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Chasing funding versus chasing customers and a repeatable and scalable business model, is one reason startups fail. Product Development – Getting Funded as The Goal In a traditional product development model, entrepreneurs come up with an idea or concept, write a business plan and try to get funding to bring that idea to fruition.
AgileFall is an ironic term for program management where you try to be agile and lean, but you keep using waterfall development techniques. While his groups has changed the mindset and cadence of the organization, the folks he reports up to don’t yet get Agile/Lean learning and outcomes. They just want to see the paperwork.).
Finally, I’ll write about how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agiledevelopment. Part 4 of the CustomerDevelopment Manifesto to follow.
Agile Opportunism – Entrepreneurial DNA « Steve Blank (tags: startup) [.] Agile Opportunism – Entrepreneurial DNA. Steve Blank, Agile Opportunism – Entrepreneurial DNA: … entrepreneurs instinctualy realize that the best advocate for their careers is themselves [.] You’re Hired, You’re Fired. Reply Create.
Over the last decade we assumed that once we found repeatable methodologies (Agile and CustomerDevelopment , Business Model Design) to build early stage ventures, entrepreneurship would become a “science,” and anyone could do it. Some men see things as they are and ask why. Others dream things that never were and ask why not.
CustomerDevelopment ) to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. Startups that are agile have mastered one other trick – and that’s Tempo – the ability to make quick decisions consistently over extended periods of time.
Berkeley Haas Business School was courageous enough to give me a forum teach the CustomerDevelopment Methodology. Another piece of trivial: the road that is the side-entrance (during business hours) to Agilent Corporation HQ in Santa Clara is named “Terman Lane&# after Terman. I’ll stop channeling James Burke now.
In it Shackleton defined courage and leadership. Working with him, I’ve been impressed to watch his small team embrace CustomerDevelopment (and Business Model Generation ) and search the world for the right product/market fit. This would be one of the most heroic journeys of exploration ever undertaken. So why this post?
For those of you who have been following the discussion, a Lean Startup is Eric Ries ’s description of the intersection of CustomerDevelopment , AgileDevelopment and if available, open platforms and open source. The CustomerDevelopment process (and the Lean Startup) is one way to do that.
Agile – you may find the real opportunities for your company was somewhere else. However, you will be dealing with almost daily change, (new customer feedback/insights from a CustomerDevelopment process and technical roadblocks ,) as the company searches for a repeatable and scalable business model. carry on reading.
These processes reduce risk to an overall organization, but each layer of process reduces the ability to be agile and lean and – most importantly – responsive to new opportunities and threats. Process helps ensure that you can deliver solutions that scale without breaking other parts of the organization. Process Versus Product.
After these slides, these VC’s recognized that this company had dramatically reduced risk and built a startup that was agile, resilient and customer-centric. The presentation didn’t have a single word about Lean Startups or CustomerDevelopment. Your “CustomerDevelopment Process&# has really resonated for me.
But what I wanted was an agile marketing team capable of operating independently without day-to-day direction. his next article on SuperMac, “Building the Killer Team – Mission, Intent, and Values&# , Steve further pounds the table on some principles of leadership that I think are [.]
It didn’t help that “innovation” was the new hot-button buzzword from senior leadership, and incubators were sprouting in every division of their company, it just made their job more unmanageable. — Fast forward a year, and slowly, like turning a supertanker, the innovation pipeline we proposed is taking shape. Lessons Learned.
We agreed that all her founding CEOs seemed to have the same set of personality traits – tenacious, passionate, relentless, resilient, agile, and comfortable operating in chaos. I coach agile teams for a living, and I do most of my work with start-ups. I said, “well for me you’d have to add coming from a dysfunctional family.”
The answer depends on your answer to two questions: which step in the CustomerDevelopment process are you on? CustomerDevelopment and Selling Strategy If you’ve just started your company you are in customer discovery. Hiring a VP of Sales in customer discovery typically sets a startup back.
This post describes a solution – the CustomerDevelopment Model. In future posts I’ll describe how Eric Ries and the Lean Startup concept provide the equivalent model for product development activities inside the building and neatly integrates customer and agiledevelopment.
To get to this Transition stage, the company needed passionate visionaries who can articulate a compelling vision, agile enough to learn and discover in real time, resilient enough to deal with countless failures, and responsive enough to capitalize on what they learned in order to secure early customers. Lessons Learned.
And in hindsight, we seemed a bit more agile and innovative in WWII.) Yet decades later the military lacked the agility to write a spec in two years, let alone get 10′s of thousands of new systems deployed on aircraft as Terman had done. How was this possible?
If you are a practitioner of CustomerDevelopment, ESL was doing it before most us were born. In 1962 Wheelon left for a new job as the first director of the CIA’s Directorate of Science and Technology where he was responsible for development of OXCART , the A-12 Spyplane, and three major satellite reconnaissance systems.
This post describes how the traditional product development model distorts startup sales, marketing and business development. Finally, I’ll write about how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agiledevelopment.
” We were big practitioners of what we now call CustomerDevelopment, and our customer was typically the IT organization of large companies. I remember being immediately struck by how different we designed and built technology, versus how our customers did. 10) Leadership. 6) Process.
These tools—CustomerDevelopment, Agile Engineering, and Business Model design—became the lean start-up methodology , a rigorous approach to testing hypotheses and building prototypes, and, on the basis of data and evidence, adjusting or pivoting to a variant of the original hypothesis. Scaling is the crux of ambidexterity.
In future posts I’ll describe how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agiledevelopment. While that’s not true, it is a fact that entrepreneurs only have one word for “startup.” .
Everyone should be articulate and agile in describing and demoing the products.) For bigger booths a good rule of thumb is to have two to four staffers for every 100 square feet of exhibit space. Even for the smallest trade show, no one shows up without booth training. Messages, themes, demo’s. What didn’t?
Hopefully you and your co-founders are experts in one or two parts (agiledevelopment, SEO/SEM, etc.) But the rest; sales, marketing, bus dev is actually customerdevelopment that the founder needs to understand. Initially your job is to understand each of the parts of your business model before you hire someone to do it.
Even if they become part of the founding team, it’s not a given that the founder, having come up with the idea has a “guaranteed” leadership role (CEO or VP) in the new company. Key attributes of an entrepreneur on a founding team are passion, determination, resilience, tenacity, agility and curiosity.
And how thinking of a solution to this commonly used model’s failures led to a new model – the CustomerDevelopment Model – that offers a new way to approach startup activities outside the building. Product Development Diagram 1. —– Part 2 of the CustomerDevelopment Manifesto to follow.
This meeting was a biannual gathering of all the leadership involved in the corporate-wide initiatives to out-innovate their new disruptors. It was a testament to John and Avika’s leadership that even off duty people were passionately debating how to solve these problems. It was an amazing display of organizational esprit de corps.
You don’t get grades for having resiliency, curiosity, agility, resourcefulness, pattern recognition and tenacity. From the king of customerdevelopment, Steve Blank: [.] There’s a big difference between being an employee at a great technology company and having the guts to start one. You just get successful.
The good news for the country is that the leadership of the National Geospatial Intelligence Agency has decided to turn the ship now. The process starts by collecting agency-wide ideas and/or customer problems, collecting a group insight, and sorts which problems are important enough to pursue.
The good news for the country is that the leadership of the National Geospatial Intelligence Agency has decided to turn the ship now. The process starts by collecting agency-wide ideas and/or customer problems, collecting a group insight, and sorts which problems are important enough to pursue.
The original Hewlett Packard which made test and measurement products was spun-out and renamed Agilent. Agilent is a $5.8 Technology changes, culture changes, customer needs change, more agile competitors emerge, etc. AKPC_IDS += "376,"; (No Ratings Yet) Loading … Posted in Leadership | Tagged Amp, [.]
It was an all day event devoted to the theory and practice of Lean Startups and CustomerDevelopment. It wasn’t until Eric Ries sat in my class and had the insight – that to actually implement CustomerDevelopment engineers needed to couple it with an agile methodology – that the theory turned into practice.
PayPal, under the leadership of David Marcus and Bill Scott, re-defining and re-engineering itself by embracing Lean Startup to improve the product experience. Struggling to explain the successes and failures of those companies, I discussed principles like continuous deployment, customerdevelopment, and a hyper-accelerated form of agile.
After quitting my job and starting Sorced , I spent a few months validating my business concept by creating the product mockups and doing customerdevelopment. We launched the Global Womens Journey series last year to discuss womens path to leadership. The Alchemist Series: CustomerDevelopment and Metrics.
Filed under: Secret History of Silicon Valley « Agile Opportunism – Entrepreneurial DNA Rocket Science 2: Drinking the Kool-Aid » 2 Responses Ben , on July 1, 2009 at 2:31 pm Said: Great post Steve. I can’t get this one out of my head. during World War II.
Air Force also needed improvements in frequency agility to protect its cold war bombers. Frequency agility can be best described by what happened over Germany in WWII. B-47 - primary Strategic Air Command Bomber in the 1950's As a result, to protect its bombers flying over the Soviet Union the U.S.
In an early stage startup, instead of sales being up front, the point departments are likely to be product development and customerdevelopment. Later on in this same company’s life, sales will become the pointy end and product development moves to a supporting role. No one was confused after that.
In the last three posts, we drew the relationship of market risk and invention risk with vertical markets and pointed out verticals where customerdevelopment would be useful. In contrast to simply executing your business plan, the CustomerDevelopment process is built on low-cost and continuous learning and iterating.
Reply Agile Opportunism – Entrepreneurial DNA « Steve Blank , on June 29, 2009 at 7:02 am Said: [.] Reply Gravity Will Be Turned Off « Avid Editor’s Insights , on May 17, 2009 at 1:31 am Said: [.] entire story can be found at Steve Blank. It’s worth a few minutes time off from reaming [.]
Rapid Scan/High Probability of Intercept – Stanford’s contribution In the last post we described Stanford’s high power, electronically tuned microwave tubes (the Backward Wave Oscillator ) which made high power, frequency agile airborne jammers possible.
Sure the rest of the stories diverge though… can’t really imagine a Soviet counterpart to the CustomerDevelopment method. Reply Agile Opportunism – Entrepreneurial DNA « Steve Blank , on June 29, 2009 at 7:02 am Said: [.] Reply Ben C. , The invention of electronic warfare, part I and II. [.]
I teach teams various Agile techniques, and occasionally get told some particular trick is cheating. E.g., we take a big spec, cut the 80% that, for some core group of customers, is nice rather than necessary, and ship the 20% ASAP. Just remember ethics and values are about what you practice when the going gets tough.
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