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Driving Corporate Innovation: Design Thinking vs. Customer Development

Steve Blank

Two methods, Design Thinking and Customer Development (the core of the Lean Startup) provide the tactical day-to-day process of how to turn ideas into products. . While they both emphasize getting out of the building and taking to customers, they’re not the same.

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Customer Development in Japan: a History Lesson

Steve Blank

I asked Tsutsumi-san to write a guest post for my blog to describe his experience with Customer Development in Japan. After helping build the first Ethernet switch startup, I was attracted by Asynchronous Transfer Mode 25Mbit/sec technology, (ATM25) which was 2.5x But customers didn’t agree. ————-.

Japan 305
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Customer Development is Not a Focus Group

Steve Blank

Customer Development is all about gathering a list of what features customers want by talking to them, surveying them, or running “focus groups.” Gathering feature requests from customers is not what marketing should be doing in a startup. And it’s certainly not Customer Development.

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Why Real Learning is Outside the Building, Not Demo Day

Steve Blank

We think teaching teams a formal methodology around the Lean Framework (Business Model design, Customer Development and Agile Engineering) is a natural evolution of how successful incubators/accelerators will build startups. Technology in search of a market. The next customer segment we tried was startup founders.

Lean 322
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Moneyball and the Investment Readiness Level-video

Steve Blank

15:22 NASA and Technology Readiness Level (TRL). Startup Tools here Filed under: Customer Development , Lean LaunchPad , Teaching , Venture Capital. Customer Development Lean LaunchPad Teaching Venture Capital' 3:36 The 3 Components of the Lean Startup. 11:31 Instrumenting Startups: Via Launchpad Central Software.

Video 288
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Reinventing Life Science Startups – Evidence-based Entrepreneurship

Steve Blank

In the real world a big pivot in life sciences far down the road of development is a very bad sign due to huge sunk costs. Other pivots involved moving from a platform technology to become a product supplier, moving from a therapeutic drug to a diagnostic or moving from a device that required a PMA to one that required a 510(k).

SBIR 321
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When Hell Froze Over – in the Harvard Business Review

Steve Blank

For decades this revered business magazine described management techniques that were developed in and were for large corporations – offering more efficient and creative ways to execute existing business models. Each of these authors ( along with others too numerous to mention) profoundly changed my view of management and strategy.