The Big, The Small & The Half Baked - A Checklist for Good IdeasAnders Hemre
The document provides a checklist for evaluating ideas from conceptualization through implementation in 3 stages:
1) Imagine the outcome and craft the message to develop the narrative and describe the benefits.
2) Evolve the concept by getting feedback, connect with supporting ideas, and evaluate the opportunity by assessing the market size, costs, and user benefits.
3) Expand the view by building alliances, considering alternatives, quantifying the opportunity, making the case to stakeholders, choosing the best path forward, securing funding, and leading the implementation.
The document discusses how to run productive meetings and manage conflicts in entrepreneurial organizations. It recommends that meetings have clear purposes and agendas. Brainstorming meetings should establish rules and frameworks for discussion. Action meetings should assign deliverables and follow ups. The document advocates that conflicts arise from differing opinions and should be encouraged and isolated to specific meetings. Conflicts should be managed by setting engagement rules, brainstorming alternatives, gathering information from all parties, and holding regular sessions to resolve issues.
Poke The Box - Presentation to OD Network of Western NYbarbbabij
Seth Godin is an entrepreneur, marketing guru, and prolific author. A long-time advocate of what he calls “doing your art” and “shipping” it, Godin highlights these concepts in his latest book, Poke the Box. He exhorts us to take initiative, make a ruckus, see what happens, learn from it, and do it again, but better. Godin claims that taking initiative is a 21st century imperative. He implores us to “go, go, go”. Presentation includes thought-provoking questions on implications for HR and Organizational Development.
This document summarizes key takeaways and lessons from 20 popular sales books. Some of the common themes discussed are understanding the customer's problems, challenging customers' thinking with new insights and solutions, aligning sales approaches with customer desires rather than using pressure, helping customers succeed as the essence of sales, and spending more time with better prospects.
Marc Nathan gave a presentation on blueprint for startup success. He discussed important questions like who are you, what do you do, and who cares. He emphasized the importance of understanding yourself and your business model as either lifestyle-focused or scalable. Great markets and solving problems profitably are keys to success. Planning should involve milestones and de-risking rather than fixed plans. Building the right team is also critical, and entrepreneurs should focus on jockeys not just horses when seeking investment.
Pitch Ready - Get into the minds of VCsShruti Gandhi
This document provides guidance on pitching to venture capitalists. It discusses key elements to include in a pitch deck such as sharing your vision, painting the opportunity and market, demonstrating third-party validation and traction, and outlining your roadmap and use of funds. It also offers tips for preparing for and conducting the meeting, including researching the investors, knowing your metrics, and avoiding missteps like bringing your whole team or getting into arguments. The goal is to help entrepreneurs effectively engage with VCs and secure funding for their startup.
Barb Babij of http://www.insync4.ca/
The format of the meeting will be a quick overview of the main thrust of the book, and a facilitated discussion that attempts to answer the following questions and others we may raise.
Ron Immink is the founder of Smallbusinesscan, which aims to help small businesses grow beyond their competence through decision grids, articles, tools, and insights in an open source Wikipedia-style platform. Smallbusinesscan also allows entrepreneurs to ask questions, get feedback, and connect with over 6,000 other business people. Immink is seeking feedback on how to improve Smallbusinesscan and its initiatives to grow the movement through events, media partnerships, and storytelling. He has learned that problems, solutions, ideas generation, trend watching, sales, passion and storytelling are important for strategy.
The Big, The Small & The Half Baked - A Checklist for Good IdeasAnders Hemre
The document provides a checklist for evaluating ideas from conceptualization through implementation in 3 stages:
1) Imagine the outcome and craft the message to develop the narrative and describe the benefits.
2) Evolve the concept by getting feedback, connect with supporting ideas, and evaluate the opportunity by assessing the market size, costs, and user benefits.
3) Expand the view by building alliances, considering alternatives, quantifying the opportunity, making the case to stakeholders, choosing the best path forward, securing funding, and leading the implementation.
The document discusses how to run productive meetings and manage conflicts in entrepreneurial organizations. It recommends that meetings have clear purposes and agendas. Brainstorming meetings should establish rules and frameworks for discussion. Action meetings should assign deliverables and follow ups. The document advocates that conflicts arise from differing opinions and should be encouraged and isolated to specific meetings. Conflicts should be managed by setting engagement rules, brainstorming alternatives, gathering information from all parties, and holding regular sessions to resolve issues.
Poke The Box - Presentation to OD Network of Western NYbarbbabij
Seth Godin is an entrepreneur, marketing guru, and prolific author. A long-time advocate of what he calls “doing your art” and “shipping” it, Godin highlights these concepts in his latest book, Poke the Box. He exhorts us to take initiative, make a ruckus, see what happens, learn from it, and do it again, but better. Godin claims that taking initiative is a 21st century imperative. He implores us to “go, go, go”. Presentation includes thought-provoking questions on implications for HR and Organizational Development.
This document summarizes key takeaways and lessons from 20 popular sales books. Some of the common themes discussed are understanding the customer's problems, challenging customers' thinking with new insights and solutions, aligning sales approaches with customer desires rather than using pressure, helping customers succeed as the essence of sales, and spending more time with better prospects.
Marc Nathan gave a presentation on blueprint for startup success. He discussed important questions like who are you, what do you do, and who cares. He emphasized the importance of understanding yourself and your business model as either lifestyle-focused or scalable. Great markets and solving problems profitably are keys to success. Planning should involve milestones and de-risking rather than fixed plans. Building the right team is also critical, and entrepreneurs should focus on jockeys not just horses when seeking investment.
Pitch Ready - Get into the minds of VCsShruti Gandhi
This document provides guidance on pitching to venture capitalists. It discusses key elements to include in a pitch deck such as sharing your vision, painting the opportunity and market, demonstrating third-party validation and traction, and outlining your roadmap and use of funds. It also offers tips for preparing for and conducting the meeting, including researching the investors, knowing your metrics, and avoiding missteps like bringing your whole team or getting into arguments. The goal is to help entrepreneurs effectively engage with VCs and secure funding for their startup.
Barb Babij of http://www.insync4.ca/
The format of the meeting will be a quick overview of the main thrust of the book, and a facilitated discussion that attempts to answer the following questions and others we may raise.
Ron Immink is the founder of Smallbusinesscan, which aims to help small businesses grow beyond their competence through decision grids, articles, tools, and insights in an open source Wikipedia-style platform. Smallbusinesscan also allows entrepreneurs to ask questions, get feedback, and connect with over 6,000 other business people. Immink is seeking feedback on how to improve Smallbusinesscan and its initiatives to grow the movement through events, media partnerships, and storytelling. He has learned that problems, solutions, ideas generation, trend watching, sales, passion and storytelling are important for strategy.
The document outlines the process for developing an effective marketing and engagement strategy, including researching the target audience, gaining insights about them, developing messaging and creative executions based on those insights, and integrating all elements into a cohesive ecosystem. Key steps involve insight mining, defining the creative platform and messaging, developing hero executions, and aligning the engagement and marketing strategies. The overall goal is to gain a deep understanding of the target audience and move them using creative work based on meaningful insights.
This document discusses key aspects of building a winning team. It emphasizes that diversity is important for divergent thinking and attacking problems from different angles. While diversity can be hard to achieve, focusing on the "three Hs" of hackers, hustlers and hipsters can help form a balanced team. Choosing the right teammates is more important than the initial idea, and involves validating strengths, finding people to overcome weaknesses, and agreeing to disagree. The document provides examples of common stock allocation ranges for different team roles.
This document provides advice for start-up founders on fundraising and building a company. It discusses pitching to investors, common excuses investors give for not investing, and different types of investors. It also offers tips beyond fundraising, such as not following all advice, taking risks, and focusing on small successes initially rather than grand visions.
The document provides tips for effective marketing writing based on a presentation given by Debra A. Mackey. Some key tips include knowing your audience and their needs, focusing on the client/reader rather than yourself, using feelings and benefits over features to motivate action, keeping messages simple, being positive, and including a clear call to action. The overall message is that marketing should put the client/reader first and motivate them using simple, authentic language tailored to their needs and feelings.
Rob Wiltbank shares the lessons he learned from his three year in-depth study of over 50 exemplary managers in existing organizations and explains the critical leadership factors necessary for building high-growth companies.
24 Ways to Outgrow and Outlearn Everyone (Including the Competition)Étienne Garbugli
This document provides tips for how to continuously outgrow and outlearn others. It suggests being proactive in deciding what you want to learn, seeking experiences outside your comfort zone, and having postmortems after important events to deconstruct successes and failures. It also recommends not being afraid to admit what you don't know, integrating feedback loops, writing down what you learn, and prioritizing areas of focus since it's impossible to be an expert at everything. The overall message is about making a conscious effort to always keep learning from a variety of sources.
Lessons on starting a company from both sides of the table. The document discusses lessons learned from being an entrepreneur and venture capitalist, including having a passionate idea and team, raising capital leanly at first, shipping products frequently, and testing monetization early. It also emphasizes the importance of an anchor investor and enjoying the startup process.
Leveraging media relations | Media For Startups | Prof. Bringi Dev | Jul 05 @...Kesava Reddy
Having made the bold move of launching a start-up business, it is likely that you are faced with the challenge of spreading the word about your products or services to potential customers. Most start-ups look enviously at the big brands, wishing they could emulate their marketing activities. Of course, they are never able to do so due to an acute lack of funds to invest in marketing, especially in the early stages.
The goal of media relations is to get positive coverage in the mass media without paying for it directly as by advertising. Media relations involves working with media for the purpose of informing your potential customers about how your offering will benefit them, and doing so in a credible positive and consistent manner. Typically, this means coordinating directly with the people who influence, generate and distribute news and features in the mass media.
One of the most cost-effective ways to build buzz around your start-up is to get it covered by the media, either local or national. But how does one go about doing that on a shoe-string budget?
Startup MBA 3.1 - Funding, equity, valuationsFounder-Centric
This document discusses different types of startup funding including revenue, debt, and equity. It focuses mainly on equity funding, explaining the typical stages of funding from sweat equity to a Series A round. It provides advice on valuation ranges, giving up equity to investors and employees, and practical considerations for fundraising like timelines, dilution calculations, and negotiating terms. The key points are that equity funding involves giving ownership stakes to investors in exchange for cash, fundraising is distracting, and founders should understand valuation impacts and protect themselves in legal agreements.
This document provides career advice and strategies for managing your career and life. It recommends thinking about your long-term goals and finding your passion or "sweat pot". It also advises taking immediate action by creating a roadmap to close the gap between your current situation and your dreams. The document emphasizes managing tough times through positive thinking and determination. It suggests "letting money follow you" by focusing on your work and objectives. Additionally, it recommends finding sponsors and mentors by developing your personal brand and helping others. Employers prefer candidates with a balance of heart and mind who can utilize their talents.
This presentation provides an overview of the 5 key pillars to achieving success in a startup company and is a top line summary of the book "Startup Ignition".
The reality is that market success cannot be achieved with faster, better, cheaper. Real breakthrough and sustained market growth requires differentiation. Differentiation in the way problems are solved, value is delivered and the market opportunity is addressed.
This document contains tips from various startup founders on topics related to starting a business. Some of the key points made include: understanding the market problems that can be solved with technology is important for successful companies; focusing on telling a genuine and interesting story about an idea can help it spread; listening to customers, such as by having company leaders answer support calls, is a useful technique; and getting early user feedback is important to improve a product before widely launching it.
Being successful often means learning from those who have already achieved their goals. Having a mentor is an amazing blessing to an entrepreneur, but not everyone can find one in person.by Grace lever reviews
This one-week crash course teaches the essential elements needed to win a Strategy Lamp award: 1) An exceptional interpretation of the business challenge through breakthrough research and problem-solving leading to a compelling insight, 2) A coherent argument connecting the identified problem to the insight and strategic solution, and 3) Excellent case writing that tells the story of how the strategy and creativity led to breakthrough thinking in a way friends could understand. The course emphasizes defining clear objectives, combining multiple sources of data to find the "why" behind patterns, developing insights that provide something new about familiar topics, and showing how the strategy enforced creative choices in the campaign rather than just presenting brand strategies or effectiveness.
Pitching the Perfect Game - Wowing VCs and AngelsDavid Ehrenberg
If you're facing down an investor meeting or a demo day, check out this presentation from messaging expert and speech coach Bryan Rutberg, Principal at 3C Communication (@3CComms) and Early Growth Financial Services (www.earlygrowthfinancialservices.com).
Topics covered include:
-- The difference between pitching your product and pitching your company
-- What to include in your pitch deck -- and how to make it memorable
-- How to catch your audience's attention and keep it
-- Presenting your problem/solution as a coherent and compelling story
-- Using presentation graphics effectively
-- How to own the room
and more!
The document provides advice for entrepreneurs on understanding what investors look for in potential investments and increasing the chances that a startup will be viewed as investible. It discusses evaluating whether a founder is truly an entrepreneur and prepared to overcome obstacles. Investors prioritize startups with traction, survivability, and a path to high growth. A founder's background, connections, and ability to solve known problems with a proven team also factor into investors' decisions. The document outlines characteristics of investible versus non-investible startups and provides tips for entrepreneurs to enhance their credibility and chances of obtaining funding.
This document provides 10 things for founders to remember when starting a business. It emphasizes that most startups fail, even for successful entrepreneurs, and stresses the importance of execution. Key points include prototyping ideas quickly, understanding the business model and how the company makes money, leveraging available technologies, having the right team, developing an effective marketing strategy, establishing a solid operations plan, focusing on sales, and creating a thorough financial plan. Overall, the document advises entrepreneurs to test ideas quickly and adapt based on feedback in order to successfully launch a new venture.
The document provides instructions for a pre-work assignment to prepare teams to develop solutions for clients in an upcoming business case challenge. Teams are asked to research the client's industry and conduct stakeholder interviews with millennials to understand their needs and perspectives. The insights gained from the pre-work research on the client's business and millennial stakeholders will help teams develop innovative solutions to present to the clients on the day of the challenge.
The document outlines the process for developing an effective marketing and engagement strategy, including researching the target audience, gaining insights about them, developing messaging and creative executions based on those insights, and integrating all elements into a cohesive ecosystem. Key steps involve insight mining, defining the creative platform and messaging, developing hero executions, and aligning the engagement and marketing strategies. The overall goal is to gain a deep understanding of the target audience and move them using creative work based on meaningful insights.
This document discusses key aspects of building a winning team. It emphasizes that diversity is important for divergent thinking and attacking problems from different angles. While diversity can be hard to achieve, focusing on the "three Hs" of hackers, hustlers and hipsters can help form a balanced team. Choosing the right teammates is more important than the initial idea, and involves validating strengths, finding people to overcome weaknesses, and agreeing to disagree. The document provides examples of common stock allocation ranges for different team roles.
This document provides advice for start-up founders on fundraising and building a company. It discusses pitching to investors, common excuses investors give for not investing, and different types of investors. It also offers tips beyond fundraising, such as not following all advice, taking risks, and focusing on small successes initially rather than grand visions.
The document provides tips for effective marketing writing based on a presentation given by Debra A. Mackey. Some key tips include knowing your audience and their needs, focusing on the client/reader rather than yourself, using feelings and benefits over features to motivate action, keeping messages simple, being positive, and including a clear call to action. The overall message is that marketing should put the client/reader first and motivate them using simple, authentic language tailored to their needs and feelings.
Rob Wiltbank shares the lessons he learned from his three year in-depth study of over 50 exemplary managers in existing organizations and explains the critical leadership factors necessary for building high-growth companies.
24 Ways to Outgrow and Outlearn Everyone (Including the Competition)Étienne Garbugli
This document provides tips for how to continuously outgrow and outlearn others. It suggests being proactive in deciding what you want to learn, seeking experiences outside your comfort zone, and having postmortems after important events to deconstruct successes and failures. It also recommends not being afraid to admit what you don't know, integrating feedback loops, writing down what you learn, and prioritizing areas of focus since it's impossible to be an expert at everything. The overall message is about making a conscious effort to always keep learning from a variety of sources.
Lessons on starting a company from both sides of the table. The document discusses lessons learned from being an entrepreneur and venture capitalist, including having a passionate idea and team, raising capital leanly at first, shipping products frequently, and testing monetization early. It also emphasizes the importance of an anchor investor and enjoying the startup process.
Leveraging media relations | Media For Startups | Prof. Bringi Dev | Jul 05 @...Kesava Reddy
Having made the bold move of launching a start-up business, it is likely that you are faced with the challenge of spreading the word about your products or services to potential customers. Most start-ups look enviously at the big brands, wishing they could emulate their marketing activities. Of course, they are never able to do so due to an acute lack of funds to invest in marketing, especially in the early stages.
The goal of media relations is to get positive coverage in the mass media without paying for it directly as by advertising. Media relations involves working with media for the purpose of informing your potential customers about how your offering will benefit them, and doing so in a credible positive and consistent manner. Typically, this means coordinating directly with the people who influence, generate and distribute news and features in the mass media.
One of the most cost-effective ways to build buzz around your start-up is to get it covered by the media, either local or national. But how does one go about doing that on a shoe-string budget?
Startup MBA 3.1 - Funding, equity, valuationsFounder-Centric
This document discusses different types of startup funding including revenue, debt, and equity. It focuses mainly on equity funding, explaining the typical stages of funding from sweat equity to a Series A round. It provides advice on valuation ranges, giving up equity to investors and employees, and practical considerations for fundraising like timelines, dilution calculations, and negotiating terms. The key points are that equity funding involves giving ownership stakes to investors in exchange for cash, fundraising is distracting, and founders should understand valuation impacts and protect themselves in legal agreements.
This document provides career advice and strategies for managing your career and life. It recommends thinking about your long-term goals and finding your passion or "sweat pot". It also advises taking immediate action by creating a roadmap to close the gap between your current situation and your dreams. The document emphasizes managing tough times through positive thinking and determination. It suggests "letting money follow you" by focusing on your work and objectives. Additionally, it recommends finding sponsors and mentors by developing your personal brand and helping others. Employers prefer candidates with a balance of heart and mind who can utilize their talents.
This presentation provides an overview of the 5 key pillars to achieving success in a startup company and is a top line summary of the book "Startup Ignition".
The reality is that market success cannot be achieved with faster, better, cheaper. Real breakthrough and sustained market growth requires differentiation. Differentiation in the way problems are solved, value is delivered and the market opportunity is addressed.
This document contains tips from various startup founders on topics related to starting a business. Some of the key points made include: understanding the market problems that can be solved with technology is important for successful companies; focusing on telling a genuine and interesting story about an idea can help it spread; listening to customers, such as by having company leaders answer support calls, is a useful technique; and getting early user feedback is important to improve a product before widely launching it.
Being successful often means learning from those who have already achieved their goals. Having a mentor is an amazing blessing to an entrepreneur, but not everyone can find one in person.by Grace lever reviews
This one-week crash course teaches the essential elements needed to win a Strategy Lamp award: 1) An exceptional interpretation of the business challenge through breakthrough research and problem-solving leading to a compelling insight, 2) A coherent argument connecting the identified problem to the insight and strategic solution, and 3) Excellent case writing that tells the story of how the strategy and creativity led to breakthrough thinking in a way friends could understand. The course emphasizes defining clear objectives, combining multiple sources of data to find the "why" behind patterns, developing insights that provide something new about familiar topics, and showing how the strategy enforced creative choices in the campaign rather than just presenting brand strategies or effectiveness.
Pitching the Perfect Game - Wowing VCs and AngelsDavid Ehrenberg
If you're facing down an investor meeting or a demo day, check out this presentation from messaging expert and speech coach Bryan Rutberg, Principal at 3C Communication (@3CComms) and Early Growth Financial Services (www.earlygrowthfinancialservices.com).
Topics covered include:
-- The difference between pitching your product and pitching your company
-- What to include in your pitch deck -- and how to make it memorable
-- How to catch your audience's attention and keep it
-- Presenting your problem/solution as a coherent and compelling story
-- Using presentation graphics effectively
-- How to own the room
and more!
The document provides advice for entrepreneurs on understanding what investors look for in potential investments and increasing the chances that a startup will be viewed as investible. It discusses evaluating whether a founder is truly an entrepreneur and prepared to overcome obstacles. Investors prioritize startups with traction, survivability, and a path to high growth. A founder's background, connections, and ability to solve known problems with a proven team also factor into investors' decisions. The document outlines characteristics of investible versus non-investible startups and provides tips for entrepreneurs to enhance their credibility and chances of obtaining funding.
This document provides 10 things for founders to remember when starting a business. It emphasizes that most startups fail, even for successful entrepreneurs, and stresses the importance of execution. Key points include prototyping ideas quickly, understanding the business model and how the company makes money, leveraging available technologies, having the right team, developing an effective marketing strategy, establishing a solid operations plan, focusing on sales, and creating a thorough financial plan. Overall, the document advises entrepreneurs to test ideas quickly and adapt based on feedback in order to successfully launch a new venture.
The document provides instructions for a pre-work assignment to prepare teams to develop solutions for clients in an upcoming business case challenge. Teams are asked to research the client's industry and conduct stakeholder interviews with millennials to understand their needs and perspectives. The insights gained from the pre-work research on the client's business and millennial stakeholders will help teams develop innovative solutions to present to the clients on the day of the challenge.
This document discusses closing the strategy to action gap and provides three reasons why the gap exists. First, strategies are often formulated inside-out around the business rather than focusing on customers' problems. Second, tactics are chosen arbitrarily rather than being designed to progress customers through their buying journey. Third, sales and marketing are often not properly aligned around shared objectives, strategy, and metrics. The document recommends building strategies around customers' key problems, choosing tactics to move customers through the buying process, and ensuring sales and marketing are aligned to a single plan.
This thinking might help your ad agency or brand to increase strategic value and find the unexpected opportunities.
The good news is that it's simpler to fix than everyone thinks.
Here is my attempt that not only fix the flawed business model of advertising, but reinvent it.
This document outlines the key elements and questions to consider when creating a documented content marketing strategy. It discusses why having a documented strategy is important, as research shows marketers with documented strategies feel more effective. The document then provides examples of questions to answer around various strategy elements, such as the business case for content marketing, developing buyer personas, and mapping content to the customer journey. Developing personas involves understanding customers as individuals rather than just demographics. The goal is to better identify and serve distinct audience groups.
The essentials of a documentede content marketing strategyNuno Fraga Coelho
This document provides guidance on creating a documented content marketing strategy by outlining questions to consider in key areas:
1. The business case for content marketing addresses needs, audience size, business model, value proposition, and risks.
2. Persona development and content mapping involves understanding buyer personas, their engagement cycles, and sales/buying processes to determine relevant content.
3. The brand story outlines developing pillars of content by adapting a "hero's journey" framework to tell the brand's story and drive differentiation.
4. The content marketing channel plan evaluates existing channels, required changes, and objectives/goals for each channel based on personas. Developing a strategy in these areas with a documented plan leads to
Social Media Marketing: Strategy and Management (training)Jude Calvillo
This presentation, on social media marketing strategy and management, was for a workshop I held with some of DTLA's (Downtown Los Angeles') startups in early 2015. Unlike most such presentations, the recommendations herein are actually founded upon the principles of marketing, as well as the latest in consumer research. Part 2, which is forthcoming and aimed at larger organizations, will tackle advanced analytics and team management.
The document provides an overview of modules for account leadership training, including understanding the client's business, agency, communication planning, and creative briefs. It covers topics like knowing the client, their market, competitors, and developing a communications plan through frameworks like SWOT analysis, Boston Consulting Group matrix, and ROI springboards. The document emphasizes rigor and imagination in developing creative briefs to provide direction while inspiring creativity.
Startup Notes provides guidance on planning for startups in decades, thinking in years, working in months, and living in days. It also discusses basic startup principles from Harvard Business Review including failing fast and thinking big. The document then discusses how to build a 20 Mile March for a startup by constraining growth, preparing for risk, focusing on execution, and achieving milestones consistently over an appropriate timeline.
The article discusses how strategy development must be seen as a revolutionary action within an organization. It lists 10 attributes of such an action, arguing that revolution is needed to secure a position in a changing market. These attributes include having an imaginative vision, subverting the status quo, and empowering employees. The article is relevant to strategic management as it advocates a radical approach to strategy that can identify new market opportunities and drive organizational change.
The document discusses different perspectives on what business models and strategy are. It explores whether business models are like ancient war, the hierarchical structures of GM, chess games, visions, games of strategy, industry economics, co-opetition between companies, culture, tools that shape them, multiplayer online games, disruption, their effects on others and the world, or about an individual's choices. The document presents these various frameworks as perspectives that have been used to understand business models and strategy, but questions if any single perspective can fully capture them.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity within time constraints, and examples of companies that foster innovation like 3M. It also covers developing rough ideas, presenting ideas, dealing with political obstacles, strengthening problem solving skills, and promoting creativity in the workplace through recognition, compensation, and humor. The document uses examples, questions, and graphics to explore various aspects of creative problem solving.
This document provides an overview of creative problem solving. It discusses defining creativity and innovation, overcoming common misconceptions about creativity, managing creativity and time constraints, developing rough ideas, strengthening problem solving skills, and promoting creativity in the workplace. Key points include that both creativity and innovation are necessary for business success, creativity involves generating new ideas with value while innovation creates practical applications, and that failure is an important part of the creative problem solving process.
The Angels 8Q: Eight Questions Investors & Startups Should Ask to SucceedJoseph de Leon
This started as a personal guide so I could be a better Angel Investor.
It developed into a Playshop that was first conducted at the Global Seedstars Summit [Lausanne, Switzerland 2019].
Rather than answers, I hope this helps you find your own questions.
The document provides guidance on how to write an effective brand plan that is easy for others to follow. It emphasizes keeping the plan simple by focusing on a few key elements: conducting a situation analysis to understand the brand's current position, identifying 3-5 key issues facing the brand, establishing a clear vision for the future of the brand, and outlining strategies for how to achieve the vision. The document uses examples and outlines to illustrate how to structure these essential components of an effective yet simple brand plan.
The document provides guidance on how to write an effective brand plan. It discusses including key elements like vision, mission, goals, strategies, and tactics. It emphasizes keeping the plan simple and focused on a few key issues identified through a situation analysis. An example brand plan framework is given that covers situation analysis, key issues, vision/mission, strategies/tactics, and execution and measurement. Strategic thinking concepts like focusing efforts, achieving early wins, leveraging successes, and creating gateways to bigger opportunities are explained. The document stresses matching strategies and tactics to where target consumers are in their buying journey and relationship with the brand.
The document outlines the first step of the Duct Tape Marketing System - developing a strategy before tactics. It emphasizes that having a clear marketing strategy focused on the ideal client and differentiation is essential. The strategy involves narrowly defining the ideal client through understanding highly profitable and referring clients. It also involves finding ways to differentiate the business from competitors through interviews with satisfied customers to understand unique value propositions. With the right strategy in place, a business can then surround it with effective marketing tactics.
The document outlines a 7 step system for small business marketing success called the Duct Tape Marketing System. Step 3 discusses the importance of publishing educational content to build trust and educate potential customers. It recommends using a blog, social media profiles, and participating in review sites to generate helpful, trust-building content on a consistent basis. The goal is to position the business as a knowledgeable resource that potential customers will turn to for information and advice.
In the rapidly evolving landscape of technologies, XML continues to play a vital role in structuring, storing, and transporting data across diverse systems. The recent advancements in artificial intelligence (AI) present new methodologies for enhancing XML development workflows, introducing efficiency, automation, and intelligent capabilities. This presentation will outline the scope and perspective of utilizing AI in XML development. The potential benefits and the possible pitfalls will be highlighted, providing a balanced view of the subject.
We will explore the capabilities of AI in understanding XML markup languages and autonomously creating structured XML content. Additionally, we will examine the capacity of AI to enrich plain text with appropriate XML markup. Practical examples and methodological guidelines will be provided to elucidate how AI can be effectively prompted to interpret and generate accurate XML markup.
Further emphasis will be placed on the role of AI in developing XSLT, or schemas such as XSD and Schematron. We will address the techniques and strategies adopted to create prompts for generating code, explaining code, or refactoring the code, and the results achieved.
The discussion will extend to how AI can be used to transform XML content. In particular, the focus will be on the use of AI XPath extension functions in XSLT, Schematron, Schematron Quick Fixes, or for XML content refactoring.
The presentation aims to deliver a comprehensive overview of AI usage in XML development, providing attendees with the necessary knowledge to make informed decisions. Whether you’re at the early stages of adopting AI or considering integrating it in advanced XML development, this presentation will cover all levels of expertise.
By highlighting the potential advantages and challenges of integrating AI with XML development tools and languages, the presentation seeks to inspire thoughtful conversation around the future of XML development. We’ll not only delve into the technical aspects of AI-powered XML development but also discuss practical implications and possible future directions.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
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- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
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3. What is strategy?
1. A long term plan
2. A guide for making decisions
3. A way to think about different markets
4. Something something business model
5. Some stuff we have to do, because it’s the strategy
6. The magic way everyone else is better than us
7. etc etc
4. Innovation is anything new
that breaks trade offs and
constraints.
Strategy is about thinking that
embraces your constraints.
What is strategy?
5. • “Don’t be evil”
• Launch a new app
• £10m in revenue
• Be the best X
Not a strategy
Values
An Objective
The vision
Budget
6. Has to help you make trade-offs
It has to help you answer hard
questions
It has to make difficult choices
clearer
The strategy…
7. For instance…
• Should we build our own CMS/ad-server/log in
• Should we partner with X/put all our content on
Facebook/Apple News/sell through Amazon
• Should we charge for X/be a subscription business
• What are we going to do about customers doing less of X and
more of Y?
8. Strategy is to business what
architecture is to developers
A structural, abstracted way of looking at problems, processes and products
12. A summary of what the problem is – how
many people do we reach globally? How
did we count? What strategy to make it
grow?
The data: who are these
people? Where? How did
they reach us? How do
different facets of the data
compare?
The diagrams: are they
clear? What commonalities
do they show? What
structures?
13. Story-telling: what
gets pulled out of the
data? Is it to be
dramatic?
Choices: are they helpful
distinctions? Is there
evidence you can’t have
both?
Assumptions about
customers: is that what
people really do?
The asks: are they clear?
Would your team like them
answered?
14. 1 The data
What does it really say? Is it sampled, industry-wide,
or specific? Is it robust?
2 The questions it asks
Are they clear?
4 The structure it proposes
Do you understand it?
5 The story
What is the narrative here?
How to read (and write) a strategy
3 The diagrams
Clip-art hell – but what do they reveal?
6 The choices it proposes
Is it clear?
8 The assumptions
People are not economics robots
7 The timelines
Ho ho ho
9 The asks
If answered, which teams are happy? What progress
can be made?
10 The appendixes
What didn’t fit? Why?
16. • Regular time, ideally at the start or end of the week
• Try and understand the way they frame things
• Find places to add your data and perspective – most strategy people
enjoy finding more information
• Ask them about the bits outside your domain, like pricing, market
positioning – use it to pull as well as push
• Gain insight into what the rest of the company, particularly senior
stakeholders think – and worry – about
• Read, read, read – blogs (Stratechery), HBR, business books (on
Kindle, skim them)
You need to work with Strategy
18. • Regular time, ideally at the start or end of the week
• Try and understand the way they frame things
• Find places to add your data and perspective – most strategy people
enjoy finding more information
• Ask about the bits outside your domain, like pricing, market
positioning – use it to learn
• Gain insight into what the rest of the company, particularly senior
stakeholders think – and worry – about
• Read, read, read – blogs (Stratechery), HBR, business books (on
Kindle, skim them)
You need to work with Strategy
19. 19
•Set the strategy team real
problems you encounter
•Challenge – especially the data
(garbage in > garbage out)
•Ask them to distill it to first
principles
When it’s wrong…
21. 21
Strategy is as much an output of
great product, strong culture,
brilliant hiring and luck as it is a
creator of those things.
Just be great at what you do.
But remember….
Editor's Notes
I’ve worked at a range of traditional media companies, first as a journalist, but then I became a Product Manager, and now I’m a Head of Product. In terms of strategy, these are three sizes of company. Dennis was small, and we basically didn’t talk about strategy. It was not a word we knew. The Telegraph had a great Head of Strategy, and a lot of what’s in this talk I learned from him. We had one. We didn’t do it. People didn’t believe it was for us. At BBC News, it’s a huge company. The strategy has to answer these absolutely enormous, fundamental questions.
Strategy has to help you make choices and help you price options. Should we go in FB IA, should we do an app, etc. Strategy has an opinion here. It should help you think through problems.
Build vs buy is a classic strategic question because it’s about how we deploy our resources, and what do we want to be good at vs where do we just want to tick the boxes.