Innovation Force = Innovation Mass x Acceleration
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When we have a great new idea, we want to move fast with it. But we also want impact, and to get that, we need to make sure that we don’t accelerate before we’ve gotten the idea nailed first.
Tim Kastelle
How to Make Good Lean Startup Hypotheses
Part Eight in the Lean Startup Series
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When starting a lean startup process, our first hypotheses are often too precise. When we’re in discovery mode, we actually need to have pretty vague hypotheses to start – here’s how to build them.
Tools Don’t Equal Skills – Innovation Requires Learning
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People often use tools as a substitute for the underlying skills that you need to be good at something. This is a mistake. To innovate, we have to invest in learning the core innovation skills.
You Are What You Try
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According to Tom Peters, whoever tries the most stuff wins. Time to start experimenting.
Step Off the Cliff
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Wile E. Coyote is actually a pretty good model for innovators. Not because he’s a genius, but because he perseveres.
Theaster Gates: Innovation Through Community, Purpose and Reimagination
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Theaster Gates is an artist, and these days he is revitalising neighbourhoods through an artistic process. His great work provides many innovation lessons.
Innovation Must Be Managed
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There is randomness and uncertainty in innovation. But this doesn’t mean that it can’t be managed.
How to Find Your First Customers
Part 7 in The Lean Startup Series
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One of the goals of lean startup is to find your early adopters – here are some practical ideas for doing that.
Move Sooner and Faster Than You Think You Can
Part 6 in The Lean Startup Series
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If we wait for something to be perfect before we launch it, we’ll never launch.
Three Flawed Ideas That Create Innovation Theatre
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Let’s stop performing the gestures we’re taught to perform that make us seem innovative. Instead, let’s act. Innovation, not Innovation Theatre!
A Minimum Viable Product is an Object for Learning
Part 5 in The Lean Startup Series
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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.
What Assumptions Underlie Your Business?
Hypothesis Testing for Lean Startups - Part Four in the Lean Startup Series
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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.
