The document discusses the experiences and lessons learned by Harsh Jawharkar as a "serial intrapreneur", launching new ventures within large organizations. Some key points discussed include building the right team with a mix of skills, focusing on solving the right problem by developing a minimum viable product, and being flexible to pivot if needed based on what is learned. It also emphasizes the importance of customizing the innovation process to fit the type of challenge and assets available, as well as designing for metrics from the beginning to understand what is working.
Product-led Growth - Building the Ultimate SystemHarsh Jawharkar
Product-led Growth can and should feed your entire company’s progress and velocity. PLG may be product-led but it needs to be a whole company DNA effort. By applying a systems mindset, you can build a perpetual growth machine for years to come.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
Connection-based Selling (MassChallenge / Skolkovo)Rishi Dean
Slides from my workshop delivered in Moscow to Skolkovo Super League companies, as part of the MassChallenge entrepreneurship "bootcamp". "Connection-based selling" is a framework to think through the sales process, that hinges upon the notion of making emotional connections to the buyer, prior to rational arguments for your product.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?
Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.
Winner of "Best Session" at Rocky Mountain ProductCamp 2010.
NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org
Product-led Growth - Building the Ultimate SystemHarsh Jawharkar
Product-led Growth can and should feed your entire company’s progress and velocity. PLG may be product-led but it needs to be a whole company DNA effort. By applying a systems mindset, you can build a perpetual growth machine for years to come.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
Finding Product / Market Fit: Introducing the PMF Matrix - Presentation by Ri...Rishi Dean
These slides were used to facilitate a discussion of entrepreneurial MIT alums, mainly from the MIT Sloan business school. My intention was to introduce many of the newer, leaner concepts of early stage start-up development to a group that often sees "technology first" businesses.
This presentation centers on the concept of Product / Market Fit: what it is, why it's important, and how to achieve it. I propose my "Product Market Fit Matrix" that helps to characterize the issues of the start-up and presents various frameworks that can help guide development. In a sense the Product / Market Fit Matrix is a meta-framework.
For more information please visit: http://www.rishidean.com
Connection-based Selling (MassChallenge / Skolkovo)Rishi Dean
Slides from my workshop delivered in Moscow to Skolkovo Super League companies, as part of the MassChallenge entrepreneurship "bootcamp". "Connection-based selling" is a framework to think through the sales process, that hinges upon the notion of making emotional connections to the buyer, prior to rational arguments for your product.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
The Product Management X-Factor: How to be a Rock Star Product ManagerPaul Young
Product Management is a tough job: we need to be business oriented, tactical, strategic, and technical all at the same time. But some people have cracked the code about how to be more effective product managers than others. What is it about these rock star product managers that separates them from the rest of us?
Over the past 10 years in product management, Paul Young has observed what makes some people successful where others fail, and boiled it down to seven product management "x-factors," that turn good people into great.
Winner of "Best Session" at Rocky Mountain ProductCamp 2010.
NOTE: Because of the limitations of SlideShare, the formatting of this presentation does not match the original. Come to ProductCamp Austin in Jan 2011 to see this presentation live. productcampaustin.org
Hype or Hope - How To Separate Hype From Real InnovationIliya Rybchin
Chief Strategy Officer Summit - NYC - 12 Dec 2012
We have all heard how this year will be the year of mobile/ecommerce/digital/social/etc. We constantly hear about how some technology will dramatically disrupt our business.
The reality is that many innovations are surrounded by hype. As strategists, our role is to sort through the noise to uncover nuggets of insight that lead to cogent strategies and measurable results. How do we identify hype? How do we evaluate tech maturity? How do we rationalize investments into unknown technologies? This presentation
will share some informative cases and present a pithy approach for assessing, selecting, and exploiting innovation.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Lean for Sharing Ventures: Four Times Harder, Four Times More Rewarding, Ted ...Lean Startup Co.
The structure, economics, and strategy of sharing economy companies dramatically complicate the design and validation of a successful business model. In this session with Ted Ladd, professor of internet economics and a research fellow at the Center for Disruptive Innovation at the Hult International Business School, you will learn, apply, and critique several Lean extensions to decrease risk and accelerate return for your sharing venture.
Design thinking is a method for the practical, creative resolution of problems using the strategies designers use during the process of designing. Design thinking has also been developed as an approach to resolve issues outside of professional design practice, such as in business and social contexts.
Here is BMGI's Design Thinking Approach for Value Creation
Reach Out : prashantj@bmgindia.com
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
A presentation of the search for Product-Market Fit with the principles, practices and processes that lead to it, from the Lean-Startup and Design Thinking perspective
Hype or Hope - How To Separate Hype From Real InnovationIliya Rybchin
Chief Strategy Officer Summit - NYC - 12 Dec 2012
We have all heard how this year will be the year of mobile/ecommerce/digital/social/etc. We constantly hear about how some technology will dramatically disrupt our business.
The reality is that many innovations are surrounded by hype. As strategists, our role is to sort through the noise to uncover nuggets of insight that lead to cogent strategies and measurable results. How do we identify hype? How do we evaluate tech maturity? How do we rationalize investments into unknown technologies? This presentation
will share some informative cases and present a pithy approach for assessing, selecting, and exploiting innovation.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Lean for Sharing Ventures: Four Times Harder, Four Times More Rewarding, Ted ...Lean Startup Co.
The structure, economics, and strategy of sharing economy companies dramatically complicate the design and validation of a successful business model. In this session with Ted Ladd, professor of internet economics and a research fellow at the Center for Disruptive Innovation at the Hult International Business School, you will learn, apply, and critique several Lean extensions to decrease risk and accelerate return for your sharing venture.
Design thinking is a method for the practical, creative resolution of problems using the strategies designers use during the process of designing. Design thinking has also been developed as an approach to resolve issues outside of professional design practice, such as in business and social contexts.
Here is BMGI's Design Thinking Approach for Value Creation
Reach Out : prashantj@bmgindia.com
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
A presentation of the search for Product-Market Fit with the principles, practices and processes that lead to it, from the Lean-Startup and Design Thinking perspective
Disruptive Scalability – Leap Growth for Exponential Returns | Scott Hamilton...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
The event NewCo Boston was held on on April 26 2016. This presentation was delivered by Joe Kinsella, the founder & CTO of CloudHealth Technologies.
http://bos.newco.co/2016-schedule/
CloudHealth Technologies is a company where employees are able to challenge themselves and achieve success, while doing something meaningful and having fun at the same time. Less than 4 years ago, CTO and Founder, Joe Kinsella began brainstorming the concept of of a platform, CloudHealth, with nothing more than a laptop and the cloud. Today, CloudHealth Technologies is one of Boston's fastest growing tech companies, delivering the industry's most comprehensive cloud service management platform, as recently recognized by MassTLC as the most innovative cloud technology of the year.
Gain insider knowledge from Joe on how to implement an agile process that takes an initial concept and turns it into a viable technology resulting in dramatic growth and a successful company. In this session, Joe discusses his personal journey, experiential learning, and the related success that comes from a team of passionate employees with a genuine focus on dynamic interactions between groups and departments.
Winning the right to deploy AI: Dedication to craft, designing the right expe...JoshuaM27
A how-to guide on winning the right to grow your data science team and launch new use cases.
In this presentation, we discuss a broad range of tools and approaches you can use with senior stakeholders. We cover strategies that are relevant to growing your data science organization and tactics for winning the trust of the business. Topics include:
• Building your craft by collaborating with academia and pursuing deep innovation in analytics
• Showing the potential of new analytical approaches with simulations, A/B testing, and causal inference
• Solidifying your technology foundation with innersource software development and platform integration
By Joshua Mabry, Senior Director of Machine Learning Engineering and Data Science at Bain & Company. He helps Fortune 500 clients implement analytics use cases and develop their technology strategy. He has developed solutions for demand forecasting, grid utility planning, and personalized marketing. His primary interest is experimentation that bridges causal modeling and optimization.
Stratup creation processus. What is a startup. Startup vs traditional company. Purpose. Idea generation. Market Research. Build a team. Business Plan canvas. Prototype. Algerian Legal Structure & Registration. Funding. Challenges. Obstacles...
Some insight into what information VCs are looking for from early stage companies, and why startups themselves should be gathering and focusing on this self-same information
Diversity of Thought – what is it and how do you implement it as a Diversity initiative
Learning objective: Discuss creating an environment of diverse thinkers and improving successful business strategies
Diversity is a resource to be accessed and utilized for superior performance and innovation in part because of “more-than-one-way- thinking” which results in innovation and creates an agile workforce. Access to diversity of thought is blocked unless organizations also create an environment of fairness, non-discrimination, respect, trust and where employees feel that their voices matters. The social justice side of the diversity conversation is directly linked to the performance side, without it, Diversity of Thought is a human resource withheld. Diversity of thought allows for differing perspectives on ideas and unique insights into problems, it creates opportunities for innovation and partnerships in unexpected places where ideas will develop into newer and more forward-thinking ideas that can be implemented as successful business strategies.
At the end of this seminar, participants will be able to:
a. Identify Diversity of Thought and it’s evolution
b. Understand the challenges to creating a culture that Embraces Diversity of Thought
c. Implement and measure Diversity of Thought
d. Explore the Four Point Sequence and the Predictive model framework
The "Genesis: Idea Stage" ebook explains the phase where the journey starts for every startup: the idea stage. This eBook is the first part of the "Startup Master Class" series covering the idea, problem/solution fit, product/market fit and scaling stages.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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2. Before we begin…
The opinions expressed are solely my own based on
lessons learned over the last 14 years across multiple
industries and circumstances
Practical lessons learned, no theory, no prescriptions
Please share your own learnings and feedback –
hjawharkar@gmail.com
2
3. Serial „intrapreneur‟ = launching new ventures (mostly
unfunded) within the constraints of large organizations
3
Started out designing/launching new products at
leading firms like IDEO, A.T. Kearney, Pfizer, and
Sapient
Launched a social payments venture and built up the
incubator at Wells Fargo; now that technology is being
commercialized into the largest joint-venture personal
payment network in the U.S.
Created a new type of „wallet‟ at PayPal by commercializing
an
award-winning product platform; laid the foundation for the
company to go after the multi-billion dollar global prepaid
market
Current Role –
Managing Director – Mobile and New Channel
Development at Charles Schwab & Co.
5. Quick Poll – Major product innovation pain-points
“The matrix prevents innovation – responsibility without authority”
“Making do with the talent on board – some people are great, some
people aren‟t”
“Conducting „test and learn‟ in a risk-averse consensus environment”
“Knowing when to let go and deviating from your vision”
“How can we be operationally efficient AND innovative?”
“Being „Agile‟ in a waterfall environment”
“Difficulty prioritizing „bets‟ and managing the pipeline”
“Finding the right speed for innovation – going too fast or too slow”
“Getting funded – how to pitch reputation conscious corporate
sponsors”
“Competing with or cannibalizing entrenched products”
5
6. Key Themes
6
Story
Process
Approach
Team Building the right team,
getting people motivated,
and establishing the right
attitude
Solving the right problem,
focusing on the minimum
viable product, and boot-
strapping your way to launch
Finding the right fit, adapting
to your speed, pivoting, and
measuring for success
Evangelizing, game-
planning, and creating a
coalition of support (internal
and external)
8. Build a T-shaped team – quality over quantity
Thinking Linking Doing
Observing
Empathizing
Brainstorming
Cross-pollinating
Synthesizing
Facilitating
Executing
Implementing
Testing
8
Bottom Line
•No delicate geniuses or divas; find tough people with thick skins
•Get to know your team‟s strengths/weaknesses as early as possible
9. You can‟t teach attitude but you can teach skills
Prioritize quick learners
over "domain experts”
The experts are nice-to-
have; but all things
equal, find the hungry
people
You can‟t teach attitude,
so don‟t overvalue
aptitude
9
The upstart The expert
10. Listen to the skeptics but shed the deadweight
Negativity is contagious,
everyone is impressionable
Cut out the virus before it
spreads and affects the rest of
your team
Two options:
1) Step in to fill the gaps and
pick up the load
2) Use it as a growth
opportunity for other team 10
11. Sometimes we forget about the sweat equity
Leave your titles and
egos at the door to build
team spirit
You may be the
quarterback but you need
to block and tackle to get
people to buy into the
vision
Create a „huddle‟ to get
people excited and make
the „handoffs‟ seamless 11
12. You‟re the pinch hitter, shortstop, handyman, and more…
Design Build Lead Monetize Evangelize
Design the
minimum viable
product
Document and drive
feature development
Work across
disciplines to drive
creation of all
artifacts necessary
(e.g. use-cases,
architecture,
sitemap, wireframes,
content, etc.)
Establish the
product roadmap -
Manage the flow of
work; anticipate
and trouble-shoot
Iterate and create
repeatable and
scalable practices
to drive ease +
efficiency
Own the business
– every decision is
framed by the cost
of doing business
and the value
created
Measure
engagement and
obtain feedback for
fast iteration to get
to product-market
fit and to create
monetization
options
Sell the vision –
internally and
externally –
establish advocacy
and develop
champions
Be a scout – get in
front to clear
roadblocks and
hurdles to make
everyone‟s jobs
easier
Bring all
disciplines
together (right
place, right time)
– to realize the
business strategy
– from concept to
execution -
seamlessly
12
Bottom Line:
There‟s a difference between being a decisive leader and a
passive „manager‟
14. What „type‟ is your challenge and what assets do you
have?
Is it evolutionary? Is it more
important to go after a
quick win?
Or is it revolutionary? Are
you solving something
everyone else has failed
at?
Are you going to build, buy,
or integrate? What pieces
do you have in place? 14
15. Map the battlefield– they‟re not gonna let you just build it
Operationalize Build
Lynchpi
n
Budget
/
P&L
Legal/
Risk
Exec
Spons
or
Mgmt
PRD/MVP
Wireframes
Taskflow
Sitemap
Use-casesTest Scripts
Content
Schema
Prod Architecture
Cashflow
Progress
Reports
Regulatory Compliance
Fraud Models
Cust
Suppor
t
Svcing Infrastructure
Admin Site
Fin/Acctg
Processes Analytics
System Admin
Approach
Engg
Design
/
Conten
t
PM/
Analys
t
QA
15
Identify roadblocks early, can you use influencers to open
those gates?
16. Focus on the minimum viable product, not ideal product
Customer
Problem
Discovery
Define
Hypotheses
+ MVP
Test MVP
Measure
+
Validate
Product-
Market Fit?
Exit
Scale +
Monetize
(as-is)
Pivot(s) +
Scale +
Monetize
References:
1) Steve Blank
2) Sean Ellis
3) Eric Ries
Use Qualitative +
Quantitative methods to
test the MVP
Look for pivots across
solution use-cases
Find the right set of
problems to solve
Prioritize the problem
you think you can solve
Build and launch the
MVP to test hypotheses
Based on iterations,
determine the product
fits the market needs
16
17. Pick depth of insights over breadth
There‟s never enough
time or money to do the
„ideal‟ amount of research
Use syndicated research
to get breadth but pay for
qualitative insights to get
depth
Focus on the behaviors
that will “make” your
product – use that as a
basis for your metrics 17
18. Eat your own dog food and make it interesting
18
“Personality is the API for
loyalty”
Find ways to live the
product, regardless of your
role on the team
Belief is important for the
team; if you don‟t believe no
one else will
Sources:bigorangeslide.com, Fred Wilson‟s A VC Blog
19. Fake it till you make it
19
User
enrolls
Log in
Enter
Expenses
Algorithm
Send
IOUs/Requ
est $
Make a
Payment
Settlement
Account
Route
funds to
requester
Receive
Money
Major Capability
Gap
If there are show-stopping
gaps…
Find a way to boot-strap to drive
traction and hit critical mass
Sample User Flow Diagram
21. Find the path that fits your type of innovation
21
Evolution
Systematic
innovation
processes and
portfolios managed
at an enterprise level
Revolution
Small group of
intrapreneurs,
skunkworks, or tiger
teams looking for
opportunities to fail fast
Socratic Scoring
1. How attractive is the opportunity?
2. What is the level of alignment with our strategic objectives?
3. How actionable is the opportunity?
22. Buyer beware – shiny new processes need to be broken in
Iteration 0 Iteration 1 Iteration 2
8 weeksILLUSTRATIVE (Not to Scale)
CYCLE 1
CYCLE 2
• MVP and Vision is set
• Base BRD = PRD +
Product/Business
Strategy
• Core sitemap, high level
task-flows created
• Technical architecture
established and
environment/stack is final
• Project plan (baseline)
created and feature-set
grouped across iterations
• Artifacts for Iter. 2
coding are prepared
• Includes – PRD
Update,
Wireframes, Use-
cases, QA test
scripts, etc.
• Code, test, and
deploy Iter. 1
feature set
• Code, test, and
deploy Iter. 2
feature set
• Artifact creation for
Iter. 3
• Between specific iterations, conducted multiple „Listening Labs‟
(usability) to ensure the MVP is still relevant and sound – using low-
fidelity prototypes
• Established the overall QA/Alpha-testing strategy and recruited
towards later milestone deployment dates to start uncovering bugs,
loopholes, and edge cases
• Landing pages, FAQs, Demo/Videos were developed at a later
stage based on progress
Iteration 3 Iteration 4 Iteration „n‟
Agile (Scrum-based)
Development
22
Agile = Co-location + fully dedicated resources +
23. If at first you don‟t succeed… look for the pivot
Savings towards
goals
Small BusinessConsumers
CustomerAttributes
More variety in use-cases
Prosumers
Less variety in use-cases
Lower $ volumes and
transaction
Higher $ volumes and
transactions
Similar
Similar
Lower need for robust
reporting, tracking, and
formal messaging
Greater need for robust
reporting, tracking, and
formal messaging
Similar
Less inclined to pay for
premium features
More inclined to pay for
premium features/services
Similar
Collecting gift $
(self)
Collecting
towards trip/event
Ad hoc social
events
Pooling for group
gift
Ongoing room-
mate expenses
Collecting team,
club, group dues
Simple IOU
(Just-Pay-Me
URL)
Landlord
collecting tenant
dues
Non-profit raising
$ / collecting dues
Micro-biz billing
services
Micro-biz
merchant account
Parent-child
money
management
Individual raising
$ for charities
Consumer
Plus
Consumer
Pro
Consumer
Basic
23
24. Design for metrics with the „story‟ in mind
What info do you need
to tell the „best story‟?
Measure often and
early, rethink features
that can‟t be
measured
Measurement is a
feature, not an
afterthought
Keep it simple – if you
can‟t explain it quickly
then it‟s not useful
24
Simple
• Easy to understand
Credible
• Accepted in the
organization
Actionable
• Provides a
path forward
25. What would it look like if work stops now? Be Frugal
Be frugal where you
allocate the money;
luxuries come later
You‟re going to need a
buffer, something always
goes wrong
If this was your last dollar,
what would it look like if
you had to launch now?
25
27. Crafting your story is a journey, it requires constant (and
somewhat obsessive) iteration
27
A story is better than a „pitch‟ in
consensus environments
Components
Why does the problem even
matter?
Why is the competition failing
or what are they missing?
Why is your solution different
or better (and for whom)?
Can you really get this done
and for how much?
Who benefits inside the org
(aside from the customers)?
Be your own devil‟s advocate –
what‟s the story against your
story?
28. Stay under the radar until you‟re ready for primetime
Resist the temptation
to surface with a
half-baked story
First impression can
make or break you;
test with low-risk
people
Play the long game –
be patient and resist
any instant-
gratification urge for 28
29. When you‟re ready, script your game-plan around your
audience‟s agenda
Everyone is interested in
the same thing – WIIFM
Make a list of influencers
for your roadshow –
what‟s their agenda?
It‟s a numbers game –
build a coalition of
support (inside and
outside the org) 29
Sources:johnlesko.biz
30. Know your role in the game in order to perfect the
message
What‟s the bigger
picture and where
does your initiative
fit?
What are the
priorities for your
organization?
The ideal story =
high upside + low 30