Developing innovative products involves confronting a dizzying amount of uncertainty. Here's a talk from Thomson Reuter's Knowledge Worker Series from 1/21/15 on how to best navigate that uncertainty. Lessons gleaned from prod dev at NPR and through dozens of Techstars startups. More here: http://keithhopper.com/uncertainty
Copywriter Liz Painter explains what you can do to improve your website and how that can lead to winning more clients. She talks through some of the most common mistakes business owners make on their websites and explain why it’s vitally important to create web copy that’s tailored to your target market.
Copywriter Liz Painter explains what you can do to improve your website and how that can lead to winning more clients. She talks through some of the most common mistakes business owners make on their websites and explain why it’s vitally important to create web copy that’s tailored to your target market.
In 2014, more users will access the web on mobile devices (smartphones + tablets) than with 'desktop' machines — we need to start considering mobile users not as A channel, but THE key channel in building a successful web campaign.
BioBankCloud: Machine Learning on Genomics + GA4GH @ Med at ScaleAndy Petrella
A talk given at the BioBankCloud conference in Feb 2015 about distributed computing in the contexts of genomics and health.
In this one, we exposed what results we obtained exploring the 1000genomes data using ADAM, followed by an introduction to our scalable GA4GH server implementation built using ADAM, Apache Spark and Play Framework 2.
London Zoo is the world’s oldest scientific zoo, and it’s been open to the public since 1847. However, though 2015 saw a small uplift in visitor numbers, the zoo saw itself slip in the rankings in Visit England’s Annual Visitor Attractions survey last year.
So we got our heads together to try and come up with some ideas that could enhance the experience of visiting the zoo, to boost repeat visits as well as driving more customer recommendations.
Understanding the Big Picture of e-ScienceAndrew Sallans
A. Sallans. "Understanding the Big Picture of e-Science." Presented at the 2011 eScience Bootcamp at the University of Virginia's Claude Moore Health Sciences Library. 4 March 2011
Our changing state: the realities of austerity and devolutionBrowne Jacobson LLP
One year on from our first roundtable and follow up report ‘The Path to Greater Regional Devolution’, the ‘devolution revolution’ has moved on considerably. Since February 2015 we have seen the Government’s Cities and Local Government Devolution Bill receive Royal Assent, a national programme of area-based reviews of post 16 education and training as part of the Government’s ‘skills devolution’ agenda and the announcement that Cornwall is to become the first rural authority in England to agree a devolution deal.
This period of unprecedented change raises a series of complex challenges, risks and concerns that demand further consideration, discussion and debate. Since the May 2015 General Election devolution deals with more than seven areas have been agreed so will local government structures become more confusing after devolution? What effect will this have on accountability? What conflicts will there be between the new combined authorities and existing local authority arrangements? What lessons can we learn from Welsh devolution? The Government has expressed a desire for greater fiscal devolution but is this realistic?
Chaired by Sir Paul Jenkins, the former Treasury Solicitor, our second roundtable on devolution discussed these issues and many more with local and central government leaders, policy influencers and stakeholders including Centre for Cities, Department for Transport, Grant Thornton, Lawyers in Local Government, LGiU, Local Government Ombudsman, Nottinghamshire Fire & Rescue, Staffordshire County Council, The Department for Communities and Local Government, The Financial Times, The National Forest Company and The Welsh Government.
Our second report, Our Changing State: the Realities of Austerity and Devolution, summarises the key themes and thoughts that emerged from the roundtable and proposes a series of recommendations for further discussion and consideration by both local authorities and other key stakeholders as the country continues along the path towards even greater regional devolution.
https://www.brownejacobson.com/training-and-resources/resources/legal-updates/2016/04/the-realities-of-austerity-and-devolution
This slide show describes the top ten mistakes that people want to avoid when doing marketing research. Originally written in an article by Jim Nelems, these mistakes go back 35 years. Its a bit scary how relevant the article is today.
In 2014, more users will access the web on mobile devices (smartphones + tablets) than with 'desktop' machines — we need to start considering mobile users not as A channel, but THE key channel in building a successful web campaign.
BioBankCloud: Machine Learning on Genomics + GA4GH @ Med at ScaleAndy Petrella
A talk given at the BioBankCloud conference in Feb 2015 about distributed computing in the contexts of genomics and health.
In this one, we exposed what results we obtained exploring the 1000genomes data using ADAM, followed by an introduction to our scalable GA4GH server implementation built using ADAM, Apache Spark and Play Framework 2.
London Zoo is the world’s oldest scientific zoo, and it’s been open to the public since 1847. However, though 2015 saw a small uplift in visitor numbers, the zoo saw itself slip in the rankings in Visit England’s Annual Visitor Attractions survey last year.
So we got our heads together to try and come up with some ideas that could enhance the experience of visiting the zoo, to boost repeat visits as well as driving more customer recommendations.
Understanding the Big Picture of e-ScienceAndrew Sallans
A. Sallans. "Understanding the Big Picture of e-Science." Presented at the 2011 eScience Bootcamp at the University of Virginia's Claude Moore Health Sciences Library. 4 March 2011
Our changing state: the realities of austerity and devolutionBrowne Jacobson LLP
One year on from our first roundtable and follow up report ‘The Path to Greater Regional Devolution’, the ‘devolution revolution’ has moved on considerably. Since February 2015 we have seen the Government’s Cities and Local Government Devolution Bill receive Royal Assent, a national programme of area-based reviews of post 16 education and training as part of the Government’s ‘skills devolution’ agenda and the announcement that Cornwall is to become the first rural authority in England to agree a devolution deal.
This period of unprecedented change raises a series of complex challenges, risks and concerns that demand further consideration, discussion and debate. Since the May 2015 General Election devolution deals with more than seven areas have been agreed so will local government structures become more confusing after devolution? What effect will this have on accountability? What conflicts will there be between the new combined authorities and existing local authority arrangements? What lessons can we learn from Welsh devolution? The Government has expressed a desire for greater fiscal devolution but is this realistic?
Chaired by Sir Paul Jenkins, the former Treasury Solicitor, our second roundtable on devolution discussed these issues and many more with local and central government leaders, policy influencers and stakeholders including Centre for Cities, Department for Transport, Grant Thornton, Lawyers in Local Government, LGiU, Local Government Ombudsman, Nottinghamshire Fire & Rescue, Staffordshire County Council, The Department for Communities and Local Government, The Financial Times, The National Forest Company and The Welsh Government.
Our second report, Our Changing State: the Realities of Austerity and Devolution, summarises the key themes and thoughts that emerged from the roundtable and proposes a series of recommendations for further discussion and consideration by both local authorities and other key stakeholders as the country continues along the path towards even greater regional devolution.
https://www.brownejacobson.com/training-and-resources/resources/legal-updates/2016/04/the-realities-of-austerity-and-devolution
This slide show describes the top ten mistakes that people want to avoid when doing marketing research. Originally written in an article by Jim Nelems, these mistakes go back 35 years. Its a bit scary how relevant the article is today.
Confusing movement with progress is pretty common in business – with people often running around like headless chickens. But it’s not about how busy you are, it’s about effectiveness: trying to avoid all the timewasting trivia and focusing on the important stuff.
A lion sleeps for over 18 hours day, and yet is still the undisputed king of the beasts. It is the master of minimal effort, maximum return. This is at the heart of the Sleeping Lion approach. For over 12 years, I have been advising companies on how to simplify and improve sales, marketing and business development – through consultancy, workshops and facilitation.
There are a range of tools and exercises available here that draw together Branding, Customer Loyalty, Marketing, Sales, People Development, Productivity, Idea Generation and Business Ethics – everything you need to focus and align your product, people and communication strategies. If you require help with any of these, I can run bespoke training sessions.
Copy of the presentation from the CASRO Management Conference, April 2013...
For Market Research firms that aren't achieving the level of revenue growth they desire, this presentation shows 'why' that might be happening and 'what' can be done about it.
This presentation is based on our eBook of the same name.
80% of startups fail they say. Guy Kawasaki says 99.9% of startups fail because of the evaluation of the product or idea. Is that true? How to get it right from scratch?
Strategy is one of the most abused and misused terms in marketing. When I was a younger, I struggled a lot with that. There are so much opinions out there and it seems like everyone tries contradicting each other on purpose. On the 2nd of October, I got the chance to speak to 50 students at Thomas More Hogeschool and to tell them what I think strategy is and why it is so goddamn necessary in communications, marketing and yes, let's just say the world.
Comments and feedback are definitely welcome.
Original investors idea ; startup level survival education funding strategy, ...www.securitysystems.best
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We help & prepare Startups and Entrepreneurs to start, launch, promote, raise pre-seed fund, patent their ideas and submit them to VCs and Angels for the next round.
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The father of all demos: how to make a product demo that stands out Moriya Kassis
For a startup, there is almost nothing more powerful than a great product demonstration.
When done correctly, a demo allows the customer to see and feel how things will be better if they buy (and worse if they don't). And so, good demos don't have to be perfect for the product. They have to be perfect for the audience.
Learn the best practices of the Product Demo: What should you know? How should you prepare? What is the Just Right amount of work for you to do? Also, how to deliver both the best product and the best message to go with it?
As it's easy to mess up a Demo, learn how to do it in an interactive session that moves you fast forward to an outcome.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
4. #1: Know your purpose
#2: Know your risks
#3: Know your mindset
#4: Know how to plan
#5: Know yourself
#6: Know how to fail
SIX SECRETS TO NAVIGATING UNCERTAINTY
5. #1: Know your purpose
SIX SECRETS TO NAVIGATING UNCERTAINTY
6. “We need to stop users from abandoning our
shopping cart”
“We want more customers to go paperless”
“Our online advertising rates are plummeting
and we need revenue to support content
production.”
Articulate a clear problem statement
7.
8. Knowing your purpose permits
different solution approaches
without losing your way.
SIX SECRETS TO NAVIGATING UNCERTAINTY
9. #2: Know your risks
SIX SECRETS TO NAVIGATING UNCERTAINTY
11. “Very few startups fail for lack of
technology. They almost always fail
for lack of customers”
- Steve Blank
“There’s one thing that kills startups:
not making something users want”
- Paul Graham
29. “Success is going from
failure to failure without
a loss of enthusiasm”
30. Knowing how to fail ensures you
get back up.
SIX SECRETS TO NAVIGATING UNCERTAINTY
31. #1: Knowing your purpose permits different solution
approaches without losing your way.
#2: Knowing your risks lets you unravel them early.
#3: Knowing your mindset helps suggest the appropriate
actions to take.
#4: Knowing how to plan allows for course-corrections
and helps ensure you hit your destination.
#5: When the team knows itself anything is possible.
#6: Knowing how to fail ensures you get back up.
SIX SECRETS TO NAVIGATING UNCERTAINTY
* Story of 2 products at NPR
* 1 Complex platform for launching custom news sites - several years to build
* 2 Standalone, stripped down mobile site - a few months
* Success: 200 newsrooms; thousands edits, millions users
* Dismal Failure: no newsrooms; killed product line
* Too difficult to port content; mobile apps
* 1st was well understood, mobile (at the time) was new= uncertainty
- around users, needs, technology, messaging. All this was new to us.
-> Two big takeaways
1. Products go astray when they have too many uncertainties – too many unknowns
2. You can’t just treat all product development the same way. If you’re working on something w/ lots of unknowns, you need to take a different approach
Since working on these two products, I’ve got to work with dozens of new product teams,
Some at NPR
Dozens of startups at techstars, where I’ve been a mentor for going on 5 classes of startups
At at Olin college, where I teach engineers how to launch new products
and I’ve learned some secrets to manage all these unknowns, these uncertainties
The secret lies in turning uncertainty into certainty
Knowing your unknowns
Each one will unlock a little uncertainty
And I’ll show you how
* Silly to ask “why are we launching this?” – should be obvious, right
* Ask team; ask those at top = different answers
- generate revenue? make customers happy? Solve specific user problem? Explore biz opportunity?
* Dangerous to maintain ambiguity
W/ so much uncertainty, one place need to lock down
* Ideal purpose = well-articulated problem statement
* Clear problem statements hard to get right
* For example, we may inadvertently limit solution possibilities; like w/ 3rd example here
- “fix our advertising” = band aid w/ new ad format rather than exploring new revenue streams
* Ideal when team hits snag
- stop, assess right approach; address underlying problem?
* Startups call this pivot
* Example EdTrips
* Saw inefficiencies w/ school field trips
* Teachers didn’t have a burning need here. Too infrequent. No direct incentive for them to fix it.
* Venues felt differently - pivot solution for venues
* If problem statement was around helping teachers, give up deep knowledge, tech infrastructure and partners in the field trip space
1st = some risks are going to be obvious and easy to avoid. You should avoid them.
- IOW: wear your seatbelt
- Corporate example: brand
Turns out to be kind of hard to spot your assumptions, so you need to go hunting for them
There’s three places they hide
- D: Assuming that customers have a meaningful enough problem & are you’re addressing it effectively
- F: Assuming the solution is technically possible based on your capabilities and resources
- V: Assuming that bringing to market helps your business thrive
When hunting for the biggest risks, you should look to desirability
Understand assumptions get you in trouble and prioritize them
You want to address these uncertainties
* You’ve found the risks you can avoid. You’ve identified the rest. You’ve prioritized them, now you test them
* Fortunately, this is what the lean startup movement is all about
* I recommend you read this book, so I won’t be going into it here
WITH ONE EXCEPTION
* Assumptions testing is hard
- Hard: craft a good experiment; be conclusive; identify true causation
* Sometimes is best to just get in front of customers with something and see what you learn
Either by getting rid of them, mitigating them, or revealing ones you weren’t aware of
At their core of these uncertain projects are a search for something that works
Search for target market, biz problem, set features, biz model, form factor, distribution channel
in short, things to make your idea succeed
And this takes a particular mindset
But this isn’t always the default way that orgs tend to think
So let’s look at two different mindsets on a project
Builders concern themselves with…
* Explorers have goals, needs, approach of someone on the hunt for evidence and insight
* If you see yourself a builder of things, this will feel weird and unfamiliar
* Not jettisoning needs of builders, just knowing when to introduce them and how they should be prioritized
Purpose helps figure out WHAT to accomplish
Your mindset helps you figure out HOW to do it
i.e. should we take the actions of an explorer or of a builder?
Boston -> London
Setting a compass heading and hoping in 1-2 weeks you’ll land in london harbor is a bad strategy
Instead, sailors use dead reckoning
Get a fix (absolute position) & monitor speed and direction over time to develop a relative position
But the secret is to regularly take new absolution positions
You then can course correct for wind, current and small inaccuracies that build up over time
This is exactly what you need to do in highly uncertain project environments
Pause regularly and take a fix: where are we? What have we learned?
Then course-correct as necessary towards achieving the team’s ultimate purpose –
Manifests as changes in specific product development activities
Equivalent BTW of setting a single compass heading up front is creating the master project plan
With schedules, dependencies, action items, specifications and so on
Often, these are built to create a sense of safety, but ultimately they can postpone setting sail or worse,
Create anchor that the team won’t question, even when new information emerges to challenge
Not PLAN or NOT PLAN, there benefits figuring out up front – you wouldn’t set sail without crew, food and lifeboats
After an initial plan, value diminishes slowly over time
(intuitively) : starts w/ core features becomes bells, whistles, polishing = not know where line is
The way to solve this is by regularly re-planning. Agile Scrum methodology provides one way to do this
* Scrum forces pausing regularly, assess progress and re-plan= ensure highest value items get worked on
* By incorporating what learning = get significantly more value over time (reveal)
* Interestingly: Diminishing value problem doesn’t go away, but it’s continuously pinched off
One of most powerful shared values on a team is a willingness to learn or to know yourself
- not just yourself as an individual, but for the team to understand how they work together
* Big teams = develop political factions; difficult make decisions; require exponentially larger number of interactions to manage communications
* Small teams by contrast quickly develop shared values
* Amazon = two-pizza teams
Best way to learn is to use a learning framework
REFLECT: WWW / EBI
IDENTIFY IMPROVEMENT: Team chooses one improvement to make
ENACT CHANGE: As part of enacting change, the team articulates not just what to do but the desired results
* Reflect back after pre-determined amount of time
- did team perform improvement?
- did it have desired results?
* Seems obvious. Do we need a framework? Shouldn’t we improve naturally? = NO
Secret = be deliberate & do steps. (reason for “pick only one”)
Oddly difficult to be deliberate here => Like watching yourself on video. We wouldn’t choose to do it.
* When team consistently identifies, tackles & acknowledges ability to solve problems = shifts perspective
* Creates collective self-efficacy = a belief in themselves and ability to solve problems.
- self-efficacy starts small but can be applied big
* Participated in my fair share of projects that some point felt discouraging.
* I suspect we all know what this feels like
* I assumed = team dysfunction or bad exec decisions
* Teaching students helped me form different opinion
* Almost every team at some point - if risky enough - gets discouraged
* I’m not only one who sees
* Paul graham YCombinator describes it this way
- timeline w/ emotional state on vertical axis
Reason this is funny is because it’s true
When things don’t go well it sucks. It’s discouraging to be wrong.
* The weird part is that we don’t really talk about it
The first approach I propose is that we simply acknowledge the fact that it’s part of most risky projects
Discouragement manifests differently for different people
Most common are denial, blame & apathy - What to do?
1. Acknowledge something gone wrong and feels crappy
2. Try and get at underlying problem by asking why?
- likely problem is not the normal reactions of blame and dysfunction, but some underlying problem
- perhaps evidence has started to appear that team was wrong in some of their assumptions & product success is at risk
3. If so, now would be a good time to revisit the team purpose
- are you on the right track? Is there something important going on here?
* Another method for addressing failure = cultivating resilience, Significantly Harder
* One way is to celebrate failure
* Org cultures where this exists = engineers w/o borders = annual failure report = rare
* Start small team or individual level first
* Celebrating failure isn’t just cheering => recognizing important lessons w/ what happened
- lead to future success
- prevented team from going forward false assumptions for months (maybe lesson learned in weeks) = that’s worth celebrating
* Trick here is to invert “made mistake learned something” into “we learned something critical to our success and all it cost us was two weeks”
The simple answer to how to navigate uncertainty is when you can, remove it. And when you cant, respond to it effectively.
---
Wrap up with a story about my most recent class teaching engineering students to launch new products.
This will take us through all six insights.
good bets - inspired by the ALS ice bucket challenge
friends challenge each other for money - loser pays to charity instead of the friend
Purpose - helping charities? process more efficient? more fun?
Risk – great ways to play test w/ paper and pencil
Mindset – this balance between builder and explorer – they tried to code an app
Plan – reflect on what they had learned from playtesting to have the challenger pay rather than the person who was challenged
The team did regular reflections and saw they weren’t going to get their app built
So they had the guts to throw away some of their work and focus on a stripped down app based on what they had learned
