Many of us have seen the quote "If things seem under control, you’re just not going fast enough.” ... This presentation talks about the need for speed and myths that keep us from achieving our speed potential. There are also 2 cases at the end..
This document debunks several common myths about entrepreneurship and innovation. It argues that entrepreneurs should focus on understanding customer needs rather than having committed ideas, prove their business model without seeking large amounts of cash, consider fast followers as viable options rather than needing to be first to market, take time for reflection rather than always moving fast, and focus on high-impact activities by maintaining a "do not do" list rather than constantly doing more. The overall message is that conventional wisdom about speed, commitment, and bold action is often wrong, and entrepreneurs should test assumptions, remain open to learning, and optimize their approach through experimentation.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The Lean Startup Course provides an overview of how to build a successful startup. It covers topics like developing business models, creating minimum viable products, and fundraising. The course is outlined in 8 sections that teach strategies for idea generation, prototyping, understanding metrics, and obtaining funding from sources like incubators, accelerators, angel investors, and venture capitalists. It is intended for entrepreneurs, marketing and MBA students, product managers, and marketing managers who want to learn how to execute their startup ideas effectively.
This document provides an overview of the Lean Startup methodology for developing new products and services. It discusses key principles like building-measuring-learning loops, validated learning, minimum viable products, and pivoting. The challenges of applying lean startup include attitude and organizational fit. Benefits include improved communication, multiple attempts at goals, and better understanding of failures. The conclusion emphasizes thinking big but starting small, prioritizing customer understanding over premature building, and testing business models through early customer feedback.
This document discusses the concept of elegant solutions and innovation. It provides Toyota's three principles of innovation: ingenuity in craft, pursuit of perfection, and fit with society. Elegance is defined as the simplicity found on the far side of complexity. True innovation solves customer problems by providing valuable contributions that fit with the times. The keys to innovation include asking why, continuous improvement, understanding customer needs, and removing complexity.
The document discusses various topics related to building winning products, including the traditional product development model, problems with that model, diffusion of innovations, customer jobs and pains, minimum viable products, achieving product-market fit, and examples of companies like Polycom and CapitalOne that built successful products through small innovations, iterations, and experimentation.
This document discusses innovation at Alaska Airlines. It begins by introducing Curtis Kopf, the Managing Director of Ecommerce and Customer Innovation at Alaska Airlines. It then provides background on Alaska Airlines, highlighting its history and achievements. The document defines innovation as solving problems or delivering value in new ways. It discusses Alaska Airlines' approach to innovation, which includes forming cross-functional teams to generate solutions and creating prototypes. The document also emphasizes the importance of understanding customer problems and organizational context when innovating. Overall, the document advocates for an innovation approach that starts with the customer and involves fast iteration.
This document debunks several common myths about entrepreneurship and innovation. It argues that entrepreneurs should focus on understanding customer needs rather than having committed ideas, prove their business model without seeking large amounts of cash, consider fast followers as viable options rather than needing to be first to market, take time for reflection rather than always moving fast, and focus on high-impact activities by maintaining a "do not do" list rather than constantly doing more. The overall message is that conventional wisdom about speed, commitment, and bold action is often wrong, and entrepreneurs should test assumptions, remain open to learning, and optimize their approach through experimentation.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The Lean Startup Course provides an overview of how to build a successful startup. It covers topics like developing business models, creating minimum viable products, and fundraising. The course is outlined in 8 sections that teach strategies for idea generation, prototyping, understanding metrics, and obtaining funding from sources like incubators, accelerators, angel investors, and venture capitalists. It is intended for entrepreneurs, marketing and MBA students, product managers, and marketing managers who want to learn how to execute their startup ideas effectively.
This document provides an overview of the Lean Startup methodology for developing new products and services. It discusses key principles like building-measuring-learning loops, validated learning, minimum viable products, and pivoting. The challenges of applying lean startup include attitude and organizational fit. Benefits include improved communication, multiple attempts at goals, and better understanding of failures. The conclusion emphasizes thinking big but starting small, prioritizing customer understanding over premature building, and testing business models through early customer feedback.
This document discusses the concept of elegant solutions and innovation. It provides Toyota's three principles of innovation: ingenuity in craft, pursuit of perfection, and fit with society. Elegance is defined as the simplicity found on the far side of complexity. True innovation solves customer problems by providing valuable contributions that fit with the times. The keys to innovation include asking why, continuous improvement, understanding customer needs, and removing complexity.
The document discusses various topics related to building winning products, including the traditional product development model, problems with that model, diffusion of innovations, customer jobs and pains, minimum viable products, achieving product-market fit, and examples of companies like Polycom and CapitalOne that built successful products through small innovations, iterations, and experimentation.
This document discusses innovation at Alaska Airlines. It begins by introducing Curtis Kopf, the Managing Director of Ecommerce and Customer Innovation at Alaska Airlines. It then provides background on Alaska Airlines, highlighting its history and achievements. The document defines innovation as solving problems or delivering value in new ways. It discusses Alaska Airlines' approach to innovation, which includes forming cross-functional teams to generate solutions and creating prototypes. The document also emphasizes the importance of understanding customer problems and organizational context when innovating. Overall, the document advocates for an innovation approach that starts with the customer and involves fast iteration.
Lean Innovation at UnitedHealth Group, Kunjorn Chambungdabongse, OptumLean Startup Co.
Learn how a group of corporate innovation leaders, change agents, and intrapreneurs implemented a Lean innovation incubator inside a Fortune 14 organization. Hear the story of The Garage, challenges to innovation in the enterprise, and lessons we have learned along the way.
Lecture on Innovation at Startups at ESADEMichael Wolfe
1) Michael Wolfe discusses how he and his co-founders validated the idea for their B2B startup that developed data loss prevention software. They conducted customer interviews to understand problems and gain feedback on prototypes, learning that large regulated companies cared most about preventing loss of consumer data.
2) Based on this validation, they focused their minimum viable product on blocking outbound email of consumer data for large customers. Their first customer was Bank of America.
3) The startup continued learning customer needs through further development and interviews. This allowed them to expand their product capabilities and customer base, growing revenue from $500K to $50M in just a few years before potentially exiting.
Lean for Sharing Ventures: Four Times Harder, Four Times More Rewarding, Ted ...Lean Startup Co.
The structure, economics, and strategy of sharing economy companies dramatically complicate the design and validation of a successful business model. In this session with Ted Ladd, professor of internet economics and a research fellow at the Center for Disruptive Innovation at the Hult International Business School, you will learn, apply, and critique several Lean extensions to decrease risk and accelerate return for your sharing venture.
Sharing the knowledge with JPS leaders of how to be the disrupter and avoid being the disrupted. To unchain the mental model and free the thinking necessary for disruptive thinking and leadership.