Lean Startup Experiments are the means to generate the currency of Entrepreneurship - learning.
In this workshop, first presented at Live The Dream, we take you through how to identify the next experiment, write it up, retrospect and record it.
Borrows from work by Ash Maurya, Eric Reis and more.
Rally believes empowered employees are essential to solving problems. They help customers empower employees and increase business value through world-class software, coaching and community services. The document discusses the importance of building empathy through conversation, framing problems, running meaningful experiments, and applying lean startup disciplines to startups. It provides advice such as getting out of the building, meaning emerges through interaction, applying new disciplines, being disciplined explorers, and doing what you love.
This is the presentation I made at the Lean Startup Machine Hyderabad on 6th June 2014, held at Progress Software.
The presentation intends to briefly introduce the audience to "Lean Startup" methodology and then illustrate to them the use of the "Experimentation Board".
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
All too often, hastily planned brainstorming sessions bring up a lot of good ideas that somehow never get used, while the boring kinds of ideas you are trying to get away from seem to be used again and again. One reason for this is the lack of an innovation plan, according to Jeffrey Baumgartner.
This document describes Sprintz.Work, a 5-week program that provides trained remote teams and coaching to help companies innovate. It addresses challenges like getting innovation teams to focus remotely. The program is based on design sprints but lasts 5 weeks instead of 5 days, allowing more time to develop ideas. Managers work with a certified team for 10-15 hours per week and receive training, tools and lifetime access to innovation resources. The goal is to achieve more innovation results in 5 weeks than traditional short sprints through this structured remote process.
The document provides templates for launching agile projects, including an elevator pitch template, an in-scope/not in-scope list, an assumption map, an awake list, a wheel of pain diagram, a working agreement, simple rules, committed resources, and a prospective analysis matrix. The templates are intended to help teams plan their agile project by identifying assumptions, risks, resources, and potential events that could impact the project.
Lean Startup Experiments are the means to generate the currency of Entrepreneurship - learning.
In this workshop, first presented at Live The Dream, we take you through how to identify the next experiment, write it up, retrospect and record it.
Borrows from work by Ash Maurya, Eric Reis and more.
Rally believes empowered employees are essential to solving problems. They help customers empower employees and increase business value through world-class software, coaching and community services. The document discusses the importance of building empathy through conversation, framing problems, running meaningful experiments, and applying lean startup disciplines to startups. It provides advice such as getting out of the building, meaning emerges through interaction, applying new disciplines, being disciplined explorers, and doing what you love.
This is the presentation I made at the Lean Startup Machine Hyderabad on 6th June 2014, held at Progress Software.
The presentation intends to briefly introduce the audience to "Lean Startup" methodology and then illustrate to them the use of the "Experimentation Board".
While LeanKit sell a kanban tool, we firmly believe that kanban is only one of many powerful tools available to Lean practitioners and that all of these tools are best applied within a framework of Lean principles.
This talk briefly re-introduces those principles and then provides an introduction to more than ten main Lean practices and tools, including kanban, gemba, kaizen, takt time, obeya, value stream mapping, muri, mura, muda (waste) and more. It gives real-world examples of their use in different domains to make clear that these ideas are readily applicable across industries and functions.
Bio:
Jon Terry is co-Chief Executive Officer of LeanKit. Before LeanKit, Jon held a number of senior IT positions with hospital-giant HCA and its logistics subsidiary, HealthTrust Purchasing Group. He was among those responsible for launching HCA’s adoption of Lean/Agile methods.
Jon earned his Global Executive MBA from Georgetown University and ESADE Business School in Barcelona, Spain, and his Masters Certificate in Project Management from George Washington University. He is a Project Management Professional, a Certified Scrum Master, a Kanban Coaching Professional, is certified in the Lean Construction Institute’s Last Planner Method, and trained in the SAFe Lean Systems Engineering method.
All too often, hastily planned brainstorming sessions bring up a lot of good ideas that somehow never get used, while the boring kinds of ideas you are trying to get away from seem to be used again and again. One reason for this is the lack of an innovation plan, according to Jeffrey Baumgartner.
This document describes Sprintz.Work, a 5-week program that provides trained remote teams and coaching to help companies innovate. It addresses challenges like getting innovation teams to focus remotely. The program is based on design sprints but lasts 5 weeks instead of 5 days, allowing more time to develop ideas. Managers work with a certified team for 10-15 hours per week and receive training, tools and lifetime access to innovation resources. The goal is to achieve more innovation results in 5 weeks than traditional short sprints through this structured remote process.
The document provides templates for launching agile projects, including an elevator pitch template, an in-scope/not in-scope list, an assumption map, an awake list, a wheel of pain diagram, a working agreement, simple rules, committed resources, and a prospective analysis matrix. The templates are intended to help teams plan their agile project by identifying assumptions, risks, resources, and potential events that could impact the project.
This document discusses the rise of word-of-mouth marketing and social media, and the need for brands to adapt to this changing landscape by becoming "Conversation Managers." It promotes an approach of strategically driving word-of-mouth through amazing content, listening to customers, and community engagement. Examples are given of how brands like Zappos and Telenet leveraged word-of-mouth and pre-launch feedback to succeed. The presentation argues that integration of word-of-mouth into all marketing activities is the new philosophy required of brands.
Ankita Sharma
Email: ankita@fundintelligence.in
Mobile: +91 982 272 8115
We look forward to discussing your requirements. Please feel free to contact us for any queries or additional information.
Este documento describe los conceptos de biocenosis y población en ecología. Una biocenosis se refiere a todas las especies que interactúan en un hábitat, como un arrecife de coral. Las poblaciones se definen como grupos de individuos de la misma especie que comparten un hábitat e intercambian material genético. El documento luego describe parámetros como abundancia, diversidad y dominancia para definir una biocenosis, así como los niveles de organización de una biocenosis desde organismos individuales hasta comunidades completas. Finalmente
The document is a collection of short stories about characters named Kenster, Devon, and Abigale. In the first story, Kenster loses his notebook and asks Devon about it, who shrugs. In the second story, Devon and Kenster receive detentions of different lengths for fighting. The third story describes Abigale's happiness evaporating when she visits Kenster in the hospital and Devon insults him. The fourth story describes the characters spending Christmas together. The fifth story details Kenster mistakenly running to school on a Saturday.
This document contains 4 short passages:
1) A summary comparing the plots of "The Tiger Rising" and "Because of Winn Dixie" where the protagonists feel out of place in a new town until making a new friend.
2) A 3 stanza poem personifying the concept of fear.
3) A short story about a kitten named Puck who is trapped in a burlap sack and thrown into water, but manages to escape and drag himself onto land, losing sight of his mother.
4) A brief biography of the author, Mr. Falck, stating he is a 4th grade teacher who enjoys the ocean.
Ziyon wrote several short stories and poems in their 2010-2011 portfolio. One story describes gaining wings after swimming and being able to fly home and to the movies. A haiku poem is about wind, rain, and singing birds. Another story is about a sad recycling can longing to return home to its family.
The document provides an overview of the rise of democracy from ancient Greece and Rome through the American Revolution. It discusses the key influences and developments along the way, including the legacy of Athens' direct democracy; the Roman republic; the Magna Carta limiting monarchal power; the Enlightenment period promoting reason and individual rights; and the American Revolution establishing a representative democracy with separation of powers based on enlightenment thinkers like Locke, Montesquieu and others.
Process tailoring would be a good option for a team that is using agile successfully but would like to improve their methods. A series of project pre-mortems would be most useful on a long-term, risky project to identify potential risks and mitigate them. You hear that another team is using an agile-traditional hybrid approach which most likely involves using agile methods to plan the project and traditional methods to track and measure performance.
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
This document contains questions and prompts from multiple checkpoints in a project management course. It includes questions about case studies, simulations, and scenarios involving project planning, scheduling, budgeting, resource management, and overcoming challenges. The student is asked to analyze situations, propose solutions, and discuss best practices for project management.
This document discusses the rise of word-of-mouth marketing and social media, and the need for brands to adapt to this changing landscape by becoming "Conversation Managers." It promotes an approach of strategically driving word-of-mouth through amazing content, listening to customers, and community engagement. Examples are given of how brands like Zappos and Telenet leveraged word-of-mouth and pre-launch feedback to succeed. The presentation argues that integration of word-of-mouth into all marketing activities is the new philosophy required of brands.
Ankita Sharma
Email: ankita@fundintelligence.in
Mobile: +91 982 272 8115
We look forward to discussing your requirements. Please feel free to contact us for any queries or additional information.
Este documento describe los conceptos de biocenosis y población en ecología. Una biocenosis se refiere a todas las especies que interactúan en un hábitat, como un arrecife de coral. Las poblaciones se definen como grupos de individuos de la misma especie que comparten un hábitat e intercambian material genético. El documento luego describe parámetros como abundancia, diversidad y dominancia para definir una biocenosis, así como los niveles de organización de una biocenosis desde organismos individuales hasta comunidades completas. Finalmente
The document is a collection of short stories about characters named Kenster, Devon, and Abigale. In the first story, Kenster loses his notebook and asks Devon about it, who shrugs. In the second story, Devon and Kenster receive detentions of different lengths for fighting. The third story describes Abigale's happiness evaporating when she visits Kenster in the hospital and Devon insults him. The fourth story describes the characters spending Christmas together. The fifth story details Kenster mistakenly running to school on a Saturday.
This document contains 4 short passages:
1) A summary comparing the plots of "The Tiger Rising" and "Because of Winn Dixie" where the protagonists feel out of place in a new town until making a new friend.
2) A 3 stanza poem personifying the concept of fear.
3) A short story about a kitten named Puck who is trapped in a burlap sack and thrown into water, but manages to escape and drag himself onto land, losing sight of his mother.
4) A brief biography of the author, Mr. Falck, stating he is a 4th grade teacher who enjoys the ocean.
Ziyon wrote several short stories and poems in their 2010-2011 portfolio. One story describes gaining wings after swimming and being able to fly home and to the movies. A haiku poem is about wind, rain, and singing birds. Another story is about a sad recycling can longing to return home to its family.
The document provides an overview of the rise of democracy from ancient Greece and Rome through the American Revolution. It discusses the key influences and developments along the way, including the legacy of Athens' direct democracy; the Roman republic; the Magna Carta limiting monarchal power; the Enlightenment period promoting reason and individual rights; and the American Revolution establishing a representative democracy with separation of powers based on enlightenment thinkers like Locke, Montesquieu and others.
Process tailoring would be a good option for a team that is using agile successfully but would like to improve their methods. A series of project pre-mortems would be most useful on a long-term, risky project to identify potential risks and mitigate them. You hear that another team is using an agile-traditional hybrid approach which most likely involves using agile methods to plan the project and traditional methods to track and measure performance.
Branchout 2017 - Day 1 Session - Effi Fuks-LeichtagBranch
Growth Unhacking - Oversimplified Lessons from Growing Things
By Effi Fuks-Leichtag, Group Product Manager at Yelp
Growth hacking has become such a popular practice adopted by many startups and bigger brands alike. However, misunderstanding and less-than-optimal practices are also prevalent. Join Effi, Group Manager from Yelp, as he dissects the key elements in growth to "Unhack" the process.
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
This document contains questions and prompts from multiple checkpoints in a project management course. It includes questions about case studies, simulations, and scenarios involving project planning, scheduling, budgeting, resource management, and overcoming challenges. The student is asked to analyze situations, propose solutions, and discuss best practices for project management.
This document provides an overview of organizational transformation and reengineering. It discusses why transformation is important when external change outpaces internal change. Reengineering is defined as the radical redesign of business processes to achieve dramatic improvements in areas like cost, speed and quality. The document outlines key aspects of successful reengineering projects like having strong executive leadership and focusing on customer-centered processes rather than current operations. Common pitfalls that can cause reengineering to fail are also identified, such as not making significant changes or ignoring employee concerns.
This document provides an overview of organizational transformation and reengineering. It defines reengineering as the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements. Four key aspects are identified: dramatic improvements, radical changes starting from a clean slate, focusing on processes rather than individual tasks, and redesigning how work is done. Common challenges to reengineering include resistance to change from employees and managers. Success requires strong leadership, focusing on customer needs, questioning underlying assumptions, empowering cross-functional teams, and overcoming communication impediments.
The document outlines 10 principles for effective technology leadership that are often overlooked but essential for long-term success. The principles are: 1) understand the day-to-day work of the team through hands-on experience; 2) develop team visions from within instead of imposing top-down strategies; 3) carefully plan human resources to avoid premature ramping up; 4) demonstrate real commitment to quality over compromising for deadlines; 5) focus on solving real business problems not just using technology; 6) ask probing questions to address risks and weaknesses; 7) listen to experts with real experience instead of theorists; 8) change course wisely while maintaining progress and confidence; 9) celebrate real accomplishments without overstating results; 10
This document contains a presentation on project management with questions and answers. It discusses managing time across multiple classes like working in a matrix structure, recommending project management structures for new product developments, and assessing organizational culture. For one question, the respondent recommends a matrix structure for a company developing a new binocular product. For another, they recommend a functional structure for a project to develop new audio technology. It also assesses the cultures of BMW, Vivo SMD, and the respondent's school.
The document provides an overview of persuasion theories and techniques that could be used to persuade an audience to support implementing a makerspace at a university. It discusses goals-plans-actions theory, foot-in-the-door theory, and the three modes of persuasion - ethos, logos, and pathos. Specific techniques recommended include legitimization of paltry favors, using impactful images, considering timing, laying out the business case, addressing pros and cons, preemptively offering solutions, strategic word choice, asking for a clear call to action, being prepared to negotiate, and following up.
#Reverse Brainstorming - A Creative Group Problem-Solving Technique for Com...SN Panigrahi, PMP
#Reverse Brainstorming - A Creative Group Problem-Solving Technique for Complex Problems# by SN Panigrahi,
Essenpee Business Solutions, India,
Understanding Reverse Brain Storming,
Reverse Brain Storming - Process,
Reverse Brain Storming – Examples of Idea Reversal,
Turn a Negative Gripe Session into a Positive Brainstorming Session
This document summarizes a presentation on using agile project management techniques for purchasing digital services. It discusses key aspects of agile purchasing including buying talent, keeping talent on projects, managing budgets, ensuring quality, enabling transfer of assets if suppliers change, and providing support. The presentation emphasizes that purchasing work instead of outcomes, continuous delivery, transparency, and customer collaboration are important agile principles for purchasing. It also notes challenges like potential "dangers of waterfall" approaches and importance of organizational support for the agile paradigm.
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
Studies show that giving and receiving criticism is one of the most difficult interpersonal skills. Being able to accept and give criticism that is focused on the behaviour and not the person is a key ingredient for success. This session covers several strategies and techniques to build confidence to separate emotion from the situation of receiving or giving constructive criticism.
This document provides information and best practices for corporations partnering with startups. It discusses how corporations and startups operate differently, challenges in partnering between them, and lessons learned. It then outlines workshops that teach how to adopt a buy versus build methodology, balance speed and risk with proofs of concept, and best practices for the proof of concept process.
The definitive guide_to_the_leadership_behaviors_that_create_a_culture_of_con...K S sajeeth
This document provides leadership tips for creating a culture of continuous improvement. It emphasizes leading by example in continuous improvement efforts, empowering employees to make improvements, responding quickly to ideas, turning complaints and bad ideas into opportunities, and creating time for testing improvements. The document stresses recognizing contributions, being transparent in the improvement process, and emphasizing that failures are learning opportunities, not true failures. It cautions against over-rewarding improvements and forgetting the "study" and "adjust" phases of the PDSA cycle. The overall message is that leaders must role model and support a mindset where all employees feel responsible for ongoing, incremental improvements.
This document discusses purchasing agile development services. It emphasizes the importance of buying talent over outcomes. Key factors in purchasing agile include buying talent, ensuring teamwork, keeping talent over the long term, maintaining scalability, controlling budgets, assuring quality, enabling transferability of assets, and providing support. Talent is the most important asset, so projects should be made worthwhile and advertise to attract the best people. Teamwork is also essential. Budgets require incentives for maximum effort focused on high-value solutions. Quality depends on agreed definitions and processes. Support from organizational leadership is critical for success.
Boston UXPA 2016 | What’s Worse: A Root Canal or Selecting Health InsuranceBecky Minervino
Fidelity wanted to create a small business health insurance marketplace and used design thinking techniques like design sprints and co-design to do so rapidly. They established a problem statement focusing on providing employees an intuitive experience that helps them choose a health plan they understand and feel confident about. Through design sprints and co-design sessions directly with users, they generated ideas and tested prototypes to learn what would meet user needs. Their approach helped them design an admin experience meeting employer needs and an employee experience focused on choice, understanding, and confidence in selecting a plan.
Participate in our SyncedIn contest and win a free seat to our “The Bread, Sa...Raghunath Ramaswamy
This document announces a contest to win a free seat at a social media workshop. It provides instructions on how to participate by answering 10 multiple choice questions about effective business transactions and recruitment processes. The questions cover scenarios like sending resumes, checking applicant feedback, interview attendance, and achieving targets. Participants are asked to share the announcement on social media and send their answers by a Sunday deadline. The winners will be announced the following Monday.
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.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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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.
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.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
1. • Individuals or teams within an
organization that take direct responsibility
to support, resource, and/or transform
an innovative idea into
a new product, service or process.
• This takes individual energy and a
conducive environment
Intrapreneurship
2. • Know how “navigate” the
company maze
• Know the “limits” of the maze
• Know how to help others
navigate the maze
• Support
• Resources
• Transform
Successful intrapreneurs
5. • Based on the Intrapreneurial
Maze Game by Paul Leonetti and
Dan Evans
• 8 tactical decisions to take
• Each question allows your team
to win (or lose) points (are you
maze savvy?)
Can you navigate like an intrapreneur
6. Your team is considering whether or not to
develop a business plan at this stage.
a) No. Too early, financials would be nothing but wild guesses filled
with untested assumptions.
b) Yes. Financials would be nothing but wild guesses and untested
assumptions.
c) Yes. Describe the business model but without the financials at this
time.
Question 1
7. Your team is considering whether or not to
develop a business plan at this stage.
a) No. Too early, financials would be nothing but wild guesses filled
with untested assumptions.
b) Yes. Financials would be nothing but wild guesses and untested
assumptions.
c) Yes. Describe the business model but without the financials at this
time.
Question 1
8. Your team has four potential candidates
willing to be your first project sponsor. Which
of the four would you select?
a) A person who is a high-ranked executive at PRO-TEGE.
b) A person who is able to be involved in all the stages of your
intrapreneurial initiative.
c) A person who is very friendly and kind.
d) A person who has a favorable 5-year success average in risk-taking.
Question 2
9. Your team has four potential candidates
willing to be your first project sponsor. Which
of the four would you select?
a) A person who is a high-ranked executive at PRO-TEGE.
b) A person who is able to be involved in all the stages of your
intrapreneurial initiative.
c) A person who is very friendly and kind.
d) A person who has a favorable 5-year success average in risk-taking.
Question 2
10. Your team will need resources soon. You’re
about to approach someone who could be of
help. Which of the following is the most
effective tactic to use?
a) Ask for everything you will need immediately so that there are no
hidden requests later on.
b) Ask for just a portion of what you need.
c) Ask for 20 minutes of advice.
d) Ask for 60 minutes of advice.
Question 3
11. Your team will need resources soon. You’re
about to approach someone who could be of
help. Which of the following is the most
effective tactic to use?
a) Ask for everything you will need immediately so that there are no
hidden requests later on.
b) Ask for just a portion of what you need.
c) Ask for 20 minutes of advice.
d) Ask for 60 minutes of advice.
Question 3
12. The company lawyer has taken a strong interest in
your project and offered resources. You say no to the
first offer because you don’t think it’s necessary. She
offers help again. What should you do?
a) Accept the help offer even though you may not ever need the
resources.
b) Say no again because you honestly believe you won’t need this
person’s help.
c) Don’t respond immediately but tell her that you’ll consider the
offer later.
Question 4
13. The company lawyer has taken a strong interest in
your project and offered resources. You say no to the
first offer because you don’t think it’s necessary. She
offers help again. What should you do?
a) Accept the help offer even though you may not ever need the
resources.
b) Say no again because you honestly believe you won’t need this
person’s help.
c) Don’t respond immediately but tell her that you’ll consider the
offer later.
Question 4
14. Despite the seeming fit with PRO-TEGE strategy, you
feel you should reframe your idea in order to attract
resources because the company’s financial
performance has dropped slightly in the last two
quarters. What re-positioning tactic should you
deploy?
a) De-emphasize the innovativeness of your idea and relate it more to
established PRO-TEGE R&D practices and protocols.
b) Emphasize the novelty of your idea and its relationship to change
and growth.
c) Take advantage of your idea’s ambiguous state and promise
something substantial coming from the project even though it may not
yet be certain.
d) Don’t do anything at the moment as the financial situation could
change and, thereby, negate your tactical maneuver.
Question 5
15. Despite the seeming fit with PRO-TEGE strategy, you
feel you should reframe your idea in order to attract
resources because the company’s financial
performance has dropped slightly in the last two
quarters. What re-positioning tactic should you
deploy?
a) De-emphasize the innovativeness of your idea and relate it more to
established PRO-TEGE R&D practices and protocols.
b) Emphasize the novelty of your idea and its relationship to change
and growth.
c) Take advantage of your idea’s ambiguous state and promise
something substantial coming from the project even though it may not
yet be certain.
d) Don’t do anything at the moment as the financial situation could
change and, thereby, negate your tactical maneuver.
Question 5
16. To keep things moving, you don’t want to lose time
waiting for permission or trying to follow every rule.
What tactic would best serve the interests of your
project?
a) Trust your judgment and break rules when necessary. If anyone
objects, ask for forgiveness.
b) Apply the “waterline rule” which says, “If it makes sense to drill
holes above the waterline of the ship, just do it. But if you want to
take risks and bore holes below the waterline, ask someone for
clarification or approval first.”
c) Don’t take the risk, it’s not worth it. Use your sponsor to gain
permission.
Question 6
17. To keep things moving, you don’t want to lose time
waiting for permission or trying to follow every rule.
What tactic would best serve the interests of your
project?
a) Trust your judgment and break rules when necessary. If anyone
objects, ask for forgiveness.
b) Apply the “waterline rule” which says, “If it makes sense to drill
holes above the waterline of the ship, just do it. But if you want to
take risks and bore holes below the waterline, ask someone for
clarification or approval first.”
c) Don’t take the risk, it’s not worth it. Use your sponsor to gain
permission.
Question 6
18. Your team has only one chance to sell its project to
executive management. Which tactic do you think
offers the best chance for your project
presentation?
a) Prepare lots of data to support your business plan. Assume that
if data appears absolute then the outcome is insured, thus providing
the best chance for approval.
b) Concentrate your preparation more on building a vision of the
project for executive management than on the business plan.
c) Choose a team member with the best oral skills to make the
presentation alone, minimizing the chance of inconsistencies and
errors. The presentation should focus on the project strengths only.
d) Have the entire team be involved in the presentation. It should
include strengths and weaknesses.
Question 7
19. Your team has only one chance to sell its project to
executive management. Which tactic do you think
offers the best chance for your project
presentation?
a) Prepare lots of data to support your business plan. Assume that
if data appears absolute then the outcome is insured, thus providing
the best chance for approval.
b) Concentrate your preparation more on building a vision of the
project for executive management than on the business plan.
c) Choose a team member with the best oral skills to make the
presentation alone, minimizing the chance of inconsistencies and
errors. The presentation should focus on the project strengths only.
d) Have the entire team be involved in the presentation. It should
include strengths and weaknesses.
Question 7
20. Should your idea be approved, you might be asked
to hand-off the project to others to continue its
development and implementation. What would
you recommend?
a) Good idea. Your team is untested and may not have the
sophistication and know-how to bring the project to successful
implementation.
b) Bad idea. Your team knows the project better than anyone. If
possible, keep the entire team intact without any hand-offs until the
project is successfully implemented.
c) Do hand-offs in stages to experienced, qualified specialists but
keep as many original team members involved as long as possible.
Question 8
21. Should your idea be approved, you might be asked
to hand-off the project to others to continue its
development and implementation. What would
you recommend?
a) Good idea. Your team is untested and may not have the
sophistication and know-how to bring the project to successful
implementation.
b) Bad idea. Your team knows the project better than anyone. If
possible, keep the entire team intact without any hand-offs until the
project is successfully implemented.
c) Do hand-offs in stages to experienced, qualified specialists but
keep as many original team members involved as long as possible.
Question 8
Editor's Notes
a) Business planning begins by making up numbers. Start with a dream and work backward to a realistic vision. If you said no, it’s a missed opportunity to begin questioning inconsistencies and testing assumptions. Lose 2 points.
b) Business planning begins by making up numbers. Start with a dream and work backward to a realistic vision. If you said yes, it’s an early opportunity to question inconsistencies and to test assumptions. Gain 2 points (+2) (It is important to define the business “model” and test it with numbers. Are the numbers “RIGHT” – no ! But YOU WILL SEE IF THERE ARE INCONSISTENCIES IN THE MODEL !!!
c) Business planning begins by making up numbers. Start with a dream and work backward to a realistic vision. The financials, no matter how unreal, should be included because they provide a platform for questioning inconsistencies and testing assumptions. Lose 1 point
a) Although the sponsor must be in a position of influence, being at a work level too far removed from the team can be intimidating and counter-productive. The sponsor must know how to relate to the team and understand its operational problems. You could pick a loser if you base the choice strictly on rank. Spin the Low-Risk wheel.
b) This is not that critical as most successful teams have several sponsors during the life of the project (i.e. first, second, third sponsors) . As the initiative evolves, new sponsors are needed. No gain. (0)
c) Although this could be an asset, it is more important that the sponsor has political savvy and is not afraid to ask tough and, maybe even unpopular, questions. No gain. (0)
d) Good indicator that the person understands internal Pro-Tege politics, has effective obstacle-blocking capability, and knows the difference between calculated and uncalculated risks. This choice is worth 2 points (+2).
a) This is a certain dead-end because you’ll likely meet resistance. Requests for resources should follow advice and only then ask for small contributions. If the person says no, he/she may also unconsciously devalue your idea even if it’s worthwhile. Make another choice. Lose 1 point (-1)
b) You don’t need resources NOW! At this point you should be asking for advice on how to proceed before asking for resources, regardless how small. Somewhat risky move, spin the Low-Risk wheel.
c) This is the recommended approach at this stage. However, be careful not to ask whether your idea is good or bad. Ask for advice on how to move forward before requesting resources.
Gain 2 points (+2)
d) Asking for advice should come before resources but don’t take more than 20 minutes with the initial contact. Since it’s too early to determine if your idea really has merit, the person will probably be somewhat positively disposed. Long meetings may open you up to questions that you can’t answer or are not at ease with. Risk! Spin the Low-Risk wheel.
a) You should accept. If you continue refusing her help, eventually you could make an enemy. You build friends and resources by accepting help. Gain 3 points (+3).
b) You should have accepted even though you don’t think you’ll need her help. Continue refusing and eventually you could make an enemy. If you accept, you reinforce her desire to help, which may prove important later. Lose 2 points (-2).
c) You should have accepted. A delay could be perceived as a refusal that could turn her into an enemy. Building friends at Pro-Tege is not easy. You should have taken advantage of this opportunity. Lose 2 points (-2).
a) Research suggests that when performance is slightly lower than expected, firms support innovative, risky ideas more. However, a serious decline will generally cause a firm to become more risk-averse. Since the performance decline is only slight, your decision doesn’t match the situation.
Lose 2 points
b) Research suggests that when performance is slightly lower than expected, firms more actively seek and support internal novel ideas. This decision matches the current situation. Note that a serious decline, however, will generally cause a firm to become more risk-averse. Gain 2 points.
c) This tactic has merit sometimes when management knows little about the innovative idea. However, it involves a lot of risk and may be viewed as unethical unless you can definitely deliver on your promise. Spin the High-Risk wheel.
d) This tactic has merit if you expect a sudden significant upward or downward change in the firm’s near-term performance. Since this information is not available now, spin the Low-Risk wheel.
a) If your judgement is accurate, breaking a rule will save time and there should be little objection. However, if you fail to first consult with someone of authority and you’re wrong, don’t expect forgiveness. Since you are willing to bet on your judgement, spin the High-Risk wheel.
b) This is a more useful guideline. Effective intrapreneurs know the permission waterline. They will not put major resources at risk without official approval and they never compromise safety or environmental standards. The biggest risk is that they may not use all of their discretionary latitude. Regardless, you gain 3 points.
c) Although a sponsor can help gain permission, taking a no risk approach could be time-consuming and the most risky for the success of your project. Learn to take calculated risks. Lose 3 points.
a) This tactic may lessen the importance of your team. Successful project presentations reflect the relative strengths of team and business plan. In fact, venture capitalists typically favor team strength over business plan. In addition, too much data may overwhelm your audience. Lose 2 points.
b) Although visioning can be an effective tactic, without support of key business plan data, the presentation may appear too abstract, especially for Pro-Tege’s management. Is this what the audience wants? It’s important to know your audience to determine the balance. This tactic could yield positive results but it’s risky.
Spin the Low-Risk wheel.
c) Reliance on one person has its advantages but it could send the wrong message about team cohesion and competence. Although you gain time preparing, you may lose with this presentation. Emphasizing strengths alone is dangerous – the listener may start to wonder if you are able to assess your weaknesses and manage them ! Spin the High-Risk wheel.
d) A team presentation sends a strong positive message and allows for more participation. An objective, balanced presentation (including weaknesses) has the best chance to win. Choice remains strong. Gain 2 points
a) This is a bad idea. If the project is completely handed off, much of the learning value could be lost. This is a good way to kill the project. Lose 3 points.
b) This is a bad idea, but for different reasons. Limiting membership to only the original team runs the risk of not improving the team talent mix, not gaining different perspectives, and becoming isolated. You lose 3 points.
c) This is the preferred choice as it allows the project to benefit from new team member experience and talent without losing much of the accrued learning value. You gain 4 points.