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Building an AdvisoryBoard In my travels outside the building I kept my eyes out for articulate and visionary scientists and engineers who had expertise we lacked, and were willing to help in an advisory capacity. I set up an advisoryboard as a vehicle to get these industry experts engaged with the company and product.
The VP of Sales and I flew to Providence to convince Andy van Dam at Brown to join our company, or at a minimum lead our advisoryboard. With a bit of research it turned out that a professor at Brown University had invented something close to what we had in mind.
In 2007, BusinessWeek named Ries one of the Best Young Entrepreneurs of Tech and in 2009 he was honored with a TechFellow award in the category of Engineering Leadership. He serves on the advisoryboard of a number of technology startups, and has worked as a consultant to a number of startups, companies, and venture capital firms.
(However, in some industries such as life sciences, founders may be tenured professors who are not going to give up their faculty positions, so they often become the head of a startup’s scientific advisoryboard, but aren’t part of the founding team.). May or may not be on the founding team or have a leadership role.
I was in New York last week with my class at Columbia University and several events made me realize that the CustomerDevelopment model needs to better describe its fit with web-based businesses. And without revenue how do we know if we achieved product/market fit to exit Customer Validation?” It’s an impressive portfolio.
How do you know that the problem is real if you have never talked to the target customer? This is where you build your team, your extended team, your advisoryboard, your board, designers, developers, your partner network and your influence network and more. How do you do this?
Stanford had a CustomerDevelopment loop going on inside their own lab. The discoveries in tube and circuit research suggested new electronic intelligence and countermeasure techniques and systems; in turn the needs of the Applied Lab pushed tube and circuit development.
Army Signal Corps advisoryboard, and the Army was going to acquire their first computer for research. steve Elephants Can Dance – Reinventing HP » Dig for Leadership - Stories that try to make the world a better place. , AKPC_IDS += "376,"; (No Ratings Yet) Loading … Posted in Leadership | Tagged Amp, [.]
Reply steveblank , on September 16, 2009 at 7:00 pm said: Greg, The Google Group “Lean Startup Circle&# at [link] is a wonderful repository of CustomerDevelopment/Lean Startup success and failure. It’s more reference material. Thus, these pages. I’ll add more as time goes on. Can we touch base on this.
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