Pivot-19È Créer son modèle d'affaires alternatif pour la période de pandémie.
Mini parcours web du Cercle Lean Startup de Montréal pour planifier sa startup ou son projet.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
Pivot-19È Créer son modèle d'affaires alternatif pour la période de pandémie.
Mini parcours web du Cercle Lean Startup de Montréal pour planifier sa startup ou son projet.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
This document summarizes a presentation on managing with analytics from the Montreal Lean Startup Circle in September 2018. The Montreal Lean Startup Circle has over 1,000 members and is part of a global network of over 200 circles. The circle's mission is to help Montreal entrepreneurs and intrapreneurs develop data-driven management approaches to perform well in fast-changing markets. The presentation discusses experiment management, tools to experiment faster, and underlying Lean Startup principles. It emphasizes the importance of collecting and analyzing the right data to meet objectives. Resources on Lean Startup methodology are provided.
The document discusses the underlying concepts of Lean Startup such as customer focus, efficient use of resources, and iterative processes. It states that Lean Startup is a scientific approach applied to startups involving forming a hypothesis, designing an experiment, and gathering data. A startup is defined as an institution designed to deliver a new product or service under extreme uncertainty. The minimum viable product allows collecting learnings with least effort. Benefits of Lean Startup include developing a network, getting financing more easily, and keeping an entrepreneurial instinct. The document provides references for further reading on Lean Startup.
This document compares and contrasts the differences between traditional management and entrepreneurial management. It outlines that entrepreneurial management focuses on keeping innovative people, reducing wasted time and energy, and solving problems with speed and agility. The key aspects of entrepreneurial management are a culture of accountability, shared values, and continuous improvement. It discusses implementing entrepreneurial management in large companies in three phases: experimentation and adaptation, getting internal support and changing processes, and fully integrating tools and systems to support the approach. The overall goal is to foster continuous innovation through a startup mindset and way of working.
The document outlines an event discussing how lean startup and entrepreneurs can help large businesses innovate. The agenda includes networking, presentations on how lean startup can help businesses innovate better through four ways, and a panel discussion on how entrepreneurs and intrapreneurs can help each other. It also profiles four speakers and their backgrounds in lean startup, entrepreneurship, and business mentoring. Key lean startup concepts are defined like customer development, minimum viable product, and innovation accounting. Contact information is provided for further information.
Présentation des bases du Lean Startup à la cellule de mentorat du Grand Sud Ouest de Montréal.
Le démarrage d'une entreprise (ou projet) en mode Lean Startup vs traditionnel
Montreal Intrapreneurship Conference - June 2016
Basics of Lean Startup for large Enterprises
Pitfalls of Lean Startup implementation in enterprise setting.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides guidance for B2B startups on customer development and pricing. It discusses determining if a customer has a problem by understanding the problem symptoms and current solutions. It also discusses quantifying the severity of the problem by identifying parameters that affect severity. The document then covers calculating the business value of a solution by estimating the impact of reducing problem severity. It provides questions to understand what a customer can do with a product and how it can impact business metrics like costs, risks, and revenues. Finally, it discusses calculating the value of a solution and identifying key details for potential customers like who the buyer is and what critical issues they are responsible for addressing.
The Experiment Board Workshop agenda included chow time, watching an experiment board video, getting extra help with boards, teaming up to provide feedback, and working on individual boards. The document also defined customer segments as reachable groups with similar needs regarding a product/service. It provided Tesla electric cars as an example customer segment and described discovery, pre-sell, and concierge phases for bringing potential customers through an experience. Key characteristics for a customer profile were outlined as actionable, accessible, and auditable. Feedback guidelines emphasized being based on experience, data or logic, keeping comments positive, and avoiding opinions.
This document summarizes the goals and resources of the Montreal Lean Startup Circle. The group aims to collaborate with local entrepreneurs and help rapidly grow their projects through workshops, networking events, and connections to Lean startup experts. It lists the founders and leadership of the Circle, and provides an overview of the Lean Startup methodology and philosophy. Resources mentioned include the Circle's website and social media accounts, as well as books, blogs, and online courses about Lean startup practices.
This document discusses tools that can be used for lean startup methodology. It outlines planning tools like the Lean Canvas, Business Model Canvas, and Value Proposition Canvas. It also mentions guide tools like Lean Monitor and Lean Launch Lab. Additionally, it discusses tools for market data collection and experimentation that keep costs low. Data crunching tools and project management tools are also referenced. Finally, the document provides some resources for finding these tools and learning how to use them, such as Google, YouTube, Slideshare, books, and local lean startup meetups.
The document discusses the lean startup methodology which advocates for talking to customers and validating business ideas through small, low-cost experiments before building full products or raising funding. It contrasts the lean approach of testing hypotheses with potential customers upfront versus the classic approach of raising money to build a product without customer validation. Advice is provided on how to get paid for ideas by potential customers in advance through small experiments to validate customer interest and problems.
This document summarizes a presentation on managing with analytics from the Montreal Lean Startup Circle in September 2018. The Montreal Lean Startup Circle has over 1,000 members and is part of a global network of over 200 circles. The circle's mission is to help Montreal entrepreneurs and intrapreneurs develop data-driven management approaches to perform well in fast-changing markets. The presentation discusses experiment management, tools to experiment faster, and underlying Lean Startup principles. It emphasizes the importance of collecting and analyzing the right data to meet objectives. Resources on Lean Startup methodology are provided.
The document discusses the underlying concepts of Lean Startup such as customer focus, efficient use of resources, and iterative processes. It states that Lean Startup is a scientific approach applied to startups involving forming a hypothesis, designing an experiment, and gathering data. A startup is defined as an institution designed to deliver a new product or service under extreme uncertainty. The minimum viable product allows collecting learnings with least effort. Benefits of Lean Startup include developing a network, getting financing more easily, and keeping an entrepreneurial instinct. The document provides references for further reading on Lean Startup.
This document compares and contrasts the differences between traditional management and entrepreneurial management. It outlines that entrepreneurial management focuses on keeping innovative people, reducing wasted time and energy, and solving problems with speed and agility. The key aspects of entrepreneurial management are a culture of accountability, shared values, and continuous improvement. It discusses implementing entrepreneurial management in large companies in three phases: experimentation and adaptation, getting internal support and changing processes, and fully integrating tools and systems to support the approach. The overall goal is to foster continuous innovation through a startup mindset and way of working.
The document outlines an event discussing how lean startup and entrepreneurs can help large businesses innovate. The agenda includes networking, presentations on how lean startup can help businesses innovate better through four ways, and a panel discussion on how entrepreneurs and intrapreneurs can help each other. It also profiles four speakers and their backgrounds in lean startup, entrepreneurship, and business mentoring. Key lean startup concepts are defined like customer development, minimum viable product, and innovation accounting. Contact information is provided for further information.
Présentation des bases du Lean Startup à la cellule de mentorat du Grand Sud Ouest de Montréal.
Le démarrage d'une entreprise (ou projet) en mode Lean Startup vs traditionnel
Montreal Intrapreneurship Conference - June 2016
Basics of Lean Startup for large Enterprises
Pitfalls of Lean Startup implementation in enterprise setting.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document provides guidance for B2B startups on customer development and pricing. It discusses determining if a customer has a problem by understanding the problem symptoms and current solutions. It also discusses quantifying the severity of the problem by identifying parameters that affect severity. The document then covers calculating the business value of a solution by estimating the impact of reducing problem severity. It provides questions to understand what a customer can do with a product and how it can impact business metrics like costs, risks, and revenues. Finally, it discusses calculating the value of a solution and identifying key details for potential customers like who the buyer is and what critical issues they are responsible for addressing.
The Experiment Board Workshop agenda included chow time, watching an experiment board video, getting extra help with boards, teaming up to provide feedback, and working on individual boards. The document also defined customer segments as reachable groups with similar needs regarding a product/service. It provided Tesla electric cars as an example customer segment and described discovery, pre-sell, and concierge phases for bringing potential customers through an experience. Key characteristics for a customer profile were outlined as actionable, accessible, and auditable. Feedback guidelines emphasized being based on experience, data or logic, keeping comments positive, and avoiding opinions.
This document summarizes the goals and resources of the Montreal Lean Startup Circle. The group aims to collaborate with local entrepreneurs and help rapidly grow their projects through workshops, networking events, and connections to Lean startup experts. It lists the founders and leadership of the Circle, and provides an overview of the Lean Startup methodology and philosophy. Resources mentioned include the Circle's website and social media accounts, as well as books, blogs, and online courses about Lean startup practices.
This document discusses tools that can be used for lean startup methodology. It outlines planning tools like the Lean Canvas, Business Model Canvas, and Value Proposition Canvas. It also mentions guide tools like Lean Monitor and Lean Launch Lab. Additionally, it discusses tools for market data collection and experimentation that keep costs low. Data crunching tools and project management tools are also referenced. Finally, the document provides some resources for finding these tools and learning how to use them, such as Google, YouTube, Slideshare, books, and local lean startup meetups.
The document discusses the lean startup methodology which advocates for talking to customers and validating business ideas through small, low-cost experiments before building full products or raising funding. It contrasts the lean approach of testing hypotheses with potential customers upfront versus the classic approach of raising money to build a product without customer validation. Advice is provided on how to get paid for ideas by potential customers in advance through small experiments to validate customer interest and problems.
7. UTILE
SCIENTIFIQUE
SIMPLE
+ 10 000 PERSONNES COACHÉES
+ DE 150 000 PARTICIPANTS à NOS ÉVèNEMENTS
+ 120 000 EXEMPLAIRES DU LIVRE
“EN FINIR AVEC LA PROCRASTINATION“ VENDUS
8. “CE N'EST PAS CE QUE NOUS IGNORONS
QUI NOUS POSE DES PROBLèMES.
C'EST CE QUE NOUS TENONS à TORT
POUR VRAI.”
- WILL ROGERS
50. LES 3 LEVIERS DE NOTRE MOTIVATION:
AUTONOMIE
ÉTAT DE MAITRISE
FINALITÉ
51. “LA SCIENCE MONTRE QUE LE SECRET
POUR êTRE BRILLANT EST NOTRE
PROFOND DÉSIRE DE DIRIGER NOTRE
PROPRE VIE, D’ACCROITRE ET DE
DIVERSIFIER NOS CAPACITÉS ET DE
DONNER UN SENS à NOTRE VIE.“
- DANIEL H. PINK
56. CE QUE
VOUS AIMEZ
CE POUR QUOI
VOUS POUVEZ
êTRE PAYÉ
CE DONT
LE MONDE
A BESOIN
CE EN QUOI
VOUS êTES
BON
MISSIONPASSION
IKIGAI
MÉTIER VOCATION
IKIGAI
61. ACADÉMIE EN LIGNE
+ 4 WEBINAIRES D’UNE HEURE (UNE
FOIS PAR SEMAINE)
+ 8 OUTILS EN LIGNE
+ POSSIBILITÉ D’ÉCHANGER AVEC
MOI ENTRE LES SÉANCES
+ PLATE-FORME DÉCHANGE ENTRE
LES PARTICIPANTS