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![Mom Test + standard questions
Clarity
Unique
Meaningful
Why would it
Fail ?
2 Golden
rules
If Clarity < 7
Write it again
If [(Meaningful * .6 )
+ (Unique * .4 )] < 6
You probably got a loser](https://image.slidesharecdn.com/1finalintroduction-200826174049/75/1-Cycles-Remote-Innovation-introduction-75-2048.jpg)
Uploaded byBryan Cassady
1 Cycles Remote Innovation - introduction
This document serves as an introductory guide for a remote innovation course aimed at equipping participants with the skills to enhance their business-building capabilities while minimizing risks. It outlines key objectives, expected outcomes, and the importance of systems and processes in fostering successful innovation. Additionally, it emphasizes a structured learning approach through sprints, collaboration tools, and ongoing feedback to drive idea development and clarify project goals.
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1 Cycles Remote Innovation - introduction
- 1. Cycles The simplest, proven way to buildyour business. Welcome ! Class will start at 9:00 CET ; 12:30 IST You can download the slides for today : http://tiny.cc/remoteintro Say hello in the chat… Write a word for today “Mine is “ Grateful
- 2. Cycles The simplest, proven way to buildyour business. Course Introduction
- 3. Building a business is hardwork… In this class, a new, simplified way to increase Speed while reducing Risks And how to do it better remotely
- 4. Welcome 1. Please putyour video on (if connection issues turn off) 2. Please ask questions using chat … or raise hand
- 5. Course Objectives To giveyou the skills you need to work effectively on remote innovation projects. We want to make you a “sprinter” that could add value to the thousands of innovation sprints being run around the world. We also hope to change the way you think about building and growing ideas. In the program you will find what separates winners from losers over the long-term is the ability to GROW ideas step by step.
- 6. A simple learningprocess Learn Apply (and learn more) Deliver 1 per day
- 7. Learning by Doing I willnot give you the answers But if you look (and do the readings) you will find many Tools that might help Most importantly, you’ll learn from each other
- 8. There is alsolearning yourself Course Readings / Videos 1,8 GB • Articles • Chapters • Video Download Link http://tiny.cc/RemoteReadings The Same for each Day About 1 hour required reading s
- 9. 5 Days meanswe are going to need to move faster
- 11. A chef …not just someone that can follow a recipe Chef’s know what to do when things go wrong
- 12. 2 Big Challenges How to keep the speed up Adaily process to follow Key roles: Facilitator, Note Taker, Decision Maker You’re going to need to give up perfection And a belief in democracy What before how How to do things remotely Tools: Slack / Gotomeeting / Mural Agreement on a daily process Working apart together What before how Your work after this class will be Decide on roles and agree DAILY decision makers Understand the “what of your project better Agree Routines/timings for your group
- 13. Bryan Cassady Helping companies bringbigger ideas to market faster, while reducing risks 3 Beliefs Anyone can innovate Bad systems will beat good people over time Good systems can make average people great
- 14.
- 15. What I see… (atcompanies of all sizes) 1. An incredible focus on the positive 2. A continual search for silver bullets 3. Scared to ask for help 4. If they ask, too much done internally 5. What they want to do lacks clarity / focus 6. Lack of systems / Lack of urgency 7. Avoid tough decisions and stay in a business too long Deluded Lacking Systems Scared of Negative Alone Unclear Not Making Decisions
- 16. Good versus great Entrepreneurs Ifyou have real product market fit and momentum you can (but probably won’t) succeed without systems and processes. The reality is most successful companies have hit the wall many times and pivoted their way to success. Processes / systems increase your odds of getting the pivots right and on time
- 17. A test… Whoare these companies today? Personal podcasting and sharing audio content
- 19. You need to adaptand change But this takes time and focus People are working 2,5 hours per day And monkey brain rules
- 20. The rise ofSprints Many companies are coming to understand the power of deep work, time blocking. A popular solution is short, 4-5-day design sprints using global talent. Sprints are a great way to get ideas started or moving forward faster. They work because they offer an easy process to follow that is focused and time-boxed
- 21. SPRINTZ ARE THENEXT STEP Short sprints can achieve a great deal quickly but they do not always deliver the long‐term results you need. Using the design sprint method as a foundation, we have built something even better; SprintZ Our program offers everything you will find in a traditional sprint, but we also provide a trained team selected from a global talent pool, a process, tools and a training program. Our pilot programs have been successful in education, product development, non‐profit and the creation of new start‐ups. We are helping managers and companies do more and learn more than they ever thought possible by working 10‐15 hours per week for five weeks.
- 22.
- 23. How many of myclients interpret this: Build, measure, learn Build, measure, learn Build, measure, learn Pivot to a Miracle. I believe miracles seldom happen, ideas are built over time “Step by Step”. Lean Start Up
- 24. What an amazingidea !!
- 25. The Real Story: Build, Measure, Learn and improve 1988 Started as an ice sculpture event 1989 A central unit was created called ARTic Hall. (60 M2)A specialist survival group of the Swedish Armed Forces spent the night . They decided to put in a bar 1990 French Artist Jannot Derid No rooms in town, so they stayed 91‐93 ARTic Hall expanded to 250 M2. Rented for Corporate get‐aways Artists come and go and start making rooms 1993 Still losing money, needing corporate support Absolut Vodka got interested in corporate get-aways “Cold, but cool” “Someone might pay for this” “Love the rooms” “We’ve got an ICE Hotel”
- 26. The Reality… Based on4 years of research with over 400 companies There are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time. Quality Of Ideas Time Start Learning Cycles No Changes Bad Cycles Smart Winners Lucky Winners Losers Losers
- 27. Systems … Every systemis perfectly designed to get the results it gets. W. Edwards Deming
- 28. A simple idea… Manyforms Design Thinking Lean Start-up Scrum The Demming Cycle
- 29.
- 30. The Common Feature Cyclesof learning The challenge is how to make it simpler.
- 31. My Goal A simpler, easier toremember formula with clear instructions “how to”.
- 32. Bad artists doit on their own Good artists copy Great artists steal
- 33. My New Book Ajoint project with accelerators / Experts around the world The ABCs of Innovation B = Build A = Alignment S = Systems How to build organizational alignment How to build better ideas quicker C = Communicate / Check How to clearly communicate and check your ideas How to set up the right systems to lead and get better over time
- 34. The ABC’s ofInnovation Align = Plan Build = Do Commun/check = Study Systematically Improve = Act
- 35. HOW CYCLES CONTRIBUTESTO THE STATE OF THE ART C Y C L E S Alignment (what to build) Build Communicate & Check Systematically Improve CYCLES OF LEARNING L E A N S TA R T- U P Build Measure Learn VALIDATED LEARNING S T R A T E G Y Z E R Design Test Execute VALIDATED BUSINESS MODELS A new bit on alignment. It is important to know what to build or design. And how to instructions for B, C and S
- 36.
- 37. SNARC A Semantic Social NewsAggregator SNARC, When you want to know more, SNARC helps discovering content by highlighting what is meaningful in a quick, smart and personalized manner. SNARC finds relevant content by learning from the content, the social web and you! 3 people with PHDs in Semantic Search / 2 start up experts and 500K to build their business
- 38.
- 39.
- 40. An “Oh sotypical” scale-up We build something great, profits will follow. 80% product development 10% getting new users 5% finding a business model 5% other ________________________ 100% We are best in class We have 15,000 downloads this week Our server response time is down to .8 seconds We were listed in TechCrunch last week Success is on the way
- 41. 2 types of entrepreneurs Risk takers (theylike the macho bit) Risk reducers (they like getting house odds)
- 42. A risk reducingentrepreneur will build a strategy that increases odds of success from 10% to 20% to 50%
- 43. How… by asking againand again “If this business fails, why would it fail ?” “If this business fails, why would it fail ?” “If this business fails, why would it fail ?” Then finding answers
- 44. 80% product development 10% getting new users 5% finding a business model 5% other We build somethinggreat, profits will follow. How will be make a business 5% product development 10% getting new users 80% finding a business model 5% other Working in your business Working on your business 100% 100%
- 45. Break 5 Minutes Think:how forward ?
- 46.
- 48. Stop saying everything is fine! Itis time to stand naked in front of your team and partners and tell them the truth… “I need your help to solve the following issues”
- 49.
- 50.
- 51. Personally, I find nothingsadder than a CEO with a big team working alone on all the big problems…
- 52. TRUE N.O.R.T.H =A way to ask for help.. TRUE Truly Simple Let's get paid N Narrative. Why it is important (the story) If we can't find a way to get people to pay for our service, we have no business regardless of how great our technology is, how many people download our product or how useful it is. O Objective 3 ideas to make money that we can test R Restrictions: We are not interested in A fee for use of the plug-in People will not pay T Tactical Constraints: We have around 250 K to grow the business, so the solutions need to be low cost. AND we need to work with partners H Here is the place to start Look at areas where the of Information value is high and searching takes time (eg Job applicants, News stories, etc° Make it a story Be honest Be specific Ask for help
- 53.
- 54. Facts to Practice 7Steps Familiarize yourself with the objectives and challenge Challenge the problem definition Effectuation Stimulus Mining Individual brain writing Group Work Re‐work Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
- 55. MU = S F D Meaningfully Unique Ideas! Leverage Diversity Driveout Fear = Explore Stimulus
- 56. Best practices Define your needsto build direction and remove fear (already done) Make sure you have a diverse team(Probably OK) Get stimulus (Stimulus mining) Mix and match (Association)
- 57. Value of Stimulus StimulusFeeds The Brain Stimulus Available # of practical ideas invented Low Stimulus Medium Stimulus High Stimulus 22 38 47 Source: Jump Start your Business Brain
- 58. Traditional Model Individual Brainstorming Source: Jump Start your Business Brain Draining BeforeAfter Suck Method Uses your brain like a library
- 59. Stimulus sets offa CHAIN Reaction!!!
- 60. Stimulus sets offa CHAIN Reaction!!! Stimuli Brain Operating System Stimuli Stimuli Stimuli Idea #1 Idea #1 Idea #1 Idea #1 Source: Jump Start your Business Brain
- 61. At their most basic,IDEAS are feats of association and constraints
- 62. You can usetools and systems to force new associations (there are hundreds of tools)
- 63. 666: Forced Associations 8 Min: Random combinations (look for ideas) 2 Min: Pick top ideas and write them up.. The simplest way to write up ideas Headline Problem Promise Proof Payoff
- 64. 1/ 1 /1 Apple = design and simplicity Students love music Substitute instead of showing the internet, show things to buy A fancy music mix trial list anytime someone visits a music site with an option to buy on Itunes
- 66. Let’s look forideas.
- 67.
- 68. Chances are … yourideas are not as good as you think …
- 69.
- 70. Quick Test … Whatis it ?
- 71. “Confusion is nota good strategy for success.”
- 72. Make it simple 12 3 4 5 My company: ( company name ) Is developing ( a defined offering ) To help ( a target audience ) ( solve a problem ) ( with secret sauce )
- 73.
- 74. Payoff Dramatic difference how istheir life different and better Proof Reason why should they believe you and dramatic difference A fancy music mix trial list anytime someone visits a music site with an option to buy on Itunes
- 75. Mom Test +standard questions Clarity Unique Meaningful Why would it Fail ? 2 Golden rules If Clarity < 7 Write it again If [(Meaningful * .6 ) + (Unique * .4 )] < 6 You probably got a loser
- 77. How to makebrilliant ideas Talk with Friends Really Ugly Meetup Event Still Ugly Speak at Conference Less Ugly Investor Presentation Good Enough
- 78.
- 79. The most importantthing in this class
- 80. The most importantthing in this class
- 81. 4 Characteristics ofeffective system thinking 3 1 2 4 A holistic view (The whole is often the same as the parts) Thinking in loops (What causes what) Focused on the big business drivers Sequential not parallel problem solving
- 82. An example ofworld class … A new business / business model in 12 weeks Objectives A weekly learning cycle every week for 10 weeks Process A 2 day management meeting to agree «what and why» Plus basic training: How to build ideas/ the importance of systems Alignment Every Monday… what are we going to do this week Alignment Every Friday… a brain‐storming session (with new external people) Real‐time research Build ideas External experts to validate/ give feedback on all ideas Communicate/Check Identify death threats/ work on death threats Kill all weak ideas where death threats not resolved in 2 weeks Every Day A 10 minute standing meeting Systems 2 weeks 10 weeks
- 83. Summary of theABCs Be Clear, be honest, be open, be candid, be inspirational Alignment Build Ideas Get people involved (diversity) , get stimulus Communicate & Check Clarify the idea, so anyone can understand Then test the ideas Systems Build learning cycles and get going (FAST !) Repeat and repeat to remove risks / build your ideas
- 84. Benefits of theABCs method An incredible focus on the positive Embrace negatives to grow A continual search for silver bullets Scared to ask for help If they ask, too much done internally What they want to do lacks clarity / focus Lack of systems / Lack of urgency Avoid tough decisions.. Step by step Open, Learning Involved, Inter-connected An evolving focus Speed Killing puppies
- 85. The reality is the ABCs is just a an easy way to remember a process … The choice of a process/system is less important than havinga process that: Increases Speed Removes risk
- 86. More about thiscourse …
- 87. Targets / Certification Targets Ready to work on a company Sprint A certificate A personal recommendation Certification Group work OK A simple multiple choice test A reflection document No one will pass without a successful group work
- 88.
- 89.
- 90. Work Now inGroups Before Mentor Talks 1. Personal Introductions 2. Review the True North 3. Decide on key roles 4. Any questions on the program Later today 1. List and vote on key challenges 2. Map success – add to challenges 3. Update TRUE NORTH + sprint targets You will need to talk to people Wednesday and Thursday Now is the time to arrange meetings
- 91.
- 92.
- 93. Review TRUE NORTH 1.Read in detail / add comments 2. Gather questions (vote on 3 to cover in your talk. 30 minutes = time limit)
- 94.
- 95. Deliverables 1. Who willfacilitate, take notes, lead days 1,2,3,4 and 5 2. Update TRUE NORTH 3. Up to 3 targets for the Sprint Up to 3 “Sprint Questions” for the Sprint Target 1 Target 2 Target 3
- 96. A tool tomake remote collaboration easier…
- 97. A shared whiteboard Howit works Why it works Let’s Try it now
- 98. Be back at14:00 CET