Tonight's event will include pizza and beer from 6:00-6:45pm, followed by introductions and a Lean Startup refresher presentation from 6:45-8:00pm with a question period afterwards. Upcoming meetups on April 18th and May 16th will feature different guest speakers. The document provides details on an event for a Lean Startup group including the agenda, upcoming events and contact information.
First lecture in a workshop on business model generation and technology startups. Focuses on the overall philosophy and the structure and nature of business models.
Henrik Berglund, Presentation at Venture Cup, feb 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
First lecture in a workshop on business model generation and technology startups. Focuses on the overall philosophy and the structure and nature of business models.
Henrik Berglund, Presentation at Venture Cup, feb 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
Real World Effective/Agile Requirements - IBM Innovate 2010 -sally elattaSally Elatta
This is the presentation I offered at the IBM 2010 conference around real world techniques and best practices for effective requirements gathering and release planning. Enjoy!
Top Ways Agile Adoption Fails, How to Avoid Them!Sally Elatta
This was a webinar I offered to discuss real world reasons behind Agile adoption failure and the success factors for avoiding them. You can watch the video of the webinar here:
Lumi Legend Corporation is a leading professional supplier dedicatedly engaged in designing, manufacturing and marketing flat panel TV mounts, TV stands as well as other mounting solutions for consumer electronics widely used in residential life and commercial activities.
A total number of LUMI product sort has already exceeded 1500, embracing Apple mounts, gaming mounts, flat panel LED/LCD/3D/Plasma mounts, loudspeaker mounts, AV component mounts, LCD desk mounts, flat panel TV stands & carts, projector brackets, projection screens along with AV accessories like cable management, TV screen cleaners, IR repeaters,
Yes, both of them are buzz words, but when you peel back the buzz, what is the true value that lies behind both of these methods? How do they compare and how do they differ? Most importantly, how can we bring about Agility to SOA projects and how can better architecture be applied to Agile projects? Me and Kyle also discussed some of the challenges with attempting iterative development on SOA projects and provided some ways both can leverage each other's strengths.
Want this seminar presented at YOUR organization? just email sally@agiletransformation.com
www.AgileTransformation.com
Good to Great: Achieving Product Excellence in Web 2.0 by Dan OlsenDan Olsen
Best practices in product management, UI design, product development, metrics, and optimization by Dan Olsen from Web 2.0 Expo NYC on September 18, 2008.
Apresentação do livro 'Quando Meninos Viram Homens', com ilustrações e fotos dos locais e personagens do mesmo. Romance durante a Imigração Italiana ao Brasil e Revolução Federalista 1893.
Real World Effective/Agile Requirements - IBM Innovate 2010 -sally elattaSally Elatta
This is the presentation I offered at the IBM 2010 conference around real world techniques and best practices for effective requirements gathering and release planning. Enjoy!
Top Ways Agile Adoption Fails, How to Avoid Them!Sally Elatta
This was a webinar I offered to discuss real world reasons behind Agile adoption failure and the success factors for avoiding them. You can watch the video of the webinar here:
Lumi Legend Corporation is a leading professional supplier dedicatedly engaged in designing, manufacturing and marketing flat panel TV mounts, TV stands as well as other mounting solutions for consumer electronics widely used in residential life and commercial activities.
A total number of LUMI product sort has already exceeded 1500, embracing Apple mounts, gaming mounts, flat panel LED/LCD/3D/Plasma mounts, loudspeaker mounts, AV component mounts, LCD desk mounts, flat panel TV stands & carts, projector brackets, projection screens along with AV accessories like cable management, TV screen cleaners, IR repeaters,
Yes, both of them are buzz words, but when you peel back the buzz, what is the true value that lies behind both of these methods? How do they compare and how do they differ? Most importantly, how can we bring about Agility to SOA projects and how can better architecture be applied to Agile projects? Me and Kyle also discussed some of the challenges with attempting iterative development on SOA projects and provided some ways both can leverage each other's strengths.
Want this seminar presented at YOUR organization? just email sally@agiletransformation.com
www.AgileTransformation.com
Good to Great: Achieving Product Excellence in Web 2.0 by Dan OlsenDan Olsen
Best practices in product management, UI design, product development, metrics, and optimization by Dan Olsen from Web 2.0 Expo NYC on September 18, 2008.
Apresentação do livro 'Quando Meninos Viram Homens', com ilustrações e fotos dos locais e personagens do mesmo. Romance durante a Imigração Italiana ao Brasil e Revolução Federalista 1893.
Workshop at Chalmers Innovation Startup Camp 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
How to Distribute and License Your App for Commercial Success - Dreamforce 20...Salesforce Partners
You've built a killer Force.com app, but how do you get it into the hands of prospects and customers? Come to this session to learn how ISVforce technologies enable you to distribute and license your Force.com commercial apps with ease. Learn how to configure and provision free trials for prospects, publish your app to the AppExchange, manage licenses with the License Management App, and more! This session is primarily for product managers, architects, and developers
Hans Arnouts: Product Management; Job or Profession
An open discussion on the need of making (software) Product Management a recognized profession instead of a painful job. Many peers in Product Management and Product Marketing share the same experience that it is tough to match the relevance of their job to the acknowledgement they perceive. Yet it is that same experience that proves the importance of well implemented Product Marketing and Product Management at successful software companies. In this session I want to share my vision and experiences with yours and investigate the need for more recognition of Product Marketing and Product Management as a true profession resulting in certified education, clear responsibility definitions, obvious career profiles and the first CPO, Chief Product Officer!
Dig, Set, Spike: What Volleyball Teaches us about Product Managment/Product M...ProductCamp Boston
ProductCamp Boston, April 2011 *********
Ten years ago during the Internet boom years I was invited by the business school I had graduated from over a decade earlier to be part of a marketing career panel with other alumni. In trying to explain the role of product marketing/product management to the MBA students (it is not really taught in b school), I used a volleyball analogy that seemed to help. I'd like to present that as well as lessons learned from 20 years in product marketing/product management...
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Armed with an engineering degree from Northeastern and a shiny new MBA from Harvard, I was unleashed upon the software industry 25 years ago. Since then, it has been a "never a dull moment" existence in the murky world between engineering and sales at startups and emerging growth companies in the greater Boston area: business cases, product launches, competitive battlecards, sales guides, acquisitions, an IPO, etc.
A quick introduction to Pollenizer.
How we work, who we work with and who we are.
Pollenizer helps build web businesses with technology and marketing.
For more information, go to;
http://pollenizer.com
Run Pathfinder, Chicago Lean Startup Circle, Lean Startup Challenge, work with a number of companies on innovation and new product development.
You need to come up with a plan that works before you can execute that plan
So you start with business model (which we’ll talk about a little later -
Great book by Alexander Osterwalder that talks about business models.
Two phases – a search phase, and an execution phase
I’m going to show you a couple of examples of startups that participated in this summer’s lean startup challenge.
Here’s a company 8 weeks in from their idea. The first two minutes are their pitch, so you get a sense, and the next 8 minutes describe their hypotheses and the experiments they ran. By the way, this company is profitable, has employees, and is growing nicely.
Another company in our competition last summer – Unbranded designs. Think of them as Threadless for furniture.
Their low fidelity MVP was just a clickable prototype on an iPad – walking consumers and designers through the process. When they got to the end, people pulled out their credit card, and they had to take the order off line. From that validation, they built a high-fidelity mvp.
Gastrohubs
GastroHubs was going to be like Mint.com for restaurants. Users enter in their menu items and break them down to the ingredient level. From there, they upload all of their food expenses and see how much each of their menu items cost them. This builds awareness and helps them manage their internal food costs.
But we didn’t build this product, we got out of the building and started talking to customers.We talked to restaurant owners, mangers, and executives to understand who are customers were, how much of a problem cost management was, and how they would use a solution like this.
In addition to this, we gauged interest by building a marketing site that represented the product, as if it actually existed. This site pitched the value propositions, how the product would work and allowed users to sign up.Then, we ran search-engine-marketing and email campaigns targeting our potential customers.
We learned quickly that this wasn’t a viable business. Through interviews, we learned that cost management was a concern, but it wasn’t a dire problemNot to mention that this was a crowded market with a lot of competitionAnd our marketing site only managed to get 1 restaurant to sign upHowever, we learned about their real concerns:Mainly, if they are getting a fair price on their food. This told us that it was time to pivot
It was time to pivot (and change our name)
So we became Cardoona
Cardonna originally was like GlassDoor.com for restaurantsUsers upload their invoices, telling us how much they paid for food.From there, they receive feedback telling them if they were paying too much.This builds awareness and gives them the information they need to better negotiate with their vendors.
Once again, we started by getting out of the building and interviewing more restaurant owners, managers, and executives.
In addition to this, we gauged interest by building another marketing site.And we kept the experiments the same, so we could measure our progress through cohort analysis.
And we were onto something. We learned that food costs were not only a dire problem, to some it was their top problem. We also learned that many restaurants wasted time determining the true cost of food themselves.AND, our marketing site was able to sign up 12 restaurants in one week!However, even though we gave them the information they wanted, they still needed to do negotiationsSo we would just be another step in what we learned was an arduous processSo we were on the right track, but…
It was time to iterate!
So we shifted our model to be likeOrbitz for restaurantsWith this model, we would partner with vendors and gather prices and product information.So, restaurants could discover new vendors, compare prices, and place orders from our site.Saving them from further negotiations and getting them the best price.
So we tested this idea by not only interviewing restaurants, but also vendors, to understand if they would be willing to partner with us.
In addition to this, we gauged interest by building another marketing site.But this time we were pitching our value propositions to vendors to see if they were interested in this idea.
In short, restaurants loved this idea, but vendors did not. They were notcomfortable giving out prices to just anybody. Our marketing verified this by not signing up a single vendor. And that’s because they needed to know more about the restaurant and wanted to quote them specifically.So we were getting closer, but once again…
It was time to iterate!
Which brought us to our current solution, which is a marketplace where restaurants specify what they want, how much they need, and when they want it. From there, they begin to receive quotes from multiple food vendors and can compare prices, make a choice, and place an order directly online.
And we have begun pitching this solution and so far the results look promisingRestaurants still likeVendors like itBoth sides are willing to pay for itAnd we are very excited about this…. Why?
You can apply the basic build-measure-learn loop anywhere you have uncertainty – where you have hypotheses and want to validate or invalidate them. Think about a technical spike – throwaway code …
Lots of ways of looking at innovation. We like to look at it this way. Opportunities for innovation and growth in all of these areas. But the biggest reward and biggest risks are in the top quadrant.
Collaborate and advise a couple of these. Largest scale process we’re involved with is at United Healthcare, where we’re implementing the model we’ve developed.
Using this approach inside the enterprise can be dangerous.
Startups are inherently high risk
Think about this as management of a portfolio. You invest some of your portfolio in new projects, and some for follow on.