CEED is launching a Go-to-market program I helped put together, focused on how to launch new products in a lean & agile fashion. Here's a brief introduction on what "lean & agile" is.
This document discusses a methodology for accelerating new businesses through four phases: idea stage, problem/solution fit, product/market fit, and scaling. It provides examples of methods that can be used in each phase, such as customer discovery, business model experiments, and growth hacking. Key performance indicators are also listed for tracking customer experience, business performance, and organizational learning at each stage of acceleration. The goal of acceleration is to help new businesses move faster through the phases to achieve a sustainable business model and reach the right markets.
This document discusses lessons learned from applying acceleration methodology to new product, service, and business incubation and acceleration in the ICT industry. It is based on 13 interviews and analysis of real-life projects. The lessons provide guidance on how software companies can apply acceleration principles in various business domains. Key takeaways include the importance of continuous customer discovery and problem validation, having committed people in the early idea stage, and recognizing that acceleration principles can be applied to both new and existing businesses. Ecosystem partners play a crucial role in scaling, and successful scaling provides resources to fund new ideas and businesses.
The document discusses five common reasons why new products fail and provides remedies. The five reasons are: 1) The product was not needed, 2) The market did not understand the value proposition, 3) The product did not work or deliver promised outcomes, 4) The business model did not support the effort, and 5) There were too many "me-too" projects and not enough innovative ideas. The remedies include using customer feedback, clearly defining value propositions, improving engineering processes, proving business models on a small scale first, and allocating resources to bolder innovations.
Smart Scaling - Presentation to Lean Startup Circle Montreal Nov 14 2017Davender Gupta
Davender Gupta is developping a strategic approach to help startups enter their first market and scale using Lean Startup principles. His approach reduces risk and accelerates progress while being agile and resilient.
This is a project he is working on as part of his Executive MBA course at McGill-HEC Montréal.
YouTube of the presentation: https://youtu.be/oMfXwXkrZhI
For more information: Davender Gupta davender@davender.com
This is a version of a work in progress
(c)2017 Davender Gupta. All rights reserved.
The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
The document discusses the opportunity process for entrepreneurs. It begins by defining an entrepreneur and discussing Thomas Edison's view of hard work and training. It then provides a test to determine if someone has entrepreneurial characteristics. The core of the opportunity process is outlined as: 1) Identifying the opportunity, 2) Determining capabilities, 3) Evaluating the opportunity, 4) Deciding to act or look elsewhere, 5) Writing a summary, and 6) Testing with customers and investors. Key aspects of evaluating an opportunity are determining if one has the capabilities and resources to pursue it. The document emphasizes finding opportunities by solving problems and emphasizes repeatedly identifying opportunities.
This document describes the "Sunshine Radiator" brainstorming tool for generating new product ideas. The tool involves:
1) Articulating the problem or opportunity at the center of the process.
2) Listing attributes associated with the problem and drawing them radiating outward.
3) Dissecting each attribute with more details and symbols.
4) Randomly selecting attribute pairs and asking how they could be combined, modified, or substituted to address the original problem.
5) Iterating the process of attribute combination, dissection, and clustering until the best solutions emerge.
This document discusses a methodology for accelerating new businesses through four phases: idea stage, problem/solution fit, product/market fit, and scaling. It provides examples of methods that can be used in each phase, such as customer discovery, business model experiments, and growth hacking. Key performance indicators are also listed for tracking customer experience, business performance, and organizational learning at each stage of acceleration. The goal of acceleration is to help new businesses move faster through the phases to achieve a sustainable business model and reach the right markets.
This document discusses lessons learned from applying acceleration methodology to new product, service, and business incubation and acceleration in the ICT industry. It is based on 13 interviews and analysis of real-life projects. The lessons provide guidance on how software companies can apply acceleration principles in various business domains. Key takeaways include the importance of continuous customer discovery and problem validation, having committed people in the early idea stage, and recognizing that acceleration principles can be applied to both new and existing businesses. Ecosystem partners play a crucial role in scaling, and successful scaling provides resources to fund new ideas and businesses.
The document discusses five common reasons why new products fail and provides remedies. The five reasons are: 1) The product was not needed, 2) The market did not understand the value proposition, 3) The product did not work or deliver promised outcomes, 4) The business model did not support the effort, and 5) There were too many "me-too" projects and not enough innovative ideas. The remedies include using customer feedback, clearly defining value propositions, improving engineering processes, proving business models on a small scale first, and allocating resources to bolder innovations.
Smart Scaling - Presentation to Lean Startup Circle Montreal Nov 14 2017Davender Gupta
Davender Gupta is developping a strategic approach to help startups enter their first market and scale using Lean Startup principles. His approach reduces risk and accelerates progress while being agile and resilient.
This is a project he is working on as part of his Executive MBA course at McGill-HEC Montréal.
YouTube of the presentation: https://youtu.be/oMfXwXkrZhI
For more information: Davender Gupta davender@davender.com
This is a version of a work in progress
(c)2017 Davender Gupta. All rights reserved.
The document provides a training manual on customer development with 14 rules or guidelines. Some of the key points covered in the rules include: conducting customer development outside the company by talking to potential customers to learn facts; pairing customer development with agile development to iterate based on customer feedback; embracing failure as part of the learning process through experiments and pivots; using a business model canvas to track hypotheses and iterate based on customer validation or rejection; and focusing on passion and speed in decision making. The overall message is that customer development is about turning hypotheses into facts through customer validation, which requires getting outside the building to interact with potential customers.
The document discusses the opportunity process for entrepreneurs. It begins by defining an entrepreneur and discussing Thomas Edison's view of hard work and training. It then provides a test to determine if someone has entrepreneurial characteristics. The core of the opportunity process is outlined as: 1) Identifying the opportunity, 2) Determining capabilities, 3) Evaluating the opportunity, 4) Deciding to act or look elsewhere, 5) Writing a summary, and 6) Testing with customers and investors. Key aspects of evaluating an opportunity are determining if one has the capabilities and resources to pursue it. The document emphasizes finding opportunities by solving problems and emphasizes repeatedly identifying opportunities.
This document describes the "Sunshine Radiator" brainstorming tool for generating new product ideas. The tool involves:
1) Articulating the problem or opportunity at the center of the process.
2) Listing attributes associated with the problem and drawing them radiating outward.
3) Dissecting each attribute with more details and symbols.
4) Randomly selecting attribute pairs and asking how they could be combined, modified, or substituted to address the original problem.
5) Iterating the process of attribute combination, dissection, and clustering until the best solutions emerge.
BA and Beyond 19 - Jonas Van Poucke - We stopped doing projectsBA and Beyond
Since the 50's people have used projects as a way to fund and organize software development. Teams are formed to work on temporary, development-focused projects which are approved though some sort of business case. The entire focus is on output: getting the project done in scope, in time and on budget. The rare project that meets these constraints can however still produce a crappy product: it does not achieve the necessary outcome (benefits to the user).
This is different with a product mindset. The focus is not on the output (getting features out), but on achieving the best possible outcome for the end user. A product mindset focuses on detecting and solving problems, and adapting when new ones emerge. Teams are given problems to solve instead of a list of solutions to implement. Product teams focus on maximizing customer value.
In this talk, I explain why we favor products over projects and delve deeper into the benefits and challenges of a product mindset.
This document outlines a value-based design process that focuses on outcomes and user needs. It involves conducting customer research, identifying problems and alternatives, developing value propositions and experiments to test assumptions, creating user stories and prototypes, and finally building the product and promotion. The goal is to deliver real value to clients by focusing on understanding user behaviors and needs rather than specific features, testing ideas quickly through experiments, and continuously learning and improving based on customer feedback.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Workshop 4; Turning your idea into a productGillian King
The document discusses various stages in developing a product idea into a tangible prototype or finished product. It covers initial mock-up and pre-production prototype stages, the benefits of prototyping for fundraising and commercialization, key considerations when working with developers or prototyping providers, and the importance of product testing and research before commercial launch. Various sources of public and private funding are also outlined to support prototype development, product design, and research and development activities.
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
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
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
Ken Sandy - Ten tips to lead as a PM through influenceProduct Anonymous
Product managers are under pressure to drive results, but cannot wield direct power or authority to achieve their objectives. If you don't know how to influence people at all levels of the organization, how will you create the best possible product? In this talk, Ken Sandy shares ten techniques from The Influential Product Manager that product managers can immediately apply at each stage of the product life cycle to achieve the best outcome for the customer and their organization.
ODI is an innovation process focused on customer outcomes rather than ideas. It links a company's activities to customer-defined metrics, with an 86% success rate of new products and markets. ODI helps companies ensure growth by making decisions based on understanding unmet customer needs rather than brainstorming ideas. Traditional innovation processes are broken because they focus on generating ideas without understanding customer needs, resulting in high failure rates of new products.
Slides Ladislav Bartos recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The last 10 years Product management went through some significant changes. The question is what can we expect to change the next 10-20 years and how to prepare for these changes?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
This presentation is a quick tutorial on the basic principles of the Lean Startup Method, a faster, better, cheaper way of developing new lines of business that originated in the Silicon Valley startup scene and is rapidly becoming a mainstream management technique.
You will also learn about Customer Problem Interviews, a technique for testing the most important assumption of your business model to quickly and inexpensively determine whether or not your business idea is addressing a problem people will spend money on to solve.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
1. The document discusses Exemplar Strategic Solutions, a company that helps other organizations succeed through strategic planning and implementation.
2. Exemplar believes strategic success comes from answering five questions: what, why, where, when and how. Exemplar then helps clients implement solutions to these questions.
3. Exemplar offers services including business strategy, marketing and branding, human resources, retail strategy, market research and more to help organizations strengthen their position in the market.
The document introduces Jobs-to-be-Done theory and Strategyn's Outcome-Driven Innovation process. It discusses how Strategyn helped Cordis Corporation increase its market share from 1% to 20% by understanding the job cardiologists needed to get done. This success led Strategyn to further develop its ODI process to help hundreds of companies discover customer needs and introduce successful new products and services. The document outlines key lessons learned from applying Jobs-to-be-Done theory and concludes that Strategyn's approach can improve a company's chances of success with new products five-fold.
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.
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
Innovation Framework Organisation Management Business Resources Corporate FunnelSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Innovation Framework Organisation Management Business Resources Corporate Funnel with well suited graphics and subject driven content. This deck consists of total of ten slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/33KRxtf
Streptococcus gordonii is an early colonizer in dental plaque formation. The study found that depletion of the amino acid arginine affected expression of over 400 genes in S. gordonii, around 20% of total genes. Genes involved in arginine biosynthesis, histidine biosynthesis, biofilm formation and polysaccharide transport were among those upregulated in response to arginine depletion. While some responses were general to depletion of various amino acids, others like downregulation of genes involved in binding and adhesion were specific to arginine depletion. This suggests arginine concentration may act as a signal for biofilm formation, and manipulating arginine metabolism could be a potential future target for controlling biofilms.
This document contains a summary of Zia Mehdi's work experience and technical skills. He has over 10 years of experience in cellular network optimization, including expertise in LTE, UMTS, GSM, and wireless technologies. His roles have included senior RF optimization engineer, 3G RNO, and LTE RF optimization engineer for various telecom companies in Saudi Arabia, Nigeria, Oman, UAE, and the United States. He is proficient in optimization tools from multiple vendors and has extensive experience monitoring and improving network KPIs.
BA and Beyond 19 - Jonas Van Poucke - We stopped doing projectsBA and Beyond
Since the 50's people have used projects as a way to fund and organize software development. Teams are formed to work on temporary, development-focused projects which are approved though some sort of business case. The entire focus is on output: getting the project done in scope, in time and on budget. The rare project that meets these constraints can however still produce a crappy product: it does not achieve the necessary outcome (benefits to the user).
This is different with a product mindset. The focus is not on the output (getting features out), but on achieving the best possible outcome for the end user. A product mindset focuses on detecting and solving problems, and adapting when new ones emerge. Teams are given problems to solve instead of a list of solutions to implement. Product teams focus on maximizing customer value.
In this talk, I explain why we favor products over projects and delve deeper into the benefits and challenges of a product mindset.
This document outlines a value-based design process that focuses on outcomes and user needs. It involves conducting customer research, identifying problems and alternatives, developing value propositions and experiments to test assumptions, creating user stories and prototypes, and finally building the product and promotion. The goal is to deliver real value to clients by focusing on understanding user behaviors and needs rather than specific features, testing ideas quickly through experiments, and continuously learning and improving based on customer feedback.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Workshop 4; Turning your idea into a productGillian King
The document discusses various stages in developing a product idea into a tangible prototype or finished product. It covers initial mock-up and pre-production prototype stages, the benefits of prototyping for fundraising and commercialization, key considerations when working with developers or prototyping providers, and the importance of product testing and research before commercial launch. Various sources of public and private funding are also outlined to support prototype development, product design, and research and development activities.
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
Product management boils down to owning the vision, design, and execution for your product. This presentation walks you through the roles and responsibilities of product managers and attributes of the most successful product folks.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
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
Ken Sandy - Ten tips to lead as a PM through influenceProduct Anonymous
Product managers are under pressure to drive results, but cannot wield direct power or authority to achieve their objectives. If you don't know how to influence people at all levels of the organization, how will you create the best possible product? In this talk, Ken Sandy shares ten techniques from The Influential Product Manager that product managers can immediately apply at each stage of the product life cycle to achieve the best outcome for the customer and their organization.
ODI is an innovation process focused on customer outcomes rather than ideas. It links a company's activities to customer-defined metrics, with an 86% success rate of new products and markets. ODI helps companies ensure growth by making decisions based on understanding unmet customer needs rather than brainstorming ideas. Traditional innovation processes are broken because they focus on generating ideas without understanding customer needs, resulting in high failure rates of new products.
Slides Ladislav Bartos recently used in his discussion w/ mentees of The Product Mentor.
Synopsis: The last 10 years Product management went through some significant changes. The question is what can we expect to change the next 10-20 years and how to prepare for these changes?
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
This presentation is a quick tutorial on the basic principles of the Lean Startup Method, a faster, better, cheaper way of developing new lines of business that originated in the Silicon Valley startup scene and is rapidly becoming a mainstream management technique.
You will also learn about Customer Problem Interviews, a technique for testing the most important assumption of your business model to quickly and inexpensively determine whether or not your business idea is addressing a problem people will spend money on to solve.
A massive introduction into Lean Product Design. This presentation will set you on track to start thinking lean from day one. Start creating your next online or mobile product using these techniques and tools.
1. The document discusses Exemplar Strategic Solutions, a company that helps other organizations succeed through strategic planning and implementation.
2. Exemplar believes strategic success comes from answering five questions: what, why, where, when and how. Exemplar then helps clients implement solutions to these questions.
3. Exemplar offers services including business strategy, marketing and branding, human resources, retail strategy, market research and more to help organizations strengthen their position in the market.
The document introduces Jobs-to-be-Done theory and Strategyn's Outcome-Driven Innovation process. It discusses how Strategyn helped Cordis Corporation increase its market share from 1% to 20% by understanding the job cardiologists needed to get done. This success led Strategyn to further develop its ODI process to help hundreds of companies discover customer needs and introduce successful new products and services. The document outlines key lessons learned from applying Jobs-to-be-Done theory and concludes that Strategyn's approach can improve a company's chances of success with new products five-fold.
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.
As products and technologies continue to evolve, so too does the role of Product Management. We take a look at what Product Management is in 2016 and also ask some product experts and influencers what it will look like in the future.
Innovation Framework Organisation Management Business Resources Corporate FunnelSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Innovation Framework Organisation Management Business Resources Corporate Funnel with well suited graphics and subject driven content. This deck consists of total of ten slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/33KRxtf
Streptococcus gordonii is an early colonizer in dental plaque formation. The study found that depletion of the amino acid arginine affected expression of over 400 genes in S. gordonii, around 20% of total genes. Genes involved in arginine biosynthesis, histidine biosynthesis, biofilm formation and polysaccharide transport were among those upregulated in response to arginine depletion. While some responses were general to depletion of various amino acids, others like downregulation of genes involved in binding and adhesion were specific to arginine depletion. This suggests arginine concentration may act as a signal for biofilm formation, and manipulating arginine metabolism could be a potential future target for controlling biofilms.
This document contains a summary of Zia Mehdi's work experience and technical skills. He has over 10 years of experience in cellular network optimization, including expertise in LTE, UMTS, GSM, and wireless technologies. His roles have included senior RF optimization engineer, 3G RNO, and LTE RF optimization engineer for various telecom companies in Saudi Arabia, Nigeria, Oman, UAE, and the United States. He is proficient in optimization tools from multiple vendors and has extensive experience monitoring and improving network KPIs.
AL-AJMI Transport is a leading land transportation company in the GCC that has been operating for over 40 years. It has a large fleet of over 800 trucks across branches in Saudi Arabia and Kuwait. The company focuses on safety, control, maintenance, and driver training. It transports a variety of goods for major clients like SABIC and Saudi Aramco.
The Tampa Bay Buccaneers social media plan aims to increase fan engagement on and off the field. It analyzes current social media performance and competitors, and outlines strategies for platforms like Twitter, Facebook, and Instagram. It establishes a social media team structure with roles like Community Manager and Social Media Manager. It also includes a social media policy and critical response plan to measure performance and address issues.
The document summarizes a presentation titled "Virtual Worlds & Business: What's The ROI?" given on March 10. It discusses various myths around virtual worlds, including that they are declining, have no users, users don't spend much time, and are only for kids or games not business. It then outlines several virtual world marketing models used by businesses, such as static advertising, promotions, virtual goods, dynamic in-world advertising, branded spaces, and virtual worlds created for advertising.
This document proposes SAeroRP, a secure routing protocol for aeronautical ad-hoc networks (AANETs). It summarizes the challenges with traditional IFF systems and the AeroRP protocol. SAeroRP aims to provide confidentiality, authentication, and integrity for geolocation information and data packets. It uses X.509 for authentication and key transport and AES-GCM for authenticated encryption. Simulation results show that SAeroRP resists black-hole and fake ground station attacks with a slight increase in processing time and bandwidth compared to the insecure AeroRP protocol. Future work includes studying other node mobility models and more complex network configurations.
Measuring something accurately requires establishing clear metrics. This document seems to raise the question of how to properly quantify or evaluate a particular subject without providing enough contextual information to answer specifically. In just a few words, it asks how results or progress can be determined for an undefined task.
This presentation summarizes a vertical image search engine that integrates text and visual features to improve image retrieval performance. The system architecture includes a crawler, preprocessor, and search interface. It represents keywords in visual feature space, weights visual features based on their relevance to keywords, and generates a visual thesaurus. The algorithm optimizes weight vectors, analyzes feature quality, and expands queries during search. Key modules are the user interface, parser, image processor, and crawler. In conclusion, combining text and visual features allows the system to select meaningful features that reflect user intentions for effective vertical search.
Los elementos constitutivos de los contratos son el consentimiento, la capacidad, el objeto y la causa. El consentimiento se produce mediante la oferta y aceptación entre las partes. La capacidad se refiere a la aptitud legal de las personas para ser titulares de derechos. El objeto es la acción positiva o negativa que una parte se compromete a realizar. La causa puede ser natural, como en una compraventa, o accidental, según lo acuerden las partes. Los vicios del consentimiento como el error, dolo o violencia pueden invalidar un contrato.
The document discusses various techniques for combining sentences, including using key words, phrases, compound subjects/verbs, and longer sentence structures. Some examples provided are combining sentences with adjectives like "Kelly's beaded necklace sparkles", with adverbs as in "Tomorrow I am going to a sleepover", and using phrases such as "Mrs. Brown, our next-door neighbor, makes the best cookies on the block." The techniques of combining sentences can make writing more detailed and cohesive.
The document describes the GROW model for peer coaching sessions between fathers and a peer coach. The GROW model structures the coaching session into four sections: Goals, Reality, Options, and Way Forward. It provides guidance for discussing each section, including asking questions to help the father identify goals, assess his current situation and challenges, brainstorm potential options, and develop a concrete action plan. The document also includes materials for role-playing a mock coaching session and evaluating the peer coach's use of the GROW framework.
Senior Software Engineer - Embedded Networks - San JoseAshok K DL
Happiest Minds is Hiring! Urgent – San Jose, CA
Please Inbox resumes to me at the earliest.
Applicants without valid work authorization will not be entertained.
This 5-day lesson plan aims to teach students about letter writing. Over the course of the week, students will learn the parts of a letter, styles of letter writing, and common types of letters. They will also learn abbreviations frequently used in letters. By the end of the lesson, students will be able to identify letter components, understand letter purposes, and create their own letter using the proper format.
This document provides an overview of Lean Startup principles as presented by Ryan D. Hatch. It discusses key Lean Startup concepts like building an MVP to test assumptions with customers, conducting problem and solution interviews to gain customer commitment and feedback, and developing a scalable business model. It warns against common startup myths like thinking you just need to execute a plan or scale prematurely without validating the business model. The overall message is that startups should use Lean principles to rapidly test ideas with customers and pivot as needed to find product-market fit before attempting large-scale growth.
This document outlines Ryan D. Hatch's approach to lean startup. It discusses discovering customer problems through interviews, developing minimum viable products to test solutions, and iterating based on customer feedback to build scalable business models. The goal is to fail fast by continuously validating hypotheses and pivoting or persevering based on learning. Metrics like customer acquisition cost and revenue per customer are used to determine if the business model is viable. The overall message is that startups should sell early, involve customers, and treat the process as discovery to build sustainable businesses.
This document provides information about building a startup and lean startup methodology. It includes:
1) An overview of the Lean Startup Dublin Meetup group which discusses topics like lean startup, agile, and crowdfunding.
2) Details of a new Lean Startup for Enterprise Meetup group focused on topics for growing enterprises.
3) An explanation of the Lean Launchpad program which helps entrepreneurs increase their chances of success.
4) A description of the importance of observing customers and associating to gain insights through unexpected connections.
From a concept to viable business — How do we know if we are building the rig...Marko Taipale
This document discusses building the right product by focusing on problem/solution fit, business model/market fit, hypothesis/experiment fit, and user needs/service fit. It emphasizes the importance of validating your concepts by talking to customers and measuring results rather than assuming you know requirements. The key steps outlined are drawing a business model canvas, stating hypotheses to test, and getting customer feedback through discovery and validation. Pivoting based on learnings is important rather than prematurely scaling execution without verifying the business model. Overall the message is to interface business, design and engineering to create successful businesses by making the business the driver.
Slides David Shoenberger recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Summary of the book Lean Startup by Eric Ries, plus comments from User Centered Design.
Resumen del libro Lean Startup de Eric Ries, mas comentarios de User Centered Design como contrapunto.
This document contains notes from a presentation by Julee Everett on product discovery and validation. Some key points include:
- Products must solve problems for customers and validate value through measurable outcomes.
- Vision, Value, and Validation are important frameworks, where vision is what is wanted, value is the outcomes created, and validation measures those outcomes.
- Discovery starts by understanding customer problems and values through techniques like interviews, prototypes, and experiments rather than inside-out product development.
- Experiments like Wizard of Oz testing, paper prototypes, landing pages, and working prototypes can test assumptions with users before significant effort is spent.
- Opportunity Solution Trees can help frame problems, generate ideas, and define outcomes to focus product
This document provides an overview of the Lean Startup methodology for developing new products and services. It discusses key principles like building-measuring-learning loops, validated learning, minimum viable products, and pivoting. The challenges of applying lean startup include attitude and organizational fit. Benefits include improved communication, multiple attempts at goals, and better understanding of failures. The conclusion emphasizes thinking big but starting small, prioritizing customer understanding over premature building, and testing business models through early customer feedback.
This document discusses using a business value model to guide decisions. It explains that a business value model considers the purpose of a project, potential costs and benefits, and other factors to determine if a project is worth pursuing. It provides guiding questions to help estimate costs and benefits, understand uncertainties, and measure how a project achieves business objectives. The model is meant to start a conversation, not provide a single calculation, and the analysis should be revisited over time as assumptions change. Regularly asking if a project is still worth pursuing can help determine if the approach should be modified or cancelled.
This document provides an overview of how to build a startup presented by Raomal Perera. It discusses identifying problems worth solving, defining minimum viable products, validating solutions qualitatively and quantitatively, and the importance of customer development. It emphasizes getting outside the building to test hypotheses with customers rather than relying only on internal assumptions. Business model canvases and customer archetypes are presented as tools to help organize thinking and guide customer interactions.
This document provides an overview of the Stage-Gate idea-to-launch model for managing product innovation. It describes Stage-Gate as a proven approach that transforms organizations' best new ideas into winning new products. Companies that implement Stage-Gate successfully see higher success rates of 63-78% compared to 24% for poor performers. The document outlines five proven drivers of success for Stage-Gate processes: having a customer-driven focus, conducting strong upfront activities, implementing tough Go/No Go decision points, utilizing truly cross-functional teams, and ensuring top management involvement. It positions Stage-Gate as the industry standard for managing new product innovation excellence.
In April 2012, Brain Mathews asserted in his white paper that libraries need to “Think Like a Startup." But how do startups think? If we are going to emulate startup culture, then we have some learning to do. This interactive session will tackle the build-measure-learn cycle, validated learning, iterative design, continuous improvement, and other components of lean thinking. We'll underscore the importance of hands-on development, prototyping, and hypothesis testing. Come join the conversation and help make entrepreneurial thinking a habitual part of our practice and profession. Presented by M.J. D'Elia & Helen Kula.
This document outlines an 11-step process for developing an app using design thinking principles. It discusses defining the problem, envisioning potential solutions, refining options through prototyping and user testing, and ultimately selecting a final solution. The key steps involve understanding the current reality, brainstorming what could be through concepts and business models, testing ideas through pretypes and experiments, and iterating based on feedback to identify the best option to implement. Design thinking is presented as a human-centered approach to problem-solving that generates innovative solutions through empirical means.
How to build a startup new frontiers 2017Raomal Perera
This document provides an overview of strategy and business models for a startup module. It introduces concepts like identifying customer problems, developing minimum viable products, and qualitatively and quantitatively validating solutions. It discusses frameworks like the business model canvas and value proposition canvas that can be used to organize thinking and gather customer feedback. Finally, it covers examining the business environment including trends, market forces, macroeconomic factors and industry forces that influence business models. The goal is to help students build successful startups by first discovering problems and then inventing, designing and building business models to solve them.
When you need to compete on innovation rather than efficiency.
SUMMARY:
The confluence of two fundamental conditions is required to meaningfully spark the types of insights that drive your strategy and create viable products:
* Knowledge
* Imagination
This is being “innovation ready” and is essential to develop smart, thoughtful products that users want and customers will buy.
There are multiple frameworks and theories on product development. Some of the most astute and popular that have shaped our way of thinking and better enabled the start-up and large enterprise alike are:
* Lean Start-up
* Design Thinking
* Jobs-to-be-Done (JTBD)
* Agile
Extending on the collective wisdom of these frameworks, Innovation Ready focuses on the specific conditions necessary to develop the informed insights that drive meaningful product strategy. It's these moments of inspiration that ultimately shape and form our work and, at a minimum, de-risk our product development activities, but more boldly, enable us to deliver the next breakthrough product.
Table of Contents:
Foundation: Problem | Solution | Product
User Problem
Innovation Ready
Building Your Knowledge
User & Customer Needs
Market Dynamics
* Existing Solutions
* Behavior Analytics
* External Constraints
* Secondary Research/ Market Trends
Imagination
Business Model
* Lean Canvas
* Market Size
Iterating & Ideating Your Product
* Plan & Test
* Collect & Learn
* Ideate & Evolve
Minimum Viable / Lovable Product
Evaluation Checkpoints
Product-Market Fit
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The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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9. Are you solving a real problem? Would anyone be
interested in your solution?
Discovery Founding team formed, customer interviews, value
proposition, minimum viable product.
10. Are you solving a real problem? Would anyone be
interested in your solution?
Discovery Founding team formed, customer interviews, value
proposition, minimum viable product.
Early validation that people are interested in your
solution through exchange of money or attention.
Validation Refine features, initial user growth, metrics & analytics
implementation, first key hires, pivots, product market fit.
11. Are you solving a real problem? Would anyone be
interested in your solution?
Discovery Founding team formed, customer interviews, value
proposition, minimum viable product.
Early validation that people are interested in your
solution through exchange of money or attention.
Validation Refine features, initial user growth, metrics & analytics
implementation, first key hires, pivots, product market fit.
Refine business model, optimize customer acquisition
process.
Efficiency Conversion funnel optimization, viral growth, repeatable
sales process, scalable acquistion channels.
12. Are you solving a real problem? Would anyone be
interested in your solution?
Discovery Founding team formed, customer interviews, value
proposition, minimum viable product.
Early validation that people are interested in your
solution through exchange of money or attention.
Validation Refine features, initial user growth, metrics & analytics
implementation, first key hires, pivots, product market fit.
Refine business model, optimize customer acquisition
process.
Efficiency Conversion funnel optimization, viral growth, repeatable
sales process, scalable acquistion channels.
Step on the gas peddal.
Massive customer acquisition, back-end scalability, first
Scale executive hires, processes implementation, departments
formed.
If you’re a CEED alumni, chances are you have seen this picture before. It’s the organisation lifecycle, very similar to a human lifecycle. But unlike humans, companies don’t have to die. The challenge is to reach prime, the fountain of youth, and stay there. This means keep innovating and launching new products.\n
New products are innovations. Too often people are taught that innovation happens in a black box, you just have to set up the right environment.\nBut what’s more important actually, is what happens after innovation happens. Do we give it a chance or we kill it with analysis and forecasting.\n
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Manufacturable product vs marketable product.\n
Research (Blackbox, Berkeley, Stanford) of 650 startups is the source for the startup lifecycle, which is focused more on product development stages, rather than organisation growth. It helps plan and launch a new product and learn from the market feedback.\n
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A startup is a catalyst that transforms ideas into products.\nIdeas come as visions and have many uknowns. \n\nThe most important thing is to start testing your assumptions as soon as possible. We test them by conducting experiments and use the findings to incrementally improve the product.\n
Managing a startup is like driving a car. You have the steering wheel in your hands, so you dont need to plan every detail of your route, how fast you will be going, when you will be driving on the driving lane and fast lane etc. It’s important to know the destination and have an idea how to get there. Then use the wheel to adapt to the circumstances.\nIt’s more important to set up the Build, Measure, Learn loop as soon as possible.\n
Managing a startup is like driving a car. You have the steering wheel in your hands, so you dont need to plan every detail of your route, how fast you will be going, when you will be driving on the driving lane and fast lane etc. It’s important to know the destination and have an idea how to get there. Then use the wheel to adapt to the circumstances.\nIt’s more important to set up the Build, Measure, Learn loop as soon as possible.\n
In entrepreneurship we can “try and see what happens”. That the “just do it” school of thought. If the goal is to see what will happen, you will always succeed - in seeing what happens.\nIt’s better to take a more scientific approach. An experiment is conducted by setting a hypothesis that makes predictions about what is supposed to happen and then testing that hypothesis. \n
Too much planning will paralyze you, but too little leads to failure. So after setting the initial assumptions we need to jump to the Build phase as soon as possible and start testing assumptions.\nA useful tool is the MVP, which helps us balance the analytical and just-do-it principle. The MVP is the smallest set of features that still clearly distinguishes your product and provides value to the customer, but what’s also important is that it tests your main hypothesis. The idea is to start learning as soon as possible, without delay. The product doesn’t have to be perfect, the early adopters will use it anyway, if it solves their problem.\n
Too much planning will paralyze you, but too little leads to failure. So after setting the initial assumptions we need to jump to the Build phase as soon as possible and start testing assumptions.\nA useful tool is the MVP, which helps us balance the analytical and just-do-it principle. The MVP is the smallest set of features that still clearly distinguishes your product and provides value to the customer, but what’s also important is that it tests your main hypothesis. The idea is to start learning as soon as possible, without delay. The product doesn’t have to be perfect, the early adopters will use it anyway, if it solves their problem.\n
Zappos case: they wanted to sell shoes online, but before they started buying stock, investing in warehouses and employees, they went to the local shoe stores, took pictures of shoes and put them online. When customers bought them, they would go buy them from the local store and send them to the customer. They proved that people are willing to buy shoes online. Then they started testing hypotheses about customer experience, communication, payments, returns policies etc. In 2009 they were acquired by Amazon for $1.2 bn.\n
Does success mean finishing the project on time and on budget? What if we were building something that nobody wanted? Does it matter if we finished on time and on budget?\nUnder that premise, success is achieved if people have work to do, everything else depends on how good and smart the person who planned the product is. If we took a wrong turn, we will at least have learned something, right?\nBut isn’t learning just an excuse for failure of execution?\n
Validated learning is not just after-the-fact rationalization or a good story designed to hide failure. It’s a process of empirically demostrating that a team has discovered valuable truths about its customers. Any activity that doesn’t lead to better understaning customers is waste. Validated learning means getting empirical data collected from real customers.\n