If we wait for something to be perfect before we launch it, we’ll never launch.
Let’s stop performing the gestures we’re taught to perform that make us seem innovative. Instead, let’s act. Innovation, not Innovation Theatre!
The best way to think of a Minimum Viable Product is as an object for learning. Here’s an example of a great one, along with resources to help you build your own.
Every time we build a business model for a new idea, it is based on many different assumptions. To increase our chances of success, we need to test these assumptions systematically.
If you’re doing a lean startup, you need to do two things. Identify the potential users in your market that are currently experiencing the most pain, and start with them. Once you’ve identified this first niche, then you can plan your expansion route.
Most new ventures fail because they don’t have enough customers. Unfortunately, entrepreneurs often fail to address this problem, and focus more on getting the product right first. This is a mistake. Lean Startup tools can help you avoid this mistake.
Part 1 in a series reflecting on what we’ve learned after doing a bunch of lean startup work over the past year. First issue – how to use customer development interviews to build a business model.
The hype around innovation right now seems overwhelming. Does this mean that we’ve hit Peak Innovation? No – we’ve hit Peak Innovation Hype. To avoid the hype, we need to understand what is already known about the substance of innovation.
To be a successful organisation, we need the skills to both find and execute new ideas. These two skill-sets often seem to be opposites. However, it is much more productive to think of them as a polarity – an interdependent set of skills which are both simultaneously necessary for success.
If our eternal rate of change doesn’t match the rate of change in our environment, we’re in big trouble. The way to avoid this is innovating more.
According to my friend Ben, mountain bikers say “if you see rocks, you hit rocks.” This idea has important implications for innovation and business performance.
We often look for shortcuts to change, but there are none. The design process used by Charles and Ray Eames gives us insight into how we have to do the hard work if we want to change the world.