This document discusses lessons learned from applying acceleration methodology to new product, service, and business incubation and acceleration in the ICT industry. It is based on 13 interviews and analysis of real-life projects. The lessons provide guidance on how software companies can apply acceleration principles in various business domains. Key takeaways include the importance of continuous customer discovery and problem validation, having committed people in the early idea stage, and recognizing that acceleration principles can be applied to both new and existing businesses. Ecosystem partners play a crucial role in scaling, and successful scaling provides resources to fund new ideas and businesses.
This document discusses a methodology for accelerating new businesses through four phases: idea stage, problem/solution fit, product/market fit, and scaling. It provides examples of methods that can be used in each phase, such as customer discovery, business model experiments, and growth hacking. Key performance indicators are also listed for tracking customer experience, business performance, and organizational learning at each stage of acceleration. The goal of acceleration is to help new businesses move faster through the phases to achieve a sustainable business model and reach the right markets.
The document summarizes the results and impacts of various companies' participation in the Accelerate project. The project aimed to identify needs for go-to-market acceleration in industry and collect metrics from use cases. Participating companies reported benefits like improved ability to bring products to market, establishing new ventures, increased networking and academic knowledge of acceleration best practices.
Proof of Concept: What It Is and How to Do it RightAdRoll
The document discusses proof of concept (POC), which is a test conducted to validate the feasibility of an idea or product before full development. A POC involves gathering customer feedback, creating a basic demo, outlining a roadmap to market, and telling a compelling story to investors. Conducting a thorough POC helps gain approval, identify issues early, attract funding, increase chances of commercial success, and save money compared to discovering problems later. The document outlines four essential steps for a POC: implement structured customer data, create and test a demo, create a development roadmap, and tell a story instead of using sales pitches.
This document discusses key performance indicators (KPIs) for project analysts. It provides steps to create KPIs for project analysts, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and common mistakes to avoid when setting KPIs, such as having too many or ones that do not change with goals. It recommends a website for additional KPI materials and samples.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
Effective workforce planning can be difficult because of the challenges associated with determining overall headcount. Decision makers need greater insight into resource demands and costs associated with personnel planning. A strategic workforce plan will help your organization avoid under-staffing, over-staffing, or misallocating employees, which can severely halt growth.
Ken Fick, of Pierce The Fog, will discuss how many high-performance organizations manage to conduct workforce planning to ensure agility and success effectively. He will explain how their approach can be broken down into several strategies that will help you gain an edge over competitors and increase revenue for your organization.
Learning Objectives
After this webinar, you will be able to:
1. Discuss ways to forecast attrition and workforce demand planning.
2. Describe how to leverage workforce planning scenarios.
3. Develop a workforce plan to gain a productive advantage.
4. Give examples of how to reduce the impact of workforce fluctuations on strategic, operating, and financial plans.
CEED is launching a Go-to-market program I helped put together, focused on how to launch new products in a lean & agile fashion. Here's a brief introduction on what "lean & agile" is.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
This document discusses a methodology for accelerating new businesses through four phases: idea stage, problem/solution fit, product/market fit, and scaling. It provides examples of methods that can be used in each phase, such as customer discovery, business model experiments, and growth hacking. Key performance indicators are also listed for tracking customer experience, business performance, and organizational learning at each stage of acceleration. The goal of acceleration is to help new businesses move faster through the phases to achieve a sustainable business model and reach the right markets.
The document summarizes the results and impacts of various companies' participation in the Accelerate project. The project aimed to identify needs for go-to-market acceleration in industry and collect metrics from use cases. Participating companies reported benefits like improved ability to bring products to market, establishing new ventures, increased networking and academic knowledge of acceleration best practices.
Proof of Concept: What It Is and How to Do it RightAdRoll
The document discusses proof of concept (POC), which is a test conducted to validate the feasibility of an idea or product before full development. A POC involves gathering customer feedback, creating a basic demo, outlining a roadmap to market, and telling a compelling story to investors. Conducting a thorough POC helps gain approval, identify issues early, attract funding, increase chances of commercial success, and save money compared to discovering problems later. The document outlines four essential steps for a POC: implement structured customer data, create and test a demo, create a development roadmap, and tell a story instead of using sales pitches.
This document discusses key performance indicators (KPIs) for project analysts. It provides steps to create KPIs for project analysts, including defining objectives, identifying key result areas and tasks, and determining how to measure results. The document also discusses types of KPIs and common mistakes to avoid when setting KPIs, such as having too many or ones that do not change with goals. It recommends a website for additional KPI materials and samples.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
Effective workforce planning can be difficult because of the challenges associated with determining overall headcount. Decision makers need greater insight into resource demands and costs associated with personnel planning. A strategic workforce plan will help your organization avoid under-staffing, over-staffing, or misallocating employees, which can severely halt growth.
Ken Fick, of Pierce The Fog, will discuss how many high-performance organizations manage to conduct workforce planning to ensure agility and success effectively. He will explain how their approach can be broken down into several strategies that will help you gain an edge over competitors and increase revenue for your organization.
Learning Objectives
After this webinar, you will be able to:
1. Discuss ways to forecast attrition and workforce demand planning.
2. Describe how to leverage workforce planning scenarios.
3. Develop a workforce plan to gain a productive advantage.
4. Give examples of how to reduce the impact of workforce fluctuations on strategic, operating, and financial plans.
CEED is launching a Go-to-market program I helped put together, focused on how to launch new products in a lean & agile fashion. Here's a brief introduction on what "lean & agile" is.
How to Master Product Management Case Studies by fmr Groupon PMProduct School
Main takeaways
- How does one proceed in an interview when given a product case study to solve
- What are some of the most common case questions to practice
- What hiring managers are looking for when asking candidates to solve a product case
- The importance of a good hypothesis
- Best frameworks that can come in handy
The document discusses the principles and processes of lean global startups. It describes the lean startup methodology which aims to shorten product development cycles and validate business models through an iterative process of building minimum viable products, measuring customer feedback, and continuously improving based on lessons learned. Key aspects covered include the lean canvas for documenting business models, establishing an MVP to test hypotheses, conducting A/B testing and continuous deployment of improvements, using metrics to drive decision making and pivoting when needed. The goal is rapid, low-cost experimentation to de-risk ideas and ensure products meet customer needs.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
eHealth Start-up Guide for business successJaakko Vallila
The document provides an overview of three approaches - business model innovation, lean startup, and continuous improvement - that eHealth startups can use to successfully design and launch their business. It recommends using the business model canvas tool to map out key components of the startup's business like partners, activities, resources, customer segments, and revenue streams. The lean startup approach suggests quickly testing ideas with minimum viable products to gather customer feedback and pivot if needed. Continuous improvement involves seeking constant feedback to refine processes and provide better value. Taking a blended approach using all three methods is recommended for eHealth startups.
Accelerating Innovation through Portfolio FrameworksSheen Yap
The document discusses portfolio frameworks for driving innovation through effective product strategy and management. It advocates using a 3 horizons model to classify initiatives based on their distance from the current business model. Horizon 1 focuses on defending and extending the current business, Horizon 2 on exploiting and expanding adjacent opportunities, and Horizon 3 on exploring future opportunities. It also discusses using outcome-based measures, prioritization frameworks, learning loops through experimentation, and portfolio visualization tools to help align initiatives with strategic goals and make intentional decisions.
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means.
Brainmates have unpacked the term to present a simple view of strategy.
Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
This document introduces the Lean Launchpad approach to entrepreneurship. It argues that startups should focus on search, not execution, through customer development. This involves testing hypotheses about the problem and solution with customers to pivot the business model as needed. The document outlines the Lean Launchpad process of iterating through customer discovery, validation, and creation phases to search for a repeatable and scalable business model. It attributes the Lean Launchpad method to Steve Blank, an educator and serial entrepreneur.
In the digital world, any successful product feature will be copied swiftly by competitors. The only way to maintain a competitive advantage is through the customer experience you provide.
This document outlines a value-based design process that focuses on outcomes and user needs. It involves conducting customer research, identifying problems and alternatives, developing value propositions and experiments to test assumptions, creating user stories and prototypes, and finally building the product and promotion. The goal is to deliver real value to clients by focusing on understanding user behaviors and needs rather than specific features, testing ideas quickly through experiments, and continuously learning and improving based on customer feedback.
This document provides an overview of Connected Lab's product development playbook. It describes the different types of cards in the playbook, including Plays, Milestones, and Activities. Plays represent the high-level steps in a project and suggest a project phase. Milestones are key events or meetings. Activities are specific methods that can be used within Plays. The playbook is designed to help teams plan and discuss how to develop products from start to finish using these different card types.
The Garage Group on Bringing the Outside In: Collaborating with External Stak...The Garage Group
This is the deck from a talk we gave on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas at the 2013 Cincinnati Innovation Summit.
Involving key stakeholders in innovation is a critical, but often overlooked criterion for success. Suppliers, influencers, third party buyers, customer gate keepers and other partners are not only critical to an initiative’s success, but they often have insight that can lead to bigger, better ideas.
This breakout session will share the importance of involving external stakeholders in the process of generating insights that lead to ideas; and in the process of developing, piloting and launching new initiatives. We’ll share 2-3 case studies to inspire participants to build an action plan (template to be provided) to map key stakeholders and specific action steps to involve them in a current or future innovation initiative.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012.
Also includes supporting material including: 'The myths of lean'.
Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible.
For more information about BLN events in the UK and US: http://thebln.com
Eli casamitjana - Productized MasterclassesProductized
1. The (Unexpected) Benefits Of Keeping The Score In product organizations more than any, we realize the importance of making data-driven and fact-driven decisions making. But Measurement can help in many more ways along the product life cycle.
2. The Key Metrics Areas To Look At Product is at the crossroad of business, technology, customer experience, and more. So, when it comes to measuring what matters, there are some areas you’ll want to have a close look at.
3.How To Leverage OKR To Stimulate A More Data-Driven Culture In Your Product Organization OKR (Objectives & Key Results) is a goal management framework evangelized by Google and used by many tech companies and product teams around the globe.
4. Tools to help you We’ll see together what are the tools to leverage OKR to help your product organization better prioritize, plan and execute with a data-driven, transparent and result-oriented mindset.
5. And many more strategies Everything you need to increase the impact of your product team leveraging data-driven culture.
The document summarizes a Lean Startup meetup focused on discussing when companies should pivot versus persevere. The meetup agenda included introductions, an overview of pivoting versus persevering, examples of company pivots, planning for the next meetup, and opportunities for discussion. The overview explained that a pivot is a structured course correction to test a new hypothesis about the product, business model, or growth strategy, while persevering means determining if progress is being made or a change is needed. Real case studies of company pivots were presented and discussed.
What is a Product Manager? by Datank.ai's Product ManagerProduct School
Main takeaways:
- What is a Product Manager?
- What are some Product Manager archetypes?
- What does a day in the life of a Product Manager look like?
- How do you become a Product Manager?
The ACCELERATE project aimed to shorten innovation cycles and time-to-market for new ICT products. It developed acceleration methodologies and tools to help companies validate the match between technologies and markets. The project created an online platform to facilitate interactions between startups and investors. It accelerated over 1,000 ideas, leading to 89 new products/solutions and significant impacts for partner companies like shortened development times and new spin-offs. The results have been disseminated widely and are already providing benefits such as integrated into university curricula and powering revenue growth and new hiring for partners.
The document discusses the principles and processes of lean global startups. It describes the lean startup methodology which aims to shorten product development cycles and validate business models through an iterative process of building minimum viable products, measuring customer feedback, and continuously improving based on lessons learned. Key aspects covered include the lean canvas for documenting business models, establishing an MVP to test hypotheses, conducting A/B testing and continuous deployment of improvements, using metrics to drive decision making and pivoting when needed. The goal is rapid, low-cost experimentation to de-risk ideas and ensure products meet customer needs.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
eHealth Start-up Guide for business successJaakko Vallila
The document provides an overview of three approaches - business model innovation, lean startup, and continuous improvement - that eHealth startups can use to successfully design and launch their business. It recommends using the business model canvas tool to map out key components of the startup's business like partners, activities, resources, customer segments, and revenue streams. The lean startup approach suggests quickly testing ideas with minimum viable products to gather customer feedback and pivot if needed. Continuous improvement involves seeking constant feedback to refine processes and provide better value. Taking a blended approach using all three methods is recommended for eHealth startups.
Accelerating Innovation through Portfolio FrameworksSheen Yap
The document discusses portfolio frameworks for driving innovation through effective product strategy and management. It advocates using a 3 horizons model to classify initiatives based on their distance from the current business model. Horizon 1 focuses on defending and extending the current business, Horizon 2 on exploiting and expanding adjacent opportunities, and Horizon 3 on exploring future opportunities. It also discusses using outcome-based measures, prioritization frameworks, learning loops through experimentation, and portfolio visualization tools to help align initiatives with strategic goals and make intentional decisions.
How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?
Aubrey Smith, Sparked Advisory
In this training, we will build on the foundation established in Lean Startup 101 and 201 by delving into examples and cases of the Lean Startup concepts in action. Attendees of Lean Startup 301 will be exposed to cutting edge work from thought leaders and experts using Lean Startup in practice today — at startups and within the enterprise. Participation in this session is essential: You will be asked to help design an MVP and experiment to test critical Leap of Faith Assumption(s) in groups and will be encourage to share experiences. The session is designed to allow attendees to stretch their skills and to push one-another to ‘learn by doing’. The session will also include:
Sample cases and live interviews with practitioners highlighting the application of core concepts;
Exercises designed to bring the concepts to life and challenge participants to deepen their skills;
Discussion of advanced topics such organizational culture and governance as well as industry-specific concepts such as using Lean Startup in heavily regulated markets.
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means.
Brainmates have unpacked the term to present a simple view of strategy.
Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
This document introduces the Lean Launchpad approach to entrepreneurship. It argues that startups should focus on search, not execution, through customer development. This involves testing hypotheses about the problem and solution with customers to pivot the business model as needed. The document outlines the Lean Launchpad process of iterating through customer discovery, validation, and creation phases to search for a repeatable and scalable business model. It attributes the Lean Launchpad method to Steve Blank, an educator and serial entrepreneur.
In the digital world, any successful product feature will be copied swiftly by competitors. The only way to maintain a competitive advantage is through the customer experience you provide.
This document outlines a value-based design process that focuses on outcomes and user needs. It involves conducting customer research, identifying problems and alternatives, developing value propositions and experiments to test assumptions, creating user stories and prototypes, and finally building the product and promotion. The goal is to deliver real value to clients by focusing on understanding user behaviors and needs rather than specific features, testing ideas quickly through experiments, and continuously learning and improving based on customer feedback.
This document provides an overview of Connected Lab's product development playbook. It describes the different types of cards in the playbook, including Plays, Milestones, and Activities. Plays represent the high-level steps in a project and suggest a project phase. Milestones are key events or meetings. Activities are specific methods that can be used within Plays. The playbook is designed to help teams plan and discuss how to develop products from start to finish using these different card types.
The Garage Group on Bringing the Outside In: Collaborating with External Stak...The Garage Group
This is the deck from a talk we gave on Bringing the Outside In: Collaborating with External Stakeholders to Discover Insights and Build Big Ideas at the 2013 Cincinnati Innovation Summit.
Involving key stakeholders in innovation is a critical, but often overlooked criterion for success. Suppliers, influencers, third party buyers, customer gate keepers and other partners are not only critical to an initiative’s success, but they often have insight that can lead to bigger, better ideas.
This breakout session will share the importance of involving external stakeholders in the process of generating insights that lead to ideas; and in the process of developing, piloting and launching new initiatives. We’ll share 2-3 case studies to inspire participants to build an action plan (template to be provided) to map key stakeholders and specific action steps to involve them in a current or future innovation initiative.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
As a product manager, your entire job revolves around deciding what you need to do next, in other words, having a product strategy. Successful product strategy means balancing all factors such as internal capabilities, competitive landscape, user needs and available opportunities. Moharyar discusses these challenges and provides a few simple frameworks one can apply to assess which direction to take to ensure the overall success of their product.
Moharyar has over 5 years’ experience as a product manager, working for companies such as Apple, Bell and Loblaw Digital. Moharyar is passionate about early stage start-ups and is a lead instructor for Product Management at BrainStation. His background in engineering, combined with his Master's in Business Administration from Queen's University, has allowed him to develop a deep understanding of product management. Moharyar blogs on popular Product concepts and at one point was the number 1 “Most Viewed Author” on Minimum Viable Product on Quora.
You can find Moharyar on Twitter @MoeAli454
---------------------------------
Join us in the #toronto channel on Slack: http://slack.mindtheproduct.com/
Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012.
Also includes supporting material including: 'The myths of lean'.
Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible.
For more information about BLN events in the UK and US: http://thebln.com
Eli casamitjana - Productized MasterclassesProductized
1. The (Unexpected) Benefits Of Keeping The Score In product organizations more than any, we realize the importance of making data-driven and fact-driven decisions making. But Measurement can help in many more ways along the product life cycle.
2. The Key Metrics Areas To Look At Product is at the crossroad of business, technology, customer experience, and more. So, when it comes to measuring what matters, there are some areas you’ll want to have a close look at.
3.How To Leverage OKR To Stimulate A More Data-Driven Culture In Your Product Organization OKR (Objectives & Key Results) is a goal management framework evangelized by Google and used by many tech companies and product teams around the globe.
4. Tools to help you We’ll see together what are the tools to leverage OKR to help your product organization better prioritize, plan and execute with a data-driven, transparent and result-oriented mindset.
5. And many more strategies Everything you need to increase the impact of your product team leveraging data-driven culture.
The document summarizes a Lean Startup meetup focused on discussing when companies should pivot versus persevere. The meetup agenda included introductions, an overview of pivoting versus persevering, examples of company pivots, planning for the next meetup, and opportunities for discussion. The overview explained that a pivot is a structured course correction to test a new hypothesis about the product, business model, or growth strategy, while persevering means determining if progress is being made or a change is needed. Real case studies of company pivots were presented and discussed.
What is a Product Manager? by Datank.ai's Product ManagerProduct School
Main takeaways:
- What is a Product Manager?
- What are some Product Manager archetypes?
- What does a day in the life of a Product Manager look like?
- How do you become a Product Manager?
The ACCELERATE project aimed to shorten innovation cycles and time-to-market for new ICT products. It developed acceleration methodologies and tools to help companies validate the match between technologies and markets. The project created an online platform to facilitate interactions between startups and investors. It accelerated over 1,000 ideas, leading to 89 new products/solutions and significant impacts for partner companies like shortened development times and new spin-offs. The results have been disseminated widely and are already providing benefits such as integrated into university curricula and powering revenue growth and new hiring for partners.
Robin Hood Project aims to provide economic power and options to those without them by creating alternative financial services that correspond to people's needs. It does this through the Robin Hood Cooperative, a "twisted hedge fund" that takes money from members and invests it in Wall Street through an algorithm, donating part of the profits to projects building the commons. The cooperative is updating its model by moving its system onto the Ethereum blockchain to be more accessible and participatory.
The document presents a four-stage innovation lifecycle model for mature companies to improve their product innovation speed and strategic development. It is based on a study of startup innovation processes from literature and case studies in multiple countries. The model aims to help mature companies utilize lessons from startups by applying concepts like minimum viable products and changing their business models and strategies to define goals and roadmaps for the future. Feedback is sought on the relevance of findings to companies over five years old, recommendations for other frameworks to accelerate time to market, and on the proposed acceleration model and an online self-test tool.
This document outlines activities for an entrepreneurship skills workshop, including:
1. A group activity to match personal qualities to successful entrepreneurs.
2. An ideation and business planning workshop where students generate business ideas and learn to fill out a business model canvas.
3. A group activity where students present their business ideas to potential investors in 3 minutes to practice presentation skills.
The document provides details on the goals and materials for each activity, and includes an in-depth explanation of how to fill out the business model canvas across its 9 elements - including customer segments, value propositions, channels, and revenue streams. Tips are given for pitching a business idea to investors, with the goal being to spark
Decision, Decisions - Tom Petty, GoCardless - Byte Breakfast383
Tom Petty, Head of UX at GoCardless at 383's Byte Breakfast talking about employing the right design principles and how they influence everyday decisions.
How To Quickly Attract High Value Clients And Create A Group Coaching ProgramKenny Goodman
In this presentation Kenny Goodman reveals his Client Accelerator Formula so you can attract high value clients and leverage your service delivery so you can create more freedom from your business.
The document discusses the minimum viable product (MVP) approach for startups, noting that MVPs are experiments aimed at learning how to build a sustainable business rather than finished products. It emphasizes identifying hypotheses to test through MVPs, establishing metrics to measure progress, and iterating quickly through a build-measure-learn process to refine the product based on validated customer learning. The goal of an MVP is to solve customers' important problems in a way that justifies payment in order to most efficiently test the business idea with real customer data.
Sam Frost outlines a simple digital marketing strategy called QnA Marketing that focuses on creating content that answers questions and solves problems for target customers. The strategy involves brainstorming common customer questions, researching keywords, creating content, optimizing it for search engines, and then scaling efforts by converting articles to videos and audio, sharing across social media, and continuing to create more content over time to see compounding benefits. The strategy works well for most B2B businesses that are problem-solvers if they are willing to commit ongoing time and resources to developing valuable content.
The document outlines an agenda for a presentation on technology solutions from CPS. The agenda includes discussions on technology without constraints, improving efficiency and performance, responding to challenges, and how CPS can help with innovation and delivery. Breakout sessions will cover enabling work, responding to change, and what a project management platform deployment may include. The presentation will provide demonstrations of collaboration, communication and search tools, an innovation hub, and improved delivery capabilities.
Master the essentials of conversion optimizationArnas Rackauskas
Conversion optimization is a process. Amateurs follow best practices and don’t know where to begin. Experts follow frameworks and processes.
This expert guide will teach you the process of optimization.
This approach is more about facilitating problem solving than it is about presenting, demoing, and handling product objections. It’s about learning how to facilitate the discovery phase of the buying process in order to become a trusted advisor who has open and honest conversations with the buyer.
The document provides an overview of the Lean Startup methodology. It discusses key Lean Startup principles like building Minimum Viable Products (MVPs) and using the Build-Measure-Learn loop to validate hypotheses through customer feedback. The document highlights different types of startups and the three stages of a startup. It also covers Lean Startup techniques like pivoting, A/B testing, and innovation accounting to measure progress. Overall, the document presents the Lean Startup approach as an alternative to traditional product development models that emphasizes rapid experimentation and customer validation.
The document provides advice on answering 3 key questions to successfully start a business:
1. Is there a gap in the market - conduct customer interviews to validate an identified problem and ensure there is demand.
2. Is there a market in the gap - determine the market size and growth potential, and that the opportunity is large and profitable enough.
3. How to consistently deliver value - develop a business model canvas to outline how value is created and delivered to customers, and test hypotheses with customers to validate the model. Continually adapting based on feedback is important.
Data informed design - UX Australia august 2015 Alastair Simpson
Alastair Simpson discusses using data-informed design to improve products' time to value (TTV). He explains how Atlassian analyzed usage data showing new users spent little time with their products. Combining this data with qualitative customer insights, they identified engagement and conversion as key metrics. Experiments informed by both data and empathy increased conversion by 22%, helping new users realize value faster. Data and testing help optimize, but clear decision-making remains important for product success.
Grow your small business or dental/medical practice with the 90day strategic ...clickconvertsell
The document provides training on how to grow a business in 90 days. It discusses focusing on increasing new customers, larger sales from existing customers, and more frequent purchases. It recommends analyzing prospect, customer, and high-value customer lists to better understand needs and opportunities. Specific tactics covered include check sheets, activity lists, positioning as a market leader, promotion, and multichannel interactive marketing. The overall goal is to better understand customer problems and deliver tailored solutions.
The incumbent’s playbook for launching a vertical SaaS product (Directions EM...Martin Karlowitsch
Presentation held at Directions EMEA 2017 in Madrid.
Been on the market for decades? Living from upfront license revenues and services that you sell alongside? Think of developing a SaaS product, but not sure where to start? Think of building a vertical Microsoft Dynamics 365 SaaS app/product? Come and join me, and I will share my experiences with you from building www.just-plan-it.com on Azure and integrate it with Dynamics 365. I will provide real life experiences, share tips and tricks, books to read and tools to use on that journey. My purpose is encouraging you to go the SaaS development route as you as an incumbent have a huge advantage over funding series driven start-ups: you know your market and have you a sustained cash flow to finance growth. In essence, I will cover the following questions:
1) How to identify and validate market demand?
2) What the heck is an MVP (minimum viable product) and how can it help?
3) How can I easily start the inbound lead generation journey?
4) How to organize development to stay at the “pulse of the market”?
5) How to measure and manage initial success?
6) Why is user onboarding so crucial and difficult?
7) How to prepare for scale?
The document discusses problem solving and diagnosing the right problem. It outlines a 4-step process for problem solving: 1) define the scope, 2) map the business process by interacting with end users, 3) understand pain points through the process, and 4) identify opportunities to solve pain points. User interviews, journey mapping, and an opportunity canvas are recommended tools to help with these steps. The document provides examples and best practices for conducting user interviews, creating journey maps, and using an opportunity canvas to detail opportunities.
The document discusses problem solving and diagnosing the right problem. It outlines a 4-step process for problem solving: 1) define the scope, 2) map the business process by interacting with end users, 3) understand pain points through the process, and 4) identify opportunities to solve pain points. User interviews, journey mapping, and an opportunity canvas are recommended tools to help with these steps. The document provides examples and best practices for conducting user interviews, creating journey maps, and using an opportunity canvas to detail opportunities.
The 7-step sales process document outlines the key steps in an effective sales process: 1) gaining product knowledge with a focus on customer benefits, 2) prospecting to identify qualified leads, 3) making initial contact through effective approaches, 4) assessing customer needs, 5) presenting solutions tailored to those needs, 6) closing the sale by overcoming objections, and 7) ongoing follow up to nurture the relationship. It emphasizes the importance of understanding the customer perspective at each step and maintaining detailed records to advance opportunities through the sales cycle.
The document summarizes McKinsey's 7S framework and approach to problem-solving. The 7S framework analyzes a company across seven elements - strategy, structure, systems, skills, shared values, staff, and style. McKinsey's approach involves not reinventing the wheel, focusing on key drivers, explaining solutions concisely, seizing opportunities, admitting what you don't know, and more. Examples are provided of logic trees and work plans used in McKinsey's problem-solving process.
The document summarizes McKinsey's 7S framework and approach to problem-solving. The 7S framework analyzes a company across seven elements - strategy, structure, systems, skills, shared values, staff, and style. McKinsey's approach involves not reinventing the wheel, focusing on key drivers, explaining solutions concisely, seizing opportunities, admitting what you don't know, and more. Examples are provided of logic trees and work plans used in McKinsey's problem-solving process.
This document introduces the Creative Enterprise Toolkit, which is designed to help creative individuals develop business plans and start their own businesses. It provides a framework to explore ideas and create business models aligned with personal motivations. The Toolkit includes three handbooks that guide the user through defining the business opportunity, identifying customers and benefits, developing a business process, and creating a financial model. It employs worksheets and exercises to help model different aspects of the business. The goal is for users to answer key questions and have a clear understanding of how to successfully establish and operate their creative enterprise by the end of the process.
An introduction to the Jobs to Be Done customer research/insights framework, with a focus on how product managers can put Jobs to Be Done into practice with key tools such as customer interviews, surveys, prototyping, and A/B testing.
The document discusses how the Internet of Things (IoT) can impact industrial service supply chains. It notes that IoT technologies allow increased visibility into processes and product lifecycles. Asset tracking using RFID and sensors provides new data that can optimize service deliveries, maintenance, and spare parts logistics. During use, connected products can monitor performance and generate insights that improve service. However, key IoT infrastructures are still emerging. Digitalization requires new business strategies, organizational structures, and business models to realize customer value from these opportunities.
The document presents a four-stage innovation lifecycle model for mature companies to improve their product innovation speed and strategic development. It is based on a study of startup innovation processes from literature and case studies in multiple countries. The model aims to help mature companies utilize lessons from startups by applying concepts like minimum viable products and changing their business models and strategies to define goals and roadmaps for the future. Feedback is sought on the relevance of findings to companies over five years old, recommendations for other frameworks to accelerate time to market, and on the proposed acceleration model and an online self-test tool.
This document discusses applying lean startup principles from innovative startups to traditional manufacturing industries. It proposes a four-stage innovation lifecycle model combining lean thinking and agile methods to improve mature companies' product innovation and time-to-market. Startups focus on solving customer problems and developing minimum viable products quickly through continuous learning and iteration. The model suggests mature companies adopt similar practices like focusing on product-market fit, building products iteratively based on validated customer needs, and accepting failure as part of the process to innovate faster.
Bittium is a Finnish company specialized in developing reliable and secure communications and connectivity solutions using radio technology. They provide R&D services for base stations, wireless devices, and IoT solutions, as well as secure communication devices and tactical communications products for military use. With over 30 years of experience and about 570 employees, Bittium aims to accelerate innovation through cultural transformation. They have experimented with various ideation campaigns and processes to make ideation ubiquitous and encourage innovation from employees. As a result, the share of business ideas generated by employees has increased from 25% to 35%, with the potential for several million euros in additional revenue within three years.
This document summarizes the Nimble Bee Design Competition, a crowdsourcing platform that runs design challenges for students. It provides statistics on past competitions, including the number of submissions, participating students and universities, and prize money awarded. The next editions will include challenges in product/package design and engineering. The document also discusses expanding the platform to engineering challenges and insights from expert surveys, including the need for support materials and a two-stage competition process.
Suciu et al. The 15th International Conference on Informatics in Economy. Paper on. Dedicated Search Engines for Multimedia Big Data Indexing: Exalead Solutions
The document proposes a conceptual model for a Cyber Physical Energy System (CPES) to improve energy efficiency. A CPES would integrate computation and physical processes using sensors, actuators and networks to monitor and optimize energy usage. It describes related existing systems for energy management in buildings and industry. The conceptual model was designed with requirements for low power, scalability and remote control. Potential applications of a CPES include modeling energy systems, improving efficiency in areas like ICT, managing energy resources, and developing new energy control strategies. The document concludes that a CPES could significantly advance national energy efficiency goals through closed-loop control systems.
This document summarizes a study on the growth ambitions of Finnish technology startups. Interviews were conducted with 21 Finnish startup entrepreneurs at the Slush 2015 startup event. The findings show that expressed growth ambition levels varied greatly, from very modest to high ambitions. The differences in ambition levels could be attributed to factors like the target market, business model design, personal characteristics of the entrepreneur, and external stakeholders. Additionally, entrepreneurs may express different ambition levels depending on the context or phase of the startup. The implications are that startup support should consider different types of startups have different needs, and support may need to be targeted based on growth ambition level.
The document discusses AAC's development of a Customer Portal to address issues like price erosion, slow turnaround times, and the need to better serve global customers and improve competitiveness. The portal aims to automate parts of the customer process to accelerate service and increase satisfaction. It integrates tools like ERP, CRM, marketing automation, and reporting to allow customers to place orders, access projects/training, and get feedback all in one digital space. Since launching in 2015, the portal has over 3,000 registered users and helped win a large global contract. Further development focuses on utilizing it more for marketing all of AAC's services.
This document outlines a four-phase methodology for accelerating new business ideas: 1) Idea Stage involves customer discovery to identify customer needs/problems. 2) Problem/Solution Fit has concept discovery to define solutions for customers. 3) Product/Market Fit does value proposition discovery to create customer demand. 4) Scaling performs enabler discovery to establish sustainable business models. Each phase uses methods like business model experiments and social media to draft, create, test, and validate the business need, solution, value, and sustainability. Key performance indicators then measure the acceleration progress.
Challenges and Solutions for Advanced Sensing of
Water Infrastructures in Urban Environments. Presentation of Suciu et al. at 21. IEEE international symposium for design and technology in electronic packaging (SIITME).
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
2. Contents:
• This report presents lessons learned from applying acceleration methodology
in new product, service and business incubation and acceleration.
• The findings are based on 13 interviews and in-depth analysis.
• The lessons learned were collected after the iterative development and
usage of the methodology in the real-life projects.
• The real-life findings are categorized and presented to complement the
validated acceleration methodology.
• The practical and contextual findings will equip software-intensive companies
to apply the principles in various business domains.
3. Acceleration
Applicable and needed in several contexts
- ”whether it is an existing or new business, which is spun off, is carried
out in a similar process, in principle”
- “it could be new products but it could also be old products that how do
we accelerate those also.”
- ”these same practices and metrics can be used to accelerate both the
existing and new businesses”
- “an important thing here I think is that, there can be acceleration for
anybody”
- “I've actually also used the type of approach here when we've talked
about any types of things. Could be about software development, could be
about any ideas.”
Brave attitude
- “every product is a startup after it really gets rolling out”
- “the fastest road to a huge success is to thoroughly understand that the
existing successful business is not yet truly scaled”
The definition and Positioning
- “I like that top sentence there, faster to the right market, so it's also
about identifying where to go, which is.. companies often talk about going
global but then, what does that mean?”
- ”Looks good”
- ”I think I can live with it ”
- ”It’s really good”
Comments
Looks
good
4. Acceleration journey
Helping companies to have a right focus
- ”The message is that it is important for you as a company to recognize at which stage
you are.”
- ”..these were all very important questions which I think on the high level are exactly
the things that, if you can't answer one of them, then you need to stop and go back.”
- ”It's in the early stage of finding new insights. And it's in the late stage here of, see
how your solutions perform.”
- “Data is less important in those stages [Idea& Problem-solution fit] because this is
more about the people. It's much more about the people than the data. Finding, having
good teams.. where here [Product-Market fit] it is really about data yeah.“
- “The biggest problem with many of the startups is that they actually don't know
exactly what to do. They have limited time and you have to do the right things at the
right time.”
- ”In the new type of free-to-play world, the business model can be added later. But in
this case, I think, the business modelling is a part of product/market fit”
- “phases they give you some kind of a reference frame about what is important to do
in your phase. And we see that many companies actually struggle with orienting them.”
Beyond the phases
- “I also like the fact that it's a circle, because it continues on”
- “I would highlight that this resources to move forward is especially important”
- ”This covers well the phases. Sometimes there are also in between some modules.
Sometimes you need also to make, tests or before going to the scaling for example
here problem solution. Or also after the idea before the solution we need sometimes
to make tests to look for a solution to test it and make maybe an iteration.”
- ”Ecosystem thinking in very early phase”
- ”I think that on initial business model, a draft of the business model, should exist
from the idea stage.”
- ”I think the acceleration journey is more or less a floating process that does not
include any gate criteria”
- ”It’s a thin red line in criteria to move the next phase. The business focus can also
come backwards and then go forward again.”
- ”The term ”sustainable business” describes more of a car rather than how enter and
achieve a rapid growth”
Examples & Experiences
phases they give you
some kind of a
reference frame about
what is important to
do in your phase
5. Acceleration journey
Discovering the customer
- ”In the idea phase, you have to have a thought of a customer”
- ”we have to talk to the players in the market to see what they want to do. Our role might just be
to bring them together and have one concept and we might not want to be the leading person in
doing this but by creating this communication we can essentially tap into it and deliver to them.”
- ”it’s indeed a valid question to have at this stage what are their problems what are their needs
how can you attract them to your business.”
- ”what is the problem and need, if you don't identify that then, you can't really go on. “
Discovering the problem
- ”Without problems, there aren’t solutions – therefore, this customer discover defination is
good”
- ”this stage is over when you know that you have a problem that is worth solving”
- ”we still tend to think too much like I have this idea that I want to do rather than is it what
people really need”
- “That's something that you can do in the idea stage, you really, pinpoint what is specifically that
the customer sees as a problem, that needs to be solved.”
Is the problem worth solving?
- “we will use the technique of customer interviewing to make sure that what we are doing is
actually, what people need.”
- “the creation of these different landing pages we can look at what works what doesn't work
what is it that people feel like perceive like the problem.”
- “You can have it validated by a small prototype”
- “As tools that we used in this idea stage we had, interviews. Let’s say more open discussions
than interviews… We also have lots of, focus groups and brainstorming internally to find the best
way of developing the platform in time and make sure that it will cover all the, requirements
gathered”
Committed people
- ”In the idea phase, you only need a short description of the idea and a commited person who
believes that it is a good idea and, then, put it forward”
- ”In this phase, it’s not that tough you yet think resources. But, funding negotiations needs to get
started based on the demo.”
- “you should have faith that if you have a good team or good employees and you give them
freedom to generate idea there will be something that comes from it.”
- “At the idea stage we really didn’t test it. We really didn’t have so much testing done because
we didn’t have something that we can show.. In software development usually if you don’t have
something to show, it’s not really easy to understand what you’re going to..”
Examples & Experiences
You have to
have a thought
of the customer
6. Acceleration journey
Focus on a Happy and loyal customer
- ”What is the solution for, it could be happy customer or maybe it's just a satisfied customer, because it
might be a service and I mean for some things like, even translations, it doesn't make the customer happy
but they need it to be able to do their certain things so they are satisfied because they're able to get
something.”
- ”it was important to use the tool to make the right decisions. So if you feel like should we add or delete
this part is this going fast enough or whatever that we did this together with either the customer or with
some partner developing with us rather than making all the decisions ourselves. And that’s faster.“
- ”it's okay to ask customers in that stage what they think of the solution. But you don't ask them yet if
they would buy it. You don't ask them what would be the pricing for that. You don't ask them what would
be the business model. Those are the things that you're taking care of in the product-market fit phase.”
”this means that the concept has been experimented with a customer. Our view on this phase is that the
concept has been evaluated to see if the it has the value we want and the real value for the customer or
not.”
“it's sometimes difficult to know how do you test that you have a happy customer without already having
made your product.. if you can test without going too far in the development process already then it's
really good to have that.”
Towards a paying customer
- “if you're working on the solution that you're doing that because you're asking input about the
performance of your product and the quality of it and if it works and if you can make it and so it's all
product-solution-related questions. Then when you've got it and you say okay, this is my product design. I
figured it out and it works and we can make it, then you go into validation. Then you say, we're not longer
looking at the concept itself. Now we're going to think about making this attractive so that people buy it”
- ”there's a difference between a happy customer and a paying customer. It's very different. It's not
difficult to have a happy customer, but is he prepared to pay. So the exit criteria here is paying
customer.”
- “If you have a customer that pays once for your service and then leaves, and you have only a potential
of a thousand customers at your market, then you will never have product-market fit. You will have no
market. You can have a perfect solution but not a market. “
- ”if you have an idea that people really like but they don't want to pay for it, you shouldn't spend too
much time on it as a company. It could be interesting just to do it but not if you want to make money of
it.”
- “it's possible that there is a market fit but that it's a free product, and that there is another way of
making money in advertising or in collecting data.”
”This applies to our demo phase. We measure the value of concept and parhaps consider the business
model to consider the offering.
Examples & Experiences
if you have an idea
that people really like
but they don't want to
pay for it, you
shouldn't spend too
much time on it as a
company
7. Acceleration journey
To find a business model that works
- ”really looking at the market fit. We had an initial idea about it but it wasn’t the right one
and that’s where we accelerated formulating that right market fit.”
- “Here you have to be very innovative on the level of can we find the business model that
works”
- “here the business model has to really to be proven and then you go to the next phase and
then you really put all the effort in scaling it up. But basically the business model does not
change anymore”
- “Imagine that you have found the business model and you see that it works, and you have a
thousand customers, and for instance your software architecture is not ready to have one
million customers, and you do your action and it works with your one million, and your
software cannot handle it, you completely fail because you only have one chance to
succeed.”
- “So the readiness for scaling, is the exit criteria here. Then you can start to work on making
the thing scalable.”
- “Typically if you're still modifying your business model you're still in this phase. Scaling is
then dangerous because if you make a mistake you can only scale once. You have to be very
sure that it works and then you go into the scaling phase.”
- ”can you start living with it. You don’t necessarily need to have a perfect business model. It
can be even unprofitable at the moment. But we need to have a clear forecast that if we put
more money and resources, it will soon turn to profitable. This is needed before we start
scaling.”
- ”the initial business model is very good in this type of state of transition as it shall be here.
Without the business model it doesn’t make sense to start heavily investing in
advertisement.”
- ”the initial business model is a good description in this phase to illustrate the vision of how
the business will be done rather than already doing it.”
- ”it's not only how will we get to the market but in which form will we go to the market”
- “a part of the product-market fit as well to know, how you will make money with it and
how it will work.”
- in this phase, we already know what should be done better. We need resources and money
to move forward”
- ”a key issue is networks and how credible is a CEO, who has had a big company. And, that
we have a partner company who already has those existing customers.”
- ”globalization approach here should be maybe mentioned, in the market fit.”
Examples & Experiences
you have to be very
innovative on the
level of can we find
the business model
that works
8. Acceleration journey
Incredients for scaling
- ”we can’t scale alone. The ecosystem partners have the utmost role in scaling.”
- ”we do it with the customers, we ask them, we see their feedback because, the moment,
we go a lot to the customers, or we talk with them via Skype”
- ”you have to invest the time that you speak the same language with the customer.. To tell
them look this is functioning like that and that and that to make a demonstration.”
- ”we have two components of the scaling part. One is to get your customers and to get a lot
of them.. that's another part of scaling too to make sure that these processes work well..”
- ”every new customer is very needed and we’re ready to pay to get them, typically by
marketing. Growth hacking is also a method to get them. For instance, there are such
businesses that involve high hosting costs to produce the actual service. The cost may
become too high if we scale too fast that will lead to a bankcrupty of the company.”
- “if you're a smaller company it's the first thing, and you have to make this growth. It will be
a really difficult thing if you start scaling you just growing you go from 5 to 20 people. Then
you'll have also the issue of how will we organize this internally and that will be a big
challenge as well”
Thinking beyond scaling
- ”Sustainable business is a rocket that funds several new businesses”
- ”The arrow describes the investor’s money, the investment. The successful scaling results
in money and resources. You have money to invest in the next idea. In the startup world, at
least, in USA, the investors get money somewhere, not in the early scaling phase of this
company. Later, they use it to accelerate several new businesses.
- If you don’t start a completely new business, the arrow can also descripe network and
brand that can be leveraged in new businesses.
- In the app market, there is a tendency to use the existing app to market several new ones.
- Many companies become the victims of successful scaling. They have one great success
story but forget to use it as a resource for the next idea.
- The arrow could also be, continuous development of that particular business.”
- “if we're talking about larger companies that the product is not always ready at the first
time... it can also be further development of the same product as well.“
- ...it has also enabled a new idea that is in the concept phase. It’s a kind of result of scaling,
as it has offered customer interface.
Examples & Experiences
The ecosystem
partners have the
utmost role in
scaling
9. 8 to-do’s for new business acceleration
1. Step outside of the building to recognize the real problems your potential customers are
facing: e.g. apply user and customer experience thinking.
2. Make the whole acceleration journey with and for your users and customers.
3. Act fast but remember to invest time on eliciting material from the problem space,
competitors and indirect competitors. There needs to be a well-argued problem statement.
4. Never stop with idea generation and small experimentations also with your business
model. Continue it at every phase of your business.
5. Use the power of social media: e.g. in identifying problems, finding solutions, creating
awareness and new markets.
6. Test and find social media channels suitable for you: utilise multiple supporting accounts
and utilise platforms’ own analytics.
7. To guide your journey to scalable business, progressively select and use KPIs to track
customer experience, business performance and learning.
8. Use acceleration tools & mindset and startup-like structures regardless of your
company’s age and size.
Continuous ideation & experimentation
- ”ideation happens all around. It happens all the time”
- “In all of the phases you can have ideation you can have
discussion you can have iteration interaction all that kind of
stuff. The main difference is, you're focusing either on the
problem you're focusing on the solution or you're focusing on
the market fit”
- ”you can experiment here and there, but the nature of the
experiments is different. For instance here, you can do
scaling experiments you can try out, for instance how can I
scale to Twitter, how can I scale using this. So you can do a lot
of experimentation here but the nature is, on the scaling
element.
- “You experiment everywhere.”
- “ideation is not a separate activity, it must be a part of all
activities”
Comments
ideation is not a
separate
activity, it must
be a part of all
activities
10. Business model development during the acceleration process
The Acceleration matrix – validatating ”validated”
- ”Yes, this visualization of acceleration process progress is pretty nice, I
think.”
- ”Yes, this is rather good”
- ”I can understand this and it is very good, I think”
- ”at idea stage, I think, all this needs, problem, solution, value proposition,
sustainable business are in place”
- ”it’s a good tool. The matrix is a good tool to show what is necessary for
each stage”
- ”Actually, this define, for instance, how to create customer demand and
what does it mean that this includes the creation of sustainable business. In
other words, in order to achieve sustaiable busienss, you have to have a
business model that is already in use. It is good, but it is unambiguosly defined
here. Additionally, this describes how to create sustainable business and to
test and validate it. Well, it seems to mean that business model is created but
we’re not necessarily sure.”
- ”Whatabout this rocket thingie? Does it mean ”validated” when when you
have achieved a huge growth? Indeed, the last phase of scaling is huge growth.
In other words, I may have a car that follows to road but it’s not a growing
rocket. Does the car mean validated business? Yet, the rocket goes faster and
faster.”
Comments
The matrix is a
good tool to show
what is necessary
for each stage
11. Methods
- ”we do a lot of customer interviews and things like
that”
- “it's really important to do this type of interviews and
or techniques or surveys early on to make sure that
you're on the right path”
- ”we read a lot.. to keep up with everything that's been
said on.. and keep on reading about the best practices”
- ”AARRR model (Startup metrics for pirates) is really
good. We have drawn it to the whiteboard so many
times with so many different paople and it has always
been the tool that help to wake up people
Experiences of other tools
we do a lot of
customer interviews
and things like that
12. Methods
• ”we've done different business model experiments as well.. mainly piloting as well with the customers and using that feedback”
• ”it tells the content of business model well and how things go. And, you have an explication of the actual idea elsewhere.”
• ”In the early phase, the canvas includes propably the most important things. Then you use Excel to show how the things develop”
• ”The canvas is rather static and doesn’t show, for instance, the progress and diversity of markets and partners over time. From the
investors’ point of view, we’d need a timeline here.”
• ”When a team is working together, it’s good that you have the shared view in a nutshell.”
• ”If we would have done that in the beginning of the project, we would have had the machine much faster, and we would have had a
much better business model at the end of the project.“
• “we believe, by just using, a standard stage gate approach, that stage gate, so that we are slow. If we include the wide lens into the
stage gate, we feel we can accelerate the stage gate.“
• “the strength of the method is also in the fact that you get people from different disciplines, at one
table, talking the same language.”
• “One flaw I see in the model, is that, it does not take into account what your competitor is doing. So, if they have a completely new idea,
it’s not something you put on your map. So that’s a blind spot.”
• ”very strong methodology to move from insights what-if hypotheses”
• “.. interviews, analyse the performance elements and then create a kind of a value curve and then you have a problem definition. You
have identified the pain in the market and the need, and you have identified what kind of solution you need to address it.”
• MOU:” focus always on the customer to do any solution”
• “well like online marketing of course the Google Analytics to make us be visible there then the LinkedIn promotion and Facebook all the
social nets”
• ”we try to do is create awareness.. it's already looking forward to the scaling part actually”
• “We are creating awareness about it using our social media to share knowledge or links or things like that.. to make sure that people
know that we're doing”
• “That's the ease of the social media that you can easily approach large volumes and let them know
what you're doing.”
Business model
canvas
Wide lenses
Design thinking
Social media
http://www.accelerateplatform.eu/
content/design-thinking
http://www.accelerateplatform.eu/
content/social-media
http://www.accelerateplatform.eu/
content/business-model-canvas
Experiences
13. Growthhacking
Methods
• ”Using growth hacking too early is a bad idea from the philoshophical point of view. It should be used when it has
the best lever that is in the scaling phase”
• ”It’s often said that growth hacking is a method for small companies. In fact, growth hacking is best suited for growing
companies that are just becoming large ones.”
• ”Exclusive thinking between growth hacking and tradition marketing and, consequently, only using one or another is a big
mistake. Of course, there are thoughts in marketing side that growth hacking comes and eliminates all the traditional
work. However, these things should be used alongside.
• “we definitely have been using this digital content marketing quite a lot.”
• “We've been doing different types of, what we call, onboarding campaigns which for example focused for certain.. larger
customers to try to get them to try it out came on to the board“
• “for us, digital content marketing, and marketing the actual marketing of content is the essence.
• “using of plug-ins and tools Google Analytics, Google Search, Console for monitoring visitors for collecting information for
optimisation. We are using also some tools. We are try to focus on the main products on the service on the domain to
bring more information so that can help to the visitors to take decision.. it doesn't sense to invest too
much in advertising. First you have to be very clear, what you have to do.
Also the paid advertising we used but there our experience was not so good with paid advertising. We can bring some
visitors to website but without a specific action you cannot grow your conversion rate.”
Digital content
marketing
Runtime
intelligence and
data analytics
http://www.accelerateplatform.eu/
content/growthhacking
http://www.accelerateplatform.eu/
content/digital-content-marketing
http://www.accelerateplatform.eu/
content/runtime-intelligence-and-
data-analytics
Experiences
14. KPI’s
• ”What I think has been a challenge is then of course the systematic having
someone to systematically look at those things because of course once this thing
goes live everyone kind of.. it kind of was extra from their normal job.
• But it's just that we need to systematically measure that a little bit more“
• ”The fundamental business metrics, cost/savings, revenue, typically drives most of
the development and only after that we also start considering the market size and
share.
• ”In my experience, gross sales rate and revenue growth are important earlier and
market share (and similar) maybe a bit later.”
• ”it's difficult to have KPIs that are measurable because you could say the product
has to be better. That's not really tangible.”
• “a better customer satisfaction is also one of the things that's important”
• “things like market size and growth, or potential market share would be important.
• ”all the phases have their own KPIs to follow and they change in each phase. There
shall be KPIs also for the idea stage”
• ”a KPI is good that it forces to discuess the difficult topics early enough.”
• “about the users in the portal how active they are and then of course the number
of orders coming through there. And for those customers then how did we see an
increase of net sales coming from the, since they took the portal onto use and
beforehand.”
• ”We can’t measure the success rate of proposals at all.”
• ”Acquisition alone is rather meaningless. In addition, we measure the next phases
of sales funnel that really leads to a sales deal. Then, we also measure active users
to follow how many users are actually using the service and how they are using the
service in the important business matters”
Examples & Experiences
all the phases have
their own KPIs to
follow and they
change in each
phase