Final cycles overview jan 2019 with toolkit
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The document introduces a practical framework for business growth called the ABCs of Innovation, presented by Bryan Cassady, who has significant startup experience. It emphasizes the importance of alignment, building ideas, clear communication, and systematic improvement in driving successful scale-ups, while also addressing common pitfalls that entrepreneurs face. Additionally, the text outlines tools and strategies for fostering creativity, enhancing decision-making, and leveraging systems to improve overall business outcomes.
Final cycles overview jan 2019 with toolkit
- 1. CYCLESA “hands-in” introduction to The simplest, proven way to build your business. Speaker | Bryan Cassady A “hands-on” introduction to the ABCs of Innovation Also Included: A DRAFT copy of the Cycles Toolkit
- 2. Scaling up is hard work and deadly if done wrong (70% of companies fail at the scale up phase) Tonight a new, simplified way to improve this process
- 3. About Me • 10 Start-ups in 6 countries (8 winners, 1 loser, 1 unknown) • As a consultant, dozens of scale-ups • Lecturer : KU Leuven , Solvay • Director Founder Institute/ Inacademy • My work is to help people in small and larger companies build the companies of their dreams 3 Beliefs 1. Good entrepreneurs learn to accept risk, great entrepreneurs learn to manage risk 2. The best way to manage risk is to be systematic 3. Almost any learning system is better than no system
- 4. What I see… (at companies 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 Scared of Negative Alone Unclear Lacking Systems Not Making Decisions
- 5. Our agenda tonight, a solution… A = Alignment on needs / Ask for help B = Build ideas C = Communicate and Check S = Systems for growth We’ll try to apply them to one of my “soft spot” companies And then I will share some “dirty secrets”
- 6. Tools/ Tricks A pre-filled “True North” card 7 Ps card and feedback form One of dozens of tools to stimulate creativity And the energy of all of you…
- 7. Do systems/ processes matter ? If you 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
- 8. A test… Who are these companies today? Personal podcasting and sharing audio content
- 10. Lean Start Up How many of my clients interpret this: Build, measure, learn Build, measure, learn Build, measure, learn Pivot to a Miracle. I believe Miracles seldom happen idea are built over time “Step by Step”.
- 11. Based on 2 years of research with over 300 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. The Reality… Quality Of Ideas Time Start Learning Cycles No Changes Bad Cycles Smart Winners Lucky Winners Losers Losers
- 12. Cycles: The ABC’s Of Growth. Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Align/Ask Build Communicate Check Systematically Improve Idea Quality Time
- 13. The Mental state you need • Humility... know you will get it wrong • Vulnerability to ask for help/ to say you don’t know • Get lots of feedback • Learn and move on
- 14. Systems are the solution… Every system is perfectly designed to get the results it gets. W. Edwards Deming
- 15. A simple idea… Many forms The Demming Cycle • Design Thinking • Scrum • The Innovators Method • Innovation Engineering
- 16. Design Thinking U N D E R S T A N D E X P L O R E M A T E R I A L I Z E Empathize Define Ideate Prototype Test Implement
- 18. Innovators Method Insight Problem Solution Business Model Source: N. Furr, Dyer.
- 19. Innovation Engineering 1. Aquire innovation creativity Create CORE or LEAP Strategies & Innovations. 2. Develop innovation capability Build your internal capability to innovate with Education and Tools. 2. Grow innovation culture Grow a culture of innovation With Education, Tools & Mentoring
- 20. The challenge is how to make it simpler. The Common Features Culture, Capabilities, Cycles
- 21. A simpler, easier to remember formula with clear instructions “how to”. My Goal
- 22. My New Book A joint project with accelerators / Experts around the world The ABCs of growth A = Alignment How to build organizational alignment B = Build How to build better ideas quicker C = Communicate / Check How to clearly communicate and check your ideas S = Systems How to set up the right systems to lead and get better over time
- 23. There is a BIG question you need to ask again and again. What is the biggest problem (death threat) that needs to be resolved ? Killer Death Threat A Learning Cycle Manageable Problems To reduce risk
- 24. SNARC Case study
- 25. SNARC A Semantic Social News Aggregator 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
- 26. Video
- 27. 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 An “Oh so typical” scale- up We build something great, profits will follow. 80% product development 10% getting new users 5% finding a business model 5% other ________________________ 100%
- 28. 2 types of entrepreneurs 1. Risk takers (they like the macho bit) 2. Risk reducers (they like getting house odds) • A risk reducing entrepreneur will build a strategy that increases odds of success from • 10% • to 20% • to 50%
- 29. How… by asking again and 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
- 30. Working in your business Working on your business We build something great, profits will follow. 80% product development 10% getting new users 5% finding a business model 5% other ________________________ 100% How will be make a business. 5% product development 10% getting new users 80% finding a business model 5% other ________________________ 100%
- 31. SNARCAlignment
- 32. Stop saying everything is fine! It is 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..”
- 33. 5 Whys Why is no one paying for our service ? We never asked anyone to pay Why have we never asked anyone ? We haven’t found a pain someone is willing to pay to resolve Why no pain to resolve ? We haven’t focused on a specific segment yet Why no segment yet We have spent too much time at our desk Why too much time at our desk We are scared to meet clients because we don’t have ideas to sell We need ideas for things we can sell
- 34. Personally, I find nothing sadder than a CEO with a big team working alone on all the big problems…
- 35. 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 TRUE N.O.R.T.H = A way to ask for help..
- 36. Building Ideas
- 37. Meaningfully Unique Ideas! Leverage Diversity Drive out Fear = Explore Stimulus MU = S F D Source: Jump Start your Business Brain
- 38. 1. Define your needs to build direction and remove fear (already done) 2. Make sure you have a diverse team (Probably OK) ------------------------------------------------------------ 3. Get stimulus (Stimulus mining) 4. Mix and match (Association) Best practices
- 39. Stimulus Available # of practical ideas invented Low Stimulus Medium Stimulus High Stimulus 22 38 47 Value of Stimulus Stimulus Feeds The Brain Source: Jump Start your Business Brain
- 40. Traditional Model Individual Brainstorming Draining Before After Suck Method Uses your brain like a librarySource: Jump Start your Business Brain
- 41. Idea #1 Brain Operating System Idea #2 Idea #3 Idea #4 Stimuli Stimuli Stimuli Stimuli Stimulus sets off a CHAIN Reaction!!! Source: Jump Start your Business Brain
- 42. At their most basic, IDEAS are feats of association and constraints Source: Jump Start your Business Brain
- 43. You can use tools and systems to force new associations (there are hundreds of tools)
- 44. 666: Forced Associations • 10 Min: Random combinations (look for ideas) • 2 Min: Pick top ideas and write them up.. • Headline • Problem / Pain • Promise • Proof • Profit
- 45. Red Mindset White Target Blue Method 1 Apple Students Substitute something 2 Starbucks, Journalists Combine it with something else 3 Amazon, Bloggers Adapt something to it / Modify or Magnify it 4 Ben&Jerrys, A search company Put it to some other use 5 Prius Data company Eliminate something 6 Nike Publisher Reverse or Rearrange it Copyright Innovation Engineering
- 46. Let’s look for ideas.
- 47. Red Mindset White Target Blue Method 1 Apple Students Substitute something 2 Starbucks, Journalists Combine it with something else 3 Amazon, Bloggers Adapt something to it / Modify or Magnify it 4 Ben&Jerrys, A search company Put it to some other use 5 Prius Data company Eliminate something 6 Nike Publisher Reverse or Rearrange it 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 Problem: Music choice Promise: Easy Choice Proof: All the knowledge of Itunes Profit: Sales of music
- 48. Exercise (Group) Target 4 ideas The first 4 Ps
- 50. As organizations grow, clarity of communication is always a top challenge • When you are by yourself , it is easy to understand • When you’re in a group you gotta fight for clarity • There are 2 very easy solutions • Use checklists • Write your ideas down
- 51. Choose 1, Check your ideas with other people Clarity Meaningful Unique 2 Golden rules If Clarity > 7 Write it again If Meaningful * .6 + Unique * .4 < 6 You probably got a loser One Suggestion
- 52. How to make brilliant ideas Talk with Friends Really Ugly Meetup Event Still Ugly Speak at Conference Less Ugly Investor Presentation Good Enough
- 54. Can I have 3 volunteers to present 1 idea ?
- 55. Systems
- 56. Ask 10 successful companies about the systems that drove their success … You’ll get 10 different answers
- 57. But systems help … • Systems optimize communication • Systems foster leadership • Systems make it easier to make decisions • Learning systems help your people grow
- 58. An example of world class … Objectives Process Alignment A new business / business model in 12 weeks A weekly learning cycle every week for 10 weeks A 2 day management meeting to agree «what and why» Plus basic training: How to build ideas/ the importance of systems 2 weeks 10 weeks Alignment Every Monday… what are we going to do this week Build ideas Every Friday… a brain-storming session (with new external people) Communicate Check Real-time research External experts to validate/ give feedback on all ideas Systems 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
- 59. Summary of the ABCs
- 60. Benefits of the ABCs method
- 61. 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 having a process that: Increases Speed Removes risk
- 62. Now my secrets…
- 63. I have been working on this a long time… TRUE Truly Simple A 70% success rate scale up program N Narrative. Why it is important (the story) People have big dreams, helping them is the right thing to do O Objective A sytem to deliver the same success rates I've had R Restrictions: We are not interested in Something that can be taught and shared T Tactical Constraints: It will work in any industry H Here is the place to start Innovation Engineering and any other program that is proven to work
- 64. My New Book A joint project with accelerators / Experts around the world A combination of theory and hands on exercises Introductions: A = Alignment How to build organizational alignment B = Build How to build better ideas quicker C = Communicate / Check How to clearly communicate and check your ideas S = Systems How to set up the right systems to lead and get better over time
- 65. There have been many cycles on the way.
- 67. Thank you!
- 68. Bonus: A copy of the cycles toolkit
- 69. The cycles toolkit The simplest, proven way to build your business. 4 can vases to help you gr ow little ideas into big ideas. A B C S SystemsCommunicate /Check BuildAlignment
- 70. The Reality… Based on 2 years of research with over 300 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 Start Learning Cycles No Changes Bad Cycles Smart Winners Lucky Winners Losers Losers Time www.cyclesbook.com Cycles
- 71. Align/Ask Build Ideas Communicate / Check Systematically Improve Follow the ABCs of Innovation and Growth A = Alignment B = Build ideas C = Communicate and Check S = Learning Systems How to increase your odds of being a smart winner? B C S A www.cyclesbook.com Cycles
- 72. Winners build ideas over time Alignment Communicate and Check Learning Systems Build ideas Idea Quality ABCs growth www.cyclesbook.com Cycles
- 73. vAn Overview Alignment Build Ideas Communicate/ Check Systems A B C S 4 can vases to help you gr ow little ideas into big ideas. www.cyclesbook.com Cycles
- 74. www.cyclesbook.com Cycles Alignment A If you don’t know where you’re going... Chances are you won’t get where you want to go. Deliverable: You should know be able to identify 3-4 True North priorities for your company /division (True north) priorities can be: 1. Culture/skills to develop 2. Fine tuning of the business model 3. Creation of new products/services/business methods) Alignment is the foundation of effective growth. It is about an honest assessment of who you are. (CULTURE) It is about finding what is important (MISSION) and matching this with what the market wants (NEEDS) and plan to deliver value (fit with SKILL and BUSINESS MODELS).
- 77. vGo from talk to specifics with TRUE NORTH www.cyclesbook.com Cycles
- 79. Build Ideas B Once you know what you want to do it is time to build ideas that have a chance to deliver on your objectives. Contrary to the belief that the ability to build ideas is limited to a select few, there are tools, techniques that can help any team build better ideas. These tools are: 1. Effectuation (looking for ideas at home with the resources you have) 2. Systematic search for stimulus (get out of the 3. Diversity and willingness to bring in new people/resources. With these tools and techniques the process is clear, but clear does not mean easy. Removal of fear and an ongoing action focus is the “secret sauce” that can pull everything together. Deliverable: New ideas that have a good chance of being on strategy; meaningful and unique. www.cyclesbook.com Cycles
- 82. www.cyclesbook.com Cycles Communicate/ Check C If you’re looking to build bigger and better ideas, you need to get feedback. To get effective feedback you need to be able to explain your ideas clearly, really listen (listening is not just hearing!), slow down to make sure you are on the right path and most importantly be ready to kill bad ideas. Deliverable: Do people understand the idea, what do they think of the idea, are we making progress. If there is no good hope of progress, kill the idea
- 83. www.cyclesbook.com Cycleswww.cyclesbook.com Cycles Payoff Dramatic difference how is their life different and better Proof Reason why should they believe you and dramatic difference
- 86. www.cyclesbook.com Cycles Systems S A lot of research has shown that systems are the key to innovation success. Systems are made up of interrelated components of people and processes with a clearly defined, shared destination or goal. Systems work best when everyone shares an understanding and commitment to the aim or purpose of the system. The foundations are clarity and a commitment to learn, and improve. Great companies have 3 characteristics that set them apart from the rest. These characteristics are: 1. An ability to see and build on strengths 2. A commitment to build innovation eco-systems and 3. A commitment to ongoing action Deliverable: Simplifying the challenges, structuring the learning process, getting better internally and in your eco-system. Enough information to update your objectives and start another cycle.
- 88. vGetting ready for your next Cycle www.cyclesbook.com Cycles
- 89. CREDITS: The CYCLES BOOK is a joint project with over 30 co-authors: Arjan Groen Netherlands https://www.linkedin.com/in/arjan-groen-8088aa/ Bryan Cassady Belgium https://www.linkedin.com/in/bryancassady/ Caio Vinchi USA https://www.linkedin.com/in/caiovinchi/ Charles umeh Nigeria https://ng.linkedin.com/in/charismaticcharles Deep Parekh Switzerland https://www.linkedin.com/in/deep-parekh-phd/ Dennis van der Spoel Netherlands https://www.linkedin.com/in/dennisvanderspoel Doug Hall USA https://www.linkedin.com/in/doughalleureka/ Filip Hendrickx Belgium https://www.linkedin.com/in/filiphendrickx/ Franck Vinchon France/Russia https://www.linkedin.com/in/franckvinchon/ Helge Christie Norway https://www.linkedin.com/in/helge-christie-b2624931/ Jef Staes Belgium https://www.linkedin.com/in/jefstaes/ John Metselaar Belgium https://www.linkedin.com/in/jmetconnect Jurgen De Smet Belgium https://be.linkedin.com/in/jurgendesmet Karen Green UK https://www.linkedin.com/in/karengreen-foodmentor/ Lana Jelenjev Netherlands https://www.linkedin.com/in/lanajelenjev/ Lucas Sauberschwarz Germany https://www.linkedin.com/in/lucas-sauberschwarz-14861123/ Lysander Weiss Germany https://www.linkedin.com/in/lysanderweiss/ Martin Gaedt Germany https://de.linkedin.com/in/martingaedt/de Nicolas Deturck Belgium https://www.linkedin.com/in/nicolasdeturck/ Perry Knoppert Belgium https://www.linkedin.com/in/perryknoppert/ Reinhard Ematinger Germany https://www.linkedin.com/in/ematinger/ Sanmitra Chitte India https://www.linkedin.com/in/sanmitra/ Sergio Pereira Portugal https://www.linkedin.com/in/sergiomcpereira/ Simon Vanhoucke Belgium https://www.linkedin.com/in/simonvanhoucke/ Stoyan Yankov Denmark https://www.linkedin.com/in/stoyanyankov/ Tony de Bree Netherlands https://www.linkedin.com/in/tonydebree/ Urs Rothmayr Spain https://www.linkedin.com/in/ursrothmayr/ Ursula Teubert Switzerland https://ch.linkedin.com/in/ursulateubert Wade Milek USA https://www.linkedin.com/in/wade-milek-72883140/ Yuri Kruman USA https://www.linkedin.com/in/yurikruman/ For more information, and more tools visit: www.cyclesbook.com www.cyclesbook.com Cycles