The document discusses different types of startups: Lifestyle startups focus on passion projects with small revenues. Small business startups aim to support a family with a known product. Scalable startups search for a business model to grow big with unknown customers/features. Buyable startups seek an exit through acquisition. The document also discusses sustaining/disruptive innovation at large companies and social entrepreneurship. It defines a startup as searching for a repeatable, scalable business model under uncertainty. The lean startup process is presented as a solution to validate learning through frequent experiments and customer feedback over rigid plans.
This document discusses the Lean Startup methodology. It notes that the vast majority of new products and startups fail. The Lean Startup approach was developed by Eric Ries to help startups search for a scalable and profitable business model through experimentation and customer feedback. It advocates developing a minimum viable product and using the build-measure-learn process to continually pivot based on learning. The Lean Startup principles of validating learning and innovation accounting are also summarized.
This is an internal “brown bag” presentation I did at PlayHaven, introducing the fundamentals of Lean Startup methodology. Unfortunately, the Cookie Monster GIF doesn’t animate in the Slideshare presentation but you enjoy it 24/7 by clicking this link: http://gifsoup.com/view/1836944/cookie-monster.html :)
Also note that you may notice a few jumps in the included audio recording - I had to remove some sensitive material.
Ryan
@rrhoover
http://ryanhoover.me
Summary of the book Lean Startup by Eric Ries, plus comments from User Centered Design.
Resumen del libro Lean Startup de Eric Ries, mas comentarios de User Centered Design como contrapunto.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The document summarizes key principles from Eric Ries' book on building successful startups using a "Lean" approach. It discusses 5 principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) startups exist to learn how to build a sustainable business through validated learning, (4) the build-measure-learn cycle allows for rapid iteration, and (5) innovation accounting helps prioritize work. It emphasizes the importance of rapid prototyping to validate assumptions and learn quickly from customers through metrics. Pivoting the business model based on learnings, rather than stubbornly sticking to initial ideas, is also highlighted as critical to the Lean approach for building enduring businesses.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
This document discusses the Lean Startup methodology. It notes that the vast majority of new products and startups fail. The Lean Startup approach was developed by Eric Ries to help startups search for a scalable and profitable business model through experimentation and customer feedback. It advocates developing a minimum viable product and using the build-measure-learn process to continually pivot based on learning. The Lean Startup principles of validating learning and innovation accounting are also summarized.
This is an internal “brown bag” presentation I did at PlayHaven, introducing the fundamentals of Lean Startup methodology. Unfortunately, the Cookie Monster GIF doesn’t animate in the Slideshare presentation but you enjoy it 24/7 by clicking this link: http://gifsoup.com/view/1836944/cookie-monster.html :)
Also note that you may notice a few jumps in the included audio recording - I had to remove some sensitive material.
Ryan
@rrhoover
http://ryanhoover.me
Summary of the book Lean Startup by Eric Ries, plus comments from User Centered Design.
Resumen del libro Lean Startup de Eric Ries, mas comentarios de User Centered Design como contrapunto.
Phil Dillard, Black Ant, @PhilD0210
The objective of the Lean Startup 101 training is to introduce the concepts, terminology and approaches — and, to help organizations overcome resistance accepting the new approach so that exploration and learning can begin. This practical, interactive session will provide a solid foundation for advanced sessions, including the Lean Startup 201 & 301. This training is designed for practitioners in both the enterprise and in startups who are relatively new to the Lean Startup approach or who are seeking a quick refresher. Lean Startup 101 is a perfect way to kick off your week of Lean Startup!
Thanks to Lean Startup Co.’s law firm, Orrick, for being the sponsor for this track.
The document summarizes key principles from Eric Ries' book on building successful startups using a "Lean" approach. It discusses 5 principles: (1) entrepreneurs are everywhere, (2) entrepreneurship is management, (3) startups exist to learn how to build a sustainable business through validated learning, (4) the build-measure-learn cycle allows for rapid iteration, and (5) innovation accounting helps prioritize work. It emphasizes the importance of rapid prototyping to validate assumptions and learn quickly from customers through metrics. Pivoting the business model based on learnings, rather than stubbornly sticking to initial ideas, is also highlighted as critical to the Lean approach for building enduring businesses.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
The document discusses the Lean Startup methodology, which involves building a minimum viable product, measuring customer behavior, and using validated learning to improve the product through an iterative process. Some key principles are minimizing time in the build-measure-learn loop, pivoting based on learnings before running out of resources, and using metrics that are actionable, accessible, and auditable. Pioneers of Lean Startup include Eric Ries and Steve Blank. The methodology aims to reduce risk and failure rates for startups facing uncertainty.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
The document discusses the Lean Startup methodology for developing products. It notes that 90% of products fail using the classic development process. Lean Startup aims to reduce failure risk through frequent experimentation and feedback to validate hypotheses and assumptions. Key aspects of Lean Startup include defining problems and metrics, creating minimum viable products to test assumptions, measuring demand through deployment, and learning through each cycle to pivot or persevere the strategy.
Lecture 1: How to Start a Startup by Sam AltmanSteven Pham
This document provides advice on starting a startup. It discusses that Silicon Valley's culture fosters taking risks on wild ideas and a community of talented founders. Successful founders have relentless self-belief, focus, strong vision and communication skills, and the ability to attract others to their company. When starting, it's best to focus on solving problems in your own life and building a small group of passionate early users. Getting the first 100 users often requires manually contacting people in your network or those you identify as potential customers. The company culture should involve deeply understanding users, moving quickly, committing for the long term, and maintaining a clear mission through relentless execution.
This document summarizes key principles from Eric Ries' book The Lean Startup. It discusses how traditional business planning often fails because it creates products no one wants. The Lean Startup method teaches entrepreneurs to drive startups through a build-measure-learn process of validated learning via minimum viable products and constant experimentation. This allows startups to test hypotheses, learn quickly from failures, and pivot as needed to find product-market fit instead of persisting on an unsuccessful path. The document outlines Lean Startup techniques including experiments, the value and growth hypotheses, and using early adopters to refine products based on feedback.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
This document discusses product validation through product discovery. It notes that 64% of software features are rarely or never used, so product discovery is important to ensure the right product is built for the right audience. Product discovery involves understanding customer needs through techniques like ideation, opportunity assessments, customer discovery, story mapping, MVP testing, prototypes, and user testing to minimize risks and learn fast. The goal is to gain evidence that the product engineers build will not be a wasted effort. Product discovery is then followed by product delivery to build and ship the product.
The document discusses various aspects of innovation frameworks including:
- Innovation means creating new ways to solve problems and meet needs, not just inventing but applying ideas. Organizations must innovate or fail to adapt.
- Knowledge and experiences are important drivers of innovation. Individual and organizational cultures that nurture innovation can help sustain it.
- There are debates around whether innovation teams or individual "fiefdoms" are better. Innovation processes can be structured but also allow for democracy and user input.
- Users are a significant source of innovation as they identify problems and devise solutions from direct experiences. Manufacturers may not envision issues that users identify and solve on their own.
Entrepreneurship involves starting and running a new business, which is often a small business initially. An entrepreneur takes on the risks of starting a new venture to potentially profit from their ideas. There are four main types of entrepreneurship: small business, scalable startups, large companies developing new products, and social entrepreneurship focused on social needs over profits. Successful entrepreneurs tend to be willing to take risks, innovative in creating new ideas and processes, and have a clear long-term vision for their business combined with strong leadership and flexibility.
This document provides an overview of incubators, accelerators, co-working spaces, and internal corporate accelerators. It discusses the reasons for establishing these programs, including driving economic growth, innovation within large companies, and empowering communities. The key aspects of each model are outlined, including value propositions, cash flows, equity structures, and methodologies used. Tips are provided for creating successful programs, such as ensuring the right expertise and networks are in place and that the model is adapted to the local context. The overall purpose is to introduce common concepts around these programs to entrepreneurs and businesses.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Eric Ries, Author/Speaker/Consultant, The Lean Startup500 Startups
Presentation by Eric Ries (Author/Speaker/Consultant, The Lean Startup) at the 'Lean Startup, Lean Investor' event on November 3, 2010 (Produced by 500 Startups & Nokia/Nokia Growth Partners)
The document discusses the Lean Startup methodology, which involves building a minimum viable product, measuring customer behavior, and using validated learning to improve the product through an iterative process. Some key principles are minimizing time in the build-measure-learn loop, pivoting based on learnings before running out of resources, and using metrics that are actionable, accessible, and auditable. Pioneers of Lean Startup include Eric Ries and Steve Blank. The methodology aims to reduce risk and failure rates for startups facing uncertainty.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
The document discusses the Lean Startup methodology for developing products. It notes that 90% of products fail using the classic development process. Lean Startup aims to reduce failure risk through frequent experimentation and feedback to validate hypotheses and assumptions. Key aspects of Lean Startup include defining problems and metrics, creating minimum viable products to test assumptions, measuring demand through deployment, and learning through each cycle to pivot or persevere the strategy.
Lecture 1: How to Start a Startup by Sam AltmanSteven Pham
This document provides advice on starting a startup. It discusses that Silicon Valley's culture fosters taking risks on wild ideas and a community of talented founders. Successful founders have relentless self-belief, focus, strong vision and communication skills, and the ability to attract others to their company. When starting, it's best to focus on solving problems in your own life and building a small group of passionate early users. Getting the first 100 users often requires manually contacting people in your network or those you identify as potential customers. The company culture should involve deeply understanding users, moving quickly, committing for the long term, and maintaining a clear mission through relentless execution.
This document summarizes key principles from Eric Ries' book The Lean Startup. It discusses how traditional business planning often fails because it creates products no one wants. The Lean Startup method teaches entrepreneurs to drive startups through a build-measure-learn process of validated learning via minimum viable products and constant experimentation. This allows startups to test hypotheses, learn quickly from failures, and pivot as needed to find product-market fit instead of persisting on an unsuccessful path. The document outlines Lean Startup techniques including experiments, the value and growth hypotheses, and using early adopters to refine products based on feedback.
Customer Development 4: Customer Discovery Part 1Venture Hacks
This document discusses customer development and outlines its key steps and methodology. It begins with an agenda that includes discussing the WebVan case study, testing problems and product concepts with customers, and establishing a customer development team. The rest of the document provides details on the customer development process, which involves testing hypotheses with customers through iterative phases of discovery and validation over several months or years. It emphasizes the importance of listening to customers, testing problems and products, and modifying the process for each individual company's needs.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.
This document discusses product validation through product discovery. It notes that 64% of software features are rarely or never used, so product discovery is important to ensure the right product is built for the right audience. Product discovery involves understanding customer needs through techniques like ideation, opportunity assessments, customer discovery, story mapping, MVP testing, prototypes, and user testing to minimize risks and learn fast. The goal is to gain evidence that the product engineers build will not be a wasted effort. Product discovery is then followed by product delivery to build and ship the product.
The document discusses various aspects of innovation frameworks including:
- Innovation means creating new ways to solve problems and meet needs, not just inventing but applying ideas. Organizations must innovate or fail to adapt.
- Knowledge and experiences are important drivers of innovation. Individual and organizational cultures that nurture innovation can help sustain it.
- There are debates around whether innovation teams or individual "fiefdoms" are better. Innovation processes can be structured but also allow for democracy and user input.
- Users are a significant source of innovation as they identify problems and devise solutions from direct experiences. Manufacturers may not envision issues that users identify and solve on their own.
Entrepreneurship involves starting and running a new business, which is often a small business initially. An entrepreneur takes on the risks of starting a new venture to potentially profit from their ideas. There are four main types of entrepreneurship: small business, scalable startups, large companies developing new products, and social entrepreneurship focused on social needs over profits. Successful entrepreneurs tend to be willing to take risks, innovative in creating new ideas and processes, and have a clear long-term vision for their business combined with strong leadership and flexibility.
This document provides an overview of incubators, accelerators, co-working spaces, and internal corporate accelerators. It discusses the reasons for establishing these programs, including driving economic growth, innovation within large companies, and empowering communities. The key aspects of each model are outlined, including value propositions, cash flows, equity structures, and methodologies used. Tips are provided for creating successful programs, such as ensuring the right expertise and networks are in place and that the model is adapted to the local context. The overall purpose is to introduce common concepts around these programs to entrepreneurs and businesses.
The document discusses different types of startups and lessons learned about building startup ecosystems. It outlines four main types of startups - lifestyle startups that allow owners to pursue a passion, social entrepreneurship startups that solve social problems, small businesses that support families, and scalable startups designed for growth. It also examines the factors that contributed to the success of Silicon Valley's ecosystem, including government investment, university research, a culture that embraces risk, and the necessary infrastructure, culture, tools, and motivations.
The document discusses entrepreneurship and developing a successful business. It provides an outline for an entrepreneurial project between 2011-2013 involving several European countries. The document covers defining entrepreneurship, characteristics of successful entrepreneurs, developing a business idea and plan, marketing strategies, and establishing an ethical business culture. The goal is to help entrepreneurs develop the necessary skills and solutions for future business opportunities.
The document summarizes Steve Blank's talk on demolishing the status quo in entrepreneurial education. In 3 sentences: The talk discusses how startups search for a business model while established companies execute known models; it argues that business schools focus on managing large companies and don't teach the customer development process essential for startups; and it proposes establishing entrepreneurship schools that teach the iterative business model development process used by startups.
idealabs: contributing to the Belgian entrepreneurial communityCedric Deweeck
The document outlines plans to build an entrepreneurial ecosystem and hub in Antwerp, Belgium. It discusses establishing an accelerator program and coworking space to bring together entrepreneurs, investors, mentors, universities and more. The goals are to shape the community around lean startup principles, host regular engaging events, and blend startups and large companies by teaching intrapreneurship classes and applying lean methodology to corporations. The final step is to open an on-site product lab for rapid prototyping. The overall aim is to create a vibrant startup community in Antwerp through these initiatives.
Ikea - A case study in stimulating innovation and changeAnkit Uttam
IKEA is used as a case study of a company that successfully stimulates innovation and change. IKEA communicates its innovation strategy widely and partners everyone in developing the strategy. Some innovations IKEA has implemented include popup advertising, moving showrooms, and storage balconies. In contrast, Kodak failed to inject innovations into its products and lost market share as a result. The document outlines six ways companies can stimulate innovation, such as being open to new ideas, uncovering change champions, and allowing occasional failures by taking risks. Barriers to innovation include inadequate funding, closed-mindedness, and inflexible processes.
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
El emprendimiento es una actitud, y como tal, no lo enseñan en ninguna parte. Solo se pueden encontrar consejos. He aquí algunos que hemos aprendido con el paso del tiempo, con nuestra experiencia, y en textos.
This document outlines Idealabs' plans to boost innovation in large companies and build an entrepreneurial ecosystem in Antwerp, Belgium. It discusses running an accelerator program to select and support early-stage startups, converting a building into an innovation hub for collaboration, and blending large companies and startups through classes, workshops, and an on-site prototyping lab to encourage innovation. The goal is for large companies to act more like startups and accelerate innovation, while supporting startups and building an entrepreneurial community.
This document discusses developing new business ideas. It covers characteristics of successful entrepreneurs, identifying business opportunities by finding gaps in the market and consumer needs. It also discusses evaluating business opportunities through research and determining market demand. Additionally, it addresses economic considerations, financing options, measuring potential success through sales estimates and profits, and putting the business idea into practice with a business plan. The document provides resources for further reading and research on business topics.
Start up a business and change the world vs4John Spindler
This document provides information about starting a business and growing it successfully. It introduces lean startup principles like the minimum viable product and business model canvas. It discusses the differences between self-employed and high-growth businesses and outlines a new startup model focused on customer discovery. Finally, it addresses common challenges like accessing funding and provides resources for entrepreneurs.
This document provides an introduction to entrepreneurs and entrepreneurship. It covers the meaning of entrepreneur, evolution of the concept, functions of entrepreneurs including innovation and risk taking. It discusses types of entrepreneurs like innovative vs imitative. It also defines intrapreneurs as employees who develop innovative ideas within a company. The stages of the entrepreneurial process are outlined including idea generation, opportunity evaluation, planning, launch, and growth. Methods of generating ideas and creative problem solving techniques are also summarized.
This document outlines different types of startups and how entrepreneurship programs should be structured differently than traditional business schools. It discusses 6 types of startups - lifestyle, small business, scalable, buyable, sustaining innovation, and disruptive innovation startups. For each type, it provides the goals, exit criteria, and skills needed. It argues entrepreneurship schools should focus more on skills like business model design, customer development, and agile development, whereas business schools focus more on accounting, finance, and management. The goal is to teach students how to test hypotheses, design minimal viable products, and quickly learn through experimentation - skills more applicable to starting scalable businesses.
Innovating how we Innovate - How can We help Adelaide become an Innovation Hub?Rick Carter
With one in 2000 startups becoming a a successful High Growth Business there needs to be a change in the way we Innovate . In Adelade there is a great innovation Eco System but what we need is a getter approach to Innovation .....using the models and methodology developed by Harold Sharples and backed by a Digital Marketing System developed by Kwai Yu
Entrepreneurship in Spain. The Lean Startup. Business Model Canvas.Jaume Teixi
eent
EDUCATION ABOUT ENTREPRENEURSHIP AND NEW TECHNOLOGIES
@JaumeTeixi
13/07/2011
Entrepreneurship in Spain.
Lean Startup.
Business Model Canvas.
Spanish Startup Ecosystem.
Customer Development.
Agile Software Development
This document discusses business model innovation and emerging trends. It notes that business models are changing due to factors like the collaborative economy, crowdfunding, and the Internet of Things. Business model innovation can range from incremental to radical changes and expand across industries, businesses, products, and processes. Entrepreneurs often innovate business models because they want to do something different, share their passion, and experiment through hard work over time. The document suggests platforms are becoming new middlemen and products are being redesigned.
Co-Innovating your future with Oracle NEXTNeil Sholay
Innovation is an Idea, that meets a need, executed in the market.
The companies that succeed in the future, will be those with an obsessive focus on getting their ideas, experiences and business models to market. At Oracle NEXT we help clients frame, ideate, share, test and scale their ideas - quickly. We believe not just in ideas but in Ideas.Executed.
This document discusses different types of startups and what is needed to support scalable startups that can experience high growth. It identifies six types of startups - lifestyle, small business, scalable, buyable, large company sustaining innovation, and large company disruptive innovation. Scalable startups that are designed to grow big have the potential to provide the most job growth but require an ecosystem with entrepreneurs, incubators, angel funds, and venture capital funds to support them at each stage. However, current policies in Finland related to capital gains, immigration, views on risk and failure actively discourage scalable startups. The document argues that public funding should focus on attracting private capital in the forms of experienced incubators and venture
The document describes different types of startups and business models. It discusses how startups have evolved over time from building small businesses in the 1970s-1990s to flipping companies during the dot-com bubble to today's focus on building scalable businesses using the lean startup methodology. The lean startup approach involves searching for a repeatable business model through customer development and validating hypotheses via iterative customer feedback, rather than relying on upfront business plans. Pivoting based on learning is key. Later sections provide examples of applying these concepts through the Lean LaunchPad class, testing business model hypotheses for a proposed startup called OurCrave.
Sme management group 1 demand & share price rounds 1 3John Greene
This document provides information from a business simulation including that domestic demand is the only factor included, results must account for the cumulative effect of decisions, and it lists the share price and rounds from the simulation.
The document discusses different types of startups, including lifestyle startups focused on passion projects, small business startups focused on supporting a family, scalable startups designed to grow big, buyable startups aimed to be acquired, and different types within large companies like sustaining innovations or disruptive new divisions. It defines a startup as a temporary organization searching for a repeatable and scalable business model under conditions of uncertainty. The lean startup process is presented as a solution, taking inspiration from lean manufacturing to emphasize validated learning through building, measuring, and learning from frequent experiments.
The document discusses the history and evolution of advertising from ancient times to the modern information age. It traces the shift from pre-marketing eras where advertising involved simple notices, to the industrial economy period where mass communication and research became important. More recently, the interactive era has emerged with the rise of digital media that allows for two-way communication between advertisers and consumers. The document provides sources and context for understanding the changing nature of advertising over time.
Scred's Lessons outlines mistakes made and lessons learned from starting the company Scred, which helps groups manage money. Some key mistakes included usability issues, lack of a clear leader, and not measuring metrics. The document recommends marketing a startup through involvement, passion, authenticity about the product and being original. It announces Scred is releasing a new sub-product and looking for launch partners like event organizers and bands.
This document provides basic information about three countries: Ireland, Finland, and South Korea. It lists facts such as the size, population, official languages, and capitals of each country. Images related to the three countries are also mentioned. The document focuses on Ireland and Finland, with sections on Irish and Finnish cities, culture, food, crafts, sports, and more.
The document discusses Nike's digital marketing strategy around Nike+, a platform allowing users to sync their workout data from Nike shoes to iTunes. It highlights how Nike used permission marketing to build an engaged community of runners and promote the Nike brand. It also summarizes the launch and success of Nike+, noting it drove a 10% increase in Nike sales and had over 3 million users logging more than 3 million miles within 6 months of launch.
This document provides guidance on writing an abstract for a thesis or article. It explains that an abstract should be a short summary that identifies the main topics, arguments, or findings of the work. It should allow readers to understand the basic content without reading the full work. The abstract is written after completing the research and should be concise, using simple language and avoiding jargon. It typically includes four paragraphs that outline the objectives and scope, methods used, main results, and recommendations or conclusions. Keywords from the abstract are also included for indexing purposes. Common mistakes to avoid and additional resources for writing abstracts are also referenced.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
6. Small Business
Start-Up
Serve known customers with a known product
Work to feed the family
Source:http://1990institute.org/microfinance/profiles
7. Small Business
Start-Up
Exit Criteria
Business Model found
Small
Startup Profitable business
Existing team Business
< €100K in revenue
Source:http://1990institute.org/microfinance/profiles
9. Scalable Start-Up
Goal is to solve for: unknown customers &
unknown features. Born to be Big
10. Scalable Start-Up
August 2011
2,014,100
August 2009
January 2009 905,980
October 2007 400,980 +1530%
131,600
+688%
+304%
There are now 2,014,000 Facebook accounts active in Ireland, which means that 44pc of Ireland’s 4.5m population is on Facebook Source:http://www.siliconrepublic.com/new-
media/item/23292-now-2m-facebook-accounts-in/
Exit Criteria
Search Execute
Scalable Business model found Large
Total Available Market > €300m Company
Startup
Can grow to €50/year
16. Large Company Sustaining
Innovation
Scalable Large
Transition
Startup Company
Pic Source:http://www.newlaunches.com/archives/nokias_phone_history_timeline.php
25. Entrepreneurship is Management
Entrepreneurship is an institution, not just
a product, and so it requires a new kind
of management specifically geared to its
context of extreme uncertainty.
26. Validated Learning
“search for a
repeatable
scaleable
business
model”
Startups exist to learn how to build a
sustainable business. This learning can be
validated scientifically by running frequent
experiments that allow entrepreneurs to
test each element of their vision.
27. Build-Measure-Learn
The fundamental activity of a startup is to turn
ideas into products, measure how customers
respond, and then learn whether to pivot or
preserve. All successful startup processes should
be geared to accelerate that feedback loop.
28. Innovation Accounting
To improve entrepreneurial outcomes and
hold entrepreneurs accountable, how to
measure progress, how to set up
milestones & how to prioritize work.
29. Problem 1
1st problem is caused by
the allure of a good plan,
a solid strategy, and No business plan survives
thorough market
research. Startups first customer contact
operate with too much
uncertainty. Startups do
no know yet who their
customer is or what their
product should be.
Pic Source:http://businesswheel.com/
30. Problem 2
2nd problem is that after seeing traditional
management fail to solve this problem, some
entrepreneurs and investors have thrown up
their hands and adopted the “just do it” school
of startups.
31. Solution = Lean Startup
Taiichi Ohno Shigeo Shingo
Lean Startup takes its name from the
lean manufacturing revolution that Taiichi
Ohno and Shigeo Shingo are credited
with developing at Toyota.
32. Traditional Product Development
Waterfall
Requirements
Specifications
Design
Problem: known
Solution: known
Implementation
Unit of progress: Verification
Advance to the
next stage
Maintenance
33. Agile Product Development
“Product Owner” or in-house customer
Problem: known
Solution: unknown
Unit of progress:
A line of working
code
34. Lean Start-up
Pivot
Customer Development
Hypotheses, Experiments,
Problem: unknown Insights
Solution: unknown Data, Feedback,
Insights
Agile Development
Unit of progress: Customer
Validated learning Development:
My Model Requires
about customers you to get out of the
building
($$$)