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The trick is we use the same Lean LaunchPad / I-Corps curriculum — and the same class structure – experiential, hands-on– driven this time by a mission -model not a businessmodel. Army as a special operations light infantry squad leader in Iraq and Afghanistan. Jeff served in the U.S.
And the trick is we use the same Lean LaunchPad / I-Corps curriculum — and kept the same class structure – experiential, hands-on, driven this time by a mission -model not a businessmodel. Army as a special operations light infantry squad leader in Iraq and Afghanistan. Jeff served in the U.S.
And the trick is we use the same Lean LaunchPad / I-Corps curriculum — and kept the same class structure – experiential, hands-on, driven this time by a mission -model not a businessmodel. Army as a special operations light infantry squad leader in Iraq and Afghanistan. Team: IntelliSense. Jeff served in the U.S.
I feel incredibly lucky, to work with an extraordinary group of individuals who are passionate about innovation (in all forms, in businessmodels, funding structures and technology) AND I get to meet inspiring, brilliant entrepreneurs every day. And learn from each other.
When Colonel Peter Newell headed up the Army’s Rapid Equipping Force (REF) he used lean methods on the battlefields of Iraq and Afghanistan to provide immediate technology solutions to urgent problems. Unlike businesses, government organizations don’t sell products, and they don’t earn revenue.
When I first started teaching customer development (searching, validating and executing a businessmodel), one of my students pointed out that customer development was similar to the theory of a military strategist, John Boyd. Iraq, Afghanistan and the Army’s Rapid Equipping Force (REF). The Gulf Wars.
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