Podcast appearances and mentions of Alexander Osterwalder

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at:⁠ ⁠⁠OLDPodcast⁠⁠.⁠⁠com⁠. Episode 1679: Christine Comaford breaks down the essentials of crafting a business plan that truly drives growth, emphasizing clarity, purpose, and alignment across teams. Learn how to communicate your vision, set achievable objectives, and engage both logic and emotion to create buy-in from investors and stakeholders. Read along with the original article(s) here: ⁠https⁠⁠://⁠⁠smarttribesinstitute⁠⁠.⁠⁠com⁠⁠/⁠⁠how⁠⁠-⁠⁠to⁠⁠-⁠⁠create⁠⁠-⁠⁠a⁠⁠-⁠⁠killer⁠⁠-⁠⁠business⁠⁠-⁠⁠plan⁠⁠/⁠ Quotes to ponder: "People don't buy what you do, they buy why you do it." "A business plan is a tool that communicates your vision, inspires others to join you, and keeps everyone on track." "Facts tell. Stories sell." Episode references: Business Model Generation by Alexander Osterwalder: ⁠https⁠⁠://⁠⁠www⁠⁠.⁠⁠strategyzer⁠⁠.⁠⁠com⁠⁠/⁠⁠books⁠⁠/⁠⁠business⁠⁠-⁠⁠model⁠⁠-⁠⁠generation⁠ Start With Why by Simon Sinek: ⁠https⁠⁠://⁠⁠www⁠⁠.⁠⁠amazon⁠⁠.⁠⁠com⁠⁠/⁠⁠Start⁠⁠-⁠⁠Why⁠⁠-⁠⁠Leaders⁠⁠-⁠⁠Inspire⁠⁠-⁠⁠Everyone⁠⁠/⁠⁠dp⁠⁠/1591846447⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Discover all of the podcasts in our network, search for specific episodes, get the Optimal Living Daily workbook, and learn more at:⁠ ⁠⁠OLDPodcast⁠⁠.⁠⁠com⁠. Episode 1679: Christine Comaford breaks down the essentials of crafting a business plan that truly drives growth, emphasizing clarity, purpose, and alignment across teams. Learn how to communicate your vision, set achievable objectives, and engage both logic and emotion to create buy-in from investors and stakeholders. Read along with the original article(s) here: ⁠https⁠⁠://⁠⁠smarttribesinstitute⁠⁠.⁠⁠com⁠⁠/⁠⁠how⁠⁠-⁠⁠to⁠⁠-⁠⁠create⁠⁠-⁠⁠a⁠⁠-⁠⁠killer⁠⁠-⁠⁠business⁠⁠-⁠⁠plan⁠⁠/⁠ Quotes to ponder: "People don't buy what you do, they buy why you do it." "A business plan is a tool that communicates your vision, inspires others to join you, and keeps everyone on track." "Facts tell. Stories sell." Episode references: Business Model Generation by Alexander Osterwalder: ⁠https⁠⁠://⁠⁠www⁠⁠.⁠⁠strategyzer⁠⁠.⁠⁠com⁠⁠/⁠⁠books⁠⁠/⁠⁠business⁠⁠-⁠⁠model⁠⁠-⁠⁠generation⁠ Start With Why by Simon Sinek: ⁠https⁠⁠://⁠⁠www⁠⁠.⁠⁠amazon⁠⁠.⁠⁠com⁠⁠/⁠⁠Start⁠⁠-⁠⁠Why⁠⁠-⁠⁠Leaders⁠⁠-⁠⁠Inspire⁠⁠-⁠⁠Everyone⁠⁠/⁠⁠dp⁠⁠/1591846447⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Als Product Owner ist es essenziell, sich kontinuierlich weiterzuentwickeln und die richtigen Werkzeuge für die tägliche Arbeit zu nutzen. In der neuesten Episode der Produktwerker geht es genau darum: Welche Methoden für Product Owner sind wirklich relevant? Eine der wichtigsten Grundlagen ist die Produktvision. Hier hilft das Product Vision Canvas bzw. das Product Vision Board (von Roman Pichler), um ein gemeinsames Verständnis im Team und mit Stakeholdern zu schaffen. Ob mit dem Framework von Roman Pichler oder dem Positioning Statement von Geoffrey Moore – entscheidend ist, dass die Produktvision klar und lebendig bleibt. Eng verknüpft mit der Produktvision ist das Thema Roadmapping. Klassische, feature-getriebene Roadmaps sind längst überholt. Stattdessen setzen erfahrene Product Owner auf Outcome-orientierte Roadmaps, etwa in Form der Now-Next-Later-Roadmap. Dabei geht es nicht darum, starre Zeitpläne einzuhalten, sondern den Fokus auf die gewünschten Wirkungen zu legen. Für eine sinnvolle Planung ist außerdem Story Mapping unverzichtbar. Diese Methode hilft, eine holistische Sicht auf das Produkt zu behalten, Features sinnvoll zu priorisieren und das Team in die richtige Richtung zu steuern. Jeff Patton hat mit dem User Story Mapping eine Praxis entwickelt, die das Verständnis für Wirkungsschnitte und Priorisierung stärkt. Ein weiteres wertvolles Tool im Werkzeugkasten eines Product Owners ist der Opportunity Solution Tree (OST), bekannt aus Teresa Torres' Buch Continuous Discovery Habits. Der OST ermöglicht es, Business-Ziele mit Kundenbedürfnissen zu verknüpfen und den besten Weg zur Lösung abzuleiten. Etwas älter, aber genauso wirksam ist das Impact Mapping von Gojko Adzic – ein strukturierter Ansatz, um zu visualisieren, welche Akteure ihr Verhalten ändern müssen, damit das Produkt erfolgreich wird. In der täglichen Arbeit von Product Ownern spielen Annahmen eine große Rolle. Doch oft sind diese weder hinterfragt noch belegt. Hier kommt das Assumption Mapping ins Spiel. Mit dieser Methode von David J. Bland lassen sich Annahmen systematisch priorisieren und durch gezielte Experimente validieren. Auch das Arbeiten mit User-Feedback gehört zu den essenziellen Methoden für Product Owner. Hier hilft der Interview-Snapshot aus Teresa Torres' Discovery-Ansatz, um strukturierte Erkenntnisse aus Nutzerinterviews zu ziehen. In Kombination mit dem Value Proposition Canvas von Alexander Osterwalder lassen sich die relevanten Pain Points und Gains der Nutzer noch klarer herausarbeiten. Natürlich darf auch das Thema User Stories nicht fehlen. Diese Technik ermöglicht eine nutzerzentrierte Formulierung von Anforderungen. Doch User Stories sind nur so gut wie ihre Akzeptanzkriterien und die Fähigkeit, sie sinnvoll zu schneiden. Deshalb ist es entscheidend, nicht nur das Schreiben, sondern auch das Splitting von User Stories zu beherrschen. Ein weiterer Bereich, der oft unterschätzt wird, ist das Stakeholder-Management. Ohne eine gezielte Strategie kann die Vielzahl an Stakeholdern schnell zur Herausforderung werden. Das Power-Interest-Grid hilft dabei, die richtigen Prioritäten zu setzen und Stakeholder effektiv einzubinden. Daneben sehen wir noch eine elfte Methode, quasi als "Bonus-Thema", das in den letzten Jahren immer wichtiger wird: AI-Prompting. Die Fähigkeit, mit Tools wie ChatGPT oder Perplexity effizient zu arbeiten, kann für Product Owner einen enormen Vorteil bringen – sei es für die Generierung von Ideen, die Analyse von Feedback oder die Strukturierung von Informationen. AI wird zunehmend zum Wingman für Product Owner und sollte daher als fester Bestandteil des Methodensets verstanden werden. Diese zehn Methoden für Product Owner sind nicht nur theoretische Konzepte, sondern praxisbewährte Werkzeuge, die den Alltag eines POs erleichtern und das Produktmanagement auf ein neues Level heben. Welche dieser Methoden setzt du bereits ein? Und welche fehlt deiner Meinung nach in dieser Liste?

Quando se trata de inovação, a fila anda muito rápido, e nenhuma empresa pode dizer que sua posição de liderança está garantida. Se não prestar atenção aos sinais de mudança dos consumidores, todo negócio está arriscado a tropeçar nos dois degraus da disrupção. O problema vem de longe, desde a antiga bomba de inseticida Flit, até a Kodak e Blockbuster. Quem explica tudo é Charles Schweitzer, especialista em transformação digital, conselheiro de empresas e atualmente CEO da startup Tanto. Links do episódioA página do Linkedin de Charles SchweitzerO livro "O Dilema da Inovação", de Clayton ChristensenO livro "Business Model Generation: Inovação Em Modelos De Negócios", de Alexander Osterwalder e Yves PigneurO livro "The AI Mirror: How to Reclaim Our Humanity in an Age of Machine Thinking", de  Shannon VallorO site da startup Tanto A The Shift é uma plataforma de conteúdo que descomplica os contextos da inovação disruptiva e da economia digital.Visite o site www.theshift.info e assine a newsletter

Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur and in-demand speaker whose work has changed the way established companies do business and how new ventures get started.Ranked No. 4 of the Thinkers50 list of the most influential management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies.Strategyzer, Osterwalder's company, provides online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth, and transformation.His books include the international bestseller Business Model Generation, Value Proposition Design: How to Create Products and Services Customers Want, Testing Business Ideas and The Invincible Company. The Profitable NutritionistMore clients, more money, more impact and more freedom without relying on social mediaListen on: Apple Podcasts SpotifySupport the Show.

"Your customers are the judge, jury, and executioner for your value proposition.  They will be merciless if you don't find the fit!" - Alexander Osterwalder.  The percentage of businesses that do not know customers' top buying criteria is frightening. A ton of research shows how few businesses know what their customers value, so they miss the mark with their value proposition. My guest today will reveal some of these stats and what to do about them so we can grow our business and revenue by making relevant tweaks where needed.   YouTube: https://youtu.be/NsUNY-5-Zmc   About Jaynie L. Smith: Jaynie is the CEO of Smart Advantage, Inc., a sales, marketing, and management consultancy whose clients range from mid-sized companies to Fortune 100. She consults nationally and internationally to help businesses define their competitive advantages.   She is the best-selling author of Creating Competitive Advantage, ranked in the top 1% on Amazon for many years.  She is also the author of Relevant Selling.    Jaynie has been featured in Entrepreneur, Industry Week, Investor's Business Daily, Profit Magazine, and PGA & Business Strategies Magazine, to name a few. She has appeared on ABC World News This Morning, Bloomberg News (radio and T.V.), FoxBusiness.com, NPR affiliate WLRN, WABC radio, and many more.   How to Get in Touch With Jaynie L. Smith: Email:  jsmith@smartadvantage.com Website:  http://www.smartadvantage.com/ Gift:  https://smartadvantage.com/creating-competitive-advantage-first-chapter-free/   Stalk me online! LinkTree: https://linktr.ee/conniewhitman   Subscribe to the Changing the Sales Game Podcast on your favorite podcast streaming service or YouTube.  New episodes post every week - listen to Connie dive into new sales and business topics or problems you may have in your business.

Come join Share PLM for another podcast episode with Andrea Järvrén, the Transformation Manager, Methods and Practices in Tetra Pak. Andrea has a strong background in business transformation and global process driver roles with focus on problem solving with an iterative approach. She specialises in facilitation with Design Thinking mindset, Design Sprints and tailored workshops in an enterprise setting, doing everything from facilitating, distributing competence, transforming and scaling to accelerating transformation. In this episode, we are talking about:⚉ Introduction to Design Thinking at Tetra Pak⚉ Practical Applications of Design Thinking⚉ Design Sprint Methodology⚉ Facilitation and Preparation⚉ Measuring Effectiveness⚉ Adapting to Remote Work⚉ Scaling Design Thinking PracticesMENTIONED IN THIS EPISODE:⚉ [Book] Sprint: How to Solve Big Problems and Test New Ideas in Just Five Days by Jake Knapp - https://amzn.to/4c3ih84 ⚉ [Book] Lean UX: Applying Lean Principles to Improve User Experience by Josh Seiden and Jeff Gothelf - https://amzn.to/3KAMmzX ⚉ [Book] Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (The Strategyzer series) by Alexander Osterwalder and Yves Pigneur - https://amzn.to/4c9QHWR ⚉ Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin⚉ AJ&Smart - https://www.ajsmart.com/ ⚉ Lightning Decision Jam (LDJ) - https://www.workshopper.com/lightning-decision-jam CONNECT WITH ANDREA:Linkedin: https://www.linkedin.com/in/andrea-j%C3%A4rvr%C3%A9n-56a1433/ CONNECT WITH SHARE PLM:Website: https://shareplm.com/ Join us every month to listen to fascinating interviews, where we cover a wide array of topics, from actionable tips, to personal experiences, to strategies that you can implement into your PLM strategy.If you have an interesting story to share and want to join the conversation, contact us and let's chat. We can't wait to hear from you!

Bio Luke Hohmann is Chief Innovation Officer of Applied Frameworks. Applied Frameworks helps companies create more profitable software-enabled solutions. A serial entrepreneur, Luke founded, bootstrapped, and sold the SaaS B2B collaboration software company Conteneo to Scaled Agile, Inc. Conteneo's Weave platform is now part of SAFe Studio. A SAFe® Fellow, prolific author, and trailblazing innovator, Luke's contributions to the global agile community include contributing to SAFe, five books, Profit Streams™, Innovation Games®, Participatory Budgeting at enterprise scale, and a pattern language for market-driven roadmapping. Luke is also co-founder of Every Voice Engaged Foundation, where he partnered with The Kettering Foundation to create Common Ground for Action, the world's first scalable platform for deliberative decision-making. Luke is a former National Junior Pairs Figure Skating Champion and has an M.S.E. in Computer Science and Engineering from the University of Michigan. Luke loves his wife and four kids, his wife's cooking, and long runs in the California sunshine and Santa Cruz mountains.    Interview Highlights 01:30 Organisational Behaviour & Cognitive Psychology 06:10 Serendipity 09:30 Entrepreneurship 16:15 Applied Frameworks 20:00 Sustainability 20:45 Software Profit Streams 23:00 Business Model Canvas 24:00 Value Proposition Canvas 24:45 Setting the Price 28:45 Customer Benefit Analysis 34:00 Participatory Budgeting 36:00 Value Stream Funding 37:30 The Color of Money 42:00 Private v Public Sector 49:00 ROI Analysis 51:00 Innovation Accounting    Connecting   LinkedIn: Luke Hohmann on LinkedIn Company Website: Applied Frameworks    Books & Resources   ·         Software Profit Streams(TM): A Guide to Designing a Sustainably Profitable Business: Jason Tanner, Luke Hohmann, Federico González ·         Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (The Strategyzer series): Alexander Osterwalder, Yves Pigneur ·         Value Proposition Design: How to Create Products and Services Customers Want (The Strategyzer Series): Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith, Trish Papadakos ·         Innovation Games: Creating Breakthrough Products Through Collaborative Play: Luke Hohmann ·         The ‘Color of Money' Problem: Additional Guidance on Participatory Budgeting - Scaled Agile Framework ·         The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Eric Ries ·         Extreme Programming Explained: Embrace Change 2, Kent Beck, Cynthia Andres ·         The Mythical Man-Month: Essays on Software Engineering: Brooks, Frederick Phillips ·         Understanding Comics: The Invisible Art, Scott McCloud ·         Ponyboy: A Novel, Eliot Duncan ·         Lessons in Chemistry: A Novel, Bonnie Garmus, Miranda Raison, Bonnie Garmus, Pandora Sykes ·         What Happened to You?: Conversations on Trauma, Resilience, and Healing, Oprah Winfrey, Bruce D. Perry ·         Training | Applied Frameworks   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener.  Ula Ojiaku   So I have with me Luke Hohmann, who is a four time author, three time founder, serial entrepreneur if I say, a SAFe fellow, so that's a Skilled Agile Framework fellow, keynote speaker and an internationally recognised expert in Agile software development. He is also a proud husband and a father of four. So, Luke, I am very honoured to have you on the Agile Innovation Leaders podcast. Thank you for making the time. Luke Hohmann Thank you so much for having me, I'm very happy to be here, and hi everyone who's listening. Ula Ojiaku Yes, I'm sure they're waving back at you as well. I always start my conversations with my guests to find out about them as individuals, you know, so who is Luke? You have a BSc in Computer Science and an MSc in Computer Science and Engineering, but you also studied Cognitive Psychology and Organisational Behaviour in addition to Data Structures and Artificial Intelligence. AI is now making waves and is kind of at the forefront, which is interesting, you had the foresight to also look into these. So my question is, what took you down this path? Luke Hohmann Sure. I had a humble beginning in the world of technology. I worked for a large company, Electronic Data Systems, and it was founded in the mid 60s by a gentleman named Ross Perot, and it became a very, very large company. So my first job at Electronic Data Systems was working in a data centre, and we know what data centres are, but back then, data centres were different because they were predominantly mainframe-based data centres, and I would crawl underneath the floor, cabling the computers and cabling networking equipment. Now, when we think networking, we're really thinking one of two kinds of networking. We think of wireless networking or we think of some form of internet networking, but back in those days, there were varieties of network protocols, literally the standards that we use now weren't invented yet. So it was mainframe networking protocols and dial ups and other forms of networking protocols. From there, I worked my way from beneath the ground up. I had some great managers who saw someone who was worthy of opportunity and they gave me opportunity and it was great. And then eventually I started working in electronic data systems and there was, the first wave of AI came in the mid 80s and that's when we were doing things like building expert systems, and I managed to create with a colleague of mine, who's emerged as my best friend, a very successful implementation of an expert system, an AI-based expert system at EDS, and that motivated me to finish off my college degree, I didn't have my college degree at the time. So EDS supported me in going to the University of Michigan, where as you said, I picked up my Bachelor's and Master's degree, and my advisor at the time was Elliot Soloway, and he was doing research in how programmers program, what are the knowledge structures, what are the ways in which we think when we're programming, and I picked up that research and built programming environments, along with educational material, trying to understand how programmers program and trying to build educational material to teach programming more effectively. That's important because it ignited a lifelong passion for developing education materials, etc. Now the cognitive psychology part was handled through that vein of work, the organisational behaviour work came as I was a student at Michigan. As many of us are when we're in college, we don't make a lot of money, or at university we're not wealthy and I needed a job and so the School of Organisational Behaviour had published some job postings and they needed programmers to program software for their organisational behaviour research, and I answered those ads and I became friends and did the research for many ground-breaking aspects of organisational behaviour and I programmed, and in the process of programming for the professors who were in the School of Organisational Behaviour they would teach me about organisational behaviour and I learned many things that at the time were not entirely clear to me, but then when I graduated from university and I became a manager and I also became more involved in the Agile movement, I had a very deep foundation that has served me very well in terms of what do we mean when we say culture, or what do we mean when we talk about organisational structures, both in the small and in the large, how do we organise effectively, when should we scale, when should we not scale, etc. So that's a bit about my history that I think in terms of the early days helped inform who I am today. Ula Ojiaku Wow, who would have thought, it just reminds me of the word serendipity, you know, I guess a happy coincidence, quote unquote, and would there be examples of where the cognitive psychology part of it also helped you work-wise? Luke Hohmann Yeah, a way to think about cognitive psychology and the branch that, I mean there's, psychology is a huge branch of study, right? So cognitive psychology tends to relate to how do we solve problems, and it tends to focus on problem solving where n = 1 and what I mean by n is the number of participants, and where n is just me as an individual, how do I solve the problems that I'm facing? How do I engage in de-compositional activities or refinement or sense making? Organisational behaviour deals with n > 1. So it can deal with a team of, a para-bond, two people solving problems. It can deal with a small team, and we know through many, many, many decades of research that optimal team structures are eight people or less. I mean, we've known this for, when I say decades I mean millennia. When you look at military structure and military strategy, we know that people need to be organised into much smaller groups to be effective in problem solving and to move quickly. And then in any organisational structure, there's some notion of a team of teams or team engagement. So cognitive psychology, I think, helps leaders understand individuals and their place within the team. And now we talk about, you know, in the Agile community, we talk about things like, I want T-shaped people, I want people with common skills and their area of expertise and by organising enough of the T's, I can create a whole and complete team. I often say I don't want my database designer designing my user interface and I don't want my user interface designer optimising my back end database queries, they're different skills. They're very educated people, they're very sophisticated, but there's also the natural feeling that you and I have about how do I gain a sense of self, how do I gain a sense of accomplishment, a sense of mastery? Part of gaining a sense of mastery is understanding who you are as a person, what you're good at. In Japanese, they would call that Ikigai, right, what are the intersections of, you know, what do I love, what am I good at, what can I make a living at and what do people need, right? All of these intersections occur on an individual level, and then by understanding that we can create more effective teams. Ula Ojiaku Thank you. I've really learned something key here, the relationship between cognitive psychology and organisational behaviour, so thanks for breaking it down. Now, can we go quickly to your entrepreneurship? So there must be three times you started three times a company and you've been successful in that area. What exactly drives you when it comes to establishing businesses and then knowing when to move on? Luke Hohmann Sure. I think it's a combination of reflecting on my childhood and then looking at how that informs someone when they're older, and then opportunities, like you said, serendipity, I think that's a really powerful word that you introduced and it's a really powerful concept because sometimes the serendipity is associated with just allowing yourself to pursue something that presents itself. But when I was young, my father died and my mum had to raise six kids on her own, so my dad died when I was four, my mum raised six kids on her own. We were not a wealthy family, and she was a school teacher and one of the things that happened was, even though she was a very skilled school teacher, there were budget cuts and it was a unionised structure, and even though she was ranked very highly, she lost her job because she was low on the hiring totem pole in terms of how the union worked. It was very hard and of course, it's always hard to make budget cuts and firing but I remember when I was very young making one of those choices saying, I want to work in a field where we are more oriented towards someone's performance and not oriented on when they were hired, or the colour of their skin, or their gender or other things that to me didn't make sense that people were making decisions against. And while it's not a perfect field for sure, and we've got lots of improvement, engineering in general, and of course software engineering and software development spoke to me because I could meet people who were diverse or more diverse than in other fields and I thought that was really good. In terms of being an entrepreneur, that happened serendipitously. I was at the time, before I became an entrepreneur in my last job, was working for an Israeli security firm, and years and years ago, I used to do software anti-piracy and software security through physical dongles. This was made by a company called Aladdin Knowledge Systems in Israel, and I was the head of Engineering and Product Management for the dongle group and then I moved into a role of Business Development for the company. I had a couple of great bosses, but I also learned how to do international management because I had development teams in Israel, I had development teams in Munich, I had development teams in Portland, Oregon, and in the Bay Area, and this was in the 2000s. This is kind of pre-Agile, pre-Salt Lake City, pre-Agile Manifesto, but we were figuring things out and blending and working together. I thought things were going pretty well and I enjoyed working for the Israelis and what we were doing, but then we had the first Gulf War and my wife and I felt that maybe traveling as I was, we weren't sure what was going to happen in the war, I should choose something different. Unfortunately, by that time, we had been through the dot-bomb crisis in Silicon Valley. So it's about 2002 at the time that this was going on, and there really weren't jobs, it was a very weird time in Silicon Valley. So in late 2002, I sent an email to a bunch of friends and I said, hey, I'm going to be a consultant, who wants to hire me, that was my marketing plan, not very clever, and someone called me and said, hey, I've got a problem and this is the kind of thing that you can fix, come consult with us. And I said, great. So I did that, and that started the cleverly named Luke Hohmann Consulting, but then one thing led to another and consulting led to opportunities and growth and I've never looked back. So I think that there is a myth about people who start companies where sometimes you have a plan and you go execute your plan. Sometimes you find the problem and you're solving a problem. Sometimes the problem is your own problem, as in my case I had two small kids and a mortgage and I needed to provide for my family, and so the best way to do that at the time was to become a consultant. Since then I have engaged in building companies, sometimes some with more planning, some with more business tools and of course as you grow as an entrepreneur you learn skills that they didn't teach you in school, like marketing and pricing and business planning etc. And so that's kind of how I got started, and now I have kind of come full circle. The last company, the second last company I started was Conteneo and we ended up selling that to Scaled Agile, and that's how I joined the Scaled Agile team and that was lovely, moving from a position of being a CEO and being responsible for certain things, to being able to be part of a team again, joining the framework team, working with Dean Leffingwell and other members of the framework team to evolve the SAFe framework, that was really lovely. And then of course you get this entrepreneurial itch and you want to do something else, and so I think it comes and goes and you kind of allow yourself those opportunities. Ula Ojiaku Wow, yours is an inspiring story. And so what are you now, so you've talked about your first two Startups which you sold, what are you doing now? Luke Hohmann Yeah, so where I'm at right now is I am the Chief Innovation Officer for a company, Applied Frameworks. Applied Frameworks is a boutique consulting firm that's in a transition to a product company. So if this arm represents our product revenue and this arm represents our services revenue, we're expanding our product and eventually we'll become a product company. And so then the question is, well, what is the product that we're working on? Well, if you look at the Agile community, we've spent a lot of time creating and delivering value, and that's really great. We have had, if you look at the Agile community, we've had amazing support from our business counterparts. They've shovelled literally millions and millions of dollars into Agile training and Agile tooling and Agile transformations, and we've seen a lot of benefit from the Agile community. And when I say Agile, I don't mean SAFe or Scrum or some particular flavour of Agile, I just mean Agile in general. There's been hundreds of millions of dollars to billions of dollars shoved into Agile and we've created a lot of value for that investment. We've got fewer bugs in our software because we've got so many teams doing XP driven practices like Test Driven Development, we've got faster response times because we've learned that we can create smaller releases and we've created infrastructure that lets us do deployments automatically, even if you're doing embedded systems, we figured out how to do over the air updates, we've figured out how to create infrastructure where the cars we're driving are now getting software updates. So we've created for our business leaders lots of value, but there's a problem in that value. Our business leaders now need us to create a profit, and creating value and creating a profit are two different things. And so in the pursuit of value, we have allowed our Agile community to avoid and or atrophy on skills that are vital to product management, and I'm a classically trained Product Manager, so I've done market segmentation and market valuation and market sizing, I've done pricing, I've done licensing, I've done acquisitions, I've done compliance. But when you look at the traditional definition of a Product Owner, it's a very small subset of that, especially in certain Agile methods where Product Owners are team centric, they're internal centric. That's okay, I'm not criticising that structure, but what's happened is we've got people who no longer know how to price, how to package, how to license products, and we're seeing companies fail, investor money wasted, too much time trying to figure things out when if we had simply approached the problem with an analysis of not just what am I providing to you in terms of value, but what is that value worth, and how do I structure an exchange where I give you value and you give me money? And that's how businesses survive, and I think what's really interesting about this in terms of Agile is Agile is very intimately tied to sustainability. One of the drivers of the Agile Movement was way back in the 2000s, we were having very unsustainable practices. People would be working 60, 80, death march weeks of grinding out programmers and grinding out people, and part of the Agile Movement was saying, wait a minute, this isn't sustainable, and even the notion of what is a sustainable pace is really vital, but a company cannot sustain itself without a profit, and if we don't actually evolve the Agile community from value streams into profit streams, we can't help our businesses survive. I sometimes ask developers, I say, raise your hand if you're really embracing the idea that your job is to make more money for your company than they pay you, that's called a profit, and if that's not happening, your company's going to fail. Ula Ojiaku They'll be out of a job. Luke Hohmann You'll be out of a job. So if you want to be self-interested about your future, help your company be successful, help them make a profit, and so where I'm at right now is Applied Frameworks has, with my co-author, Jason Tanner, we have published a bold and breakthrough new book called Software Profit Streams, and it's a book that describes how to do pricing and packaging for software enabled solutions. When we say software enabled solution, we mean a solution that has software in it somehow, could be embedded software in your microwave oven, it could be a hosted solution, it could be an API for a payment processor, it could be the software in your car that I talked about earlier. So software enabled solutions are the foundation, the fabric of our modern lives. As Mark Andreessen says software is eating the world, software is going to be in everything, and we need to know how to take the value that we are creating as engineers, as developers, and convert that into pricing and licensing choices that create sustainable profits. Ula Ojiaku Wow. It's as if you read my mind because I was going to ask you about your book, Software Profit Streams, A Guide to Designing a Sustainably Profitable Business. I also noticed that, you know, there is the Profit Stream Canvas that you and your co-author created. So let's assume I am a Product Manager and I've used this, let's assume I went down the path of using the Business Model Canvas and there is the Customer Value Proposition. So how do they complement? Luke Hohmann How do they all work together? I'm glad you asked that, I think that's a very insightful question and the reason it's so helpful is because, well partly because I'm also friends with Alex Osterwalder, I think he's a dear, he's a wonderful human, he's a dear friend. So let's look at the different elements of the different canvases, if you will, and why we think that this is needed. The Business Model Canvas is kind of how am I structuring my business itself, like what are my partners, my suppliers, my relationships, my channel strategy, my brand strategy with respect to my customer segments, and it includes elements of cost, which we're pretty good at. We're pretty good at knowing our costs and elements of revenue, but the key assumption of revenue, of course, is the selling price and the number of units sold. So, but if you look at the book, Business Model Generation, where the Business Model Canvas comes from, it doesn't actually talk about how to set the price. Is the video game going to be $49? Is it going to be $59, or £49 or £59? Well, there's a lot of thought that goes into that. Then we have the Value Proposition Canvas, which highlights what are the pains the customer is facing? What are the gains that the customer is facing? What are the jobs to be done of the customer? How does my solution relate to the jobs? How does it help solve the pain the customer is feeling? How does it create gain for the customer? But if you read those books, and both of those books are on my shelf because they're fantastic books, it doesn't talk about pricing. So let's say I create a gain for you. Well, how much can I charge you for the gain that I've created? How do I structure that relationship? And how do I know, going back to my Business Model Canvas, that I've got the right market segment, I've got the right investment strategy, I might need to make an investment in the first one or two releases of my software or my product before I start to make a per unit profit because I'm evolving, it's called the J curve and the J curve is how much money am I investing before I well, I have to be able to forecast that, I have to be able to model that, but the key input to that is what is the price, what is the mechanism of packaging that you're using, is it, for example, is it per user in a SAS environment or is it per company in a SAS environment? Is it a meter? Is it like an API transaction using Stripe or a payment processor, Adyen or Stripe or Paypal or any of the others that are out there? Or is it an API call where I'm charging a fraction of a penny for any API call? All of those elements have to be put into an economic model and a forecast has to be created. Now, what's missing about this is that the Business Model Canvas and the Value Proposition Canvas don't give you the insight on how to set the price, they just say there is a price and we're going to use it in our equations. So what we've done is we've said, look, setting the price is itself a complex system, and what I mean by a complex system is that, let's say that I wanted to do an annual license for a new SAS offering, but I offer that in Europe and now my solution is influenced or governed by GDPR compliance, where I have data retention and data privacy laws. So my technical architecture that has to enforce the license, also has to comply with something in terms of the market in which I'm selling. This complex system needs to be organised, and so what canvases do is in all of these cases, they let us take a complex system and put some structure behind the choices that we're making in that complex system so that we can make better choices in terms of system design. I know how I want this to work, I know how I want this to be structured, and therefore I can make system choices so the system is working in a way that benefits the stakeholders. Not just me, right, I'm not the only stakeholder, my customers are in this system, my suppliers are in this system, society itself might be in the system, depending on the system I'm building or the solution I'm building. So the canvases enable us to make system level choices that are hopefully more effective in achieving our goals. And like I said, the Business Model Canvas, the Value Proposition Canvas are fantastic, highly recommended, but they don't cover pricing. So we needed something to cover the actual pricing and packaging and licensing. Ula Ojiaku Well, that's awesome. So it's really more about going, taking a deeper dive into thoughtfully and structurally, if I may use that word, assessing the pricing. Luke Hohmann Yeah, absolutely. Ula Ojiaku Would you say that in doing this there would be some elements of, you know, testing and getting feedback from actual customers to know what price point makes sense? Luke Hohmann Absolutely. There's a number of ways in which customer engagement or customer testing is involved. The very first step that we advocate is a Customer Benefit Analysis, which is what are the actual benefits you're creating and how are your customers experiencing those benefits. Those experiences are both tangible and intangible and that's another one of the challenges that we face in the Agile community. In general, the Agile community spends a little bit more time on tangible or functional value than intangible value. So we, in terms of if I were to look at it in terms of a computer, we used to say speeds and feeds. How fast is the processor? How fast is the network? How much storage is on my disk space? Those are all functional elements. Over time as our computers have become plenty fast or plenty storage wise for most of our personal computing needs, we see elements of design come into play, elements of usability, elements of brand, and we see this in other areas. Cars have improved in quality so much that many of us, the durability of the car is no longer a significant attribute because all cars are pretty durable, they're pretty good, they're pretty well made. So now we look at brand, we look at style, we look at aesthetics, we look at even paying more for a car that aligns with our values in terms of the environment. I want to get an EV, why, because I want to be more environmentally conscious. That's a value driven, that's an intangible factor. And so our first step starts with Customer Benefit Analysis looking at both functional or tangible value and intangible value, and you can't do that, as you can imagine, you can't do that without having customer interaction and awareness with your stakeholders and your customers, and that also feeds throughout the whole pricing process. Eventually, you're going to put your product in a market, and that's a form itself of market research. Did customers buy, and if they didn't buy, why did they not buy? Is it poorly packaged or is it poorly priced? These are all elements that involve customers throughout the process. Ula Ojiaku If I may, I know we've been on the topic of your latest book Software Profit Streams. I'm just wondering, because I can't help but try to connect the dots and I'm wondering if there might be a connection to one of your books, Innovation Games: Creating Breakthrough Products Through Collaborative Play, something like buy a feature in your book, that kind of came to mind, could there be a way of using that as part of the engagement with customers in setting a pricing strategy? I may be wrong, I'm just asking a question. Luke Hohmann I think you're making a great connection. There's two forms of relationship that Innovation Games and the Innovation Games book have with Software Profit Streams. One is, as you correctly noted, just the basics of market research, where do key people have pains or gains and what it might be worth. That work is also included in Alex Osterwalder's books, Value Proposition Design for example, when I've been doing Value Proposition Design and I'm trying to figure out the customer pains, you can use the Innovation Games Speed Boat. And when I want to figure out the gains, I can use the Innovation Game Product Box. Similarly, when I'm figuring out pricing and licensing, a way, and it's a very astute idea, a way to understand price points of individual features is to do certain kinds of market research. One form of market research you can do is Buy-a-Feature, which gives a gauge of what people are willing or might be willing to pay for a feature. It can be a little tricky because the normal construction of Buy-a-Feature is based on cost. However, your insight is correct, you can extend Buy-a-Feature such that you're testing value as opposed to cost, and seeing what, if you take a feature that costs X, but inflate that cost by Y and a Buy-a-Feature game, if people still buy it, it's a strong signal strength that first they want it, and second it may be a feature that you can, when delivered, would motivate you to raise the price of your offering and create a better profit for your company. Ula Ojiaku Okay, well, thank you. I wasn't sure if I was on the right lines. Luke Hohmann It's a great connection. Ula Ojiaku Thanks again. I mean, it's not original. I'm just piggybacking on your ideas. So with respect to, if we, if you don't mind, let's shift gears a bit because I know that, or I'm aware that whilst you were with Scaled Agile Incorporated, you know, you played a key part in developing some of their courses, like the Product POPM, and I think the Portfolio Management, and there was the concept about Participatory Budgeting. Can we talk about that, please? Luke Hohmann I'd love to talk about that, I mean it's a huge passion of mine, absolutely. So in February of 2018, I started working with the framework team and in December of 2018, we talked about the possibility of what an acquisition might look like and the benefits it would create, which would be many. That closed in May of 2019, and in that timeframe, we were working on SAFe 5.0 and so there were a couple of areas in which I was able to make some contributions. One was in Agile product delivery competency, the other was in lean portfolio management. I had a significant hand in restructuring or adding the POPM, APM, and LPM courses, adding things like solutions by horizons to SAFe, taking the existing content on guardrails, expanding it a little bit, and of course, adding Participatory Budgeting, which is just a huge passion of mine. I've done Participatory Budgeting now for 20 years, I've helped organisations make more than five billions of dollars of investment spending choices at all levels of companies, myself and my colleagues at Applied Frameworks, and it just is a better way to make a shared decision. If you think about one of the examples they use about Participatory Budgeting, is my preferred form of fitness is I'm a runner and so, and my wife is also a fit person. So if she goes and buys a new pair of shoes or trainers and I go and buy a new pair of trainers, we don't care, because it's a small purchase. It's frequently made and it's within the pattern of our normal behaviour. However, if I were to go out and buy a new car without involving her, that feels different, right, it's a significant purchase, it requires budgeting and care, and is this car going to meet our needs? Our kids are older than your kids, so we have different needs and different requirements, and so I would be losing trust in my pair bond with my wife if I made a substantial purchase without her involvement. Well, corporations work the same way, because we're still people. So if I'm funding a value stream, I'm funding the consistent and reliable flow of valuable items, that's what value stream funding is supposed to do. However, if there is a significant investment to be made, even if the value stream can afford it, it should be introduced to the portfolio for no other reason than the social structure of healthy organisations says that we do better when we're talking about these things, that we don't go off on our own and make significant decisions without the input of others. That lowers transparency, that lowers trust. So I am a huge advocate of Participatory Budgeting, I'm very happy that it's included in SAFe as a recommended practice, both for market research and Buy-a-Feature in APM, but also more significantly, if you will, at the portfolio level for making investment decisions. And I'm really excited to share that we've just published an article a few weeks ago about Participatory Budgeting and what's called The Color of Money, and The Color of Money is sometimes when you have constraints on how you can spend money, and an example of a constraint is let's say that a government raised taxes to improve transportation infrastructure. Well, the money that they took in is constrained in a certain way. You can't spend it, for example, on education, and so we have to show how Participatory Budgeting can be adapted to have relationships between items like this item requires this item as a precedent or The Color of Money, constraints of funding items, but I'm a big believer, we just published that article and you can get that at the Scaled Agile website, I'm a big believer in the social power of making these financial decisions and the benefits that accrue to people and organisations when they collaborate in this manner. Ula Ojiaku Thanks for going into that, Luke. So, would there be, in your experience, any type of organisation that's participatory? It's not a leading question, it's just genuine, there are typically outliers and I'm wondering in your experience, and in your opinion, if there would be organisations that it might not work for? Luke Hohmann Surprisingly, no, but I want to add a few qualifications to the effective design of a Participatory Budgeting session. When people hear Participatory Budgeting, there's different ways that you would apply Participatory Budgeting in the public and private sector. So I've done citywide Participatory Budgeting in cities and if you're a citizen of a city and you meet the qualifications for voting within that jurisdiction, in the United States, it's typically that you're 18 years old, in some places you have to be a little older, in some places you might have other qualifications, but if you're qualified to participate as a citizen in democratic processes, then you should be able to participate in Participatory Budgeting sessions that are associated with things like how do we spend taxes or how do we make certain investments. In corporations it's not quite the same way. Just because you work at a company doesn't mean you should be included in portfolio management decisions that affect the entire company. You may not have the background, you may not have the training, you may be what my friends sometimes call a fresher. So I do a lot of work overseas, so freshers, they just may not have the experience to participate. So one thing that we look at in Participatory Budgeting and SAFe is who should be involved in the sessions, and that doesn't mean that every single employee should always be included, because their background, I mean, they may be a technical topic and maybe they don't have the right technical background. So we work a little bit harder in corporations to make sure the right people are there. Now, of course, if we're going to make a mistake, we tend to make the mistake of including more people than excluding, partly because in SAFe Participatory Budgeting, it's a group of people who are making a decision, not a one person, one vote, and that's really profoundly important because in a corporation, just like in a para-bond, your opinion matters to me, I want to know what you're thinking. If I'm looking in, I'll use SAFe terminology, if I'm looking at three epics that could advance our portfolio, and I'm a little unsure about two of those epics, like one of those epics, I'm like, yeah, this is a really good thing, I know a little bit about it, this matters, I'm going to fund this, but the other two I'm not so sure about, well, there's no way I can learn through reading alone what the opinions of other people are, because, again, there's these intangible factors. There's these elements that may not be included in an ROI analysis, it's kind of hard to talk about brand and an ROI analysis - we can, but it's hard, so I want to listen to how other people are talking about things, and through that, I can go, yeah, I can see the value, I didn't see it before, I'm going to join you in funding this. So that's among the ways in which Participatory Budgeting is a little different within the private sector and the public sector and within a company. The only other element that I would add is that Participatory Budgeting gives people the permission to stop funding items that are no longer likely to meet the investment or objectives of the company, or to change minds, and so one of the, again, this is a bit of an overhang in the Agile community, Agile teams are optimised for doing things that are small, things that can fit within a two or three week Sprint. That's great, no criticism there, but our customers and our stakeholders want big things that move the market needle, and the big things that move the market needle don't get done in two or three weeks, in general, and they rarely, like they require multiple teams working multiple weeks to create a really profoundly new important thing. And so what happens though, is that we need to make in a sense funding commitments for these big things, but we also have to have a way to change our mind, and so traditional funding processes, they let us make this big commitment, but they're not good at letting us change our mind, meaning they're not Agile. Participatory Budgeting gives us the best of both worlds. I can sit at the table with you and with our colleagues, we can commit to funding something that's big, but six months later, which is the recommended cadence from SAFe, I can come back to that table and reassess and we can all look at each other, because you know those moments, right, you've had that experience in visiting, because you're like looking around the table and you're like, yeah, this isn't working. And then in traditional funding, we keep funding what's not working because there's no built-in mechanism to easily change it, but in SAFe Participatory Budgeting, you and I can sit at the table and we can look at each other with our colleagues and say, yeah, you know, that initiative just, it's not working, well, let's change our mind, okay, what is the new thing that we can fund? What is the new epic? And that permission is so powerful within a corporation. Ula Ojiaku Thanks for sharing that, and whilst you were speaking, because again, me trying to connect the dots and thinking, for an organisation that has adopted SAFe or it's trying to scale Agility, because like you mentioned, Agile teams are optimised to iteratively develop or deliver, you know, small chunks over time, usually two to three weeks, but, like you said, there is a longer time horizon spanning months, even years into the future, sometimes for those worthwhile, meaty things to be delivered that moves the strategic needle if I may use that buzzword. So, let's say we at that lean portfolio level, we're looking at epics, right, and Participatory Budgeting, we are looking at initiatives on an epic to epic basis per se, where would the Lean Startup Cycle come in here? So is it that Participatory Budgeting could be a mechanism that is used for assessing, okay, this is the MVP features that have been developed and all that, the leading indicators we've gotten, that's presented to the group, and on that basis, we make that pivot or persevere or stop decision, would that fit in? Luke Hohmann Yeah, so let's, I mean, you're close, but let me make a few turns and then it'll click better. First, let's acknowledge that the SAFe approach to the Lean Startup Cycle is not the Eric Ries approach, there are some differences, but let's separate how I fund something from how I evaluate something. So if I'm going to engage in the SAFe Lean Startup Cycle, part of that engagement is to fund an MVP, which is going to prove or disprove a given hypothesis. So that's an expenditure of money. Now there's, if you think about the expenditure of money, there's minimally two steps in this process - there's spending enough money to conduct the experiments, and if those experiments are true, making another commitment to spend money again, that I want to spend it. The reason this is important is, let's say I had three experiments running in parallel and I'm going to use easy round numbers for a large corporation. Let's say I want to run three experiments in parallel, and each experiment costs me a million pounds. Okay. So now let's say that the commercialisation of each of those is an additional amount of money. So the portfolio team sits around the table and says, we have the money, we're going to fund all three. Okay, great. Well, it's an unlikely circumstance, but let's say all three are successful. Well, this is like a venture capitalist, and I have a talk that I give that relates the funding cycle of a venture capitalist to the funding cycle of an LPM team. While it's unlikely, you could have all three become successful, and this is what I call an oversubscribed portfolio. I've got three great initiatives, but I can still only fund one or two of them, I still have to make the choice. Now, of course, I'm going to look at my economics and let's say out of the three initiatives that were successfully proven through their hypothesis, let's say one of them is just clearly not as economically attractive, for whatever reason. Okay, we get rid of that one, now, I've got two, and if I can only fund one of them, and the ROI, the hard ROI is roughly the same, that's when Participatory Budgeting really shines, because we can have those leaders come back into the room, and they can say, which choice do we want to make now? So the evaluative aspect of the MVP is the leading indicators and the results of the proving or disproving of the hypotheses. We separate that from the funding choices, which is where Participatory Budgeting and LPM kick in. Ula Ojiaku Okay. So you've separated the proving or disproving the hypothesis of the feature, some of the features that will probably make up an epic. And you're saying the funding, the decision to fund the epic in the first place is a different conversation. And you've likened it to Venture Capital funding rounds. Where do they connect? Because if they're separate, what's the connecting thread between the two? Luke Hohmann The connected thread is the portfolio process, right? The actual process is the mechanism where we're connecting these things. Ula Ojiaku OK, no, thanks for the portfolio process. But there is something you mentioned, ROI - Return On Investment. And sometimes when you're developing new products, you don't know, you have assumptions. And any ROI, sorry to put it this way, but you're really plucking figures from the air, you know, you're modelling, but there is no certainty because you could hit the mark or you could go way off the mark. So where does that innovation accounting coming into place, especially if it's a product that's yet to make contact with, you know, real life users, the customers. Luke Hohmann Well, let's go back to something you said earlier, and what you talked earlier about was the relationship that you have in market researching customer interaction. In making a forecast, let's go ahead and look at the notion of building a new product within a company, and this is again where the Agile community sometimes doesn't want to look at numbers or quote, unquote get dirty, but we have to, because if I'm going to look at building a new idea, or taking a new idea into a product, I have to have a forecast of its viability. Is it economically viable? Is it a good choice? So innovation accounting is a way to look at certain data, but before, I'm going to steal a page, a quote, from one of my friends, Jeff Patton. The most expensive way to figure this out is to actually build the product. So what can I do that's less expensive than building the product itself? I can still do market research, but maybe I wouldn't do an innovation game, maybe I'd do a formal survey and I use a price point testing mechanism like Van Westendorp Price Point Analysis, which is a series of questions that you ask to triangulate on acceptable price ranges. I can do competitive benchmarking for similar products and services. What are people offering right now in the market? Now that again, if the product is completely novel, doing competitive benchmarking can be really hard. Right now, there's so many people doing streaming that we look at the competitive market, but when Netflix first offered streaming and it was the first one, their best approach was what we call reference pricing, which is, I have a reference price for how much I pay for my DVDs that I'm getting in the mail, I'm going to base my streaming service kind of on the reference pricing of entertainment, although that's not entirely clear that that was the best way to go, because you could also base the reference price on what you're paying for a movie ticket and how many, but then you look at consumption, right, because movie tickets are expensive, so I only go to a movie maybe once every other month, whereas streaming is cheap and so I can change my demand curve by lowering my price. But this is why it's such a hard science is because we have this notion of these swirling factors. Getting specifically back to your question about the price point, I do have to do some market research before I go into the market to get some forecasting and some confidence, and research gives me more confidence, and of course, once I'm in the market, I'll know how effective my research matched the market reality. Maybe my research was misleading, and of course, there's some skill in designing research, as you know, to get answers that have high quality signal strength. Ula Ojiaku Thanks for clarifying. That makes perfect sense to me. Luke Hohmann It's kind of like a forecast saying, like there's a group of Agile people who will say, like, you shouldn't make forecasts. Well, I don't understand that because that's like saying, and people will say, well, I can't predict the future. Well, okay, I can't predict when I'm going to retire, but I'm planning to retire. I don't know the date of my exact retirement, but my wife and I are planning our retirement, and we're saving, we're making certain investment choices for our future, because we expect to have a future together. Now our kids are older than yours. My kids are now in university, and so we're closer to retirement. So what I dislike about the Agile community is people will sometimes say, well, I don't know the certainty of the event, therefore, I can't plan for it. But that's really daft, because there are many places in like, you may not for the listeners, her daughter is a little younger than my kids, but they will be going to university one day, and depending on where they go, that's a financial choice. So you could say, well, I don't know when she's going to university, and I can't predict what university she's going to go to, therefore I'm not going to save any money. Really? That doesn't make no sense. So I really get very upset when you have people in the agile community will say things like road mapping or forecasting is not Agile. It's entirely Agile. How you treat it is Agile or not Agile. Like when my child comes up to me and says, hey, you know about that going to university thing, I was thinking of taking a gap year. Okay, wait a minute, that's a change. That doesn't mean no, it means you're laughing, right? But that's a change. And so we respond to change, but we still have a plan. Ula Ojiaku It makes sense. So the reason, and I completely resonate with everything you said, the reason I raised that ROI and it not being known is that in some situations, people might be tempted to use it to game the budget allocation decision making process. That's why I said you would pluck the ROI. Luke Hohmann Okay, let's talk about that. We actually address this in our recent paper, but I'll give you my personal experience. You are vastly more likely to get bad behaviour on ROI analysis when you do not do Participatory Budgeting, because there's no social construct to prevent bad behaviour. If I'm sitting down at a table and that's virtual or physical, it doesn't matter, but let's take a perfect optimum size for a Participatory Budgeting group. Six people, let's say I'm a Director or a Senior Director in a company, and I'm sitting at a table and there's another Senior Director who's a peer, maybe there's a VP, maybe there's a person from engineering, maybe there's a person from sales and we've got this mix of people and I'm sitting at that table. I am not incented to come in with an inflated ROI because those people are really intelligent and given enough time, they're not going to support my initiative because I'm fibbing, I'm lying. And I have a phrase for this, it's when ROI becomes RO-lie that it's dangerous. And so when I'm sitting at that table, what we find consistently, and one of the clients that we did a fair amount of Participatory Budgeting for years ago with Cisco, what we found was the leaders at Cisco were creating tighter, more believable, and more defensible economic projections, precisely because they knew that they were going to be sitting with their peers, and it didn't matter. It can go both ways. Sometimes people will overestimate the ROI or they underestimate the cost. Same outcome, right? I'm going to overestimate the benefit, and people would be like, yeah, I don't think you can build that product with three teams. You're going to need five or six teams and people go, oh, I can get it done with, you know, 20 people. Yeah, I don't think so, because two years ago, we built this product. It's very similar, and, you know, we thought we could get it done with 20 people and we couldn't. We really needed, you know, a bigger group. So you see the social construct creating a more believable set of results because people come to the Participatory Budgeting session knowing that their peers are in the room. And of course, we think we're smart, so our peers are as smart as we are, we're all smart people, and therefore, the social construct of Participatory Budgeting quite literally creates a better input, which creates a better output. Ula Ojiaku That makes sense, definitely. Thanks for sharing that. I've found that very, very insightful and something I can easily apply. The reasoning behind it, the social pressure, quote unquote, knowing that you're not just going to put the paper forward but you'd have to defend it in a credible, believable way make sense. So just to wrap up now, what books have you found yourself recommending to people the most, and why? Luke Hohmann It's so funny, I get yelled at by my wife for how many books I buy. She'll go like “It's Amazon again. Another book. You know, there's this thing called the library.” Ula Ojiaku You should do Participatory Budgeting for your books then sounds like, sorry. Luke Hohmann No, no, I don't, I'd lose. Gosh, I love so many books. So there's a few books that I consider to be my go-to references and my go-to classics, but I also recommend that people re-read books and sometimes I recommend re-reading books is because you're a different person, and as you age and as you grow and you see things differently and in fact, I'm right now re-reading and of course it goes faster, but I'm re-reading the original Extreme Programming Explained by Kent Beck, a fantastic book. I just finished reading a few new books, but let me let me give you a couple of classics that I think everyone in our field should read and why they should read them. I think everyone should read The Mythical Man-Month by Fred Brooks because he really covers some very profound truths that haven't changed, things like Brooks Law, which is adding programmers to a late project, makes it later. He talks about the structure of teams and how to scale before scaling was big and important and cool. He talks about communication and conceptual integrity and the role of the architect. The other book that I'm going to give, which I hope is different than any book that anyone has ever given you, because it's one of my absolute favourite books and I give them away, is a book called Understanding Comics by Scott McCloud. Comics or graphic novels are an important medium for communication, and when we talk about storytelling and we talk about how to frame information and how to present information, understanding comics is profoundly insightful in terms of how to present, share, show information. A lot of times I think we make things harder than they should be. So when I'm working with executives and some of the clients that I work with personally, when we talk about our epics, we actually will tell stories about the hero's journey and we actually hire comic book artists to help the executives tell their story in a comic form or in a graphic novel form. So I absolutely love understanding comics. I think that that's really a profound book. Of course you mentioned Alex Osterwalder's books, Business Model Generation, Business Model Canvas. Those are fantastic books for Product Managers. I also, just looking at my own bookshelves, of course, Innovation Games for PMs, of course Software Profit Streams because we have to figure out how to create sustainability, but in reality there's so many books that we love and that we share and that we grow together when we're sharing books and I'll add one thing. Please don't only limit your books to technical books. We're humans too. I recently, this week and what I mean recent I mean literally this weekend I was visiting one of my kids in Vermont all the way across the country, and so on the plane ride I finished two books, one was a very profound and deeply written book called Ponyboy. And then another one was a very famous book on a woman protagonist who's successful in the 60s, Lessons in Chemistry, which is a new book that's out, and it was a super fun light read, some interesting lessons of course, because there's always lessons in books, and now if it's okay if I'm not overstepping my boundaries, what would be a book that you'd like me to read? I love to add books to my list. Ula Ojiaku Oh my gosh, I didn't know. You are the first guest ever who's twisted this on me, but I tend to read multiple books at a time. Luke Hohmann Only two. Ula Ojiaku Yeah, so, and I kind of switch, maybe put some on my bedside and you know there's some on my Kindle and in the car, just depending. So I'm reading multiple books at a time, but based on what you've said the one that comes to mind is the new book by Oprah Winfrey and it's titled What Happened to You? Understanding Trauma, because like you said, it's not just about reading technical books and we're human beings and we find out that people behave probably sometimes in ways that are different to us, and it's not about saying what's wrong with you, because there is a story that we might not have been privy to, you know, in terms of their childhood, how they grew up, which affected their worldview and how they are acting, so things don't just suddenly happen. And the question that we have been asked and we sometimes ask of people, and for me, I'm reading it from a parent's perspective because I understand that even more so that my actions, my choices, they play a huge, you know, part in shaping my children. So it's not saying what's wrong with you? You say, you know, what happened to you? And it traces back to, based on research, because she wrote it with a renowned psychologist, I don't know his field but a renowned psychologist, so neuroscience-based psychological research on human beings, attachment theory and all that, just showing how early childhood experiences, even as early as maybe a few months old, tend to affect people well into adulthood. So that would be my recommendation. Luke Hohmann Thank you so much. That's a gift. Ula Ojiaku Thank you. You're the first person to ask me. So, my pleasure. So, before we go to the final words, where can the audience find you, because you have a wealth of knowledge, a wealth of experience, and I am sure that people would want to get in touch with you, so how can they do this please? Luke Hohmann Yeah, well, they can get me on LinkedIn and they can find me at Applied Frameworks. I tell you, I teach classes that are known to be very profound because we always reserve, myself and the instructors at Applied Frameworks, we have very strong commitments to reserving class time for what we call the parking lot or the ask me anything question, which are many times after I've covered the core material in the class, having the opportunity to really frame how to apply something is really important. So I would definitely encourage people to take one of my classes because you'll not get the material, you'll get the reasons behind the material, which means you can apply it, but you'll also be able to ask us questions and our commitment as a company is you can ask us anything and if we don't know the answer, we'll help you find it. We'll help you find the expert or the person that you need talk to, to help you out and be successful. And then, and I think in terms of final words, I will simply ask people to remember that we get to work in the most amazing field building things for other people and it's joyful work, and we, one of my phrases is you're not doing Agile, if you're not having fun at work, there's something really wrong, there's something missing, yeah we need to retrospect and we need to improve and we need to reflect and all those important things, absolutely, but we should allow ourselves to experience the joy of serving others and being of service and building things that matter. Ula Ojiaku I love the concept of joyful Agile and getting joy in building things that matter, serving people and may I add also working together with amazing people, and for me it's been a joyful conversation with you, Luke, I really appreciate you making the time, I am definitely richer and more enlightened as a result of this conversation, so thank you so much once more. Luke Hohmann Thank you so much for having me here, thank you everyone for listening with us. Ula Ojiaku  My pleasure. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless!   

What makes a company invincible? How do you know if a company takes innovation seriously? Alexander Osterwalder has the answers.  Alex is an entrepreneur, leading author, and in-demand speaker, and one of the world's most influential strategy and innovation experts. Ranked no. 4 of the top 50 management thinkers worldwide, his work has changed how established companies do business and how new ventures get started. His books include the international bestsellers «Business Model Generation», «Value Proposition Design», and «The Invincible Company.» Together with Yves Pigneur, he invented the Business Model Canvas and the Value Proposition Canvas – practical tools that are trusted by millions.  He explains what makes a company invincible, what companies get right and wrong about innovation, how you can create a value proposition for your business that customers love.  We also discuss how storytelling helps your businesses suspend disbelief in the unfamiliar.  Enjoy this episode with one of the world's foremost strategy and innovation thinkers! Would you like to receive weekly tips from me on how you can join the top 1% of business communicators? Try the Speak Like a CEO newsletter. It is highly actionable and provides a ton of insights that you can immediately apply to your own career or business.  https://www.eoipsocommunications.com/newsletter/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/likeaceo/message

Today's guest is the one and only David Bland, author of the bestselling book Testing Business Ideas co-written with Alexander Osterwalder and part of Strategyzer's book series. David is one of my biggest references in Product. His work, combined with Teresa Torres, is such a potent cocktail for anyone wanting to build better products and discover value more effectively. One of the things I love about David's work is his emphasis on evidence-based decision-making and how practical he made it for teams to adopt this mindset.We talked about: * How to map your assumptions and which risks to consider first* Why working collaboratively and across various areas of the business is so important when testing desirability, viability, and feasibility* Why you should start discovery with a small and 100% dedicated team, and expand as you generate evidence* How desirability and viability are intertwined, and how to go about de-risking it* How to frame hypotheses* How to evolve your evidence from what customers say to what they do (going beyond interviews and surveys)* How to sequence experiments and get the right balance between running 1 experiment and planning ahead* How to test willingness to pay* Characteristics of high-performing teams doing discovery * The importance of time-boxing and connecting it with how the company makes decisions and approaches funding* How leaders can foster a culture of discovery* And more  This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit afonsofranco.substack.com

Join Brian and David Bland as they journey into the novel idea of testing assumptions before development to avoid costly mistakes and ensure the right things are being built in the latest episode of the Agile Mentors Podcast—a must-listen for any product owner wanting to determine if their team is working on the right thing. Overview In this episode of the Agile Mentors Podcast, Brian talks all things testing with David Bland, the founder of Precoil and co-author of the book Testing Business Ideas: A Field Guide for Rapid Experimentation. Learn the importance of testing assumptions and experimentation in product development as David shares his journey from working in startups to coaching and consulting and how he realized the need to bring Agile principles into the discovery phase of product development. You can listen in as they explore the concept of testing business ideas and the three-step process of extracting assumptions, prioritizing them, and running experiments. Listen Now to Discover: [01:01] - Brian introduces David Bland, founder of Precoil and co-author of Testing Business Ideas: A Field Guide for Rapid Experimentation. [02:10] - David dives into weaving testing assumptions and experimentation into managing the product backlog for product owners. [02:51] - David discusses how you can determine if you're working on the right things and prevent iteratively delivering something that nobody cares about by applying the Agile principles further upstream. [04:20] - Brain adds insight with the notion of being selective as the product owner, referencing the work of Henrik Kniberg. [05:18] - David breaks down the themes he developed from design thinking and how they apply beautifully to the product backlog: desirable, viable, & feasible [06:50] - Brian asks the question burning through many of our minds, “How do you apply it to testing your ideas?” [07:15] - David lays out the three-step process he uses and applies to testing business, product, and service ideas. [08:32] - David discusses the difference between requirements and assumptions. [10:33] - David provides a practical example of adding wishlist functionality to a website and what testing this idea would look like under his testing framework. [14:47] - Today's episode of the Agile Mentors Podcast is brought to you by Mountain Goat Software's Private Training for Agile transformations. Get your team on the same page through customized training and coaching programs to level-set your team. For more information, visit the Mountain Goat Software’s Private Training page. [16:07] - Brian poses the concept of asking, “How does an idea move the needle” before the idea is developed? [18:14] - David shares his thoughts on running customer-facing acceptance criteria and the product death cycle, a term David coined. [21:06] - David provides an example of a client who puts a positive spin on killing projects that prove not to be viable via testing. [22:33] - Brian asks if there are testing methods that can be applied after a product launch as a lagging indicator of the launch. [24:57] - Brian clarifies the value of testing before making a bet on a new product, even as an entrepreneur working alone, through the example of knowing how a bet will play out in a Las Vegas casino. [25:38] - David lays out the common objections he sees from companies and how you could address them. [27:13] - David lays out one of his favorite techniques for testing, concierge, which he lays out in detail in his book. [30:41] - Brian draws the conversation back to the Agile Manifesto. [31:49] - Brian shares a big thank you to David for joining him on the show. [33:30] - We invite you to subscribe to the Agile Mentors Podcast on Apple Podcasts. Do you have feedback or a great idea for an episode of the show? Great! Just send us an email. References and resources mentioned in the show: David Bland Precoil Testing Business Ideas: A Field Guide for Rapid Experimentation by David Bland & Alexander Osterwalder #25 Scaling with Henrik Kniberg Agile Manifesto Subscribe to the Agile Mentors Podcast on Apple Podcasts Mountain Goat Software’s Private Training Mountain Goat Software Certified Scrum and Agile Training Schedule Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. David J Bland helps companies such as GE, Toyota, Adobe, HP, and Behr find product market fit using lean startup, design thinking, and business model innovation through his company, Precoil. He is the lead author of Testing Business Ideas with Alexander Osterwalder.

HR-Transformationen sind der Schlüssel zur Anpassung an die sich verändernde Arbeitswelt, sagt Xenia Meuser.Unser Podcast Host Johannes Füß spricht in dieser Woche mit Xenia Meuser, ehemalige CHRO bei RTL, über die Rolle von HR in Veränderungsprozessen.Das erwartet Dich:1. HR als strategischer Partner: Wie HR-Abteilungen den Veränderungsprozess aktiv mitgestalten können2. Die Grundlagen der HR-Abteilung: Optimierung von Abläufen und Prozessen für eine solide Grundlage3. Erfolgsmessung in HR: Die Bedeutung von KPIs bei der Bewertung von HR-Projekten4. Veränderung des Mindsets: Die Rolle von HR-Leitern bei der Förderung eines innovativen und agilen Mindsets5. Herausforderungen und Chancen: Widerstand und Unsicherheit bei der Veränderung des Mindsets, aber auch die Möglichkeit einer stärkeren Zusammenarbeit mit den Fachbereichen.__________Über Xenia:Xenia Meuser war zuletzt CHRO bei RTL Deutschland. Zuvor wirkte sie in verschiedensten Führungsfunktionen im Personalbereich der New Work SE, ehemals Xing SE, der Otto-Gruppe und bei Tchibo mit. Mit Blick auf ihre 25-jährige Erfahrung im HR Bereich, überzeugt Xenia mit hervorragenden Führungsqualitäten und einer ausgeprägten Expertise im Recruiting, Employer Branding und Change Management. Xenias Vision ist es, HR gesamtheitlich in Deutschland auch auf das nächste Level zu bringen. In ihrer Freizeit liest Xenia sehr viel und hält an täglichen Ritualen fest, wie morgendlichen Mobilitätsübungen und einem abendlichen Gebet.Xenia ist auf der Suche nach einem Tool für die HR Reifegradanalyse und freut sich über Inspirationen!Finde Xenia auf LinkedIn und schreibe ihr: https://www.linkedin.com/in/xenia-meuser-24146313b/Xenias Businessbuch Empfehlung für Menschen, die sich beruflich neu orientieren:Business Model You: Dein Leben - Deine Karriere - Dein Spiel - Tim Clark, Alexander Osterwalder, Yves Pigneur https://www.amazon.de/Business-Model-You-Leben-Karriere-dp-3593517698/dp/3593517698/ref=dp_ob_title_bkXenias Podcast-Empfehlung:OMR Podcast | https://open.spotify.com/show/4rION5Qm2nPvDbzIB1wUiH (Spotify) | https://podcasts.apple.com/de/podcast/omr-podcast/id1056312052 (Apple)___________Über unseren Host Johannes:Johannes Füß ist Vice President von EGYM Wellpass, die mit ihrer Firmenfitness den perfekten Corporate Health-Benefit für ein produktives, gesundes und ausgeglichenes Team bietet. Der in München geborene Schokoladen-Liebhaber hat eine große Leidenschaft für die Alpen, das Wandern und Skifahren.Finde Johannes Füß auf LinkedIn: https://www.linkedin.com/in/johannes-füß/oder schreibe eine E-Mail an johannes.fuess@egym-wellpass.com __________Der Level Up HR Podcast wird von unseren Freunden von SAWOO produziert – http://www.sawoo.io 

"Value Proposition Design" by Alexander Osterwalder is like a map for people who want to make awesome products that customers really want. Imagine you're building a rocket ship, and you want to make sure it has all the right buttons and gadgets that space adventurers would love. Well, this book is like a guide that helps you figure out exactly what those space adventurers need and how to build a rocket that they'd go crazy for. The book starts by showing you how to step into the shoes of your customers. You learn about your customers' problems (pain), wishes (gain), and what makes them happy. This helps you understand them better and make products that they'll jump at the chance to use. Then, the book talks about something called "Product Market Fit." It's basically making sure that what you're building matches perfectly with what your customers want. Imagine you're a chef creating a new pizza. You want to make sure the toppings are exactly what people in your town love. You keep trying different combinations until you hit the perfect recipe. This book has stories and examples from real-life businesses to help you understand everything better. So, whether you dream of starting your own business or just want to make awesome stuff people love, "Value Proposition Design" is like having a super helpful guide that shows you how to do it.

Mike and Alex explore key questions around the innovation mindset and framework. What is required of leadership, how to properly test your ideas, and most importantly how to inject the "Dual Mindset" into your organization! Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta. The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta. Host:  Mike Procee is an entrepreneur, facilitator, innovator and problem solver. Working in the Calgary Energy Sector, Mike strives to build the innovation ecosystem and community. From his volunteer position on the Strategic Capability Network, where he founded the Calgary Innovation Peer Forum, to pursuing his DBA in Winter 2024, focused on innovation, Mike is pushing the thinking on what it means to be a corporate innovation practitioner.  Guest: Dr. Alexander (Alex) Osterwalder is the founder & CEO of Strategyzer and visiting professor at IMD Business School. He is ranked no. 4 of the top 50 management thinkers worldwide.  Dr. Osterwalder is best known for inventing the Business Model Canvas together with Yves Pigneur. He wrote 5 global bestsellers and 1 business comic for kids. Strategyzer, his company, helps leading organizations around the world innovate and transform.   Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out. We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show. Show Links: Strategyzer AG  Show Quotes: "Do not call yourself rebels or pirates if you are innovating!" "Innovation is creating value for the business, customers, employees, and stakeholders" "A great R&D program does not mean you are a great innovator!" Credits... This Episode Sponsored By: New Idea Machine Episode Music: Tony Del Degan Creator & Producer: Al Del Degan  

Folge 39 beschäftigt sich mit der Frage, wie Startups die größten Hürden auf dem Weg zum Erfolg überwinden können. Zu Gast ist Stephan Schulze, CTO und Managing Director bei Project A Ventures, einer operativen Venture Capital Gesellschaft, die nicht nur investiert, sondern mit über 100 Mitarbeitern die Portfolio-Unternehmen dabei unterstützt, besser zu werden. Stephan arbeitet bei Project A Ventures hauptsächlich im Bereich Operational Services. Das bedeutet, dass er eine starke operative Perspektive und viel Erfahrung aus der Startup-Praxis mitbringt. Uli, Markus und Stephan diskutieren über die zentrale Bedeutung eines gesicherten Produkt-Markt-Fits für Startups und die Rolle permanenter Optimierungen am Markt. Darüber hinaus betont Stephan die Notwendigkeit einer ausgewogenen personellen Zusammensetzung über die verschiedenen Phasen eines Startups hinweg. Nicht nur die Größe, sondern auch die Zusammensetzung des Teams sollte im Auge behalten werden. Das praxisorientierte Gespräch macht aber auch deutlich, wie wichtig eine am aktuellen Bedarf orientierte technische Umsetzung ist. Sowohl Über- als auch Unterdimensionierung hat Stephan bereits in der Praxis erlebt. Wer mehr erfahren möchte, findet hier weitere Informationen:: - Project A Ventures Angebot und das Profil von Stephan Schulze https://www.project-a.com und https://www.project-a.com/team/stephan-schulze/ - Literaturhinweis „The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses“ von Eric Ries https://amzn.eu/d/4bOlPh8 - Literaturhinweis „Zero to One: Notes on Start Ups, or How to Build the Future“ von Peter Thiel https://amzn.eu/d/9cWdodq - Literaturhinweis „The $100 Startup: Fire Your Boss, Do What You Love and Work Better To Live More“ von Chris Guillebeau https://amzn.eu/d/3Fl8qyy - Literaturhinweis „Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers“ von Alexander Osterwalder & Yves Pigneur https://amzn.eu/d/gPryJtS - Literaturhinweis „The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers“ von Ben Horowitz https://amzn.eu/d/5WtKvwb Euer Feedback zur Folge und Vorschläge für Themen und Gäst:innen sind sehr willkommen! Vernetzt euch und diskutiert mit: - Stephan Schulze: https://www.linkedin.com/in/stephan-schulze/ - Ulrich Irnich: https://www.linkedin.com/in/ulrichirnich/ - Markus Kuckertz: https://www.linkedin.com/in/markuskuckertz/ Mitwirkende - Hosts: Ulrich Irnich & Markus Kuckertz // Produktion: Daniel Sprügel, Maniac Studios (https://maniacstudios.com/) // Redaktion: Marcus Pawlik © Digital Pacemaker Podcast 2023

Yasser Tamer discusses ways of being intentionally inclusive on episode 477 of the Teaching in Higher Ed podcast. Quotes from the episode Students are not actually advised to memorize or even to learn a theory by heart, but they are advised to reflect. -Yasser Tamer Do whatever you are interested in. -Yasser Tamer Let students choose their own pathway. -Yasser Tamer It is equitable, but let's make it more accessible. -Yasser Tamer Resources Cultivating Compassionate Community to Foster Academic Integrity? (with @YasserTammer), by Maha Bali Video: MYFest22 Syllabus Accessibility Jam with Alexandra Gazis and Yasser Tamer Video: The Experience of a Visually Impaired Student Yasser Tamer, The American University in Cairo, Egypt Business Model You: The One-Page Way to Reinvent Your Work at Any Stage, by Bruce Hazen, Timothy Clark, Alexander Osterwalder, Yves Pigneur, + Alan Smith* The 7 Habits of Highly Effective People, by Stephen Covey* Soliya Intentionally Equitable Hospitality series through Equity Unbound Write Good ALT text Syllabus as Manifesto: A Critical Approach to Classroom Culture, by Adam Heidebrink-Bruno

Los clientes ya no compran producto o servicios, compran soluciones a sus problemas. El reto es cómo diferenciarse en un mundo hiper-competitivo. Realizar mapas de propuesta de valor, la simplicidad como diferenciador y como crear océanos azules o mercados nuevos son parte de los temas que hablaremos de cómo crear una propuesta de valor diferenciada para nuestro negocio. En este episodio de la serie “5x5 5 aprendizajes de los 5 mejores libros” hablaremos de los libros que relacionados al tema propuesta única de valor para tu negocio que son: ·         "Diseño de propuesta de valor: cómo crear productos y servicios que los clientes quieren" por Alexander Osterwalder y Yves Pigneur ·         "Made to Stick: Por qué algunas ideas sobreviven y otras mueren" por Chip y Dan Heath ·         "Estrategia del océano azul: cómo crear un espacio de mercado sin competencia y hacer que la competencia sea irrelevante" por W. Chan Kim y Renée Mauborgne ·         "Contagioso: Cómo construir el boca a boca en la era digital" por Jonah Berger ·         "Empezar con el por qué: cómo los grandes líderes inspiran a todos a actuar" por Simon Sinek

Michael hjalp Alexander Osterwalder med at gøre Business Model Canvas til et anvendeligt værktøj i virksomheder og skabe fundamentet for bogen Business Model Generation. Men, hvorfor er det afgørende, at virksomheder udfordrer deres forretningsmode? Inspiration til at forstå din virksomhed bedre: https://atturde.dk/bullets Kontakt, feedback og spørgmål: brian@atturde.dk

In dieser Folge geht um die Frage, wie Unternehmen die Ambidextrie erfolgreich managen können. Und darüber haben wir mit Dr. Alexander Osterwalder gesprochen. Er ist Miterfinder des Business Modell Canvas und CEO der Beratungsfirma Strategyzer. Zu Beginn der Folge sprechen wir über Geschäftsmodellinnovationen. Alexander erklärt, wie der über den Business Modell Canvas zum portfoliobasierten Innovationsansatz gekommen ist. Mit welchen Tools Unternehmen die Ambidextrie besser managen können, das zeigt Alexander im Mittelteil der Folge. Anhand der Explore- und Exploit-Logik verdeutlicht er, dass Führungskräfte in zwei unterschiedlichen Bereichen denken müssen. Diese bewusste Trennung geschieht aus seiner Sicht noch viel zu selten. Im letzten Teil der Folge gehen wir auf die Innovationskultur ein. Wer erfahren will, was erfolgreiche Innovationsteams ausmacht und wie die Erfolge gemessen werden können, der hört die Folge am besten bis zum Ende. Kontaktiert Alexander Osterwalder unter: alex@strategyzer.com Erstelle dir deinen eigenen Trendradar im Trendmanager: https://www.trendmanager.com/de/testen/ Meldet euch für unseren Newsletter an https://www.trendone.com/newsletter Die Hosts: Peter von Aspern https://www.linkedin.com/in/peter-von-aspern Sebastian Metzner https:/www.linkedin.com/in/sebastianmetzner Sendet uns gern eine Whatsapp Sprachnachricht an: +49 172 67 82 736 Schreibt uns Feedback per Mail an: podcast@trendone.com

CANVAS 1-10 El modelo de negocios Este episodio 224 es introductorio de un total de 10 episodios que estaré desarrollando, para cada uno de los bloques de gestión del modelo CANVAS Este Business Canvas Model o Modelo Canvas  es una metodología desarrollada por Alexander Osterwalder y Yves Pigneur, que "permite desarrollar, visualizar, evaluar y alterar modelos de negocios nuevos o existentes"  Sirve para ir a la práctica y plasmar un modelo empresarial. Este es una “especie de anteproyecto de una estrategia que se aplicará en las estructuras, procesos y sistemas de una empresa”.  Es muy sencillo y profundo a la vez, fue desarrollado a partir de un power point que luego graficó y publicó en su blog, en el año 2004, el suizo Alexander Osterwalder, posteriormente recibió la colaboración de muchos consultores y escribió el libro Modelo de Negocios CANVAS. Permite mirar el modelo de negocios , dividido en nueve bloques: Segmento de Mercado Propuesta de Valor Canales Relaciones con clientes Fuentes de ingresos Recursos clave Actividades clave Asociaciones clave Estructura de costos En los siguientes episodios revisaremos con mayor profundidad cada uno de estos bloques, con ejemplos, para que vendedores, emprendedores y ejecutivos puedan implementar esta útil herramienta estratégica en sus empresas.

¿Te gustaría tener éxito con tu proyecto creativo, aunque no sabes por dónde empezar o cómo llevarlo al siguiente nivel?Ese es el tema principal del programa de esta semana, donde compartiremos nuestros aprendizajes más impactantes aprendidos después de haber publicado nada menos que 250 episodios del podcast.Notas de programaLas notas del programa están disponibles en https://kenso.es/episodio/250-aprendizajes-podcastÍndice del programa(02:19) 1 | Preguntarte el «para qué»(06:24) 2 | Conocerte a ti mismo(08:46) 3 | Hacer el ejercicio de «Persona»(12:16) Recomendación: recurso(13:47) 4 | Buscar referentes(16:28) 5 | Definir una estructura(20:48) 6 | Investiga y prueba(23:12) 7 | Producto mínimo viable(25:23) Recomendación: Herramienta(27:02) 8 | Preguntar y mejora continua(30:35) 9 | Disfrutar(32:15) 10 | Romper creencias y déjate sorprender(33:53) Tu plan de acción(34:46) ¡Nos escuchamos muy pronto!Recursos mencionadosEpisodio 0: KENSO, el origen de una nueva efectividadArchivo del podcastEpisodio 133: Vence al síndrome del impostorArtículo: El mapa de empatía (entendiendo al cliente) de Javier MegiasLibro: Tu modelo de negocio de Alexander Osterwalder, Yves Pigneur y Timothy ClarkPersona: David CantollaEpisodio 5: El artesano de la innovación con Humberto MatasEpisodio 102: La gestión de personas y proyectos con José Carlos Palencia «Bowie»Plataforma de grabación: Zencastr (30% descuento para lo oyentes de KENSO)Kit: Todo lo que necesitas para grabar tu podcastÚnete a KENSO CírculoKENSO Círculo es el club para personas centradas en mejorar su efectividad y vivir más felices.Un club a tu alcance porque a partir de 1€ al mes tendrás acceso prioritario a los episodios del podcast, podrás descargar un plan de acción para cada episodio, recibirás cada mes un episodio especial donde haremos una reseña sobre un libro de efectividad, disfrutarás de descuentos en los servicios de KENSO y de nuestra eterna gratitud por ayudarnos a mejorar.Más información & InscripciónComparte tus sugerencias¿Qué te gustaría escuchar en futuros episodios del podcast? Déjanos tus sugerencias de personas a entrevistar o temas a tratar en los comentarios de las notas del programa. Únete a KENSO Círculo en https://plus.acast.com/s/kenso. Hosted on Acast. See acast.com/privacy for more information.

#57 with Iris: 我正在創造一份很棒的新工作 ! ｜ I'm in the process of building something great! 這集是用國語聊。This episode is in Chinese. Iris said hi after a talk I gave (in Chinese!) back in October about my journey with podcasting. We finally met up earlier this month. After a two-hour long lunch, Iris and I recorded this conversation about her personal growth journey over the past few years, and the remarkable changes she's seen in herself before and after arriving to Boston (pre-pandemic). We had so much fun, as you'll be able to tell with all the laughs.Her mantra of telling herself: "我正在創造一份很棒的新工作 !" (I'm in the process of building something great!). I'm adopting it for my morning routine. Enjoy! Topics: 從認識自己 ｜ getting to know oneself again 從新建裡自我價值觀 ｜ re-establishing personal values 從建立自己跟自己的信念 ｜rebuilding oneself and one's belief system 我想要當什麼樣的人？我的動機是什麼？我為什麼要對這件事情抓的真麼緊？｜ Who do I want to be? What is my motivation? What's behind the motivation that's causing me to hang on so tightly? 當平靜喜悅的人 ｜to become a calm and joyful person 對待自己的方式讓自己進步｜ how you treat yourself to improve and grow (shame / self-criticism vs encouragement / self-confidence / self-compassion) 用好的精神做每天要做的五件事情｜know when you have your best energy so you can apply it to the five things you set out to do each day 用冥想來消化情緒｜ daily meditation practice to process emotions 用於加來認識身體 ｜ daily yoga to connect with one's body, to see how its feeling and what it's telling you 從讀書裡面找到答案 ｜ read daily -- can learn so much from what other people have gone through 寫感恩日記 ｜ write daily gratitude journal 付出分享 ｜ output Follow Iris on FB at 日常。瑜珈 Recommended Books: 1) 原子習慣 ｜ Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear 2) 子彈思考整理術 ｜ The Bullet Journal Method by Ryder Carroll 3) 創造生命的奇蹟 ｜ You Can Heal Your Life by Louise L. Hay 4) ｜ Trust Life: Love Yourself Every Day with Wisdom by Louise Hay 5) 自我疼惜的五十一個練習 ｜ The Mindful Self-Compassion Workbook: A Proven Way to Accept Yourself, Build Inner Strength, and Thrive Letting Go by Christopher Germer and Kristin Neff 6) 一個人的獲利模式：用這張圖，探索你未來要走的路 ｜ Business Model You: The One-Page Way to Reinvent Your Work at Any Life Stage by Bruce Hazen, Timothy Clark, Alexander Osterwalder, Yves Pigneur, Alan Smith The book links above contain affiliate links to bookshop.org, an online bookshop that supports neighborhood and indie booksellers (support local businesses!). If you choose to make a purchase after clicking a link, I may receive a commission at no additional cost to you. Thank you for your support! Recommended Meditation App: Insight Timer - featuring Kristen Neff | Kristen's Self-Compassion Meditation *** Say hi! 來打招呼！ Newsletter (new!): ⁠twdiaspora.substack.com⁠ Social media 社群: @twdiaspora on ⁠Twitter⁠, ⁠Instagram⁠, ⁠Facebook⁠. Show notes 主網頁: ⁠www.taiwanesediaspora.com⁠. Email 電子信箱: ⁠hello@taiwanesediaspora.com⁠. Support 贊助: ⁠https://ko-fi.com/twdiaspora⁠ and ⁠https://bookshop.org/shop/twdiaspora --- Support this podcast: https://podcasters.spotify.com/pod/show/twdiaspora/support

Today, Eric Rozenberg is excited to share with you, the listeners, ten books that impressed and impacted him. He sincerely hopes that you will read and enjoy them and that they will inspire you as much as they did him!  Bio: Eric Rozenberg has helped thousands of entrepreneurs grow and manage their businesses better. His purpose is to inspire people with integrity and honesty, help them take action, get results, and develop their businesses and their lives. For two decades in his previous life, Eric consulted with Fortune 500 companies and produced award-winning sales meetings, incentive trips, product launches, and conferences in more than 50 countries across diverse industries. He believes organizations must create meetings and events that are not only breathtakingly memorable but also will bring corporate strategies to life and amplify team motivation/performance.  Eric is an acquisition entrepreneur, speaker, podcaster, and two-time Amazon bestselling author. His podcast, "The Business of Meetings", is the first podcast in the Meetings & Events Industry dedicated to business owners. Every Tuesday, listeners learn something new they can apply in their businesses and/or get inspired by amazing guests. His first book, Meeting at C-Level, is the first book on the Why of a meeting. It has been endorsed by 20 of the most influential leaders from the corporate and association worlds and helps professionals to position themselves as strategic partners. His second book, Before It's Too Late, A Love Letter to my Daughters and America, is a story of grit, perseverance, and courage. It describes why and how he and his wife brought their daughters to America and why it is the greatest country on Earth. Eric is a current member of the Entrepreneurs Organization (EO) and of The Strategic Forum. He also serves on the Board of Trustees of the Demoucelle Parkinson Foundation in Belgium and was the first European to serve as Chairman of the International Board of Meetings Professional International (MPI), the largest professional association in the Meetings and Events Industry. Eric's ten recommended books: The Joy of Success, by Susan Ford Collins The Business Model Generation, by Alexander Osterwalder and Yves Pigneur The Hawke Method, by Eric Huberman Trust Me, I'm Lying, by Ryan Holiday Who Not How, by Dan Sullivan and Dr. Benjamin Hardy The Alter Ego Effect, by Todd Herman Building a StoryBrand, by Donald Miller The Psychology of Money, by Morgan Housel One Last Talk, by Philip McKernan Before It's Too Late, by Eric Rozenberg The Joy of Success, by Susan Ford Collins Susan is a Co-founder of the Strategic Forum in Miami. She has been coaching people throughout her career. The Joy of Success: Ten Essential Skills for Getting the Success You Want was the first of the several books she has written. While writing the book, she looked into what made people successful and realized there are ten essential skills every successful person applies, regardless of their culture or country.  Eric found the ten skills she mentioned exciting and easy to apply. He particularly likes her idea of creating a Success File. The Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder and Yves Pigneur (Designed by Alan Smith) Eric often refers to this book in his workshops or when people talk to him about their businesses because it is an interesting story. Alexander Osterwalder was writing a dissertation on business models, and that became his business. The idea behind it is to have different blocks to consider for any kind of business. You can download a tool called Business Model Canvas, where everything is mapped into one box to brainstorm a business model for a business of any size. It will eliminate the need to do market research for at least six months. The Hawke Method, by Erik Huberman Erik Huberman leads one of the fastest-growing digital agencies in America. He positioned the term “fractional CMO”. The book, The Hawke Method, is centered around the principles of awareness, nurturing, and building trust. The author gives concrete examples to illustrate ways to implement those principles. Eric recommends this book for anyone from beginners in the marketing field to seasoned entrepreneurs. Trust Me, I'm Lying: Confessions of a Media Manipulator, by Ryan Holiday Ryan Holiday has written several books, including Stillness Is the Key and Perennial Seller. Trust Me, I'm Lying is a frightening book, but it is also enlightening. In the book, the author explains that incorrect information does get corrected after an article has been published. He also discusses what he did with a well-known retail chain regarding using social media to launch a product.  Who Not How by Dan Sullivan and Dr. Benjamin Hardy Dan Sullivan is a master coaching guru. Who not How is a principle that entrepreneurs and business owners who think they are irreplaceable and nobody can do things as well as they do, can apply to encourage them to move in the opposite direction. The Alter Ego Effect: The Power of Secret Identities to Transform Your Life, by Todd Herman   Todd Herman is a fascinating person who coaches athletes and individuals. He wrote The Alter Ego Effect to explain that athletes reach a point where they have to go above and beyond what they would usually do, and the person they become when they put their engine in overdrive is known as their alter ego. In the book, the author explains how to create an alter ego and how to leverage its power to overcome challenges and achieve way more than you would usually achieve in your life. Building a StoryBrand: Clarify Your Message So Customers Will Listen, by Donald Miller This book is a must-read for anyone considering starting a new business or who may be re-inventing an existing business. The book explains the entire methodology and journey of using seven steps to create a StoryBrand to help them define the StoryBrand for their companies.  The Psychology of Money: Timeless Lessons on Wealth Greed and Happiness, by Morgan Housel This is a fascinating book about money. It contains impactful stories and themes to help readers reflect on their values and relationship with money. One Last Talk: Why Your Truth Matters and How to Speak It, by Philip McKernan One Last Talk is an invitation for readers to find their truth and speak it out loud to at least one person. The book gives a framework to help readers do it. It is called One Last Talk to challenge and inspire readers to focus their minds and open their hearts by making them face their metaphorical death. It is an inspiring and fascinating read! Before It's Too Late: A Love Letter To My Daughters and America, by Eric Rozenberg Eric is very proud of his book! It is a legacy project. It is the story of why Eric and his family left Europe, the rise of antisemitism, the rise of Islamism, and the cowardliness of leaders. The book goes into the current situation that prompted them to leave for America and the similarities and differences they see in America. The book has many links and references to help readers fact-check and learn more about what Eric has written.   Eric hopes you will enjoy reading these books!  Resource: Business Model Canvas Books Mentioned Meeting at C-Level, by Eric Rozenberg Before It's TooLate, A Love Letter to my Daughters and America, by Eric Rozenberg The Joy of Success, by Susan Ford Collins The Business Model Generation, by Alexander Osterwalder and Yves Pigneur The Hawke Method, by Eric Huberman Trust Me, I'm Lying, by Ryan Holiday Who Not How, by Dan Sullivan and Dr. Benjamin Hardy The Alter Ego Effect, by Todd Herman Building a StoryBrand, by Donald Miller The Psychology of Money, by Morgan Housel One Last Talk, by Philip McKernan Connect with Eric On LinkedIn On Facebook On Instagram On Website

Dr. Alexander Osterwalder is one of the world's most influential innovation experts, and is an author, entrepreneur and speaker. He shot to fame with his business model canvas, a tool used by millions worldwide. In our conversation we talk about what it means to me to create an ambidextrous company; the role of the CEO in innovation; some examples from his library of different business models; and the power of a gravity creation model.

My good friend Alexander Osterwalder, the inventor of the business model canvas (one of foundations of the Lean Methodology) has written a playbook (along with his associate partner Tendayi Viki,) From Innovation Theater to Growth Engine to explain how to build and implement repeatable innovation processes inside a company. Here's their introduction to the key concepts inside the playbook.

Im heutigen Podcast spreche ich mit Prof. Dr. Julian Kawohl, dem Managementforscher und Buchautor, unter anderem zu folgenden Themen:  Was das Ecosystem-to-Human (E2H) Paradigma ist. Welche 3 Unternehmensrollen es in Ecostystem gibt. Welche strategischen Methoden und Stoßrichtungen im Buch aufgeführt werden. Wie ich den E2H-Ansatz auf mein Geschäftsmodell bei KMS anwenden kann. Inwieweit das Buch eine Ergänzung zu den Büchern von Alexander Osterwalder ist. LINKS Homepage von Julian Kawohl Linkedin von Prof. Dr. Julian Kawohl Ecosystemize your business (Buchlink) Klicke hier, um dich auf Linkedin mit mir zu vernetzen.    Wenn dir diese Folge gefallen hat, hinterlasse mir bitte eine 5-Sterne-Bewertung, ein Feedback auf iTunes und abonniere diesen Podcast. Dadurch hilfst du uns den Podcast immer weiter zu verbessern und dir die Inhalte zu liefern, die du dir wünscht.

The culture of hustling and working hard to find crazy new ideas has been the “in” thing because of all the startups and success stories out there. And this has been taking a toll on most companies. Think about it, how many times have we been told to innovate, or seek new markets? And maybe even we have caught ourselves saying the same. This in return also burns us, our peers, or even our employees in the long run. And makes the company forget why it exists in the first place. So what should we or the companies do to be successful? Here is a discussion exploring the secrets of successful companies that do better without “disrupting” or continuously seeking new markets. Hosted on Acast. See acast.com/privacy for more information.

In Episode 64 des 121STUNDENtalks sprechen wir mit dem Meister der Agilen Methoden, Andreas Pihan, über die Team Alignment Map. Mit der Methode von Alexander Osterwalder schaffst du es, dein Team auf einen Nenner zu bringen und Projekte effektiver voranzutreiben und Ziele schneller zu erreichen. In 3 Stufen werden mit der Team Alignment Map Probleme im Team aufgedeckt, analysiert und behoben. Neben der Theorie besprechen wir selbstverständlich auch echte Fallbeispiele und die Anwendung in der Praxis.

Take Your Goals From “Wish to Done” with Polly Payne of the Dream Planning PodcastHave you ever experienced a moment where you realized that something in your life had to change?Today's guest, Polly Payne, had what she calls her “yes moment” when she committed to living intentionally and into the calling that was put on her heart. She decided from then on to create a life she wanted to live and to be intentional with how she spent her time. This led her to creating her Dream Planner, founding Horacio Printing, selling more than 40,000 planners, and raising over $68,000 to fight human trafficking while she was at it. What an incredible journey that all started with saying yes!So if you too are ready to embrace your “yes moment” and truly go from wish to done, then press play and allow Polly to share the tools she uses to live an intentional life. ResourcesFull Show NotesLove LetterLBD Collective Health Coaching Services @mskatehouse RSVP for our Growth Night Open House!Connect with Polly PaneThe Dreamer In YouHoracio Printing@pollypane@horacioprintingPolly's ResourcesAtomic Habits by James ClearThe Artisan's Soul: Crafting Your Life Into a Work of Art by Erwin Raphael McManusThe Ruthless Elimination of Hurry: How to Stay Emotionally Healthy and Spiritually Alive in the Chaos of the Modern World by John Mark ComerThe Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers by Alexander Osterwalder and Yves PigneurPodcast - Christine KanePodcast - John Mark Comer TeachingsConnect with Liz Chapman - Podcast ManagerWebsiteInstagram

On this week's episode, we sit down with Karen Spears a designer, strategist, and a mind mapping extraordinaire. During this talk, Karen is here to teach us how to make the visions and goals we have for our lives a reality. Karen walks us through the early start of her career as a creative and the deep family entrepreneurial roots that continue to inform how she works today.Amber and Karen break down the process of putting thoughts and big ideas to paper and how to mind map and strategize your way out of inaction. It's time to take those big dreams and bring them to life! If you are someone who comes up with ALL the ideas, but sometimes struggles with where to start or how to work through them this episode is for you! And if you need ideas on the best kind of paper and pen to get your creative juices flowing, we've got you covered with a couple of our favorites!--Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder and Yves PigneurMake Your Mark: The Creative's Guide to Building a Business with Impact by Jocelyn K. GleiDraplin Design Co.: Pretty Much Everything by Aaron James DraplinSee what else we're reading on the TYFA BookshelfIf you prefer to listen to your books Libro.fm has you covered! You can get a free audiobook when you start a new membership. Receive 2 audiobook credits for $14.99 USD with your first month of membership. Credits can be used on your choice of more than 250,000 audiobooks on Libro.fm using the CODE: TYFA!--Keep up with Guest:Insta: @karennicholeInsta: @kareracterWebsite: www.kareracter.com--Keep up with Thank You For Asking & AmberInsta: @tyfapodcastWebsite: www.tyfapodcast.comAmber's Instagram: @byamberburnsHave questions? Want to comment on today's episode? Send us all your thoughts to tyfapodcast@gmail.com

How can you tell — in an instant — whether an in-person event will be a success or failure? Are there key items that can predict an event's outcome? In-person events are returning, and with them, questions of their utility and ability to really change the behaviors of those who attend. How can a thought leadership practitioner speak about their insights on stage in a way that brings about lasting and sustainable change? In order to better understand the challenges and pitfalls of organizing an event, we've invited Ruud Janssen, the Managing Director and Co-Founder of The Event Design Collective to join us. The Event Design Collective is a group of event designers who train and consult with event owners to elevate events using the Event Canvas model. As the co-creator of The Design Canvas, Ruud shares how they altered Alexander Osterwalder's Business Model Canvas to suit the event space, creating a model that any event owner could use under the creative commons license. Taking an idea and making it shine on stage isn't as simple as it sounds. Ruud helps us grasp the key elements that events need to create value through behavior change. While many concentrate heavily on the look or feel of an event, smart show-runners know that the real selling point is an event's outcome — and how it shapes ideas and habits for those who attend. The most successful events begin by taking notice of the event stakeholders; who they are, what they want from the event, and how they hope it will unfold. Ruud explains why we need to keep in mind those critical elements, and how to both manage expectations and surpass them. He also shares his thoughts on articulating thought leadership on stage, and what we can do to create behavior change from entry to exit. In addition, we learn how his business grew from offering a better understanding of The Design Canvas, to the creation of the Event Design Certificate program, and the creation of the  Event Design Handbook — all to help empower event organizers to create amazing, impactful gatherings. If you want to learn more about The Event Canvas, you can get it free along with the first 100 pages of the Event Design Handbook HERE. Three Key Takeaways: Thought Leadership isn't just about insights. It needs to shape those insights and focus them in ways that deliver behavior change. Thought Leaders should spend at least 1% of their total attendance time thinking about the event they are hosting, and how to best reach attending stakeholders. You don't have to have a Hollywood budget for a Thought Leadership event! The production quality simply needs to elevate the conversation taking place.

Interview video available here: https://youtu.be/F3X1BC_HQws  Bio Bruno Pešec helps business leaders innovate profitably. He is the rare innovator who can claim that he's worked on a regulation-defying freight train and an award-winning board game. In addition to his corporate experience with brands like DNV, DNB, and Kongsberg Group, Bruno runs a community of entrepreneurs of several thousand members. Longer version of bio available at https://www.pesec.no/about/ Websites/ Social Media Bruno's website: pesec.no Playing Lean site: https://www.playinglean.com/ LinkedIn profile: https://www.linkedin.com/in/pesec/ Books The 9 Big Don'ts of Corporate Innovation by Bruno Pešec https://www.pesec.no/9-big-donts-of-corporate-innovation/ The Corporate Startup by Tendayi Viki https://www.amazon.co.uk/Corporate-Startup-Established-Successful-Innovation/dp/9462761507 The Game Changing Strategy by Constantinos Markides https://www.amazon.co.uk/Game-Changing-Strategies-Established-Industries-Breaking/dp/0470276878    To Better Thinking by Linda Elder https://www.amazon.co.uk/Better-Thinking-Living-Through-Critical/dp/0133092569 The Halo Effect by Phil Rosenzweig https://www.amazon.co.uk/Effect-Business-Delusions-Deceive-Managers/dp/1476784035 Drive: The Surprising Truth About What Motivates Us by Daniel Pink https://www.amazon.co.uk/Drive-Surprising-Truth-about-Motivates/dp/B004N74VBK   Episode Transcript Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Guest Intro: Hello everyone, thank you so much for tuning in to this episode of the Agile Innovation Leaders Podcast. My guest today is Bruno Pešec. He is one of those rare innovators and coaches whose focus is on helping business leaders innovate profitably. I had lots of learning moments and ‘aha' moments speaking with Bruno and I thoroughly enjoyed the conversation. I learnt a lot as well. I have no doubt that you will also get some useful nuggets from this episode, so enjoy. Ula Ojiaku:  I have with me here, Bruno Pešec. And, Bruno, welcome to the Agile Innovation Leaders podcast, it's a great pleasure and honour to have you here on the show. Bruno Pešec:  Thank you very much, Ula. And I also want to give my special gratitude and thanks for perfectly pronouncing my surname. Ula Ojiaku:  Oh, well, I am very happy about that. I actually wrote it out, you know, phonetically on a piece of paper. But thanks, you taught me well, great. Now let's go straight into the questions we have for you today. So, who is Bruno Pešec? Bruno Pešec:  So, Bruno Pešec is, I will describe an Innovator, Martial Artist and Engineer, that probably sums up like parts of my life that I'm proudest, and that I engage with the most. So, I started my studies as a young engineer, and what I was really fascinated with are problems, wicked problems. Usually wicked problems are described as a collection of problems that don't really have a clear cause, clear root cause, and there is no clear-cut solution, the only thing you can try to do is tame them a little bit, and I was fascinated with that as engineer. That's why I studied industrial engineering, which is a combination of systems and humans. I started my career in defense, and I had the good fortune of working on some very, very difficult products. And one of the projects that I was working on was an innovation completely based on product and technology. We made such a product that was by far the best in the whole world, it was so good, no one believed us. And it was ridiculous, but for me, it was a great learning experience, because, you know, we were a young group of engineers that said, like, hey, let's just do everything we can to make the best product we can, and we succeeded, and nobody on the market believed us. So, what happened, our sales department had to send our product on a tour across the globe. And with a lot of engineering products and solutions, they can be copied by sufficiently proficient engineers, and that is what happened after a few years. It wasn't such a leading product anymore. But for me, it was a very important learning lesson, because I realised that innovation isn't just about this technical side, but also about the human side, you must understand how to talk about innovation, you must understand how narratives form, how stories form and how people interact. And that is kind of how I started to slowly expand my own knowledge beyond just being an engineer, to also invest in a lot of time and effort to understand psychology, human nature, emotions, not just to reading, but also to try to be different myself, whatever that might mean. And it wasn't always pleasant. Ula Ojiaku:  I totally empathise - wow! Could you tell us a bit more about the product? What was the product all about? Bruno Pešec:  So, since I was working in industry, that's, you know, very limited with NDAs. So unfortunately, I can't really go into great specifics, but let's say that innovations were based on the physical properties. And I can say, you know, people expect that the products made out of steel have a specific weight, what we were able to do is, through a lot of engineering trades, using numerical simulations, very advanced computation, a lot of testing in actual manufacturing whole, we were able to make a product that has varying thickness of steel panels, and that reduce the weight of the product and increase the functionality of the product. And that's why I say, when a smart engineer sees the solution, they can easily copy it, but the challenge is seeing the solution, coming to see that. So, we did the heavy working of finding the new improvement, and then it was easy to take over. And if we connect it to what a lot of companies and startups mess up, when they spend their time and effort to educate the market and then somebody else comes and actually picks up the market. So that is, you know, when you have the whole discussion, is it good to be first to the market? Yes, if you can afford to capture it. Ula Ojiaku: Yes. Yes. Very true, because you have the fast followers who just sit back, let you do the heavy lifting and then they, because they have maybe a wide range of resources and deep pockets, are able to mass manufacture what you spent years to put together. Wow! Bruno Pešec: Exactly. Ula Ojiaku: So, what were the key lessons, because you said you now realise that it's not just about having a fantastic product, you also had to focus on the human psychology. So, what's different between then and now? Bruno Pešec: So, one of the things, reflecting here in the moment, one of the very important lessons, for me personally, was that alignment is much more important and valuable than being the most correct person in the room, or following the perfect or the ideal process. So for myself, you know, I have a decade of experience innovating and inventing, not just in defense, but also in transportation in oil and gas, in entertainment, you know, in different industries. And without trying to sound arrogant, I have a good grasp of what it takes to, you know, develop, invent something and take it to the market, which is not necessarily always true. So, when I work, you know, with clients or different teams, I'm usually the person who knows the innovation process, but that doesn't matter a lot if I cannot help those people in the room to actually get from A to B. And that sometimes includes, I don't want to say compromises, but negotiations, both internal implicit, but also external, you know, when do you stop focusing on just the theory and when do you move to, okay, in practice being pragmatic, and moving on. And I would say that Agile and Innovation and Lean and Lean Startup and a lot of these fields, they're guilty of being extremely dogmatic and paradigmatic, and then you have this whole conversation around, okay, when is it about dogma and when is it about flow, customer, value, outcomes? So, that, to me was part of my learning journey, like, sometimes harsh lessons. Ula Ojiaku: I totally am nodding because I experienced this every day, as you know, as an Agile Coach, it's really about, you might know things, you know, but it's also about working with people, because finally, at the end of the day, it's all about people and you need to work with people, you need to establish the relationship, the trust. And for me, a policy is I want to work with people in a way that they would want to work with me over and over again. And sometimes this may be about losing a battle so that you know, everyone can together win the greater war, you know, from time to time. One statement you made now that really stood out to me is that; “Alignment is more valuable than being the most correct person in a room”. That's a great quote. Okay, so can you tell us about your game Playing Lean? I understand you developed the game, how did it come about and what do you currently use it for? Bruno Pešec: So yes, it's called Playing Lean, and I'd be happy to tell you a bit more. So, it's funny, it came through part of this learning experience as well. So, I'm not the only one, it was also Simen Fure Jørgensen, he is the guy that actually started it as well. So, the starting point was very simple. You have a group of people, and you want to introduce a new concept. In this case, it was Lean Startup. And you know how it will go, if you tell two groups of people where here's a book, read it, let's talk in a week. So, maybe there's one person that reads it, the rest might skim it, and the, you know, the other third won't even open it. And what we were inspired with was using games. We were actually inspired with Get Kanban if you know the game for teaching Kanban in software development. And back in that time, Simen just tried to find a similar game for teaching Lean Startup Innovation, entrepreneurship, and there was none, and that was the trigger. So, it was scratching our own need, and what I love and what I'm the proudest was that we used the Lean Startup principles to develop the game itself. That was very important to us, and to the listeners that maybe have heard about Lean Startup but aren't as familiar. So, Lean Startup is a methodology for developing businesses through experimentation, iterative development, and it basically relies on Agile body of knowledge, customer development and business modeling. So, in our case, we decided after we have iterated a lot on the functionality and the desirability of the game, we decided to go down a crowdfunding route. And what happened, it was a big failure. So, we didn't manage to reach our goal, but when we were reviewing, so it wasn't zero, but it was not enough money to actually take us, so, we used Kickstarter as a platform, which is all or nothing, you must reach the goal, otherwise, you receive no funds, but you can see the data. And what we noticed is that the people that were supporting the campaign actually weren't who we thought the players are, but who would use the game to teach Lean Startup. And that is when we realised, hey, our customer segment isn't really the people that will play the game to learn lean startup, but our customer segment is actually people like you and me, Ula, that consult and coach and help others. Now when we realised that, we started focusing, okay, what do these people need? What are their jobs to be done, what is important to them? And then tweak the product, what we learned is to them, what's really important is that the product is extremely polished, they need to be proud of it, it shouldn't look like you know, Microsoft clipboard, or clipart, whatever, it needs to look very professional. So, we partnered with Holger who is one of the best illustrators in the world, he illustrated Business Model Generation and other things like that. So, we partnered with him, the game looks spectacular. Okay, then we said it needs to be reputable. So, we partnered with Ash Maurya who wrote Running Lean, we partnered with Alexander Osterwalder who wrote Business Model Generation and few other books in the series, that was important. And then what was also the thing is the facilitators and coaches and consultants, they're not buying the game, they're buying a new product for their coaching or consulting portfolio. So, our value proposition is the game, plus the facilitating materials, plus the marketing materials, plus everything. So, a lot of learning happened, you know, in that one failed campaign. And then we kept iterating on that, and they usually say the rest is history, I hope it's still not history. But you know, we won awards, first game was completely sold out, we made a new one, that one is also almost sold out, we have a global community of 200 Facilitators. So, it's been going pretty well. And all of this, you know, learning, learning, learning, adjusting, learning, adjusting, learning, adjusting, learning, adjusting. Ula Ojiaku:  You're basically applying the, you know, the Lean Startup cycle as well, because you're adjusting, you learn, you take the learning you're adjusting, and you make an improvement on what's existing. Congratulations. Now, that's an amazing story. And the fact that you said, you know, the Kickstarter failed, it wasn't a failure, it was more of a redirection, because you now got to focus on the right customer, the person who needs the product. Yeah and so, I also understand from your website that you sort of run, Train the Trainer sessions on Playing Lean, is that correct? Bruno Pešec: That's correct. That's correct. Ula Ojiaku: Okay, and when is your next one? Do you have any scheduled in the near future, or, you know, should listeners just go to the website and register? Bruno Pešec: So, listeners can go to playinglean.com. And what we decided to do because of COVID, obviously, and the global situation, so we have a completely self-paced part. So, you can take it any time, and then when you complete it, we schedule, so we have batches of people. So, let's say that you immediately go, you hear this show, and you go, you can take it, you can listen to all the theory or the facilitation, Playing Lean facilitator training. And then when there's four or six, we schedule a private session where we play the game together, and you know, let's say, finish the training, and we came to that because it's pretty flexible for people. And as I said, our customer segments are consultants and coaches, and the thing that they really don't want is to lose their precious billable time. Ula Ojiaku: Yes, yes. And will the follow up sessions, will they have to be in person or have you devised a way of doing it virtually? Bruno Pešec: So, everything is completely virtual for the time being. So, we're using Mural, but any of these can work. And what we basically did is we took and we recreated the whole game in that setup, and I was a bit skeptical at first. I wasn't 100% sure that, you know, it would work in such a setting because it is a board game, Playing Lean is a physical board game, and we purposefully designed it to be physical. Before all this happened, we rejected to make it digital, because there's a special connection when you're doing that together. And so I wasn't sure if we go with, we move it online, but people were asking so much, like, they want to play, they want to attend it. So, we said okay, let's give it a try. What we actually found out was that it works in some cases better, and in some worse. So, one thing that you lose is people cannot talk at the same time.  I'm sure that everybody noticed that now with all zoom and Teams and all the meetings is, it's very difficult, you cannot talk at the same time, which does happen in physical meetings, you might have small groups of people either whispering or saying something. Here, that doesn't work, so, you must facilitate and arrange everything differently. You can have breakouts, but again, you cannot see it as a facilitator. When you coach team, you know, if you tell two of them have a discussion, you can slightly overhear. Yeah, now, you lose that. So, there are some challenges in this. But I'm pleasantly surprised, you know, thinking back 10 years ago, how many digital tools we have today and they're good. They work. Ula Ojiaku: True, true, I mean, that's why we're speaking although we're in different geographical locations. So yeah, definitely. Right, so, I know that you also recently published the book, an E-book, “Nine Big Don'ts of Corporate Innovation: How to Spot and Avoid Costly Innovation Mistakes”, can you tell us a bit more about this? Bruno Pešec: I'd love to. So, the starting point for this, were something that's usually called survivor bias. And I'll just share two stories to kind of illustrate the survivor bias. And funnily, both include aviation. So, in one case is Aeroplane Inspectors, so whatever is their formal title, were investigating plane crashes, and survivals. And what they noticed was that it wasn't the most important, how physically prepared people in the plane were, it didn't matter if they are obese, or if they're healthy, unhealthy, or whatnot, the only thing that mattered, was if people stopped to take their belongings before evacuating the plane. So, everybody who stopped to try to get their, you know, things from the overhead department perished. And that is why you always hear that boring message, back in the time when we were flying much more often, you know, take oxygen first in case of evacuation, ignore your belongings, go out. So, and they discovered it by focusing on all those that perished, not those that actually did manage to run out and escape before the plane caught fire. A similar story, but from wartime, was when they were looking into reinforcing fighter crafts. So, they were looking, they were charting, when the crafts returned, they were charting all the holes on the body of the plane. And then their initial idea was to focus on all the parts where the holes were. But one guy observed and said, “No, that's wrong. Because those planes return, let's take look where there are no holes, because where there are no holes, those planes did not return”. And then they reinforced that and that increased the survivability of the plane. So, this is, it's almost like inversion of thinking. And that survivor bias at the core is, hey, sometimes there is value in looking at all those that failed, and understanding why did that fail, and avoiding the things that they were doing? And that was the logic, that was something that started me here. So, I worked with hundreds of innovators with, I don't, I can't say hundreds of companies, but when you work with a large company, you know, it's easily several hundred people. And I continue to see the same mistakes again, and again and again. And I said, you know, it's not about trying to copy Amazon, or Google or whoever you think is the most innovative company in the world. Stop, pause and take a look at all the failed innovations. And that was kind of the trigger that is, so from experience and observation, I decided to share mine. I will not go into great details of all mine, because everybody who listens to this can get the e-book for free in your show notes, they will be able to find it. If not, they can reach out to you, to me, whoever, we're going to help them. But one that I want to share with your listeners is one of maybe a little bit shocking ones that I say is don't invest in orphans, orphan ideas, and what do I mean by that is ideas by themselves are worthless. We keep hearing that, but we don't take action on that. So, an idea doesn't come out of nowhere, someone must have recommended it, and on the management level, a common mistake is when, let's say there's a group or strategy retreat, and they hire some consultant, they come up with brilliant ideas, but they don't execute on it, they give it to someone else to do it. So, there is a discrepancy, there is this idea, it came from Ula, but suddenly it was thrown to Bruno, go do it. I never met Ula in my life, I'm supposed to be passionate about this? Ula Ojiaku: Exactly. You don't know the context behind the whole idea? How did it come about? But, no, these things happen and I'm thinking of a recent example. Bruno Pešec: But it is, it you know, it is something that resonates, and people are aware of it, but they don't think about it this way, and then they don't realise how damaging this is. And especially, so I don't want to sugarcoat it. Innovation, in a large company, is a very painful process, it is very punishing on people, it's very rarely rewarding, and people that do deal with innovation in companies, they don't do it to get tapped on the back, they do it because they derive pleasure from it, they derive joy from it. But that does not mean that they shouldn't be rewarded, but those people that are like that, they're rare. So usually, you know, I see that happen again, and again, a company decides ‘we want to be innovative'. Everybody, you know, there's a training for everybody in the company, and we will have like, big company meeting from today on, you must be innovative, and, you know, it's forced down the throat. And suddenly, people, you must work on this project, it's very difficult. It's difficult to force people to go through such pain for nothing. Ula Ojiaku: Like you said, innovation is not something you force down people's throats, it has to align with their intrinsic motivation, I believe it was Daniel Pink that wrote the book Drive about what motivates people. And, at the very least, they have to know what's in it for them, which goes back to, you know, your earlier statement about, you're dealing with human beings, you need to understand the psychology, how do you get people's buy in? How do you make sure that they want to do it, even if you're not there watching them? Yeah. Right. So, you've shared one of the don'ts, which is don't invest in orphans, do you want to share maybe one or two more of those ‘don'ts' in corporate innovation? Bruno Pešec: So, the last one, don't make how much time, effort and money you have spent so far, guide your decision. That is also a very common one, it happens to all of us in private life, in business life, I'm sure you experienced this, well, you know, when you're sitting there, the project isn't going as it should be going. And then somebody says, well, we've been going at this for two years, we spent, you know, so much money, we hired people for this, you know, let's keep on doing it, and if that is your only reason to keep on doing it, I'm sorry, this probably doesn't have a very bright future. And the same goes for innovation projects and companies, you know, after some time, you should just cut the losses. It's kind of if you've spent two years and there is no traction in the market, it's just not attracting attention. It's better, you know, to stop leaking more funds, and even worse than that is people's time, like, as far as we know, time goes in only one direction, we can make money again. But to me, especially in large companies, what every leader has is additional responsibility for the time of their employees. The most disrespectful thing you can do is waste somebody's time. It happens, unfortunately, often because people don't understand that it's happening. But when you walk into a room, and you tell someone that they've spent two years on something that's at a dead end, what you did, you threw away two years of their life, they could have been doing something else. Ula Ojiaku: True, true. And there's nothing more demoralising than you know, you're going on a road that's a dead end, and everybody knows it, but nobody wants to say, you know, “are we actually headed in the right direction?” And there's a phrase, I mean, this is in in the scaled agile framework, which is one of the, you know, popular scaling agile frameworks. One of the principles there is to ignore sunk costs. And you know, that's basically, you don't base decisions for the future based on how much time, money, effort, resources, that you've put into it. You have to evaluate it based on the results you're getting - are you getting the outcomes? I mean, if you had if you had made a hypothesis, has the hypothesis been validated or not, if it's not been validated, and you're getting, your indications are contrary to what you expected, it's either you pivot or you kill it. You don't just go on for sentimental reasons. So, no, great one. Yeah. Do you want to add anything else about your e-book? Is there anything else you'd like to share with the audience? Bruno Pešec: Well, we could probably go for several hours discussing everything in it. But what I can just say is that, besides just discussing these different don'ts, I also offer specific countermeasures. So, that is something for example, for the sunk cost I completely agree with what you shared. Unfortunately, the side effect is, if you run into someone that doesn't want to see exactly how you describe it, so like, no, no, no, no, that experiment wasn't done correctly, or I wasn't involved in that hypothesis, then one easy countermeasure is to immediately agree on the spot, okay, I see, I understand that you're very involved in that you, you know, your ego is in this. So, let's make an agreement right here, right now. What is it? What terms are we giving to this? What terms are we giving to this to continue? So, we, for example, this is a real one, but I'm removing the details, because of confidentiality. With one executive, he had exactly that problem. He was working on something for three years and he was afraid that if he would stop this, that his career would suffer as well. So, we sat down with his management team, and we said, okay, we are not now ready to immediately kill it, even though we have spent so much, but we're going to give it exactly three more months, and A, B and C, if that happens, it continues. As clear as that, signed by everybody, not for legal reasons, but for psychological reasons. You know, I put my name on this, I commit to these terms. Three months later, they kill it, we didn't even discuss it for five minutes. It was, you know, this is what we said, it didn't happen. Bam! I was shocked, I was shocked how easy that went. So that is, you know, an easy one, because people need to own that, I cannot tell people go and kill it, they must see like, oh, we really should stop this. Ula Ojiaku: Exactly. And there's something about a public commitment as well, it kind of, you know, makes it easier for all parties involved. You know, there is a rational reason for killing it and a rational reason for stopping an initiative, if that makes sense. Now, I'm going to ask you a question as a, you know, you teach innovation and entrepreneurship. Have you ever been in a situation where you've been asked to coach, you know, maybe a team or a particular area, so you have like the leadership buy in, and you've been asked to coach the team, but the team are kind of a bit closed to getting input from you? If so, what have you, you know, could you share with the audience what you've done to win them over or, and get them to actually get to a point where they are seeking and actively drawing your input into what they're doing? Bruno Pešec: So, I had that happen both at the management level and at the team level. So, in one case, I walked in with a team, and the guy immediately told me as I walked through the door, Bruno, this is bull****, I'm here, just because I was commanded to be here. You know, you have three minutes. And I just completely ignored him, I just looked at him, I was like, okay, so, and started the discussion. Why are we here? What do we want to get? In my case, I usually try to avoid confrontation in that sense, because people are, they have the right to be frustrated. Like, if they have really been commanded and just said, "You be here”. You know, it's kind of, I might recognise that and say, okay, I understand that, I'm not here to do innovation theatre, so I don't, how could I say, I don't really do training. When I'm brought in, I do very specific things. So, in this case, I'm really relying a lot on my background as engineer because they can see that I'm one of them in most of the cases, so I'm not like a manager or a sales guy or something like that, I'm very curious. I'm curious about their work, and this is where we start. We start talking about their specific product or service. Understanding that, and I just let them talk, and that's the easiest one, it's kind of, I'm not there to be smarter than them, I'm there because I'm good at the part of the process, and together, we're going to figure out what needs to be achieved, and sometimes they have very strong feelings. I know exactly what needs to be done, but no one in management is listening to me, and then I go, okay, I'm here, I'm listening to you, now share. And we just start from there. And people usually do have, and it is a great starting point, they will say, you know, this product sucks, because of A, B, and C, what needs to happen is X, Y, and Z. And then I start probing, it's like, okay, the things that you said that it sucks, why is that so? Okay, and you say that this will be a solution, why do you think so? And I ask them, we start to have a whiteboard, we start mapping it, if we don't know, we have this conversation, we start going to very specific things. Because what I strongly believe in is go harsh on problems, go harsh on issues, but be gentle with people. So, if you and I, you know, I will always have my utmost respect for Ula, but when we have a problem in front of us, when I go harsh, I'm not going to harsh on Ula, I'm going harsh on the problem. Ula Ojiaku: Don't take it personally. Bruno Pešec: Exactly. I want to rip the problem apart. That's our job as innovators, you have an idea, it's not about kissing that idea on the cheek, it's about breaking it seeing you know, what, if we do this, is it going to hold? What if we do this is it going to hold? What if we do that, is it still going to hold? If not, well maybe this is worth doing, it has nothing to do with you as a person. You and I, we are in a partnership about solving that problem, that issue, and for me, it works because it's genuine and people can feel that. So, I'm, you know, I'm being authentic, I'm being myself. And that is why I also say when people ask me, okay, Bruno, how can I coach like you? How can I, you know, repeat the same thing? I tell them, don't try to copy, you know, I am me, you are you, play to your strength. If you're a quiet person, if you're a gentle person, play to that, you know, be like water, be like river, wear them out, you know, wear them out with kindness, always go back to what you're discussing, be yourself. It's so tiring trying to be somebody else, it's so tiring trying to copy somebody else. It won't always work, but you will know that you were yourself, you did the best you could what's then there left to regret, even if it goes bad. Ula Ojiaku: True, true. I'm beginning to get suspicious that you've been eavesdropping on me, because I recently this week, gave a talk on being yourself and being that perfectly, so it's almost like, hmm, did Bruno eavesdrop on my speech? But hey, well said, well said. Now, let's just round up with a few more questions. This has been a fantastic conversation, I definitely have enjoyed speaking with you. Are there any books that you'd say you've drawn inspiration over the course of your career? You know, if so, what books are these? If you can share? Bruno Pešec:  Since the topics we have discussed today, were about innovation and a little bit of thinking better, I'll share three specific books. So, one for innovation. That is The Corporate Startup by Dan Toma, Esther Gons and Tendayi Viki, it is a great book, it's currently I would say one of the best books on both Innovation Practice and Innovation Management. So, I would definitely recommend it to everybody. It's a bit thick, but you know, you get actually two books in one. And another one, because to me, both Lean Agile Innovation, you know, they're all means to an end. If they become an end in itself, then that's when they become dogmatic. And what ties them all together is, you know, strategy. And the book I would heartily recommend, it's a, I would say, it's a bit underappreciated, is Game Changing Strategies from Constantinos Markides. It's a great book, so, he's a professor from London Business School, I think, or London School of Economics, I don't know, I keep mixing them. And he writes very well for an academic, you know, it's easy to consume a lot of examples. He makes business model innovation come to life. It's not just some theory, but it's specific examples, and for me, it's great because it shows you how to adapt. It doesn't have a lot of modules or anything, so it's more like looking at it and seeing okay, this worked, this didn't work, what's my case? And the third one, to better thinking. So, one great thing I read was that employees can make a bad CEO look great, so, employees can make anything work, bad decisions, bad management policies, you know, if they want to, they will make it work. At the same time, employees can also make the best strategies and policies go to nothing if they want to sabotage them. So, the last book is more on, I would say, for managers and leaders, and it's The Halo Effect from Phil Rosenzweig. What he talks about is exactly like what I mentioned with the survivor bias, but he talks about different views. Let's say that the gist of his book is by focusing on, you know, those perfect leaders with their halo, you become blinded, and leaders themselves become blinded, because they get confused, because they think that it is their ingenuity that created the result and not the employees and their skill. And you know, was Steve Jobs, the one who created everything? Ula Ojiaku: No Bruno Pešec: No, he definitely had some things that were good, he had some things that are horrible, but he had great people around him, they didn't come out of nowhere. Obviously, you could say the same for Elon Musk, Jeff Bezos, Bill Gates, or all the people that we consider, look at that that person, the halo around them. The risk for every leader and manager is to get deluded by their own success. And it's a lovely short book that will show you all these biases and delusions that can happen. I'll stop here. I think three books are enough. Ula Ojiaku:  I've had The Corporate Startup on my reading list, but the other ones, Game Changing Strategy, The Halo Effect definitely have gone onto my reading list now, which is already like this long. So, thanks for sharing those. Now, how can the audience reach you? How can the audience reach you, Bruno, are you online on social media? Bruno Pešec: So, I write a lot about innovation, strategy, experimentation, entrepreneurship, as well. You can find all of that on my website, www.pesec.no. It will be in your show note, as well, so you can find it there. I publish a lot of free resources, templates, sessions like this, webinars, writings, an E-book, etc. So, you can find everything there. I invite everybody who would like to connect on LinkedIn as well, but if you do then then please just drop in “Ula sends me.” Ula Ojiaku:  Well, more like “I listened to your episode on the podcast, and I'm reaching out.” Bruno Pešec: Right? They can make it as detailed as they wish. So, keeping it simple, that is where I share everything, and it's open and free. And I'm happy to share. You know, if you heard something in this conversation, please reach out to Ula or reach out to me if you would like any questions or any specific materials or whatever. Ula Ojiaku: Sounds great Bruno, thanks for that. Now, any final words for the audience before we wrap this up? Bruno Pešec:  Well, before the audience, for you, thank you very much. This has been a great conversation, very engaging. So thank you for creating this atmosphere and making this a very easy conversation. I believe, I mean, I enjoyed it so much, I would be surprised if the listeners don't take a little bit of our energy and conversationA and to the listeners, I just have one thing. So, you heard today a lot of stuff. There's a lot of great stuff to hear from Ula's other episodes, but the most important thing is start immediately, today, don't wait for the perfect moment. Take just one thing from today, and immediately discuss it tomorrow with the team or yourself, just one thing, it doesn't matter what, just immediately try it out. One step at a time. And, you know, a year from now we will look back and see what an amazing year you had. Don't wait for the perfect moment. Just start. Ula Ojiaku:  Fantastic. Well, that's very inspirational, I'm motivated to just go and conquer the world right now. Bruno it's been a pleasure speaking with you and I hope you would want to come back another time for us to have another conversation on this show. So, thank you so much Bruno. Bruno Pešec: Thank you, Ula, would be lovely. Ula Ojiaku: Great! Outro: That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show.  I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless.  

Dr. Alexander (Alex) Osterwalder is one of the world's most influential innovation experts, a leading author, entrepreneur and in-demand speaker whose work has changed the way established companies do business and how new ventures get started.Ranked No. 4 of the Thinkers50 list of the most influential management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. He invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners from leading global companies.Strategyzer, Osterwalder's company, provides online courses, applications, and technology-enabled services to help organizations effectively and systematically manage strategy, growth, and transformation.His books include the international bestseller Business Model Generation, Value Proposition Design: How to Create Products and Services Customers Want, Testing Business Ideas and The Invincible Company.

Developing an idea to be a successful business venture requires lots of blood, sweat, and tears. And for every startup founder, wisdom from people who have built startups can be invaluable. So we dedicated this episode of Establishing Your Empire to sharing the knowledge of someone who's been in the startup space for a very long time. Sam Wong, Startup CEO coach, Interim CEO of Fundable Startups, and the author of ‘21 Secrets of Successful Startups: Pillars for an Entrepreneur's Foundation,' Joins us today to share what he learned throughout his long career in the startup ecosystem. The startup space is not for the faint-hearted. Many startups don't really succeed, and the ones that do have to go through numerous obstacles. And it has been the same way for Sam as well. We start the conversation with Sam's background, some of the stories from the early startups he was working on, and the learning points from the high and low points of those startups.Getting into the startup strategies, we dive deep into how to start a business venture properly. Sam shares his experience on what startup founders can do to evaluate the potential of business ideas, reach out to potential users to identify what the market needs, and how to create a business plan that practically helps founders make their businesses successful. Sam also dives into why founders should treat investors like they are customers and some of the mistakes he's seen startup founders make when pitching their ideas to investors. Sam's book is packed with lessons he learned from his long career in the startup space. We talk about what inspired him to write the book, the process of writing it, and how he made writing a part of his daily routine while writing the book. Wrapping up the episode, Sam shares some of his future plans for helping more startup founders, his work in photography, and teaching photography to children.[00:30] Sam's Story – We talk about Sam's fascinating career journey through engineering, non-profit, management consulting, and startups.[04:05] Lessons Learned – Sam shares with us some of the lessons he learned from the ups and downs of some of the early startups he was a part of.[13:19] Founding a Startup – The process of creating Sam's first startup and his advice for people who aspire to create their own startups. [20:18] Idea Validation – Sam elaborates on the first step of any new business venture: evaluating the business idea.[26:48] Business Planning – How the way business plans are created has evolved over the years and some tips and tricks for creating a great business plan.[32:28] Telling Your Story – What most startup founders fail to do when telling their story to investors and how to deliver a successful pitch to potential investors.[37:27] Sam's Book – The inspiration behind Sam's Book, “21 Secrets of Successful Startups,” and the process of writing and publishing the book.[41:14] Lessons for Young People – Sam brings up some stories from his life and the lessons that came with those experiences.[48:57] Future Plans – Sam shares his future plans for sharing his knowledge and wisdom with more entrepreneurs.ResourcesConnect with SamLinkedIn: linkedin.com/in/sam-wong-startupWebsite: fundablestartups.comSam's Book: 21 Secrets of Successful Startupsgoodreads.com/book/show/45915892-21-secrets-of-successful-startupsMentioned in the EpisodeBusiness Model Generation by Alexander Osterwalder:goodreads.com/book/show/7723797-business-model-generationRunning Lean: Iterate from Plan A to a Plan That Works by Ash Mauryagoodreads.com/en/book/show/13078769-running-leanQuotes“If there's a wave that's cresting, ride that bad boy!”“Success is more enjoyable when you have people to celebrate it with, together.”“When you're fundraising, you are selling.”“I started to realize that the things I thought were so important really weren't that important.”

Bio: William Korsinah is a leader, Agile Coach, trainer, and consultant with sound commercial skills and business acumen. With experience gained from the Ministry of Defence (MOD), public and private sectors and exposure across strategy, portfolio, product and project lifecycle, from initiation to close, he has the ability to effectively promote organisational objectives to a range of audiences and inspire stakeholders. William is the Founder and Director of Lean Icon Technology and Training Ltd, an organisation with a presence in Ghana and the UK specialising in: Agile Project Management & Delivery Strategy & Business Planning, Effective Communication, Stakeholder Management Team Formation & Development CRM, Process Engineering Business reports and data Insight Training and Coaching. Website/ Contact/ Social Media: Email: william.korsinah@leanicontechnology.co.uk Website: www.leanicontechnology.co.uk LinkedIn: http://linkedin.com/in/williamkorsinah/ Twitter: @william.korsinah   Books: The 1-Page Marketing Plan: Get New Customers, Make More Money and Stand Out From the Crowd by Allan Dib The 7 Habits of Highly-Effective People by Stephen R. Covey How to Have a Good Day: The Essential Toolkit for a Productive Day at Work and Beyond by Caroline Webb Leading Change by John P. Kotter Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers by Alexander Osterwalder and Yves Pigneur   Resources Mentioned: Scaled Agile Framework (big picture) https://www.scaledagileframework.com/ Portfolio Canvas https://www.scaledagileframework.com/portfolio-vision/?_ga=2.28959996.1785629069.1618711092-789794333.1552987440 Business Model Canvas: https://www.strategyzer.com/canvas/business-model-canvas   Alexander Osterwalder episode: http://podcast.agileinnovationleaders.com/website/s1e003-alex-osterwalder-on-the-3-characteristics-of-invincible-companies-and-how-he-stays-grounded-as-a-leader   Interview Transcript: 00:00 Ula: 00:04 Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast, I speak with world-class leaders and doers about themselves and a variety of topics spanning agile, lean innovation, business, leadership and much more – with actionable take-aways for you, the listener. My guest for this episode is William Korsinah. William is the Founder and Director of Lean Icon Technology and Training, an organisation with a presence in Ghana and the UK. He is an Agile Coach, Trainer and Consultant and his motto is ‘Never stop learning because life never stops teaching'. I enjoyed speaking with William about his background (including his time with the British Army). We also touched on a few agile frameworks and his view on value delivery using the Scaled Agile Framework. Without further ado ladies and gentlemen, my conversation with William Korsinah. Enjoy!!   Thank you very much for joining us, William Korsinah. Could you tell us a bit more about yourself? Who is William Korsinah? William: 01:15 Thank you, Ula, for inviting me. It's an absolute pleasure for me to be on air with you. Myself, I'm a training Agile Consultant, and a Coach who's been working with organizations for the last five years. Prior to that, I worked as a Product Director for a company based in Bristol, went on to work for One Housing as a Business Analyst and Consultant within an agile team. And I worked as a strategy analyst and I served in the army. All these experiences I bring to the table when I'm sharing on Agile and how organizations should take on change at different stages of their transformation lifecycle. Ula: 01:57 You told me you had been in the army. Can you tell us what made you to sign up in the first place, and what was your experience? William: 02:05 So, when I finished Uni in Ghana, I had two options: whether to join my dad in his shipping business, or to follow my friends who were having a good time in the army. And I think youthful exuberance led me to sign on to the British Army. I look back on it as a great experience, having this passage regiments in Colchester, and all those experiences helped drive the way I approach things today. So, the Army's been a good experience. I could have joined dad in his business but I think the army was the right choice at that point in time. Ula: 02:43 And how long did you stay in the army? William: 02:44 For four and a half years, I served for four and a half years. Yeah. Ula: 02:48 Wow! I did have thoughts about joining the military. Because in Nigeria, I did my first degree in Nigeria, and I graduated with a degree in Electronic Engineering. And there is a mandatory paramilitary training graduates are expected to go through in Nigeria - the National Youth Service Corps. I found out that on doing that, you know, the first few weeks of joining the Corps, you went through drills and early morning jogging and all those... I really quite enjoyed it and I thought maybe I should I join the army. But I think other things called... But how do you think that has helped to shape you into the Lean Agile professional, that you are now. William: 03:30 With the army, the experiences like you talked about: waking up in the morning, being disciplined following processes. Some people might consider that as too structured. Within the structure as well, it allows you to think out of the box. The military experience has given me a structure for some of the things I do and it gives me a wakeup call when I have to rethink about things and say okay, how would I do it differently? How would I do it in a very structured environment? How would I do it, if I didn't have limits? So, with those experiences, I'm able to bring in diverse ways of looking at things; from a civilian perspective to a military perspective - wearing those hats. So, the experience from the army has shaped my thinking and it also helps me stay more disciplined in my approach and follow things through. Ula: 04:23 You are a SAFe Program Consultant as well, and you teach a number of the SAFe courses. So, for the benefit of the audience SAFe, is an acronym for Scaled Agile Framework, which is one of the well-known and popularly implemented agile frameworks. Now, in terms of delivering value with the Scaled Agile Framework, what are your views on this and how are enterprises and organizations potentially in a position to benefit from this? William: 04:56 As we look at today's organizations and being able to deliver change that brings value not only to the organization, but to the customer, there are various tools, and there are various methodologies and there are various processes. Looking at all these and seeing which one best fits into our organization. Over the years most organizations have worked with waterfall or predictive approach to delivering projects. In delivering projects, you need to have a look at what's the best tool. You can't use a hammer to screw a nail into a wood; you need to use the hammer to hammer the nail into the wood. And when we look at the Scaled Agile Framework, for large scale organizations that are delivering change, with system engineers, and various roles involved, we need to reconsider what tool works best. There's Agile: Scrum, there's XP, there's Kanban, There's DSDM. All are great for small teams. Ula: 06:03 What is XP in full? What's DSDM - because there might be people listening who are new to these agile concepts, please? William: 07:15 XP is Extreme Programming. Extreme Programming are practices that software engineers or systems engineers use to bring in better quality into the process. There are some practices like pair programming, where two people sit together and review their work and make sure that they are bringing in the best quality into that particular work. There are also items like test first, where we continuously test throughout the process. And then some other areas like using user story mapping, pre planning, iterations. All these practices help bring better quality into the process. When you talk about DSDM, Dynamic Systems Development Methodology as an agile framework, it's now known as the Agile Business Consortium. And they also have a systematic approach to helping teams deliver value. You first look at the feasibility plan; when it comes to delivering the work, you're also looking at iterations, how you go through the step-by-step approach, to be able to deliver an outcome to your customer and being able to invite the customer at various stages to be a part of the review process. DSDM incorporates elements of iterative ways of working. This helps agile teams to deliver value to their customers or organizations. And I've touched on Kanban, Kanban is a way of working that existed in the 1950s and 60s used by Toyota Production System. And the word Kanban is a visualization board or signboard in Japanese. Teams use the Kanban board or the scrum board to help them visualize the flow of work. And it helps teams reduce multitasking, so that people can focus on a piece of work at one point in time. All these practices have been considered by the Scaled Agile Framework. And it's like, you look at all the practices and bring in the best into one framework for large teams. And that is the way organizations can use the Scaled Agile Framework to deliver value to the customer, the organization and to the board. Ula: 08:20 Before I interrupted, you were talking about using the right tool for the right work. So, could you explain how SAFe could be the right tool and in what context this would be the case? William: 08:35 Okay, so if you look at the Scaled Agile Framework, organizations that are delivering change would have… change which would affect software, they will have change which will just be people change. And they would have strategic change, and all other forms of change. The Scaled Agile Framework has got four configurations that allow organizations to rethink their initiatives and at the portfolio configuration, that is where all the strategic initiatives are held, so that teams can deliver value by first seeing it from a high level. And then you've got large scale for large teams who are building cyber physical systems. And then you've got the programme layer and a team layer. All these help teams to work together. It (i.e. the Scaled Agile Framework) being a tool, works best for teams that are bigger than, I would say more than 100. They need to reconsider what tool they are using. In using it for smaller teams of 10, there are elements of the Scaled Agile Framework that can be used for a small team of 10. But scaling it up, when you've got 100 to 200, Scaled Agile helps teams get the alignment and synchronization throughout the process and that's a key driver for predictability in teams to senior stakeholders. Hence, the SAFe framework is a better tool to be used when working with large teams. And some bits of it can be adjusted for small teams when delivering change. Ula: 10:13 That's interesting. Now you said based on the various configuration. So, at the team level, there are some schools of thought that it's not much different from Scrum as we know it, implemented with Kanban. What's your view on this? William: 10:30 At the team level, Scaled Agile uses Scrum. Scrum as a framework, I would say unless the Agile Coach has considered all the other frameworks and adopted Scrum properly, they would miss out on looking at a framework that brings synergy. When you take a look at the Scaled Agile Framework at a team level, the chart provides you with all the bits that are needed to make the team level work. If you are working on a particular piece of work, let's take it outside of Scaled Agile, let's take it outside of software. If you wanted to build a small piece of table you need to bring all the resources together. And when you bring all the resources together, at that particular point in time, you're able to select and pick which one is best. But if you are working against time, and you've not got all the resources together, you might delay or you might not accomplish it. The Scaled Agile Framework at a team level makes sure that you take a look at all the necessary frameworks that would make the team a successful team. Having teams alone, becoming high performing teams requires you to rethink about the entire process. Not only does it touch on culture, but bringing in the right tools or systems and making sure that teams believe in where they're going. And I in my view, see the Scaled Agile Framework as one that brings things to light, whether at the portfolio, programme and at the team level and the team will now feel a big part of what's happening. Not only would they feel like, “Oh, I'm a software engineer, or I'm a UX or business analyst, I'm doing this to help or to get my career up”. But all the practices within the team level brings everyone together to deliver value to the organization. Ula: 12:22 So, for the audience's benefit – because some people listening might not be that familiar with the Scaled Agile Framework, I will be putting a link to the diagram you were referring to in the show notes. William: 12:36 Yeah. Ula: 12:36 You mentioned that there's a portfolio level at the top and then at the bottom, (of) the configuration diagram, there's the team level. Now, there have been arguments that SAFe advocates for top-down approach in terms of implementing it and others arguing that a bottom up approach - implementing SAFe from a team level and then building up on an incremental basis would be better. What's your view? William: 13:04 So, this (is) one question that I've been looking at for the last few months and I've had a few people ask me. Quite recently, a friend was delivering a speech at a conference and someone said, “If we are not having the right purpose, it's because the leaders don't know where they're going and they've not set a clear vision, they've not set a clear value, and a clear mission.” So, when you approach change from a team level, and the senior stakeholders have not bought into it, it brings us back to the same point: Who's going to sign the budget? Who's going to approve the work that you're working on? Who's going to make sure that you don't get all the obstacles or impediments that are in your way removed? So, (implementing SAFe solely) from a team level (it) is great; the team will have to celebrate all the success. But from a portfolio, director or C-level - which I am highly in favor of - that we first trained our leaders to understand the framework and I've delivered such training and leaders have found it useful that, “if we had known this, we would have sung the same song with the teams and we would have known their pain points, and we would have helped them in the right direction.” So, having the right alignment with our purpose, with our mission; with our values requires the leaders buying into any framework. If we take SAFe out of the question, whatever we do within the organization, without a leadership buy-in being incorporated in our strategic initiative, that initiative would, in my words, fail. Though we can have the best intentions, if you don't have leadership buy-in and support, it's like going round in the maze, and not getting out. My view for those who are saying, “it should be from the team level” is, “yes, we want team buy-in but we want people with direction-setting responsibilities buy in earliest, so they can incorporate it in their agenda.” It won't be the team's agenda that drives value or drives the strategic benefits. It's the organization's agenda, working together with all other teams like marketing, finance, operations. When you get all of us working together, that delivers value to the organization. And I look at it from the Japanese word “Gemba” The Japanese word “Gemba” says go out to the workplace and see what's happening in the workplace. And the workplace is not just an agile team, or the team that's using Scrum. It consists of HR, consists of all other teams. And if we only say we are going use only Scrum in our team, what about HR? Could they also use their own framework? And leadership buy-in is very necessary. And I think it's the best approach for getting things done. What are your thoughts on it yourself? Ula: 15:54 So, I would agree with you. I would say that it's not a one-size-fits-all framework. So, some organizations might feel it doesn't work for them. SAFe lends itself to a top-down approach; getting the buy-in of leadership. As you rightly pointed out, without that alignment with strategy and the direction of the organization, the teams could well be wasting their efforts working on the wrong things, even if they're working well together. But that defeats the whole purpose of the organization's existence. With respect to delivering value then, from whose perspective should we define value and how can we go about making sure we are delivering value using the Scaled Agile Framework? William: 16:42 Okay. Deliver value within such large initiatives. First, we're looking at our vision, mission getting into alignment. Once we get an alignment, and we know who our customers are - we could have two groups of customers, our internal customers and our external customers, they need to see the value coming their way. And for us to be able to get to that end point of delivering value, our systems must work. And our systems must be able to help us with that consistency, and precision and reliability to deliver that value. In the Scaled Agile Framework, it also talks about value stream mapping. If you don't know your value stream, you don't know whom you're delivering the value to. So being able to knuckle down, reflect on who receives the value. Who should we be thinking about? Everyone sees the customer. Everyone talks about the customer. Richard Branson comes from talks about this from a different perspective. He says, “look after your staff, and then your staff will look after your customer.” And I think another quote also says the customer is the boss. So, whether we take the customer being an internal person or an external person, we want to know what value is to the customer. If we know what value is to that particular customer, that value must also align with our strategic direction, our systems, and how we intend to deliver it through our teams. A customer's value, which is far and above our organization, would always mean we feel (defer) to the customer. So, we need to be able to identify what our current value stream is? What type of value we are delivering to our customers? And sharing those particular values to the customer so that they know what our expectations are and we also know their expectations because (if we have) a customer with a high expectation, and we (come) with a medium expectation, we've missed the mark. Putting in place an alignment from vision, having the right systems and having the teams knowing our value stream - well, the end outcome should be to the customer (‘s benefit). That helps anyone to use the Scaled Agile Framework. Back to your question of teams driving change. We need teams at that layer to be able to know what system they are working in, how the system is aligned to our strategic team. And, as they knew the direction, they are able to also identify the value needed to be delivered to the customer. Ula: 19:22 Okay. You mentioned earlier on in our conversation that you'd done some work with some organizations. Could you give me an example of how you went about working with these organizations to define what the value was, and how you went about delivering it and how you recognized if and when the value had been delivered? William: 19:46 Okay, so Hodge Bank based in Cardiff on their Agile Transformation journey, and for them, why I throw them an example is, they started with a pilot of an agile team. They are now at the place where they've got 8 teams and they are looking at using the Scaled Agile Framework. And I like to give credit to, I'll say, the director of projects, who's done a very good work. And it's quite interesting, but (they) took a step-by-step approach in saying, “we need to deliver value but how should this value be connected in our ways of working?” And for them, I talked about using the Balanced Business Scorecard as a strategic tool to help us identify our value. The Balanced Business Scorecard as a strategic tool has got areas of the mission, vision, talks about the strategy. As part of the strategy, we've got objectives; we need to set clear objectives. When we set clear objectives, we are able to identify whom our customers are. With our objectives, we can identify critical success factors, key performance indicators, and initiatives that helps us deliver value. SAFe has brought in the portfolio canvas. Portfolio canvas does the same thing of identifying our current organizational system, how various things fit in to help us deliver value and it's similar to the Business Model Canvas used by most organizations and when you use such a tool, it can help you identify value. Using the Balanced Business Scorecard at Hodge Bank has helped the team look at their… relook at their strategy, put things in place that will help them deliver value to the customer. Yeah. Ula: 21:42 Okay. Now as you mentioned the Business Model Canvas that was developed by Alexander Osterwalder, and it's quite popular in the Lean Startup circles. In terms of your experience with Hodge Bank, what would you say you learned from the whole engagement? What are the key learnings for you? William: 22:03 One of the key learnings for me was: change, it's not overnight. Secondly, building the teams requires time and training. Thirdly, having a clear alignment with where the organization is going, and bringing all the other executives on board. I've had to train a few members of the teams and training them gives me the opportunity to listen to what's happening in their organization. And Justin, who's the Director of Strategy takes a very focused look at how he could create an environment that makes the teams become high performing teams. And I think those learnings I've reflected on and have been part of some of the things I teach other teams to be able to adopt the frameworks they are working on. Ula: 22:58 Hmmm – interesting! So, for, say, a listener who is part of an organization that's currently considering the option of starting an agile transformation, how should they start? What would be their first few steps? William: 23:15 So, for organizations who are going through the point where they see it as a need to move from where they are, to where they want to be, is first to carry out the gap analysis of “who we are (and) what's our current state?” Or, “what's our current state and where do we really want to be?” and then build a roadmap of steps that will get you there. When using the Scaled Agile Framework it's quite interesting how the Scaled Agile Framework has also talked about adopting change at the various stages to where you get your first planning event. It talks about having a clear vision, once you have that clear vision, you train your consultants, you train your leaders, and then you train the various teams and members of the teams to have that single voice. If everyone can sing the same song or say the same words, and we all can understand ourselves, then we are able to take the next steps to help us deliver the necessary change. First, identify where you want to go. Secondly, train all the team members. Thirdly, bring the leaders on board as early as possible. Without they (the leaders) supporting and helping you drive that change, that will be another project that's failed. And at the Project Management Institute where I was Director of Communication, we've seen, we've carried out lots of surveys and seen over and over again, why projects fail. Projects fail for many reasons. It's not the adoption of a tool or process. It's the fact that one, leaders have not been brought in, there is not a clear roadmap. There's not a strong vision that brings people to that particular roadmap and aligns all the teams to believe in that change. And without having that clear vision, purpose, to bring people on board, such change initiatives do not last and do not bring value to the organization. Ula: 25:23 That's great. So basically, it's more about having a vision and clear direction of where they want to get to and what the milestones would be to your ideal state. William: 25:35 If you don't have a clear direction, anywhere could be your destination. And that's very important. You have a clear direction. It needs a roadmap for it to be a success. Ula: 25:47 Given your varied background, how did you get into this Lean-Agile area (of work)? William: 25:54 Going into this area, having studied Psychology and Philosophy, been into the army, there are other things I said I want to be when I grew up. I want to be a Trainer or want to be a Coach. Over the years, my experiences has formed all those thoughts. Now, I'll say, it's been credit to the mates whom I've come across during my journeys, and the coaches who I've worked with, through the journey, and being able to learn from their experiences on what's happening, and where career-wise things are going, that helped me re-adapt my roadmap at various stages. So, having that clear roadmap, adapting it, being flexible to changes and to getting into effect, left the army, was lucky enough to get a role into the Housing Association -  after being a salesman and taking a few other roles, I got into a Housing Association. Luckily, I was made a team leader. And during that roadmap, I've always wanted to go into change. So, an opportunity came and I went to work with a transformation team. Working with the transformation team, and having my roadmap made me identify the key things I wanted to do. Then I was also into public speaking, the president of a club, helping form a club. So, the training aspect came out of the public speaking and working in transformation and change, seeing lean, agile, seeing the way people are doing things, and how things could be improved - those are the things that led me to coming back to look at my vision of helping people go through better change. And I think all this, there's a lot of things that have shaped me in getting to this point, not just one activity or… Not climbing the ladder - sometimes I've fallen off the ladder. Ula: 27:54 Haven't we all… William: 27:57 Yeah, yeah. So, it's been a result of many events, that shaped my learnings into becoming a Consultant and an Agile Coach today. Ula: 28:09 That's interesting. So, you are the Director and Co-Founder of Lean Icon Technology UK and Ghana, and some of the things you've described, you also offer those services as well as public trainings to individuals and organizations, right? William: 28:27 Yes. Ula: 28:28 Now what's your typical workday like? William: 28:31 Typical workday is… interesting, because it starts as early as it can. And it could finish very late, after put my son to bed, (I'd) still be working till the morning and wake up either early or late to continue. That is a typical wake day in the office. If I'm not in the office, I'm either on a client site, and that's also either delivering training or supporting a team. So, it's such a varied day, and I always say it's interesting, and even though I have a a Kanban board I always look at, sometimes I come back and I've missed certain activities. And this is the life of a business owner or an entrepreneur. You don't know how you put the puzzle together, but things work together to make things a success. Ula: 29:18 Well for me, in addition to having a Kanban, you know - what's the backlog of items, what's in progress, what's been done - using the 80/20 rule, you know, the Pareto principle, focusing on the 20% of those activities that would give you typically 80% of your results. And I'm actually currently listening to an audio book, The One-Page Marketing Plan which gave me a new concept. So, taking the 80/20, out of that 20(%), there will also be a 20%, that will give you another, you know, kind of so if you take 20% of that 20%, that's 4%, that will give you the 64% outcome. So, (it's) more of narrowing down and focusing on the activities that give you the most desired outcomes, if that makes sense? William: 30:04 It does. Ula: 30:05 Part of the puzzle now is, how to know which ones, especially for entrepreneurs and business owners like us, you know, it's almost like there is a part of it, that's trial and error, as well as following a structured framework. How have you gone about trying to identify which parts of your daily activities are most worthwhile or are of higher priority than others? William: 30:33 What you've said, is something that I've seen in many (books): The (7) Habits of Highly Successful People; How To Have An Effective Day; Driving Change… And for myself, I look at activities and tell myself, “look, you've got all this to do.” And I tried to write them before I go to bed. So, I have a clear and sound sleep. And when I write them, before I go to bed, I come out and say, “look, I'm not going to touch a few things now, I'm going to touch a few things later.” Once I touch the things that are very relevant to me, which are considered to be the 20, then I can also focus on the 80 of what I need to do. In looking at some (tasks), you just know that you have to delegate - some of them are out of your remit. And one that is always out of my remit – and it really gets to me that I'm unable to do that - is being able to design and create beautiful poster diagrams, and I have to outsource this and pay for it, which sometimes eats into the entrepreneur's budget. So, there are things that you really want to do to help the business grow, and there are things that you also have to outsource. Writing my agenda before going to bed, and identifying things that I have to outsource helps me work around the busy schedule. And not everything you can do, not everything you can put into the 20, somethings you could put into the 20, but are out of your remit. That's been one of the few things I also find challenging - delegating, or trying something new, because they say if you never tried, you don't succeed. But if you try as well, and it's not the best outcome, you're not meeting your customer's needs. I think is always a balancing act, getting to that point. Yeah. And the 80/20 definitely works if you can identify your highest priorities, work on those first, and then look at the others later. Ula: 32:35 That's great. I smiled when you mentioned creating attractive posters and all that. I'll give you a simple tip. If you want to have a go at creating posters and all, there's this tool called Canva. William: 32:49 I'm using Canva. Ula: 32:50 Oh, you are! Okay. You are already ahead of the game. Yeah, it's made things a bit easier. But then there are times when you need to just call in the professionals. So, for the designers out there, we're not trying to take your job away or anything. We're saying there's still a need for you. Great, it's been wonderful speaking with you, William. So, before we sign out and I have learned a whole lot really speaking with you. It's worth mentioning that you're the one who trained me, when I took the Leading SAFe course. And of course, I wouldn't have been inviting you to the podcast if not that you really made a great impression on me. You were knowledgeable, you were clear in the way you really handled the class and answered our questions. So, thanks for that. But before we sign out, how can they (the audience) get in touch with you? William: 33:38 I think first, they are listening to my voice …they should always should reach out to Ula… …at Mezahab Group and I'm on LinkedIn, I'm on Twitter, and I'm on Facebook at William Korsinah… Ula: 33:52 Okay William: 33:52 … and on other platforms. I know Ula will be adding it to the podcast as something for people to look at. Ula: 34:01 Yes, I will. William: 34:02 I will definitely welcome any questions that anyone would like to post or send my way. Thank you Ula for inviting me, though. Ula: 34:11 No problem at all. Thank you so much, William. And I hope you have a good rest of your day. And thanks once more. William: 45:28 Same to you. Ula: 34:20 That's all we have for now. Thanks for listening. If like this show, do subscribe at www.agileinnovationleaders.com. That's agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes – this would help others find this show. I'd also love to hear from you so please drop me an email at ula@agileinnovationleaders.com . Take care and God bless!

This is the tip of the iceberg. To dive into the details and support the author, order the https://geni.us/model-generation-book (book). Introductionhttps://geni.us/model-generation-book (Business Model Generation) is a guide to the highly influential business model canvas. This canvas was co-created by 470 practitioners from 45 countries. The book features practical innovation techniques used by leading consultants and companies worldwide. It is currently used by P&G, Amazon and Tesla to improve business efficiency. The book features a highly visual, 4-color design that simplifies powerful strategic ideas and tools. Business Model Building Blocks“A business model describes the rationale of how an organization creates, delivers, and captures value” - Alexander Osterwalder The foundation of business models should always be what the authors call a Business Model Canvas. This canvas should provide a visual prompt for participants to focus on the crucial criteria. The aim of a business model canvas is to focus the discussion on strategic thinking rather than being distracted by small operational details. The building blocks that form this canvas make it dynamic. This means some options in certain sections will impose limits on or amplify other sections. The authors provide nine different building blocks that every business should incorporate into their business model canvas:   Key Partners - You can start to control more market share simply by working together with other businesses. This cooperation can lead to a superior product and better supplier links. Key Activities - Your company will have its own key activities that lead to profit.  Value Propositions - These are groups of benefits which incentivize clients to work with you over your competitors. You can improve this category by innovating new products or optimizing them to fit client needs. Customer Relationships: Different industries and customers require different types of assistance. Customer Segments - Try to target specific groups of customers to gain competitive advantage in a few key areas. These groups are called customer segments. Key Resources - These resources can be used to gain a competitive advantage. This includes superior talent or land. Channels - You must develop communication channels other than advertising. Every product must be able to be scrutinized. Cost Structure - Your cost structure will determine your business structure. This is because your cost structure will place constraints on other parts of the business.  Revenue Streams - The authors describe the revenue streams as the arteries of the business model. This is because they obtain income but impose certain constraints on operations. Business Model PatternsWhile reviewing your business model building blocks and the model they create you are likely to notice patterns. There will be some patterns unique to your business but there are also five patterns that are extremely common across all business sectors. The authors argue that understanding these patterns will help you to understand the synergy and tradeoffs associated with certain building blocks. Unbundled ModelsThis is where an organization splits three aspects into their own discrete identities. This is most common in businesses where they are actually offering multiple different services, like telephone companies who also offer broadband. Unbundling these services will prevent decisions in one area leading to limitations for the other areas. The authors offer an example of banking to explain the importance of unbundling services: The bank simultaneously advises wealthy clients and sells financial instruments. The former is a long-term business. The bank wants to sell its financial instruments to competing banks for extra revenue. But, this could hurt their competitive position. There is a clash between the advisory division and the product...

Creator of the Business Model Canvas and CEO of Strategyzer, Alexander Osterwalder joins Rita McGrath in conversation. Rita interviewed Alex about his new co-authored book "The Invincible Company," the implications of its lessons for other firms and his guidance for how to navigate through these nerve-wracking times. --- Send in a voice message: https://anchor.fm/thoughtsparksritamcgrath/message

Bio Entrepreneur-turned-educator, Steve Blank is the Father of Modern Entrepreneurship. Credited with launching the Lean Startup movement, he's changed how startups are built; how entrepreneurship is taught; how science is commercialized, and how companies and the government innovate. Steve is the author of The Four Steps to the Epiphany, The Startup Owner's Manual -- and his May 2013 Harvard Business Review cover story defined the Lean Startup movement. He teaches at Stanford, Columbia, Berkeley and NYU; and created the National Science Foundation Innovation Corps -- now the standard for science commercialization in the U.S. His Hacking for Defense class at Stanford is revolutionizing how the U.S. defense and intelligence community can deploy innovation with speed and urgency, and its sister class, Hacking for Diplomacy, is doing the same for foreign affairs challenges managed by the U.S. State Department. Steve blogs at www.steveblank.com   Books/ Resources: Four Steps to the Epiphany: Successful Strategies for Products That Win by Steve Blank The Startup Owner's Manual: The Step by Step Guide for Building a Great Company by Steve Blank and Bob Dorf Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder & Yves Pigneur The Lean Startup: How Constant Innovation Creates Radically Successful Businesses by Eric Ries Where to Play: 3 Steps to Discovering Your Most Valuable Market Opportunities by Marc Gruber and Sharon Tal Social media profiles: Blog/ website: steveblank.com Twitter handle: @sgblank Steve's students' slides: https://www.slideshare.net/sblank   Interview transcript Ula Ojiaku  00:52 So we have Steve Blank, the legend himself. Thank you so much for making the time to join me on the show. Steve Blank  00:59 I'm excited to talk to you and your listeners. This should be fun. Ula Ojiaku  01:03 Definitely. I've listened to other podcasts or shows where you said you grew up in a dysfunctional family and growing up in chaos kind of helped shape you into who you are. And there was some sort of silver lining in that cloud. Can you elaborate on that? How did that shape you into the Steve Blank we see and admire today? Steve Blank  01:22 Sure, you know, my family circumstances, while difficult, aren't unique. I mean, lots of people in the world too wake up and not quite know what's going to go on the next day but I think there's a couple things. One is it makes you focus on survival, and also helps you shut out all the things that are not important for survival. So I grew up not understanding, but actually you did much later in life that when there's chaos around me, I'm able to figure out about what I consider the fog of war, where are we heading, where everybody else is running around, going, Oh, it's confusing, or you know, things are going off around you to kind of go rifle shot in figuring out where the exit is. And it turns out that that's the world's cruelest but most effective training ground for early stage entrepreneur. And that's exactly the physical danger is, it's exactly what a founding CEO encounters the first year to their company. Nothing goes right, everything's unpredictable, things are going on around you yet you need to stay focused on what it is to do and have a bias for action rather than passively sitting around waiting for things to be fixed. And I didn't understand that until I was in a war zone in Southeast Asia during the Vietnam War. Luckily, I was well away from where people were actually shooting at me but in the Air Force, I got to do things that I never would have gotten to do anywhere else in a civilian life at a very early age. And realize that combined with some other skills I had, which probably were only two. But you know, the other one was I was pretty good at pattern recognition. And then three is I was curious about everything way beyond my paygrade. Four is I showed up a lot, which I think is 80% of what a young entrepreneur needs to do, is show up more than most people. And those are the skills that have lasted me the last 40 years. Ula Ojiaku  03:09 Wow, you've launched about eight companies, and some of them went on to IPO. So how did that quality of showing up help you?  Steve Blank  03:19 Showing up a lot, you know, varied throughout my career. But it was consistently being where other people were out drinking or partying or said it's too hard to do, or Gee, I don't want to volunteer for that. And, you know, in the military, the version was working extra hours to help people just because I was interested in what they were doing. And by accident getting noticed, I mean I wasn't trying to get noticed, but I did. The rule was never volunteer for anything but I volunteered for everything. And half of them really were crummy jobs but the other half were incredibly interesting. My entrepreneurial career, my test of whether you're cut out to work these hours is when I was living in Silicon Valley, I often would call people in New York and just say, oh by the way, I'm going to be having coffee across the street from you tomorrow, do you mind if I drop in and call you? I had no plans to do that but if they said yes, I would jump on a redeye and will literally take a 15 minute meeting, because showing up a lot might have got me an order and multiple times it did. If you're not willing to do those things and put yourself out for the extra effort and believe it's going to come to you, it's okay but don't choose a startup as a job. It takes that extraordinary effort, showing up a lot just doesn't mean cruising across the street or something else. I retired when I was no longer willing to get down that redeye for the 10 minute meeting, it meant I was too old to play that game. Someone else was going to do that, someone I was competing with would have had that passion and energy to do it. Ula Ojiaku  04:49 Well, that's really impressive. You are an adjunct professor at Stanford University, you're also a guest lecturer at many other notable higher education institutions. The funny thing is that you admit you're a college dropout. Steve Blank  05:05 I still laugh every time and I want to make the point, I'm not exceptional, I'm the exception. And there's a difference there, you know, I've taught in multiple places and then every place I've been if I had to pick the odds over the group of people who's going to succeed, someone who's dropped out or someone who actually had the discipline of sticking it out four years and even learning what community college or four year college pay odds are much better for people who stay in college. There's a small group of people, maybe not so small, like I was at the time, who just didn't have discipline. I was completely undisciplined, couldn't see the value of why I was there, was doing horribly and was completely out of control and I probably needed reform school at the time. I chose the military as an alternative. I think that's an edge case and it's not that I regretted it but I've spent my life catching up on those missing pieces of my education, both undergrad and grad school, I probably should have went to. Somebody should be thinking about, if you are literally out of control and don't have the discipline, that's probably the reason not to be in college, and you need to gain the maturity and the skills to go back. I wish someone had counselled me to do that and I'm not sure I for a long time had that discipline and maturity to go back. So yeah, I think I'm an exception to a set of heuristics that I think probably say today even more, so if you could stick it out, it is worth staying in. Ula Ojiaku  06:35 Thanks for that. Steve Blank  06:37 And by the way for a couple reasons, let me just be clear, one is the education you're going to get. And the second is, regardless of the school you go to, you're going to build up a network of people who because you were in close proximity with them, you will later on in your career, be able to count on or use your network, including your professors and other people. Ula Ojiaku  06:58 What I hear you saying is, in addition to the education, your networking opportunities could serve you for the rest of your career.  Steve Blank  07:06 Yeah,  Ula Ojiaku  07:07 That's great. So you are the father of the Lean Startup Movement. In my research for this conversation, I learned that it was some sort of massive failure that started you on the path. Is it something you can talk about? Steve Blank  07:22 Sure. You know, by the time I had done six startups, I was thought of as a successful entrepreneur and attracted a lot of funding for my next startup, which is a video game company, which turned out to be a real mistake for multiple reasons. One is my entire career up till then my customers had been scientists or engineers, or technical people. And what I didn't truly understand is I was now getting into a business where, number one, my customers were going to be 14 year old boys who wanted to kill something. And two is that I was actually not in a business where technology actually mattered at all, it was in fact, maybe a first or even third derivative of what they really cared about; I was in the entertainment business. Well, if somebody would have told me, Steve, you're going to be CEO of an entertainment company, even I would have said don't give this guy any money. But we didn't understand, I didn't understand it, neither did my investors. Make a long story short, I created that company, I was the CEO, I mean, lots of reasons why it went down. And when it failed, I absolutely went through blame my co-founder, blame everybody else, blame my VCs, be angry, go get depressed, and whatever. But after it failed, and back then losing $35 million, was actually considered a lot of money, that was a pretty visible failure. You know, I went through the step of, as I said, anger, depression, whatever, and then acceptance. But then I tried to extract a set of heuristics, a set of rules of what did I learn from not only that, but where did it succeed. And I put those rules together, what came out of that is the beginnings of customer development. And in my next company, Epiphany, which was my last company, the company had an $8 billion market cap, when I went home. We went from zero to $125 billion in three years. That wasn't just me, that was incredible set of co-founders and a CEO we had brought in and 800 other wonderful people, but everything we had learned, or I had learned from that failure just came together and we nailed it in that one. You know, what a definition of failed entrepreneur is? Ula Ojiaku 09:27 I'm not sure Steve Blank  09:22 Experienced. It's a big idea. I failed miserably and publicly yet, in fact, that was quite fundable. Because as long as you're not blaming the failure on everybody else, and you kind of own up to, here are the mistakes I made, and say, well I'm not doing that business again, it turns out that investors were more than willing to write us a cheque. And I think that's unique about places where entrepreneurship is well understood, in other countries or other cultures, when you lose that amount of money for people, they're coming after you or you've ruined your reputation forever. That's not the case in certainly in Silicon Valley, and in London, and other places where entrepreneurship is understood. So that was the beginning of the Lean Startup, using some of the key tenants that epiphany, but still, I didn't have a theory or strategy. It wasn't till I retired, that I actually started writing believe it or not, my memoirs. And I realized 80 pages in that no one really was going to read them, I'd even have to pay my children to read them but there were some lessons learned about success and failure that no one had noticed before. By then I was not only doing my companies but sitting on boards of others, public and private. And that a much broader view of innovation entrepreneurship. The difference between success and failure is whether you just simply built a company around your beliefs and launch the product versus spent a lot of time testing your beliefs, not doing a giant focus group, still staying focused on your vision, but trying to validate or invalidate whether what you were building was correct. And I realized that there was very little literature on innovation entrepreneurship for early stage companies. Back in the turn of the century, there was a ton of literature on how to do innovation inside of large corporations but there was almost no literature on how to do innovation in a garage. And when I went to business school leaders in a variety of universities and pointed this out, I literally got a virtual pat on the head that said, Steve, don't worry your little head, how hard could six people in a garage be? We consult for companies with tens of thousands of people. And then I realized that most business school academics didn't work in startups and therefore, if they consulted, they consulted for major corporations and didn't have the domain expertise of what was unique about early stage ventures. About its funding environment, about its customer environment, about burn rate and things that were critical to understand when your company is starting in your basement versus your company is launching a new product, versus your company that has thousands of people. And those are very different types of innovation entrepreneurship. So the Lean Startup method started with me looking around and going, I think what we're doing is probably not optimal, which is a fancy word for saying, I think we're very wrong, there might be a better way to do this, Ula Ojiaku  12:22 That nicely goes into the other question that I had for you. You said in one of your books that every startup needs a mission statements and a set of core values, because as you're doing customer discovery, they're going to get conflicting feedback. So there has to be a way of filtering to know the right feedback to follow in developing the products. Steve Blank  12:47 You know, one of the things if you're a founder is this idea of customer development, getting out of the building, talking to customers, building a minimum viable products, etc., with a giant focus group. So hey, I'll talk to everybody, I'll get some of their features, and they'll build that product. Yeah, maybe but then that kind of makes you a product manager, not really a founder with a vision. You know for me, there's a subtle but important difference is, no, no, I have a vision, I'm the founder, or maybe me and my co-founder have a vision. Let's now go out and validate or invalidate or modify our hypothesis, which is by the way a fancy Stanford word for guesses. But I have put a stake in the ground where I think the world is and where customers will want to buy and let's see if that's correct. Rather than continuing moving the goalposts, if you put the stake in the ground that says, here's our vision, here's the product, here's the customer, here's the distribution channel, here's the pricing, here's whatever, okay, now instead of launching the product around that, let's go validate or invalidate it as best as we can. Oh, and I'm allowed to, and here's the big idea what changed everything about Lean, and I'm allowed to change before I ship based on what I learned outside the building, that's called a pivot. A pivot is just a substantive change in one or more things you learn about your business model. And the business model is a fancy word for all the things that make an idea, a commercially viable company. That is, you know, who my customers what features do they want, and how much should I charge? How much, what are the costs? Where do I build it, etc. So as I'm learning about this stuff, I might change my vision or modify it, going well, that's great, the product is right, but the people I thought are customers are completely different, or the customers are right, but they only want features three, nine, and fifteen. Hey, I shouldn't waste time on those other things until later, or maybe never. That's what they're getting out of the building is about and that's back to mission and vision. The other thing about mission is once you discover that, then you could share that vision with your entire company. Here's what we're doing, here's why we're doing it, here's what it means, here's our goals. And that should permeate the company from top to bottom. At the same time, as you do mission, you could also be setting culture and culture in a startup is really important. Is it do anything at all costs? Who cares about ethics? You know, I wouldn't recommend that but regardless of what you say, your employees will model their behavior on what you do, not what you say. Or is it like no, we work six days a week that's culture or gee our culture is dancing allowed and free food or no dogs, but free food or no free food or, I mean, these things need to not only be said, but they need to be modeled. So if the CEO says we need to jump on an airplane anywhere, anytime, but he or she doesn't do that then that's  a pretty bad model. Or if they say, oh no, we really believe in work life balance, and we want you all out of here at 5:30. That's another model, but the CEO shouldn't be sitting in the building. Does that make sense? Ula Ojiaku  16:04 Makes a whole lot of sense. Yes. Steve Blank  16:07 I've been working with large companies and government agencies, and I'm trying to emulate the same process that startups do inside of the corporations and governments. And is that the issue in large organizations are not whether you have people as smart as you have in startups, and just note to large corporation and government, you have smarter people there, you have more of them. What's different is the nature of the corporation. What I mean by that is, a corporation or government agency is designed for scale. And when you design for scale, you put in place processes and procedures and metrics and OKRs, and KPIs to measure performance. And therefore, people believe that these are the walls and rules and kind of guidelines that you operate in. And it kind of, that's great actually for scale, that's how larger organizations stay in sync and on scale, and it works wonderfully, when there's a repeatable environment that is operating it. But in fact, when chaos starts happening outside, when you're being disrupted by either competitors in commercial companies, or by adversaries in the government, or, gee you're no longer part of the EU, all of a sudden, Ula Ojiaku  17:24 Not quite yet there Steve Blank  17:25 But all of a sudden, the world has changed. But those processes and procedures you put in place, were for a steady state repeatable environment. And therefore, you now need to inject some new innovation. But if you look at your rule book and Handbook, there is no rules for innovation entrepreneurship and in fact, that usually conflicts with all those processes that is your supply chain, you know, isn't “No, you can't order something from Amazon we have you know these contracts…”, or “no you can't just jump on an airplane, you need the approval of four supervisors to go do this…”. “No, you can't start this new division, you need to take the most, you know, senior people…”, why, but those are the last people I want in an innovation group. All these things, by the way, are real things I've run into, Ula Ojiaku  18:09 I have experienced them as well. Steve Blank  18:12 So in fact, what you really needed in a government and in corporations is an innovation doctrine and doctrine is kind of like, what are the meta rules for how we deal with innovation, it shouldn't just be, oh, I have a corporate accelerator incubator, isn't that great? Because what that really means is I have innovation theater, I really haven't figured out how to integrate all this stuff from leadership to an innovation pipeline, or a process that runs in parallel. And the mistake people make in the first pass of doing this, is thinking that you're going to turn everybody in your large organization into an entrepreneur and I have found that that's just a fatal error. Not everybody comes to work to be an entrepreneur, the fact that you have some great entrepreneurs in your organization is a key idea but that's not what the rest of your organization sign up for. So the question is, is how do you get a larger organization to both chew gum and walk at the same time, it needs to be ambidextrous. And this is again, a concept from 20th century. Tishman and O'Reilly, two professors, one from Stanford and MIT talked about this for decades, when it was a nice to have in the 20th century. I'll contend that being ambidextrous and having an innovation doctrine is essential for survival in the 21st century, whether it's a company or government, and I think we see lots of companies and governments trying to struggle with how to kind of move into this, I no longer need to do one thing, but I need to do two things at a time. I need to execute and I need to innovate in parallel. That's hard. Ula Ojiaku  19:53 Yeah, sure. And that kind of also brings in to mind the three horizons as proposed by McKinsey. You said that you have the horizon one, where you have your cash cow stable, and then you're also looking into the future and making sure to also invest in things that could be the next big thing. And I guess going back to your reference to ambidextrous organizations, that would be a key capability that will be required in an organization to be able to realize that, what do you think? Steve Blank  20:23 Well, you know, I think again it starts with leadership and by leadership, the board of directors or managing board, not just the CEO, need to pick up and say, wait a minute, is it business as usual or do we need some change? And if you don't realize that the world around you has changed and that you're being put out of business, that is if you're in a retail business selling clothes or something else, you wake up and you discovered Amazon is taking your business. Or if you're in the government, and you realize gee, you know, the world is no longer with facing one adversary or facing multiple adversaries or gee Healthcare changed or something else, it needs to start from there. Because if there is no impetus for change, the status quo will continue until it's too late. And as I said, creative destruction is kind of okay for corporations, it's not okay for government agencies where the country has a kind of, has an obligation to its citizens to be ahead of the game not behind it. And once but let's say in a positive sense, you realize that change, the biggest thing that companies fail to do is communicate it coherently and repeatedly to the rest of the organization; is here's what we need to do to still stay in business. And it's not that everybody needs to panic and scurry around but here's how we need to organize for continuing our core business as we transition into either new businesses or new ways of doing business. And as you said, one of the tactics is realizing that there are three horizons of innovation, one is just making our existing product line or services better, horizon one, or expanding to adjacent spaces, or different distribution channels with different customers with the same products or technology, horizon two. Or creating new things that just didn't exist before. That is one tool that, you know, leadership can kind of use in a large organization, at least in a corporate world, you could acquire, you could partner, you could buy. In a startup, you know, all you have are your own resources but corporations actually have a lot more moves than startups in thinking about innovation. When they first realize at the leadership level that things have changed. But you also need to build these parallel processes of, you know, okay well, how's HR going to deal with innovation and execution, it can't be the same rules. The real test is, if in a large company or government agency, you have the same exact rules and processes and procedures for execution, as you do for innovation, then you don't really have a company or organization that's going to survive. There needs to be parallel processes and in fact, the other thing you need is an innovation end to end process, not just I have an incubator accelerator and look at our great demos. But what's the end to end process from sourcing ideas and people and technology and problems, all the way to delivery or deployment of those services outside the building? Very few organizations have that kind of as a full function continuous innovation process but that's what's required. Ula Ojiaku  23:23 Right. So with respect to that though, you're saying there has to be, you have to have parallel processes in place so there is innovation going on. However, the business as usual, or keeping the lights on, like HR or finance, how they tie into it needs to also be thought through. Would you then say that all these details need to be worked out before an organization tries to create some innovation? Or is this something that could be worked out, whilst doing it? Steve Blank  24:03 So in a perfect world, it would start with from the top, from a board of directors, the sea level conversation  that acknowledges that status quo is taking you off the cliff. And by off the cliff, meaning sales are going to decline or government services are going to be less effective, or the country is going to be less competitive if we continue this way. That's the first discussion in a perfect world. What really happens though, is today, there's a sea of unhappy entrepreneurs sitting inside your company or government organization who already exist, beating their head against the wall. In fact, the symptom of this it's been going on for decades, is that we always hear stories about what I call heroic innovation. That is we celebrate these people who actually have fought against the system and get something done and we give them awards. Instead of saying, well wait a minute, these people are symptoms of a broken process, and actually don't have any process for them to; it shouldn't have required heroics to do this. Kind of like, it was the same light bulb that went on when I wrote the first book about what became lean in four steps to epiphany. The light bulb is why are we celebrating heroics, instead of being embarrassed that the system is broken? And so in every organization, this is what I meant when I said there are more entrepreneurs and innovators inside larger organizations than there are startups. Startups though are organized to capture their energy and their passion and their innovation. Corporations and government organizations are organized to actually beat it out of them. Again, not because of malice or bad or people being stupid, it's just that the big lightbulb hasn't gone on that says no, we need different processes, we need an end to end, that is we don't even have that language inside of a corporation, other than trying to steal and by steal I mean, in a nice sense, all the processes from a startups, which really don't map into companies and government agencies because they have different goals, different missions, different incentives. We can take the ethos of a startup and put it inside of companies and government organizations, and we could harness that same passion but we need very different processes and procedures than those that startups use. Ula Ojiaku  26:23 Very true. I'll just move on to the final part of this conversation. Following your work, reading, you know, your blogs and listening to some of your conversations on other media platforms, you sound to me like you're a lifelong learner. So is there any book that you found yourself gifting the most to people? And if so, what's that book and why? Steve Blank  26:51 Well, on the business side, Alexander Osterwalder's Business Model Generation book was a real eye opener for me. You know, my work, as part of lean, lean has three parts; customer development, agile engineering, and the business model canvas. And it really took the three of us, my work was the customer development process, Eric Ries, who wrote a great book called The Lean Startup was the one who observed agile engineering was a great partner to that. But Osterwalder's work on the business model canvas gave us kind of a scorecard and he originally intended it as a static diagram. And I realized it was actually much more useful as one that was dynamic and got updated over time. So those three books, My Four Steps to Epiphany, Ries's Lean Startup Guide, and Osterwalder's Business Model Generation should be kind of the three texts that sit on an entrepreneur shelf, to kind of understand the basics. There's some other later reading, I mean, there are hundreds of books; Marc Gruber wrote a book called Where To Play: 3 Steps For Discovering Your Most Valuable Opportunities, I now kind of think of as the front end of the process. But I should just point out it would be kind of ironic, if I didn't, is that entrepreneurship is not a reading the book activity, it's an experiential activity. So you can't read the book and then say, I now know or watch the videos or you know, have videos on Udacity and other places. It really is read the book in context with actually getting your hands dirty and by getting your hands dirty, I mean, build something, test it, get out of the building, etc. Even if it's something small, that's as important as it is understanding the theory. The theory might give you a light bulb, you know, like oh, this is where I should be spending some time. But getting out and getting your teeth kicked is probably the best confirmation. Then you go, Oh, I miss page 47 where it said, this is what will happen. So that's my advice for both reading and doing.  Ula Ojiaku  28:52 Great. Thank you. And we will have the books you've mentioned in the show notes as well as links to them so thanks for that. So to wrap up, you've already given us some good advice in terms of not just read the book, go out there, and get your hands dirty, get something built, get it tested, get it validated. Would there be any other advice you'd have for upcoming entrepreneurs? (last word not clear) Steve Blank  29:21 This one's kind of interesting is that, you know, nowadays entrepreneurship, starting a company is kind of cool. It's like your friends are doing it, you're doing it and people tend to think, gee a startup is a job and I think that's the world's worst mistake. Startup isn't a job, at least now I'm talking about being a founder, or co-founder and startup is not a job; it's a calling, right. There are great jobs out there but being a founder is closer to being an artist than any other profession. If you're not called, if there isn't an itch, you need to scratch, if there isn't something you need to get out of your system, then you might be in the wrong profession. Because a job says hey, you show up every day and you get paid, in a startup you show up every day, and I hate to tell your listeners the bad news is, the answer you're going to fail. Much like a painter, every painting or sculpture or play or music you write, or play you write is not a success, most of them are crummy, and you just kind of missed it. And you get up and feel bad and then you do another one because you're driven to do that. That's what a true founder is, and it doesn't mean you can't work in a startup. I wasn't prepared to do that my first three or four times in a startup, I'm the spear carrier in the back of this play, meaning I, you know, where you see the opera and there are people in the back. Those are the people who are kind of part of the stage but really not in the front. That was me learning by apprenticeship because I really didn't have that, I have the DNA, but I didn't have the skillset to understand what it was. Nowadays, you could learn much more rapidly than I could have in the 20th century. But still, you need to be driven by, I can't imagine doing anything else with my life or my time. This ain't a job, you could join a startup as a job but if you want to be a founder, you really ought to think about this is how you want to live your life. Yeah, it's with lots of ups and downs and hills and valleys but you have to have passion and drive and vision and curiosity that besides agility, and ambition to make it happen.  Ula Ojiaku  31:35 Wow. Thank you very much, Steve, that's inspiring. One last thing before we go, where can the audience find you, are you on social media? What's the first place to go? Steve Blank  31:46 The first place to go is my website, steveblank.com. There's more information for entrepreneurs than ever existed in Silicon Valley in the 20th century packed into one. There's a tabs on top, books to read, Secret History of Silicon Valley, some other things. I'm on Twitter at @sgblank, @sgblank. There's also a series of presentations, slide final decks from all my students on slideshare.net @sblank. And you will find over 600 presentations of my students summaries actually going through my classes. So hopefully to all your listeners have a great time being an entrepreneur. It's the world's worst job, but great call. Take care. Ula Ojiaku  32:35 And you too. Thank you so much. Thanks. Steve Blank  32:38 Bye, bye. Ula Ojiaku  32:39 Bye.  

Começa hoje a segunda temporada do Conversas Startup Podcast (CSPod)!

Whether with a biz partner or you're rocking it as a solopreneur, having a bizcation is something you can do quarterly to make sure your branding, content, and business strategy are all in alignment and most importantly reflective of what your brand stands for. Today, we're taking you behind the scenes on how we structure our bizcations ( (™ lol)). Due to corona things got pushed back a little bit later than we liked, but we were so happy to have 5 days of the ultimate business slumber party in Philly with champagne, laptops, pizza, and photoshoots. We believe a bizcation helps keep the business running smoothly, ensures you're on track with goals or if you need a reset, and that you're not missing any key pieces to the puzzle. We are going to quickly review 3 topics you can cover during your own bizcation. You don't want to miss the details on: - Brand strategy: company values, ideal client & customer experience - Business strategy: business plan and goal setting - Content & marketing strategy: content creation and photoshoots RESOURCES: - Business Model Generation by Alexander Osterwalder: guidelines on creating a business plan: https://amzn.to/3aWKPBW - The SHExSHINES Academy - www.shexshines.com/academy CONNECT WITH US // shexshines.com INSTAGRAM // instagram.com/shexshines SHOW NOTES // shexshines.com/podcast TEXT US // 215-608-3002

In this episode, I interview Matt Roadnight, an Agile and Scum coach. Having developed an interest in IT, Matt completed a BSc. degree and went on to begin his career in a corporate environment. After a stint of travelling, he then went on to join a niche IT services company. It was here that he was given that latitude to work in a way and develop himself that he enjoyed. Acquisition of the IT services company by a large corporate got him reevaluating his position and coupled with an opportunity to provide some Agile coaching independently, Matt left to establish his own business. Matt now owns and runs SprintAgile and is a founding partner of BeLiminal LLC. Both organisations focus on developing individuals and teams.Matt shares his journey and the values that he developed that shaped his career and choices. He also talks about the enablers of learning and shares some great resources.Key TakeawaysIn many instances, we train for jobs that don't exist. The important thing is learning to learn and carrying this ability through our careersDeveloping values is important. Understand your values and live by them but make sure you don't focus too much on a single value whilst neglecting other values. There needs to be a balanceAlways be open to opportunities and try to take advantage of opportunities when they are offered to you Challenge yourself to move beyond your comfort zonesEven if you enjoy working alone, don't ignore the importance of partnering and working with other peopleLearning is often driven by client/organisation demand and the desired quality of workMake sure that you develop a growth mindset (learn more about this in Episode 11)Doing quality work is important but don't let perfectionism hold you backChange doesn't happen without emotion!Resources MentionedMatt shared the following resources:Job Crafting - Amy Wrzesniewski on creating meaning in your own workManaging Yourself: Turn the Job You Have into the Job You Want by Amy Wrzesniewski, Justin M. Berg and Jane E. DuttonCamp AmericaBooks MentionedMatt recommended the following books:The Fifth Discipline: The Art and Practice of the Learning Organization by Peter SengeTrust Factor: The Science of Creating High-Performance Companies by Paul ZakCreating Intelligent Teams by Anne Rød and Marita FridjhonBusiness Model You: A One-Page Method For Reinventing Your Career by Timothy Clark, Alexander Osterwalder, and Yves PigneurConnect with MattListeners can learn more about Matt and connect with him by visiting his LinkedIn page, Twitter feed, or the BeLiminal website.Support the show (https://www.buymeacoffee.com/gunterrichter)

My guest today is Alexander Osterwalder, one of the world's most influential strategy and innovation experts, a leading author, entrepreneur, and in-demand speaker whose work has changed the way established companies do business and how new ventures get started. Ranked No. 4 of the top 50 management thinkers worldwide, Osterwalder is known for simplifying the strategy development process and turning complex concepts into digestible visual models. Together with Yves Pigneur, he invented the Business Model Canvas, Value Proposition Canvas, and Business Portfolio Map – practical tools that are trusted by millions of business practitioners. The topic is his book The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World's Best Business Models (The Strategyzer Series). In this episode of Trend Following Radio we discuss: Diversified Portfolio Quarterly Return Predictability in your Execution Business Experimentation and Adaptation Strategic Exploration Capability Business Models Leadership System Exploration and Execution The Invincible Company Innovation Building Fundamentals Creating Value Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

Alexander Osterwalder is an entrepreneur, author, business model innovator, and co-founder of Strategyzer, a SaaS company that helps organizations develop better growth engines, powerful business models, and so much more. In this episode, Alex discusses the innovative way he wrote the Business Model Generation book and explains why the Business Model Canvas is an excellent tool for businesses looking to challenge their current business model. 02:55 - Why did Alex write the book, Business Model Generation. 04:00 - How Alex crowd sourced the book. 09:00 - What is the Business Model Canvas all about? 11:15 - There is no such thing as the one and only business tool. You need to combine tools based on your needs. 17:15 - What kinds of conversations is Alex hearing from the C-suite executives about business models? 19:40 - How do you price a cure that's going to heal people with one injection? 21:35 - You can still be innovative on inferior technology. 24:00 - We're still stuck in the last century when it comes to developing innovation. 29:00 - There are some great lessons you can learn from Expresso. 34:15 - Large corporations are trying hard to be innovative, but only a few of them are able to succeed. 36:55 - What is Alex's business model? 41:55 - What has Alex changed his mind about recently? 43:40 - What does Alex do to remain creative? 44:35 - What does Alex attribute his success to in life? Resources: http://www.outsidelens.com/outsidevoices 

(puedes ver esta entrevista, con subtítulos en español, aquí: https://youtu.be/YZHjjIFW278) En este episodio tenemos la visita de uno de los líderes mundiales en tema de emprendimiento, Alexander Osterwalder, el creador del mundialmente conocido Modelo de negocio Canvas, y autor de los libros Generación de Modelos de Negocio y Diseñando la propuesta de valor (cuyos resúmenes tienes disponibles en Libros para Emprendedores).   En esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/mpe036     Lecturas recomendadas por Alexander Osterwalder:  En temas de emprendimiento: El blog de Steve Blank: https://steveblank.com/ El blog de Eric Ries: https://leanstartup.co/blog/ Libros de Eric Ries: http://theleanstartup.com/ Próximo libro de David Bland, en Strategyzer (no disponible todavía): https://www.strategyzer.com/books En temas de cultura empresarial: Powerful, de Patty Mc Cord: https://amzn.to/2VslYwV Disrupted, de Dan Lyons: https://amzn.to/2EfesOJ Principios, de Ray Dalio: https://amzn.to/2Xse6Nt Bad Blood, de John Carreyrou: https://amzn.to/2Xq7izZ The No Asshole Rule, de Robert Sutton: https://amzn.to/2SrNHMg Creatividad: Los libros de Tina Seelig: http://www.tinaseelig.com/books.html Insight Out, de Tina Seelig: https://amzn.to/2VmAqGp    ¿Dónde puedes encontrar a Alex?: - En su página: https://www.strategyzer.com/   Finalmente, en esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/mpe036 ________ Episodio patrocinado por Instituto de Emprendedores: Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos, cursos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA!  ________ ¿Necesitas un hosting de garantías para tu página web? ¿Rápido y con el mejor servicio al cliente? En Libros para Emprendedores utilizamos Siteground, porque nos da flexibilidad, rapidez en el servidor y rapidez en el servicio. Habiendo probado muuuuchas otras opciones, nos quedamos con Siteground, porque por muy poco más, obtienes mucha más calidad y tranquilidad. Haz click aquí para obtener un 60% de descuento al contratar tu servidor Siteground: https://librosparaemprendedores.net/siteground  _______________ Esta es nuestra página oficial... Hosted on Acast. See acast.com/privacy for more information.

Descubre cómo dar más valor al cliente, pero no de una forma subjetiva, sino con un ejercicio claro en el que vas a: - conocer más y mejor a tu cliente, sus necesidades, sus frustraciones, sus deseos. - diseñar una propuesta de valor que será un producto o servicio que va a dar solución a esas frustraciones y a esos deseos no alcanzados. - cohesionar ambas cosas mediante un proceso de encaje, para asegurar que el producto funciona, es aceptado y cumple con su función y, además, es interesante económicamente. :) En este episodio te resumo Diseñando la Propuesta de Valor (Value Proposition Design, 2014), también de Alexander Osterwalder e Yves Pigneur, que nos detalla dos módulos de aquel lienzo de modelo de negocios que vimos en el episodio anterior, y que necesitamos dominar para tener el mejor producto y resultado posible.   Este libro lo puedes adquirir ahora mismo en Amazon, aquí: Diseñando la propuesta de valor - https://amzn.to/2H7PAg7 Aquí te puedes descargar la plantilla para practicar libremente con la creación de valor: plantilla de propuesta de valor Si quieres profundizar en el tema, los creadores tienen una página con cursos y recursos: Strategyzer.com Y en esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/084  ________ Episodio patrocinado por Instituto de Emprendedores: Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA!  ________ ¿Necesitas un hosting de garantías para tu página web? ¿Rápido y con el mejor servicio al cliente? En Libros para Emprendedores utilizamos Siteground, porque nos da flexibilidad, rapidez en el servidor y rapidez en el servicio. Habiendo probado muuuuchas otras opciones, nos quedamos con Siteground, porque por muy poco más, obtienes mucha más calidad y tranquilidad. Haz click aquí para obtener un 60% de descuento al contratar tu servidor Siteground: https://librosparaemprendedores.net/siteground   _______________   Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook   Además, recuerda que puedes suscribirte al podcast en: - Nuestra página: http://librosparaemprendedores.net/feed/podcast - iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es - Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNet - Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb - iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html - Spreaker: http://www.spreaker.com/user/8567017/episodes/feed - Stitcher: 

¿Cómo analizar y diseñar o rediseñar nuestra empresa, ya sea nueva o existente? ¿Qué método nos puede permitir analizar todos los puntos a tener en cuenta a la hora de plasmar nuestra idea de negocio en algo tangible? En este episodio te resumo Generación de Modelos de Negocio (Business Model Generation, 2010), de Alexander Osterwalder e Yves Pigneur, que nos detalla el "lienzo de modelo de negocios", o Business Model Canvas, y los 9 módulos que lo componen, y que nos va a facilitar enormemente esa tarea.   Este libro lo puedes adquirir ahora mismo en Amazon, aquí: Generación de Modelos de Negocio - http://amzn.to/2G2Fj3H Aquí te puedes descargar la plantilla para practicar libremente con la creación de modelos: plantilla del Business Model Canvas Si quieres profundizar en el tema, los creadores tienen una página con cursos y recursos: Strategyzer.com Y en esta página encuentras las notas del episodio de hoy: https://librosparaemprendedores.net/083   ________ Episodio patrocinado por Instituto de Emprendedores: Conoce el Plan Midas, 5 fases y 10 pasos para pasar de no tener ni siquiera una idea de negocio a tener una empresa de éxito, funcionando, generando ingresos y calidad de vida para ti y los tuyos. Enfócate en conseguir tus metas con una empresa que te proporcione los mejores resultados. El Instituto de Emprendedores te da el plan de ruta para alcanzarlo. Contenidos y coaching grupal con Luis Ramos, de Libros para Emprendedores. Consigue tus metas, ¡AHORA!  ________ ¿Necesitas un hosting de garantías para tu página web? ¿Rápido y con el mejor servicio al cliente? En Libros para Emprendedores utilizamos Siteground, porque nos da flexibilidad, rapidez en el servidor y rapidez en el servicio. Habiendo probado muuuuchas otras opciones, nos quedamos con Siteground, porque por muy poco más, obtienes mucha más calidad y tranquilidad. Haz click aquí para obtener un 60% de descuento al contratar tu servidor Siteground: https://librosparaemprendedores.net/siteground   _______________   Esta es nuestra página oficial de Facebook: http://librosparaemprendedores.net/facebook Nuestro grupo de Retos para emprendedores: http://librosparaemprendedores.net/retos   Además, recuerda que puedes suscribirte al podcast en: - Nuestra página: http://librosparaemprendedores.net/feed/podcast - iTunes: https://itunes.apple.com/mx/podcast/libros-para-emprendedores/id1076142249?l=es - Youtube: http://www.youtube.com/c/LibrosparaemprendedoresNet - Spotify: https://open.spotify.com/show/0qXuVDCYF8HvkEynJwHULb - iVoox: http://www.ivoox.com/ajx-suscribirse_jh_266011_1.html - Spreaker: http://www.spreaker.com/user/8567017/episodes/feed - Stitcher: http://www.stitcher.com/s?fid=81214   y seguirnos en Twitter ( https://twitter.com/EmprendeLibros ) y en Facebook ( 

Libro: High Performance Habits: How Extraordinary People Become That Way de Brendon Burchard. Podcast: Walking Mastermind - Nuevo podcast de Miquel Gabarró de Besuricata con James Kockelbergh Episodio: First Aid Kit para eventos con James Kockelbergh - Podcast BeSuricata Episodio: EB 34 Meditación Mentat con Jackberry (extraball) Google Takeout - Descarga tus datos de Google. Web: ssyoutube.com - Descarga vídeos de YouTube Artículo: 90 frases de George Bernard Shawe sobre la vida y las personas - Psicoactiva.com Canal de YouTube de Carles Caño: https://www.youtube.com/choulo Episodio: ZT 29 Diez mil horas y “Show your work!” de Austin Kleon Curso online: Malcolm Gladwell Teaches Writing (Coming Spring 2018) - Masterclass.com Libro: Why Don't Students Like School?: A Cognitive Scientist Answers Questions About How the Mind Works and What It Means for the Classroom de Daniel T. Willingham Libro: El poder de los hábitos. Por qué hacemos lo que hacemos en la vida y en la empresa de Charles Duhigg. Amazon: José Cuervo Tequila Tradicional - 500 ml Web: meneame.net Benjamí Villoslada Gil Libro: Will It Fly?: How to Test Your Next Business Idea So You Don't Waste Your Time and Money de Pat Flynn. Libro: Tu modelo de negocio de Alexander Osterwalder,‎ Yves Pigneur,‎ Timothy Clark. Somos zetatesters Episodio: ZT 95 Mindfulness Artículo: Los trucos psicológicos de los supermercados: aplicando toques de ciencia para «hacer el mal» - Microsiervos. Episodio: Programa 236 – “Peak Oil” amb Antonio Turiel – El phising de Lenovo - mossegalapoma (en catalán) https://mossegalapoma.cat/programa-236-peak-oil-amb-antonio-turiel-el-phising-de-lenovo/ Os recordamos nuestros grupos de Telegram: Somos zetatesters (grupo general). ZetaKids (padres y madres preocupados por la educación de sus hij@s)

In this episode, I interview Alexander Osterwalder, Founder of Strategyzer.com and Co-Creator of Business Model Generation. He talks about about process over outcome, and how he approaches complex problems and makes them simple. Guest Bio: Alexander Osterwalder is an entrepreneur, speaker and business model innovator. Together with Professor Yves Pigneur he invented the Business Model… The post SA 019: Alexander Osterwalder, Founder of Strategyzer.com and the Business Model Canvas appeared first on Nick Dinardo.