Scale Faster – Build Smarter #Velocity Is Everything

Great collection of Stanford eCorner – “It’s simple in theory. You move fast or you fail. At their best, startups channel chameleon-like adaptability while speeding forward. They seize opportunities, validate customer needs, and manage rapid growth.”

Stanford eCorner collected their favorite tips to help you learn to scale faster and build smarter.

For visionaries, recognize opportunity: Artifical intelligence has transformed the landscape of tech products and jobs. Start imagining what customers and skilled workers will need next with Meg Whitman, formerly of Hewlett Packard Enterprise, and Chris Gerdes, Stanford Professor and former Chief Innovation Officer at the United States Department of Transportation.

For product managers, implement a customer development process: Instead of asking, can we build it? Start asking, should we build it? Learn to test your proof of concept using easy experiments with Alberto Savoia, formerly of Google and Sun Microsystems.

For founders and managers, manage the messiness of scaling: Growth adds complexity. It’s your job to keep processes simple. Distill the difference between constructive chaos and pure dysfunction with Dom Price, Head of R&D at Atlassian.”

Conceptualizing digital transformation

“Digital transformation is currently one of the key challenges that industrial leaders are grappling with. As industrial companies evolve to ensure they stay relevant in the new ecosystem, building a high-performing and effective digital team should be a key priority.

* What is the ideal digital organizational model?
* What are the pitfalls to watch out for when creating a digital team?
* What part does culture play in designing organizational structure?
* What will be the metrics by which (digital) performance is measured?
* How long will a standalone digital team be required?”

Key considerations when developing the organizational model for digital
* Evolve existing model
* Evaluate cultural readiness
* Partner closely with HR
* Design KPIs that encourage collaboration

Continue reading the complete original post on Russel Reynolds Associates here.

Why the Lean Start-Up Changes Everything

Some days ago Harvard Business Review has published a video on the impact and importance of Lean-Up. New ventures are searching for a business model, not executing one. Download a customizable version of this video slide deck here (login/registration required). For more, read Why the Lean Start-Up Changes Everything.” It’s a well spent “less than 10 minutes” – Follow this link to the watch video.

The Importance of Design Sprints

“Product development is rife with uncertainity and risk. Often times teams are misaligned and employees don’t see a clear path forward, creating a product that confuses and angers customers. Design Sprints help eliminate challenges and accelerate outcomes by prototyping, testing, and validating product concepts within five days.

Design Sprints work and explaining their value to senior leadership should be easy. That’s why we worked with C. Todd Lombardo, co-author of the book Design Sprint: A Practical Guide for Building Great Digital Products, to visualize why Design Sprints are so important and how to sprint within your own organization.”

Customer Interviews – Problem vs Solution

Recently I have been sitting with a team that has won a price at a Hackathon and are now getting their acts together in order to take next steps. We have been talking a lot about several topics on “what’s next?” and one topic is validation of assumptions and customer feedback in interviews (assuming the team has the right target audience 🙂 ). It is so important to act really unbiased when establishing the questions. It is important to get both: negative and positive feedback. It’s supporting learn and fail fast and also pivoting. It can lead to the outcome that there is no problem and no solution is required, yes, sure. The earlier you know the less money and time you throw out of the window. At Strategyzer I found now this article worth reading it.

‘More empathy means more profit’: why the business world is getting emotional

“Is empathy [training] another workplace fad, or can it really help companies succeed? […] Most people are empathetic … [but] it’s the environment, the culture, the processes, the policies. It’s real change in organisations that actually makes a difference for the people that work there.” – it is a good reading about culture and here is the full article.
This reminded me instantly of some new endavor of Till Grusche who is pursuing a way to establish human centered growth strategies in a business romantic society: This is the link to their website for further information.

Changes Needed For Company Innovation

“Corporate leaders often talk about creating a ‘culture of innovation’ within their companies. Most of what is considered ‘innovation culture’ is ‘innovation theatre.’ […] They have all the great innovation tools in their business, but no innovation. Three changes needed -> keep reading here.”

The 10 Things NOT To Do When Pitching a Venture Capitalist

This blog (follow this link to the complete / original post) is really a neat overview of things to keep in mind when pitching to a VC. It is actually complementing a previous post: “This article is […] about what I’ve learned pitching venture capitalists for Ellevest. While one might be tempted to try to avoid the VC path – and there are an increasing number of ways for entrepreneurs to raise money, such as angel groups and crowdfunding – for now, if you’re raising above a certain amount, you’re going to have to go the venture capital route. And I’m hoping that maybe – just maybe – VCs will work to up their game with women entrepreneurs, and so there will be greater funding opportunities. Some already are.”

Open Innovation Generates Great Ideas, So Why Aren’t Companies Adopting Them?

“Today, many companies see open innovation — a process for sharing knowledge and ideas with other organizations — as a core part of their strategy for developing new offerings. Examples include L’Oréal working with Renault on an electric “spa” concept car and auto-parts makers Delphi and Mobileye joining forces to produce an autonomous driving system. Many companies have found that such partnerships generate cost savings and creative insights.
… Creating flexibility during implementation leads to more support and buy-in for an idea. Ideas that incorporate the diverse views of different experts and stakeholders are stronger. This might seem like signing up for an extra obstacle, but additional iterations mean that executives and other stakeholders are likely to be more convinced of an idea’s merits. Working together in the five ways we have described raises the odds that an idea will be put into practice and not wither and die.”
Read the full original story here!