The document outlines an approach called the "Growth Operating System" (OS) for helping large enterprises grow like startups through a focus on discovery, experimentation, and learning. It advocates installing a "Growth Board" decision-making structure to manage a portfolio of growth opportunities from seed to launch to scale. The goal is to create a "Positioned Capital Portfolio" of new businesses estimated to generate billions in revenue by focusing on opportunities outside the existing addressable market and validating ideas through fast, low-cost experiments.
This document provides guidance on conducting research for a sales opportunity assessment report (SOAR) with a client. It outlines 16 topics to research including metrics, capabilities, customer experience offerings, organizational structure, initiatives, budgets, competitors, objections, and risks. The goal is to understand the client's business needs, priorities, and pain points in order to identify how the solutions being pitched could provide value.
The document discusses Creative Chaos, a company that helps large enterprises innovate through an agile development process. It provides (1) an innovation delivery framework to validate, build, and scale ideas using agile teams within 2-4 weeks, (2) diverse technology expertise, and (3) helps transfer institutional knowledge of products to enterprises. The target customers are VP/CXOs seeking to address opportunities but who face challenges such as organizational inertia and limited IT capabilities. Creative Chaos helps accelerate development and overcome these challenges through its startup-style approach and expertise in both startups and large enterprises.
Creative Chaos provides team augmentation and outsourcing services to help companies scale rapidly. Their target partners include:
1) Founders of venture-backed startups who need to augment their internal dev teams to drive revenue growth and handle scaling pressures.
2) CXOs at large companies looking for partners to solve business problems through digital transformation and address marketplace opportunities beyond their capabilities.
3) CEOs of web/mobile app development firms seeking to expand service offerings and recurring revenue streams through additional technical capabilities and access to enterprise customers.
This document provides guidance on researching key information about potential call center clients to strengthen sales opportunities. It outlines 16 categories of information to research including metrics, capabilities, customer experience offerings, organizational structure, executive and call center goals, approval processes, competitors, budget, and risks. The level of detail suggested aims to give a well-rounded understanding of prospects to better align solutions with their needs and priorities.
This document provides guidance on how to structure an investor presentation, including key sections to cover and how to frame each section. The sections discussed are: setting the table, opportunity size, problem, solution, how it works, competition, unit economics, early traction, go-to-market strategy, milestones, financing needs, team, and appendix. For each section, the document recommends focusing on one key point to convey and considering what investors are thinking to ensure addressing their concerns. The overall goal is to tell a compelling story about the problem being solved and why the company is well-positioned for success.
The document provides tips on scaling a startup business model. It emphasizes that scaling is not easy and premature attempts often lead to failure. To scale successfully, a business needs to solve a problem that many people want solved, develop a sustainable model, build the right teams and culture, and ensure the model can repeat and grow through systems and processes that allow decreasing costs. The keys to scaling include validating engagement, mitigating risks, building the right networks, hiring ahead of needs, and raising investment at the right stages.
A guide to in-depth investor pitches by Elevate VenturesKelly Schwedland
I've sat through hundreds of investment presentations and listen to comments during and afterwards. We at Elevate also sat alongside Angel groups and had feedback from VC groups that have met with our companies. I'm not sure there can ever be a perfect pitch as different groups have a specific thesis. But we decided to take the learnings from those meetings and make sure that companies can articulate all of the key items that investors are looking for especially in an in-person presentation. (A little more in depth that the traditional pitch used to get investors interested in large group/ public formats)
This document provides tips and guidance for creating an effective startup pitch deck. It discusses the purpose of a pitch deck, sample deck structure and slide content, tips for each slide, common mistakes to avoid, and next steps after completing the deck. The overall goals are to get meetings with investors, move forward in the fundraising process, and ultimately raise capital. Building an effective pitch deck is positioned as an important exercise that will help founders articulate their opportunity and address key questions.
This document provides guidance on conducting research for a sales opportunity assessment report (SOAR) with a client. It outlines 16 topics to research including metrics, capabilities, customer experience offerings, organizational structure, initiatives, budgets, competitors, objections, and risks. The goal is to understand the client's business needs, priorities, and pain points in order to identify how the solutions being pitched could provide value.
The document discusses Creative Chaos, a company that helps large enterprises innovate through an agile development process. It provides (1) an innovation delivery framework to validate, build, and scale ideas using agile teams within 2-4 weeks, (2) diverse technology expertise, and (3) helps transfer institutional knowledge of products to enterprises. The target customers are VP/CXOs seeking to address opportunities but who face challenges such as organizational inertia and limited IT capabilities. Creative Chaos helps accelerate development and overcome these challenges through its startup-style approach and expertise in both startups and large enterprises.
Creative Chaos provides team augmentation and outsourcing services to help companies scale rapidly. Their target partners include:
1) Founders of venture-backed startups who need to augment their internal dev teams to drive revenue growth and handle scaling pressures.
2) CXOs at large companies looking for partners to solve business problems through digital transformation and address marketplace opportunities beyond their capabilities.
3) CEOs of web/mobile app development firms seeking to expand service offerings and recurring revenue streams through additional technical capabilities and access to enterprise customers.
This document provides guidance on researching key information about potential call center clients to strengthen sales opportunities. It outlines 16 categories of information to research including metrics, capabilities, customer experience offerings, organizational structure, executive and call center goals, approval processes, competitors, budget, and risks. The level of detail suggested aims to give a well-rounded understanding of prospects to better align solutions with their needs and priorities.
This document provides guidance on how to structure an investor presentation, including key sections to cover and how to frame each section. The sections discussed are: setting the table, opportunity size, problem, solution, how it works, competition, unit economics, early traction, go-to-market strategy, milestones, financing needs, team, and appendix. For each section, the document recommends focusing on one key point to convey and considering what investors are thinking to ensure addressing their concerns. The overall goal is to tell a compelling story about the problem being solved and why the company is well-positioned for success.
The document provides tips on scaling a startup business model. It emphasizes that scaling is not easy and premature attempts often lead to failure. To scale successfully, a business needs to solve a problem that many people want solved, develop a sustainable model, build the right teams and culture, and ensure the model can repeat and grow through systems and processes that allow decreasing costs. The keys to scaling include validating engagement, mitigating risks, building the right networks, hiring ahead of needs, and raising investment at the right stages.
A guide to in-depth investor pitches by Elevate VenturesKelly Schwedland
I've sat through hundreds of investment presentations and listen to comments during and afterwards. We at Elevate also sat alongside Angel groups and had feedback from VC groups that have met with our companies. I'm not sure there can ever be a perfect pitch as different groups have a specific thesis. But we decided to take the learnings from those meetings and make sure that companies can articulate all of the key items that investors are looking for especially in an in-person presentation. (A little more in depth that the traditional pitch used to get investors interested in large group/ public formats)
This document provides tips and guidance for creating an effective startup pitch deck. It discusses the purpose of a pitch deck, sample deck structure and slide content, tips for each slide, common mistakes to avoid, and next steps after completing the deck. The overall goals are to get meetings with investors, move forward in the fundraising process, and ultimately raise capital. Building an effective pitch deck is positioned as an important exercise that will help founders articulate their opportunity and address key questions.
This is an evaluation sheet for a company pitch and can be used by investors or judges of pitch competitions. I used this regularly in first round meetings with companies as well. It is also a great resource for entrepreneurs to review to see if their pitch covers everything needed to sway an investor. This evaluation sheet is based on the "The 'Best' Startup Investor Pitch Deck": http://www.slideshare.net/Sky7777/the-best-startup-pitch-deck-how-to-present-to-angels-v-cs
Slide dari sesi Roundtable Disscussion : "Bagaimana membuat pitch deck yang menarik perhatian investor?"
Credit to : Kevin Darmawan, Managing Partner Coffee Ventures
You are currently preparing your financing round and want to get an overview of a VC's Investment criteria. This checklist contains the main questions we want to touch base on in Seed- and Series A pitch meetings.
Ask these basic questions: How much capital does your growth require? What will be your cost of capital over the growth of your venture? Can you afford to grow at all costs? When will growth not be the basis for valuation? What if factors beyond your control impact growth?
The document provides guidance on the key elements to include in a 10 slide pitch deck for investors. It recommends including: a tagline, problem description, solution, team, market size, customer, competition, business model, customer acquisition strategy, and deal terms. Tips are provided for each element on how to effectively communicate the information to investors in a clear and concise way. The goal is to help startup founders understand what investors are looking for in a pitch so they can successfully raise funding.
a template that brings together the best of the best in startup pitch decks and presentations so you get funded - this is a content guide, not an artistic guide
You are currently preparing your financing round and want to get an overview of a VC's Investment criteria? This checklist contains the main questions we want to touch base on in financial models for your Seed- and Series A round.
Canaan Entrepreneur Pitch Workbook - To provide entrepreneurs with just the actionable, tactical guidance you need to clearly communicate your business idea.
The document provides tips for developing an effective fundraising presentation deck for venture capitalists. It recommends starting with the key reasons to invest upfront, using clear and concise slide titles as the main takeaway message for each slide, and decluttering slides to remove unnecessary text, images or colors. Financial projections should use a bottom-up market analysis approach rather than top-down projections, and financial details on slides should be laid out clearly while keeping the number of rows to seven or fewer.
Building a SaaS Startup | Fernando Okumura | Lunch & Learn UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Building the Billion dollar SaaS Unicorn for 2018Kelly Schwedland
The document provides an overview of key metrics, terms, and growth strategies for building a billion dollar SaaS unicorn company. It discusses 11 important SaaS metrics including MRR, ARR, CAC, LTV, NPS, churn, cohort analysis, and revenue per employee. It also outlines typical growth phases like the "T2D3" model of tripling revenue twice and doubling revenue three times to hit benchmarks like $2M, $6M, $18M, and $72M in ARR. Finally, the document emphasizes the importance of product-market fit and conducting customer interviews in the early "lean startup" phase.
Business Plan and other Communication Tools - Entrepreneurship 101 (2013/2014)MaRS Discovery District
This lecture presents tips, examples, techniques and tools for building the four essential communication documents for entrepreneurs including:
-The Elevator Pitch
-Executive Summary
-Company Presentation
-Business Plan
Learn how to create these communication tools and how to use them effectively to grow your business from an idea to a funded business.
Pitching is a key skill of every successful entrepreneur. How do you communicate your business clearly to employees, customers, and investors? How to put together a pitch deck? What are some common pitching mistakes that make you look inexperienced? What is the best way to pitch your business?
This document provides an overview of raising seed capital from Steve Schlafman of RRE Ventures. It discusses the basics of venture capital, including the different funding options available to startups and reasons to raise capital. It covers the current state of the seed market, notable angel investors and seed funds, as well as tips for preparing to raise a seed round, such as launching a minimum viable product, finding advisors, choosing the right investors, and setting an appropriate funding target and round size. The document emphasizes the importance of having a compelling brand and story to attract investors.
Lecture 2 from our 5-Day Lean Launchpad Class discussing how to put customer discovery to work out of the building. Based on the acclaimed book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
SiliconAlley Startup Services for StartupsMiles Rose
SiliconAlley services for startups to accomplish milestones on both time and budget. SA provides reference customers, SMEs, capital, personnel, funding, development, business development.
How to Jumpstart Your Business Success by Creating a Customer First Culture |...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
SiliconAlley Startup Services for InvestorsMiles Rose
SA|SAMS is a startup asset management service that assists investors in managing their startup investments. It provides services such as an unbiased second opinion on investments, daily management of startup operations, and access to vetted investment opportunities. For a fee, SA|SAMS handles activities like business strategy, product development, customer acquisition, and connecting startups to their network of investors. The company's team has decades of experience helping startups secure funding and succeed.
The document discusses common challenges faced by small to mid-sized business owners and provides a solution in the form of C-LEVEL services. It notes that 95% of small business owners fail to achieve their goals due to getting caught up in daily operations and details. The critical missing pieces are optimization, strategy, and innovation. C-LEVEL services offer a proprietary 10-step process involving operational review, implementation of continuous improvement, and development of growth and succession strategies to help owners focus on their goals.
(14/15) Personal Branding - Entrepreneurshipjoan_tubau
This document discusses various topics related to entrepreneurship and business management. It provides advice from successful entrepreneurs like Steve Jobs, Peter Thiel, and August Turak. Some of the key points summarized are:
- Entrepreneurship is challenging but more accessible now with opportunities to build empires. Execution is important to success.
- Innovation comes in different forms, not just futuristic gadgets, and finding comparative advantages is important.
- Successful companies solve specific problems in a unique way and aim to dominate small markets before expanding. Building a great team and product are essential.
- Startups should test assumptions through experiments and be willing to pivot if things aren't working. The lean startup methodology emphasizes validated learning
Lecture Entrepreneurship -The Art of the Start - How to start a Venture Capit...Michael Altendorf
The document discusses starting a venture capital (VC) backed company and provides advice from Michael Altendorf on this process. It introduces ADTELLIGENCE, a German tech company founded by Altendorf and others with a team of experts from companies like SAP, Google, and IBM. Their technology creates the basis for successful business models in areas like web 2.0 and mobile platforms. The document then provides tips on developing the idea, building a team, creating a business plan, finding investors, developing the product and market strategy, and other key steps to starting a VC backed company.
This is an evaluation sheet for a company pitch and can be used by investors or judges of pitch competitions. I used this regularly in first round meetings with companies as well. It is also a great resource for entrepreneurs to review to see if their pitch covers everything needed to sway an investor. This evaluation sheet is based on the "The 'Best' Startup Investor Pitch Deck": http://www.slideshare.net/Sky7777/the-best-startup-pitch-deck-how-to-present-to-angels-v-cs
Slide dari sesi Roundtable Disscussion : "Bagaimana membuat pitch deck yang menarik perhatian investor?"
Credit to : Kevin Darmawan, Managing Partner Coffee Ventures
You are currently preparing your financing round and want to get an overview of a VC's Investment criteria. This checklist contains the main questions we want to touch base on in Seed- and Series A pitch meetings.
Ask these basic questions: How much capital does your growth require? What will be your cost of capital over the growth of your venture? Can you afford to grow at all costs? When will growth not be the basis for valuation? What if factors beyond your control impact growth?
The document provides guidance on the key elements to include in a 10 slide pitch deck for investors. It recommends including: a tagline, problem description, solution, team, market size, customer, competition, business model, customer acquisition strategy, and deal terms. Tips are provided for each element on how to effectively communicate the information to investors in a clear and concise way. The goal is to help startup founders understand what investors are looking for in a pitch so they can successfully raise funding.
a template that brings together the best of the best in startup pitch decks and presentations so you get funded - this is a content guide, not an artistic guide
You are currently preparing your financing round and want to get an overview of a VC's Investment criteria? This checklist contains the main questions we want to touch base on in financial models for your Seed- and Series A round.
Canaan Entrepreneur Pitch Workbook - To provide entrepreneurs with just the actionable, tactical guidance you need to clearly communicate your business idea.
The document provides tips for developing an effective fundraising presentation deck for venture capitalists. It recommends starting with the key reasons to invest upfront, using clear and concise slide titles as the main takeaway message for each slide, and decluttering slides to remove unnecessary text, images or colors. Financial projections should use a bottom-up market analysis approach rather than top-down projections, and financial details on slides should be laid out clearly while keeping the number of rows to seven or fewer.
Building a SaaS Startup | Fernando Okumura | Lunch & Learn UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
Building the Billion dollar SaaS Unicorn for 2018Kelly Schwedland
The document provides an overview of key metrics, terms, and growth strategies for building a billion dollar SaaS unicorn company. It discusses 11 important SaaS metrics including MRR, ARR, CAC, LTV, NPS, churn, cohort analysis, and revenue per employee. It also outlines typical growth phases like the "T2D3" model of tripling revenue twice and doubling revenue three times to hit benchmarks like $2M, $6M, $18M, and $72M in ARR. Finally, the document emphasizes the importance of product-market fit and conducting customer interviews in the early "lean startup" phase.
Business Plan and other Communication Tools - Entrepreneurship 101 (2013/2014)MaRS Discovery District
This lecture presents tips, examples, techniques and tools for building the four essential communication documents for entrepreneurs including:
-The Elevator Pitch
-Executive Summary
-Company Presentation
-Business Plan
Learn how to create these communication tools and how to use them effectively to grow your business from an idea to a funded business.
Pitching is a key skill of every successful entrepreneur. How do you communicate your business clearly to employees, customers, and investors? How to put together a pitch deck? What are some common pitching mistakes that make you look inexperienced? What is the best way to pitch your business?
This document provides an overview of raising seed capital from Steve Schlafman of RRE Ventures. It discusses the basics of venture capital, including the different funding options available to startups and reasons to raise capital. It covers the current state of the seed market, notable angel investors and seed funds, as well as tips for preparing to raise a seed round, such as launching a minimum viable product, finding advisors, choosing the right investors, and setting an appropriate funding target and round size. The document emphasizes the importance of having a compelling brand and story to attract investors.
Lecture 2 from our 5-Day Lean Launchpad Class discussing how to put customer discovery to work out of the building. Based on the acclaimed book, Talking to Humans, by Giff Constable & Frank Rimalovski. More at http://talkingtohumans.com.
SiliconAlley Startup Services for StartupsMiles Rose
SiliconAlley services for startups to accomplish milestones on both time and budget. SA provides reference customers, SMEs, capital, personnel, funding, development, business development.
How to Jumpstart Your Business Success by Creating a Customer First Culture |...UCICove
About UCI Applied Innovation:
UCI Applied Innovation is a dynamic, innovative central platform for the UCI campus, entrepreneurs, inventors, the business community and investors to collaborate and move UCI research from lab to market.
About the Cove @ UCI:
To accelerate collaboration by better connecting innovation partners in Orange County, UCI Applied Innovation created the Cove, a physical, state-of-the-art hub for entrepreneurs to gather and navigate the resources available both on and off campus. The Cove is headquarters for UCI Applied Innovation, as well as houses several ecosystem partners including incubators, accelerators, angel investors, venture capitalists, mentors and legal experts.
Follow us on social media:
Facebook: @UCICove
Twitter: @UCICove
Instagram: @UCICove
LinkedIn: @UCIAppliedInnovation
For more information:
cove@uci.edu
http://innovation.uci.edu/
SiliconAlley Startup Services for InvestorsMiles Rose
SA|SAMS is a startup asset management service that assists investors in managing their startup investments. It provides services such as an unbiased second opinion on investments, daily management of startup operations, and access to vetted investment opportunities. For a fee, SA|SAMS handles activities like business strategy, product development, customer acquisition, and connecting startups to their network of investors. The company's team has decades of experience helping startups secure funding and succeed.
The document discusses common challenges faced by small to mid-sized business owners and provides a solution in the form of C-LEVEL services. It notes that 95% of small business owners fail to achieve their goals due to getting caught up in daily operations and details. The critical missing pieces are optimization, strategy, and innovation. C-LEVEL services offer a proprietary 10-step process involving operational review, implementation of continuous improvement, and development of growth and succession strategies to help owners focus on their goals.
(14/15) Personal Branding - Entrepreneurshipjoan_tubau
This document discusses various topics related to entrepreneurship and business management. It provides advice from successful entrepreneurs like Steve Jobs, Peter Thiel, and August Turak. Some of the key points summarized are:
- Entrepreneurship is challenging but more accessible now with opportunities to build empires. Execution is important to success.
- Innovation comes in different forms, not just futuristic gadgets, and finding comparative advantages is important.
- Successful companies solve specific problems in a unique way and aim to dominate small markets before expanding. Building a great team and product are essential.
- Startups should test assumptions through experiments and be willing to pivot if things aren't working. The lean startup methodology emphasizes validated learning
Lecture Entrepreneurship -The Art of the Start - How to start a Venture Capit...Michael Altendorf
The document discusses starting a venture capital (VC) backed company and provides advice from Michael Altendorf on this process. It introduces ADTELLIGENCE, a German tech company founded by Altendorf and others with a team of experts from companies like SAP, Google, and IBM. Their technology creates the basis for successful business models in areas like web 2.0 and mobile platforms. The document then provides tips on developing the idea, building a team, creating a business plan, finding investors, developing the product and market strategy, and other key steps to starting a VC backed company.
This document discusses how startups can help large corporations adopt digital transformation and innovation. It recommends that corporations work with startups in various ways, such as through accelerators, competitions, and pilot projects. Startups can help corporations access new technologies, disaggregate services, and target new customers. The document also stresses that corporations must transform their talent, skills, culture and incentives to foster innovation. Experimentation and learning from startup best practices is key to achieving innovation at corporate scale.
Jen van der Meer provides a document discussing key aspects of starting a startup, including why someone may want to start a startup, what lean startup principles are good for, motivation, defining a startup, funding philosophies, and envisioning scale and impact. The document provides questions to help the reader think through their motivation, target customers, value proposition, and how to achieve 10x growth. It encourages thinking big to attract investors and achieve outsized impact and scale.
Why do we start startups? A good question for the inaugural class of the NYC Media Lab: The Combine. Covering Motivation, Lean, Business Model Canvas, the Rich/King Dilemma, and Scale Outcomes
Join us for a LIVE WEBINAR that identifies the key reasons why most business fail and the factors that are found in those that succeed. During the webinar, Growthink's co-founder and CEO Jay Turo will uncover the pitfalls that entrepreneurs and managers just can't seem to avoid, and reveal best practices for successfully growing and exiting your business.
Mårten G Mickos provides advice on starting and building a business based on his experience as an entrepreneur. He discusses topics such as validating ideas, finding the right target market, securing funding from angels and VCs, building commitment in a team, and maintaining belief during challenges. Mickos warns against common mistakes like ideas that are too complicated, not understanding customers, and believing one's own public relations. He emphasizes thoroughly understanding the problem and market before starting, and advises continually experimenting and being prepared to abandon ideas if necessary.
Entrepreneurship is as hard as it can be rewarding. Entrepreneurs make personal, professional and financial sacrifices knowing the cards are stacked against them. So what separates the failed entrepreneur from the successful?
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010Roger Ehrenberg
The document discusses common mistakes that led to the failure of Monitor110, including a lack of clear leadership, development being too far removed from customers, raising too much money early on without revenues, and moving too slowly to adapt. It then provides examples of how Stocktwits corrected these mistakes under strong leadership with an initial focus on building a minimum viable product for customers. The author believes big data is a major opportunity and outlines qualities they look for in potential investments, emphasizing having a visionary product team that executes against milestones in a capital efficient manner.
This document provides an agenda and overview for a presentation on strategies for business success. The summary includes:
1) The presentation covers frameworks and strategies for business success, including the Rockefeller Habits framework, people and strategy decisions, execution and metrics, and planning rhythms.
2) A key focus is on developing the right mindset for success, including being proactive, having optimism and faith, and focusing on controlling one's thoughts and actions.
3) Great companies exemplify customer experience, having the right people and culture, leadership, and constantly learning and improving. Developing the right strategies is important for any economy.
- The document proposes creating an educational incubator to mentor entrepreneurs and support the creation of profitable companies addressing existential risks, impact investments, medical advancements, and other high-impact goals.
- It highlights challenges with short-term priorities in research and venture capital that discourage work on long-term problems.
- The author argues this incubator could help translate ideas into viable businesses, spread memes more effectively, and find new economic models to promote ambitious solutions.
Venture capital equity funding explained - Paula Mariwala, Seed Fundtiemumbai
Know more about fund raising and the key parameters that an investors takes into consideration while investing his money and time into a business or entrepreneur as explained by Paula Mariwala - Partner Seed Fund
Instead of asking "Are you ready to fundraise", perhaps the better question is.. "Are you ready to grow?"
Learn about the basics of fundraising and whether you are ready.
Use the free tools and frameworks
Lean Canvas Plus (aka Fat Canvas) https://bit.ly/jdlfatcanvas
Fingerprint4Success Human Analytics: https://bit.ly/censusf4s
This document provides an overview of entrepreneurship, discussing various myths and definitions. It explores what motivates entrepreneurs, the importance of opportunity recognition, resource gathering, and risk/reward. Entrepreneurs play a key role in communities by creating jobs and wealth. Successful entrepreneurial communities have support systems like education, capital access, and recognition of entrepreneurial efforts. Nurturing entrepreneurs requires mentors, assistance, inclusion, and a focus on execution to develop sustainable rural economies.
How to bring innovation & your ecosystem to lifeChinedu Echeruo
This document provides guidance on accelerating and de-risking innovation through a systematic, scientific process. It discusses common innovation challenges such as finding product-market fit and building a world-class team. It then outlines steps to build a minimum viable product in 100 days and achieve product-market fit within 6 months through customer interviews, prototyping, and testing. It also provides a model for organizing an innovation team called the "Beloved Organization" with roles like vision keeper, co-creators, and stakeholders. The document aims to help organizations launch new products and organizations more successfully through a proven innovation process.
Fundraising Strategy - useful tools that really work IoF 2011Simon Burne
This is intended to provide you with a range of tools to apply directly to developing effective strategies that deliver real results. All the tools have been tried and tested and have been proven to work. Not all of them will be right for you but you're guaranteed to come away with some tools that you'll want to use straight away.
How to raise your first round of capital - February 2017Jeffrey Bussgang
The document provides guidance on raising a first round of capital from venture capitalists (VCs). It discusses why entrepreneurs may want to raise money from VCs, including their deep pockets, appetite for transformative ideas, experience advising companies, and industry connections. The document outlines key aspects of pitching to VCs, including highlighting the problem, solution, market opportunity, competitive advantages, go-to-market strategy, and financial projections. It emphasizes the importance of a strong introduction, addressing investor criteria like a large market and unfair advantage, and being prepared for diligence questions after the pitch. The document concludes with discussing term sheets, expectations setting, and determining when a company is ready to fundraise.
This document contains summaries of multiple presentations on business topics such as marketing strategies, managing different generations in the workplace, common mistakes that entrepreneurs make, and practical business solutions. Specific presentation topics discussed include search engine optimization, social media marketing, communicating with different generations, the seven biggest mistakes entrepreneurs make, and balancing entrepreneurship with strategic direction.
The document discusses various topics related to entrepreneurship including definitions of entrepreneurship, common mistakes to avoid when starting a business, the importance of management and boards of directors, sources of financing, and lessons learned from case studies of startup businesses. Entrepreneurship is defined as an orientation towards life that recognizes limitations and commits to changing imperfect situations wherever found. Successful businesses have in demand products customers advocate for, recurring revenue, sustainable advantages, and high margins and returns. Common mistakes include lack of clear leadership, low margins, and inadequate funding. Competent management and functional boards are key to business success.
Sanjib Sahoo, CTO of tradeMONSTER, tells the the story of his startup rising to become Barron's #1 ranked trading platform by using effective leadership, fearless organization culture, recruiting the right people agile development and open source technology.
This document provides an overview of DavidCutler.net, which offers marketing, business development, technology consulting and software development outsourcing services. It highlights the company's areas of expertise including systems thinking, design thinking, code thinking, and digital and technology transformation engagements. The document also lists partnerships, clients, technology capabilities, and case studies. It promotes the company's ability to help clients with innovation delivery, ideation, prototyping, development, and scaling of technology solutions.
This document provides information about David Cutler and his business consulting services. It summarizes his expertise in areas like marketing, technology, innovation delivery, and digital transformation. It also lists clients he has worked with, partnerships, and details of the services offered, such as ideation, prototyping, development, and scaling of digital products and solutions.
This document provides information about David Cutler and the services he offers related to marketing, technology consulting, and software development outsourcing. It highlights his experience speaking at conferences, developing digital products and platforms, and advising startups. The document consists of images, text, and links organized across multiple pages covering topics such as ideation, prototyping, development, and scaling of digital solutions.
DavidCutler.net provides marketing, business development, and technology consulting services. It focuses on areas like energy, ideas, connections, systems thinking, design thinking, and code thinking. The company delivers innovation solutions by identifying clients' innovation dilemmas. It works with select clients and strategic partners on digital and technology transformation engagements like technology due diligence, prototyping, and product development. DavidCutler.net also partners with startups to help with success stories like new funding rounds and acquisitions.
This document discusses DavidCutler.net, which provides marketing, business development, and technology services. It works with startups, corporations, and strategic partners. Some of its services include innovation delivery, digital transformation engagements, and developing integrated marketing solutions. Case studies describe projects for clients like Podium Data and GoPro. The document emphasizes systems thinking, design thinking, and code thinking in delivery. It discusses enabling innovation through data-driven marketing activation and community engagement.
This document provides an overview of DavidCutler.net, which offers marketing, business development, technology, and media services. It focuses on innovation delivery through systems thinking, design thinking, and code thinking. It lists clients and partners and provides examples of digital transformation projects involving technology due diligence, user research, prototyping, and product development. The document emphasizes an agile approach to ideation, design, development, and scaling of solutions to drive business results for clients.
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This document provides information about DavidCutler.net, a marketing, business development, and technology consulting firm. It summarizes the firm's services such as strategic thinking, design thinking, agile development, and data analytics. It also lists clients, partners, case studies and testimonials about projects involving digital transformation, product development, and data-driven marketing and innovation programs.
This document provides information about DavidCutler.net, a marketing, business development, and technology consulting firm. It highlights the firm's focus areas of energy, clarity, commitment, and systems, design, and code thinking. It also lists selected clients and partners. The document describes services offered such as innovation delivery, ideation, prototyping, development, and scaling of digital products and platforms. Case studies and technology expertise are also mentioned.
The document proposes a mock event focused on technology validation and truth. It includes a draft agenda with topics on validating technology claims, tools for collaboration and market penetration. Panelists from companies like Legit.ai, Pfizer and Siemens are highlighted. The event would explore issues like technology illusions that harm the public and explore how to leverage technology for truth.
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2. BIONIC’S CONTRARIAN VIEW
WE BELIEVE LARGE ENTERPRISES
CAN GROW LIKE STARTUPS
(VC + Entrepreneurship is a Form of Management)
3. GE 2012 Shareholder Letter 2013 HBR on Lean Enterprise
“I have found two books—The Lean Startup and
The Startup Playbook—to be particularly useful”
(Jeff Immelt, CEO)
4. Grow @ Will Optimize @ Will
NEW TO BIG BIG TO BIGGER
ENTERPRISES HAVE SYSTEMATICALLY ERADICATED
NEW TO BIG GROWTH CAPABILITIES
VS
Top Line: .01 = .10
(discovery to growth to scale)
Bottom Line: .01 = .01
(efficiency + yield)
5. Rack + Stack ROI
EXPENSIVE FAILURE
Internal Success Theater
TRUMPS CUSTOMERS
Total Address Market Mindsets
“KNOWABLE” RISK TAKING
Intellectual Dishonesty
TRUTHINESS
Stakeless Stakeholders
REVIEW HELL
Focus on Can
VS. SHOULD
Answers vs Questions
LEADERSHIP ADDICTION
Administrator Degrees
FEW CREATORS
Low Variation Culture
PAID TO STOP GROWTH
In Two Wars
BIG TO BIGGER DESTROYS NEW TO BIG
Entrepreneurial Exodus
LOST TALENT
Lack of Pipeline
BIASES OPTIMIZATION
BIG TO BIGGER “INNOVATION”
IS FAILING AT A DNA LEVEL
Limited Boundaries + Permissions
DESTRUCTIVE BIASES
Inside Out Market View
TRUMPS OUTSIDE IN
Voice of Customer
TRUMPS CUSTOMER BEHAVIOR
Zinger Questions Kills
ACTION, EXPERIMTANTION & NEW LEARNING
6. New-to-Big
Outside-in
Power-Law outcome
Opaque markets
Dominate share
“What we can become”
What Customers Do: New Behavior
Big-to-Bigger operations
Inside out
Incremental outcome
Visible markets
% Share
“What we can make”
What Customers Say: Existing Behavior
TO: Total Addressable (customer) Problem:
FROM: Total Addressable (existing) Market:
T.A.P.
Discoverable
T.A.M.
Knowable
MISSINGTHE MINDSETSHIFT:
FROM TAMTO TAP
7. DO vs.SAY
Customers don't tell the truth (Your Baby’s Ugly!)
Watch customer actions, not words
VOC most often validates enterprise bias
Drive experiments that reveals high fidelity truth
8. TURN OUTSIDE IN
Restored instinct: Engage customer first
The truth is outside the building, in
unbiased customer behavior
9. 2030: FROM SHAREHOLDER TO CUSTOMER
THE FINK EFFECT
2016 2020 2025 2030
MARKETS
MODELS
TECH
TRADITIONAL
BLUEPRINT PLANNING
THE GROWTH OS
DISCOVERY
KNOWABLE
KNOWABLE
KNOWABLE KNOWABLE
UNKNOWABLE
UNKNOWABLE UNKNOWABLE
UNKNOWABLE
UNKNOWABLE
10. THEREARE NO
MOONSHOTS
YOU NEED TO CREATE A LADDER TO THE MOON
Enterprise unfair advantage vs.
Venture: Multiple category bet
Experimentation > Learning
velocity = Truth = Growth
Scale is created in validating
“rungs” to power law outcome
11. RIGHT, ON TIME:
A “POSITIONED CAPITAL” PORTFOLIO
1 YEAR 10 YEARS
MEET THE FUTURE
DISCOVER + EXPERIMENT FASTER:
TECH DISRUPTION
MODEL DISRUPTION
12. THE BIONIC GROWTH OS (4.0)
INSTALL
DISCOVER + GENERATE
SCALE:TALENT+ORG
ECOSYSTEM
Model Install
Diagnostics
Talent + Org
Culture
Mindset + Mech.
Funding Thesis
Decision Arch.
Metrics
Labs
Coaching
Testing
Metrics
Opportunity Areas
Recon
Ideation
GROWTH BOARD
VC PORTFOLIO + INVESTMENT PORTFOLIO + METRICS
▲
TAP 1 2
VALIDATE
LEAN EXPERIMENTATION + METRICS
TAP 1 2
13. THE GROWTH BOARD: A GROWTH DECISION ARCHITECTURE
GROWTH BOARDS SOLVE
3 COMMON + FATAL
“INNOVATION”
PROBLEMS:
Talent
(Super Administrator vs.
Super Commercializer)
Product or Technology
“In Search of Problem”
(R+D, Inside Out)
Premature Scale (Too
Much Money, Too Fast)
MANAGE
GROW
a
LAUNCHSEED
Co-Founders Cross-functional Team Full Growth Team
I I III I III
Validate
Problem
Identify +
Optimize KPIs
Scale Across Segments + Customers
Fight for TRACTION Drive to SCALE
Sell to One
Segment
Validate
Solution
Validate
Model
DISCOVER & GENERATE: Map Future State of Market, Select Opportunity Areas, Generate Solutions
VALIDATE
MINDSET
+
MECHANICS
CEO CFO CMO CTO CIO Pres., BU
VC/CD
(Internal)
EIR
(External)
II III
Search for SHOULD
14. VALIDATE:
PRODUCTIVE FAILURE
Validate (Lean) is enterprise speak for lean
startup (MVP)
Enterprise rigor, custom signals + metrics
Productive failure = cheap, fast failure: Growth
The only way to get the truth; lower the price
15. NET NEW LEARNING:
EXPIREYOUR DATA
Put an expiration date on data
Reset all old assumptions + data
(>12 Months)
Revalidate data on 1st principles logic
16. WE DEFEAT BIG TO BIGGER DECISION BIASES
“Make Better Decisions” - Harvard Business Review, May 2015
Confirmation Bias
NOT IMPARTIAL
Anchoring Bias
BELIEF IN CORE FACT
Planning Fallacy Bias
VAST UNDERESTIMATION
Consensus Bias
GROUP THINK
Status Quo Bias
PREFER WHAT IS,
IN ABSENCE OF CHANGE
Controllability Bias
BELIEF IN INDIV CONTROL
Loss Aversion Bias
OVERVALUE LOSSES
Ego Bias
EXPERIENCE INSTINCT
Optimism Bias
OVERCONFIDENCE
Sunk Cost Fallacy
NON RECOVERABLE COSTS
Commitment Escalation Bias
GOOD MONEY AFTER BAD
Present Bias
VALUE IMMEDIATE vs. LONG TERM
Vividness Bias
OVERVALUE FLASHY
Stability Bias
BELIEF THAT EMORY IS STABLE
Cognitive Rigidity Bias
FOCUS ON ONE SOLUTION
17. Opportunistic
Ideas
ROADMAP TO POSITIONED CAPITAL PORTFOLIO
TAP OPPORTUNITY AREAS GENERATED SOLUTIONS VALIDATION DOWNSELECTION POSITIONED CAPITAL
PORTFOLIO
Opportunity
Area 1
Opportunity
Area 2
Opportunity
Area 3
Internal
Ideation
Campaigns
SMEs
Extreme
Follower
Model
Bionic
Network
& EIRs
SEED LAUNCH GROW
18. GE GROWTH OS: FASTWORKS
Better Results
Growth Boards & Teams
Thinking Differently
Leadership & Training
~3,000+ leaders reached through
Crotonville-level three day leadership
training
300 + GE coaches trained
170,000 employees began self-guided
learning & exploration
GROWTH BOARDS implemented to help
focus investment on things that matter to our
customers.
100’s SEED to LAUNCH projects using
external coaches & entrepreneurs to solve
gritty customer problems.
~100+ business-wide projects underway
focused on NPIs, Comm Ops, ERPs, etc.
1 2
19. CORE IMPACT: APOSTIONED CAPITALPORTFOLIO
NewtoWorldNewtoMarketNewtoCompany
SEED LAUNCH GROW
P&L1 P&L2 P&L3 P&L4 P&L5
102 COs
$5 B Est.
$64M Exp
121 COs
$5 B Est.
$84M Exp
76 COs
$2 B Est.
$26M Exp
51 COs
$4 B Est.
$55M Exp
68 COs
$3 B Est.
$96M Exp
21 COs
$1 B Est.
$15M Exp
9 COs
$.5 B Est.
$4M Exp
24 COs
$1.2 B Est.
$17M Exp
18 COs
$.7 B Est.
$14M Exp
213 COs
$9.2 B Est.
$197M Exp
115 COs
$3.7 B Est.
$55M Exp
162 COs
$9.5 B Est.
$123M Exp
FORTUNE 10 Portfolio Distribution
20. CORE IMPACT: $22B FORTUNE 10 DIVISION
300% Increase in NPI Speed
80% decrease in NPI Cost
IMPACT:
• ‘12 – ’13
• ‘13 – ’14
• ’14 – ‘15
2012 – 13: July to July
Average: 750 Days
2013 – 14: July to July
Average: 500 Days
2014 – 15: July to July
Average: 250 Days
22. LEAD BULLETS ONLY
M+A won't work forever
The BIONIC GROWTH OS is not a Beat-
the-Quarter solution
The BIONIC GROWTH OS is a
permanent Win-the-Future capability
23. THE NEW CEO JOB:
OPERATOR +VC
The ambidextrous leader thesis
Must be super administrator +
super creator
No longer keeping up with
competitors, it's customers
The CEO who learns the fastest, wins
Wishful thinking is the enemy (Musk)
24. NEW BOUNDARIES
+
Often more valuable than money
Unlock or block model innovation
Have very deep impact into organization/speed
25. ENDTHE ADDICTION
TO BEING RIGHT
Questions, not answer-driven leadership
Answers stop learning, perpetuate biases
Ask questions that drive to new truths
What did you learn? How do you know?
26. END SUCCESS THEATER:
GO ZOMBIE HUNTING
Your growth capital + talent is trapped
Near misses are failures masquerading as success
Stop promoting intellectual dishonesty
Allow teams to sell, unsell the dream
Prevent premature scale, reduce price of failure
28. END VALLEY ENVY:
GO ONTHEATTACK
Valley has glass jaw and capitalization
crisis (Powerball tickets)
Now part of the global startup
revolution
Install. Growth. Go. Compete.
Attack the startups
No more Hail Marys vs 50:1
29. SOLVETHE LENNIE CRISIS:
LOVED TO DEATH
Large enterprises have a way of
squeezing great opportunities to death
Big to bigger “de-risking” skill create
incremental outcome
Stakeless stakeholders syndrome
31. LENS 1:
PROPRIETARY GIFTS
Know Thy Company
Outside In Market Truths
Quit Weaknesses
INSTINCT:
SEEK UNFAIR ADVANTAGES
Fearlessly Leverage Gifts
Expand Aggressively from Core Gifts
Entangle Analog + Digital
32. LENS 2:
EXTREME FOCUS
Takes the greatest courage
Experiment, fail, find light
Accept “good enough” answers
Live vs. Die decision tree
Speed over confidence (seed)
INSTINCT:
ELIMINATE OPTIONS
Startups don’t die, they run out of
money when they lose focus
Rarely outside proprietary gifts
33. LENS 3:
PAINKILLERS
Vitamins are elective, Painkillers are
indispensable
Create addictive drugs for lifelong
chronic pain (kill biased pet,
entitlement projects)
INSTINCT:
SEEK CHRONIC PAIN
Pain defines true revenue origins –
the need you truly serve
Pain reveals proprietary customer
insights & secrets
34. LENS 4:
10x
IMPACT
Incrementalism is a Path to Nowhere
Forget Benchmarking, New Metrics
Over-index investment in 10X drivers
INSTINCT:
CREATE RADICAL
DIFFERENTIATION
Don’t Chase Competitors,
Press Releases or Features
Search for Lynchpin Insights
You Need First Person Evidence
Get Back to the Shop Floor
35. LENS 5:
CREATE PERMANENCE
You must aggressively design in
Customer Dependence
Design in permanence –
explicit + implicit
Entangle analog + digital assets and
user experiences (hard to replicate)
Create 1 of 1
INSTINCT:
SEEK TRUTH NOT HOPE
Commit to Commercial Truths
Seek Productive Failure, Success is a
Bad Educator
Embrace Aggressive Darwinian
Learning
Destroy ‘Success Theater’
37. QUESTIONS (OR SKEPTICISM)?
“Sow a Thought and you reap an Action;
sow an Act and you reap a Habit; sow a
Habit and you reap a Character; sow a
Character and you reap a Destiny”
- Emerson
4 COLUMBUS CIRCLE
NEW YORK, NEW YORK
David Kidder, Co-founder
Dkidder@bionicsolution.com
38. WHAT IS YOUR ROLE?
EVANGELIST / EXAMPLE FOR A NEW WAY OF THINKING
PROVIDE AIR-COVER / RESOURCES / REASSURANCE
LEAD THROUGH QUESTIONS, NOT SUGGESTIONS
REWARD VALIDATED OUTCOMES, EVEN IF THEY ARE FAILURE
SPOT ENTREPRENEURIAL TALENT AND LEADERSHIP
INVEST BASED ON THE RIGHT CRITERIA
39. WHAT ARE THE MECHANICS?
STRUCTURE: CROSS FUNCTIONAL LEADERSHIP TEAM + BIONIC EIR
FOCUS: NEW TO BIG INVESTMENT DECISIONS + PORTFOLIO MANAGEMENT
OUTCOMES: FUNDING DECISIONS; BOUNDARIES AND PERMISSION FOR
TEAMS; EVOLUTION OF GROWTH OS
FREQUENCY: QUARTERLY MEETINGS; INTERIM UPDATES AS NEEDED
GOVERNANCE: NO ATTENDANCE, NO VOTE
41. DO:
Be open and flexible
Fight the “addiction to being right”
Evaluate the opportunity by a new set of metrics
Focus on the customer validation not your own biases
DON’T:
Be open and flexible
Fight the “addiction to being right”
Evaluate the opportunity by a new set of metrics
Focus on the customer validation not your own biases
42. EXECUTIVE SPONSOR
THE EXECUTIVE SPONSOR ROLE IS SIMILAR TO THE GENERAL PARTNER IN A
VENTURE CAPITAL FIRM:
1. Executive Sponsors build the Growth OS capability and manage the portfolio for their opportunity area.
2. Act as internal startup sponsors who offer advice, introductions, leverage, protection and support to
their teams
43. ROLE OF EXECUTIVE SPONSOR
MINDSET &
ADVANTAGE
BUILD OS
CAPABILITY
ONGOING PORTFOLIO
MANAGEMENT
SUPPORTING
Activate venture mindset
Eyes on, hands off
Question driven
Empower commercial truth
(evidence / do – bust biases)
Serve + Protect Teams
Hypothesis driven
experimentation (MVP)
Enable productive failure
Create single point of
reporting to board /org
Defeat enterprise frictions
Enable productive failure
BUILDING
Tap driven: framed
opportunity areas
Drive expanded permissions
and boundaries
Drive learning velocity (build
strong outside in network)
Identify + unlock talent
(install enabling tools,
training, platforms, services
to scale
EXECUTING
Expand portfolio
Drive volume of bets
Assist in developing
entrepreneur networks in
their IOA
Support metrics & portfolio
management
Guide learning agenda
(results, benchmarks, what
stages teams belong in)
Capture + synthesize key
learnings across portfolio
44. HOW TO SUPPORT TEAMS
STAGE
Invest in stages to ensure that
teams have clearly identified a
problem worth solving and
driven by experiment driven
commercial truth
OBSESS
Focus team into obsession with
customer problem first, then
solution, then model. Order
matters.
SIMPLIFY
Remove common frictions and
barriers , find the resources that
accelerate learning (success +
failure)
NETWORK
To internal teams and external
contacts, companies, networks
the create learning velocity and
unfair advantage
PROTECT
Create direct reporting
relationship to defeat stakeless
stakeholder frictions + capture
teams full focus
GARDENER
Not general. Eyes on, hands off.
Testing obsessions and
resourcefulness of teams.
45. EXECUTIVE SPONSOR MECHANICS
One (1) customer facing SVP (level) per opportunity area
Must have a level of tenure/seniority/respect in organization to take action
Dedicate one (1) hour/week to teams (as required)
Identify/leverage additional supporting sponsors as needed from HR, IT,
Comms/Legal, Finance, etc.
Participation in Accelerator Board meetings (as required)
47. Opportunistic
Ideas
ROADMAP TO POSITIONED CAPITAL PORTFOLIO
TAP OPPORTUNITY AREAS GENERATED SOLUTIONS VALIDATION DOWNSELECTION POSITIONED CAPITAL
PORTFOLIO
Opportunity
Area 1
Opportunity
Area 2
Opportunity
Area 3
Internal
Ideation
Campaigns
SMEs
Extreme
Follower
Model
Bionic
Network
& EIRs
SEED LAUNCH GROW
Mapped investment areas
determined by partner’s current
pipeline, proprietary gifts,
disruptive technologies, and
customer needs
Portfolio of potential solutions by
investment area to send through
Validate
Customer-validated solutions to
launch in-market Validated Winners
48. DECISIONS
KILL: Customer problem invalidated
ADVANCE: Customer problem & solution validated
RE-VALIDATE: Customer validation inconclusive
PIVOT: Customer problem validated and solution invalidated
PAUSE: Customer problem validated, solution validated and market inconclusive
RETURN TO CORE: Incremental problem and/or solution validated
50. SEED I: PROBLEM VALIDATION
What insight from the customers surprised you most?
Would you personally invest in this solution or another solution to this problem?
Are you telling the commercial truth?
What is the customer problem hypothesis?
How has talking to customers changed your understanding of the problem?
Can you define a target customer with this problem?
How painful is this problem for this customer?
How did you measure the painfulness of the problem?
How do customers solve for this problem today?
How will your solution address the customer problem?
What metrics show that you validated the problem?
What do you want to learn next?
What are you asking for today?
51. SEED II: SOLUTION VALIDATION
Do you feel your solution has qualities that create "radical differentiation?"
Do you feel the team had boundaries around the experiments that limited their learning?
Why will we win?
What new information have you learned about the customer problem?
Did the target customer change or become more refined?
Were you surprised by which assumptions were validated or invalidated?
Why does your solution solve the customer problem?
What features of the potential solution resonated the most?
What features of the potential solution resonated the least?
Do you believe your solution solves their problem significantly better than current solutions?
What was the “ask” of your customers? What percentage of customers took action?
What do you want to learn next?
What are you asking for today?
52. SEED III: BUSINESS MODEL VALIDATION
What new functions are needed to create this new economic model?
Does the unit of revenue align with a new or current value (outcome) for the customer?
What leverage can we bring to bear on this solution?
How did your solution change as you were validating the business model?
Which assumptions about your business model were validated and invalidated?
How will customers buy this solution and will they pay for it with new or existing budget?
What are your initial customer acquisition strategies?
What channels will you use to deliver your solution to paying customers?
Do you think we should, partner or buy this solution?
How do you plan to launch the solution? What is the timeframe?
What kind of technical investment is required for launch?
What do you want to learn next?
What are you asking for today?
54. HOW TO SUPPORT TEAMS
CURIOUS
Open to learning and exploring
new information and practices;
interested in understanding how
things work
INNOVATIVE
Not afraid to challenge the
status quo, question
assumptions and generate new
ideas by looking at issues from
multiple angles
COURAGEOUS
Takes calculated risk and
purposefully puts self in
challenging situations where
success is not always
guaranteed
FLEXIBLE
Remains engaged during
stressful situations brought by
ambiguity and conflict
CONNECTOR
Takes time to reflect on
experiences; spends focused
energy processing information,
gaining deeper insights intro
problems, themselves & others
as a result
55. TEAM WORKSHEET
SCORECARD
Extreme Focus: Is there an extreme focus on a single
Customer Problem?
Painkiller vs. Vitamin: Does the concept / solution address a
critical customer problem?
10X: Is this solution significantly better than current solutions?
Proprietary Gift: Does this idea have the potential to
leverage core assets and strengths?
Permanence: Will this solution create customer dependence?
Extreme FocusBroad
PainkillerVitamin
10XIncremental
ProprietaryIndependent
PermanenceTemporary