This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
This presentation was provided by Serena Rosenhan of ProQuest, during Session Four of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 4, 2020.
This presentation was provided by Eric Swenson of Swensonia Consulting, during Session Two of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 21, 2020.
This presentation was provided by Serena Rosenhan of ProQuest, during Session Four of the NISO event "Agile Product and Project Management for Information Products and Services," held on June 4, 2020.
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session Three of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 28, 2020.
Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.
The Minimum Viable product and why it is critical for a startup. How to get from an idea to an MVP through a prototype. How to speed up your software prototyping process. Techniques to help you experiment and capture feedback.
As a founder, It is very important to deeply understand the notion of the MVP. You need to use it as part of a method or a framework to help you make better product decisions – and mitigate or avoid known risks. So this definition by Eric Ries, defines the MVP as ‘ …a product with just enough features to satisfy early customers, and to provide feedback’.
Your MVP must solve the problem for your customers; your users should get value out of it; your MVP should be good enough so the users engage with it and potentially pay for it;
Your early customers should be so happy with your product to act as promoters – to recommend it to others and publicly share positive feedback.
https://www.theinnovationmode.com/
A successful startup/product company needs to master the art of validating early product ideas quickly and effectively. Whether you are building a product, service or a new feature, the two most important questions to find out early are:
* are we solving the right problem?
* if yes, how do we pitch the idea to the target customer to generate a favourable action?
During this session, we'll focus on various safe-fail experimentation techniques used by Lean Startups for quickly identifying and validating the customer's value hypothesis, without having to build the real product. You will leave this session equipped with various MVP design techniques, that will allow you to rapidly discover a viable product/service that delights your customers, without spending a lot of time and effort.
Traditionally, entrepreneurs believed that the only way to test their product/service hypothesis was to build the best-in-class product/service in that category, launch it, and then pray. Most often, products/services fail, not because they cannot be built or delivered. But because, they lack the market-fitment and customer appeal.
To avoid these risks, these days startups are focusing on building a "Minimum Viable Product" (MVP), a product that includes just enough core features to allow useful feedback from early adopters. This reduces the time to market and allows the company to build subsequent customer-driven versions of the product. Hence mitigating the likelihood of wasting time on features that nobody wants. MVPs are typically deployed to a subset of customers, such as early adopters that are more forgiving, more likely to give valuable feedback.
However the problem with MVPs is that companies still spend too much time building stuff and very little time learning. Don't forget the purpose of MVP is validated learning NOT building. This session will give you ideas on how to quickly formulate and test your value and growth hypothesis in a scientific framework using extremely cheap MVP techniques collectively referred to as MVP Design Hacks.
More details: http://agilefaqs.com/services/training/crafting-out-mvps and http://agilefaqs.com/services/training/product-discovery
What Do Users Really Think? Surveying Users About Your Help Contentpatricia_gale
You explore the product. You interview SMEs. You write until your fingers cramp. You polish. You publish. And…then what?
Do users use your beautiful documentation? Do they like it? Do they find it useful? How do you know? Ask them! Learn how to conduct a user survey to understand customer satisfaction with your learning content. Who should attend: Technical communicators of all stripes who want to understand what users think of their content, with the goal of improving the content, its findability, and/or usability.
Moving from an idea to a Minimum Viable Product
A quick introduction to the notion of the MVP – what a Minimum Viable Product is, why you need, and why it is a critical success factor for startups
How to move from a problem to a properly-defined MVP - steps, activity and best practices to follow
the book: https://www.theinnovationmode.com/
Derrin Kent & Thomas W Bell - What's involved with a Mahara implementationTDM
Expanding on the information in TDM's new Mahara book, this presentation explains the implementation process that we use with our clients and for our own projects.
It is a general best practice guide to implementing Mahara at your organisation. We have some tips and tricks for getting an effective Mahara implementation, which is valued by staff and learners alike.
Intended audience: eLearning Managers, Learning Technologists, General Interest
This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session Three of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 28, 2020.
Elicitation and requirements analysis are some business analysis skills that are extremely helpful in an agile setting especially for team members responsible for product ownership. Equally helpful, if not more so, are the skills that teams use to interact with stakeholders, make decisions, and react to actual situations as they arise. The best way to understand the relevance of these skills is to share stories of successful, and perhaps not so successful interactions on real projects and discuss what the team learned. Join Kent as he shares stories from his experiences as Submission System Product Owner and relates the things he learned to useful skills for all business analysts. You’ll get a chance to tell Kent where he went wrong and also consider how to apply the lessons learned in your own setting. Along the way you’ll hear about some techniques for addressing common project situations that work well as long as you get the nuances right.
The Minimum Viable product and why it is critical for a startup. How to get from an idea to an MVP through a prototype. How to speed up your software prototyping process. Techniques to help you experiment and capture feedback.
As a founder, It is very important to deeply understand the notion of the MVP. You need to use it as part of a method or a framework to help you make better product decisions – and mitigate or avoid known risks. So this definition by Eric Ries, defines the MVP as ‘ …a product with just enough features to satisfy early customers, and to provide feedback’.
Your MVP must solve the problem for your customers; your users should get value out of it; your MVP should be good enough so the users engage with it and potentially pay for it;
Your early customers should be so happy with your product to act as promoters – to recommend it to others and publicly share positive feedback.
https://www.theinnovationmode.com/
A successful startup/product company needs to master the art of validating early product ideas quickly and effectively. Whether you are building a product, service or a new feature, the two most important questions to find out early are:
* are we solving the right problem?
* if yes, how do we pitch the idea to the target customer to generate a favourable action?
During this session, we'll focus on various safe-fail experimentation techniques used by Lean Startups for quickly identifying and validating the customer's value hypothesis, without having to build the real product. You will leave this session equipped with various MVP design techniques, that will allow you to rapidly discover a viable product/service that delights your customers, without spending a lot of time and effort.
Traditionally, entrepreneurs believed that the only way to test their product/service hypothesis was to build the best-in-class product/service in that category, launch it, and then pray. Most often, products/services fail, not because they cannot be built or delivered. But because, they lack the market-fitment and customer appeal.
To avoid these risks, these days startups are focusing on building a "Minimum Viable Product" (MVP), a product that includes just enough core features to allow useful feedback from early adopters. This reduces the time to market and allows the company to build subsequent customer-driven versions of the product. Hence mitigating the likelihood of wasting time on features that nobody wants. MVPs are typically deployed to a subset of customers, such as early adopters that are more forgiving, more likely to give valuable feedback.
However the problem with MVPs is that companies still spend too much time building stuff and very little time learning. Don't forget the purpose of MVP is validated learning NOT building. This session will give you ideas on how to quickly formulate and test your value and growth hypothesis in a scientific framework using extremely cheap MVP techniques collectively referred to as MVP Design Hacks.
More details: http://agilefaqs.com/services/training/crafting-out-mvps and http://agilefaqs.com/services/training/product-discovery
What Do Users Really Think? Surveying Users About Your Help Contentpatricia_gale
You explore the product. You interview SMEs. You write until your fingers cramp. You polish. You publish. And…then what?
Do users use your beautiful documentation? Do they like it? Do they find it useful? How do you know? Ask them! Learn how to conduct a user survey to understand customer satisfaction with your learning content. Who should attend: Technical communicators of all stripes who want to understand what users think of their content, with the goal of improving the content, its findability, and/or usability.
Moving from an idea to a Minimum Viable Product
A quick introduction to the notion of the MVP – what a Minimum Viable Product is, why you need, and why it is a critical success factor for startups
How to move from a problem to a properly-defined MVP - steps, activity and best practices to follow
the book: https://www.theinnovationmode.com/
Derrin Kent & Thomas W Bell - What's involved with a Mahara implementationTDM
Expanding on the information in TDM's new Mahara book, this presentation explains the implementation process that we use with our clients and for our own projects.
It is a general best practice guide to implementing Mahara at your organisation. We have some tips and tricks for getting an effective Mahara implementation, which is valued by staff and learners alike.
Intended audience: eLearning Managers, Learning Technologists, General Interest
Session 7_ Siddharth from Able Jobs _ Building Sticky Edtech products.pptxWebEngage
Created & presented by Siddhartha Srivastava, Co-founder & CPO, Able Jobs, at EngageMint, Asia's largest Retention Marketing Conference. In this session, Siddharth shares hiw AbleJobs solved the biggest dilemma faced by most Ed-tech products—high CACs, low retention, and scalability.
This session covers:
-Single out the most common reason for learner dissatisfaction
- Re-imagine a retentive experience from a learner's point of view
- Teardown some successful, retention powered ed-tech products
You can find him here: https://www.linkedin.com/in/siddharth...
About EngageMint:
Hosted with love by WebEngage, EngageMint is a platform that brings together marketers and product managers from across Asia, passionate about one thing - giving their customers the ‘aha’ experiences they deserve. At EngageMint, we strongly believe that by equipping professionals with the right strategies, we can initiate a massive shift in the way businesses think about growth, product experiences, customer retention, and everything else in between.
All our sessions are hand-curated and deep-dive into each aspect of user engagement and retention. So all you have to do is take notes and implement these learnings as soon as you get back to work! More details: https://webengage.com/engagemint/
WebEngage is a new age Retention Operating System, a single suite for marketers to store user data, provide actionable insights, orchestrate omnichannel campaigns by leveraging user insights to provide a hyper-personalized end-user experience.
The platform helps brands drive more revenue from existing customers and anonymous users across 10+ communication channels. WebEngage goes above and beyond a marketing automation platform and powers the user engagement for thousands of enterprise brands worldwide, working across several industries like E-Commerce, Edtech, Fintech, Foodtech, Media & Publications, Gaming, BFSI, Healthcare, Online Retail. The key clientele includes marquee brands like HUL, Bajaj Finserv, Unacademy, ALT Balaji, MakeMyTrip, Zivame, Firstcry, and many more.
----------------------------------------------
To know more about WebEngage, visit - https://webengage.com/
Book a demo with us: https://webengage.com/register-for-de...
To know the latest insights on customer retention and marketing automation worldwide, follow us here:
Twitter: https://twitter.com/WebEngage
LinkedIn: https://www.linkedin.com/company/webe...
Facebook: https://www.facebook.com/WebEngage/
Instagram: https://www.instagram.com/webengage/
Bob Dorf, serial entrepreneur and co-author of "The Startup Manual," on Lessons for Lean Leadership.
Presentation delivered at the Global Entrepreneurship Congress in Johannesburg, South Africa (March 2017).
The Goal of this course is to help you to create a Personal Mission Statement to guide your career. A Personal Mission Statement is the first step in the ongoing process of taking ownership of your professional career development.
One-on-one reviews with management are crucial to delivering supportive, constructive and developmental feedback. This communication allows employees to improve their performance and develop their potential for future opportunities. Presently, many organizations are eliminating their outdated and indefensible performance appraisal programs with a new approach to talent development. In this interactive session, discover the principles and practices associated with conducting successful one-one-ones.
Coaching for Continuous Improvement presented at the ASQ World Conference on Quality and Improvement May 2016 Milwaukee - How to develop team members to be strong problem solvers
6 lead generation problems and how to get solutionsSiphosith Sithole
Lead generation for MLM is always an issue unless you have made your research well.Here is a list of the problems:
1. Inconsistency
2. Failing to follow up
3 Managing Your Time
4. Getting Organized
5. Too many ideas
6. Lacking Confidence and belief in self.
Learn more at http://siphosith.com
Connect; http://facebook.com/successwithsiphosith
My preferred System: http;//workwithsiphosith.com
Helping managers and supervisors have more effective performance related discussions with employees. The role of the coach. Includes scenarios to practice the skills learned in the training.
Similar to Stand and Deliver H4D Stanford 2016 (20)
Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
Team LiOn Batteries - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, LiOn Batteries
Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Quantum
Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve Blank, Army Venture capital
Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, economic coercion,
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, space force
Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, c3i, command and control
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Stanford University
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Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
1. Stand and Deliver:
Weekly Prep For Your Presentation
and Beyond
Tom Byers, Pete Newell, Joe Felter, Steve Blank
This work is licensed under a Creative Commons Attribution-Non Commercial 4.0 International License
3. Making a better presentation
• You team should now be smarter than everyone in
the room about your canvas
• You still might not have Product Market Fit, but…
• if you are feeling confident that you’ve validated
portions of your canvas remind people which portions
(or which portions you don’t feel confident about)
• Update past portions of the canvas and diagrams
4. Mission Model Canvas
• Did you update all the boxes on the canvas?
• Do all parts of the canvas make sense together?
• Value Prop for each beneficiary
• Mission Achievement for each beneficiary
• Deployment and Buy-in for each beneficiary
• Can each team member present the entire Canvas?
5. Value Proposition Canvases
• Do you have a value proposition canvas for each
Beneficiary/Stakeholder?
• Does it match the mission model canvas?
• Can each team member present it?
6. Can You Diagram the Relationships?
• Can you draw the relationship between the
beneficiaries?
• Can you diagram the path of how the product gets
physically deployed?
• Can you draw the relationship between the
people/organizations who need to buy-in?
• Can you diagram how the product gets acquired?
• ($’s, time, organizations)
7. Minimum Viable Product
• What is your MVP?
• What are you trying to learn?
• What did you learn?
• Is the MVP helping you validate more of your
canvas are you still stuck on Value Prop
9. Summarize Your Learning
• For the teaching team and guests, remind us:
• Quickly (<2 minutes) through the key learnings to date
• March us through the canvas
• Beneficiaries, Value Proposition, Deployment, Buy-in, Mission
Achievement
• Then start this weeks presentation
10. Acknowledge Feedback
• If you’ve gotten feedback in office hours
• Repeat the feedback. “In office hours we heard…”
• Tell us what you’re going to do with the feedback
1. We heard it, but we’re going to ignore it (truly ok)
2. We need to think about it for a few days
3. Wow. That was helpful we’re going to...
• Same holds for mentor, liason and sponsor feedback...
11. Blow the Whistle on Sponsor Issues
• Sponsor Issues are teaching team issues
• Scream loud, hard and often to the teaching team
• Do not wait
• Get DIUx and Liaison help
12. Thinking On Your Feet
• Stall if you need more time to think on your feet
• Repeat the question back by saying, “What I think I
heard you ask is”, and then repeat their question asking
for confirmation
• If you don’t know the answer, it’s ok to say:
• That’s a great question. We need to caucus on the
answer. When would you like us to get back to you?
• Don’t be defensive
• You’re a team
• Ask your team members for help answering
13. If the Teaching Team Doesn’t Get It
• If you actually did what we’re asking, but we don’t
get it
• Say, “I think we did what you asked, for but I’m probably
not explaining it correctly.”
• Then try to explain it differently. Ask your team
members to help explain it.
• If we still don’t get it, try to listen to us and say, “We
need to take notes and see if can get you the answer”
14. Take Notes
• We are giving you comments for action not just
information
• One or more of you ought to be taking notes
• Those comments should be reflected in your work
next week
15. Team Problems
• There’s no shame in interpersonal conflict
• Bad things happen when you deny it exists and/or
don’t ask for help
• Failure Modes:
• No one loves your initial idea
• Thinking this is an incubator rather than a class
• Inability to pivot
• Team member too busy for Customer Discovery
• Want to “build the product” not MVPs
• …
16. Denial
• Bad things happen in the real world
• potential customer falls through, co-founder quits,
customers aren’t buying, etc.
• It’s OK to be depressed for a few days… then pick
yourself up, process what happened and come with
a new plan
• Don’t spread panic or doom and gloom, but …
• Don’t spin it to yourself, or your co-founders or
investors
• And definitely don’t spin it to your teaching team
17. Exuberance
• Great things happen
• customers grab the product out of your hands, VCs
throwing term sheets at you, etc.
• Don’t confuse a few blips of enthusiasm with a
repeatable and scalable business
• Worst thing you can do is premature scaling
• Have specific goals of what constitutes validation
• Don’t confuse fund-raising with successful anything
19. Lots of Choices
1. Good class, learned a lot about Lean and the
DOD/IC, now back to the rest of my life
2. Would like to figure out how to work with the
DOD/IC in some way
• see DIUx or your sponsor
3. Would like to continue to work on solving this
particular problem
• see your sponsor, StartX, DIUx or NSF I-Corps
4. Would like to get VC funding and create a
dual-use product
20. And then the next few weeks
• Mission Achievement
• Activities
• Resources
• Partners
• Cost Structure to Support Mission Achievement