The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...strongandagile.co.uk
An overview on how The Lean Product Lifecycle can transform your business to simultaneously innovate and grow by taking on insights from Venture Capital, Private Equity, Budgeting, Agile, Lean, Lean Startup, Beyond Budgeting and more.
Know how to take your idea and build a successful business.
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.
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.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
The Lean Product Lifecycle Book- Product Innovation & Business Growth (Craig ...strongandagile.co.uk
An overview on how The Lean Product Lifecycle can transform your business to simultaneously innovate and grow by taking on insights from Venture Capital, Private Equity, Budgeting, Agile, Lean, Lean Startup, Beyond Budgeting and more.
Know how to take your idea and build a successful business.
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.
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.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 2 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
It features the case study of Acquia who participated in the workshop.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
Full Program & Tools to Accelerate an Internal Innovation Project - by Board ...Board of Innovation
By Board of Innovation (www.boardofinnovation.com) -
Full program & tools available. A step by step approach to accelerate an internal innovation project in your company.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 2 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
It features the case study of Acquia who participated in the workshop.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Lean Startup - by Hristo Neychev (bring your ideas to life faster, smarter, a...Hristo Neychev
Lean Startup ideas, trends, and best practices through the lens of my experience in four industries, three startups, and two continents.
Lean Startup methodologies are applicable to both small and large organisation focused on creating new products and services under conditions of extreme uncertainty.
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
Moonshot Thinking. How to disrupt your industry and beat the competition. Inspired by Google X and Peter Diamandis.
Moonshot thinking is shooting for the moon. Moonshots live in the gray area between audacious projects and pure science fiction; they are 10X improvement, not 10%.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
Every startup begins with an idea. This is a talk on how to come up with startup ideas and how to use validation to pick the ones worth working on. It's based on the book "Hello, Startup" (http://www.hello-startup.net/). You can find the video of the talk here: https://www.youtube.com/watch?v=GkmiE8d_5Pw
The presentation captures the essence of case study I wrote for ICBM's Intl Case Competition. The case attempts to capture the spirit of continuous strategic innovation, despite blurring industry lines, insufficient data, evolving technologies & unstated customer needs. How do you decide to chase one strategy rather than another? What is short term? What is long term? When do you stay put, modify or abandon the strategy?
Three Horizons 18 Sept 2013 - Basic IntroductionWendy Schultz
Basic introduction to working with past timelines and the Three Horizons Framework, as presented at the 'Blowing the Cobwebs Off Your Mind' Three Horizons / Futures Thinking Bootcamp, 18-19 September 2013, by Wendy Schultz
Berkeley Method of Innovation LeadershipIkhlaq Sidhu
Berkeley Method of Innovation Leadership. A method and language to adapt, do new things, change culture, match strategy, set innovation mindset and psychology.
Intrapreneurship by Bartek Janowicz - meetup Warsaw 2016_11_02Bartek Janowicz
Overview of current experiences in a topic of developing an Intrapreneurship inside the corporations and mid companies. Intrapreneurship means to giving the employees opportunity to be entrepreneurs & create corporate startups, that work on innovative products/services like startups without leaving company
Baxendale conducts Research, Development and Innovation in health, energy and Big Data markets. This presentation outlines Baxendale IDEA, a scientific methodology for lean product and customer development.
Corporate Innovation : developing a lean & curious culture : Michel Duchateau...Michel Duchateau
Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be
How to use hackathons to develop corporate innovation and intrapreneruship ?
What Coca-Cola and Groupe Auchan have learned with hackathons ?
What lean aspects can we focus in corporate innovation ?
When to develop a lean culture ?
What are the differences with a non lean culture ?
What are the trends of 2015 in corporate innovation in a nutshell ?
As an important countervailing forces, the "Lean start-up" turns the conventional wisdom about entrepreneurship on its head. It favors experimentation and iterative design, makes the process of starting a company less risky. Although the methodology is just a few years old, its concepts have quickly taken root in the start-up world.
Karl Lapan, CEO of The Northeast Indiana Innovation Center, discusses the role of innovation in the marketplace, and demonstrates that the path to innovation is rarely a straight line.
Talk given at Purdue University Fort Wayne on February 17, 2020
Turning Crowd Innovation Into Real Products and RevenueMindjet
When any organization ramps up a new or refined business approach, it must align with their goals as a company and provide benefits that outweigh any associated costs. And, due to their typical ambiguity, corporate innovation programs often present many challenges that can be difficult to face without expert guidance.
In this presentation, Mindjet’s John Welder discusses how you can support your crowd innovation management programs through design thinking, agile methodologies, and lean start-up processes, in order to accelerate real business outcomes and revenue.
Entrepreneurship, Types of Entrepreneurship and how to start your idea and ta...Gaurav Ray
Entrepreneurship, Types of Entrepreneurship and how to start your idea and take it to prototype and finally to Product and its Marketing - Gaurav Roy
.
.
Feel free to reach me for online classes and Guest lectures on ENtrepreneurship, Unique CV designing, Programming classes, Onlne and offline Training on Technical Topics and subjects at gauravkxj26@gmail.com
2014 Product Camp Melbourne - Using Lean Canvas as a Communication ToolHumphrey Laubscher
2014 Product Camp Melbourne
Talk: Using Lean Canvas as a Communication Tool
Went through the history of Lean Startup Canvas, Business Model Canvas and how it can be used as a communication tool for product managers, stakeholders, designers and developers.
Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra
Getting ‘BOLD INNOVATION’ Right
By Neelima Joseph & Lokesh Venkataswamy
The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019).
The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, semiconductors
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, venture capital
Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, hacking for defense, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Michael Sulmeyer, cybercom,USCYBERCOM
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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.
[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
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
4. Innovation ≠ Incubator
Innovation ≠ Accelerator
Innovation ≠ Startup
Innovation ≠ Café’s
These are all physical
places to do innovation
5. Innovation ≠ Incubator
Innovation ≠ Accelerator
Innovation ≠ Startup
Innovation ≠ Café’s
These are all physical places
to do innovation
Having them does not
guarantee any innovation
will happen
9. Innovation Is?
Satisfying users current or future wants/needs by
turning an idea into a product or service
with speed and urgency, using minimal resources
and costs
10. Innovation Succeeds
• Where there is a path to adoption
• When it fits into the overall mission and strategy
• Because it performs, has metrics, …
• It is managed as an innovation portfolio
• And has management support (the spirit of “yes”)
18. Why Lean Innovation Management?
10x the number of initiatives in
1/5 the amount of time
50x
19. Can You Create an Organization that
Executes and Innovates?
20. Can You Create an Organization that
Executes and Innovates?
It’s Called an
Ambidextrous Organization
Source: James March, Charles O’Reilly, Michael Tushman
22. An Ambidextrous organization
achieves breakthrough innovations
while relentlessly improving the
way they execute current business
model
Source: James March, Charles O’Reilly, Michael Tushman
23. An Ambidextrous organization
achieves breakthrough innovations
while relentlessly improving the way
they execute current business model
and serve existing customers
Source: James March, Charles O’Reilly, Michael Tushman
26. Three Horizons of Innovation
Source: Baghai, Coley, White
Mature Business
our established capabilities
Rapidly Growing Business Emerging Business
27. Three Horizons of Innovation
Source: modified Baghai, Coley, White
our established capabilities
28. New Three Horizons of Innovation
Known
Unknown
Partially Known
Level of innovation is defined by whether
the business model is being executed, extended or explored!
Execute
Explore
Extend
29. Three Horizons of Innovation
Existing Business Model:
Process Innovation
Execute Core Mission
Known
30. Three Horizons of Innovation
Existing Business Model:
Process Innovation
Execute
Known
Partially Known
New Opportunities via
Business Model Innovation
Extends Core Business
31. Three Horizons of Innovation
Existing Business Model:
Process Innovation
Execute
New Opportunities via
Business Model Innovation
Execute/Search
Known
Unknown
Partially known
New/Disruptive
Business Model
Explores
34. Return on Investment by Horizon
Known
Unknown
Partially known
ROI 1-3 years
• Improve
• Partner
• Acquire
ROI 4-6 years
• Extend
• Invest
• Partner
• Acquire
ROI 4-10 years
• Incubate
• Invent
• Invest
• Acquire
Evangelos Simoudis/Steve Blank
35. Process
Innovation
Product Mgmt Is the Current Process for
Horizon 1
Horizon 1
Extend the core
Product
Management
Known
Stakeholders
Use traditional methodologies for Horizon 1 projects
Steve Blank
36. Horizon 1: Roadmap Driven R&D
• Use product roadmap
• Success: use in next gen product
– With “better” performance than last gen
• Corporate competence: Predictable product improvement
• Assets: IP, Advanced design
Model$1:$Roadmap`Driven$
Example:$Processor$Roadmap$$
Features$$and$
Performance$
Target$of$2018?$
Source: Ikhlaq Sidhu, UC Berkeley
37. Horizon 1: Market/Customer Driven
• R&D decide their own projects with signals from:
– Pilot studies
– Business Unit or CTO priorities
– External: start-ups and academic
– Demo days or open interfaces to suppliers, customers,
universities
• Projects must be relevant to core competencies
• Success: is awareness, market perception, $’s+ profit
• Assets: IP, Advanced design, External Industry Leadership
Source: Ikhlaq Sidhu, UC Berkeley
41. Lean = 3 parts
Business Model Canvas
Part 1
Customers
Channels
Customer
Relationships
Revenue Model
Value
Proposition
Activities
Resources
Partners
Costs
Source: Alexander Osterwalder- Business Model Generation
42. Business Model Canvas = hypotheses of how you
create and deliver value for the company and its
customers
Part 1
Customers
Channels
Customer
Relationships
Revenue Model
Value
Proposition
Activities
Resources
Partners
Costs
Source: Alexander Osterwalder- Business Model Generation
46. 2. Test Hypotheses
• Frame Hypotheses
• Test Hypotheses
Business Model
Customer Development
Customer Development is how you search for the model
50. 3. Build Incrementally & Iteratively
• Frame Hypotheses
• Test Hypotheses
• Build the product
incrementally &
Iteratively
Business Model
Customer Development
Agile Engineering
51. The Minimum Viable Product (MVP)
• Smallest feature set that gets you the most …
- learning, feedback, failure, orders, …
- incremental and iterative
• It is not a prototype
• It is not a deployable version with the fewest features
• It is what enables a test of a hypothesis
• It may be a drawing, a slide, a wireframe, clickable
workflow, etc…
52. The Pivot
• Definition: A substantive change to one or more of the
business model canvas components
• Iteration without crisis
• Fast, agile and opportunistic
• Weeks and $100K
53. Pivot Cycle Time Matters
• Speed of cycle minimizes cash needs
• Minimum feature set speeds up cycle time
• Near instantaneous customer feedback drives feature set
Customer
Discovery
Customer
Validation
Company
Building
Customer
Creation
ExecutionSearch
Pivot
55. Lean Gets Theory
Customer Development
2003
Blank
Agile Engineering
2011
Ries
Business Model Canvas
2010
Osterwalder
HBR Cover
2013
56. Lean Gets Practice
MS&E 297: “Hacking for Defense”: Solving National Security
issues with the Lean Launchpad
In a crisis, national security initiatives move at the speed of a startup yet in
peacetime they default to decades-long acquisition and procurement cycles. Startups
operate with continual speed and urgency 24/7. Over the last few years they’ve
learned how to be not only fast, but extremely efficient with resources and time using
lean startup methodologies.
In this class student teams will take actual national security problems and learn how
to apply “Lean Startup” principles, ("business model canvas," "customer
development," and "agile engineering”) to discover and validate customer needs and
to continually build iterative prototypes to test whether they understood the problem
and solution. Teams take a hands-on approach requiring close engagement with actual
military, Department of Defense and other government agency end-users.
Team applications required in February. Limited enrollment. Course builds on
concepts introduced in MS&E 477.
Terms: Spr | Units: 3-4 | Grading: Letter (ABCD/NP)
Instructors: Blank, S. (PI) ; Byers, T. (PI) ; Felter, J. (PI)
2015-2016 Spring
• MS&E 297 | 4 units | Class # 47395 | Section 01 | Grading: Letter (ABCD/NP) | LEC
• 03/28/2016 - 06/01/2016 - with Blank, S. (PI); Byers, T. (PI); Felter, J. (PI)
Lean LaunchPad
For Students
2011
1250+ teams
Taught in 75
Universities
760+ teams
Taught by 50
Universities
I-Corps
For SBIR/STTR
2012
I-Corps
For Life Sciences
2014
I-Corps
For NSA
2015
~250,000 on-line
students
Udacity.com
59. Lessons learned
after 130 interviews
Yegor Tkachenko,
MS
Marketing Analytics
Machine Learning
Eric Peter, CS & MBA
Consumer Insight Expert
Management Consulting
Scott Steinberg,
MBA
Marketing Growth Strategy
Management Consulting
Karan Singhal, Undergrad
CS
Web Development
User Interface Design
Share&Tell
60. Share&Tell
Yegor Tkachenko,
MS
Marketing Analytics
Machine Learning
Eric Peter, CS &
MBA
Consumer Insight Expert
Management Consulting
Scott Steinberg,
MBA
Marketing Growth Strategy
Management Consulting
Karan Singhal,
Undergrad CS
Web Development
User Interface Design
Day 1 (Clarified)
We create a way for consumers to
make money by actively sharing
their behavioral data and
opinions.
Through this data, we help
companies unlock previously
unattainable insights.
Now
We help retailers and CPG
companies understand online
shopping behavior.
We do this by creating a platform
for people to donate their Amazon
shopping history
to raise money for charity.
130
Interviews
3,500+
Survey
responses
61. Cost Structure
Fixed - Infrastructure, servers, team of data scientists,
corporate sales force, project managers & analysts, product
& user experience development team
Variable - Payment to consumers for use of their data, profit-
sharing model (dividends) with consumers, consumer
service reps
Revenue Streams
1. Custom research studies
2. Per-feedback fees (surveys, video interviews, focus groups)
3. Sales of raw data / data with automated analytics on top
4. Subscriptions to the platform
Pricing based on sample size/type, data type/amount, number of questions,
feedback time
Key Resources
Key ActivitiesKey Partners Value Proposition Customer
Relationships
Channels
Business Canvas - Week 1
Customer
Segments
Consumers
• Millennials/students
• Lower income
consumers with
smartphones
• Existing research
participants
Enterprises
• Marketing agencies,
consulting
• Marketing
departments at large
companies
• Marketing
departments at non-
large CPG companies
• Panel acquisition, retention,
incentivization, quality control
• Automated seamless
insights extraction
• Data security
• Empowered customer
service (for consumer)
• Sales force, customer
service knowledgable about
market research design &
execution
• Historical granular data
• Automated platform for
seamless insights
extraction
• Expertise in market
research methodology,
execution, statistics
Consumers
• Profit sharing
• Targeted ads in line
with customer’s tastes
• Sense of empowerment
Enterprises
• Unique data,analysis
• Easy and fast way to do
it
Consumer
• Website
• Mobile app
Enterprise
• Direct web portal
• Resold through market
research agencies
• Custom consulting &
research design services
Consumers
• Getting paid for data that
has already been shared,
but from which individuals
are not profiting
• Provide sense of
empowerment and control
over data
• Offers a natural, effortless
way to share opinions
• Feel heard and that
opinion matters
Enterprises
• Linking real-behavior with
opinions (vs. stated
behavior)
• Ability to follow up with
consumer
• Faster turnaround
• Data API providers
• Data aggregators
• Marketing agencies
• Panel participants
blue = consumer
black = enterprise
62. What we thought: Enterprise VP blue = consumer
black = enterprise
Enterprise Value Proposition:
Replace traditional survey providers by:
● Linking real behavior with opinions (vs.
stated behavior)
● Ability to follow up with consumer
● Faster turnaround
Key
Resources
• Historical granular
data
• Automated
platform for
seamless insights
extraction
Demographics
● Age?
● Gender?
● ...
Behavior
● Where did you buy?
● What? How much?
● ...
Emotions / Feelings
● Why did you buy?
● What matters to you?
● ...
Survey
Surveys are based on
SELF REPORTED data
63. What we did: Talk to companies
who use surveys for market research
Hypothesis:
We can replace existing
panel vendors if we have
real behavioral data
(as opposed to self-reported
data)
What we did:
12 Customer Discovery
interviews with companies
that conduct market research
using surveys
Enterpris
e
Week 1-3
64. What we found: Not that much
pain with self-reported data...
“Self-reported data isn’t
great, but it’s directionally
good enough.”
“With real data, we’d get the
same insight as we do now, but
perhaps we’d be slightly more
confident.”
“In order to switch
vendors, you need to be
able to answer a question
we can’t answer today”
“We have to use [vendor] -
we have a long term
contract through our HQ."
Enterprise
Week 1-3
65. What we found: Not that much
pain with self-reported data...
“Self-reported data
isn’t great, but it’s
directionally good
enough.”
“With real data, we’d get
the same insight as we
do now, but perhaps
we’d be slightly more
confident.”
“In order to switch
vendors, you need
to be able to answer
a question we can’t
answer today”
“We have to use
[vendor] - we have a
long term contract
through our HQ."
Enterprise
Week 1-3
Adding behavioral data alone does
not make us 10x better.
We need to be able to answer a specific
question that marketers can’t answer
today
66. So, we focused on changing the value prop
to answer new questions for marketers
How should I
identify my
consumer target
(SMB Businesses)
How do I better
understand my
consumer target?
What is the path to
purchase for online
and omnichannel
shopping?
What are current online
shopping trends?
Customer Needs Identified through Customer Discovery:
Enterprise
Week 1-3
67. So, we focused on changing the value prop
to answer new questions for marketers
How should I
identify my
consumer target
(SMB Businesses)
How do I better
understand my
consumer target?
What is the path to
purchase for online
and omnichannel
shopping?
What are current online
shopping trends?
Customer Needs Identified through Customer Discovery:
Enterprise
Week 1-3
Value Proposition
Enterprises
• Linking real-
behavior with
opinions (vs. stated
behavior)
• Ability to follow up
with consumer
• Faster turnaround
Value Proposition
Enterprises
• Identify target
consumers to
increase marketing
ROI
• Deeper and more
accurate behavioral
understanding of
consumer
segments
• Understand
online/omnichannel
path to purchase
• Understand online
market trends at
consumer level
Week 1 Week 3
✘
69. Cost Structure
Fixed - Infrastructure, servers, team of data scientists,
corporate sales force, project managers & analysts, product
& user experience development team
Variable - Payment to consumers for use of their data, profit-
sharing model (dividends) with consumers, consumer
service reps
Revenue Streams
1. Custom research studies
2. Per-feedback fees (surveys, video interviews, focus groups)
3. Sales of raw data / data with automated analytics on top
4. Subscriptions to the platform
Pricing based on sample size/type, data type/amount, number of questions,
feedback time
Key Resources
Key ActivitiesKey Partners Value Proposition Customer
Relationships
Channels
What we thought: Consumer VP
Customer
Segments
Consumers
• Millennials/students
• Lower income
consumers with
smartphones
• Existing research
participants
Enterprises
• Marketing agencies,
consulting
• Marketing departments
at large companies
• Marketing departments
at non-large CPG
companies
• Panel acquisition, retention,
incentivization, quality control
• Automated seamless insights
extraction
• Data security
• Empowered customer service
(for consumer)
• Sales force, customer service
knowledgable about market
research design & execution
• Historical granular data
• Automated platform for
seamless insights extraction
• Expertise in market
research methodology,
execution, statistics
Consumers
• Profit sharing
• Targeted ads in line with
customer’s tastes
• Sense of empowerment
Enterprises
• Unique data,analysis
• Easy and fast way to do it
Consumer
• Website
• Mobile app
Enterprise
• Direct web portal
• Resold through market
research agencies
• Custom consulting &
research design services
Consumers
• Getting paid for data that
has already been shared, but
from which individuals are not
profiting
• Provide sense of
empowerment and control
over data
• Offers a natural, effortless
way to share opinions
• Feel heard and that opinion
matters
Enterprises
• Linking real-behavior with
opinions
• Ability to follow up with
consumer
- Faster turnaround
• Give additional context in
traditional surveys
• Data API providers
• Data aggregators
• Marketing agencies
• Panel participants
blue = consumer
black = enterprise
Consumer Value Proposition
Hypothesis:
Get paid for your data
Feel in control of your data
Feel heard and that opinions matter
...and, that consumers are willing
to provide all these data types:
• Social media likes & posts
• Email purchase receipts
• Credit card purchase history
• Amazon.com purchase history
• GPS location history
• Web and search history
70. First consumer test
Hypothesis:
People will provide their data
and opinions for money
Tested through:
~25 Customer Discovery focused
consumer interviews
Consumer
Week 1-3
72. What we learned
Hypothesis:
People will provide their data
and opinions for money
Consumer
Week 1-3
Findings:
People will provide data and opinions for money, BUT
Only younger and poorer consumers were interested
Cash-based model had other problems too:
● Doesn’t support retention and engagement
● Misaligned incentives
● Not scalable to get to large # of consumers
Tested through:
~25 Customer Discovery focused
consumer interviews
73. As a result: What if
we offered equity instead of cash?
Solves all business needs!
● panel retention and engagement
● identity verification
● quality of data
Consumer
Week 4
Google Consumer Survey: n = 500
74. Oh Wait… Need to Isolate Variables
Always be skeptical of your data!
Consumers aren’t interested in concept of being a
partial owner - they cared about the extra cash!
Designing a good experiment just
saved us 49% of our equity...phew!
Consumer
Week 4
75. Value Proposition
Consumer:
• Getting paid for
data that has
already been
shared, but from
which individuals
are not profiting
• Provide sense of
empowerment and
control over data
• Offers a natural,
effortless way to
share opinions
• Feel heard and
that opinion matters
By Week 4, We Had No Idea What
Consumer Value Prop Should Be
Value Proposition
Consumer:
• Getting
compensated
for data that has
already been
shared
• Provide sense
of
empowerment,
control over
data
• Partial
ownership of
company
Week 1-4
Consumer
Week 1-4
Consumer:
• Control over
data
• ???
Value Proposition
Week 1 Week 3 Week 4
76. Let’s first focus on narrowing
down enterprise value prop to see
what data we need.
77. What we did: Customer
Validation!
How should I identify
my consumer target
(SMB Businesses)
How do I better
understand my
consumer target?
What is the path to
purchase for online and
omnichannel shopping?
What are current online
shopping trends?
✘ ✘
Enterprise
Week 4
14 more enterprise interviews to (in)validate our
hypothesized value props and identify the most acute needs
78. “Great value prop guys, but I
challenge you - if you had to do
something tomorrow as an MVP,
what would it be? This is a LOT to
do!”
Note: Quote paraphrased, concept of “Big Idea” was likely referenced
Key learning: A startup can’t do everything. It needs to
do one thing well!
Enterprise
Week 4
79. Well, why not focus on data
that’s easiest to get?
Most
Sensitive
Least
Sensitive
Google Survey
Consumer
Week 5
80. And heard from companies that
Amazon data is big pain point
Enterprise
Week 5
81. As a result: An aha moment...
Share & Tell…
...helps better understand your target's online &
omnichannel shopping & purchasing behavior
• What is purchased on Amazon.com?
• What is my online/omni market share? Why?
• Where else does my target shop? Why?
• What does my target do before they buy? What
is their shopping path? Why?
• What products does my customer buy / not buy?
What do they buy with my product? Why?
...helps better understand your target's persona /
where to reach them
• What online behaviors (sites, apps, etc…)?
• What media consumption habits?
• What do they search for online?
• What activities, interests, hobbies?
• What demographics?
...provides ability to more directly and
narrowly communicate with your target
• Direct messaging / promos on S&T platform
• Better targeting on existing ad networks
Enterprise
Week 5-6
82. Cost Structure
Fixed - Infrastructure, servers, team of data scientists, corporate
sales force, project managers & analysts, product & user
experience development team
Variable - Payment/donations for use of their data, consumer
service reps
Revenue Streams
1. Subscriptions to insights / platform
2. Per-survey fees
3. Custom research studies
4. Linking data to client databases
Pricing based on sample size/type, data type/amount, number of questions,
feedback time
Key Resources
Key ActivitiesKey Partners Value Proposition Customer
Segments
Customer
Relationships
Channels
Resulting Business Canvas
Consumers
• Smartphone using
consumers who shop online
• Millennials
• Existing research
participants
• People who currently give to
charity
Enterprises
• Retail (traditional)
• Retail (e-commerce)
• CPG with online sales
• Panel acquisition, retention,
incentivization, quality control
• Automated seamless
insights extraction
• Data security
• Empowered customer
service (for consumer)
• Sales force, customer
service knowledgable about
market research design &
execution
• Historical granular data
• Automated platform for
seamless insights
extraction
• Expertise in market
research methodology,
execution, statistics
Consumer
• Website
• Mobile app
Enterprise
• Direct web portal supported
by research-experience B2B
sales force
• Projects sold through
market research & strategy
firms
Consumers
• Get: Charities send invitations
• Get/Keep: Shopping discovery
+ targeted discounts app
• Keep: Reports / comparisons of
your data
Enterprises
• Get:partnership,telesales,PR
• Keep: Unique data, analysis
• Easy and fast way to do it
Consumers
• Feel good by donating data
to charity
• (potentially) Service to
discover, get discounts on,
and buy stuff online
Enterprises
• Understand purchasing
trends on Amazon by
demographic group
• Data API providers
• Data aggregators
• Marketing agencies
• Panel participants
• Charities/non-profits
Enterprise
Week 5-6blue = consumer
black = enterprise
• Understand purchasing trends
on Amazon by demographic group
• Retail (traditional)
• Retail (e-commerce)
• CPG with online sales
83. As a result: Develop low-fi MVP
Enterprise
Week 5-6
84. Now, how do we incentivize
consumers to provide Amazon
data?
Consumer
Week 5
85. We identified a few possible
alternatives to cash...
Pay
cash
Provide a
valuable service
$5 / $10 cash
Donate your
data
(to benefit a
charity)
Receive
targeted
promotions
Personalized
product
recommenda
tions
✘
Had learned previously consumers more willing to
share data if they get some intrinsic value
Consumer
Week 5
86. What we did: 10+ Customer Discovery
interviews...and 2,000+ survey responses
Consumer
Week 5
87. What we found: “Donate your data”
best meets the business’s needs
Gets
Amazon
data?
Retention
/
engageme
nt? Quality? Large #? Outcome
$5 / $10
cash
✔ Cash is king! ✘ May be
transactional /
one-shot deal
✘ Limits to low
income
✔ ~>50%
interested
Kill for now or
use in combo
w/ donations
Donate
your data
✔ Interest in
‘doing good’
✔ Donation
implies opp to
ask for future
donation
✔ Consumer
leads verified
through charities
✔ ~27%
interested
Focus for
class; need to
understand
impact of bias
Targeted
promos
✘ Does not
solve major pain,
already available
✔ Creates clear
gain w. reason to
come back
✔ Can verify
respondent
behavior
✘ Quant test
running,
qualitatively poor
reaction
Test for “keep /
grow” insteadProduct
recs
✘ Limited
interest - does
not solve pain,
not 10X better
than others
✔ Creates clear
gain w. reason to
come back
-- Unclear if able
to verify
respondent
• Need 0.75% of TAM to register (1M / 150M)
• Of those interested, ~3% will register
• Implies >25% interested
Consumer
Week 5
88. What we found: Consumers
skeptical of donation scams
“I’d donate my Amazon
data to raise money for
charity X, but only if that
charity asked me too”
“I probably would not
donate to a random
startup unless I knew for
sure that they were legit”
Nonprofits should send out
communication asking
people to donate their data
Nonprofits are a customer
acquisition channel and a
new customer segment
Consumer
Week 5
90. Value Proposition
Consumer:
• Control over data
• ???
Consumer:
• Feel good by
donating data to
charity
• Doesn’t cost
money to donate
Value Proposition
Week 3 Week 5
Resulting BMC changes (I)
Consumer:
• Millennials &
students
• Lower income
consumers with
smartphones
• Existing research
participants
Segment
Consumer:
• Millennials
• People who
donate to charity
Segment
Consumer
Week 6
✘
✘
91. Value Proposition
Non-Profit:
• A new revenue
stream
• A new way to
engage with donor
base
• A way to get
donations without
pushback
Value Proposition
Week 3 Week 5
Resulting BMC changes (II)
Segment
Non-Profit:
• All non-profits
Segment
Consumer
Week 6
92. Resulting BMC changes (III)
Consumer
Week 6
Consumer:
• Targeted ads in
line with customer’s
tastes
• Sense of
empowerment
Cust. Relationship
Consumer:
• Get: Charities
send invitations
Cust. Relationship
Need to test this
✘
93. eCommerce Data &
Insight Companies
Data aggregators
Online Donation
Tools and Platforms
Slice, Clavis,
Profiteero,
One Click
Retail,
Profiteero,
Return Path,
Paribus?
Data Wallet,
Datacoup, Infoscout,
Axciom, Experian,
LiveRamp, SuperFly
Razoo, CrowdRise,
Causes, Survey
Monkey, One Big Tweet,
GoodSearch,
AmazonSmile
Marketing research
agencies
TNS Qualitative, ,
Conifer Research,
Horowitz Research,
Nielsen, Kantar,
IPsos,
dunnhumby
Our Competitive
Set Has Evolved
too
Removed through pivots
Online Survey Tools
Traditional survey panels
Online qualitative research
Behavioral Consumer
Panels
(w/ or w/o surveys)
Nielsen, NPD, IRI,
LuthResearch,
VertoAnalytics,
RealityMine,
comScore
SHARE &
TELL
Consumer
Week 6
94. Nonprofits might not be the right
route
What we did:
Interviewed 10+
nonprofits
Tested email
campaign to 60
nonprofits to
gauge interest
What we learned:
● Only nonprofits who value
smaller donations (<$100)
from larger base of people
were interested in the
model
● Nonprofits are slow to make
decisions and risk-averse
So what?
Focus more efforts on
testing viability of direct to
consumer route.
Key hypothesis to test: Can
we build enough trust
through social media and
website?
Nonprofits
Week 7-9
Non-profits may
not be most
efficient
consumer
acquisition path.
95. What we did: Tested ‘direct to consumer’
using a high fidelity MVP...
https://www.datadoesgood.com
Consumer
Week 7-9
96. What we learned: ‘Direct to consumer’ might be a
viable route
Arrived to the
landing page
Clicked
‘donate now’
Logged in with
Facebook
Shared
Amazon data
Filled out
demographics
100%
~18%
~6%
~6%
~5%
~80%
~95%
~55%
Choose
a charity
~11%
~60%
25%
Consumer
Week 9
97. Cost Structure
Fixed - Infrastructure, servers, team of data scientists, corporate
sales force, project managers & analysts, product & user
experience development team
Variable - Payment/donations for use of their data, consumer
service reps
Revenue Streams
1. Subscriptions to insights / platform
2. Per-survey fees
3. Custom research studies
4. Linking data to client databases
Pricing based on sample size/type, data type/amount, number of questions,
feedback time
Key Resources
Key ActivitiesKey Partners Value Proposition Customer
Segments
Customer
Relationships
Channels
Consumers
• Online shoppers
• Current charity givers
• Millennials
• Existing research
participants
Enterprises
• Buyers at e-commerce
retailers
• Marketers at CPG with
online sales
Nonprofits??
• Hungry for donations and
values small donations from
large # of donors
• Private donations are main
revenue stream
• Donor acquisition??
• Donor retention and
engagement??
• Data quality control
• Data security and storage
• Automated analytics
• Custom analytics
• Sales force
• Legal
• Physical - workspace, servers
• Additional human (short-term) - Full-
stack software engineer, Database
architect, Security consultant, Legal
Consultant, Advisors/Industry Movers
(long-term) - Sales team, Analytics team,
Security team, Engineering team,
Advisors
• Intellectual - Trademarks, Contracts
with clients, Proprietary analytic tools,
Software copyright
• Financial - angel/venture funding
Consumers
• Website
• Mobile app
Enterprises
• Web portal supported by
B2B sales force
• Projects through market
research & strategy firms
Nonprofits??
• Web portal
Consumers
• Get: Social media campaigns &
charities send invitations
• Keep: Reports / comparisons of
your data
Enterprises
• Get:partnership,telesales,PR
• Keep: Unique data, analysis
• Easy and fast way to do it
Nonprofits??
• Get: telesales, PR
Consumers
• Feel good by donating data
to charity
• Donating is free & easy
Enterprises
• Understand purchasing
trends on Amazon by
demographic group.
brand preference
Nonprofits??
• A new revenue stream
• A new way to engage with
donor base
• A way to get donations
without pushback
Short Term:
• Charities/non-profits
• Nonprofit
hubs/associations
• Legal
• Other collectors of
online purchase history
Long Term
• Data API providers
• Data aggregators
• E-commerce retailers
• Ad networks and
programmatic ad
buyers?
Final Business Model Canvas Week 10
98. So...what’s next...
We are going to continue working on this after
the class.
Can we gain traction with
consumers?
Several additional experiments we
want to run incorporating feedback
from our MVP.
● Facebook “nominations”
● Linking more directly to causes
● Many improvements to the MVP
Can we get a letter of intent from
any businesses?
We continue to hear companies say
they are interested and that this data
is valuable. Is one willing to sign a
non-binding letter of intent
First Priority Second Priority
100. What we learned: Refined value proposition
for enterprise...
Share & Tell…
...helps better understand your target's online &
omnichannel shopping & purchasing behavior
• What is purchased on Amazon.com?
• What is my online/omni market share? Why?
• Where else does my target shop? Why?
• What does my target do before they buy? What
is their shopping path? Why?
• What products does my customer buy / not buy?
What do they buy with my product? Why?
...helps better understand your target's persona /
where to reach them
• What online behaviors (sites, apps, etc…)?
• What media consumption habits?
• What do they search for online?
• What activities, interests, hobbies?
• What demographics?
...provides ability to more directly and
narrowly communicate with your target
• Direct messaging / promos on S&T platform
• Better targeting on existing ad networks
Enterprise
Week 4
101. ...for 3 generic enterprise segments
Enterprise
Week 4
Retailers
Traditional
E-Commerce
1
2
CPG
With online sales
Without online sales
3
102. What is market research?
Comes in many forms...
1. Surveys to understand consumer opinions /
emotions
2. Data to understand market trends
Initial hypothesis:
“disrupt” survey-based market research
103. A quick primer:
How do surveys work?
What features do
my customers care
about?
1 Business asks a question about their customer
What does my
most valuable
customer look
like?
What drives
customer loyalty?
104. A quick primer:
How do surveys work?
2 Market research team writes a survey that will inform the answer
Demographics
● Age?
● Gender?
● ...
Behavior
● Where did you buy?
● What? How much?
● ...
Emotions / Feelings
● Why did you buy?
● What matters to
you?
Survey
5 - 10 minutes of
questions
10 - 15 minutes
of questions
105. A quick primer:
How do surveys work?
3 Survey sent to consumers through a ‘panel provider’
Demographics
● Age?
● Gender?
● ...
Behavior
● Where did you buy?
● What? How much?
● ...
Emotions / Feelings
● Why did you buy?
● What matters to you?
● ...
Survey
$ / person
Panel ProviderMarket Research team
106. Demographics
● Age?
● Gender?
● ...
Behavior
● Where did you buy?
● What? How much?
● ...
Emotions / Feelings
● Why did you buy?
● What matters to you?
● ...
Survey
A quick primer:
How do surveys work?
4 Consumers answer survey based on their memory
Panel ProviderMarket Research team
Self
reported
data
107. A quick primer:
How do surveys work?
5 Market research team analyzes data to develop an answer
Market Research team
Insight &
recommended
business action
108. Demographics
● Age?
● Gender?
● ...
Behavior
● Where did you buy?
● What? How much?
● ...
Emotions / Feelings
● Why did you buy?
● What matters to you?
● ...
Survey
...Where we thought we fit in
4 Consumers answer survey based on their memory
Panel ProviderMarket Research team
3 Survey sent to consumers through a ‘panel provider’
Why can’t this be based on actual
(vs. self reported) data?
109. Demographics
● Age?
● Gender?
● ...
Behavior
● Where did you buy?
● What? How much?
● ...
Emotions / Feelings
● Why did you buy?
● What matters to you?
● ...
Survey
...Where we thought we fit in
4 Consumers answer survey based on their memory
Panel ProviderMarket Research team
3 Survey sent to consumers through a ‘panel provider’
...let’s be a “next gen” panel
provider that merges real data
with opinions
110. ...Where we thought we fit in
What data?
• Social media likes & posts
• Email purchase receipts
• Credit card purchase
history
• Amazon.com purchase
history
• GPS location history
• Web and search history
Opinions how?
• Record short video / audio
clips
• Take <5 min surveys
• Write reviews
• 1-1 text chats
112. Presenting
Share the key insights that led
to a decision or answer.
Don’t just share the answer
Example: Equity Idea
We learned a, b, & c...therefore we want to
do “x”
VS.
We want to do “x”. Here is some rationale
for why.
Preempt question the
audience might ask and prepare
responses.
Don’t bullshit if you don’t know
the answer. It’s okay to say need
time investigate it.
1 2
113. Group work
1. Set up regular recurring meetings at least twice a week
1. Carefully consider if the task is best performed by a group or by an individual
a. Everyone wants to participate in decision making, but it is often more efficient
if a single person completes 80% of the task and the group then finishes the
rest
1. If there is any tension, discuss it explicitly
1. Don’t take criticism of your ideas personally
1. Humor helps
114. Launchpad Methodology/Process
1. Applying the scientific method to business model is extremely useful
a. treating all ideas as hypotheses prevents attachment to bad ideas
i. also encourages rapid iteration to get to better ideas faster
b. using MVPs as tests of ideas rather than finished products avoids
wasting tons of development time
1. Interviews
a. what people initially say is not what they would actually do
i. need to push commitment to see what they actually do
b. interviews with experts are a quick way to get a lay of an industry
c. it’s surprisingly easy to get interviews with experts with a warm intro,
student status, and the purpose of learning as much as we can
d. need to clarify customer segment as early as possible to interview the
right people
i. early interviews should focus on figuring out who they are
117. Sarbajit Banerjee – Principal Investigator
• Associate Professor in Chemistry at University at Buffalo
Brian Schultz – Entrepreneurial Lead
• 2013 Ph. D. Candidate in Chemistry at the University at Buffalo
• Panasci Technology Entrepreneurship Competition Winner 2013
Martin Casstevens – Mentor
• Director of Directed Energy at the University at Buffalo
• Business Formation and Commercialization Manager – STOR
Team 198
118. Version 1
Window OEMs
Glass OEMs
Architectural Firms
Architectural Paint OEM
Fortune 50 Chip
Manufacturer
UB STOR – Incubator, IP,
Networking & Mentoring
NYSERDA - Directed
Energy
IP Assignment
R & D / Engineering
Strategic Partnering
End User Behavior
LEED & Energy-STAR Cert.
Increase Energy Savings
for End Users
Better Daylighting
LEED Points
Durability
Ease of Use & Integration
Higher Profit Margins
Faster Memory &
Computer PerformanceIP, Patents & Trade Secrets
Personnel
Nondilutive Support
Strong Visibility (MIT TR35)
UB & STOR Support
Raw Material Suppliers
Specially Engineered Equip.
OEM
Engineering Support
LEED & Energy-STAR Cert.
Tradeshows
Prototyping and Demos
Windows
Residential
Commercial
Auto
Interior Glass
Architectural Paints
Interior
Cool Roofing
Electronics
Cell Phones
Computers
Tablets
Flash Drives
OEM Distribution Chains
Contractors
Architects
Building Managers
Home owners
Retrofitting
Renovations
B2B Strategic Partnering with OEM
Personnel
Equipment, Tools, Raw Materials, Supplies, & Lab Space
Research & Development
Standardized Ratings
Proprietary Material Sales
IP Licensing
Engineering Services
Team 198
119. Market Size
Total Addressable Market – $172 Billion
• Total window and door sales worldwide
Serviceable Available Market – $29.5 Billion
• North American window
and door sales
Target Market – $6.6 Billion
• Green Windows & Doors
and Smart Glass Sales in
North America
Source - Custom Syracuse Report, Syracuse University New Technologies Law Center, 2013
Freedonia Research Report & bcc Research and Forecasting, 2010
Team 198
TAM
$172 Billion
120. First Hypotheses
Value Proposition – Energy Savings
• End users will pay for energy savings?
• Interview end users
Customer Segments
• Will OEMs partner with a startup on
new products?
• Interview OEMs and review past
behavior
Channels
• Are there any choke points between the OEM and end user?
• Investigate channels, i.e. architects, integrators, distributors
Revenue Model
• What premium will end user improved performance?
• Customer interviews
Team 198
Home Depot
121. Ecosystem – Version 1
SOLARMINDER
Materials
Eng. support
Glass Manufacturer
Integrator
Window Brands
- Retail outlets
- Homebuilders
- General contractors
HOMEOWNERS
- Const. Engineers
- Architects
BUILDING OWNERS
Residential Commercial
SOLARMINDER is a startup that seeks to license/partner with window manufacturers
to maximize (1) market penetration and (2) profit margins
Team 198
125. Customer Discovery
Team 198
Ryan McPhearson – Chief
Sustainability Officer
Albert Gilewicz – Associate Director
Utilities Operations
Ann Brozek – Sustainability Architect
Martha Bohm - Architect
Jennifer – Architect
Ray McGowan – Senior Program Manager NFRC
David Macleod – Principal at Cannon Design
Ron Foley – Head Engineer MaXPro Window Films
Joseph Murray – Ace Energy
Joanne – Sales at Old Castle Building Envelope
Bob – Artic Window Tinting
Woody Maggard – Former Ind.
Developer
126. Archetypes
Team 198
Customer OEM Archetypes
National – PPG, Guardian, ASG, MaXPro Window Films
International – CSR Australia, NSG (Pilkington)
Regional – Thompson Creek, Comfort Windows & Doors
Influencer Archetypes
Sustainability driven architects
Energy Consultants
Enduser Archetypes
High-end commercial buildings
often public
Commercial rehab and retrofits
138. Disruptive
Innovation
Continuous
Innovation
Lean Means Getting Out of Your Office
Horizon 2
Horizon 3
Speed &
Urgency
Lean
Steve Blank
• If you’re not talking to 100’s of customers, it’s not lean
• If you’re not building iterative and incremental minimum
viable products, it’s not lean
139. Managing Three Horizons of
Innovation - Current
Existing Business Model:
Process Innovation
Execute
New/Disruptive
Business Model
Search
New Opportunities via
Business Model Innovation
Execute/Search
Known
Unknown
Partially known
Lean Innovation Mgmt
Process
Mgmt
140. Managing Three Horizons of
Innovation - Goal
Existing Business Model:
Continuous Innovation
Execute
New/Disruptive
Business Model
Search
New Opportunities via
Business Model Innovation
Execute/Search
Known
Unknown
Partially known
Lean Innovation Mgmt
145. NASA/DOD Technology Readiness
Levels 3 & 4
Research to prove Feasibility
• Experimental proof of concept
• Breadboard validation in lab
Research
Concept
146. NASA/DOD Technology Readiness
Levels 5 & 6
Demo Prototype
• Breadboard validation outside the building
• System demo in real-world
Research
Concept
Demo
151. Investment Readiness Level
• A Formal Way to Quantify Relative Risks
• Data Driven
• Analog to NASA/DOD
Technology Readiness Level (TRL)
• Use IRL as a way to establish immediate
funding increments
164. Startups/New Corporate Initiatives
Start as Innovation Engines
New/Disruptive
Innovation
• Disruptive
• Business Model Innovation
• Better/faster/cheaper
• Innovation requires no restrictions
by plans, procedures or processes
• Success = finding a repeatable and
scalable business model
• Grows and scales
Steve Blank
165. Horizon 3
Horizon 3 Needs To Leave Home
Process
Innovation
Continuous
Innovation
Disruptive
Innovation
• Physically separate from
operating divisions
• Company Incubator, etc
• Their own plans, procedures, policies,
incentives and KPI’s
• They operate with speed and urgency
• Goal is to find a repeatable and
scalable mission model
Steve Blank
166. Success Creates “Debt”
Success creates
• Technical debt
• Organizational debt
• Refactoring “cleans up” debt
by restructuring it
Refactoring
Steve Blank
New/Disruptive
Innovation
167. Type of Innovation
Innovation Becomes Execution
Process
Execution
Disruptive
Innovation
• Success means scale
• Scale requires plans, procedures,
processes, incentives, KPI’s
• Innovation becomes execution
Refactoring
Group
Steve Blank
Continuous
Innovation
168. Horizon 3
Refactoring is an Integral Part of
Innovation
Process
Innovation
Disruptive
Innovation
• Horizon 3 takes shortcuts
• Technical shortcuts add up and
become what is called
Technical debt
• People/process shortcuts are
Organizational debt
• Refactoring “cleans up” debt by
restructuring it
• You need a process organization
dedicated to refactoring Horizon 3
projects
Refactoring
Group
Steve Blank
Horizon 1
169. Type of Innovation
Innovators Leave or Start New Initiatives
Process
Execution
Disruptive
Innovation
• Founders/early employees don’t
fit in execution organizations
• Short-sighted companies:
innovators leave
• Far-sighted companies: they
start the next cycle of innovation
Refactoring
Group
Steve Blank
Continuous
Innovation
Disruptive
Innovation
170. “Get to Yes”
Corporate support of Innovation in
All 3 Horizons
Process
Innovation
Refactoring
Group
Company
support orgs
Steve Blank
• Task Support Organizations to work inside Horizon 2/3
• Assign Finance, Legal, HR, etc.
• Job is helping all Horizon projects “get to yes”
• leverage existing assets and capabilities is critical
Disruptive
Innovation
171. Company Incentives & Goals
In support of Innovation in All 3 Horizons
Disruptive
Innovation
Steve Blank
• Companies operate on goals and incentives
• Incent mavericks, incent support, incent adoption
Process
Innovation
Refactoring
Group
Company
support orgs
172. Company Incentives & Goals
In support of Innovation in All 3 Horizons
Disruptive
Innovation
Steve Blank
• Company operates on goals and incentives
• Incent mavericks, incent support, incent adoption
If there are no Horizon 2/3 incentives in the company then
there is no real commitment to innovation
Process
Innovation
Refactoring
Group
Company
support orgs
173. Company Incentives & Goals
In support of Innovation in All 3 Horizons
Disruptive
Innovation
Steve Blank
• Company operates on goals and incentives
• Incent mavericks, incent support, incent adoption
If supporting Horizon 2/3 is not part of Company goals &
incentives then there is no real commitment to innovation
Process
Innovation
Refactoring
Group
Company
support orgs
Positive – Financial Awards, Performance
Bonuses, & Honorary Awards
Negative – You can lose product funding
174. Type of Innovation
Innovation Becomes Execution
Horizon 1 Adopts Horizon 2 & 3
Process
Execution
Steve Blank
Horizon 3
support orgs
Refactoring
Group
Continuous
Innovation
• Success means scale
• Scale requires plans, KPI’s
procedures, processes,
incentives
• Innovation becomes execution
Disruptive
Innovation
Horizon 2
Horizon 3
Horizon 1
175. Intrapreneurs are (Good) Rebels
Bad Rebels
Anger
Pessimist
Energy-sapping
Alienate
Problems
Vocalize Problems
Worry That
Point Fingers
Doubt
Social Loner
Assertions
Me-focused
Break Rules
Complain
Good Rebels
Passion
Optimist
Energy-generating
Attract
Possibilities
Socialize Opportunities
Wonder if
Pinpoint Causes
Believe
Social
Questions
Mission-focused
Change Rules
Create
Source: Carmen Medina www.rebelsatwork.com
176. Horizon 3 Protects Mavericks
Horizon 1 Fires Mavericks
• In Horizon 1
– Pains in the butt
– Always looking at something different
– Doesn’t get with the program
• In Horizon 3
– The head of your innovation project
– Invents your next capability
178. Shiny Objects
• Tech founder becomes enamored with new tech (shiny object)
• Company still dependent on Horizon 1 until new tech is adopted
Solution:
• Make sure that $’s, people, and infrastructure are in place to
cross the Tech Transfer “Valley of Death”
179. Leadership is Focused on Now
• Leadership managing for current business & quarterly earnings
• CEO and/or mgmt incentives all on current mission and goals
Solution:
• Align incentives
• Appoint a Corporate Chief Innovation Officer
180. Innovation Is a Buzzword
• Stop using it to describe everything
Solution:
• Use the Horizon 1, 2 & 3 metaphor
181. Failure is Career Retarding
• In a company a failed project is to be avoided at all costs
• In a Lean organization failure is part of the process
• Pivoting from a failure gets us learning
182. Bottleneck: The Intransigent Middle
Turning Go into No
• Top of the organization says, “Do it”
• Bottom of the organization
(innovators) ready to go
• Middle management kills it
– Actively
– Sabotage
– Benign Neglect
• Innovation programs die
Steve Blank
Innovation
Groups Ready
Middle Mgmt
Barrier
Executive
Buy-In
GO
NO
183. Why the Bottleneck?
• Threat
– Power, ownership, turf, prestige, pay
• Confused
– Job spec’s are still the same
– No training on how to support, participate
• No incentives to change behavior
• No penalty for ignoring it
Steve Blank
184. Sales Freezes Talking to Customers
• Sales says “no one can talk to our customers”
Solution:
• Customer Discovery is not pitching new products
Steve Blank
185. Engineering Is Not Talking to Customers
• Engineering believes innovation is about technology
Solution:
• Focus the organization on understanding customer problems
• Focus on solving current or future problems
Steve Blank
192. The Limits of Current Horizons
Develop-
ment
Research
Business
Units
Customers
Customers
Customers
Evangelos Simoudis/Steve Blank
Horizon 2
193. The Limits of Current Horizons
Develop-
ment
Research
Business
Units
Customers
Customers
Customers
Evangelos Simoudis/Steve Blank
• 90% of R&D dollars support existing products
• Research = adv development to support existing products
Horizon 1 & 2
195. The Limits of Current Horizons
Develop-
ment
Research
Business
Units
Customers
Customers
Customers
Evangelos Simoudis/Steve Blank
Horizon 3
196. Copyright 2016 Evangelos Simoudis
Research
Development
Business
Units
In most companies, Horizon 3 research $’s are
eliminated or outsourced
e.g., university funding, government labs consortia
Today R&D’s mission Has Changed
Horizon 3
198. Innovation Outposts
Bus Dev
Strategy
& Corp
Dev
Corp VC
Ecosystem
Specific
R&D
Corp
Incubators
Steve Blank/Evangelous Simoudis
Innovation Outpost
• Standalone unit for Horizon 2 and 3 innovation
• May contain as needed:
• Corp VC
• Incubator
• Specific R&D
• Bus Development
199. Innovation Outposts
Bus Dev
Strategy
& Corp
Dev
Corp VC
Ecosystem
Specific
R&D
Corp
Incubators
Business Units
Business Units
Business Units
Technology
innovations
Business problems
& context
Steve Blank/Evangelous Simoudis
Innovation Outpost
Business model & Technology Innovations
Spin ins
New
Business Unit
Startups
Startups
Startups
200. Innovation Outposts
Bus Dev
Strategy
& Corp
Dev
Corp VC
Ecosystem
Specific
R&D
Corp
Incubators
Business Units
Business Units
Business Units
Technology
innovations
Business problems
& context
Steve Blank/Evangelous Simoudis
Innovation Outpost
Spin ins
New
Business Unit
• Outposts operate under many degrees of freedom
• e.g., investments, incubation
• Launches many experiments (investments, incubated teams)
inexpensively to test out innovation-related hypotheses
201. Innovation Outposts – Moonshot Support
Bus Dev
Strategy
& Corp
Dev
Corp VC
Ecosystem
Specific
R&D
Corp
Incubators
Business Units
Business Units
Business Units
Technology
innovations
Business problems
& context
Steve Blank/Evangelous Simoudis
Innovation Outpost
Business model & Technology Innovations
Spin ins
New
Business Unit
• Moonshot = large commitment of resources for a Horizon 3 goal
• Requires H1 & H3 collaboration
202. New
Unit
New
Unit
As new business units created by the Innovation Outpost grow,
they hire employees with different culture than that of the H1
corporate parent
H1 Corporation
Existing
BU
Existing
BU
Outposts Change the Culture
New Employees
Evangelos Simoudis/Steve Blank
204. Summary
• Lean Innovation Management is not about efficiency
and innovation
• It’s about developing the capabilities necessary to
offset competitors who may have equal or better
technologies
• It’s how to integrate, build, and reconfigure internal
and external competencies to address rapidly
changing environments
• It’s about survival in the 21st Century
206. Removing the Bottlenecks
• Prove that this can work
• Then: Communicate, communicate, communicate
– Big idea – shared goal/mission
– Strategy – big picture of how the pieces work together
– Tactical implementation
• Update job specs to include innovation support
• Change incentives to include innovation support
• Shower those who came before with appreciation
• Support those who try and fail and try again
Steve Blank
207. How to Start an Innovation Engine- 0
• Reorganize around Mission + Innovation
• Each Horizon 1 division needs a Chief Innovation Officer
• Drives Continuous Innovation
• Finds Horizon 2 opportunities
• Starts and Funds 10x the new initiatives for MVP’s
• Company needs a COO of Innovation
• Runs/funds Horizon 3 incubators with I-Corps methodology
• Runs open innovation incubators
• Provides staff and infrastructure support for Divisional Innovation
Steve Blank
208. How to Start an Innovation Engine- 1
• Adopt Common Language: Horizons, Lean, Pivots, MVPs, etc.
• Identify Lean Innovation Vehicles
• R&D, Engineering, Incubators, Accelerators, etc.
• Adopt Lean Product Development: Digital Services Playbook..
• Adopt Lean Metrics: Hypotheses tested, Pivots, IRL, TRL, …
• Adopt Lean Funding: TRLs & IRL
• Adopt Lean Pedagogy: Lean LaunchPad/I-Corps
• Use Lean Mgmt processes
– Agree how to “Hand-off” and “scale” small efforts (hard)
– Develop organizational processes/procedures/incentives that support
innovation (hard)
Steve Blank
209. Start an Innovation Engine - 2
• Educate the company on Innovation
– Communicate goals
– Communicate process (hard)
• Everyone expects detailed specs like Horizon 1 - bad
– Consolidate innovation efforts (hard)
– Recruit teams (3-4 people)
– Recruit mentors - one per team (hard)
– Get divisional cooperation (hard)
– Train the Trainers
Steve Blank
210. Start an Innovation Engine- 3
• Design Programs
– Emphasis on speed, urgency, evidence, pivots
– 1½ day “Train-the-Trainers”
– 6/8-week “I-Corps” programs
– Investments and adoption of H1 and H2 by divisions
• Run Programs
Steve Blank
211. Start an Innovation Engine - 4
• Rally around a mission not theory
• Pick something everyone agrees is a good goal
and congruent with the company’s mission
• Legitimatize the need for exploration and
exploitation
Steve Blank
212. Start an Innovation Engine -5
• Leadership that is capable of managing the issues
associated with multiple simultaneous Horizons
– Resource allocation
– Incentives
– Etc.
• Needs to balance a culture of risk taking, speed =
mitigation, quick to opportunities, receptive to
innovation
Steve Blank