The document discusses an agenda for a startup secrets event that will cover topics like value propositions, company formation, business models, go-to-market strategies, and a session with Geoffrey Moore. The agenda indicates there will be presentations and workshops on these topics to provide insights for attendees on developing unfair competitive advantages for their startups. The document also shares examples from companies like Apperian, Acquia, and Demandware to illustrate lessons learned in startup strategies.
Driving to Market - V2! - How to "Drive" Competitive Advantage in your Go To ...Michael Skok
New version 2 - including case examples from Spotfire, Demandware, Hubspot and David Skok.
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Harvard Innovation Lab Workshop on developing the Perfect Pitch, by Michael Skok.
Michael is an entrepreneur turned venture capitalist, who has seen both sides of this. He spent 21 years as a CEO, building companies and raising over 100 million to build a number of software businesses. And then has spent the last decade as a VC seeing thousands of pitches from entrepreneurs raising money, and invested in companies that have generated over a billion dollars in value.
So with that in mind, the idea here is to give you an insider's checklist for your own pitch,
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 2 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
It features the case study of Acquia who participated in the workshop.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
You’ve figured out your value prop and you’ve got a great product under development. Now what? How can you develop a roadmap to build a company? Venture Capitalists often qualify deals as being a “feature”, a “product” or a “company”. Which do you have and how will you get where you want to go? This presentation addresses how to think about designing your product as a foundational element of your business. This includes thinking beyond UX and Architecture to Whole Product, Ecosystems, and Strategic partners. It also focuses on formulating how to design your go-to-market strategy and business model into your product (with a modular architecture, distinctive packaging and a frictionless approach).
Driving to Market - V2! - How to "Drive" Competitive Advantage in your Go To ...Michael Skok
New version 2 - including case examples from Spotfire, Demandware, Hubspot and David Skok.
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Harvard Innovation Lab Workshop on developing the Perfect Pitch, by Michael Skok.
Michael is an entrepreneur turned venture capitalist, who has seen both sides of this. He spent 21 years as a CEO, building companies and raising over 100 million to build a number of software businesses. And then has spent the last decade as a VC seeing thousands of pitches from entrepreneurs raising money, and invested in companies that have generated over a billion dollars in value.
So with that in mind, the idea here is to give you an insider's checklist for your own pitch,
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 2 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
It features the case study of Acquia who participated in the workshop.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
You’ve figured out your value prop and you’ve got a great product under development. Now what? How can you develop a roadmap to build a company? Venture Capitalists often qualify deals as being a “feature”, a “product” or a “company”. Which do you have and how will you get where you want to go? This presentation addresses how to think about designing your product as a foundational element of your business. This includes thinking beyond UX and Architecture to Whole Product, Ecosystems, and Strategic partners. It also focuses on formulating how to design your go-to-market strategy and business model into your product (with a modular architecture, distinctive packaging and a frictionless approach).
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationMichael Skok
This is a case to exemplify how disruptive open source and co-creation can be as part of your business model. Presented by Dries Buytaert, founder of Drupal, the largest open source project on the planet.
This is part of the workshop on Game Changing Business Models - itself part of the series on Startup Secrets, by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the framework for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Startup Secrets - Game Changing Business ModelsMichael Skok
In our industry, it’s not uncommon for entrepreneurs to become so mono-focused on the novelty of their product that they forget to innovate sufficiently around their business model. A disruptive business model can be at least as important as a discontinuous innovation.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
Startup Secrets presents a lecture on how to build a compelling value proposition. Learn about stories, the information necessary, and the questions to ask yourself about how to show people you're worth the money!
Startup Secrets - Getting Behind the Perfect Investor PitchMichael Skok
These days the pitch to a VC displaces the old business plan because most investors simply don’t have time to read a full business plan, and most entrepreneurs don’t have time to write one. That said, the business strategy still serves as the foundation for any presentation you create.
Building a compelling value propositionMichael Skok
This presentation is an overview designed to help startups create their value proposition. It was developed in partnership to Actifio, arguably the fastest growing storage startup ever.
It is part of the Startup Secrets focus on Value Proposition development. For more information on this and other Startup Secrets focus areas, visit http://www.startupsecrets.com
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
Lean how to apply leans startup methods to weekend hackathons, your startup, your enterprise or daily work. You will find practical tools and examples of how to start with customer validation from day 1 and get, validate idea and get your product hypothesis feedback in hours.
2016 Innovation Roundtable Keynote by Michael SkokMichael Skok
Michael Skok, Co-Founder and Partner of Underscore.VC was invited to give the keynote presentation at the 2016 Innovation Roundtable Summit in Copenhagen.
Presented at Business of Software 2014, Michael Skok (North Bridge Ventures) looks at what it takes to create a scaleable billion dollar business.
Full of insights and practical tips. Read if you're in the early stages of a startup, considering strategy or wondering how to accelerate.
Game Changing Business Models - V2! - with case examples - Competitive Advant...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 3 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationMichael Skok
This is a case to exemplify how disruptive open source and co-creation can be as part of your business model. Presented by Dries Buytaert, founder of Drupal, the largest open source project on the planet.
This is part of the workshop on Game Changing Business Models - itself part of the series on Startup Secrets, by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the framework for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
Startup Secrets - Game Changing Business ModelsMichael Skok
In our industry, it’s not uncommon for entrepreneurs to become so mono-focused on the novelty of their product that they forget to innovate sufficiently around their business model. A disruptive business model can be at least as important as a discontinuous innovation.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
What is needed to build a startup? What are the milestones along the way? And how to do you pull that pitch together to get the venture attention and funding your idea deserves. This Slideshare was given at the Harvard iLab and offered:
-- The holistic checklist to think through your venture in a business like plan
-- What matters to a VC/Investor
-- How to think about your roadmap from startup to public company
Startup Secrets presents a lecture on how to build a compelling value proposition. Learn about stories, the information necessary, and the questions to ask yourself about how to show people you're worth the money!
Startup Secrets - Getting Behind the Perfect Investor PitchMichael Skok
These days the pitch to a VC displaces the old business plan because most investors simply don’t have time to read a full business plan, and most entrepreneurs don’t have time to write one. That said, the business strategy still serves as the foundation for any presentation you create.
Building a compelling value propositionMichael Skok
This presentation is an overview designed to help startups create their value proposition. It was developed in partnership to Actifio, arguably the fastest growing storage startup ever.
It is part of the Startup Secrets focus on Value Proposition development. For more information on this and other Startup Secrets focus areas, visit http://www.startupsecrets.com
Platform Shift: How New Business Models Are Changing the Shape of IndustryMarshall Van Alstyne
Companies that can transform their traditional business models into network models will have a competitive advantage based on new insights into pricing, network effects, supply chains, and strategy. These principles show how dotcom companies like Airbnb, Amazon, Apple and Uber managed, in a relatively short time, to attract millions of clients worldwide. But they apply also to traditional product companies like Sony, shoe companies like Nike, and spice companies like McCormick. New business models help these companies extend existing transactions to new, associated products and services. Platforms beat products every time. This talk reveals the secret of Internet-driven platforms, why they happen, and what changes they imply.
Lean Startup Methods & Thinking: apply it in hackathon Taavi Lindmaa
Lean how to apply leans startup methods to weekend hackathons, your startup, your enterprise or daily work. You will find practical tools and examples of how to start with customer validation from day 1 and get, validate idea and get your product hypothesis feedback in hours.
2016 Innovation Roundtable Keynote by Michael SkokMichael Skok
Michael Skok, Co-Founder and Partner of Underscore.VC was invited to give the keynote presentation at the 2016 Innovation Roundtable Summit in Copenhagen.
Presented at Business of Software 2014, Michael Skok (North Bridge Ventures) looks at what it takes to create a scaleable billion dollar business.
Full of insights and practical tips. Read if you're in the early stages of a startup, considering strategy or wondering how to accelerate.
Silicon Peel Meetup #7: Business Innovationsiliconpeel
Silicon Peel’s Meetup season opener was on ''Business Innovation'' and showed attendees how to stay ahead of the commercialization curve. Speakers included Paul Smith, Vice President and Centre Manager of the Xerox Research Centre of Canada and Co-Founders Rohan Mahimker and Alex Peters of Prodigy Game. Meetup attendees also got to experience a live product demo from @Qriffic, a member of Silicon Peel’s own startup pool. If you are interested in demonstrating your product at the next Meetup, please apply here. As usual, the Meetup ended with a lively networking session where members caught up and met newcomers.
Innovation Competitions Fei Ricardo Dos Santos May 16 12jricardo3
Overview of different types of innovation competitions ( inducement prizes) - providing various sponsorship opportunities for corporations to spur innovation
The Founder Institute is the World's Largest Startup Accelerator, with over 550 graduate companies across 32 cities, 13 countries and 5 continents. Through our four month program, you can launch your dream company with expert training, feedback, and support from experienced startup founders and CEOs - while not being required to quit your day job.
Wharton's first interactive videolecture, and the slides...
About @EnableTech (OPIM 662: Enabling Technologies) is the first integrated social media classroom among top b-schools.
Check out our platforms:
· Blog: http://opim.wharton.upenn.edu/enabletech/
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http://www.facebook.com/pages/Philadelphia-PA/EnableTech/238219489104
· YouTube Channel:
http://www.youtube.com/enabletech
Jack Welch: GE's Two Decade Of TransformationMrudang Thakor
It is about Jack Welch's leadership at GE. Initiatives taken by him by which GE became what today it is!
PPT made from HBR case "GE's two decade of transformation: Jack Welch's leadership"
To get the copy of the ppt, send a request mail at mrudangpharma@gmail.com
Preston Smalley presented in Cincinnati, OH to Directors at P&G within their Global Business Services division on April 29, 2010. It focused on the key aspects of user centered design and the barriers which prevent it.
*** Slidecast Included ***
Post: http://www.prestonsmalley.com/2010/05/why-design-matters-p-and-g/
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
The 90 minute Guide to Agile – What, Why, How by Allan KellySyncConf
In this very accelerated introduction to Agile Allan Kelly will attempt to explain What Agile is, Why companies are adopting it in increasing numbers and How it works. He might even give some suggestions on how to start your Agile initiative and why doing things right is more important than doing the right thing.
In 2012, Lehigh University launched a new master’s degree in technical entrepreneurship. The cross disciplinary approach opened the door to graduate school education in technical entrepreneurship for students from all academic backgrounds, creating a melting pot of experience, skills and aspirations in the classroom. This one-year, 30-credit professional master’s program (M.Eng.) in technical entrepreneurship helps student entrepreneurs create, refine, and commercialize intellectual property through the licensing or launching of a new business. Students in the program learn by experiencing the idea-to-venture process in an educational environment that’s hard-wired to support the development of novel, innovative, and commercially-viable technologies. Attendees will hear about the types of students from the first cohort, the perspective of the faculty members responsible for developing and implementing the curriculum, and lessons learned.
Startup Monthly is an organization based in Silicon Valley which is devoted to helping entrepreneurship communities around the world create, innovate, quickly iterate, and grow startups in a wide area of technical fields.
Startup Monthly is run by a team of aspiring entrepreneurs which brings together a community of like-minded, passionate entrepreneurs through HANDS ON workshops to teach young entrepreneurs how to create LEAN and FUNDABLE startups
Similar to Startup Secrets: Wrap Up & Geoffrey Moore - An Insider’s Guide (20)
Ideas are worth very little without a culture to guide the selection of talent and a big, bold vision to attract and unify the team. Human capital is what separates great from good companies – which is why establishing a strong culture to attract and retain the right people, while unifying them behind an inspiring vision and mission is essential to any significant venture.
Mentorship is a seemingly simple concept. Get some help from someone more experienced than you. So why do we bother teaching a class on it? Because, like anything else, it’s a skill to mentor and be mentored. And if we can learn that skill it can be a real gift, both to give and receive.
Startup Secrets - Funding Strategies to Go the DistanceMichael Skok
Having been a venture capitalist for the last decade, I have found that the topic of funding is one that everyone wants to know about but is openly discussed by few. Ironically, the more it is talked about, the more educated entrepreneurs will be, enabling them to make the right decisions as they seek funding for their startup.
Startup Secrets - Have you got what it takes?Michael Skok
There is a belief in the business world that founders can’t scale. Put another way, a company’s growth curve will eventually outstrip the capabilities of its founder’s ability to remain CEO.
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...Michael Skok
Endeca was acquired by Oracle in 2011 for $1.1 billion. In the below presentation, Endeca Founder Steve Papa discusses his path to securing the funding that helped make the company a success. Steve also shares key lessons learned, such as the significance of macroeconomics and how fundraising efforts start long before you are actually pitching to investors.
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?
3 Skills to Master the gift of Mutual MentorshipMichael Skok
Mentorship is a seemingly simple concept. Get some help from someone more experienced than you. So why do we bother teaching a class on it? Because like anything else it's a skill to mentor and be mentored. And if we can learn that skill it can be a real gift, both to give and receive.
But first of all you've got to know what you're looking for in mentorship. Is it a handout or real help? Do you want answers or are you really looking to learn? For those looking to learn and build not just knowledge but skills for self sufficiency, mentoring can be a mutually rewarding gift.
Think of the process of being mentored as a game of chess. You can easily ask for the next move, but wouldn't you rather learn to master the game?
See the presentation to learn 3 skills to get you going on that path:-
The 2014 Future of Cloud Computing Survey was conducted in partnership with 72 Collaborators. The survey is the most widely endorsed survey of its kind in the industry. To tweet individual slides, please note the banner on the upper right hand corner of each page. Visit the Blog on http://mjskok.com/resource/2014-future-cloud-computing-4th-annual-survey-results and follow us @futureofcloud #futureofcloud to join the conversation.
2014 Future of Open Source - 8th Annual Survey resultsMichael Skok
The annual Future of Open Source Survey provides a report on the state of the open source industry and analysis of future trends. Now in its eighth year, this annual survey was supported by with over 45 collaborators, open source software industry leaders, and collaborating organizations, and compiles results from hundreds of respondents from the open source community.
Andy Jassy Illuminates Amazon Web ServicesMichael Skok
Andy Jassy, senior vice president of Amazon Web Services, provides an overview of AWS at the May 8, 2013 Startup Secrets session at Harvard innovation lab.
We all know a company is only as good as its team, which is why the hiring process is so critical as you build out your venture. This presentation focuses on the different considerations an entrepreneur should make with regard to hiring, featuring insights from Russ Campanello, iRobot’s senior VP of HR, and Eric Gaffen, Acquia’s global manager of talent acquisition. The presentation also provides recommendations on specific questions to ask when trying to find your ideal candidate.
This presentation provides an overview of approaches to developing you vision and mission, as well as the critical nuances tied to company culture. It also features an insightful case example from Salsify.
Value Proposition – Case – Diagnostics for AllMichael Skok
This case example provides an overview of DFA’s approach to defining its value proposition, as well as its ability to address qualitative evaluation and gain/pain ratio requirements.
This is part of the Startup Secrets focus on Value Proposition development. For more information on this and other Startup Secrets focus areas, visit http://www.startupsecrets.com
This case example demonstrates how Disqus developed its value proposition, while offering insight into how the company addressed the qualitative evaluation process.
This is part of the Startup Secrets focus on Value Proposition development. For more information on this and other Startup Secrets focus areas, visit http://www.startupsecrets.com
A company is only as good as its team, which is why the hiring process is so critical as you build out your venture. And anyone who has made a bad hire along the way knows that hiring the wrong person can cost you far more than time and money. This presentation shares a framework comprised of three areas of focus critical to hiring success.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Startup Secrets: Wrap Up & Geoffrey Moore - An Insider’s Guide
1. Startup Secrets
Wrap Up & Geoffrey Moore
An insider’s guide
to unfair competitive advantage
Michael J. Skok
North Bridge Venture Partners
Twitter: @mjskok
www.mjskok.com
Michael Skok
2. Agenda
• Welcome
• Highlights
Emphasis on formation, go to market
• Awards
• Acknowledgements & thank yous
• Geoffrey Moore
Michael Skok
2
3. Startup Secrets - Agenda
• Feb 1: Value Proposition
• Feb 22: Company Formation
• Mar 7: Business Model
• Mar 29: Go-To-Market Strategy
• Apr 18: Pitch Session
• May 17: Geoffrey Moore
Michael Skok
3
4. Agenda
Problem
Value
Solution
Gain Pain Prop
Ideas
Define Evaluate Build
Michael Skok
Michael Skok 4
5. Qualify the problem –
Is it “blac” & white?
Blatant Blatant
Blatant Critical
Latent
Aspirational
Critical Latent
Aspirational Critical
Michael Skok
5
6. Problem
Problems worth
solving are
usually 4U …
• Unworkable
• Unavoidable
• Urgent
• Underserved
Michael Skok
6
8. Gain/Pain ratio
• Revenue • Inertia • Find (See)
• Cost savings • Switching costs? • Try
• Time • Default = do nothing • Buy
• People • Alternatives? • Implement
• Competitive advantage • Good enough = • Deploy
• Reputation good enough! • Own – eg TCO
• Etc..
• RISK on a startup Pain
Inertia,
RISK
Gain
>10
Michael Skok
8
9. Example - Apperian
Increase revenue by 40% at counters
Roll out 17,000iPads
Deliver worldwide no IT touch
required
Saved $2.5M+ in direct IT costs
Michael Skok
11. Startup Secrets - Agenda
• Feb 1: Value Proposition
• Feb 22: Company Formation
• Mar 7: Business Model
• Mar 29: Go-To-Market Strategy
• Apr 18: Pitch Session
• May 17: Geoffrey Moore
Michael Skok
11
12. Company Formation: Agenda
• Vision
• Culture
• People
Hiring
• Team
• WORKSHOP: Hiring and forming a team
Michael Skok
Michael Skok 12
13. Building an enduring company:
Vision
(Market)
Execution Listen
(GOSPA) Learn
Lead
People,
Team Iterate
Pivot
Value
Proposition
Enduring
Startup Cultural Consistency
Michael Skok
Company
Michael Skok 13
14. Learn from the best?
• FORTUNE Tech
top 5 100 Best Company
Google List consistently
outperform major
SAS Institute stock indices by
NetApp
Zappos
300%
DreamWorks
Michael Skok
Michael Skok 14
15. Hiring: Startup Secret
The 3As and the 3+s
Aptitude
Ability Attitude
+ Authentic
+ Awareness (self)
Michael Skok
+… PLUS (People Like US = Fit)
Michael Skok 15
16. Select ALL your stakeholders
See Video on Next Slide >>
Michael Skok
16
17. My first interview question?
What are youpassionate about?
Michael Skok
Michael Skok 17
18. Acquia
“One of the hottest companies on
the planet” - VentureBeat
Michael Skok
Michael Skok 18
19. Acquia – learning culture
See Video on Next Slide >>
“One of the hottest companies on
the planet” - VentureBeat
Michael Skok
Michael Skok 19
20. Startup Secrets - Agenda
• Feb 1: Value Proposition
• Feb 22: Company Formation
• Mar 7: Business Model
• Mar 29: Go-To-Market Strategy
• Apr 18: Mock Pitch Session
• May 17: Geoffrey Moore
Michael Skok
20
21. Agenda
1. Finding a Disruptive Business Model
2. Focusing on CORE differentiation
3. Multipliers and Levers to optimize it
4. Measuring your customer lifecycle value & cost
• WORKSHOP
Other side of the coin – GTM – next session
- Eg Segmentation, Channels etc
Michael Skok
21
22. Perfect Startup Storm
Breakthrough
Business Model
New Market
Disruptive
Opportunity /
Technology
Segment
Michael Skok
22
23. Capturing your value?
• Where is your CORE value?
• Software/other technology
• Data
• Content
CORE
• Service, support
• User network
• How will you monetize it
To your competitive advantage ?
Where are others most vulnerable?
Michael Skok
23
24. Examples:
From my early experience:
• Symantec ~20 years ago (!)
Symantec Antivirus for Mac (SAM)
• Best seller – Licensed Product
Norton Antivirus for PC (NAV)
• How to change the game?
• Best seller – Subscription Service
Michael Skok
24
25. Startup Secret:
Multipliers and Levers
Multiply and Leverage your CORE
Multipliers: Levers:
• Increase revenue • Reduce time
• Increase reach • Reduce costs
• Increase coverage Multipliers
• Reduce resources
Levers
CORE
Michael Skok
25
26. Strategic Partnership
• EG: “Whole Product” Strategic Partnership
Multipliers: Levers:
• Increase revenue • Reduce time to
through fuller market
services
Multipliers
solution • Reduced dev costs
Levers
Application
• Increase CORE
reachthrough their Database
Storage
sales force, channel
etc.
• Credibility
Integrate your CORE into
Michael Skok their technology stack
26
27. Russian Doll Packaging
Gives you and your customers:
• Digestible starting point
• Upsell Options
• Channel Flexibility
… and more
One of my favorite personal adages:
“Addiction before Adoption”
Michael Skok
27
28. Strategic
Friction Free, SLIPPERY Products
Tactical
Simple
Low to no initial cost
Installs easily
Proves value quickly
Plays well with others ( WHOLE product )
Easy to use
ROI is obvious
Y customers can’t live without it
Michael Skok
28
29. Strategic
Demandware case study
Tactical
• WHOLE product – fulfills Value Prop
LINK program
• Creates whole product
• Extends whole product to broader solution
• Reduces cost of integration
• Reduces time to deploy
Michael Skok
29
30. LINK Technology Partners
Outcome: Ease of Innovating Through New Technologies
LINK Technology
Partners
• Extensive library of pre-
built integrations between
leading third-party
®
technologies and
LINK Technology Partners
Demandware Commerce
Benefits to
Retailers / Brands
• Accelerated Revenue Growth
• Rapid Access to Applications
• Reduced Implementation
Costs
• Early Visibility into Emerging
Technologies
Michael Skok
30
31. LINK Technology Partners
Outcome: Ease of Innovating Through New Technologies
LINK Technology
Partners
• Extensive library of pre-
built integrations between
leading third-party
®
technologies and
LINK Technology Partners
Demandware Commerce
Benefits to
Retailers / Brands
• Accelerated Revenue Growth
• Rapid Access to Applications
• Reduced Implementation
Costs
• Early Visibility into Emerging
See Video on Next Slide >> Technologies
Michael Skok
31
33. Example - Akiban
• 10x -> 100x performance improvement
• NO change to applications
• NO risk deployment (replicated data)
• Customers Gain/Pain ratio = 10 to 100
Case study:
• Doubling revenue with Akiban
• Unworkable alternatives
– rewrite and lose revenue, with unsure outcome
Michael Skok
Michael Skok 33
34. The Refined Model
• Cost of Acquiring &Re-Engaging Customer (CARC)
• Lifecycle Value of Customer (LCV)
Multipliers
Up- Re-
Levers
sell CORE Trial
Michael Skok
34
35. Startup Secrets - Agenda
• Feb 1: Value Proposition
• Feb 22: Company Formation
• Mar 7: Business Model
• Mar 29: Go-To-Market Strategy
• Apr 18: Pitch Session
• May 17: Geoffrey Moore
Michael Skok
35
36. A Startup GTM - Agenda
Marketing & Strategies
Sales Cycle / Tactics Channel Audience
Awareness Brand Direct vs. Targeting,
Channel Segmentation
Positioning
Interest
OUTbound / INboound
Messaging Channel Personas
Understanding Development,
Social Management, Actors/Scenes
Media Etc.
Engagement
PR
Trial Strategic
Services Partners
Purchase References
• Results Oriented, Metrics, Execution Driven
• Continuous Iteration & Improvement
Michael Skok
36
37. Identity
Name
system
Brand
Essence
Every Touch Product
Point
Michael Skok
38. Identity
Name
system
Brand
See Video on Next Slide >>
Essence
Every Touch Product
Point
Michael Skok
39. Positioning 2x2
Strategic
Whatever sets you up… for a unique white space
Tactical
Define real BARRIERS
to Entry into each
segment
High
{whitespace}
a
c
The choice of
axes is critical
b Bubble sizing for
relative size of
competitors
d
Low
Low High
Michael Skok
39
40. Targeting, Segmentation:
Strategic
Example, seeking Critical Need
Tactical
Mobile
Professionals vs. Office Worker
Field Workers vs. White Collar
Services vs. Sales
Medical vs. Office
Equipment Equipment
Hospitals vs. Medical Clinics
Critical
Care vs. Diagnostics
Michael Skok
40
41. Startup Secret
Strategic
- don’t be afraid to FOCUS!
Tactical
• Narrow as possible to start!
Think Beachhead (Geoffrey Moore)
• Which would you rather…
Expand on success?
Contract on failure?
• Demandware case study…
Michael Skok
41
42. Eating the Orange Segment At a Time
Segmentation Guidelines
• “Get Small, Get Big or Get Out”
• Small enough to be actionable, big
enough to be meaningful
• Can you on Next Slide >>
See Videodeliver with distinction (and
margin)?
• If you succeed, will other customers
care?
42 Copyright 2008 Demandware, Inc. - Confidential
48. Remember, ROME wasn’t
built in a Day
Nor will your GTM strategy and tactics be
Listen
R esults Learn
O riented GTM Lead
Business Iterate
M arketing Model
Pivot
E xecution Product
Proposition
D riven through iteration
• Results Oriented, Metrics, Execution Driven
• Continuous Iteration & Improvement
Michael Skok
49
49. Ex: Unidesk
See Video on Next Slide >>
Michael Skok
50
50. Startup Secrets - Agenda
• Feb 1: Value Proposition
• Feb 22: Company Formation
• Mar 7: Business Model
• Mar 29: Go-To-Market Strategy
• Apr 18: Pitch Session
• May 17: Geoffrey Moore
Michael Skok
51
52. Case Studies
• Acquia
• Apperian
• Akiban
• Demandware
• Unidesk
• Active Endpoints
• MC10
Michael Skok
53
53. Mentors and coaches
• Adam Berrey • Steve Skidmore
• Brent Kleiman
• David McFarlane
• Jim Moran
• Carmichael Roberts
• Carlos Montero
Luque
Michael Skok
54
54. Judges
• Don Bulens
CEO Unidesk
• Tom Ebling
CEO Demandware
• Brent Kleiman
Entrepreneur
• Jeff McCarthy
GP, North Bridge
• David McFarlane
Co-founder, CEO Akiban
Michael Skok
56
55. Congratulations to…
• Sarah Cullem
• Regina Joice
• Eric Kelsic
• Ahmed Samir Mady
• Katharine Wolf & Cecilia Chen
Michael Skok
57
56. Build around - YOU...
• What problems do you understand uniquely
well?
• What solution can you deliver uniquely well?
• What kind of disruptive business model can you
bring?
Michael Skok
58
62. Thank YOU… Follow up online
Email
• All who mjskok@northbridge.com
participated Web
mjskok.com
Twitter
@mjskok
• Harvard iLab
Jodi Goldstein SlideShare
/mjskok
Neil Doyle
LinkedIn
Gordon Jones linkedin.com/in/mjskok
Google+
bit.ly/mjskok-google
YouTube
bit.ly/mjskok-youtube
Michael Skok
64
63. Startup Secrets - Agenda
• Feb 1: Value Proposition
• Feb 22: Company Formation
• Mar 7: Business Model
• Mar 29: Go-To-Market Strategy
• Apr 18: Pitch Session
• May 17: Geoffrey Moore
Michael Skok
65
64. Startup Secrets
Wrap Up & Geoffrey Moore
An insider’s guide
to unfair competitive advantage
Michael J. Skok
North Bridge Venture Partners
Twitter: @mjskok
www.mjskok.com
Michael Skok
67. The Hierarchy of Powers
A Framework for Analyzing Business Strategy
Category Power Growth born from category expansion
“Big Bang” growth creates a new earnings engine
Company Power Growth born from competitive advantage
Partners go out of their way to send you business
Market Power Growth born from customer commitment
Customers go out of their way to give you business
Offer Power Growth born from unmatchable offers
Competitors cannot or will not copy your efforts
Execution Power Growth born from reaching tipping points
Your initiatives become the next status quo
71
68. Execution Power
Transitioning to Scale
Growth Born from Reaching Tipping Points
72
69. The Arc of Execution
Where in the Execution Life Cycle Are You?
Deploy
Invent Optimize
73
70. Time to Tipping Point
The Most Important Life Cycle Metric
Deploy
Tipping
Point
Transition
to Viable Scale
Invent Optimize
74
71. Why Tipping Points?
• Adoption is social
• People do what they see other people doing
• This leads to two mirror-image phenomena
• The Chasm: (I won‟t because you aren‟t)
• The Tornado: (I must because you are)
• Pre-tipping-point, no progress is sustainable
• As soon as you withdraw the stimulus, the population
returns to its prior state
• Post-tipping point, there is no going back
• Social dynamics institutionalize the change
75
72. Tipping Point for B2B Markets
The Technology Adoption Life Cycle
MAIN
STREET
TORNADO
EARLY
MARKET
BOWLING
CHASM ALLEY
76
73. Life-Cycle Metrics that Matter
Tracking Performance Relative to the Chasm
• Early Market
• One or more flagship customers making big-bet commitments
• In the Chasm
• Cannot support yet another big-bet commitment
• Pragmatists still holding back from entering the market
• Taking the Beachhead
• Nailed a high-pain use case
• Getting strong word-of-mouth support within target segment
• In the Bowling Alley
• Additional use cases coming on board, viral in adjacent segments
• Inside the Tornado
• Horizontal “killer app” -- hyper-growth in the category
• On Main Street
• Hyper-growth subsides – pecking order established
77
74. Tipping Point for B2C Markets on the Web
The Four Gears
VIRALITY ACQUISITION
Starter
Motor
MONETIZATION ENGAGEMENT
78
75. Four-Gears Metrics that Matter
Tracking Performance Relative to the Tornado
• Acquisition
• Rate of gaining new users
• Engagement
• Average length, depth, and frequency of user engagement
• Monetization
• Percentage of total users that participate in business model
• Virality(Positive Enlistment)
• New customers coming from existing customers over time
• Churn (Negative De-Enlistment)
• Losing existing users
• Lifetime Customer Value (ARPU/Churn)
• Projected monetization returns by class of customer
79
76. Offer Power
Return on Innovation
Growth Born from Unmatchable Offers
80
77. Offer Power
Getting a Return from Innovation
Differentiation Neutralization
Productivity
81
78. Offer Power for Escape Velocity
Three Mandates to Execute in Parallel
Differentiation Separate from your competitive set
Neutralization Keep up with evolving norms
Productivity Convert waste into value
82
79. Differentiate Differentiation
Separate From Your Competitive Set
*
* Leverage your
unmatchable
Competitor 1
capability
YOU
*
Competitor 2 to create an
*
Competitor 3 unmatchable
offer
Competitive Set
83
80. Neutralize Neutralization
Catch Up to Your Competition
*
Competitor 1
Neutralize a
*
Competitor 2
* competitor‟s
differentiation
*
* Competitor 3
by reaching
“good enough”
quickly
YOU
Competitive Set
84
81. The Difference Between the Two
Differentiation Neutralization
• Return on Differentiation
• Beyond compare
• Return on Neutralization
• Good enough
• Everything spent between the two
• Waste!
85
82. Innovating for Optimization Productivity
Focus on Productivity
YOU
*
Competitor 1
Optimize behind
the scenes
*
Competitor 2
*
*
Competitor 3
to lower costs and
free up scarce
resources
Competitive Set
Price
Deflation
83. Three Innovation Playbooks
Differentiation Neutralization Productivity
Core Metric Separation Time to market Reclaimed resources
Standard to Meet Unmatchable Good enough Best in class
Test Question How far? How fast? How deep?
These playbooks have conflicting goals
Do not combine them
87
84. No Return on Innovation
How Established Enterprises Waste Their R&D
Differentiation Neutralization
Failed
Attempts Optimization
Waste
Sources of Waste:
• Differentiation projects that don’t go far enough
• Neutralization projects that go too far and/or are too slow
• Optimization projects that don’t free up mission-critical resources
85. Category Power
Portfolio Management
Growth Born From Entering New Categories
89
86. Category Maturity Life Cycle
The A-B-C-D‟s of Portfolio Management
Indefinitely elastic Utilize
Acquire middle Power Divest
Power
Declining
Power
Revenue Growth
A B C D
Emerging Growth Mature Declining Fault
Market Market Market Market Line!
Catch
(pre-Tornado)
Next E
Wave
End of
Life
Technology Adoption Time
Life Cycle
90
87. How Are Your Categories Performing?
A Portfolio Analysis Framework
High Growth Low Growth
Material
Revenues
PERFORMANCE
B B
C
C
A D
A D
Not Material
POWER
B C D
A
91
88. Typical Portfolio Pattern for a Public Company
High Growth Low Growth
Material
2 3
1 4
Not Material
What is the first question the board asks?
Why don’t we have more businesses in Quadrant 2?
92
89. Three Investment Horizons
Where Category Power Initiatives Gets Stuck
Do well here too
Break-Out
Categories
On-board next
generation for Horizon 3
future growth ROI in 36 to 72 mos
Current
Categories
Future Category
Meet Horizon 2
Options
Performance ROI in 12 to 36 mos
Commitments Develop options
for future
Sticking point growth
Horizon 1
ROI in 0 to 12 mos
Do well here
93
90. Portfolio Dynamics
Horizons Meets Life Cycles
• Performance management
focuses on winning material
High Growth Low Growth revenues (Horizon 1)
• H1 managers to hoard spare
Horizon 1 resources to ensure they can
Material meet their commitments
Revenues
• That crimps H2 efforts because
they compete with H1 for the
Horizon „0‟
Horizon 2
B C same resource pool
A D
• It also makes H1 managers
reluctant to exit H0 businesses
Not Material (because every little bit of
revenue helps)
• Horizon 3 is unaffected by any
of these portfolio dynamics
Horizon 3
94
91. The Horizon 2 Challenge
Crossing the Chasm Inside the Belly of a Whale
• All the other horizons are OK
• H1 gets first dibs at resources
• H3 gets funded outboard of the process
• H0 sneaks in under the covers
• H2 is out in the cold
• H2 competes directly with H1 for resources
• H1, under pressure to meet current obligations, does not
release resources willingly
• H2 cannot compete with H1, particularly when metrics and
compensation focus on material returns in the current year
This is not a failure to invest in R&D innovation
This is primarily a go-to-market problem
95
93. The Race to Material Revenues
Rules of Thumb for Publicly Held Enterprises
• 5% - 10% of Total Revenue = Revenue Materiality
• This is the exit threshold from H2 to H1
• 0.5% - 1% of Total Revenue = On the Expense Radar
• This is the entry threshold from H3 to H2
• Horizon 2 Journey
• Grow one order of magnitude in 12 quarters
• Be more than half way after 8 quarters
• Else fold back into the base business and move on
Horizon 2 is not a stable state
Must race to get through, or die
97
94. Meeting the Horizon 2 Challenge
New Prescriptions in Five Key Areas
1. Number of H2 Initiatives
• One at a time, regardless of size of your enterprise
• No limit on number of H1 or H3 initiatives
2. Planning & Budgeting
• Calendar for the 2nd quarter
• Do not blend with annual planning and budgeting process
3. Organizational Structure
• Independent BUs with direct control over all functions
• Transition to functional organization at Horizon 1
4. Metrics
• Tipping point metrics
• Crossing the Chasm (B2B) or Four Gears (B2C)
5. Talent & Compensation
• Major variable comp tied to Tipping Point success
• Affects every executive equally
98
96. Escape Velocity is Hard to Create
Understanding the Dynamics of the Status Quo
• The innovator‟s dilemma
• Established enterprises focus on their best customers, who want
more of what they have, not something new.
• The asymmetry of risk for successful companies
• Breakout growth involves taking risk. The bigger you are, the
less you have to win from taking risk, the more you have to lose
• The pragmatics of annual planning in established enterprises
• Next year‟s plan is normally based on last year‟s—which means
legacy businesses get first dibs at the critical resources
• The dynamics of contemporary financial markets
• Short-term investors drive short-term compensation metrics—
breakout growth always involves a J-curve
100
97. Companies Who Could Not Escape
Burroughs – Sperry Univac – Honeywell – Control Data
MSA – McCormick & Dodge – Cullinet– Cincom – ADR–
DEC– Data General – Wang -– Prime– Tandem – Daisy
– Calma These were not badSilicon Graphics – Sun –
– Valid – Apollo – companies
Informix – Ingres – Nortel– Bay Networks – Lucent
These were our best companies!
– 3Com – Banyan – WordPerfect– Lotus – Ashton Tate –
Borland– Novell – Atari – Osborne – Commodore – Casio
– Palm – Sega – Netscape – MySpace – Kodak –
Polaroid – Quest– America West – Nynex – Bell South
101
98. Achieving Breakout Growth
What Does It Take to Gain Escape Velocity?
• Focus on Power before Performance
• Power fuels performance
• Performance converts power into returns
• Focus on Leadership before Management
• Leadership develops power
• Management delivers performance
• Focus on Tipping Points before ROI
• Tipping points are binary state changes in power
• Until state change is achieved, no other metrics matter
102