My presentation for the Pioneers Unplagged conference in Wrocław (2013). Talking about the simple approach to the building the startups, validating the ideas to not build the wrong thing and my story of failures in that... lot's of failures :)
Where does the Business Analyst fit into Agile - 1stConf presentation - 16-03...Ryan McKergow
There are a lot of statements that claim that Business Analysts are not needed in Agile or that there is no planning or documentation. However, this is absolutely not the case! Andrew Thorpe and Ryan McKergow will explain how all the essential Business Analysts competencies are still applicable and important within Agile, what are the values and behaviours that an Agile Business Analyst will need to embody, and what the day in the life of an Agile Business Analyst looks like.
Change can happen NOW - ICF conference 7.2015Petra M
The document discusses enabling change and discusses insights that can create "before" and "after" perspectives. It discusses enlarging one's confidence zone and providing chances for change when there is discomfort with the current situation and attractiveness of a new vision. Next steps must be clear and the cost of change outweighed. Training in solution focused coaching is also mentioned.
10 new things we need to know as communication leaders after my trip to San F...Hanson Hosein
In November 2013, I attended GigaOm's Roadmap 2013 ("The Intersection of Design & Experience) in San Francisco. It featured high level talks with tech leaders, including the founders of Twitter, Tinder and Instagram. I also enjoyed a tour of Facebook HQ, thanks to a former student of mine. Rather than blog my findings, I decided to go visual and list them in a presentation.
Building a successful business is every entrepreneur's goal - but only 1 in 12 succeed. Why do startups fail? The Startup Genome project analyzed data from 3,200 companies and came up with some answers. At the core of any successful business are two things: a good product and a large market for that product. In other words, a startup should be able to scale. And to scale properly, it must balance the growth of five core dimensions: customers, product, team, business model, and funding. The dominant reason for failure: premature scaling of one or more of those dimensions. View the infographic for more!
The document discusses the Lean Startup methodology for building startups with a focus on minimizing risk through continuous experimentation and customer feedback. It outlines some key principles of the Lean Startup approach, including conducting customer development to test hypotheses, developing products through small batches and continuous deployment, using A/B testing and metrics to validate learning, and applying root cause analysis through the Five Whys technique. The overall goal is to shorten feedback loops and learn faster in order to accelerate progress and reduce the risk of failure that plagues many startups.
This document provides tips for starting a successful startup based on common reasons why startups fail. It discusses that the top reasons for failure are lack of product/market fit, running out of money, and having the wrong team. To avoid failure, startups should realize that the business model is the product, that product failure is part of the process, and the goal is to quickly achieve product/market fit. It also emphasizes that people and cash flow management are critical factors. The document recommends developing an MVP to test the product fit, being willing to pivot the product as needed, and obtaining frequent customer feedback to guide the business model.
Startups often fail for several reasons including launching for the wrong motivations, poor management, insufficient funding, choosing the wrong location, lack of proper planning, overextending too quickly, and ineffective marketing. The document outlines 7 common reasons why startups fail such as starting for the wrong reasons, poor management, insufficient capital, poor location choice, lack of planning, over expansion, and poor marketing.
This document discusses why startups fail and how to build a successful startup. It identifies the main internal causes of startup failure as issues with the market, product, or entrepreneur. External causes include environmental changes. The document provides tips for startups such as committing to the venture, thoroughly preparing, focusing on product-market fit, delivering a great product, failing fast, and managing fundraising effectively. The overall message is that by avoiding common pitfalls, startups can thrive where others have failed.
Where does the Business Analyst fit into Agile - 1stConf presentation - 16-03...Ryan McKergow
There are a lot of statements that claim that Business Analysts are not needed in Agile or that there is no planning or documentation. However, this is absolutely not the case! Andrew Thorpe and Ryan McKergow will explain how all the essential Business Analysts competencies are still applicable and important within Agile, what are the values and behaviours that an Agile Business Analyst will need to embody, and what the day in the life of an Agile Business Analyst looks like.
Change can happen NOW - ICF conference 7.2015Petra M
The document discusses enabling change and discusses insights that can create "before" and "after" perspectives. It discusses enlarging one's confidence zone and providing chances for change when there is discomfort with the current situation and attractiveness of a new vision. Next steps must be clear and the cost of change outweighed. Training in solution focused coaching is also mentioned.
10 new things we need to know as communication leaders after my trip to San F...Hanson Hosein
In November 2013, I attended GigaOm's Roadmap 2013 ("The Intersection of Design & Experience) in San Francisco. It featured high level talks with tech leaders, including the founders of Twitter, Tinder and Instagram. I also enjoyed a tour of Facebook HQ, thanks to a former student of mine. Rather than blog my findings, I decided to go visual and list them in a presentation.
Building a successful business is every entrepreneur's goal - but only 1 in 12 succeed. Why do startups fail? The Startup Genome project analyzed data from 3,200 companies and came up with some answers. At the core of any successful business are two things: a good product and a large market for that product. In other words, a startup should be able to scale. And to scale properly, it must balance the growth of five core dimensions: customers, product, team, business model, and funding. The dominant reason for failure: premature scaling of one or more of those dimensions. View the infographic for more!
The document discusses the Lean Startup methodology for building startups with a focus on minimizing risk through continuous experimentation and customer feedback. It outlines some key principles of the Lean Startup approach, including conducting customer development to test hypotheses, developing products through small batches and continuous deployment, using A/B testing and metrics to validate learning, and applying root cause analysis through the Five Whys technique. The overall goal is to shorten feedback loops and learn faster in order to accelerate progress and reduce the risk of failure that plagues many startups.
This document provides tips for starting a successful startup based on common reasons why startups fail. It discusses that the top reasons for failure are lack of product/market fit, running out of money, and having the wrong team. To avoid failure, startups should realize that the business model is the product, that product failure is part of the process, and the goal is to quickly achieve product/market fit. It also emphasizes that people and cash flow management are critical factors. The document recommends developing an MVP to test the product fit, being willing to pivot the product as needed, and obtaining frequent customer feedback to guide the business model.
Startups often fail for several reasons including launching for the wrong motivations, poor management, insufficient funding, choosing the wrong location, lack of proper planning, overextending too quickly, and ineffective marketing. The document outlines 7 common reasons why startups fail such as starting for the wrong reasons, poor management, insufficient capital, poor location choice, lack of planning, over expansion, and poor marketing.
This document discusses why startups fail and how to build a successful startup. It identifies the main internal causes of startup failure as issues with the market, product, or entrepreneur. External causes include environmental changes. The document provides tips for startups such as committing to the venture, thoroughly preparing, focusing on product-market fit, delivering a great product, failing fast, and managing fundraising effectively. The overall message is that by avoiding common pitfalls, startups can thrive where others have failed.
This document provides advice for startup founders on how to avoid failure. It recommends that founders remove real pain points for customers as their driving problem, have a visionary leader with passion and drive, build a strong founding team, establish an advisory board and mentors, cultivate a positive company culture, properly form their company and manage contracts, recognize that the initial idea is just the start and must evolve, identify and protect intellectual property, create a business plan and roadmap, understand that competition can be beneficial, become experts in their industry, prioritize content marketing, nurture important relationships, maintain healthy skepticism, start small and prove concepts before major growth, pursue focused funding, and have fun while doing it.
2009_06_08 The Lean Startup Tokyo editionEric Ries
The document discusses the Lean Startup methodology for building startups. It describes how most startups fail due to making assumptions without validating them with customers. The Lean Startup approach advocates for continuous customer feedback through short development cycles, rapid experimentation, and measuring what customers actually do rather than what they say. This allows startups to continually learn and adjust their product to fit the market.
Rockit Summit, Sergiu Matei - Why Startups Fail And What You Can Do To Incre...Rockit Conference
This document discusses 5 questions that founders should ask themselves to help their startup succeed: 1) Why now? 2) Why you? 3) Why will customers buy? 4) Is the market viable? 5) Why? It provides advice and tools for each question, such as using market research to understand timing, and the "Hedgehog Concept" to determine strengths. Common reasons for startup failure include no market need, running out of cash, and having the wrong team. The document emphasizes that startups don't truly fail if founders don't give up.
The document discusses the Lean Startup methodology for building startups. It advocates for continuous customer feedback through minimum viable products, rapid experimentation via split testing, and addressing problems through root cause analysis using the Five Whys technique. The Lean Startup approach aims to shorten development cycles and learn quickly through frequent releases and measurement in order to improve the chances of success for startups.
HAVARD BUSINESS SCHOOL : The Lean Startup strategy ATUL RAJA
Most startups fail for want of a FAST go to market strategy; Harvard Professor Eisenmann in his new course introduced “Minimum Viable Product" (MVP) and "Product Market Fit (PMF)
methodologies that have proven successful for many young high-tech companies.
The document discusses challenges facing startups in Kerala and proposes solutions. It notes that the author failed with two previous startup attempts in Kerala. It argues that copying Silicon Valley's model is not feasible and that Kerala should instead look to Israel's successful startup ecosystem. The document advocates for education reform to promote entrepreneurship, a single window agency to oversee startup policies, a state entrepreneurship cell, and greater involvement from Kerala-based corporations to support the local startup scene. It concludes by outlining a four-point plan and calling for action to make Kerala more startup-friendly.
The document lists 15 reasons why most startups fail, as analyzed by Market Analyst LLC. It explores common problems startups encounter such as running out of cash, not having a solid business plan, poor marketing strategies, and lack of the proper team. The document aims to help new businesses avoid these pitfalls and succeed by learning from what causes others to fail.
5 main reasons why startups fail (infographics)Asad Ali
New startups often fail for several reasons: (1) they lack concrete planning and guidance for daily operations, instead relying on gut feelings; (2) they have limited business opportunities because they do not collaborate with others and are too egotistical to accept outside opinions; (3) they lack knowledge in key areas like focusing their niche, managing employees and finances, reaching customers; (4) they lack long-term vision and focus only on short-term gains; (5) they give up too early when challenges arise rather than working to overcome problems.
2010 05 03 Lean Startup Intensive At Web 2 0 Expo Welcome By Eric RiesEric Ries
This document provides an introduction to the Lean Startup Intensive workshop. It discusses key concepts of the Lean Startup methodology including minimizing time in the build-measure-learn feedback loop through frequent experimentation and pivoting if needed. The goal of a startup is validated learning about customers rather than delivering products, as the problem and solution are initially unknown. Myths about Lean Startups are also debunked, clarifying that it is about speed not costs, applies to all industries, and drives vision through rigorous customer testing rather than replacing it.
Startups primarily fail because the vision of the founders, leaders and the team does not match reality. That's why we continue with our projects independent of market fit, when the technology isn't really ready, or there are clear competitive disadvantages.
This deck introduces the idea of matching vision with reality, and outlines seven classic ways that startups fail.
This document discusses the Lean Startup methodology, which advocates for an iterative process of developing minimum viable products (MVPs), getting customer feedback, and pivoting if needed to have the highest chance of success. It notes that most startups fail because they don't iterate based on learning, assume they know what customers want, or waste time building products without feedback. The Lean Startup process aims to reduce waste and uncertainty through validated learning from MVPs and constant adjustment based on feedback.
What are the top reasons your startup Is doomed to fail? Answers vary and originate mostly from investors and startup founders, people who have come face to face with startup failure at least once in their lives...
The document lists 10 purported reasons to not adopt a "Lean Startup" approach and one reason why it may make sense. It then provides an explanation of why risk mitigation in early stage tech startups necessitates the Lean Startup/Customer Development approach of simultaneously solving the unknown problems and solutions through iterative customer feedback. Resources for learning more about Lean Startup and Customer Development methods are listed at the end.
This document summarizes 7 common mistakes that managers make. The first mistake is taking things too personally and misinterpreting feedback as personal criticism rather than objective evaluation. The second mistake is working with the wrong people by hastily hiring friends of friends without properly vetting their qualifications. The document then lists 5 additional mistakes managers make and how to avoid them in order to be more effective and less stressed in their roles.
Jim works at a company that has undergone many reorganizations without improving. Lean management principles and defining learning streams through techniques like A3 thinking and popcorn boards can help organizations experiment and improve more rapidly. Understanding customer's "jobs to be done" rather than just their expressed needs allows companies to develop more innovative solutions and avoid disruption.
This document summarizes 5 ideas for marketing emails that can be used right away. The ideas include: 1) Asking readers what keeps them up at night and addressing that concern. 2) Piggybacking off a book the author has read to introduce a relevant topic. 3) Discussing lies that are told in the author's industry to position himself as trustworthy. 4) Explaining a personal "eureka moment" to engage readers with a story. 5) Commenting on industry gossip to remind readers that large companies like Google act in their own interests. The document provides examples for each idea and concludes by encouraging readers to make the most of their email lists.
1) Laying a strong foundation for an organization requires establishing a clear corporate mission, collective vision, and flexibility to change over time.
2) The corporate mission should define the organization's objectives for both the short and long term in a practical way that all members can understand and relate to.
3) A collective vision that is shared by all members can lead to collaborative thinking and learning across the organization and avoid rigid perspectives.
Mark Stelzner presented to the Wisconsin State Council SHRM on the future of HR. He outlined 3 potential paths for HR: doing nothing and maintaining the status quo; breaking HR apart and outsourcing functions; or radically transforming HR by shedding transactional activities, emphasizing business skills, and making talent a cornerstone. Stelzner advocated for the third option of radical transformation, arguing that HR must change how it is defined, set clear career paths, and focus on building a legacy rather than lamenting its current situation. He was encouraged by the opportunity to discuss changes but frustrated by a lack of progress in changing outdated optics and definitions of the HR function.
The slide-deck covers some basic do's and don'ts in pitching by comparing standup art with startups. However it goes over the support process of the Tehnopol Business Incubator developed by the author as well and talks about the acceleration process of growth companies.
Ebook: 10 Tips to Grow Your Business in 2017 (Download)Graham Brown
10 Tips to Grow Your Business in 2017 by Graham Brown from Up.School. Tips, tricks and hacks to help you become a better lifestyle entrepreneur and grow your business. If you find this Ebook useful, don't forget to LIKE and DOWNLOAD.
This document summarizes an article on common lies that angel investors tell entrepreneurs. Some of the top lies according to the article include saying a presentation was good when they have no intention of investing, telling entrepreneurs to fix issues and come back in 6 months when they know the chances of returning are small, and claiming to offer more than just money like referrals when most of their contacts have retired. The document pokes fun at other lies like saying a big company should already be doing the idea or that they look to give back when very few angel investments make money.
#1 reason why start up fails is because they don’t validate their idea. And the secret of success behind any startup is to validate their product or services using positive feedback loop & other methods.
This document provides advice for startup founders on how to avoid failure. It recommends that founders remove real pain points for customers as their driving problem, have a visionary leader with passion and drive, build a strong founding team, establish an advisory board and mentors, cultivate a positive company culture, properly form their company and manage contracts, recognize that the initial idea is just the start and must evolve, identify and protect intellectual property, create a business plan and roadmap, understand that competition can be beneficial, become experts in their industry, prioritize content marketing, nurture important relationships, maintain healthy skepticism, start small and prove concepts before major growth, pursue focused funding, and have fun while doing it.
2009_06_08 The Lean Startup Tokyo editionEric Ries
The document discusses the Lean Startup methodology for building startups. It describes how most startups fail due to making assumptions without validating them with customers. The Lean Startup approach advocates for continuous customer feedback through short development cycles, rapid experimentation, and measuring what customers actually do rather than what they say. This allows startups to continually learn and adjust their product to fit the market.
Rockit Summit, Sergiu Matei - Why Startups Fail And What You Can Do To Incre...Rockit Conference
This document discusses 5 questions that founders should ask themselves to help their startup succeed: 1) Why now? 2) Why you? 3) Why will customers buy? 4) Is the market viable? 5) Why? It provides advice and tools for each question, such as using market research to understand timing, and the "Hedgehog Concept" to determine strengths. Common reasons for startup failure include no market need, running out of cash, and having the wrong team. The document emphasizes that startups don't truly fail if founders don't give up.
The document discusses the Lean Startup methodology for building startups. It advocates for continuous customer feedback through minimum viable products, rapid experimentation via split testing, and addressing problems through root cause analysis using the Five Whys technique. The Lean Startup approach aims to shorten development cycles and learn quickly through frequent releases and measurement in order to improve the chances of success for startups.
HAVARD BUSINESS SCHOOL : The Lean Startup strategy ATUL RAJA
Most startups fail for want of a FAST go to market strategy; Harvard Professor Eisenmann in his new course introduced “Minimum Viable Product" (MVP) and "Product Market Fit (PMF)
methodologies that have proven successful for many young high-tech companies.
The document discusses challenges facing startups in Kerala and proposes solutions. It notes that the author failed with two previous startup attempts in Kerala. It argues that copying Silicon Valley's model is not feasible and that Kerala should instead look to Israel's successful startup ecosystem. The document advocates for education reform to promote entrepreneurship, a single window agency to oversee startup policies, a state entrepreneurship cell, and greater involvement from Kerala-based corporations to support the local startup scene. It concludes by outlining a four-point plan and calling for action to make Kerala more startup-friendly.
The document lists 15 reasons why most startups fail, as analyzed by Market Analyst LLC. It explores common problems startups encounter such as running out of cash, not having a solid business plan, poor marketing strategies, and lack of the proper team. The document aims to help new businesses avoid these pitfalls and succeed by learning from what causes others to fail.
5 main reasons why startups fail (infographics)Asad Ali
New startups often fail for several reasons: (1) they lack concrete planning and guidance for daily operations, instead relying on gut feelings; (2) they have limited business opportunities because they do not collaborate with others and are too egotistical to accept outside opinions; (3) they lack knowledge in key areas like focusing their niche, managing employees and finances, reaching customers; (4) they lack long-term vision and focus only on short-term gains; (5) they give up too early when challenges arise rather than working to overcome problems.
2010 05 03 Lean Startup Intensive At Web 2 0 Expo Welcome By Eric RiesEric Ries
This document provides an introduction to the Lean Startup Intensive workshop. It discusses key concepts of the Lean Startup methodology including minimizing time in the build-measure-learn feedback loop through frequent experimentation and pivoting if needed. The goal of a startup is validated learning about customers rather than delivering products, as the problem and solution are initially unknown. Myths about Lean Startups are also debunked, clarifying that it is about speed not costs, applies to all industries, and drives vision through rigorous customer testing rather than replacing it.
Startups primarily fail because the vision of the founders, leaders and the team does not match reality. That's why we continue with our projects independent of market fit, when the technology isn't really ready, or there are clear competitive disadvantages.
This deck introduces the idea of matching vision with reality, and outlines seven classic ways that startups fail.
This document discusses the Lean Startup methodology, which advocates for an iterative process of developing minimum viable products (MVPs), getting customer feedback, and pivoting if needed to have the highest chance of success. It notes that most startups fail because they don't iterate based on learning, assume they know what customers want, or waste time building products without feedback. The Lean Startup process aims to reduce waste and uncertainty through validated learning from MVPs and constant adjustment based on feedback.
What are the top reasons your startup Is doomed to fail? Answers vary and originate mostly from investors and startup founders, people who have come face to face with startup failure at least once in their lives...
The document lists 10 purported reasons to not adopt a "Lean Startup" approach and one reason why it may make sense. It then provides an explanation of why risk mitigation in early stage tech startups necessitates the Lean Startup/Customer Development approach of simultaneously solving the unknown problems and solutions through iterative customer feedback. Resources for learning more about Lean Startup and Customer Development methods are listed at the end.
This document summarizes 7 common mistakes that managers make. The first mistake is taking things too personally and misinterpreting feedback as personal criticism rather than objective evaluation. The second mistake is working with the wrong people by hastily hiring friends of friends without properly vetting their qualifications. The document then lists 5 additional mistakes managers make and how to avoid them in order to be more effective and less stressed in their roles.
Jim works at a company that has undergone many reorganizations without improving. Lean management principles and defining learning streams through techniques like A3 thinking and popcorn boards can help organizations experiment and improve more rapidly. Understanding customer's "jobs to be done" rather than just their expressed needs allows companies to develop more innovative solutions and avoid disruption.
This document summarizes 5 ideas for marketing emails that can be used right away. The ideas include: 1) Asking readers what keeps them up at night and addressing that concern. 2) Piggybacking off a book the author has read to introduce a relevant topic. 3) Discussing lies that are told in the author's industry to position himself as trustworthy. 4) Explaining a personal "eureka moment" to engage readers with a story. 5) Commenting on industry gossip to remind readers that large companies like Google act in their own interests. The document provides examples for each idea and concludes by encouraging readers to make the most of their email lists.
1) Laying a strong foundation for an organization requires establishing a clear corporate mission, collective vision, and flexibility to change over time.
2) The corporate mission should define the organization's objectives for both the short and long term in a practical way that all members can understand and relate to.
3) A collective vision that is shared by all members can lead to collaborative thinking and learning across the organization and avoid rigid perspectives.
Mark Stelzner presented to the Wisconsin State Council SHRM on the future of HR. He outlined 3 potential paths for HR: doing nothing and maintaining the status quo; breaking HR apart and outsourcing functions; or radically transforming HR by shedding transactional activities, emphasizing business skills, and making talent a cornerstone. Stelzner advocated for the third option of radical transformation, arguing that HR must change how it is defined, set clear career paths, and focus on building a legacy rather than lamenting its current situation. He was encouraged by the opportunity to discuss changes but frustrated by a lack of progress in changing outdated optics and definitions of the HR function.
The slide-deck covers some basic do's and don'ts in pitching by comparing standup art with startups. However it goes over the support process of the Tehnopol Business Incubator developed by the author as well and talks about the acceleration process of growth companies.
Ebook: 10 Tips to Grow Your Business in 2017 (Download)Graham Brown
10 Tips to Grow Your Business in 2017 by Graham Brown from Up.School. Tips, tricks and hacks to help you become a better lifestyle entrepreneur and grow your business. If you find this Ebook useful, don't forget to LIKE and DOWNLOAD.
This document summarizes an article on common lies that angel investors tell entrepreneurs. Some of the top lies according to the article include saying a presentation was good when they have no intention of investing, telling entrepreneurs to fix issues and come back in 6 months when they know the chances of returning are small, and claiming to offer more than just money like referrals when most of their contacts have retired. The document pokes fun at other lies like saying a big company should already be doing the idea or that they look to give back when very few angel investments make money.
#1 reason why start up fails is because they don’t validate their idea. And the secret of success behind any startup is to validate their product or services using positive feedback loop & other methods.
Personal summary of the World Creativity Forum about creativity and innovation at the 16th and 17th November 2011 in Hasselt, Flanders.
Keynotes: Malcolm Gladwell, Alexander Osterwalder, Scott Belski, Peter Hinssen, Garr Reynolds, Keith Sawyer, Jamie Anderson, Patti Maes
creativityworldforum.be
Texts in Dutch and English.
The Beall Business Innovation Workshop - Session 1Shervin Talieh
Shervin Talieh and Melinda Kim from OC tech startups and Charlie Baecker from UCI presented a 4-part workshop series on innovation. The workshop focused on how startups can test assumptions and ideas quickly through "hacks" or small experiments rather than lengthy product development. Examples of hacks included online surveys and minimum viable products. The workshop emphasized validating hypotheses with data and failing fast through short, inexpensive tests to determine if an idea is viable before significant resources are spent.
The document provides a summary of key points from the book "The E-Myth Revisited" by Michael E. Gerber. It discusses the entrepreneurial myth that just because you know how to do the work means you know how to run it as a business. It provides 10 useful terms and discusses balanced entrepreneurship, focusing on the roles of entrepreneur, manager and expert. It emphasizes the importance of building an MVP, prototype and scalable system to start and grow a business successfully.
The document discusses factors that contribute to startup success based on the experience and analysis of Bill Gross, founder of Idealab. It outlines that while there is no simple formula for success, focusing on having a strong idea, building the right team, developing a sound business model, obtaining proper funding, and having good timing are the five most essential elements. Execution is very important, but timing may be even more critical. Recognizing strengths and building a complementary team is also key to addressing weaknesses. While startups face challenges, now is stated to be the best time in history to start a company due to improvements in various factors.
Startupfest 2016: JEVON MACDONALD (StartupIndex.ca) - How to Startupfest
Taste it again for the first time -
No matter how much you think you know about running a startup sometimes you have to learn what to forget and what to learn all over again. Serial entrepreneur Jevon MacDonald will explore 5 lessons learned by successful entrepreneurs from starting up to exit, which of those apply to new entrepreneurs, and which don't.
The Good and the Bad of running your own businessClearpreso
The document discusses both the positives and challenges of starting one's own business. Some of the benefits mentioned include having control over one's schedule, the ability to work from anywhere, and pursuing work one enjoys. However, the document also notes challenges such as others not understanding one's work, financial uncertainty, constant learning needs, and feeling of loneliness when first starting out. Overall, the author expresses that while there are difficulties in entrepreneurship, the rewards of starting one's own business outweigh the negatives.
The Unicorn Project by Gene Kim - An Interactive Book Discussion (for people ...Florian Roscheck
This slide deck serves as entry point for an discussion about the book "The Unicorn Project" by Gene Kim (2019). Its target audience is a group of people who did not read the book.
The presentation outlines the central conflict in the book between the management and the developers. Finally, it introduces the Five Ideals:
1. Locality and Simplicity
2. Focus, Flow, and Joy
3. Improvement of Daily Work
4. Psychological Safety
5. Customer Focus
10 Online Marketing Mistakes That Can Kill Your BusinessTommy Landry
You never want to find yourself having to manage a situation caused by one of these errors. Start building plans today for how you will adjust if needed.
Leadership 2020 - Exclusive Managment Training Presentation by Dr. Shailesh Thaker - Management Guru, Business Thinker, Motivator, Keynote Speaker and Corporate Trainer in India
Similar to Marcin Kokott - Lean Startup - Story of failures (Pioneers Unplagged. Wrocław, 2013) (20)
Business Design Game: Action Plan TemplateMarcin Kokott
The document is an action plan for an innovation team over 7 weeks. It includes tasks to design lean offerings and minimum viable products, carry out experiments to test ideas, explore analogs from other companies, and reflect on progress and make adjustments at the halfway point and end of each iteration. The team aims to learn from their experiments and outputs to refine their strategy.
Business Design Game: Business Model TemplateMarcin Kokott
This document outlines the key components of a business model canvas template, including target customer groups, resources, partnerships, costs and revenue streams, offerings, branding and messaging, channels for reaching customers and partners, customer relationships, key processes, and the overall profit formula. The canvas is a tool for mapping out the various aspects of a business model in a visual and structured way.
Orange Hills: Business Design Game: GameboardMarcin Kokott
This document outlines the flow of activities for an interactive business training workshop based on a process called Business Design. The training is structured as a game where participants will work in teams to invent and implement new business models. Over the course of several iterations, the teams will progress through phases to plan, execute, learn, and decide on their business ideas. They will receive guidance, feedback, and face unexpected challenges. The goal is to provide a unique learning experience that helps participants become successful innovators.
The document provides an overview of the Business Design process model for turning innovative ideas into businesses. It discusses key aspects of the process such as:
1) Guiding the process through phases of "Plan", "Execute", "Learn", and "Decide" to better deal with uncertainties.
2) Using various tools and canvases to help identify hypotheses, design minimum viable products, plan experiments, and create action plans.
3) Providing a visual and interactive way to work through the innovation process in teams using both physical and virtual tools.
Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)Marcin Kokott
This document discusses how Tieto helped a Dutch client transition to an agile way of working with their Indian team in just 6 weeks. Initially, the Dutch team was disappointed with the collaboration due to cultural differences. Tieto provided training on agile methods, global delivery, and cultural awareness. They then led a 1-week "crash course" using rapid learning cycles to break old habits. This improved innovation, global cooperation, and customer results. The client was happy with the outputs, saw weekly progress, and selected Tieto for future work due to the new approach.
Marcin Kokott - "When the sprint is too slow - Lean implementation in the are...Marcin Kokott
This document discusses using Lean Startup and Agile principles to improve the speed and productivity of a struggling project. It describes how adopting a Lean approach, focusing on customer development, and using the Business Model Canvas helped validate assumptions and uncover new business opportunities. Key lessons were that the approach is more important than the product, and that customers should be developed before fully building out the product. This led to significantly faster development and the discovery of multiple potential new businesses.
Marcin Kokott - Kiedy sprint to za wolno ("4 Developers", Poznań, 2012)Marcin Kokott
Presentation from 4Developers conference in Poznan (Poland) in 2012. I was talking about Lean Startups, Business Models and Customer Development implementation in one of the projects I was driving.
"How to create usless software... and distribute it" (Alto university lecture...Marcin Kokott
How to create useless software and distribute it
1) The document discusses how to create useless software and distribute it in an ineffective manner. 2) It promotes producing software that does not meet customer needs, is of poor quality, and is delivered late. 3) The author suggests traditional "waterfall" development methods lead to high failure rates and advocate for agile principles instead.
"A3 Language as the glue for Lean Transformation" (LESS 2011, Stockholm)Marcin Kokott
The document discusses using a common language as a tool to facilitate Lean transformations. It advocates for using simple language that everyone can understand to build agreement across stakeholders and drive improvement. Continuous discussion and focus on tangible outcomes like reducing waste, lead time and increasing efficiency are key. Implementations should involve an investment of time to be measurable and deliver clear returns.
"Keeping the spin - from idea to cash in 6 weeks" (ICGSE2011, Helsinki)Marcin Kokott
This document summarizes the success story of an Agile/Lean transformation at a Dutch unit of the IT services company Tieto. The authors from Tieto's Agile coaching team in the Czech Republic were invited to support the transformation over 6 weeks. They implemented basic Agile practices through an intensive "Agile Crash Course" involving on-the-job learning. This increased motivation for continuous improvement and led to changes across the entire value chain, from work models to customer relationships. The approach respected natural human behavior and measured progress using a business-driven framework.
"How to solve unsolvable problems in projects" (33rd Degree, Kraków)Marcin Kokott
This document appears to be a listing of sponsors and topics for an event or publication. It includes the following:
- A "Main sponsor" section
- Several topic titles in various languages including "Effective Java", "CDI extensions", and "Hadoop: Divide and Conquer Gigantic Datasets"
- Names of speakers or authors associated with some of the topics
The document provides a high-level overview of sponsors and a variety of technical topics without going into detail about any single topic. It references topics in both English and other languages.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
[To download this presentation, visit:
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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:
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
16. Lean Startup
„Temporary organization used to search for
a repeatable and scalable business model”
Steve Blank
„A startup is a human institution designed
to create a new product or service under
conditions of extreme uncertainty”
Eric Ries
17. Biggest risk is building the
WRONG THING
Concept/
Idea
Development
Testing
Release /
Sales
31. Current state
From 1% of 60% of TAM
…to 60% of whole FMCG market
From perfect plan…
…to more than 4 pivots in one month
From presentation in PPT…
…to 120 early adopters in just one week
From investor giving only money…
…to self investing (200 PLN mainly coffee
)
32. Result
Business Model (proved and scalable in whole
Europe)
Product without a single line of code
Team with knowledge of market and problems
Customers ready to kill for the product
…now searching for investor-partner and
development team
34. Lean Startup Story about
FAILURES
Marcin Kokott
http://twitter.com/MKoko
tt
kokott.marcin@gmail.co
m
Editor's Notes
Who are we?
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New business and strategy
Coaching and peoplefactor
Contracts and mentorings
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Sales material
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Najczęściej wykorzystywany sposób tworzenia produktówProdukt stworzony w oderwaniu od klientaWeryfikacja założeń biznesowych następuje na etapie uruchomienia produktuInwestujemy środki w realizacje produktu na podstawie własnych hipotez