Pretotyping
Want it
⢠Ask
⢠Test
⢠Look for
negatives
Will Pay
⢠Pricing
⢠Thoughtland
ď¨
actionland
⢠Back of the
envelope
Kill or continue
⢠Shoot
puppies
⢠Stop riding
dead horses
7. Products fail most often for 2 reasons
They are not offering a benefit anyone wants
Worse yet, are those offering the right benefit
but people donât understand
ď
ď
8. Why is clarity critically important
⢠If you canât explain something clearly, you donât understand
what youâre selling
⢠If people canât understand, they canât give you feedback
⢠And it you happened to have things right
⢠You might get the wrong feedback and change a winner
⢠You wonât be able to sell your winner
9. 9
Tappers received a list of twenty-five well-known songs,
such as âWe will rock youâ and âThe Star Spangled
Banner.â andâ Freres Jacquesâ
Each tapper was asked to pick a song and tap out the
rhythm to a listener (by knocking on a table). The listenerâs
job was to guess the song, based on the rhythm being
tapped. (By the way, this experiment is fun to try at home if
thereâs a good âlistenerâ candidate nearby.)
Tappers Prediction 50%
Listener Results 2,5%
We are less clear
than we think
12. How to make ideas
clear âŚ
One of the best business
books youâll ever read
Doug Hall is a Fact Based
Guru
12
13. The Core of Clarity âŚ
⢠Overt Benefit Whatâs in it for the customer? And
is the benefit overtly clear
⢠Real Reason to Believe Why should the
customer believe you will deliver on the promise
made above?
⢠Dramatic Difference How revolutionary and
new-to-the-world is your benefit/reason to
believe.
15. Clarity of communication Test
Round 1 Round 2 Round 3
Redout Rust Stopper StepSafe Opti-roma
Grandma Frickerâs Jack Snackâs HearthGlow
StainSane Microwave Sentry Ventinâ Scents
Scoring
Winner right (3 points) Winner right (3 points) Winner right (3 points)
Loser right (1 point) Loser right (1 point) Loser right (1 point)
Total Score
Evaluation
12 : Go into advertising
9-11: you're above average
0-8: you're average
20. Round 1
Over Benefit
Whatâs in it for the customer?
The concept of focusing on benefits instead of features has long
been known to be critical to success.
The new news is how overt you need to be in todayâs cluttered
market place.
In order for customers to âget itâ today, you must be direct.
21. Each Time You Flushâ provides no doubt or mystery
about what is âin it for me,â the customer, when I
purchase Redout. StainSane offers the next
strongest Overt Benefit, followed by Grandma
Frickerâs Organic Meals for Kids. Grandma Frickerâs
promises âthe advantages of organic foods,â but it
never defines what those advantages are. It is left to
the customers to draw their own conclusions of why
organic is important. In the busy marketplace, this
âextra workâ results in less sales.
Round 1
Score 3 points if you named
Redout Rust Stopper as #1
Score 1 point if you named
Grandma Frickers as #3
31. Round 2
Reason Why
To convert the excitement generated by Overt Benefit into sales,
customers require that you provide persuasive credibility that you
will do as you promise.
32. Of the round two concepts, Microwave Sentry
offers a clear description of how it works, as
well as a scientific pedigree explaining the
technology. StepSafe at least offers a special
formula; however, it and Jack Snackâs are
both significantly less credible.
Round 2
Score 3 points if you
named Microwave Sentry
as #1
Score 1 point if you named
Jack Snackâs as #3
33. A great example of reason whyâŚ
⢠âBuy our XYZ bed and you will get your best nightâs sleep ever.â
Yawn. Boring.
⢠âIf your mattress is ten years old, it weighs twice its original
weight due to the dust mites that accumulate over the years.â
38. Round 3
Dramatic Difference
Sales and profits explode when an Overt Benefit and Real
Reason to Believe pair is offered with a Dramatic Difference.
Without uniqueness, you have a commodity that sells for
commodity-like profit margins.
The new news is that for the uniqueness to be effective, it must
be dramatic -ten times bigger than you think it needs to beâand
the drama must be focused directly on the Overt Benefit and
Real Reason to Believe.
39. In round three, Ventinâ Scents is the winner
as it offers the greatest Dramatic Difference
of the three. The benefit it offers cannot
easily be achieved in any other manner. Opti-
roma and HearthGlow offer decreasing levels
of uniqueness. HearthGlow provides many
features; however, the end benefit of it versus
competing logs is insignificant.
Round 3
Score 3 points if you
namedVentinâ Scents
as #1
Score 1 point if you
named HearthGlow
as #3
40. What makes an idea clear ?
⢠Overt Benefit Whatâs in it for the customer? And
is the benefit overtly clear
⢠Real Reason to Believe Why should the
customer believe you will deliver on the promise
made above?
⢠Dramatic Difference How revolutionary and
new-to-the-world is your benefit/reason to
believe.
41. Payoff
Dramatic difference how
is their life different and
better
Proof
Reason why should they
believe you and dramatic
difference
OVERT BENEFIT
REASON WHY
DRAMATIC
DIFFERENCE
42. My sonâs work
⢠Phoenix retreats
⢠Classic addiction treatment does not work.
Success 5-15% at a cost of $30,000 - $70,000
⢠No change in stimulus / response
⢠No change in connectivity
⢠No change in environment
⢠Psilocybin + therapy = 50- 70 % cure rates
⢠Iboga can help after by reducing cravings
⢠Research in collaboration with John Hopkins
⢠Support from the UN to treat prisoners and prostitutes
New: Psilocybin + Iboga
Holistic
Replacement habits
Works with prisoners and
prostitutes
43. Putting the idea in practice
_____________________ (business name) is the
first to offer _________________ (Overt Benefit)
thatâs because of _____________________ (Real
Reason to Believe)
or
What makes ______________________
(business name) dramatically different is that itâs
the only company to offer
______________________ (Dramatic Difference)
My company: ( company name )
Is developing ( a defined
offering/project )
To help ( a target audience )
( solve a problem )
with (unique benefit or RTB /secret
sauce)
44. Example
Letâs choose one of the following
One of your masters projects
Phoenix retreats
OR Smart-sprints
47. If it is importantâŚ
you can (and should ) go further !
Big Idea Papertype StoryType PretoType ProtoType
Thought Land Action Land
48. Storytyping
The human mind is essentially
a high-powered story
machine.
According to research, a
message delivered in the form
of a story is twenty-two times
more memorable than a
simple fact.
AND we relate to stories
Context - Where did it all begin? What is your
background?
Example: In a social experiment called the
Significant Objects Project a number of people
bought two hundred random objects in thrift shops
and garage sales for a total of 129 USD.
Action - What can you/or want to do? What is
the problem?
Example: Each object was sold on EBay with the
the addition of a fictional piece of writing relating
to the object. This wasnât an attempt to fool buyers;
buyers; the stories clearly werenât true.
Result â What Happened
Example: The random objects sold on EBay for a
for a total of over 8,000 USD confirming the
persuasive power of narrative.
49. Phoenix Retreats is the first to
offer safe replacement habits
with the use of Psilocybin and
Iboga with a 50-70% cure
rates, Research in
collaboration with John
Hopkins and the support of
UN.
50. Story work in groups
Context: 3rd Try
Action: I doubted, but I saw the work
they are doing with Prisoners and
Prostitute
Result: It really worked
If you donât know what to do, give
Phoenix a try
51. The biggest challenge
with rationale research
People donât think what they feel,
they donât say what they think,
and they donât do what they say.
(David Ogilvy)
52. Pretotyping
ReadThis book !
⢠Validating market interest and actual use
of a potential innovation
⢠by simulating the core experience
⢠with the minimum investment of time
and resources
Fake it, before you make it
56. XYZ Hypothesis: What you get when you apply
âsay it with numbersâ to the Market Engagement
Hypothesis.
The basic form for the XYZ Hypothesis is: âAt least
X% of Y will Z,â where X% represents a percentage
of your target market, Y, and Z represents how that
percentage of the market will engage with your new
product idea.
Example - the XYZ Hypothesis for Second-Day
Sushi:
âAt least 20% of packaged-sushi eaters will try
Second-Day Sushi if itâs half the price of regular
packaged sushi.â
xyz hypothesis: A small, specific, easily and
quickly testable hypothesis that is derived from, and
consistent with, a broader XYZ Hypothesis.
The process of going from a broad XYZ Hypothesis
to one or more xyz hypotheses is called
hypozooming.
Example - a possible xyz hypothesis for Second-
Day Sushi is:
âAt least 20% of students buying packaged sushi at
Coupa CafĂŠ today at lunch will choose Second-Day
Sushi if itâs half the price of regular packaged
sushi.â
But it is more than faking it.
It is about testing something
61. When you get it right⌠youâll get
back to a big ideaâŚ
Overnight ? Send via Fedex
Safety important? Buy a Volvo
Think Different? Buy Apple
62. Clarity
⢠Big Ideas
⢠Papertyping
⢠Storytyping
⢠Pretotyping
Want it
⢠Ask
⢠Test
⢠Look for
negatives
Will Pay
⢠Pricing
⢠Thoughtland
ď¨ actionland
⢠Back of the
envelope
Kill or continue
⢠Shoot
puppies
⢠Stop riding
dead horses
63. I'll believe it when I see it
vs.
I'll see it when I believe it -
research
You need insights
not confirmation
to drive your business forward
63
64. The 5 keys to good research
1. Understand your biases
2. Think about questions you need answered, before
looking for answers
3. Define success before you start
4. Stay focused on the big picture
5. Actively search for negatives
65. #1 Understand your biases
⢠Desire bias: SUGGING Selling under the guise of market research
⢠Cognitive bias: We see what we believe is true
⢠Confirmation bias (people will find the information that supports their opinion
(and ignore information that denies it), selective memory Ă knowing this
impacts how questions are worded. Positively or negatively.. What are you
looking for? Prove yourself wrong or right?
66. An example: global warming
Hot summers
Warm winters
Evidence of global
warming
Cold summers
Cold winters
Evidence of global
warming
Clearly there is evidence of global warming ?!
67. #2 Identify the questions,
before looking for answers
⢠Richard Thaler (Nobel Laureate).. let me ask the questions and I
can lead you to any conclusion
⢠Just like in alignment
⢠Doing wrong things righter makes things wronger
⢠Positive answers to the wrong questions are a sure recipe for
overconfidence
Note:
It will always be hard to know what you donât know⌠but you gotta try
The right questions will be hypothesis based and reflect your learning
objectives
68. #3 Define success before you
start
⢠Invest some time in market math what is reasonable/ what is
needed
⢠Define metrics
⢠Commit to the metrics
⢠Keep it simple.. Simplicity is the ultimate sophistication.
(Leonardo da Vinci)
69. # 4 Stay focused on
the big picture
Do they want it ?
Have they demonstrated they want it
72. Advice from the Mom test
1. Talk about their life instead of your idea
2. Ask about specifics in the past instead of generics or opinions
about the future
3. Talk less and listen more
73.
74. Target Deliverables
⢠A quick honest assessment â do you have something ?
⢠A list of key death threats
75. Clarity
⢠Big Ideas
⢠Papertyping
⢠Storytyping
⢠Pretotyping
Want it
⢠Ask
⢠Test
⢠Look for
negatives
Will Pay
⢠Pricing
⢠Thoughtland
ď¨
actionland
⢠Back of the
envelope
Kill or continue
⢠Shoot
puppies
⢠Stop riding
dead horses
76. Why WTP is important
⢠Quite simply, no margin = no mission
⢠WTP is the real end goal
77. Tools you should know about
⢠Van Westendorp pricing models (where expensive, where
cheap to identify a range of prices)
⢠Fermi Estimations / Chain calculations
⢠WTP modeling
⢠Lifetime value calculations
78. VAN WESTENDORP pricing analysis: how to gauge
the âperceivedâ value ď ask the customer !
4 questions
1. At what price would you say the
product is INEXPENSIVE
(a bargain)
2. At what price would you say the
product is EXPENSIVE but worth
considering?
3. At what price would you say the
product is TOO EXPENSIVE to
consider?
4. At what price would you say the
product is TOO CHEAP to be of
value?
OPTIMAL price point is at the crossing
of TOO EXPENSIVE and TOO CHEAP
RANGE of
acceptable
pricing
79. Lifetime value
Cost of client acquisition
+ Purchase #1 profits
+ Lifetime profits
---------------------
Profit per customer * market size = Profit potential
Present this with reasonable proof
you can deliver (or will be able to deliver soon)
80. If you want to be taken
seriously never do
top-down financials
81. Top down versus bottom up
⢠Top down
If every child in China sent me 1âŹ
⢠Bottom up
I got one child to send me 1⏠and this is how much it
costs
82. SPRINT - A cost per lead model that might be useful to you
Questions to think about: Price elasticity, ways to staffing events, ongoing revenues
A very simple model
Investment % Cumulative Cost to
Number Unit Investment Convert Net Invest next Stage
Total Market 2,500 2 5,000 10% 250.00 5,000 20
Aware 250 50 12,500 10% 25.00 17,500 700
Interested 25 500 12,500 25% 6.25 30,000 4,800
Desire 6.25 1500 3,125 50% 3.13 33,125 10,600
Act 3.13 5000 15,625 50% 1.56 48,750
Cost per Client 31,200
Sprint Sale price 85,000 Days # people ⏠Day rate
Cost of people 73,500 70 1.5 700
Cost of event space 10,500 Cumulative 70 150
Margin 11,500 -19,700
Add-on sales
Revenue 50,000
Cost 30,000 Cumulative
Assumptions
Investment/costs Conversion
Thecostof 4-5emails %webelievewoulddo a shortassessment
Costsof content 10mailingswitha 1.5%responserate
Costof call 25%isreasonableaswebroughtthemto thisstage
Costof 2meetings+follow-up Currentconversion
4Daysfora finaloffer 5%lostinsetup
Numberthatcouldhelp DayrateEUR
Localconsultantcost 700
Bryan+Dom 1100
Int'lconsultantscosts 1200
EventLocationif off site 150
LowCostInt'lconsultants 200
83. Clarity
⢠Big Ideas
⢠Papertyping
⢠Storytyping
⢠Pretotyping
Want it
⢠Ask
⢠Test
⢠Look for
negatives
Will Pay
⢠Pricing
⢠Thoughtland
ď¨
actionland
⢠Back of the
envelope
Kill or
continue
⢠Shoot
puppies
⢠Stop riding
dead horses
84. The biggest 3 mistakes of
Entrepreneurs
1. Investing in the wrong business
2. People donât buy your product or service because they donât
understand why they shouldâŚ
3. Staying too long in the wrong business.. (after you should
know it is time to changeâŚ)
The most expensive mistake (by far) is #3
85. âDakota tribal wisdom says that when you're on a dead
horse, the best strategy is to dismount.
Of course, there are other strategies. You can change
riders. You can get a committee to study the dead horse.
You can benchmark how other companies ride dead
horses. You can declare that it's cheaper to feed a dead
horse. You can harness several dead horses together.
But after you've tried all these things, you're still going to
have to dismount.â
86. ⢠Talk to 20 people (that are not
your friends)
⢠If no one hates the idea, be
scared
⢠Ask people âif this failsâ why
would it fail (youâll get a lot
more information than asking
what they think of the idea !)
⢠Keep it simple âŚ
⢠Evidence people want it
⢠Evidence people will pay
⢠Evidence they will pay enough
87. My strongest advice
If you want to be a successful
entrepreneur learn to kill your own
ideas
88. Top 20% performers kill 9
times more projects before
detailed design starts (HBR 2017)
âThey eliminate the
walking dead to save the
living â
89. It is easy to kill bad ideas,
great companies kill good
ideas (early)
Jack Welch
93. 5-Day sprints
A 5-Day Sprint will not change habits and will not be very
distinctive
5-Day sprints
+ Alignment
+ Habit building
CEOs
Innovation Mgrs
Google
Method
Sell Sprint
CEOs
Innovation Mgrs
+ all
departments
Google
+ Assessment
+ ABCs
+ software
Sell Sprint
+ 1 year activities
+ ongoing SW
usage
94. Insights
1. Habits are interesting but not compelling
2. People like the idea of sprints but prefer a tailormade solution
3. Big and small companies have different budgets and different
needs
4. A sprint based on individual interests is likely to be more
successful and more motivating
5. Starting small in a âsafeâ environment is appealing
6. Frustration innovation consultants: A few good recipes but I
didnât learn to cook
7. Too many âexpertsâ , who should I trust and why
96. 4 Ps Problem / Pain Projects done now and habits to deliver future projects
Promise (Make a SPECIFIC promise
to SOLVE this problem.)
A double-dip
Projects done now, faster than ever before
Plus a way to turn these methods into habits
Proof (Reason to believe)
Based on the proven Google Sprint Methodogy
and the latest science on building habits
With powerful alignment to focus on the right things
Training to build skills
And support to build long-term habits
Payoff (Dramatic Difference) Work done + habits Built
Pricing
A low price for Sprints (the thing easy to compare)
250 , 100 and 50 K packages for big, medium, small
Profit (How will this make money)
Day rates higher than average
A program that could be run with other consultants
97. SPRINT Sherpas
One Sprint
Post
Training
Build
Ability
Inspirations Days
Sprint Markets
2 Sprint per year
Change
Behaviour to
habits
Coaching +
Train the trainer
Alignment
The right
Things
Seeds for
The future
Training
Build
Ability
What is a sprint
Build
Check & Comm
SPRINTMARKE
T
Sprint
Cross-company
Sprint
Cross-companyMultiple Sprints
97
98. Rationale
1. The alignment up-front will ensure you are working on the
right projects
2. Built on a proven method that generates results fast
3. Training first will help ensure success in the Sprint and build
long-term skills
4. Working first individually then as a company will build
expertise across the company and experience working
together
5. The long-term reinforcement program will change behaviours
into habits
99. BIG MEDIUM SME
Budget (k EUR) 250 100 50
Working Days 152 52 28
Fee per day (k EUR) 1,6 1,9 1,8
3 levels of Service
+ ongoing income (software for driving and tracking Sprint Market)
100. Feedback
⢠Too Expensive (without details shown)
⢠Not enough clarity on what after
⢠Focus too large
⢠Like the idea of solving things while learning (double dip =
strong)
101. Insights
1. Family companies are the type of company I like working with
Focus = credibility
2. Any problem == > Business model innovation = more clear
and credible
3. Donât divide by company size, but by company needs
4. More clarity on the next steps
102.
103. Name Smart Sprints Smart Sprints
Headline A brighter future for your family business A brighter future for your family business
Who CEOs of Family owned companies
Advisors to family owned companies without an
innovation service
Problem / Pain How to make their business future proof
How to better help their best clients with their long-
term challenges
Promise (Make a SPECIFIC promise
to SOLVE this problem.)
Personalized solutions for your company
1. Identify the strengths and areaâs to work on as
building blocks for the right business model,
2. Fuel your organization with a can-do attitude,
3. Develop and attract an engaged workforce.
Personalized solutions for your company
1. Identify the strengths and areaâs to work on as
building blocks for the right business model,
2. Fuel your organization with a can-do attitude,
3. Develop and attract an engaged workforce.
Proof (Reason to believe)
A smart methodology combining BMI from St. Gallens,
Google Sprints and Long-term habit building program
based on the ABCs taught at leading MBA programs
Brought to you by experienced people: Bryan a
successful entrepreneur, Dominique CFO and family
business expert and your trusted advisors
A smart methodology combining BMI from St. Gallens,
Google Sprints and Long-term habit building program
based on the ABCs taught at leading MBA programs
Brought to you by experienced people: Bryan a
successful entrepreneur, Dominique CFO and family
business expert and your trusted advisors
Payoff (Dramatic Difference) Fast Results + habits Built
Better service for you most important clients
New fees
Learn by doing- building expertise for the future
Pricing 25, 40 and 72K 25, 40 and 72K less 20%
Profit (How will this make money)
Day rates higher than average
A program that could be run with other consultants
Day rates higher than average
A program that could be run with other consultants
Problems (Death Threats to test)
How to take away the "academic" feel
20% is too high for us and maybe too low for them
and not much room to price up
Actions Focus more on the doing See if 20% is enough
Problems (Death Threats to test) Too complicated Too complicated
Actions Simplify Simplify
Problems (Death Threats to test) Where is the urgency to act Why should I trust these people
Actions Target transistions An intro program
104. Details
PRE-SPRINT SPRINT: All of a google sprint + training POST-SPRINT
AM PM Closing Project Kick-off
Bright Spots Assessments Monday Alignment Map , Sketch Challenge discussion Weekly Project Updates
Tuesday Vote on Focus , Build Story-boarding Group feedback
BMI Workshop Wednesday Communicate and Check Prototype + First Feedback Idea Building Optional
Thursday Prototype Prototype Testing discussion Master Classes
Friday Test Systems What next
Deliverables
Bright Spot Identification Alignment on the challenges Follow-up to ensure habits started continue
Areas for improvment System analysis and work on at least 2 challenges (Who, What, How or Value extraction) Help with testing and executing ideas
Decisions on the areas to work Actionland experiments and testing
on during the Sprint Real market feedback
Agreement what next
Learning by Doing Learning by Doing Changing by Doing
How to make this simpler
?
105. Details â Follow-up
Project Kickoff Meeting
90 Minutes to Launch an Innovation Project
Project into Cycles of Learning
10:00 Review Team Roles & Responsibilities
20:00 Review Idea for Clarity
30:00 Key Risks Analysis
20:00 Build Learning Plan
10:00 Review Next Meeting's Agenda
Project Update Meeting
45 Minutes to Update Management on
Learnings related to your Innovation Project
5 OR 10 Follow-up workshops
Title Title
Value
Creation
Value
Capture
Manage
ment /
Systems
Incl
Ready, Willing And Able: A Habit Building Approach
To Make Innovation Happen ! a a a
Select 4 OR9 of the following
1 8 WaysTo Do Better Mentoring a
2 A SystemsView Of Change Management a a a
3 Building A Culture For Innovation Success a a a
4 BusinessModel Innovation a a
5 Buzz Marketing - Using Social Media Effectively a a
6 Co-Creation- Building Value Together a a a
7 Customer Focused Innovation Research a a
8 Execution - Getting ThingsDone a a a
9 Forecasting And BusinessPlanning a
10 Innovation EcosystemDevelopment a a a
11 Innovation Portfolios a a a
12 Investing In Innovation a a a
13 Market Timing- When To Be First Or Second a a
14 People And TeamsFor Innovation Success a
15 Pitch Workshop a a a
16 Pricing For Value And Profits a a
17 Rethinking Market Research a a
18 Speed - New ThoughtsOn An Old Idea a a a
19 Strategic Thinking For New Products a a a
20 The Power Of Theory a a a
21 The Science Of Innovation- FactsAnd Best Practices a a a
22 Up to 1 new workshop tailored to your organization
106. Our offer
⢠We offer 3 different programs, you decide what fits best your needs
OFFER BRONZE SILVER GOLD
Alignment workshop on
business model
1 day 1 day 1 day
Sprint 1 sprint
5 days
1 sprint
5 days
2 sprints
2 x 5 days
Execution mentorship
(group)
1 hour / week
10 weeks
10x virtual
1 hour / week
10 weeks
5x virtual + 5x F2F
2 hours / week
20 weeks
20 x F2F
Smart Mastermind
Round Table
Included Included Included
âHow toâ masterclasses
(group)
-
3 hours / bi-weekly
5 masterclasses
3 hours / bi-weekly
10 masterclasses
25k 72k40kSMART SPRINT
107. How would you rate this idea ?
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
ď Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
ď You probably got a loser
One Suggestion
80
108. What is the riskiest
assumption ?
How could this be
pretotyped for less than
âŹ1000 in 5 days?
110. Assignment objectives
⢠To learn individually how to make an idea clear enough that you
can get feedback
⢠To see how when you start working as an individual then work
in a group your group work will be more effectively
⢠To be able to create a clear, compelling 4Ps for your idea
⢠To create some simple back of the envelope number for your
product
111. Assignment for the next class
As a Group
Build your ideas as a group (note: start with individual
work)
Go from thoughtland to actionland⌠see how far you
can get with real potential buyers (I would love to see
a video of an interview)
Deliverable: 1 presentation
1. On maximum 3 slides. 1. what you tested 2. what
you learned (issues, death threats, strategic
updates) 3. Back of the envelope number 4. your
new 4PS
2. AND Embedded copies of the videos of the people
in your group and key test results (Suggested
format Video 1, Video 2, Key learnings)
Individual
⢠At least 2 30-60 second
videos with your group
idea
⢠Weekly Journal
http://tiny.cc/ESLSCA_jou
rnal
Deadline : 14/1
2 days before the next class
112. Numbers
⢠We didnât cover back of the envelope calculations in class, but it
is something I think you can do.
⢠The basics in this case are to estimate the cost of client
acquisition and then check if a price that would be willing to pay
might be profitable. On the next page is a sample set of number
of an Build Innovation habits service
This is part of your next assignment
113. SPRINT - A cost per lead model that might be useful to you
Questions to think about: Price elasticity, ways to staffing events, ongoing revenues
A very simple model
Investment % Cumulative Cost to
Number Unit Investment Convert Net Invest next Stage
Total Market 2,500 2 5,000 10% 250.00 5,000 20
Aware 250 50 12,500 10% 25.00 17,500 700
Interested 25 500 12,500 25% 6.25 30,000 4,800
Desire 6.25 1500 3,125 50% 3.13 33,125 10,600
Act 3.13 5000 15,625 50% 1.56 48,750
Cost per Client 31,200
Sprint Sale price 85,000 Days # people ⏠Day rate
Cost of people 73,500 70 1.5 700
Cost of event space 10,500 Cumulative 70 150
Margin 11,500 -19,700
Add-on sales
Revenue 50,000
Cost 30,000 Cumulative
Assumptions
Investment/costs Conversion
Thecostof 4-5emails %webelievewoulddo a shortassessment
Costsof content 10mailingswitha 1.5%responserate
Costof call 25%isreasonableaswebroughtthemto thisstage
Costof 2meetings+follow-up Currentconversion
4Daysfora finaloffer 5%lostinsetup
Numberthatcouldhelp DayrateEUR
Localconsultantcost 700
Bryan+Dom 1100
Int'lconsultantscosts 1200
EventLocationif off site 150
LowCostInt'lconsultants 200
114. Suggested process
⢠Do you agree on your TRUE NORTH ? / IDEA
⢠Note: it probably makes sense to at least test your 4Ps in your
group and with a few people before make individual videos
⢠Work first as individuals
⢠Key questions (see attached). Goal: think harder about the challenges
⢠Your 30-60 videos
⢠Get feedback (meaningful, unique, death threats)
⢠Then work as a group
⢠What you tested
⢠What you learned
⢠Your new version
115. Sample videos and a
completed assignment
Here are 2 links to the same file
Google Drive:
https://drive.google.com/file/d/1IbNxn7i4l_7UmJEcQTvvu22M
MVkdi_Eu/view
Dropbox:
https://www.dropbox.com/s/2sw8dxc2bftnje1/Group%209%20
-
%20Communicate%20%2B%20Check%20Submission%20%2
B%20Individual%20Videos%20and%20Key%20Learnings.ppt
116. A note for the groups presenting
(Groups 3 and 4)
⢠I would like your presentation to highlight the value of getting
feedback. My suggested format for your presentation is the
following:
1. What you tested (elevator pitch or 4P)
2. How you tested things
3. What did you learn
4. What is your new best idea going forward ?
1. Did feedback change your strategy ? (your TRUE NORTH)
2. What is your updated idea
118. Check your ideas
Clarity
Meaningful
Unique
2 Golden rules
If Clarity < 7
ď Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
ď You probably got a loser
One Suggestion
80
119.
120. Advice from the Mom test
1. Talk about their life instead of your idea
2. Ask about specifics in the past instead of generics or opinions
about the future
3. Talk less and listen more
122. The types of questions to ask (1)
⢠Why is this a problem?
⢠Is the problem really worth solving?
⢠Can the problem be described in a completely different way?
Try to come up with at least 3â4 different ways of describing or
interpreting the problem.
⢠Who is it a problem for? Who is it not a problem for?
⢠Who are the other stakeholders?
⢠How does each stakeholder view the problem? (Go and ask
them if possible)
⢠How do the stakeholders currently solve (or deal with) the
problem?
123. The types of questions to ask (2)
⢠Could we be wrong about the problem? Could we be looking at a symptom
of a deeper problem?
⢠How exactly does the problem occur, step by step? What actually
happens? What does it look like if we film it with a video camera?
⢠Which observations is our current diagnosis of the problem based on? Are
the observations correct? Can they be interpreted in a different way?
⢠Are there cases where the problem does not occur? What is special about
these cases?
⢠If any solutions have been attempted in the past, why did these fail? Was it
only a matter of poor execution, or did the attempted solution address the
wrong problem?
⢠If any new solutions have been proposed, what do these solutions assume
about the problem? Is there any evidence that those assumptions are