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1 Cycles Remote Innovation - introduction

Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time.

This lecture introduces the ABCs of Innovation
A = Alignment
B = Build ideas
C = Communicate and Check
S = Learning Systems

And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.

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1 Cycles Remote Innovation - introduction

  1. 1. Cycles The simplest, proven way to build your business. Welcome ! Class will start at 9:00 CET ; 12:30 IST You can download the slides for today : http://tiny.cc/remoteintro Say hello in the chat… Write a word for today “Mine is “ Grateful
  2. 2. Cycles The simplest, proven way to build your business. Course Introduction
  3. 3. Building a business is hard work… In this class, a new, simplified way to increase Speed while reducing Risks And how to do it better remotely
  4. 4. Welcome 1. Please put your video on (if connection issues turn off) 2. Please ask questions using chat … or raise hand
  5. 5. Course Objectives To give you the skills you need to work effectively on remote innovation projects. We want to make you a “sprinter” that could add value to the thousands of innovation sprints being run around the world. We also hope to change the way you think about building and growing ideas. In the program you will find what separates winners from losers over the long-term is the ability to GROW ideas step by step.
  6. 6. A simple learning process Learn Apply (and learn more) Deliver 1 per day
  7. 7. Learning by Doing I will not give you the answers But if you look (and do the readings) you will find many Tools that might help Most importantly, you’ll learn from each other
  8. 8. There is also learning yourself Course Readings / Videos 1,8 GB • Articles • Chapters • Video Download Link http://tiny.cc/RemoteReadings The Same for each Day About 1 hour required reading s
  9. 9. 5 Days means we are going to need to move faster
  10. 10. A chef … not just someone that can follow a recipe Chef’s know what to do when things go wrong
  11. 11. 2 Big Challenges How to keep the speed up A daily process to follow Key roles: Facilitator, Note Taker, Decision Maker You’re going to need to give up perfection And a belief in democracy What before how How to do things remotely Tools: Slack / Gotomeeting / Mural Agreement on a daily process Working apart together What before how Your work after this class will be  Decide on roles and agree DAILY decision makers  Understand the “what of your project better  Agree Routines/timings for your group
  12. 12. Bryan Cassady Helping companies bring bigger ideas to market faster, while reducing risks 3 Beliefs Anyone can innovate Bad systems will beat good people over time Good systems can make average people great
  13. 13. Bryan Cassady
  14. 14. What I see… (at companies of all sizes) 1. An incredible focus on the positive 2. A continual search for silver bullets 3. Scared to ask for help 4. If they ask, too much done internally 5. What they want to do lacks clarity / focus 6. Lack of systems / Lack of urgency 7. Avoid tough decisions and stay in a business too long Deluded Lacking Systems Scared of Negative Alone Unclear Not Making Decisions
  15. 15. Good versus great Entrepreneurs If you have real product market fit and momentum you can (but probably won’t) succeed without systems and processes. The reality is most successful companies have hit the wall many times and pivoted their way to success. Processes / systems increase your odds of getting the pivots right and on time
  16. 16. A test… Who are these companies today? Personal podcasting and sharing audio content
  17. 17. You need to adapt and change But this takes time and focus People are working 2,5 hours per day And monkey brain rules
  18. 18. The rise of Sprints Many companies are coming to understand the power of deep work, time blocking. A popular solution is short, 4-5-day design sprints using global talent. Sprints are a great way to get ideas started or moving forward faster. They work because they offer an easy process to follow that is focused and time-boxed
  19. 19. SPRINTZ ARE THE NEXT STEP Short sprints can achieve a great deal quickly but they do not always deliver the long‐term  results you need. Using the design sprint method as a foundation, we have built something  even better; SprintZ Our program offers everything you will find in a traditional sprint, but we also provide a  trained team selected from a global talent pool, a process, tools and a training program. Our pilot programs have been successful in education, product development, non‐profit and  the creation of new start‐ups. We are helping managers and companies do more and learn  more than they ever thought possible by working 10‐15 hours per week for five weeks.
  20. 20. Sprints are Accelerated Lean
  21. 21. How many of my clients interpret this: Build, measure, learn Build, measure, learn Build, measure, learn Pivot to a Miracle. I believe miracles seldom happen, ideas are built over time “Step by Step”. Lean Start Up
  22. 22. What an amazing idea !!
  23. 23. The Real Story : Build, Measure, Learn and improve 1988 Started as an ice sculpture event 1989 A central unit was created called ARTic Hall. (60 M2)A specialist survival group of the Swedish Armed Forces spent the night . They decided to put in a bar 1990 French Artist Jannot Derid No rooms in town, so they stayed 91‐93 ARTic Hall expanded to 250 M2. Rented for Corporate get‐aways Artists come and go and start making rooms 1993 Still losing money, needing corporate support Absolut Vodka got interested in corporate get-aways “Cold, but cool” “Someone might pay for this” “Love the rooms” “We’ve got an ICE Hotel”
  24. 24. The Reality… Based on 4 years of research with over 400 companies There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time. Quality Of Ideas Time Start Learning Cycles No Changes Bad Cycles Smart Winners Lucky Winners Losers Losers
  25. 25. Systems … Every system is perfectly designed to get the results it gets. W. Edwards Deming
  26. 26. A simple idea… Many forms Design Thinking Lean Start-up Scrum The Demming Cycle
  27. 27. Everything is PDSA PLAN PLAN PLAN STUDY STUDY STUDY ACT ACT DO DO DO ACT
  28. 28. The Common Feature Cycles of learning The challenge is how to make it simpler.
  29. 29. My Goal A simpler, easier to remember formula with clear instructions “how to”.
  30. 30. Bad artists do it on their own Good artists copy Great artists steal
  31. 31. My New Book A joint project with accelerators / Experts around the world The ABCs of Innovation B = Build A = Alignment S = Systems How to build organizational alignment How to build better ideas quicker C = Communicate / Check How to clearly communicate and check your ideas How to set up the right systems to lead and get better over time
  32. 32. The ABC’s of Innovation Align = Plan Build = Do Commun/check = Study Systematically Improve = Act
  33. 33. HOW CYCLES CONTRIBUTES TO THE STATE OF THE ART C Y C L E S Alignment (what to build) Build Communicate & Check Systematically Improve CYCLES OF LEARNING L E A N S TA R T- U P  Build Measure Learn VALIDATED LEARNING S T R A T E G Y Z E R  Design Test Execute VALIDATED BUSINESS MODELS A new bit on alignment. It is important to know what to build or design. And how to instructions for B, C and S
  34. 34. SNARC Case study
  35. 35. SNARC A Semantic Social News Aggregator SNARC, When you want to know more, SNARC helps discovering content by highlighting what is meaningful in a quick, smart and personalized manner. SNARC finds relevant content by learning from the content, the social web and you! 3 people with PHDs in Semantic Search / 2 start up experts and 500K to build their business
  36. 36. SNARC Reinventing content discovery
  37. 37. http://tiny.cc/snarc
  38. 38. An “Oh so typical” scale-up We build something great, profits will follow. 80% product development 10% getting new users 5% finding a business model 5% other ________________________ 100%  We are best in class  We have 15,000 downloads this week  Our server response time is down to .8 seconds  We were listed in TechCrunch last week  Success is on the way
  39. 39. 2 types of entrepreneurs Risk takers (they like the macho bit) Risk reducers (they like getting house odds)
  40. 40. A risk reducing entrepreneur will build a strategy that increases odds of success from 10% to 20% to 50%
  41. 41. How… by asking again and again “If this business fails, why would it fail ?” “If this business fails, why would it fail ?” “If this business fails, why would it fail ?” Then finding answers
  42. 42. 80% product development 10% getting new users 5% finding a business model 5% other We build something great, profits will follow. How will be make a business 5% product development 10% getting new users 80% finding a business model 5% other Working in your business Working on your business 100% 100%
  43. 43. Break 5 Minutes Think: how forward ?
  44. 44. Alignment
  45. 45. Stop saying everything is fine! It is time to stand naked in front of your team and partners and tell them the truth… “I need your help to solve the following issues”
  46. 46. Best practices Ambitions + Skill + What People will pay you for Objectives Challenges / Barriers A TRUE NORTH you can share 1 2 3 4
  47. 47. 5 Whys We need ideas for things we can sell
  48. 48. Personally, I find nothing sadder than a CEO with a big team working alone on all the big problems…
  49. 49. TRUE N.O.R.T.H = A way to ask for help.. TRUE Truly Simple Let's get paid N Narrative. Why it is important (the story) If we can't find a way to get people to pay for our service, we have no business regardless of how great our technology is, how many people download our product or how useful it is. O Objective 3 ideas to make money that we can test R Restrictions: We are not interested in A fee for use of the plug-in People will not pay T Tactical Constraints: We have around 250 K to grow the business, so the solutions need to be low cost. AND we need to work with partners H Here is the place to start Look at areas where the of Information value is high and searching takes time (eg Job applicants, News stories, etc° Make it a story Be honest Be specific Ask for help
  50. 50. Building Ideas
  51. 51. Facts to Practice 7 Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
  52. 52. MU = S F D Meaningfully Unique Ideas! Leverage Diversity Drive out Fear = Explore Stimulus
  53. 53. Best practices Define your needs to build direction and remove fear (already done) Make sure you have a diverse team(Probably OK) Get stimulus (Stimulus mining) Mix and match (Association)
  54. 54. Value of Stimulus Stimulus Feeds The Brain Stimulus Available # of practical ideas invented Low Stimulus Medium Stimulus High Stimulus 22 38 47 Source: Jump Start your Business Brain
  55. 55. Traditional Model Individual Brainstorming Source: Jump Start your Business Brain Draining Before After Suck Method Uses your brain like a library
  56. 56. Stimulus sets off a CHAIN Reaction!!!
  57. 57. Stimulus sets off a CHAIN Reaction!!! Stimuli Brain Operating System Stimuli Stimuli Stimuli Idea #1 Idea #1 Idea #1 Idea #1 Source: Jump Start your Business Brain
  58. 58. At their most basic, IDEAS are feats of association and constraints
  59. 59. You can use tools and systems to force new associations (there are hundreds of tools)
  60. 60. 666: Forced Associations  8 Min: Random combinations (look for ideas)  2 Min: Pick top ideas and write them up.. The simplest way to write up ideas  Headline  Problem  Promise  Proof  Payoff
  61. 61. 1/ 1 / 1 Apple = design and simplicity Students love music Substitute instead of showing the internet, show things to buy A fancy music mix trial list anytime someone visits a music site with an option to buy on Itunes
  62. 62. Let’s look for ideas.
  63. 63. Communicate & Check
  64. 64. Chances are … your ideas are not as good as you think …
  65. 65. Clarify Get real feedback Identify Death Threats Make real decisions
  66. 66. Quick Test … What is it ?
  67. 67. “Confusion is not a good strategy for success.”
  68. 68. Make it simple 1 2 3 4 5 My company: ( company name ) Is developing ( a defined offering ) To help ( a target audience ) ( solve a problem ) ( with secret sauce )
  69. 69. Clarity
  70. 70. Payoff Dramatic difference how is their life different and better Proof Reason why should they believe you and dramatic difference A fancy music mix trial list anytime someone visits a music site with an option to buy on Itunes
  71. 71. Mom Test + standard questions Clarity Unique Meaningful Why would it Fail ? 2 Golden rules If Clarity < 7  Write it again If [(Meaningful * .6 ) + (Unique * .4 )] < 6  You probably got a loser
  72. 72. How to make brilliant ideas Talk with Friends Really Ugly Meetup Event Still Ugly Speak at Conference Less Ugly Investor Presentation Good Enough
  73. 73. Systems
  74. 74. The most important thing in this class
  75. 75. The most important thing in this class
  76. 76. 4 Characteristics of effective system thinking 3 1 2 4 A holistic view (The whole is often the same as the parts) Thinking in loops (What causes what) Focused on the big business drivers Sequential not parallel problem solving
  77. 77. An example of world class … A new business / business model in 12 weeks Objectives A weekly learning cycle every week for 10 weeks Process A 2 day management meeting to agree «what and why» Plus basic training: How to build ideas/ the importance of systems Alignment Every Monday… what are we going to do this week Alignment Every Friday… a brain‐storming session (with new external people) Real‐time research Build ideas External experts to validate/ give feedback on all ideas Communicate/Check Identify death threats/ work on death threats Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting Systems 2 weeks 10 weeks
  78. 78. Summary of the ABCs Be Clear, be honest, be open, be candid, be inspirational Alignment Build Ideas Get people involved (diversity) , get stimulus Communicate & Check Clarify the idea, so anyone can understand Then test the ideas Systems Build learning cycles and get going (FAST !) Repeat and repeat to remove risks / build your ideas
  79. 79. Benefits of the ABCs method An incredible focus on the positive Embrace negatives to grow A continual search for silver bullets Scared to ask for help If they ask, too much done internally What they want to do lacks clarity / focus Lack of systems / Lack of urgency Avoid tough decisions.. Step by step Open, Learning Involved, Inter-connected An evolving focus Speed Killing puppies
  80. 80. The reality is the ABCs is just a an easy way to remember a process … The choice of a process/system is less important than having a process that: Increases Speed Removes risk
  81. 81. More about this course …
  82. 82. Targets / Certification Targets  Ready to work on a company Sprint  A certificate  A personal recommendation Certification  Group work OK  A simple multiple choice test  A reflection document No one will pass without a successful group work
  83. 83. Groups
  84. 84. Mentor Meetings
  85. 85. Work Now in Groups Before Mentor Talks 1. Personal Introductions 2. Review the True North 3. Decide on key roles 4. Any questions on the program Later today 1. List and vote on key challenges 2. Map success – add to challenges 3. Update TRUE NORTH + sprint targets You will need to talk to people Wednesday and Thursday Now is the time to arrange meetings
  86. 86. WORK IN GROUPS
  87. 87. Introductions
  88. 88. Review TRUE NORTH 1. Read in detail / add comments 2. Gather questions (vote on 3 to cover in your talk. 30 minutes = time limit)
  89. 89. Role Discussion
  90. 90. Deliverables 1. Who will facilitate, take notes, lead days 1,2,3,4 and 5 2. Update TRUE NORTH 3. Up to 3 targets for the Sprint Up to 3 “Sprint Questions” for the Sprint Target 1 Target 2 Target 3
  91. 91. A tool to make remote collaboration easier…
  92. 92. A shared whiteboard How it works Why it works Let’s Try it now
  93. 93. Be back at 14:00 CET

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Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time. This lecture introduces the ABCs of Innovation A = Alignment B = Build ideas C = Communicate and Check S = Learning Systems And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.

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