Octav druta-openagilero
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The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
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The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails.
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We live in an era of massive disruptive innovation. More than at any other time in history of industry, we are witness to the massive upheaval of established incumbents – and their replacement by aggressive upstarts. Depending on your point of view this sea change provides massive opportunity – or a terrifying existential threat.
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Product management doctrine was based on a core principle best described as “Big up-front design”. The assumption was of a predictable future that could be analyzed – and planned for. Emphasis in this paradigm was on executing according to the plan. However, an analysis of the historical success rates for new business innovation has demonstrated that this process has been, at best, an abysmal failure.
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This document provides an overview of product management for startups. It discusses the product development lifecycle including idea generation, feedback, specifications, building, and testing. It also covers balancing features, quality, and speed. The document contrasts waterfall and lean development approaches and discusses striking the right balance. It outlines typical roles in a technology organization as a company grows. It provides examples of specifications including scenarios, use cases, requirements, and wireframes. Finally, it discusses business models, viral growth strategies, positioning, and sustaining momentum for consumer internet startups.
Lean startup-china-intro-en
The document discusses the Lean Startup methodology which is a disciplined approach to building web and mobile products. It focuses on rapidly learning about customers through building minimum viable products (MVPs), measuring how customers respond, and iterating designs based on lessons learned. The key principles are minimizing waste, testing hypotheses quickly through experiments, and making progress through short development cycles of building, measuring, and learning.
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Product management in an era of disruptive innovation
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"How to become fundable?" vs "How to get funding?"
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Stores
The document outlines strategies for different customer segments. For middle class customers, the strategy is to engage personnel proactively, create an accessible internal environment inspired by nature, and offer low cost, medium diversity products. For upper middle class customers, the strategy is to sometimes engage personnel proactively and focus on creating an exclusive, technologically-inspired internal environment with lighting focused on products while signaling exclusivity externally through medium to high cost, high tech products focused on a specific type.
Freshbooks Workshop
The document provides an overview of how to build a successful web app business from start to finish, covering topics such as building a minimum viable product, forming a founding team, marketing strategies, product management, metrics, funding, and building a strong company culture. It emphasizes the importance of launching with a focused product, choosing the right co-founders, understanding customer needs through support and testing, making data-driven decisions, raising funding at the right times, and aligning all aspects of the business around shared company values.
The Lean within Scrum
Scrum incorporates many principles of Lean thinking. Both aim to continuously improve processes, eliminate waste, and optimize workflow. Some key Lean concepts reflected in Scrum include minimizing work in progress, emphasizing flow and pull systems, stopping work to fix problems, respecting people, and continuously improving through small changes. The goal of both is to maximize value delivered to customers by optimizing cycle time and productivity through teamwork and eliminating waste.
Serial entrepreneurs
Serial entrepreneurs create multiple successful businesses that employ others. This document analyzes the traits of serial entrepreneurs in three areas: attitudes, behaviors, and professional skills. It finds that serial entrepreneurs highly value profit/usefulness (utilitarian attitude) and knowledge (theoretical attitude). Their behaviors include being very competitive, trusting, and rule-breaking. They exhibit above-average mastery in skills like leadership, goal-orientation, and persuasion. The document concludes that serial entrepreneurs have the right attributes and focus from a young age to succeed in building multiple businesses.
My passions
This document lists several of the author's passions which are repeated in groups of four lines each. The passions mentioned are: doing and finding inspiration from extreme experiences, design thinking, and unconventional approaches. The final passion listed is music.
Learn to Learn
This document discusses learning and improving one's ability to learn. It encourages discovering topics you love, identifying interesting opportunities, and focusing on frequent iterations. It advocates learning about your interests, discovering meaningful problems, and solving problems that matter. The overall message is about cultivating a lifelong passion for learning.
Rodeo - On wild horses and crazy cowboys
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
Octav druta-openagilero-may-14-2010
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails.
Octav druta-openagilero-may-14-2010
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
Rodeo - On wild horses and c
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
Rodeo - On wild horses and crazy cow
The document discusses the differences between exploration and exploitation for startups. It notes that companies focus on refining products for known customers through exploitation, while startups must find customers for specified products through exploration. It then outlines a process for startups that involves concept development, customer discovery to define and test problem hypotheses, customer validation to develop scalable sales, and pivoting if validation fails. Examples of pivot types are also provided.
Openagile
This document lists 10 things the author has learned over time related to software development processes. It encourages participation in processes as tools rather than rules, remembering the overall goals, prioritizing testing especially integration testing over just unit tests, establishing automated tests for long-term maintenance, allowing for projects to grow in scope, giving oneself time to learn through an iterative process, sharing experiences with others, and ensuring one's personal values are reflected in their work.
Improving Your Entrepreneurial Odds: the Customer Development Process
The document outlines the customer development process for startups. It defines four steps: customer discovery, customer validation, customer creation, and company building. The early steps involve testing product hypotheses and developing a repeatable sales process. Later steps focus on growing customers, positioning the company, and rebuilding the organization as the company scales. The customer development process emphasizes learning about customers rather than executing a predetermined business model.
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Improving Your Entrepreneurial Odds: the Customer Development Process
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Octav druta-openagilero
- 1. R O DE O on wild horses and crazy cowboys #openagilero Octav Druta (@octavdruta) octavdruta.com
- 3. How do you minimize the risk of failing?
- 5. Exploration vs. Exploitation Company: Spec, develop & refine product for known customers vs. Startup: Find customers for a spec’d product via @dvitanov
- 6. How?
- 7. Biz Founder Tech Founder “envisions” & defines solution customers that have a problem
- 8. FAIL: Concept SeedRound Product Development Beta Test Launch 1st Version Lack of customers
- 9. Biz Founder Tech Founder “envisions” & defines solution customers that have a problem
- 10. FAIL: Concept SeedRound Agile Product Development Beta Test Launch 1st Version Lack of customers
- 11. Customer Customer Discovery Validation Pivot Biz Founder: Tech Founder: defines & tests defines solution problem hypothesis (MVP) via @sgblank
- 12. Customer Discovery: Stop Selling, Start Listening
- 13. Customer Validation Develop a repeatable and scalable sales process
- 14. if Customer Validation fails then Pivot A few examples: • Customer need pivot: same customer segment, different need/ problem • Technology pivot: solve same problem but with different technology stack • Channel pivot: same problem, same solution, different path to customers via @ericries
- 15. More info about Customer Development
- 16. Thank you!