In this session, Lean Startup Company Senior Faculty member Elliot Susel will walk us through his experience coaching teams that want to apply the principles in Eric Ries’ newest book, The Startup Way. Although many of the principles are easy to understand, their application is another story entirely. Elliot will reflect on the challenges he’s experienced by organizations of various sizes and missions as they embark on the journey to get better outcomes with The Startup Way.
Jason Fraser - A Leaders' Guide to Implementing Lean Startup in OrganisationsLean Startup Summit EMEA
The Leader's Guide Workshop walks through the 8 Sections of Eric Reis's Leader's Guide, breaking out each section into actions that you can take as a leader to bring Lean Startup to your organization. We'll cover some of the basics of Lean Startup and how to reframe them for easier consumption in your organisation, then delve into the difficult areas of people, money, and scale.
Brant Cooper - 5 Lean Innovation pitfalls to avoid and how to overcome themLean Startup Summit EMEA
The new wave of corporate and startup innovation, led by agile practices, design thinking and lean startup is now several years old. What have we learned?
Brant's firm has worked to implement lean innovation practices with more than 100 startup’s and 1000 of entrepreneurs around the globe and will share some failures.
Without naming names, Brant will discuss specific pitfalls leaders should avoid, and how to overcome them.
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
"Lunch 'n Learn" Deck on "The Lean Startup"Paul Tongyoo
The document summarizes key principles from Eric Ries' book "The Lean Startup" for running startups using an experimental "lean" approach. It discusses five main principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) validated learning through experiments, (4) building minimal products to test assumptions using the "Build-Measure-Learn" process, and (5) using "Innovation Accounting" to measure progress towards growth goals. The presentation provides examples of applying each principle and encourages the audience to consider testing ideas using the lean startup methodology.
This is the handout that we used during the first-ever workshop based on Eric Ries's Leader's Guide. This work is based on a pre-release draft of the book, and includes many hands-on activities for putting the Leader's Guide into practice. Consider this Iteration Zero.
This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.
This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
Sense & Respond: A Lean Leader's Workshop, Jeff Gothelf, Principal, Gothelf.c...Lean Startup Co.
This hands-on class focuses on managing teams and their activities. It’s also a great opportunity to connect with, share experiences with, and learn from peers–leaders who are in a similar position as you.
This is the class for you if:
You’re a senior practitioner or team leader who has run at least one lean experiment, and you’re trying to get better at running experiments.
You’re currently working on an agile team, but it feels strangely “waterfall-ish.” You’d like to move to a more continuous and iterative feedback-based process.
You have product discovery activities and product delivery activities, but they’re not as well-integrated as you’d like.
You want to build your capability to lead the change on your team and at your company
You’re managing multiple product teams and want to get better at coordinating their activities.
What you’ll learn:
How to align your teams’ efforts to larger strategy and to the needs of your business
How to frame your teams’ work in a way that encourages exploration and innovation
How to structure your projects around risk and learning with a Decision Meeting practice
How to state and track risk on an easy to maintain Risk Dashboard
How to ensure that risk and learning are considered in every iteration
How to plan, track and run a series of experiments
Jason Fraser - A Leaders' Guide to Implementing Lean Startup in OrganisationsLean Startup Summit EMEA
The Leader's Guide Workshop walks through the 8 Sections of Eric Reis's Leader's Guide, breaking out each section into actions that you can take as a leader to bring Lean Startup to your organization. We'll cover some of the basics of Lean Startup and how to reframe them for easier consumption in your organisation, then delve into the difficult areas of people, money, and scale.
Brant Cooper - 5 Lean Innovation pitfalls to avoid and how to overcome themLean Startup Summit EMEA
The new wave of corporate and startup innovation, led by agile practices, design thinking and lean startup is now several years old. What have we learned?
Brant's firm has worked to implement lean innovation practices with more than 100 startup’s and 1000 of entrepreneurs around the globe and will share some failures.
Without naming names, Brant will discuss specific pitfalls leaders should avoid, and how to overcome them.
Making Elephants Dance -- How corporates can lean into the future with Lean S...Janice Fraser
The greatest risk to business today is the pace of change, and entrepreneurship is the solution. This talk provides a preview of Eric Ries' Leader's Guide, which provides a framework for implementing Lean Startup throughout a company.
"Lunch 'n Learn" Deck on "The Lean Startup"Paul Tongyoo
The document summarizes key principles from Eric Ries' book "The Lean Startup" for running startups using an experimental "lean" approach. It discusses five main principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) validated learning through experiments, (4) building minimal products to test assumptions using the "Build-Measure-Learn" process, and (5) using "Innovation Accounting" to measure progress towards growth goals. The presentation provides examples of applying each principle and encourages the audience to consider testing ideas using the lean startup methodology.
This is the handout that we used during the first-ever workshop based on Eric Ries's Leader's Guide. This work is based on a pre-release draft of the book, and includes many hands-on activities for putting the Leader's Guide into practice. Consider this Iteration Zero.
This talk describes a product ownership model practiced by leading software development firms, including Pivotal Labs. Balanced team refutes the idea that Product Managers are "mini CEOs" who unilaterally set direction, and instead leverages a cross-functional team to work more quickly and smoothly.
This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
Sense & Respond: A Lean Leader's Workshop, Jeff Gothelf, Principal, Gothelf.c...Lean Startup Co.
This hands-on class focuses on managing teams and their activities. It’s also a great opportunity to connect with, share experiences with, and learn from peers–leaders who are in a similar position as you.
This is the class for you if:
You’re a senior practitioner or team leader who has run at least one lean experiment, and you’re trying to get better at running experiments.
You’re currently working on an agile team, but it feels strangely “waterfall-ish.” You’d like to move to a more continuous and iterative feedback-based process.
You have product discovery activities and product delivery activities, but they’re not as well-integrated as you’d like.
You want to build your capability to lead the change on your team and at your company
You’re managing multiple product teams and want to get better at coordinating their activities.
What you’ll learn:
How to align your teams’ efforts to larger strategy and to the needs of your business
How to frame your teams’ work in a way that encourages exploration and innovation
How to structure your projects around risk and learning with a Decision Meeting practice
How to state and track risk on an easy to maintain Risk Dashboard
How to ensure that risk and learning are considered in every iteration
How to plan, track and run a series of experiments
Aubrey Smith, early member of GE’s FastWorks initiative, will leverage her experience working with large, F500s on innovation transformation to talk through what it takes to drive a large-scale change within a complex enterprise. During this session, the audience will have the chance to work with expert coaches on exercises focusing on Portfolio Management (believe it or not, everyone has an innovation “portfolio” to govern) and Cultural change.
Tips for Applying Lean Startup in a Large Organization: A Case Study with Tel...Lean Startup Co.
Susana Jurado Apruzzese, an innovator at Telefonica R&D, will outline the main challenges large organizations face when they apply Lean Startup. She’ll share key tips for speeding up the innovation process and doing more with less while staying focused on company strategy, customers, and the market.
This is a thought piece and call to action for product managers in the software industry. Leverages principles from Lean Startup, Agile, and other modern software methods.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
How Microsoft is Making the Culture Change from Traditional to Lean, Cindy Al...Lean Startup Co.
Microsoft is making a culture change to Lean by experimenting with different approaches, embracing skepticism, and highlighting best practices. Some approaches that have been tried include sending a team to an external startup accelerator to gain experience, bringing shortened training in-house, requiring workshops for senior leadership, embedding "customer development experts" with teams, and customizing training for small teams. The challenges are that not all approaches are scalable and some require substantial time commitments from employees.
Creating Value and Flow in Product DevelopmentAmplitude
Let's consider the time it takes to go from agreeing to do something to a customer receiving value. It may come as a surprise, but most of that time is not spent working. It's spent waiting.
John Cutler, Product Evangelist at Amplitude explains why most of a product developers time is spent waiting and how limiting work in progress, the scope of work and handoffs can increase flow and value.
This document summarizes a presentation by Ed Kless on measuring what matters to customers. It discusses using key performance indicators (KPIs) like Net Promoter Score and customer satisfaction to measure how well a business is meeting customer needs. It also presents the concept of a "value gap" analysis to quantify the value provided to customers versus the revenue generated to identify opportunities to better serve customers. The presentation emphasizes that marketing and innovation are the core functions of a business and that metrics should align with how customers define success.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
Customer Discovery: A Powerful, Crucial Discipline as Important for Establish...Lean Startup Co.
This document discusses customer discovery and the lean startup methodology. It begins by explaining why customer discovery is important for lean innovation and avoiding business failures due to a lack of customers rather than inability to build a product. It then outlines the three key phases of customer discovery: 1) determining if the problem being solved is important, 2) identifying existing solutions, and 3) testing what differentiates the proposed solution. Additional sections provide principles of customer discovery, challenges that can be faced, and how to determine if product-market fit has been achieved. The document emphasizes the importance of getting out of the building to talk directly to customers throughout the discovery process.
The Lean Startup Course provides an overview of how to build a successful startup. It covers topics like developing business models, creating minimum viable products, and fundraising. The course is outlined in 8 sections that teach strategies for idea generation, prototyping, understanding metrics, and obtaining funding from sources like incubators, accelerators, angel investors, and venture capitalists. It is intended for entrepreneurs, marketing and MBA students, product managers, and marketing managers who want to learn how to execute their startup ideas effectively.
Lean Startup for Finance: Using Innovation Accounting for Valuation and Risk ...Lean Startup Co.
David Binetti, Dinadesa , @dbinetti
Whether you’re in Finance — or just report *to* Finance — you’ll want to catch David Binetti’s talk on Innovation Accounting. David will show how to calculate the ROI and Risk of innovation projects while avoiding common traps that can doom entrepreneurs before they begin.
This document discusses how to implement a Lean Startup approach within a corporate environment. It begins by introducing the speaker and their background in innovation coaching. The agenda then outlines how to process Lean Startups in a corporation, use Lean Startup to build an innovative organization, and develop an entrepreneurial mindset among employees. The core aspects of Lean Startup are discussed, including building, measuring, and learning through customer feedback loops. The presentation emphasizes validating learning through data and observation, and seeing entrepreneurship as a management practice open to anyone in a company. It provides a process for Lean Startups within corporations that incorporates design thinking and experimentation to minimize risks through customer-centric learning.
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
These are the slides that were used for the 3rd Leader's Guide Workshop that was help at Pivotal Japan on Friday, 6/17/16. The content was developed by Janice Fraser, the Director of People for Pivotal. It is based on The Leader's Guide by Eric Ries and is officially endorsed by him.
OKRs - Practical tips for getting started from practical experience with doze...Tima Bouqdour
OKRs can and will transform your organisation when implemented properly, but many people are confused on how to get started and what pitfalls to avoid.
This presentation will give you an easy-to-understand introduction of things to consider, and our top tips, from experience gained implementing OKRs for thousands of people.
2011 10 12 eric ries lean startup web 2.0 expo ny keynoteEric Ries
The document discusses principles of the Lean Startup methodology. It emphasizes validating ideas with customers through minimum viable products and rapid experimentation (build-measure-learn loop), using metrics to determine when to pivot an idea that is not working or persevere with one that shows promise. The goal is to minimize the time and money spent on ideas that are not viable so entrepreneurs can focus on their most promising opportunities.
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
Managers in companies often kill innovation because they misapply three financial analysis tools. They underestimate returns from innovation investments by discounting future cash flows too heavily. They also rely only on past successes and fixed costs rather than the full costs needed to create new capabilities. Additionally, the emphasis on short-term earnings per share puts pressure on managers to focus only on immediate returns, discouraging investments in innovations with longer-term payoffs. These misapplications of financial tools and concepts create a bias against innovation that could harm companies' long-term health.
Let's build great products for mid-size companiesTu Pham
This document outlines an organization's approach to product development. It discusses establishing cross-functional product teams, using data-driven tools for analysis and testing, and emphasizing processes that allow for flexibility, autonomy, and learning from others. The organization values moving quickly while maintaining quality, focusing efforts, hiring based on values, and maintaining a customer-centric approach. It provides examples of common values like collaboration, integrity, accountability, social responsibility, customer orientation, and innovation.
In this webinar, we feature the challenges schools face during various phases from start-up, expansion through to a mature school as well as highlight best practices schools use to achieve success. You can expect to walk away with best practices for growth and replication, funding options specific to your growth stage, and lessons learned from charter school leaders.
Adopt Adapt and Apply IT Best Practices - David RatcliffePink Elephant
Adopt. Adapt. Apply!
No, this is not just a cute play on words. These particular three words strung together help to convey the notion that successful business results happens when there has been a “fit for purpose” approach applied to Continual Service Improvement (CSI).
The magic of successful execution of any business framework or model happens when organisations become experts at “adopting” and “adapting” best practices to solve their organisation’s challenges. Whether it’s ITIL®, COBIT®, or whatever, this means that to be a highly effective IT manager you need to understand the needs of your business first, and then what processes and guidance would be most valuable to help address those needs. When you boil it down, the challenge to IT organisations is to know the value of a particular framework, and how it can – and more importantly should – be adapted and applied to your environment. That’s when the magic happens!
David is on hand to take you through very important considerations for dealing with the realities of leveraging best practices and delivering business value. He’ll discuss the dangers of “implementing by the book”, and also highlight several important factors to consider for adopting, adapting and applying the guidance to deliver the desired business value.
Aubrey Smith, early member of GE’s FastWorks initiative, will leverage her experience working with large, F500s on innovation transformation to talk through what it takes to drive a large-scale change within a complex enterprise. During this session, the audience will have the chance to work with expert coaches on exercises focusing on Portfolio Management (believe it or not, everyone has an innovation “portfolio” to govern) and Cultural change.
Tips for Applying Lean Startup in a Large Organization: A Case Study with Tel...Lean Startup Co.
Susana Jurado Apruzzese, an innovator at Telefonica R&D, will outline the main challenges large organizations face when they apply Lean Startup. She’ll share key tips for speeding up the innovation process and doing more with less while staying focused on company strategy, customers, and the market.
This is a thought piece and call to action for product managers in the software industry. Leverages principles from Lean Startup, Agile, and other modern software methods.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
How Microsoft is Making the Culture Change from Traditional to Lean, Cindy Al...Lean Startup Co.
Microsoft is making a culture change to Lean by experimenting with different approaches, embracing skepticism, and highlighting best practices. Some approaches that have been tried include sending a team to an external startup accelerator to gain experience, bringing shortened training in-house, requiring workshops for senior leadership, embedding "customer development experts" with teams, and customizing training for small teams. The challenges are that not all approaches are scalable and some require substantial time commitments from employees.
Creating Value and Flow in Product DevelopmentAmplitude
Let's consider the time it takes to go from agreeing to do something to a customer receiving value. It may come as a surprise, but most of that time is not spent working. It's spent waiting.
John Cutler, Product Evangelist at Amplitude explains why most of a product developers time is spent waiting and how limiting work in progress, the scope of work and handoffs can increase flow and value.
This document summarizes a presentation by Ed Kless on measuring what matters to customers. It discusses using key performance indicators (KPIs) like Net Promoter Score and customer satisfaction to measure how well a business is meeting customer needs. It also presents the concept of a "value gap" analysis to quantify the value provided to customers versus the revenue generated to identify opportunities to better serve customers. The presentation emphasizes that marketing and innovation are the core functions of a business and that metrics should align with how customers define success.
Lean Enterprise Transformation: The Journey Inside Large Organizations, Sonja...Lean Startup Co.
Large enterprises facing disruption struggle to transform quickly enough—from becoming more innovative to improving processes, culture, and ways of working. Transformation programs are often linear, multi-year engagements not focused on continuous learning and improvement. In this workshop, Sonja Kresojevic will share lessons learned from an award-winning Lean Enterprise transformation program at Pearson that will enable you to kick off and significantly accelerate your own organization's Lean Enterprise journey. She will uncover how proven approaches embodied in Lean Startup, Agile, and Adaptive Portfolio Management can be combined into a single cohesive framework that can serve as catalyst for powerful shifts in your organization.You will leave the workshop with an example of transformation roadmap ready to stimulate wide-ranging conversations and drive focused action, as soon as you return to your office.
Customer Discovery: A Powerful, Crucial Discipline as Important for Establish...Lean Startup Co.
This document discusses customer discovery and the lean startup methodology. It begins by explaining why customer discovery is important for lean innovation and avoiding business failures due to a lack of customers rather than inability to build a product. It then outlines the three key phases of customer discovery: 1) determining if the problem being solved is important, 2) identifying existing solutions, and 3) testing what differentiates the proposed solution. Additional sections provide principles of customer discovery, challenges that can be faced, and how to determine if product-market fit has been achieved. The document emphasizes the importance of getting out of the building to talk directly to customers throughout the discovery process.
The Lean Startup Course provides an overview of how to build a successful startup. It covers topics like developing business models, creating minimum viable products, and fundraising. The course is outlined in 8 sections that teach strategies for idea generation, prototyping, understanding metrics, and obtaining funding from sources like incubators, accelerators, angel investors, and venture capitalists. It is intended for entrepreneurs, marketing and MBA students, product managers, and marketing managers who want to learn how to execute their startup ideas effectively.
Lean Startup for Finance: Using Innovation Accounting for Valuation and Risk ...Lean Startup Co.
David Binetti, Dinadesa , @dbinetti
Whether you’re in Finance — or just report *to* Finance — you’ll want to catch David Binetti’s talk on Innovation Accounting. David will show how to calculate the ROI and Risk of innovation projects while avoiding common traps that can doom entrepreneurs before they begin.
This document discusses how to implement a Lean Startup approach within a corporate environment. It begins by introducing the speaker and their background in innovation coaching. The agenda then outlines how to process Lean Startups in a corporation, use Lean Startup to build an innovative organization, and develop an entrepreneurial mindset among employees. The core aspects of Lean Startup are discussed, including building, measuring, and learning through customer feedback loops. The presentation emphasizes validating learning through data and observation, and seeing entrepreneurship as a management practice open to anyone in a company. It provides a process for Lean Startups within corporations that incorporates design thinking and experimentation to minimize risks through customer-centric learning.
The Leader's Guide Workshop - Pivotal Labs TokyoJeana Alayaay
These are the slides that were used for the 3rd Leader's Guide Workshop that was help at Pivotal Japan on Friday, 6/17/16. The content was developed by Janice Fraser, the Director of People for Pivotal. It is based on The Leader's Guide by Eric Ries and is officially endorsed by him.
OKRs - Practical tips for getting started from practical experience with doze...Tima Bouqdour
OKRs can and will transform your organisation when implemented properly, but many people are confused on how to get started and what pitfalls to avoid.
This presentation will give you an easy-to-understand introduction of things to consider, and our top tips, from experience gained implementing OKRs for thousands of people.
2011 10 12 eric ries lean startup web 2.0 expo ny keynoteEric Ries
The document discusses principles of the Lean Startup methodology. It emphasizes validating ideas with customers through minimum viable products and rapid experimentation (build-measure-learn loop), using metrics to determine when to pivot an idea that is not working or persevere with one that shows promise. The goal is to minimize the time and money spent on ideas that are not viable so entrepreneurs can focus on their most promising opportunities.
The document discusses improving collaboration between business and IT teams when implementing a new CRM system at Procter & Gamble Professional. It emphasizes starting with leadership alignment on goals, breaking down functional silos, focusing on business value through a phased approach, and strong project management to drive adoption. Key lessons include defining a clear business purpose, establishing guiding principles, and measuring success based on value delivered to the business.
Managers in companies often kill innovation because they misapply three financial analysis tools. They underestimate returns from innovation investments by discounting future cash flows too heavily. They also rely only on past successes and fixed costs rather than the full costs needed to create new capabilities. Additionally, the emphasis on short-term earnings per share puts pressure on managers to focus only on immediate returns, discouraging investments in innovations with longer-term payoffs. These misapplications of financial tools and concepts create a bias against innovation that could harm companies' long-term health.
Let's build great products for mid-size companiesTu Pham
This document outlines an organization's approach to product development. It discusses establishing cross-functional product teams, using data-driven tools for analysis and testing, and emphasizing processes that allow for flexibility, autonomy, and learning from others. The organization values moving quickly while maintaining quality, focusing efforts, hiring based on values, and maintaining a customer-centric approach. It provides examples of common values like collaboration, integrity, accountability, social responsibility, customer orientation, and innovation.
In this webinar, we feature the challenges schools face during various phases from start-up, expansion through to a mature school as well as highlight best practices schools use to achieve success. You can expect to walk away with best practices for growth and replication, funding options specific to your growth stage, and lessons learned from charter school leaders.
Adopt Adapt and Apply IT Best Practices - David RatcliffePink Elephant
Adopt. Adapt. Apply!
No, this is not just a cute play on words. These particular three words strung together help to convey the notion that successful business results happens when there has been a “fit for purpose” approach applied to Continual Service Improvement (CSI).
The magic of successful execution of any business framework or model happens when organisations become experts at “adopting” and “adapting” best practices to solve their organisation’s challenges. Whether it’s ITIL®, COBIT®, or whatever, this means that to be a highly effective IT manager you need to understand the needs of your business first, and then what processes and guidance would be most valuable to help address those needs. When you boil it down, the challenge to IT organisations is to know the value of a particular framework, and how it can – and more importantly should – be adapted and applied to your environment. That’s when the magic happens!
David is on hand to take you through very important considerations for dealing with the realities of leveraging best practices and delivering business value. He’ll discuss the dangers of “implementing by the book”, and also highlight several important factors to consider for adopting, adapting and applying the guidance to deliver the desired business value.
This webinar presentation discusses growth strategies for charter schools at different stages: start-up, expansion, and maturity. It outlines common challenges schools face, such as securing resources and facilities, and maintaining high performance. Best practices are presented for each stage, like focusing on data analysis and continuous professional development. The sustainable maturity phase requires focus on strategic enrollment and a data-driven culture. Schools are encouraged to leverage experts and analyze finances to understand the potential impact of growth.
What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
Transformation some assembly required - 05-21-2017AgileDenver
Lean, Agile, Digital, Two-speed, DevOps, Enterprise Accelerators, Lean Startup… where's a change leader to start? Company leadership around the world recognizes the opportunities, and the urgency, in driving effective change and create room for rapid innovation in their organization, but we've learned that it's unwise to "pick" a single model to follow.
In this session, we use CA's internal "agile" transformation as a backdrop to focus on the fallacy of believing that any one departmental transformation can be sustainably successful without increasing agility in the operational value stream as well. Creating sustaining agility requires bouncing back and forth between "systemic fix" and "deep value steam fix" perspectives.
In this session, we feature the challenges schools face during various phases from start-up, expansion through to a mature school as well as highlight best practices schools use to achieve success. You can expect to walk away with best practices for growth and replication, funding options specific to your growth stage, and lessons learned from charter school leaders.
Key Takeaways:
· Best practices for growth and replication
· Funding options specific to your growth stage
· Lessons learned from charter school leaders
Forces of technology and exponential information in the new economy have changed how businesses react to the market, putting pressure on employees at all levels to proactively learn in real time and quickly adapt. Credo has engaged in primary research with business leaders to discover and codify the skills that workers need to be able to foresee change, pivot quickly, and innovate. Credo's CEO, Mike Sweet, shares his perspective on how these skills can transform the workplace and an employee’s potential, as well as how these skills align with higher ed’s mission to teach foundational skills of critical thinking, reasoning, information literacy, and communication.
Mastering Change Presentation - Bay Area - July 2011Ascent Advisor
This document discusses building an organization's capacity for change. It identifies that seven out of ten change initiatives fail due to five root causes: low trust, lack of focus, poor capability, weak commitment, and delayed results. The document presents research that analyzed 50 organizations and found those most successful at change addressed these root causes through establishing a common purpose, clear direction, developing capacity, inspiring commitment, and achieving results. It advocates applying a proven five-principle Ascent Process to immediately improve performance gaps and continuously applying all five principles to achieve sustained optimal performance when undergoing change.
This document discusses NTPC's mission, vision, and core values. It begins by defining mission and vision statements, with NTPC's mission as providing reliable and environmentally friendly power solutions and its vision as being the world's leading power company. The document then covers NTPC's six core values of integrity, customer focus, organizational pride, mutual respect and trust, innovation and learning, and total quality and safety. It outlines the stages of core value actualization, from articulation to reinforcement and monitoring. Finally, it provides examples of how NTPC actualizes each of its six core values through various leadership actions and initiatives.
Project Management &
Entrepreneurship [KHU-802]
Typically based on AKTU Syllabus
UNIT-1 Entrepreneurship:
Need
Scope
Entrepreneurial Competencies & Traits
Factors Affecting Entrepreneurial Development
Entrepreneurial Motivation (Mc Clellend’s Achievement Motivation Theory)
Conceptual Model Of Entrepreneurship
Entrepreneur Vs. Intrapreneur
Classification Of Entrepreneurs;
Entrepreneurial Development Programmes
Great Place to Work PowerPoint Presentation DesignerSlides IQ
The document discusses how disruption is now the new normal and sustained, gradual innovation can lead to disruption. It provides examples of innovative projects from Great Place to Work like a solar cooler and a women's entrepreneur bar. The document argues disruption can apply not just to products and services but also communication methods. It outlines Great Place to Work's approach of engaging communities through multiple touchpoints and focusing on empowering people.
The document discusses course design for business impact at Thailand Cyber University. It covers several models for organizational performance and learning, including the Organization Effectiveness Model, the 6Ds model for turning learning into business results, and the STAR model for organizational structure, strategy, people, and processes. It also discusses components of effective learning, how adults learn, Dale's Cone of Learning model, measuring learning impact, emerging trends in learning and development, and characteristics of today's learners. The overall goal is to design courses that have a measurable business impact and result in improved organizational performance.
10 Insights for Managing-Leading the Well-Living Workplace Dr. Stephen Hobbs
This slide deck focuses on 20 actionable outcomes you can use to manage and lead the design and implementation of your well-living workplace. That is, to manage and lead a place of work where employees and customers live and work well together ... where they enjoy what they do and do what they enjoy.
This online course serves as an introduction to the key concepts, philosophies, and tools associated with lean thinking and practice. Designed through a joint effort between the Lean Enterprise Institute and the Isenberg School of Management at the University of Massachusetts Amherst. Lean more at http://www.lean.org/introtolean
The document discusses entrepreneurship and small businesses. It defines what constitutes a small business and outlines various types of entrepreneurs, including founders, franchisees, and social entrepreneurs. The document notes that small businesses make up most businesses and employment in the US. It also discusses motivations for becoming an entrepreneur, including being passionate about an idea, seeking challenges, or leaving an undesirable job situation. Overall, the document provides an overview of entrepreneurship, small business ownership, and reasons why people become entrepreneurs.
Enterprise Scrum as a Language of Choices - Scrum Event London December 2017Agile Centre
There are many frameworks available to bring agility to software at scale. However, they tend to bring a single answer rather than the possibilities open to an organisation. Only with experience and experimentation will any team understand whether they chose correctly and how to modify any given approach.
At the heart of Enterprise Scrum is a language for defining the instance we create. This language gives us options across many different aspects and a way of expressing how we are managing the transition from a traditional operating model to a more fluid model that is resilient to the modern business climate.
This document discusses factors to consider when deciding whether to pursue entrepreneurship. It begins by outlining 11 characteristics of successful entrepreneurs, such as curiosity, adaptability, and persistence.
Next, it addresses questions one should ask themselves, including whether the timing is right to start a business considering personal circumstances and market conditions. It also notes the importance of having a business idea that fills an existing customer need or job to be done.
Finally, the document stresses the importance of realistically assessing one's skills and willingness to take on challenges like long hours, risk of failure, and stress that come with being an entrepreneur. It suggests entrepreneurship may not be a good fit for everyone.
Rethinking Leadership Potential and ReadinessDDI México
The document discusses rethinking leadership potential and readiness. It notes that while investments in leadership development have increased over the last decade, the rate of leadership readiness has decreased. Existing approaches like high potential programs and the 9-box method do not generate enough bench strength. The changing business landscape requires organizations to think differently about growing leaders across the entire organization, not just a select few. The document advocates unleashing potential in many leaders, not just a few, through acceleration efforts like simplifying priorities, assessing gaps, tracking growth, and holding leaders accountable.
This document provides information on succeeding at social enterprise. It discusses who Travis O'Keefe is and his experience in social enterprise. It then covers topics such as what social enterprises are, levels of integration between social and business activities, and key differences between startups and established companies. The document also discusses Lifetime Design, a social enterprise Travis founded that works to make homes more accessible.
Tips for Driving User Adoption and Satisfaction of ITSMCA Technologies
Implementing ITSM software and processes is not enough to ensure ITSM success. They must be broadly accepted and adopted by business users, power users and decision makers. Learn about the steps Intermountain Healthcare takes to enable Continual Service Improvement leading to successful adoption of ITSM. They share personal experiences and other real world examples, detailing the tricks and the treats of user adoption.
For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz
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8. This photo, “Jackfruit” is copyright (c) 2014 Michael Coghlan and made available under a CC BY-SA 2.0 license.
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Truly my pleasure to speak to you this morning about Eric Ries’ most recent book.
- When I was asked if I would present material from Eric’s book, I knew I wanted to do two things – cover material, share stories. To do that, I’ve received permission to use Eric’s slides from LSW 2017, layered in a few of my own.
- Before I begin, tell you about myself: Taxi Magic, got good at shipping tech. Second half of career on product
- Led product & growth at startup, R&D group
I originally thought this book was going to be about Lean Startup at Scale… which it sort of is, but it’s really about the management systems within our company. The underlying premise is that although the landscape in which we operate has changed, the way that we run organizations has not.
One of the core premises that drives the entire movement is our acknowledging that we’re in a marketplace of uncertainty. The pace of change is faster than ever, and it’s harder than ever to predict what will happen next.
It’s funny I was recently sharing Eric’s definition of a Startup at a workshop, and an analytics manager came up to me after and said that the world is now entirely predictable, there is no uncertainty that can’t be solved with data.
This is a comedic mechanism for demonstrating that perhaps the world is getting more uncertain, but if I were really trying to make a quantitative argument for this I’d bring data points around average life of companies, speed for competitors to come to market, etc.
Given that there’s more uncertainty than ever, and the world is likely only to get more uncertain, are the management systems within our companies prepared to adjust with the times?
Traditionally, and I can say that I experienced this firsthand when I was doing consulting early in my career, companies want employees to be predictable, interchangeable widgets. They show up on time, deliver in a consistent and reliable manner, and do what they’re told. The perfect short order cook.
I’m sure that lots of folks in the room are objecting, “ohh no I don’t do that”. Projects are on time, on budget, and managers meet or exceed their forecasts. And even if companies don’t say this is what they want, it’s what they reward and promote, so the effect is the same.
Eric proposes that perhaps this system is antiquated for the times, and our view of our workers and how they interact with their work and each other has to change if we want to keep up. What would happen if we gave people the tools they need to work though uncertainty, the freedom to do so, and rewarded them as they demonstrably learned? What would that world look like?
By show of hands, how many of you remember the 5 principles of the Lean Startup. And keep your hand in the air if you would be comfortable, right now, standing in front of this group and sharing those 5 principles.
It’s not a coincidence that the first principle of lean startup is that Entrepreneurs are everywhere. Second principle.
When Eric presented this material he pointed out that entrepreneurial management is not a replacement for traditional management, and in fact entrepreneurial management is built on the same 4 elements.
Accountability – DOD, Team member managers still responsible for team members doing their full work
Process – Taxi Magic, no way for good ideas to emerge
Culture – Jackfruiting. Someone kept saying ‘low hanging fruit’, we said wrong thing , easy not valuable. Biggest fruit is a jackfruit. Big ugly, sweet on the inside. Every time someone said low hanging we said jackfruit to shift people from prioritizing what’s easy to what’s critical at this moment in time. Talked at a recruiting event, people came up and said, “I want to eat the jackfruit”.
People – Govt Team, RFID, project. Accenture, Agile software dev.
Proficiency vs. preference (anyone can learn it, not everyone wants to. It wasn’t that they couldn’t, it’s that they didn’t want to. Seen this in junior and senior leaders).
When Eric presented this material he pointed out that entrepreneurial management is not a replacement for traditional management, and in fact entrepreneurial management is built on the same 4 elements.
Accountability – Team member managers still responsible for team members doing their full work
Process – Taxi Magic
Culture – Phone outage transparency, Jackfruiting. Someone kept saying ‘low hanging fruit’, we said wrong thing , easy not valuable. Biggest fruit is a jackfruit. Big ugly, sweet on the inside. Every time someone said low hanging we said jackfruit to shift people from prioritizing what’s easy to what’s critical at this moment in time. Talked at a recruiting event, people came up and said, “I want to eat the jackfruit”
People – Govt Team, RFID, project. Accenture, Agile software dev. Proficiency vs. preference (anyone can learn it, not everyone wants to. It wasn’t that they couldn’t, it’s that they didn’t want to. Seen this in junior and senior leaders).
If we want to influence change, we have to start with the bottom of the pyramid and work our way up.
Helps us focus a conversation around exactly what part of what we are trying to change.
accountability: systems, rewards & incentives that drive employee behaviors
process: the tools and tactics that employees habitually use to get work done
culture: shared, often unstated beliefs about what employees believe to be possible in an organization
people: the ultimate corporate resource. Without the right ones, no company can be successful
What happens when you’re switching from traditional to modern.
Eric: These modern–company tools may be familiar to you because they are the foundation of the Lean Startup approach.
The Startup Way is a a leadership framework designed specifically for 21st century uncertainty, and helps leaders be as rigorous in the entrepreneurial part of their management portfolio as they are in the general management part.
And just because innovation may be decentralized doesn’t mean it can’t be managed. It just requires different tools and safeguards than the ones we’re used to seeing in traditional management settings. In fact, the power of The Startup Way is that it combines the strengths of 2 different ways of working.
One of the key goals with The Startup Way is to create an environment in which everyone can in fact operate as an entrepreneur.
This first principle highlights that as an organization we should have a repeatable process for generating breakthroughs. No longer are we in a world in which a single innovation can carry us for 20-30 years.
Data point: Time to adoption of communication technologies. Phone was X, Fax was X, Internet was Y, Snapchat was Z.
To remain relevant for even the length of one career…
In order to actually generate continuous innovation, companies need to have teams that can experiment to find them. These teams require a distinct organizational structure to support them.
Story – Working at AOL, tasked with building an R&D group from scratch. However, we reported weekly (and often more frequently) on the status of things we were working on. What startup has to present to its board on a weekly basis? This was borderline absurd. This Is the domain of metered funding.
If it makes more sense, pay a 3rd party.
“No CFO, No CMO” Eric likes to use this example, and I can’t think of a more poignant explanation.
Was teach a workshop and someone asked me this very question: I told the CEO I should lead innovation, he said everyone is responsible for innovation. You can’t make this stuff up.
AOL – Difference between an R&D group, and an innovation function. Innovation function works on things like Fastworks at GE, or LeanStartIn at Intuit.
“The proliferation of undoable jobs” Just because someone is responsible for all of those things doesn’t mean they can do them and assign them equal weight
At some point an organizations scales
Eric: The second founding: Making this kind of profound change to an organization's structure is like founding the company all over again, whether it's 5 or 100 years old.
New organization capability, not the last time a new management practice will come along
- Different within every organization
The Startup Way is not be another manifesto, but instead a roadmap to tackle the real and difficult details of how to move your organization to a more effective, entrepreneurial, way of working. In essence, it was written to answer 3 critical questions:
1. What, exactly, are the systems and structures we need to implement?
2. How, exactly, do we convince managers and employees alike to try something different than what they’ve known their whole careers? (Remember, even in a hypergrowth startup,
most employees were not present for the founding of the company.)
3. When, exactly, is a company ready to make this transformation happen?
The answer to these questions are explained by the common patterns when it comes time to transformation: three distinct phases that seem to recur again and again
Phase One covers the earliest days of transformation, when the Lean Startup approach often starts small, is ad hoc, and may be viewed as chaotic.
The beginning of a Startup Way transformation is very local, very grassroots. It’s a period of coaching a handful of individual teams, experimenting with new approaches, and making progress, one project at a time, in service of proving a larger thesis, both to management (top- down) and to the teams doing the testing (bottom- up). It looks different depending on the organization, but is generally built on a few key steps.
• Build a comprehensive set of cases, stories, and successes that demonstrate that you’re on the right track.
At GE, we began with only 8 pilot teams out of a global workforce of 330k. In the federal government, there were a handful of projects in different agencies that served as the testing ground for what ultimately became a major digital transformation.
The 2nd phase of transformation is the rapid scaling of the process proven to work in Phase 1. This is the moment when all the resisters and objectors make their voices heard and the transformation either develops its own political heft and becomes the new normal or it dies out.
- Teams still operate with exceptions, more teams doing it.
All of this eventually pays off when the transformation reaches Phase 3: when at last it becomes possible to tackle the deep systems of an enterprise. These are the structures and incentives that cause people to return again and again to the same old ineffective ways of working.
What sets them apart, and how can future startups replicate their success? How can established organizations recapture that startup spirit? This is the work of Phase Three, in which organizations transform their internal processes. The goal: to create functions that are capable of continuous innovation. This moment is about changing the “deep systems” of the organization to support innovation for the long- term life of the company.
Remember that in Phases 1-2, many exceptions had to be made in order to function and support innovation teams. But for an organization to truly change, the systems that made those exceptions necessary also need to evolve. Now they need to support rather than hinder this new way of work.
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Every org different