Podcast appearances and mentions of eric reis

Dive into the pool of products with our Andre Marquet as he interviews the author of Nascent Startups, Mike Vladimir, about his upcoming book and authorship. In this episode, we will uncover : * How does the business world work? * How do you make something happen if you want it to happen? * Science to business * Is a journey soo long worth the gamble of success? In this episode, we covered: 1:30 Berkley and electrical engineering 6:58 Science to business 8:34 Cultures and technologies mixing, land hits the water, drawn to two worlds colliding 9:14 Wtf is IoT? 13:30 Valuable use cases 13:57 My Sutro pool cleaning company ~why what impact 20:17 Monetization of LORA 31:00 Know your goal 33:00 minimum viable product ( meets bare minimum for customer), product market fit (must have customers) 34:16 “Can't get cheaper than free. “ 35:48 Andre: is prototyping enough? 44:33 ""Just wait"" 45:23 Single Washy 46:38 I will never see an electron I have to envision it 46:46 super important, super present and completely invisible 49:04 Is there a reason to invest? 1 in 100 opportunity still stinks 54:30 pitching ~ you didn't win, but I love what you're trying to do 58:58 help you figure out as quickly and cheaply as possible are you chasing a 1 in 100 chance Where to find Mike? Linkedin - https://www.linkedin.com/in/mikevladimer/ Company - https://www.nascentstartups.com/ Where to Find Andre? LinkedIn - https://www.linkedin.com/in/marquet/ Instagram - https://www.linkedin.com/in/marquet/ Highlighted books: "The Lean Startup", Eric Reis, https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898

Minimum Viable Product as made famous by Eric Reis in the Lean Startup is barely recognizable and likely unusable due to the proliferation of different concepts associated with the term.Enterprise Agility Coach Om Patel and Product Manager Brian Orlando discuss and debate what MVP is, what it's supposed to be, and try to discern any usefulness from the jargon that seems to have coopted and repurposed "Minimum Viable Product!"0:00 Topic Intro: MVP0:18 Why Talk About MVP?1:16 Discussion Framework3:14 Users/Market Want Everything5:18 Arguing on the Dropbox Video "MVP"10:31 Terminology Hang-ups13:02 Platform Compatibility15:18 Release Planning (Alpha, Beta, Production)17:18 Laundry List of Assumptions20:09 Agreeing on the Obvious21:43 The Case Against Expansion of the Term MVP24:47 Assuming Risk (or Gambling)27:12 Skipping the Learning29:48 Wireframes30:41 Arguing on: What is a Product (Again)34:03 Running Out of Money35:44 Summary: Test Feasibility39:29 Wrap-up= = = = = = = = = = = =Watch it on YouTubePlease Subscribe to us on YouTube= = = = = = = = = = = =Apple Podcasts:https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Spotify:https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Amazon Music:https://music.amazon.com/podcasts/ee3506fc-38f2-46d1-a301-79681c55ed82/Agile-Podcast= = = = = = = = = = = = 

Are you looking for ways to increase your ecommerce business growth? In this video, I'm reviewing The Leaders Guide by Eric Reis. This book is filled with tips and tricks that will help you grow your business. If you're looking for a business guide that will help you reach your goals, The Leaders Guide is the book for you! Eric Reis provides you with insights and strategies that will help you achieve success in your business. This book is packed full of useful information that will help you grow your business! "The Leader's Guide: Insider Tips for Business Growth" goes beyond theory and provides tangible tools and frameworks that you can immediately implement in your own business. Discover how to identify new growth opportunities, develop effective marketing campaigns, harness the power of digital technologies, and build high-performing teams. We understand that every business is unique, which is why this podcast offers a diverse range of strategies suitable for various industries and stages of business growth. Whether you're looking to bootstrap your startup or scale your established company to new heights, we have you covered with practical insights tailored to your specific needs. Are you ready to take your business to the next level? Join us on "The Leader's Guide: Insider Tips for Business Growth" and gain the knowledge, inspiration, and guidance you need to unleash your business's true potential. Get ready to transform your entrepreneurial journey, overcome challenges, and achieve remarkable growth. The time to become a true leader in your industry is now.     #ecommerce #amazonseller #productivityhacks #bookanalysis #smallbusiness #ericreis #selleraccountant #leadership #motivational

Tessa Clarke is the co-founder of OLIO, the local sharing app that connects users with unwanted food and household items with neighbours living nearby who would like it. She recently won the Veuve Clicquot Bold Business Woman Award 2023.  Olio now has 7 million users who have together shared over 100 million portions of food and 9 million household items. In this episode of Show Me The Way Tessa gives great tips on how to fundraise successfully as a woman in tech (surprising and really really good advice); the huge green house gas emmisions from household food waste and how we can all make a difference; how being an outsider can be your superpower and the simple hacks she and her family use to waste less.   Did you know?  - Food waste created globally each year amounts to a gargantuan £1 million - The average UK family is throwing away £700 worth of food each year  - Food waste is 10% of global green house has emissions. Five times the aviation industry and larger than the entire fashion industry.  In each episode of the podcast, host Naomi K asks guests to recommend a book for her daughter Emmeline and children like her, to inspire them to be fearless, fabulou and happy. For Emmeline's bookshelf Tessa recommends The Lean Start Up by Eric Reis. Some other links Tessa shared that you might enjoy: Hear more about Tessa's  mission in her TED talk Explore Tessa's 75 simple swaps to reduce your waste Consider how to stop wasting food at home Understant the Reason Female Entrepreneurs Get Less Funding by listening to this TED talk from Dana Kansey Shop sustainably with pre-loved stylist Emily London

"Successful entrepreneurs don't have better ideas, they have a better process," says Eric Reis in The Lean Start-Up. To learn how to innovate with speed, listen to this week's episode. Learning notes from this episode: “A start-up is a human institution designed to create a new product or service under conditions of extreme uncertainty,” says Reis. Do not to apply your corporate experience to start-ups. Corporates have: Departments A known business model A known problem Start-ups have: 3 people and a dog No proven business model A problem hypothesis To test new ideas in conditions of extreme uncertainty, follow the Build-Measure-Learn cycle. (Pictured here) This process is not only for tech products. Use it to invent new products and services, and if you get traction with existing tools, then consider investing in tech. If you do not have a technical background, you will not know how to build a product so you could measure and learn. This is why The Lean Start-Up is a great theoretical guide to innovation, but does not present a clear path to product for non-technical innovators. The Non-Technical Founder's Introduction To Tech course shows how to apply Build-Measure-Learn in practice.    Join our next FREE Training on 28 September, 12 pm EDT / 5 pm BST How To Speak Tech For Leaders Previous class attendees said: “Super helpful content that can be applied to a wider range of professions, presented in a fun, personable way.” “Love presenter's extensive knowledge and experience, and use of concrete examples to convey points” “Presenter brought energy, humor & clarity.” “The inspiration I needed to hear the stories of non-tech people getting involved in tech.” Sign up here. ----- If you like learning about how tech products and profits get made, you'll like our newsletter. It's funny too. Sign up here. ----- There are 2 ways to apply this work to your goals: For individuals, APPLY FOR A CONSULTATION CALL for Tech For Non-Techies membership. For companies: If you want to increase productivity, innovation and diversity, then your non-technical teams need to learn how to collaborate with the techies.  BOOK A CALL to discuss bespoke training & consulting. We love hearing from our readers and listeners. So if you have questions about the content or working with us, just get in touch on info@techfornontechies.co   Say hi to Sophia on Twitter and follow her on LinkedIn. Following us on Facebook, Instagram and TikTok will make you smarter. 

Even though 75% of the workforce has a pet at home, only 2% of those pets are insured. Why such a disparity, and how can we increase the rate of adoption for insurance? This week, Shawn & Ivan welcome Aaron Oaks of United Pet Care to discuss pet benefits. Aaron recommends Pet Nation by Mark L. Cushing (amzn.to/3nduyk1) & The Lean Startup by Eric Reis (amzn.to/3BQanwG). Learn more about Aaron at unitedpetcare.com.

GeneralSubscribe to Fully Vested at FullyVested.co or through your podcast app of choice.Some definitions"Startups" are hard to define, but many different definitions point toward similar themes:"A startup or start-up is a company or project undertaken by an entrepreneur to seek, develop, and validate a scalable business model." – First sentence of the Wikipedia page for 'Startup company,' at least at the time of recording"A startup is a newly established company whose corporate form allows a clear distinction between different shareholders and the ability to receive outside financing while the goal is super rapid growth and market dominance by offering an innovative product or service." – Marius Schober, on his blog"A startup is an organization formed to search for a repeatable and scalable business model." – Steve Blank"Properly defined, a startup is the largest group of people you can convince of a plan to build a different future. A new company's most important strength is new thinking: even more important than nimbleness, small size affords space to think." – Peter Thiel, in his book Zero To One"A startup is a company designed to grow fast." – Paul Graham, founder of Viaweb and Y Combinator, in September 2012"A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty." – Eric Reis in his book, The Lean Startup"A startup is a venture that is initiated by its founders around an idea or a problem with a potential for significant business opportunity and impact." – Startup Commons"A 'startup' is a company that is confused about: 1. What its product is, 2. Who its customers are, [and] 3. How to make money. As soon as it figures out all 3 things, it ceases being a startup and becomes a real business. Except most times, that doesn't happen." – Dave McClure, founder of 500 Startups and Practical VC, on Quora in 2013Some differentiators between startups and small businessesIt just so happens that one of your Fully Vested co-hosts has done some writing about this. From the Startup Fundamentals cluster on Golden...Startups tend to share several characteristics which serve to distinguish them from small businesses:Innovation. Startup companies are typically built around a new idea, method, or product. While the products and services a startup may offer are enabled by technology, not all startups are rooted in unique, defensible intellectual property. They may offer a new type of business or service model (ex. app-based ride-hailing services vs. the traditional taxi industry) or a unique design or interaction model which sets them apart from established competitors.Risk. Startup companies often operate at the edge of a technical field or market for their product or service. Given their small size, limited resources, and often unproven demand for their commercial offerings, startup companies experience high rates of business failure. However, with high risk can come high reward.Scale. Almost by definition, startup companies start small. At launch, they may serve a small geographic area or a specific customer segment, sometimes referred to as a "beachhead market." However, from a management and economic standpoint, startups are designed to scale up beyond their initial markets and serve many, many customers. For startups, economic viability is often predicated on very large scale.Speed. Small team sizes and relatively flat organizational structures let startup teams make decisions and move quickly to seize upon a market opportunity. Limited available resources (see runway) and competitive pressure makes speed a necessity.Some resourcesWhat The Hell Is A Startup Anyway? (Alex Wilhelm for TechCrunch in December 2014)What's the Difference Between a Small Business Venture and a Startup?(Candice Landau, for Bplans.com)About The Co-HostsJason D. Rowley is a researcher and writer at Golden.com. He volunteers with startup outreach for the open-source community and sends occasional newsletters from Rowley.Report.Graham C. Peck is a Venture Partner with Cultivation Capital and additionally helps companies build technology development teams in partnership with Brightgrove and other technology development organizations.

My first guest and childhood pal Eric Reis Manteca High School's winningest football coach will be on the Man About Town-Manteca Podcast. Eric Reis has always been a great guy a man of faith and somewhere in the midst of living and teaching he set coaching records at the high school named after the city of Manteca. Join me as we recollect the old days and Manteca and the things that make it great. Take a listen!

Do you have laser focus?  This is Mel Rodrigues' Top Tip for listeners.In this episode, Amy and Becky consider the value of focus at a macro and a micro level in business, and how neither is necessarily easy to achieve.  Sometimes it's not even appropriate.Are you at the stage in your business cycle where you have sufficient information to be able to pursue strategic laser focus?Are money and impact to be found in the same place; or are they in entirely different directions, which is so often the case if you're thinking disruptively or in an impact space.Is your team aligned or pulling in different directions?Perhaps you at the early stage of a start-up where your very focus is on defining your focus!We refer to Eric Reis' classic book ‘The Lean Start Up' and ‘The Start Up Owner's Manual' by Steve Blank and Bob Dorf.  In these learning is a key measure of success.  The lean methodology can be your guide as you find your answers to what is the best business model, market and product for you.We discuss the challenge of remaining on topic during team meetings, when ideas can come thick and fast.Research shows that when we are distracted by something, on average we take 23 minutes to return to the task we were originally working on.We recommend the use of an ideas list or ‘bucket' to capture ideas on-the-hoof, to help you stay on topic.Amy outlines her prioritisation tool to help you identify which ideas to pursue quickly and easily.  For each idea assess their impact and ease of implementation. Prioritise the high impact, high ease ideas.Amy recommends Greg McKeown's book, ‘Essentialism: the disciplined pursuit of less' and his interview by Tim Ferris.  His core principle is decide on what matters most and say no to everything else.How you manage to achieve laser focus?  What helps?  What doesn't?!  Do you agree with our approaches?  Do you have better ones to recommend?  Please let us know using the social media links below. About MindStylingSign up for the MindStyling Newsletter: https://mindstyling.group/sign-up/ Instagram:  www.instagram.com/mindstylingpodcast Twitter:  www.twitter.com/mindstylingpod Facebook: www.facebook.com/mindstylingpodcast Website: mindstyling.groupHost: Amy ArmstrongWebsite: https://amyarmstrongcoaching.com LinkedIn: https://www.linkedin.com/in/amyarmstrongcoach/ Instagram: www.instagram.com/amyarmstrongcoachingHost: Dr Becky SageInstagram: www.instagram.com/drbeckysage Twitter: www.twitter.com/becky_sage Website: www.beckysage.comAbout Gritty Talent: Website: https://www.grittytalent.tv Twitter: https://twitter.com/grittytalent?lang=en Facebook: https://m.facebook.com/GrittyTalent/ Linked in: https://www.linkedin.com/company/gritty-talent/ 

In this episode, my guest Alex Osterwalder shares 3 common traits you'd expect to find in an invincible company, the back story of how his book Business Model Generation came about from his PhD thesis, how he stays grounded as a leader and much more. You'll need a pen and notepad ready for taking some notes!   Bio: 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 top 50 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, The Invincible Company, and the recently-published High-Impact Tools for Teams.    Books/ Articles: The Invincible Company: Business Model Strategies From the World's Best Products, Services, and Organizations by Alexander Osterwalder & Yves Pigneur High-Impact Tools for Teams: 5 Tools to Align Team Members, Build Trust, and Get Results Fast by Stefano Mastrogiacomo & Alexander Osterwalder Testing Business Ideas: A Field Guide for Rapid Experimentation by David J. Bland & Alexander Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers by Alexander Osterwalder & Yves Pigneur Value Proposition Design: How to Create Products and Services Customers Want by Alexander Osterwalder & Yves Pigneur Brain Rules, Updated and Expanded: 12 Principles for Surviving and Thriving at Work, Home and School by John Medina Article: The Culture Map https://www.strategyzer.com/blog/posts/2015/10/13/the-culture-map-a-systematic-intentional-tool-for-designing-great-company-culture Article: Allan Mulally (former President and CEO, Ford Motor Company) https://en.wikipedia.org/wiki/Alan_Mulally Article: Ping An (Banking & Insurance Group/ owner of Medical Platform ‘Good Doctor') https://en.wikipedia.org/wiki/Ping_An_Insurance   Alex's website & social media profiles: Website: https://www.strategyzer.com/ Twitter handle: @AlexOsterwalder LinkedIn: https://www.linkedin.com/in/osterwalder/ Instagram: https://www.instagram.com/alexosterwalder/     Interview Transcript Ula Ojiaku: [00:28] In this episode we have Dr. Alex Osterwalder. To many, he needs no introduction. He is known for his phenomenal work on developing the Business Model Canvas. He has authored or co-authored a growing library of books including Business Model Generation; Value Proposition Design - How to Create Products and Services Customers Want; Testing Business Ideas, and one of the topics we focused on was his book that was released back in 2020, The Invincible Company. Since then, he has released a new book that's titled, Tools for Teams. I must mention though, that some of the references to concepts like travelling around the world may not be relevant in this current COVID-19 pandemic situation. However, the key principles of entrepreneurship, intrapreneurship, innovation, leadership (mentioned in this conversation with Alex), I believe these are still timeless and valid. Anyway, ladies and gentlemen, with no further ado, my conversation with Alex Osterwalder.   Ula Ojiaku: [01:49] Thank you, Alex, for joining us. It's an honour to have you on the show. Alex Osterwalder: [01:53] My pleasure. Great be here. Ula Ojiaku: [01:55] Great.  So, what would you say is your typical day, typical day in the life of Alex? How does it start? Alex Osterwalder: [02:04] It depends. So, you know, there's two typical days, one typical day is when I travel, and one typical day is when I don't travel, so they're very different - if you want. I probably spend about 50% of my time traveling all across the world talking about innovation, growth and transformation strategies. And then, you know, my day is I wake up, and it's “Oh, what country am I in now?”... And just trying to get the best out of the day and talk to people about growth and transformation. When I don't travel, my typical day is mixed between helping grow and manage, Strategyzer, the company I founded, but also spending a lot of time thinking about how, can we really help business leaders, business doers do a better job, right? So, I spend a lot of time thinking, sketching out things, I wouldn't say writing because when my co-authors and I create some content, it's usually more drawing first and writing after. But I'd say a lot of time, spent on pretty fundamental questions. And the rest of that when we're not thinking that we're doing or sharing. So that's the kind of mix - not very concrete maybe. But you know, it's so diverse, it really depends a little bit on the type of day, where I am, what the project is. So - very, very diverse days, I'd say. Ula Ojiaku: [03:22] What do you prefer - traveling or not traveling? Alex Osterwalder: [03:26] I enjoy both, right. So, what's important is after intense days of travel, you know, I just this week, I was in Paris with the CEOs of one of the largest companies in France. I like coming back to Switzerland and going on a hike in the mountains, while thinking about certain topics and digesting some of the things that I've seen. What I really enjoy is being in the field with doers and leaders seeing what they struggle with. But then being able to take the time to digest that and turn that into practical tools and processes that help them do a better job, right. So that mix is what I enjoy. The diversity is exactly what I enjoy. Ula Ojiaku: [04:07] That's great. You mentioned you like hiking, am I right in understanding that when you're not running workshops, or helping doers and businesses would hiking be one of your hobbies? Alex Osterwalder: [04:21] So, I can give you a concrete example, this week, I was traveling at the beginning of the week, and for two days, I had back to back calls for 12 hours with either leaders with my own team. So, tomorrow morning, I'm going to drive to the mountains - from my office, it's about an hour away. During the drive, I take calls so I work on the drive, because I can schedule that in advance. And then I pack out my skis and I put what we call skins on the skis and I walk up the mountain for maybe 90 minutes, take the skins off and ski down for 10 minutes. That's it, right. So, during that kind of hike, it's just kind of airing out the brain. But, you know, I wouldn't say that's just leisure time that's actually thinking and digesting. So, I would think about either the topics of the week when I was in the field with real clients and business people struggling with growth and transformation issues, or thinking of my own team in my own leadership challenges. So, it's work but it's in a different context. Then, what's going to happen tomorrow is I'm gonna jump in the car again and drive back to the office in the afternoon - I work out of my office. So that's how a typical kind of day looks like when I have some time to get out of the building. I do go for a ski tour. But it isn't really disconnecting. It's just thinking in a different environment, and then come back to the office, and maybe sketch something out on the wall or on the whiteboard. Ula Ojiaku: [05:46] It also sounds like you're kind of a visual person. So, you do lots of graphics, I mean, your books, The Business Model Generation, Value Proposition Design, and Testing Business Ideas - they are very visual and easy to read. Are you a very visual and artistic person? Alex Osterwalder: [06:06] Artistic, I'd not say because my visuals are pretty ugly, but visual 100%. So, I believe if you can't sketch it out, if you can't draw a problem, you probably didn't understand it well enough. Even complex challenges can be simplified down, not to mask the complexity, but actually just to get a handle of it and to think about the most essential things. So, the reason we use visuals in our books is actually less to just make them look pretty. It's because I do believe visuals are a language, a shared language. There are some things you can't describe easily with words. Like how am I going to describe with words my business model portfolio like that makes no sense, or even describing the business model with words doesn't really make sense. Sketching it out very quickly, and then having a paragraph that accompanies that sketch, that works right or even better, when I do presentations, I would build up the visual piece by piece while telling the story. So, I get bored when people say storytelling, and then it's a lot of blah, blah, blah. I like the storytelling with the visual message. And it's like a good voice over, you know, in a movie, that will go hand in hand. So, I think we don't use visual tools enough in our business practices. In certain circles, it's a tradition. If we take more of the IT field, you don't map out a server infrastructure without using visual tools. But in strategy and transformation, people talk too much, and they draw too little. Visual tools are unbeatable, they're unbeatable. They won't get you to do things completely differently. But they will get you to do things much faster, much clearer, because you have a shared language. So, when you have a shared language to map it out, to capture it, to create a visual artifact, you have better conversations about strategy, about business models, about culture. And that is incredibly important when we talk about these fuzzy topics, right? Or change management, like what the heck does that mean? But when you start visualizing this, we're moving from this state to that state. These are the obstacles; this is how we're going to overcome it. And you make all of that visual and tangible, not too much visuals, because then it's complicated, just the right amount. That is, you know, the magic of visual communication, where you still use words, you still can tell stories, but you just use the right communication tool at the right time. Ula Ojiaku: [08:37] You're saying, ‘…not too much visual, not too many words, just the right amount…' How do you strike the balance? Alex Osterwalder: [08:46] You don't. So, the way you figure out if you're on track or not, is by testing it right? So, let's say I share a slide deck, I can see in people's faces, are they getting it? Are they not getting it? I can listen to their questions. When the questions are really about good details where you can see they understood the essence and now they're going a step further, they got it – right? When people are confused and they ask very fundamental questions of what I just explained. Well, guess what, then the problem is with me, not with them. I made a mistake in the way I told the story. So, I never blame the audience, I always look for the mistake within and say, ‘okay, what should I have done differently?' So, the way you figure out if you struck the right balance, is by continuously testing. And then obviously, over time, if you take visual language, we've gotten pretty good at creating visual books; we know what works, we know what doesn't. The challenge then is when you get good at it, is to not get arrogant. So, you always need to remember, well, you know, maybe the world changed. So, what worked yesterday doesn't work today. So, you go fast, because you know, but you always need to remain humble, because maybe you know something that was right yesterday, not today, you got to be careful. So you go fast, because you know, but you still listen enough to question yourself enough that you figure out, when do you need to change, because a lot of people get famous, and then they believe what they say, believe their own BS, they forget to stay grounded because the world changes, and you need to go with the change. So that's another balance - once you figured it out, you need to make sure time doesn't move faster than you otherwise you become the dinosaur in the room. Ula Ojiaku: [10:26] So how do you keep yourself grounded? Alex Osterwalder: [10:30] Yeah, so it's not always easy, right? So, if I just take our company, it's constantly trying to create a culture where people can speak up. Constantly trying to create a culture where people don't fear critique - design critique. That's not easy, because even though we have a pretty flat hierarchy, when you're the founder, you're the founder. So, people will say ‘yeah, but you know, I'm not gonna tell this guy he's full of BS.' So, you need to create that culture where people dare to [speak up], that's number one. But then number two is just constantly staying curious, right? When you think you figured it out, you probably just know enough to come across, like looking like you figured it out, you know too little for really understanding it. So, I just work on the assumption that I never know enough. You can't know everything. Sometimes you don't need to go further because it's just you're now looking at the 20%. They're going to take too much time. But if you stay curious enough, you'll see the big shifts. If you listen to the weak signals, you'll see the big shift coming and you can surround yourself with people who are a little bit different. The more people are like you, the less you're going to see the shift coming and that's the problem of established companies. They do the same thing day in day out. They don't see what's coming. However, if, for example, you create a portfolio of projects where people can explore outside of your core business, then all of a sudden you see, ‘…wow, they're getting traction with that? I thought that was never going to be a market….' And, ‘they're starting that customer segment – really?' So, you need to create ecosystems that keep you alert. It's very hard again, so I don't trust myself to be able to check my own BS. So, you need to create ecosystems that keep you alert. I think that's the challenge. And you know, maybe my team will say, ‘yeah, Alex, you're talking about these things on a podcast.' But you know, you don't really do that. So, I really have to be careful that that doesn't happen. That's why I admire people who can rise to really, really senior positions, but they stay grounded. One of my favorite examples is Alan Mulally. He turned Ford from a 17 billion loss-making monster into a profitable company. I was really fortunate to get to know him. And he's just grounded, like, a really nice guy. So, it doesn't mean when you have some success, you have to get full of yourself, you just stay grounded, because… we're all just people at the end of the day, right? But it's a challenge, right? It's always a challenge to remind yourself, I knew something now, maybe tomorrow, it's different. I get passionate about this stuff. So, I just go on rambling. Ula Ojiaku: [13:09] You know, I could go on listening to you. I am passionate about it from a learning perspective. Now, let's move on to the next section. I understand that the Business Model Generation, the book, which you wrote in collaboration with Yves Pigneur, I hope I pronounced his name correctly. Yeah. Oh, well, thank you. So, it came about as a result of the work you were doing as part of your PhD studies. Could you tell us a bit more about that story? And how, you finally arrived at the Business Model Generation book and the artifacts? Alex Osterwalder: [13:46] Sure, sure. So, in year 2000, I became a PhD student with Yves Pigneur. And he was looking for somebody who could help him with mapping out business models. And the fundamental idea was, can we kind of create some computer aided design system- so, we could build business models, like architects build buildings and computer aided design? That was the fundamental assumption. But in order to make computer systems like that, you need a rigorous approach, right? You need to model, what is a business model can be fuzzy, because otherwise, how are you going to build some kind of system around that? So, in architecture, it's easy. We're talking about structures and about materials. In business, it's a bit harder, what are the structures? What are the materials, what are the building blocks? So that was the starting point. And I did my PhD with him - amazing collaboration. Then I went out into the world and did a couple of things that work to help scale a global not-for-profit, then I had a consulting firm together with a friend. But then ultimately, the business model work I did on my PhD got some traction; people started asking me if I could speak in Colombia, in Mexico. First at the periphery - it was pretty interesting. People started downloading the PhD (thesis), reading it in companies… So, there were a lot of weak signals. And then, when I had enough of those, I asked Yves, ‘hey, let's write this book that we always wanted to write.' So, we embarked on the journey of Business Model Generation. And we thought we can't write a book about business model innovation without doing it. So, we tried to do it in a different way. We did Kickstarter, before Kickstarter existed, we asked people to pay us, you know, because we needed the funding, or I didn't have any money, I just came out of doing not-for-profit work. So, we got people to pay us to help us write the book. And I did workshops around the world. And it was, really fun, entrepreneurial experience. And then we launched it and became a big success. And I think a little bit of the secret was, we built something with that book, or we designed something that we would have wanted to buy, there was no that there was no visual business book, there were visual business books, but not the type we wanted to buy. And turns out, almost 2 million people had the same kind of desire. And with that, we realized the power of visual books, we realized the power of visual tools. And we started digging deeper. And then we made more books, not because the world needs more books, they're enough out there. But we always tried to address the next business challenge we would see; we would try to create a tool. If the tool works, we would create a book around it. That was the Value Proposition Canvas. And we thought, okay, people are doing testing, but they're not really good at it. Let's write another book: Testing Business Ideas. And we did that in collaboration with David Bland. So, we created a library of experiments to help people get more professional. And then you know, we saw okay, large companies, they still can't innovate. Why don't we write a book called The Invincible Company and we give them a tool that helps them to do this in a large established company. So, every time we see a challenge, we try to build the tool and the book around it to help people around the world. So, it's kind of the same. And what's fun is that behind that, behind the books, we build the technology stack to help actually bring those tools into companies. So, you know, Strategyzer doesn't earn, we earn some money from the books, but the core is really building the technology stack. So, the idea that we had in the PhD is now what we're building 20 years later. Ula Ojiaku: [17:21] Oh wow! Now when you mentioned that your company, Strategyzer, builds the technology stack on which the books are based. What do you mean by that? Alex Osterwalder: [17:32]  Maybe the easiest way to describe it is that we believe in technology-enabled services. So typically, let's say big company comes to us and says, we want to work on growth and transformation, can you accompany one of our teams. Now, traditionally, a consultancy would just put a number of people on that. And then it's just the people are going to try to solve the problem - they sell hours. We look at it slightly differently. And we say there is a type of challenge that we can productize because it's actually the same challenge all the time, how do we go from idea to validation to scale. So, there are a couple of things there that are actually exactly the same for every single team that needs to go to through that process. And then there's some things that are very domain specific; in Pharma, you will test ideas differently than in Consumer Goods, etc., etc. But we would then start to build the online training and the software platform that would allow us to address that challenge of going from idea to validation to scale, in a lot more structured way, in a lot more technology enabled way. There're things where a human coach adds huge value. And there's things where online learning or a software system will create a lot more value; online collaboration, tracking the data, comparing the data understanding how much have you de-risked your idea so far. I'm sharing that with senior leaders. All of that can be automated. The way I like to compare it is like ERP's in companies like SAP and so changed operations, there are tons of companies out there and today, we have a lot less. But when they changed operations, they did that with software, I think the same is going to happen to strategy and innovation today. That today, we don't use a lot of good software, we use PowerPoint, Word, and maybe Excel, right? That's not good enough. Those are general purpose tools, which create a lot of value. But you shouldn't use those to manage your strategy and innovation, because that's becoming a very dynamic process. When you talk to a big company, a corporation, they have thousands of projects going on at the same time; thousand innovation projects. How do you manage that portfolio? It's more than just typical project management, we're talking innovation project portfolio, so you need to understand different things. That's the kind of infrastructure that we build, not just the software, also the tools and the content, online training, so become scalable, so people can change the way they work. Ula Ojiaku: [20:08] Fascinating. Now, when you talk about the automated part of your tech platform, are you talking about dashboards? Alex Osterwalder: [20:16] Yeah, let me give you a simple example. Right? So, when I'm a team, and I start mapping out my idea, an idea is just an idea, right? Technology, market opportunity… I need to create my Value Proposition Canvas and my Business Model Canvas to give it a little bit more shape. How am I going to capture value from customers? How am I going to capture value for my organization? Right - that you need to sketch out. Okay, you could use a digital tool to do that because then you can share as a team – sort of useful but not breakthrough. But then as a team, when you start to manage your hypothesis, you need to ask yourself, ‘okay, what needs to be true for this idea to work?' You might have 10, 20, 50 hypotheses, you want to start to track those hypotheses. You want to start to track ‘how are you testing those hypotheses? What is the evidence that I've captured?' You need actually whole-knowledge management around the evidence that you've captured in the field. ‘Oh, we did 50 interviews, we have about 30 quotes that confirm that people have a budget for that particular process', right? That is not something you easily manage in a spreadsheet, it gets a mess very quickly; that's at the team level. Now, once you have that data captured, what if you could take that data and automatically create a risk profile so the team knows ‘this is how much we de risk our idea. Oh, we looked at desirability, maybe 10% of desirability, 20% of feasibility. We looked at some viability...' Once you have data, you can manipulate the data in very different ways and understand the challenge better - that's at the team level. Now imagine at the senior level where you have, again, you know, 100, 500, 1,000 teams doing that; you want to understand which team is working on the biggest opportunity. ‘Okay, this one. But yeah, we invested maybe half a million dollars in that team, but they actually didn't de-risk the idea at all.' So, it looks like a great opportunity, but there's no de-risking. So actually, that might just be hot air, right? And you want to be able to do that for a thousand teams. Today, the way we do it is the teams pitch to a manager who pitches to the senior leader. And that's just a mess. So, it's very similar to what I mentioned with ERP. There's a lot of data there, that is hidden in different places - in spreadsheets and PowerPoint presentations. There's no way to aggregate that. So, guess what? Strategy today and innovation is badly managed - if people are doing it right, that's already another challenge. You know? Ula Ojiaku: [22:45] Okay Alex Osterwalder: [22:46] Today, people are not that good at strategy and innovation. But that's radically changing, because the tasks are getting really big. It's not just about profit, it's also about impact. So, there are a lot of exciting challenges ahead of us, that require a different toolset and different software stack to even be able to do that. Ula Ojiaku: [23:05] Wow. So, do you consider lean innovation important for organizations of all sizes? And if so, why? Why? Why? I know, it's an obvious question. But why do you consider that the case. Alex Osterwalder: [23:20] Very simple and the challenge is different for the startup than for the established company. So, for the startup… So, for both… let's start with what's shared. For both, it's a matter of survival, okay? Now, let me start with the team first. Well, what's the challenge when you're a startup, you don't have any customers, you don't have any revenues, you might have some self-funded or VC funding, you're gonna run out of money. And I think we're in an age where there's too much money. So, for a while you for quite a while, you can live without a business model, we have some great examples, billion-dollar unicorns that have no business model, and they're still alive, because they're just funded by VCs. That is a very rare thing. That's not for everybody. So, at one point, you do need to understand how you create and capture value. So, you want to get as fast as possible, from idea to not just validated business, but actually a company that makes money that captures value, right? Because, you know, yes, it is. You can say, ‘yeah, but the beginning is about users.' That's okay. But users, you know, without revenues, not going to keep you alive for a while, VC funding is not a revenue stream. Let me just make that clear. VC funding is not a revenue stream. Ula Ojiaku: [24:34] They are out for a profit as well. Alex Osterwalder: [24:36] So sometimes young founders confuse that. Yeah, you can focus on funding. But ultimately, the funding needs to allow you to find a profitable and scalable business model. Sometimes people forget that. So that's survival at the startup stage, right? Now, what Lean does, and I'm not sure the word is very well chosen, because Lean comes actually from making things better. But in the startup world, is actually figuring out what's going to work in the first place, you're not making your business model better, you're trying to figure out which one is going to work. So, the testing of your idea is essential to get faster from idea to real business, or, in some cases, to shut it down. Because let's say you take VC money, and you find out, this is not a scalable business, you better give the money back or buy out the VC share, because all they care about is scale. And there's quite a few companies that bought back their shares, Buffer is a very well-known example, because they figured out the business model they're comfortable with, which is not further scaling. Highly profitable… definitely growth, but not the insane kind of growth VC venture capital's looking for. So you get faster from idea to real business with the Lean Startup approach and Customer Development by Steve Blank and Eric Reis, or you get faster to the point where you say, ‘this is not working, I'm going to change, I'm going to stop - not pivot - I'm going to stop.' And then, radical pivot - maybe you start a new startup with a completely different goal. That's for startups. For the established companies, it's a matter of survival for a different reason. Because their business models are dying and expiring. So, most established companies are very good at efficiency innovation; new technologies, digital transformation…, they improve their business model. Now, that is important, and you need to do it. But if you just get better at what you're doing while your business model is dying, you're just going to more efficiently die. So, at the same time, you need to learn how to reinvent yourself. So, it's a matter of survival that you figure out what's tomorrow's business model. And you can't do that without the Lean approach because it's not about making big bets, it's about making a lot of small bets. But here's the nugget that people get wrong. So, they say, ‘yeah, we're gonna do Lean Startup.' So, they have five projects, and they believe that out of those five projects, if we just pivot enough, we're gonna get a multibillion-dollar growth engine. That is delusion at its best. Because, if you look at early stage venture capital, you actually need to invest in at least 250 projects to get one breakthrough success. So, what it means for established companies, if they really want to find the winner, they need to invest in tons of losers. And they're not losers, per se. But some of those projects need to be killed after three months, some of those projects might make 10 million or $100 million in revenues. But only something like one out of 250 will move towards 500 million or a billion. That, is a matter of survival. So, the companies that don't build an innovation portfolio and don't apply Lean in a broad way, not for five projects, not enough - that's what I call innovation theater. They need to apply it across the board, right? And I think that's where Steve Blank's work, our work together has actually made a pretty big difference. Now, we just need to convert a couple more companies, because there are only very few that have been able to pull this off - that are really what we would call ‘Invincible Companies.' Ula Ojiaku: [28:15] Can you tell me a bit more about the book, Invincible Company? Alex Osterwalder: [28:19] So, there are three main components to the Invincible Company. Let me tell you about the three characteristics of an invincible company. The first thing is, invincible companies constantly reinvent themselves. So, they're not laying back and saying, ‘hey, I was successful', they don't get arrogant. They constantly reinvent themselves. Typical example is Amazon, constantly reinventing their business model; going into Amazon Web Services, going into logistics, etc. That's number one. Number two, invincible companies, they don't compete on products and technology alone. They compete on superior business models. I believe it's much harder to stay ahead with technology because it's easy to copy. Patents don't make that much sense alone anymore. It's all about speed. So today, if you don't build a superior business model, it's hard to stay ahead. Let me give you an example. Take Apple with the iPhone. It's not the phone per se that's keeping them ahead. What's keeping them ahead is the ecosystem around iOS, with a lot of developers that create a lot of applications; you cannot copy that. You can copy the phone technology - there are tons of phone makers out there. There're only two operating systems, right. So that's a superior business model. The third one is, invincible companies; they transcend industry boundaries. Today, if you look at Amazon, you can't classify them in an industry. They do e-commerce, they do logistics for IT for, you know, web, web infrastructure for companies around the world. Their logistics company - they're competing with UPS. So, you can't classify them in an industry, they have a superior business model. My favorite example, at the moment is a company called Ping An in China, one of the top 30 largest companies in the world, in terms of profitability. Well, what did they do? They moved within seven years, from being a banking and insurance conglomerate, towards becoming a technology player that built the biggest health platform on the planet, a platform called Good Doctor. That came from a bank and insurer - can you imagine that? Right? So, they transcended industry boundaries. And that's why they're ahead of everybody else. So, those are the three characteristics of invincible companies. And then in the book we show well, how do you actually get there? We just described you know, how that animal looks like. How do you become that? So, three things. One, you need to manage a portfolio of business models, you need to improve what you have, and invent the future - innovation funnels, etc… What I just told you before.  It's not about making five bets, it's about making 250 bets. And how do you manage that? How do you manage measure risk and uncertainty? Second thing, superior business models; we have a library of patterns, business model patterns, where we give inspiration to people so they can ask themselves questions: ‘How could I improve my business model? How could I create recurring revenues? How could I create a resource castle to protect my business model? How could I shift from product to service? How could I shift like Apple from selling a device to becoming a platform?' So that's the second aspect. And then the third one, which most companies are struggling with, is ‘how do I create an innovation culture systematically? How do I design and manage an innovation culture?' So, it's almost, you could say three books in one. So, you get three for one, if you get The Invincible Company. Ula Ojiaku: [31:54] It sounds very exciting in terms of the work that you must have done to collate these trends and attributes that make up an invincible company. So, what exactly made you guys now say, ‘hey, we need to write this book?' Alex Osterwalder: [32:09] That's a question we always ask because there's so many books out there; the world does not need another business book. So, if we put energy into this, because these projects are pretty big, we had a team of five people working on it, three designers actually six people, three content people. So, it's a crazy effort. The reason was very simple. We had already put a lot of tools out there  - and processes - and companies were not moving at the scale we believe is necessary for them to transform to either revive their business models, or tackle challenges like climate change, right? So, you have to be very inventive, innovative, to actually make a profit and become sustainable, like Unilever. So, we said, ‘well, what's missing?' And the big piece missing is the shared language at the senior level, where they can think about ‘how do I manage a portfolio of businesses to fight off disruption? So, I don't get disrupted. But so, I am among the disruptors. So, I invent the future, like Ping An, like Amazon - they invent the future.' You know, they're not the victim of Porter's five forces, they shaped entire industries, right? Porter's five forces was 1985. That's quite a while ago. ‘The world's changed; we need new analytical tools…', I like to joke, right? But so, we didn't see companies moving enough. So, we asked, ‘could we create the tools to help these companies to help the leaders change?' So, we created a very practical set of tools and processes, and procedures so these companies would start to move. Because a lot of senior leaders will tell you, ‘but innovation is a black box. I don't know how to do this. I know how to do mergers and acquisitions. But I don't really know how to do this innovation thing.' So, they kind of move towards buzzwords. ‘Yeah, we're gonna do agile!' Well, that means nothing per se. So yeah, we're gonna work in an agile way when we do this. But that's the mindset. But there's a more to it when you really want to start building an invincible company. So, we packaged all of what we've learned in the field, plus our whole thinking of how can we make it easy for them to capture and work on it. So, taking down the barriers to action, so nothing would prevent them from action. That's how we always decide, ‘should we do another book?' Well, only if we believe we have a very substantial contribution to make. Ula Ojiaku: [34:37] Talking about the three ‘hows' of becoming an invincible company, you did say that the third element was about changing the culture.  Alex Osterwalder: [34:48] Yeah, sure. Yeah. Yeah. Ula Ojiaku: [34:49] Now, there is this book I read by John Kotter about Leading Change... Alex Osterwalder: [34:57] Yeah, yeah absolutely Ula Ojiaku: [34:58] And culture changes last. So, what's your view on how best to change culture because usually, people are resistant to change? Alex Osterwalder: [35:09] So, I believe you can actively design and manage culture. You know, every company has a culture.  It's just that very few companies design and manage their culture. So, the first thing is, you need to map out the culture that you have. So again, we're tool obsessed. So, we created a tool together with Dave Gray called the Culture Map. And with the Culture Map, you can map out the culture you have, and you can design the culture you want. Okay, that's in a general way. In The Invincible Company, we talk about innovation culture. So, we show what are the blockers that are holding companies back from creating an innovation culture? And we show what are the enablers that companies would have to put in place to create an innovation culture? So simple stuff, right? What's the blocker? I'll give you some blockers. Companies require business plans, business plans are the enemy of innovation, because you force people to sketch out a fantasy over 50 pages, and then you invest in a fantasy and it blows up in your face. It's ridiculous. So, business plans are one enemy of innovation. It's a blocker. Okay, let's look at an enabler. An enabler would be to embrace a culture where you can experiment, fail, learn and iterate. That sounds trivial. But in most companies, you cannot fail, you'll jeopardize your career. So, you need to create a space where experimentation and failure is not just possible - it's mandatory because you know, you need to test ideas. So, if you don't do that deliberately; if you don't have the governance that's going to reward that, in the right place, it's not going to work. And now a lot of people would say, ‘yeah, we do that… we do that.' But it depends how you're doing ‘that'. So, we're very specific with these things and say, well, ‘you're at risk of having an innovation theater, if you don't enable leadership support.' ‘Yeah, well our leaders are supporting it…' Okay? ‘How much time is your leader, your CEO spending on innovation every week?' If he or she is not spending 40% of his or her time on innovation, innovation will not happen at that company, period. So that's an enabler that is not a soft factor is a very hard factor. Because it's actually even less about what the CEO does. It's the symbolic value of a CEO spending 40% of his or her time on innovation, which will show ‘this is important.' And then everybody will work towards what's important for the senior leadership. So, all those kinds of things - we codify them, to take them from the anecdotal evidence towards, ‘here are the three areas you need to look at: leadership support, organizational design, innovation practice. You need to work on those three areas. And you can start to systematically design an innovation culture.' So, I'd say the difference between the days of Kotter, I still love Kotter's work, is I do believe today, we can more actively design culture and make it happen. Is it easy? No, it's really hard. Are we going to face resistance? Yes. But if you do it well, I can tell you when it comes to innovation, people are hungry for it. They're just waiting for it. So, all you have to do - you don't even need to design enablers, just take away the obstacles and everything else will happen. Ula Ojiaku: [38:40] Oh, fantastic. So, the what book do you find yourself giving as a gift to people the most and why - in addition to your fantastic suite of books? Alex Osterwalder: [38:53] So… there's just so many that I don't have one ‘go-to' book that I would really recommend. It's depending on what are people looking at, you know, what is their challenge, and I would recommend the right kind of book that I have in mind for the right challenge. So, I don't like doing an overall thing. There is one book that I just put is the foundation of working the right way, which is John Medina's Brain Rules. So, it's actually a brain scientist. He's very funny. He wrote a book called Brain Rules. It's all based on peer reviewed science, there's a certain number of rules that you need to follow in everything you do: designing a workshop, managing your company, you know, teaching something, being a parent. So, if you follow those brain rules, well, you're very likely to have more success. With the work you're doing, you're gonna achieve better results, because you're following the way your brain works, right? And a lot of the work we do is actually not, not right. So, I'll give you an example. He talks about visuals, every single person on the planet is visual, guess what? It's evolution – (there) used to be a lion running after us. Well, we would need to see it and run away. That's visual. That's evolution. Those who didn't see it coming, they're not here anymore, right? Evolution ate them up. So, we're visual, by definition. That's why when you write when you create a book or a slide deck, using visuals is not a nice to have; of course, everybody has their style. But if you really do it well, you use the words for the right thing, use visuals for the right thing, you're gonna have a huge impact. Because by evolution, every one of us, every single one of us is visual. So that's one brain rule, which sounds a little bit trivial. But the really good insights there of rules you should never break. Right? So that's one I do recommend. But then everything else is based on the challenges I see with, you know, what people are struggling with. Ula Ojiaku: [40:47] I would add that to my library of books to read then. Now, would you have any advice for individuals starting up in their entrepreneurship journey? And also, what advice would you have? So, there are two questions here: what do you have for organizations starting off their lean innovation journey? So, individuals and organizations. Alex Osterwalder: [41:14] So, for both, I would say fear nothing, embrace failure. So, you know, then people tell me, ‘don't always talk about failure. It's not about failure. It's not about failures, is it? It's about learning.' No, it's not about learning. It's about actually adapting your idea until you figure out what works, right? But a lot of that will be failure. And a big part of the innovation journey is you know, falling down and getting up. So, my big advice to individuals is, don't believe those people on the cover of a magazine because you don't see the failure they went through. And if there's somebody who didn't have that much failure, they kind of got lucky. But that's one in a million. So, don't get blinded by those pictures that the press put in front of us. Success; there is no shortcut. Yeah, you can get lucky. But that's one out of a million. Success is hard work. It's a lot of failure. It's a lot of humiliation. Those who get over humiliation, those who can stand up, those are, those are gonna win. However, sometimes you need to stop, right? So, when people say, ‘ah, never give up!' Well, knowing when to stop is not giving up. When you're not made for something, when the idea (you had) – (you find out) there's no business there, you better stop because you're gonna waste all of your money and energy for something that's not there. But you can take those learnings and apply it, maybe to a different opportunity. So never, never fear failure, right is an important one to always get up. That's for individuals. For companies, I'd say go beyond innovation theater. So, break the myths and figure out how innovation really works. Open up what still might be a black box or question yourself, you know, are we really doing Strategic Growth and Innovation? Because a lot of companies will say, ‘Yeah, we do that, we do Lean Startup, we do Agile.' Yeah, but then you look under the hood, it's really innovation theater. When you really do this well, you actually invest in 200, 300, 400 projects at a time, small amounts. And you're really good at killing ideas to let the best emerge. So, it's not about making a few big bets. It's about making hundreds and hundreds of small bets. And then continuously invest like a venture capitalist in those ideas and teams that are bubbling up, right. So, go beyond innovation theater, learn how this really works. This is a profession. This is not something you learn over a weekend at a masterclass anymore. That's how you get started. This is a hard profession treated differently than management. Managing an innovation, management and execution and innovation and entrepreneurship are two different planets. So please accept that. That's my advice to organizations. Take it seriously, otherwise, you're gonna die. Ula Ojiaku: [43:51] Thank you so much. It's been a wonderful conversation with you, Alex, thank you again for being on this show. Alex Osterwalder: [43:58] Thanks for having me. Wonderful questions. Great conversation.

2CGMH S3 Ep 3 - The Social Dilemma - Season 3 Episode 3 has the 2CGMH crew turn into movie critics by giving their thoughts about the Netflix documentary The Social Dilemma. Al "The Architect", P-Wil aka Drip Chronicles, WB Come Fly with Me discuss: their opinions about The Social Dilemma, their views on technology, the power of data/technology, the basics of product development, and the psychological/social effects. We hope that you all enjoy this episode and encourage you all to watch The Social Dilemma. We also suggest you go check out books like The Lean Startup by Eric Reis and The Lean Product Playbook by Dan Olsen. The crew wants to educate and inform people so we all can think differently and grow. We appreciate your support and look forward to hearing your feedback on this episode. “There are only two industries that call their customers 'users': illegal drugs and software” — Edward Tufte #2CGMH #thesocialdilemma #socialmedia #NSBE #awakening 2 Chi Guys a Mile High (2CGMH)A podcast about personal growth, development, and prosperity from the perspective of 3 Black men in STEM trying to win.www.2cgmh.comIG: @2chiguysamilehighTwitter: @2chiguysamilehi#2CGMHAudio Mix and Edits by @MarcuCertified

What I learned over the past few months, reading Eric Reis's book "The Lean Startup", and starting the process applying to the BYU Marriott School of Business.

This week, I am joined by Emmanuel Straschnov who is an original pioneer of the NoCode Movement. His startup Bubble.io enables users to build dynamic database-driven web applications all from a drag and drop interface. Bubble boasts over 400,000 users and was bootstrapped until 2019 when the company raised a 6.3 Million Dollar Seed round with notable investors, including Eric Reis, the author of The Lean Startup, Warby Parker Co-Founder Neil Blumenthal and Allbirds Co-Founder Joseph Zwillinger to name a few. Emmanuel is originally from France and is based in NYC, where he joined this program via Google Meet to discuss the future of NoCode, and how Bubble plays into that.

Buku The Lean Start-up, karya Eric Reis, adalah buku wajib untuk siapapun yang memulai bisnis baru di era digital. Sayangnya tidak banyak orang Indonesia, bahkan para start-up founders, yang mau membacanya. Oleh karena itu saya buat blinkcast-nya --blink/resensi dalam bentuk podcast-- biar minimal para founders bisa mengetahui kenapa buku ini sangat penting. Kalau memang berasa bermanfaat, langsung beli bukunya ya, Sob. Dalam blinkcast ini saya menambahkan pengalaman-pengalaman kami yang juga yang menggunakan buku ini sebagai salah satu guidence membuat lokal brand yang tech-enabled. Biar lebih membumi, lah. --- Send in a voice message: https://anchor.fm/ngobrolbrandlokal/message

My brilliant guests this week are the team from This Much I Know - Founder Emily Sheffield and Head of Partnerships and Reporter, Holly Beddingfield. In this episode, Emily tells us how she started This Much I Know, a news platform that puts genuine conversation at the heart of its delivery. Emily and Holly share the ups and downs of life in a startup incubator (Founders Factory), the fact that their brains constantly hurt and how they are building a sustainable media business in the free-information economy. With Emily’s 25 years experience as a journalist and editor (former deputy editor at Vogue) the team has big plans for This Much I Know and is on a mission to drive positive change. Enjoy! Join in the conversation online using #THEWOTPOD on Twitter https://twitter.com/TheWotPod and Instagram https://www.instagram.com/thewotpod/. Chapters: 00:00 Episode Taster 01:34 Chapter 1: Our plan to revolutionise the news 07:50 Chapter 2: “I can literally feel the edges of my brain pressing against my skull” 15:03 Chapter 3: The business of media in 2020 18:15 Chapter 4: Driving positive change 25:02 Chapter 5: Smart, concise and digestible content 28:24 Chapter 6: Your pitch deck Episode resources: https://olioex.com The Lean Startup by Eric Reis - https://www.amazon.co.uk/dp/B005PR422K/ https://www.manrepeller.com https://www.vice.com/en_uk https://www.refinery29.com/en-gb https://www.buzzfeed.com Find out more about This Much I Know: https://www.thismuchiknow.news https://www.instagram.com/thismuchiknow.news/ https://twitter.com/emilysheffield https://foundersfactory.com Connect with your host, Frankie Cotton: https://frankiecotton.com https://twitter.com/FrankieCotton_ https://www.instagram.com/frankiecotton_/

Geralmente, quando pensamos em futuro, pensamos em tecnologia, robôs ou supercomputadores. Sim, teremos tudo isso, mas de nada vai adiantar se não estivermos focados na gestão e nos procedimentos internos. Você já considerou ter uma equipe mista, sendo uma parte física e outra remota? E uma equipe sob demanda? Sabe qual tipo de marketing jurídico tem mais retorno para você? Já testou diferentes tipos de layout de recurso para descobrir qual tem mais probabilidade de conseguir uma decisão favorável? O que fez recentemente para reduzir o custo do seu cliente?Neste episódio eu converso com Gabriel Magalhães, advogado e CEO da Freelaw, uma plataforma de contratação de advogados sob demanda. Gabriel já entrevistou mais de 200 advogados e sabe exatamente quais são as maiores dores dos escritórios e departamentos jurídicos. Ouça e aprenda várias técnicas e ferramentas do mundo das startups que vão auxiliá-lo a se preparar para o futuro do direito. - GABRIEL MAGALHÃES -| LinkedIn: https://www.linkedin.com/in/gabrielgmagalhaes |- DIREITO 4.0 PODCAST -| Instagram: https://www.instagram.com/direito4.0podcast || LinkedIn: https://www.linkedin.com/company/direito-4-0-podcast || E-mail: podcast@floox.com.br |- NOTAS DO EPISÓDIO -Freelaw| Site: https://freelaw.work || Blog: https://freelaw.work/blog || Podcast: http://podcast.freelaw.work |Ferramentas| Trello: trello.com || Asana: asana.com || Legalboards: https://legalboards.io |Cursos| Rock Content: https://rockcontent.com || Hubspot: https://academy.hubspot.com || Udemy: https://www.udemy.com || Guia de publicidade no Facebook: https://www.facebook.com/business/help/337584869654348 || Monika Hosaki: https://www.imersaoprime.com.br |Livros| Startup Enxuta, Eric Reis: https://amzn.to/36ail4K || Tomorrow´s Lawyers, Richard Susskind: https://amzn.to/2BSvFNo |Evento| Global Legal Hackathon:https://globallegalhackathon.com |

In this episode of Profiles in Risk, I spoke with Roland Chan, Founder and CEO of FindBob. FindBob is solving the problem of business continuity, transition and succession with financial services firms. Agents & brokers can spend a lifetime creating a lot of value with their books of business. FindBob helps them prevent a sudden deterioration due to illness or worse.CONNECT WITH ROLAND CHAN: LinkedIn - https://www.linkedin.com/in/chanroland/ FindBob Homepage - https://www.findbob.io/ MENTIONED IN THIS EPISODE:A Tribe Called Quest - https://amzn.to/2OmYrwO Moleskin Notebooks - https://amzn.to/2p02lRW Agile Software Development - https://www.agilealliance.org/agile101/ Jira Software - https://www.atlassian.com/software/jira/agile Trello Software - https://trello.com/en-US Slack - https://slack.com/ Copper (Prosperworks) - https://www.copper.com/ BOOKS RECOMMENDED BY ROLAND: Books by Eric Reis - https://amzn.to/2Iv00oN Books by Steve Blank - https://amzn.to/2LSqi6E Drive by Daniel Pink - https://amzn.to/2AQbHSE Great by Choice by Jim Collins - https://amzn.to/2AJUg6r Following Ezra by Tom Fields-Meyer - https://amzn.to/2IqUtzw SUBSCRIBE AT:Buzzsprout RSS: http://www.buzzsprout.com/87086Google Play: https://goo.gl/WMAvW4iTunes: https://goo.gl/7SqwvP Overcast: https://goo.gl/8b4cbD Spotify: https://goo.gl/niAbGN Stitcher: https://goo.gl/DmE7MiYouTube: https://goo.gl/1Turar

Our guest today is Anthony Kim, Founder and CEO of Education Elements. Anthony built virtual schools before anyone had heard of such a thing. He has worked with over 1000 schools and school districts on projects ranging from the adoption of personalized learning to project management and leadership capacity. Anthony works with a focus on seeking to achieve better student outcomes, higher student engagement, and increased teacher satisfaction. He is the co-author of The New School Rules, and co-author of The New Team Habits: a Guide to The New School Rules.In this episode, we talk about the patterns he sees after so many school visits, how educators can work better together, what changes he expects to see in education, and much more. This episode is jam-packed with tips from Anthony’s experience, so listen in. Here’s Anthony.Quotes: 3:10 “What is missing the most is (a consideration of) how anyone coming to visit the school experiences it within the first 5 - 10 minutes they are there.” 6:38 “In many of our day-to-day experiences, we expect a greater level of personalization, real-time interaction, and real-time feedback.”17:20 “As you get more data, can you make course corrections that help you get to the goal?”20:38 “We have to make the shift in the minds of the leaders of schools; if you want to become a learning organization, you have to embrace mistakes as a part of the process.”34:50 “How we deliver content and engage students matters a lot, and part of our job is to draw in those students so that they want to learn; that’s where personalized learning can come in.”Here are some resources mentioned in our discussion:Design39Campus http://design39campus.com/The Lean Startup by Eric Reis http://theleanstartup.com/Timeless Learning: How Imagination, Observation, and Zero-Based Thinking Change Schools by Pam Moran https://www.amazon.com/Timeless-Learning-Imagination-Observation-Zero-Based/dp/1119461693Farnam Street: My Interview with Adam Robinson https://fs.blog/adam-robinson-pt1/Where to learn more about Anthony Kim:Education Elements https://www.edelements.com/anthony-kimTwitter - @EdElements or @anthonxAnthony on Linkedin linkedin.com/in/anthonykimWhere to learn more about Enrollhand:Website: www.enrollhand.comOur webinar: https://webinar-replay.enrollhand.comOur free Facebook group: https://www.facebook.com/groups/schoolgrowth/

John Buhl spent the last 13 years at Vanguard, innovating at all levels. He loved applying Lean Startup principles at scale and discovering what elements needed to change. Unfortunately, he hit many brick walls and found friction to make changes throughout the organization. The system of annual funding, with specific deliverables, was well entrenched. John wanted to understand, how do you shift a large company to be outcome-oriented and realize that old systems can be detrimental. Recently, John joined the Corporate Entrepreneur Community, formed by Eric Reis and Steve Liguori. Together they discovered three things: every company has the same problems, innovation is not science yet, and there’s a gap in peer-to-peer corporate community learning. One obstacle for companies innovating at scale is that companies must change everything while disrupting nothing. John believes companies can succeed with incremental improvements and making it their own. On the team level, companies need to get senior leadership aligned and invested. They also need to have an excellent governance structure, manage change, and have top-down buy-in.  For an individual, pushing against a culture can be risky. Try to align with a leader that allows you to experiment. You’ve got to give the leader evidence that innovation works, in addition to showing them things that didn’t work. Solving tactical barriers such as the budget process and breaking down internal silos, will also generate more speed, flow, and throughput.  FOR MORE INFO To find out more about Corporate Entrepreneurship Community see Corpentcom.com or find John Buhl on LinkedIn.  If you liked this podcast, try Ep 118 - Exxon Mobil's Christopher Bailey and Kim Bullock on Corporate Innovation and Ep 98 - Sean Ammirati with Birchmere Ventures & Author of The Science of Growth GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

Changing everything while disrupting nothing John Buhl spent the last 13 years at Vanguard, innovating at all levels. He loved applying Lean Startup principles at scale and discovering what elements needed to change. Unfortunately, he hit many brick walls and found friction to make changes throughout the organization. The system of annual funding, with specific deliverables, was well entrenched. John wanted to understand, how do you shift a large company to be outcome-oriented and realize that old systems can be detrimental. Recently, John joined the Corporate Entrepreneur Community, formed by Eric Reis and Steve Liguori. Together they discovered three things: every company has the same problems, innovation is not science yet, and there’s a gap in peer-to-peer corporate community learning. One obstacle to innovating at scale is changing everything while disrupting nothing. John believes companies can succeed with incremental improvements and making it their own. On the team level, companies need to get senior leadership aligned and invested. They also need to have an excellent governance structure, manage change, and have top-down buy-in.  For an individual, pushing against a culture can be risky. Try to align with a leader that allows you to experiment. You’ve got to give the leader evidence that innovation works, in addition to showing them things that didn’t work. Solving tactical barriers such as the budget process and breaking down internal silos, will also generate more speed, flow, and throughput.  FOR MORE INFO To find out more about Corporate Entrepreneurship Community see Corpentcom.com or find John Buhl on LinkedIn.  If you liked this podcast, try Ep 118 - Exxon Mobil's Christopher Bailey and Kim Bullock on Corporate Innovation and Ep 98 - Sean Ammirati with Birchmere Ventures & Author of The Science of Growth GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

After sitting down with two of the area's more tenured football coaches, Episode 3 of the Best of Preps podcast featured one of the newest coaches around in Mark Varnum, first-year head coach of the Manteca High football team. In his chat with The Record, Mark discussed taking over for recently retired coach Eric Reis, the challenges of replacing senior quarterback Gino Campiotti and his expectations for the program as a rookie head coach. 

Save money, time and resources when building your Startup by launching an MVP! In this episode, Sid and Mamta discuss The Lean Startup Methodology (by Eric Reis) and share examples on how you can build your MVP to test the market and launch your product quickly. For more tips, Follow us on Social or use #StartupHustleME to connect: https://www.facebook.com/startuphustleme https://www.instagram.com/startuphustleme/ https://twitter.com/startuphustleme Email us on : startup.hustle.me@gmail.com Visit our Car rental startup : https://ejarcar.com If you are an Anchor user, you can also leave us a message with your questions and comments.

SUMMARY Jeet pursued the well-trodden path of getting a traditional job, but nothing seemed to sit right. After 12 different jobs, he soon realised he was cut from a different cloth. After starting his first business at the age of 17, he went on to become a TEDx speaker, operating multiple other business ventures and starting an academy called Income Incubator to help reform the education we receive today. Jeet is truly a living and breathing embodiment of what it means to pursue your dream at any age. NOTES How Jeet became a TEDx speaker [0:40] The right time to start your acting on your dream [02:30] First business Jeet created [4:09] Biggest thing Jeet has learnt in his journey so far and his examples of failure [8:38] Jeet talks about how to balance your time effectively [13:49] Jeet talks about how to figure out what to do in life [16:20] Jeet explains what the Income Incubator is [24:34] Jeet shares what he thinks makes a good business today [29:30] QUOTES “Impatience is my greatest quality” [2:35] “If you have something that is really big to you or meaningful to you, you will find a way to make it happen right now” [3:!0] “Failure is an event, it is not something that defines you” [8:50] PEOPLE MENTIONED Richard Branson [16:34] Elon Musk [16:34] COMPANIES MENTIONED TEDx [0:40] BOOKS MENTIONED The Lean Startup by Eric Reis [7:40] FOLLOW JEET Instagram @thejeetbanerjee | @incomeincubator Twitter @thejeetbanerjee Facebook @jeetbanerjeeconsulting WEBSITES Jeetbanerjee.com | theincomeincubator.com

  This week’s guest: John Master Lee, a veteran product and brand executive in the video game industry. Topics discussed: How the Lean Startup Methodology can help optimize your life and work Whether or not your geographical location impacts your ability to succeed Why it is that success comes to those who pursue their passions […]

My guest for Episode 54 of The Startup Playbook Podcast is Corporate Venture Capitalist, Alfred Lo. Alfred has been one of the pioneers of the Corporate Venture Capital industry in Australia. Along with one of our former guests Peter Huynh, he co-founded and led Singtel's investment activities through Optus-Innov8 in Australia. Most recently he was the Head of AMP New Ventures where he led AMP's local and international corporate venture capital program. In the interview we talk about the learnings Alfred picked up from running his own startups, what he looks for in investment opportunities, the role that corporate venture capital should play in a startups funding strategy and how corporates should approach their engagement with startups. LIVE PODCAST WITH VICKY LAY (MANAGING DIRECTOR – ARTESIAN VENTURE PARTNERS) Show notes: - AMP - Optus Innov8 - Drew Corby's Pathways Podcast - Peter Huynh - Peter's podcast interview - Sunrise conference - Mark Pesce - This Week in Startups Australia Podcast - Mick Liubinskas - Eric Reis - Broadsheet - Salesforce ventures - Intel ventures - Alfred Lo (Twitter) - Alfred Lo (LinkedIn) Blog: 50 Lessons from 50 successful founders, investors & experts (Part 1) Blog: 50 Lessons from 50 successful founders, investors & experts (Part 2) Feedback/ connect/ say hello:  Rohit@startupplaybook.co @playbookstartup (Twitter) @rohitbhargava7 (Twitter – Rohit) Rohit Bhargava (LinkedIn) Credits: Intro music credit to Bensound Other channels: Don't have iTunes? The podcast is also available on Stitcher & Soundcloud The post Ep054 – Alfred Lo (Investor) on Corporate Venture Capital appeared first on Startup Playbook.

For 34 minutes, you’ll hear Roger Overall & Paul O’Mahony grapple with a fundamental business issue. "What must we do to attract more lovers?" In Episode 2 of Season 3 , we (Roger & Paul) grapple with a vexing challenge every business person faces. We discuss how we're going to achieve a big advance for this podcast: growth Why should anyone trust us? (brand character) What are our credentials? (back-story) What's our track-record? (back-story) Will people believe what we say? (brand credibility) How'll we get BusinessJazz Podcast better known (build awareness) Should every business launch a podcast? (rush into action) What about using Periscope? Desperate for success You hear us give up business and take up golf asking What kind of golf do we want to play? What's our aim? What's our No 1 golf club? Who do we want to play with? Our stance is : Thinking about golf helps you think about your business (in this we trust) We go on to discuss really gargantuan issues - including Who do we want this podcast to help? Who are our ideal clients - or collaborators? Who am I? Our Insight is : We're not fit to work for Google, MicroSoft or any giant corporate - even if they beg us There's more in the 34 minutes. With whom do you do your best work? For whom will you go beyond the extra mile? Why is buying ECCO Shoes a good idea? Live, raw, unedited Roger Overall & Paul O'Mahony realise It's about time we asked the blindingly obvious questions: "Who are our best friends & supporters?" (BFS) "What would they do for us if only we asked them?" "What if we said to our best friends & supporters 'Please tell one other person about BusinessJazz Podcast (9.5 would also be good). Eventually we offer you advice which hits us so hard in the face we have to follow it immediately... We offer you the 4 best bits of advice you'll ever get for us on how to start becoming genuinely attractive in business today (If this is all you want - listen to the last 5 minutes of the podcast) ___________________________ On the podcast we spoke fondly of this book "The Lean Start-Up" (Eric Reis) - chapter 1 & 2 ____________________________ And we nearly spoke fondly about Barkley Marathons (designed by Gary "Lazarus Lake" Cantrell) ____________________________ In an effort to be genuinely attractive to you we say Let's work together - fondly @rogeroverall @omaniblog @bizjazzpodcast

Simon and Sam talk about all the things Pokemon Go can teach us about life, why you should  beware of weird unlabelled food products, and the virtues of deliberately exposing yourself to things that are bad for you.Plus! Hear our friend Jono Hall reading out a bit of his short story, first published on our Medium collection, Drippy Fun Times. Send us your stories too!Things we talk about on this episode:How it's weird when old Apartheid generals give you PokeballsThe Dresden Files - an RPG that makes real life more fantasticalThe Four Hour Work Week by Tim Ferris - which, fuckit, we still think is kinda smartThe Lean Startup by Eric ReisRuss Fujioka's fun article about Pokemon and MillenialsThe 2014 April Fool's Day video from Google that gave us a sneak peak of Pokemon Go without us realisingThe Code: Numbers, Shapes and Predictions - a documentaryI'm a Strange Loop by Douglas HofstadterGabriel Weinberg's excellent list of Mental ModelsThe strange subreddit, "Insightful Squirrel Men"The NSFW subreddit, "Library Girls"Minitel, France's version of the Internet before the Internet was a thingThe Book of Strange New Things by Michel Faber BUT DON'T READ ANY BLURBS JUST READ THE BOOKMoney From Nothing by Deborah James

In this interview with Andrey Seas we discuss how he became an entrepreneur just a few months ago and how he began establishing his business. Andrey shared how he started off with some success and then the big mistake in his marketing shortly thereafter.

Are you ready to change your thinking about innovation and entrepreneurship?  Inspired to learn new methodologies that foster innovation--especially in established companies?   Join us for an enlightening and inspiring fireside chat with Reid Hoffman and Eric Ries, entrepreneur and author of The Lean Startup:  How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses. Eric created The Lean Startup methodology and his book is getting rave reviews:   “Every so often a business book comes along that changes how we think about innovation and entrepreneurship... The Lean Startup has the chops to join this exalted company.” -- Financial Times   "A must read for every serious entrepreneur-and every manager interested in innovation." --Marc Andreessen, Co-Founder of Andreessen Horowitz, Opsware Inc. and Netscape   To learn more about Eric and his work, follow him on LinkedIn and check out his popular blog, Startup Lessons Learned.   And don’t forget to bring your questions -- there will be an opportunity for Q&A with Eric as well!   More About Eric Eric graduated in 2001 from Yale University with a B.S. in Computer Science. While an undergraduate, he co-founded Catalyst Recruiting. Ries continued his entrepreneurial career as a Senior Software Engineer at There.com, leading efforts in agile software development and user-generated content. He later co-founded and served as CTO of IMVU, his third startup.   In 2007, BusinessWeek named Ries one of the Best Young Entrepreneurs of Tech. In 2008 he served as a venture advisor at Kleiner Perkins Caufield & Byers before moving on to advise startups independently. Today he serves on the board of directors for Code for America and on the advisory board of a number of technology startups and venture capital firms. In 2009, Ries was honored with a TechFellow award in the category of Engineering Leadership. In 2010, he was named entrepreneur-in-residence at Harvard Business School and is currently an IDEO Fellow.   The Lean Startup methodology has been written about in The New York Times, The Wall Street Journal, Harvard Business Review, Inc., Wired, Fast Company, and countless blogs. He lives in San Francisco with his wife, Tara.

Pete talks to Dan Norris, the creator of the Inform.ly service - an online data gathering and reporting service - about website and business metrics. They discuss useful and un-useful data, and talk about the lessons Dan learned in starting Inform.ly -= Win Stuff! =- We are now regularly receiving copies of books from the authors we feature (and other goodies) to give away to PreneurCast listeners. To enter our current competition, just visit: http://www.preneurmarketing.com/win -= Links =- - Online http://inform.ly - Dan's service, and home of his blog and podcast too - Books The Lean Startup - Eric Reis - Previous PreneurCast Episodes: All previous episodes are available over at http://preneurmedia.tv along with show notes, links and full transcripts of each episode. Episode 011 - Numbers -=- For more information about Pete and Dom, visit us online at http://www.preneurmedia.tv or drop us a line at: preneurcast@preneurgroup.com If you like what we're doing, please leave us a review on iTunes or a comment on the Preneurmedia.tv Web Site.