Why Content Projects Fail - Deane Barker - Presentation at eZ Conference 2017eZ Systems
Deane Barker, Chief Strategy Officer at Blend Interactive spoke at eZ Conference 2017 on Why Content Projects Fail. Deane discussed 5 reasons for why content projects fail, and what we can do to prevent it. From the case study syndrome to development myopia and more, Deane highlights the areas of failure for content projects. And then goes over practical ways to overcome these failure to achieve success.
Agile development is a methodology that allows work to be done closer to estimates, gives customers more control over projects, and simplifies workloads. It increases accountability, allows for more innovation and marketing potential, and can increase profits. While not perfect, adopting agile development requires customer buy-in and will provide tough lessons initially. Next steps to consider agile development include reading more about it, appointing champions, acquiring necessary tools, and getting started with implementation.
This document discusses design thinking and how it relates to agile methodology. It provides an overview of the five core components of design thinking: empathize, define, ideate, prototype, and test. These components involve understanding user needs through empathy, coming up with ideas to meet those needs, building prototypes, and getting feedback to iterate designs. The document notes design thinking and agile both emphasize iterative development, getting early user feedback through demos, and focusing on solving the right problems for customers. Examples of tools used in design thinking like prototyping and empathy interviews are also presented.
These are the slides of the third talk of the first Tech Talk@TransferWise Singapore, which happened on the 23rd of November 2017.
These slides share advice on how to prepare for a software engineering interview.
Mock Interview Workshop w/ Hearsay Social's Enterprise PMProduct School
Enterprise Product Manager from Hearsay Systems, Meghbartma "Megh" Gautam, held a mock interview workshop, discussing the lay of the land in terms of the 3 most commonly asked questions, and group sessions for practicing interview questions.
He gave an overview and things you should do for prep + the kind of PM questions you should expect. The things he talked about were experience, motivation and questions for the interviewer.
7 Tips: PM Pitfalls to Avoid by Google Product LeadProduct School
Main takeaways:
- Start from the perfect-world solution, work your way back to incremental progress
- You work for your cross-functional partners, not the other way around
- Simplicity > accuracy (especially for engineers!)
The 5 Characters of Product Management with Former Etsy PMProduct School
Etsy's Product Manager, Jason Shen, talked about the 5 Characters of Product Management (and How to Hire for Them).
Product managers are one of the toughest roles to define and hire for, in part because depending on the company and the project, they perform a wide variety of activities. It can be helpful to think of the role as five characters — the Explorer, the Analyst, the Planner, the Advocate, and the Field Trip Chaperone.
Building the Ultimate Full Company Growth TeamSean Ellis
The goal of any company with a valuable product is to scale adoption by qualified customers. This generally requires establishing a "north star metric" and managing growth against that metric. These slides show how you can build a core growth team that coordinates the efforts of the full company to drive sustainable growth. It is important that every idea be treated as a test. The more tests you run the more learning you gain for growing the company. But running a lot of tests requires a process that is explained in the slides.
Why Content Projects Fail - Deane Barker - Presentation at eZ Conference 2017eZ Systems
Deane Barker, Chief Strategy Officer at Blend Interactive spoke at eZ Conference 2017 on Why Content Projects Fail. Deane discussed 5 reasons for why content projects fail, and what we can do to prevent it. From the case study syndrome to development myopia and more, Deane highlights the areas of failure for content projects. And then goes over practical ways to overcome these failure to achieve success.
Agile development is a methodology that allows work to be done closer to estimates, gives customers more control over projects, and simplifies workloads. It increases accountability, allows for more innovation and marketing potential, and can increase profits. While not perfect, adopting agile development requires customer buy-in and will provide tough lessons initially. Next steps to consider agile development include reading more about it, appointing champions, acquiring necessary tools, and getting started with implementation.
This document discusses design thinking and how it relates to agile methodology. It provides an overview of the five core components of design thinking: empathize, define, ideate, prototype, and test. These components involve understanding user needs through empathy, coming up with ideas to meet those needs, building prototypes, and getting feedback to iterate designs. The document notes design thinking and agile both emphasize iterative development, getting early user feedback through demos, and focusing on solving the right problems for customers. Examples of tools used in design thinking like prototyping and empathy interviews are also presented.
These are the slides of the third talk of the first Tech Talk@TransferWise Singapore, which happened on the 23rd of November 2017.
These slides share advice on how to prepare for a software engineering interview.
Mock Interview Workshop w/ Hearsay Social's Enterprise PMProduct School
Enterprise Product Manager from Hearsay Systems, Meghbartma "Megh" Gautam, held a mock interview workshop, discussing the lay of the land in terms of the 3 most commonly asked questions, and group sessions for practicing interview questions.
He gave an overview and things you should do for prep + the kind of PM questions you should expect. The things he talked about were experience, motivation and questions for the interviewer.
7 Tips: PM Pitfalls to Avoid by Google Product LeadProduct School
Main takeaways:
- Start from the perfect-world solution, work your way back to incremental progress
- You work for your cross-functional partners, not the other way around
- Simplicity > accuracy (especially for engineers!)
The 5 Characters of Product Management with Former Etsy PMProduct School
Etsy's Product Manager, Jason Shen, talked about the 5 Characters of Product Management (and How to Hire for Them).
Product managers are one of the toughest roles to define and hire for, in part because depending on the company and the project, they perform a wide variety of activities. It can be helpful to think of the role as five characters — the Explorer, the Analyst, the Planner, the Advocate, and the Field Trip Chaperone.
Building the Ultimate Full Company Growth TeamSean Ellis
The goal of any company with a valuable product is to scale adoption by qualified customers. This generally requires establishing a "north star metric" and managing growth against that metric. These slides show how you can build a core growth team that coordinates the efforts of the full company to drive sustainable growth. It is important that every idea be treated as a test. The more tests you run the more learning you gain for growing the company. But running a lot of tests requires a process that is explained in the slides.
Building a New Product vs. Iterating on the OldProduct School
An important skill for a Product Manager is the ability to parachute into an existing product and land on your feet. In this workshop Paul Yokota, the Director of Product for Animoto, talked about how to immerse yourself in your new company and learn as much as you can as quickly as you can.
The important thing is understanding your product's problem domain, knowing how to collect good qualitative data, learning how to set expectations with an new team and learning how to become the product diplomat.
Building a Company-Wide Growth Culture: SaaStr Annual 2016Sean Ellis
Growth is getting harder for SaaS business. Over the last 10 years, 3X more dollars chase the attention of every US Internet user and the channels for acquiring customers are in constant flux. The solution is a coordinated full company growth effort. These slides show how to drive broad participation and execute in a weekly cadence of testing and learning.
How to Set Up for Product Success by Headspace Product OfficerProduct School
You’ve recently become the "Head of Product" at a growth-stage startup. Firstly, Congratulations! The “Head of Product" role is one of the most coveted and impactful roles at any company. Momentarily, you feel like a super-hero. However, without the optimal moves, you could quickly become the focal point for multiple challenging issues, whether it is speed of execution, results, innovation, or user experience, just to name a few.
Thoughts about the process from the vision and strategy to execution and design.
Based on my experiences and attempt to structure the building of the new social platform Conferize for all the conferences in the world.
Slides from James Currier, Co-Founder Ooga Labs & Curator of the NFX- LeWeb'1...Derek Pappas
The document discusses the psychology required for startup growth. It argues that understanding user psychology and their needs is essential to growth. Companies must commit to constantly testing, measuring, and iterating based on data to power growth. The psychology needed is a love of data, an ability to sustain failure without losing enthusiasm, and a "shrew" mentality of always moving quickly through experiments. User insights like those behind Facebook, Snapchat, Instagram, Etsy, and WeWork that address core human desires are key to standing out.
This document discusses building a culture of self-governance at a company. It outlines four types of organizational culture and advocates for the fourth type, self-governance, where employee values guide their own behavior. The document then discusses establishing shared values, principles, and practices at the company to achieve this culture. It provides examples of values and principles for the product and engineering team, such as "Clear the Path" and building products customers love. Finally, it encourages being prescriptive, applying constant gentle pressure, being patient, and appreciating those who provide feedback to help build this culture.
The document discusses launching products early with a minimum viable product (MVP). It notes that launching early allows companies to validate assumptions and get feedback from users to iterate the product. Specifically, it recommends releasing an MVP that has the core value proposition and solves a broad problem, rather than spending excessive time and money building without releasing. Examples are given of Twitter and LinkedIn launching MVPs early. The presentation agenda includes discussing why to launch early, the concept of an MVP, and opening the floor for questions.
Building Fast Growth Into Your Products Using Data-Informed DesignAtlassian
There's a thing called "time to value": how long it takes a team to uncover and realize value from a product. Atlassian learned this the hard way, discovering that more than half of new customers tried its products for less than 30 minutes – far too short a time to fully unlock their value. We approached and solved this problem using data-informed design – a combination of growth hacking, user research, data analytics, and A/B testing at scale – to dramatically increase customer engagement with our products. Come hear lead designer Alastair Simpson describe the variety of approaches we started with and how we learned which ones to pursue and which ones to discard. You'll learn how to design and centralise improved onboarding experiences that can be spread across all your products.
Slides from Lean Startup Israel meeting - Lessons learned from building MVP (min. viable product) for validating product roadmap and features in a B2B environment. by Oren Raboy
The document provides 10 tips for starting up user experience (UX) research. The tips include approaching the role like a research problem, collaborating with other teams like market research and optimization, prioritizing research topics, transitioning from reactive to proactive research, and sharing research insights with others. The overall guidance is for new UX researchers to start small with achievable projects, work faster by focusing on insights over deliverables, and be patient as they keep moving their work forward.
The document discusses 10 common misconceptions that non-technical founders face when starting a startup: 1) you need to raise a lot of money, 2) you need to know how to code, 3) your idea is worthless unless signed under NDA, 4) your idea won't succeed, 5) no one else is doing your idea, 6) build it and users will come, 7) your product will instantly make money, 8) products are ever finished, 9) you can't pay for success, 10) the product needs to be perfect before launching. The document provides examples of startups that achieved success without following these misconceptions.
Open Source Product Management with KEMP Tech's PMProduct School
This document discusses open source product management. It begins by defining open source software as software where the source code is publicly available under an open source license. It then discusses who uses open source including individuals, communities, customers, and corporations. It outlines different business models for open source including pure open source, community open source, subscription models, and multi-license models. Finally, it discusses how to successfully manage an open source project through governance, licensing, usability, communication, and community building.
The document summarizes key lessons from PivotCamp #1 about what matters most for startups to succeed. It discusses that factors like technology, funding, features and press do not determine success, but rather product/market fit, traction, and avoiding running out of money are most critical. It advocates building a minimum viable product to validate a problem/solution fit with users in a learning loop of building, measuring and pivoting based on data rather than assumptions. The goal is accelerating what works to optimize growth and scale as capital is expanded.
Agil8 Agile Story Writing - Impact Mapping - David Hicks - 30 Oct 2014agil8 Ltd
David Hicks, founder and CEO of agil8, introduced the concept of Impact Mapping to support effective Product Backlog creation at agil8's recent informal Agile evening Community Event on 30th October 2014.
Spotify Running: Lessons learned from building a ‘Lean Startup’ inside a big ...Brendan Marsh
The document summarizes Spotify's efforts to build a running experience on their platform. A team was formed with the hypothesis that a unique running experience would increase registrations and retention rates for runners compared to regular users. The team followed an agile process of building shared understanding, visualizing plans, creating hypotheses, ideating solutions, and validating ideas with customers. After 4 sprints of customer validation, an MVP was pitched and approved. The running experience launched in May 2015 and helped differentiate Spotify's offering from competitors like Apple Music. Lessons included failing fast, educating stakeholders, acknowledging bias, visualizing work, and accepting that product discovery is difficult.
The 3 Pillars of Growth - Ferdinand Goetzen (Recruitee)Ferdinand Goetzen
The three pillars of growth are the product, team, and process. A great product is key to driving growth. Every department is responsible for growth, with growth owning the metrics. Recruitee's growth department focuses on inbound, product, and technical growth. The growth process involves ideating experiments, prioritizing them, testing, analyzing, and scaling successes. The goal is rapid experimentation and scaling to achieve monthly MRR increases through product, growth, and lead generation efforts.
This document provides an agenda for Day 3 of a Lean UX Workshop. It introduces the facilitators and Lean UX Week Team. It encourages participants to approach the day with an open mind to learn, collaborate and validate hypotheses through building, iterating, and getting work out fast in a startup-like environment rather than taking more time to think meticulously.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
This document discusses the thriller/suspense genre. It notes that thrillers create tension by not revealing what will happen next, generating anxiety in audiences. It gives examples of early thrillers like "Safety Last" and "M." The document also discusses Alfred Hitchcock's significant contributions to the genre through films like "The Lodger" and "Rear Window." It states that Hitchcock explored themes of abuse, murder, paranoia, and obsession in his movies.
This document discusses the thriller/suspense genre. It notes that thrillers involve excitement, intense scenes, anticipation and anxiety. A common narrative involves a crime being committed, detectives trying to solve it amid complications, and ultimately solving the case. Key directors who helped shape the genre include Alfred Hitchcock, who made films in the 1920s-1960s that featured themes of abuse, murder, paranoia and used techniques like tension-building music. Hitchcock never won an Academy Award despite five nominations as best director.
Building a New Product vs. Iterating on the OldProduct School
An important skill for a Product Manager is the ability to parachute into an existing product and land on your feet. In this workshop Paul Yokota, the Director of Product for Animoto, talked about how to immerse yourself in your new company and learn as much as you can as quickly as you can.
The important thing is understanding your product's problem domain, knowing how to collect good qualitative data, learning how to set expectations with an new team and learning how to become the product diplomat.
Building a Company-Wide Growth Culture: SaaStr Annual 2016Sean Ellis
Growth is getting harder for SaaS business. Over the last 10 years, 3X more dollars chase the attention of every US Internet user and the channels for acquiring customers are in constant flux. The solution is a coordinated full company growth effort. These slides show how to drive broad participation and execute in a weekly cadence of testing and learning.
How to Set Up for Product Success by Headspace Product OfficerProduct School
You’ve recently become the "Head of Product" at a growth-stage startup. Firstly, Congratulations! The “Head of Product" role is one of the most coveted and impactful roles at any company. Momentarily, you feel like a super-hero. However, without the optimal moves, you could quickly become the focal point for multiple challenging issues, whether it is speed of execution, results, innovation, or user experience, just to name a few.
Thoughts about the process from the vision and strategy to execution and design.
Based on my experiences and attempt to structure the building of the new social platform Conferize for all the conferences in the world.
Slides from James Currier, Co-Founder Ooga Labs & Curator of the NFX- LeWeb'1...Derek Pappas
The document discusses the psychology required for startup growth. It argues that understanding user psychology and their needs is essential to growth. Companies must commit to constantly testing, measuring, and iterating based on data to power growth. The psychology needed is a love of data, an ability to sustain failure without losing enthusiasm, and a "shrew" mentality of always moving quickly through experiments. User insights like those behind Facebook, Snapchat, Instagram, Etsy, and WeWork that address core human desires are key to standing out.
This document discusses building a culture of self-governance at a company. It outlines four types of organizational culture and advocates for the fourth type, self-governance, where employee values guide their own behavior. The document then discusses establishing shared values, principles, and practices at the company to achieve this culture. It provides examples of values and principles for the product and engineering team, such as "Clear the Path" and building products customers love. Finally, it encourages being prescriptive, applying constant gentle pressure, being patient, and appreciating those who provide feedback to help build this culture.
The document discusses launching products early with a minimum viable product (MVP). It notes that launching early allows companies to validate assumptions and get feedback from users to iterate the product. Specifically, it recommends releasing an MVP that has the core value proposition and solves a broad problem, rather than spending excessive time and money building without releasing. Examples are given of Twitter and LinkedIn launching MVPs early. The presentation agenda includes discussing why to launch early, the concept of an MVP, and opening the floor for questions.
Building Fast Growth Into Your Products Using Data-Informed DesignAtlassian
There's a thing called "time to value": how long it takes a team to uncover and realize value from a product. Atlassian learned this the hard way, discovering that more than half of new customers tried its products for less than 30 minutes – far too short a time to fully unlock their value. We approached and solved this problem using data-informed design – a combination of growth hacking, user research, data analytics, and A/B testing at scale – to dramatically increase customer engagement with our products. Come hear lead designer Alastair Simpson describe the variety of approaches we started with and how we learned which ones to pursue and which ones to discard. You'll learn how to design and centralise improved onboarding experiences that can be spread across all your products.
Slides from Lean Startup Israel meeting - Lessons learned from building MVP (min. viable product) for validating product roadmap and features in a B2B environment. by Oren Raboy
The document provides 10 tips for starting up user experience (UX) research. The tips include approaching the role like a research problem, collaborating with other teams like market research and optimization, prioritizing research topics, transitioning from reactive to proactive research, and sharing research insights with others. The overall guidance is for new UX researchers to start small with achievable projects, work faster by focusing on insights over deliverables, and be patient as they keep moving their work forward.
The document discusses 10 common misconceptions that non-technical founders face when starting a startup: 1) you need to raise a lot of money, 2) you need to know how to code, 3) your idea is worthless unless signed under NDA, 4) your idea won't succeed, 5) no one else is doing your idea, 6) build it and users will come, 7) your product will instantly make money, 8) products are ever finished, 9) you can't pay for success, 10) the product needs to be perfect before launching. The document provides examples of startups that achieved success without following these misconceptions.
Open Source Product Management with KEMP Tech's PMProduct School
This document discusses open source product management. It begins by defining open source software as software where the source code is publicly available under an open source license. It then discusses who uses open source including individuals, communities, customers, and corporations. It outlines different business models for open source including pure open source, community open source, subscription models, and multi-license models. Finally, it discusses how to successfully manage an open source project through governance, licensing, usability, communication, and community building.
The document summarizes key lessons from PivotCamp #1 about what matters most for startups to succeed. It discusses that factors like technology, funding, features and press do not determine success, but rather product/market fit, traction, and avoiding running out of money are most critical. It advocates building a minimum viable product to validate a problem/solution fit with users in a learning loop of building, measuring and pivoting based on data rather than assumptions. The goal is accelerating what works to optimize growth and scale as capital is expanded.
Agil8 Agile Story Writing - Impact Mapping - David Hicks - 30 Oct 2014agil8 Ltd
David Hicks, founder and CEO of agil8, introduced the concept of Impact Mapping to support effective Product Backlog creation at agil8's recent informal Agile evening Community Event on 30th October 2014.
Spotify Running: Lessons learned from building a ‘Lean Startup’ inside a big ...Brendan Marsh
The document summarizes Spotify's efforts to build a running experience on their platform. A team was formed with the hypothesis that a unique running experience would increase registrations and retention rates for runners compared to regular users. The team followed an agile process of building shared understanding, visualizing plans, creating hypotheses, ideating solutions, and validating ideas with customers. After 4 sprints of customer validation, an MVP was pitched and approved. The running experience launched in May 2015 and helped differentiate Spotify's offering from competitors like Apple Music. Lessons included failing fast, educating stakeholders, acknowledging bias, visualizing work, and accepting that product discovery is difficult.
The 3 Pillars of Growth - Ferdinand Goetzen (Recruitee)Ferdinand Goetzen
The three pillars of growth are the product, team, and process. A great product is key to driving growth. Every department is responsible for growth, with growth owning the metrics. Recruitee's growth department focuses on inbound, product, and technical growth. The growth process involves ideating experiments, prioritizing them, testing, analyzing, and scaling successes. The goal is rapid experimentation and scaling to achieve monthly MRR increases through product, growth, and lead generation efforts.
This document provides an agenda for Day 3 of a Lean UX Workshop. It introduces the facilitators and Lean UX Week Team. It encourages participants to approach the day with an open mind to learn, collaborate and validate hypotheses through building, iterating, and getting work out fast in a startup-like environment rather than taking more time to think meticulously.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
This document discusses the thriller/suspense genre. It notes that thrillers create tension by not revealing what will happen next, generating anxiety in audiences. It gives examples of early thrillers like "Safety Last" and "M." The document also discusses Alfred Hitchcock's significant contributions to the genre through films like "The Lodger" and "Rear Window." It states that Hitchcock explored themes of abuse, murder, paranoia, and obsession in his movies.
This document discusses the thriller/suspense genre. It notes that thrillers involve excitement, intense scenes, anticipation and anxiety. A common narrative involves a crime being committed, detectives trying to solve it amid complications, and ultimately solving the case. Key directors who helped shape the genre include Alfred Hitchcock, who made films in the 1920s-1960s that featured themes of abuse, murder, paranoia and used techniques like tension-building music. Hitchcock never won an Academy Award despite five nominations as best director.
Must see the Latest Event in Alabama held from WEDNESDAY, APRIL 29 TO WEDNESDAY, MAY 6 2015. Book your trip today!For more information visit our website http://visitingmontgomery.com/
This document provides guidance on advancing one's career through effective leadership, management, and personal development. It discusses the importance of having a vision and values aligned with the company's mission. Concrete behaviors for creating a motivating work environment are outlined, including celebrating successes, articulating goals, and involving employees in decision-making. The roles of leadership and management are distinguished, with leadership focusing on achieving results through people and management focusing on creating stable systems and processes. Factors for individual success are also examined, such as having hard and soft skills, leading effectively, and defining what business one is in.
The document discusses how to take a tennis event to the next level by working with media and sponsors. It provides tips on evaluating current events and goals, identifying what will create buzz and make an event special, attracting sponsors and celebrities, planning logistics like staffing, marketing, and on-site needs, and tips for follow up after the event. The presenter, Bill Riddle, is an experienced tennis professional and event director who shares lessons from producing events in different countries and industries.
David arrives home late from work, which upsets his wife Fearne. She accuses him of being unfaithful with another woman. When David tries to calm Fearne down, she becomes violent and pushes him away with a knife in her hand. The audience hears sirens, and then sees the knife drop to the floor. The screen then shows the back door open with no one there.
The document provides floor plans for three locations for a music video: a beach, a forest, and a promenade. The beach location was chosen to be quiet and derelict to match the feel of the video about girls and power. The sand and water at the beach can add effects. The promenade will be used for some sections to show a slight change in location. The forest was selected as the final location as it provides a big contrast to the beach and offers diversity of locations fitting for a contemporary R&B genre video.
This document analyzes and summarizes the album cover, advertisements, and tour posters for Beyoncé's 4th studio album. The album cover features a simple design with Beyoncé's name and the album title, showing her in a powerful pose wearing revealing clothing to portray her as a strong woman. The advertisements and posters continue promoting her image through revealing outfits and poses that emphasize her beauty and status. Consistent fonts and similar imagery across her materials help maintain her brand identity and quality. The goal is to attract audiences through focusing primarily on Beyoncé's talent and public persona.
1. La navigazione tra canali
2. Un sito a prova di social
3. Un sito social oriented: perchè? con quali obiettivi?
4. Un sito social oriented. Chi se ne occupa?
5. Social VS Sito web
6. Integrazione dei loghi social nel sito
7. I widget ufficiali
8. I plugin per Wordpress
9. Come realizzare un social wall senza dover
passare dal codice
10. Social login: dati a go go
11. Condividi, ma con una strategia
The document describes Beyoncé's music video for "Run the World (Girls)" through a play-by-play of shots that show a group of women dancing in various formations and locations. The video emphasizes empowering lyrics about women running the world through scenes of the dancers moving together in synchronized choreography, posing in strong stances, and tumbling or showing off athletic skills like walkovers and backovers. It concludes by having the group of women ask "Who are we?" and answer "We run the world."
How we built Talentpioneer by ProductsquadsProductsquads
This is a digital product ferry tale, without the ferry tale. 100% Transparency. This is how we built digital products. No bullshit. Product Building at it's best.
These are the slides from my talk today at Google IL Office.
It covers:
1. Google’s past, present and a bit of the future.
2. Google’s 5 principles of innovation.
New York Bestseller Jake Knapp’s book, Sprint, explores how companies and teams can replicate Google’s sprint process to solve a problem within five days.
So how does a design sprint actually work, and how can you use a sprint to devise effective solutions in such a short period of time?
Enhance your productivity through design sprints, you’ll learn:
- What is a Design Sprint
- Design sprint case studies and success stories
- How you can run a design sprint effectively
Lean Startup is a method for developing products and businesses using an iterative process of testing hypotheses and validating product-market fit. It emphasizes eliminating waste by building minimum viable products (MVPs) and continuously measuring key metrics like acquisition, activation, retention, revenue, and referral rates through the Build-Measure-Learn loop. Examples that have used Lean Startup principles successfully include Dropbox, which optimized its signup and sharing flows through analytics and testing, and Peernuts, which started with a blog post, small market, and minimal features before expanding based on customer feedback. The Lean Startup process aims to validate ideas more quickly and reduce risks compared to traditional product development approaches.
It's a new trend of starting a start-up happen all around the world. It's not surprising knowing that the idea is from Silicon Valley. However, since it's new, be skeptical. I prefer to apply it in web startup context only.
How to Innovate for Profit - insideinnovation.coLeslie Barry
This document discusses the importance of innovation for businesses. It argues that innovation can help companies unlock new growth, improve existing products and services, and beat the competition. While innovation often involves failure, failing fast through testing and experimentation allows for rapid learning. The document provides some simple steps for companies to get started with innovation, including gathering ideas, testing concepts cheaply and quickly, and doubling down on successful innovations. It emphasizes that innovation should focus on reducing friction for customers.
Most businesses fail within the first year or two. How do you improve your odds of success? We’ll review the magic in learning loops, how to understand your users and customer development, and what you need in team dynamics to drive your startup forward and point you in a more successful direction.
By Nick Barendt & Nicole Capuana
‘Always be Optimising’ was a meetup for digital marketers and product people keen on getting more from their existing traffic. The slide deck holds all presentations from the meetup.
The document provides an overview of key points from a class and required readings on starting a startup. It discusses that the outcome of a startup depends on having the right idea, product, team, execution, and luck. It emphasizes the importance of building a product that people love, hiring slowly and firing quickly, having founders do sales and customer service, setting clear goals and metrics, and acquiring and engaging early users to build momentum. It also stresses the importance of only committing to a startup for 6-10 years if it is the right opportunity.
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
This document provides guidance and advice for starting a startup. It emphasizes the importance of validating your idea with customers before building anything. Customer development and understanding customer needs are key. The five major factors that contribute to startup success are identified as the idea, team, business model, funding, and timing. Bootstrapping and selling the idea before building the product are recommended approaches. Resources for learning lean startup methodologies and customer development processes are provided.
Cultivating a Culture of ExperimentationOptimizely
By harnessing insights from experimentation, people across your organization can contribute ideas and decisions that take the customer experience to new levels. To take advantage of this, forward-thinking organizations are getting everyone involved in experimentation. These slides will share how General Assembly is cultivating a culture of experimentation and the impact it’s making company-wide.
This one weird trick will fix all your Agile problemsAnthony Marter
In this presentation I cover the importance of a well functioning Product Management practice to following the 12 Agile principles. Often we focus just on the process parts of Scrum, and here I cover why this misses half of the principles.
My invited talk at TCS AgileCafe, Bangalore on Sep 29. In this talk, I explore how large #enterprises are creating #innovative products using #leanstartups
Mohinder Kohsla Design thinking A complimentary approach to agileAgileCymru
With so many projects not meeting their projected goals, either through over delivery of functionality to not fit for purpose or not meeting market needs due to our inability to accurately capture customer requirements. Developers are looking at new ways of product development such as design thinking that is user-centred in its ability to capture not only the functional, but also the emotional unmet needs of the customer
The document summarizes the key principles of the Lean Startup methodology for building startups. It discusses two tales of startups, one that failed spending $40M over 5 years by making assumptions without customer validation, and one called IMVU that shipped frequently and earned $10M in revenue in 2007. The Lean Startup methodology advocates continuous deployment, rapid A/B testing to validate hypotheses, and using the "Five Whys" technique to understand root causes of problems. Adopting these principles can help startups iterate quickly and reduce the risk of expensive failures.
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
The document discusses myths and truths about Lean Startups. It dispels four common myths: that Lean means cheap, that it only applies to web/internet companies, that Lean Startups are small, and that they replace vision with data. It then provides an overview of Lean Startup principles like building a Minimum Viable Product, conducting rapid split tests, and achieving continuous deployment through small, frequent code releases.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Inspired by the Agile Software Manifesto as well as the Lean Startup Movement and Business Model Canvas, the Visual Marketing Plan is a new agile approach to marketing planning that's collaborative, adaptive, user-friendly and fun.
Similar to "Don't Start Big" at StartupWeekend Hong Kong (20)
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
18. After 6 months
• Team grow from 2 to 7 people
• Accepted to accelerator program
• Accepted to startup boot camp at Stanford
• Find big potatoes for Advisor Board
• 100.000 CCMF Cyberport Grant to build our first Prototype
35. Takeaways
• Be fast as possible (don’t try to do too much)
• Be good enough (but don’t do too less)
• Be aware whether you are building the right thing
Peer to Peer Currency Exchange Startup, mainly of students from UST, we also have some HKU team involved in our team
Angelhack -> World Biggest Hackathon
Hackcelerator -> Pre-accelerator program in Silicon Valley
Cyberport CUPP Awardee -> allow us to join a entrepreneurship boot camp and Stanford University
We are just students
Learned tremendous amount in such a short time
Share our experience, want to develop hong kongs startup ecosystem
In business, come with ideas, business plans and revenue projections, cannot deliver real data, there is no proof or hint that this can work out
They need me to build it first, to test if it can work. -> Chicken and Egg
In engineering, I can talk from my own experience. Love to build stuff. Just start, want to use the fanciest tech and will create the most beautiful software architecture. So a lot of time is invested before you actually know what you wanna build.
Both cases -> want to start big, want to build their prototype to test their assumptions. Not a good way to do it.
Waste time and resources, don’t even know if it can work out.
Introduce to concept for pretotyping
As fast as possible, as cheap as possible, but do just enough to proof your assumptions
Come to Product evolution or “How we got funded, before actually building” How our product evolved in small steps
Simplistic, cheap and fast, but do enough
Cheap ways: Facebook, google forms -> used both
Text -> how to present your product or service so people will get it.
Service immitation -> Not a survey but try to immitate the service.
Proofed that:
People are interested
The idea is easy to get
Have a lot of matches
-> first few trades
Deliver idea, validation of the idea
Cheap ways: Facebook, google forms -> used both
Text -> how to present your product or service so people will get it.
Service immitation -> Not a survey but try to immitate the service.
Proofed that:
People are interested
The idea is easy to get
Have a lot of matches
-> first few trades
Not only survey, but a full service already
--> Able to transact our first money
Cheap ways: Facebook, google forms -> used both
Text -> how to present your product or service so people will get it.
Service immitation -> Not a survey but try to immitate the service.
Proofed that:
People are interested
The idea is easy to get
Have a lot of matches
-> first few trades
Play around with the core values, what does the customer care about
Proofed:
People can do the matching by themselves
The volumes are much bigger than expected
Spend only 5h on the website. Don’t spend too much time, because it’s likely that you throw away the work anyway.
TEST ASSUMPtion of going Mobile
Learned a lot about UI design:Where do people get confused?You save got criticized.
Learned that most of the people tend to be very near to market rate
Thank you Long. My name is Jiho. I was taking part of the frontend mobile and ux design of our team.
I would like to talk about how specific methods and tools for the process that Long just shared.
This is called the lean startup cycle, which describes the process of developing an early pretotypes or prototypes.
The main goal of this methodology is to minimize the total time and cost through the loop – build, measure, and learn.
First part is building your idea into a real thing. In this material, it says code, but I want to emphasize that the world has got better – sometimes you don’t even need any coding to build your first thing.
Like our example, we started with simple google docs, and then moved onto websites.
There are tools like wordpress that can build you a simple website that can show your idea and get people to involve.
Facebook page/ads are also becoming popular thsedays to validate an idea. Since facebook is now the place where everyone’s attention is, many people use an approach to present their stuff on facebook in the form of pages or ads to see who react to their ideas.
Groupon is a good example. Now groupon became a very big global social marketplace, but the founders in the initial stage started off with a simple wordpress website and pizza coupons from their neighborhood.
Now that we talked about build. Let’s move on to measure and learn. So what do we measure? It really depends on what your idea is. But the key thing to identify what is the number shows that your thing is working or not. It can be as simple as number of sign ups. Number of subscription, the time a user stays in your product, or the number of contents a user produce
I want to introduce you some tools and methods to efficiently measure and learn.
Google Analytics is one of the most widely used tools. It can be used on websites, blogs, mobile apps.
If you are using Facebook page or ads to validate, you might want to check out its admin panel which provides intensive analytics about the people engaged to your page. It shows the demographic of the whole page, but also can see reaction to each individual post
Another well known method is A/B testing. The idea is to show two different variations – it can be design, wording, feature, or even different target of users – and see which one performs better
This is an example of A/B testing on facebook. By having three core values of the product, you can see which one draws most attention and find what value works well to what kind of people.
Mixpanel is another good tool for mobile apps and website. We used this tool for PlainX, since it is relatively simpler than Google Analytics
Funnel Analysis is a method to see where people are losing interest. Let say your goal is to make people play a song, but there are couple of pre-steps to perform this action. As you can see from this graph, only a portion of the whole user will make it to the end. By looking at this, you can see which part you need to work on or remove from the service.
Individual user feedback is a qualitative method and the most easily available. What you do is you directly ask a user about how they are feeling about the service, whether the right value is being delivered, and whether there is any problem or not. This was very useful for us when we did not have a proper analytics tool established.